A few simple observations on how you can implement Design Thinking in your or any organization large or tiny. These observations have been validated time and time again during my continual involvement with this activity.
In the recent months two significant technological driven disruptive events have happen that could bring about the downfall of two of Singapore’s largest corporations. Singtel, or Singapore Telecoms, is the first and biggest Telco (they own all the infrastructure) and Comfort one of the largest taxi operators in this island nation.
I stumbled over a great Q&A over at Quora. Someone asked about what to do with their great ideas and inventions so that they won’t get cheated. I’ve decided to reproduce the question here and the answer by Jimmy Wales, founder of Wikipedia, as I often get asked the same question but in many different ways.
It’s not hard to come up with something new. It’s hard to come up with something new that people want.
I think that is kind of the separation point between having lots of ideas or creating lots of stuff, and just having maybe one thing that really resonates with people that they have that Ah-Ha moment when they see it.
~ James Carnes, Global Creative Director, Senior Vice President of Design at Adidas.
Kim Cullen, from Adaptive Path, recently shares their process in teaching Journey Maps at Workshops. Their process was adapted from JaminHegman and Jared Cole’s service design workshop. (A great introduction to the basics of Service Design by the way.)
So I missed the Microsoft Surface launch big time. It was only recently that I managed to have a look at what this product means to the industry.
Peter Bright, at ArsTechnica, writes an insightful editorial explaining that Mr. Softy is not competing against their own OEMs but actually telling them that “we can do this just as well as you can, if we have to” and setting them a challenge “your tablets have to be at least this good”.