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Teamwork and Innovation: An Example from IDEO. Karl A. Smith Engineering Education – Purdue University Civil Engineering - University of Minnesota Pegadogies of Engagement – Cooperative Learning and Problem-Based Learning Pre-Conference Workshop RCEE 2007 Johor November 26, 2007.

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teamwork and innovation an example from ideo
Teamwork and Innovation:An Example from IDEO

Karl A. Smith

Engineering Education – Purdue University

Civil Engineering - University of Minnesota

Pegadogies of Engagement – Cooperative Learning and Problem-Based Learning

Pre-Conference Workshop

RCEE 2007 Johor

November 26, 2007

slide3

http://www.businessweek.com/magazine/content/06_17/b3981401.htmhttp://www.businessweek.com/magazine/content/06_17/b3981401.htm

3

the innovation journey vandeven polley garud venkataraman 1999
The Innovation JourneyVandeVen, Polley, Garud & Venkataraman, 1999.

The innovation journey is a nonlinear cycle of divergent and convergent activities that may repeat over time and at different organizational levels if resources are obtained to renew the cycle, p. 16.

5

ideo deep dive video

IDEO – Deep Dive Video

ABC News Nightline - 7/13/99Available FromABC News Storewww.abcnews.comKelley, Tom and Littman, Jonathan (2001) The art of innovation: Lessons in creativity from IDEO, America=s leading design firm. New York: Random House

ideo the deep dive
IDEO – “The Deep Dive”
  • IDEO has been identified as America’s Leading Design Firm.
  • IDEO’s special ingredients:
    • Teams
    • Culture
    • Methodology
ideo the deep dive1
IDEO – “The Deep Dive”
  • Viewing Perspectives:
    • Teams
    • Culture
    • Methodology
    • Videographer
components of ideo process
Components of IDEO process
  • Creation of “Hot Teams”
  • Brainstorming
  • Rapid Prototyping
  • Observing & Listening from Customers
  • Thinking of products in terms of verbs, rather than nouns
ideo s teams
IDEO’s Teams
  • Named “Hot Teams.”
  • Multidisciplinary.
  • Group leader is assigned based on their abilities to work with groups.
slide12

Seven Secrets for Better Brainstorming

1. Sharpen the focus

2. Playful rules

3. Number your ideas

4. Build and jump

5. The space remembers

6. Stretch your mental muscles

7. Get physical

playful rules
Playful Rules
  • One conversation at a time
  • Stay focused on the task
  • Encourage wild ideas
  • Go for quantity
  • Be visual
  • Defer judgment
  • Build on the ideas of others
ideo s culture
IDEO’s Culture
  • Employees design their own working areas.
  • Employees have interest and skills to work with a wide range of people.
  • No hierarchies.
build your greenhouse
Building Neighborhoods

Think Project, ThinkPersonal

Building Blocks

Inspiration from Adversity

Prototype Your space

Create a Team Icon

Watch Your Body Language

Simple Team Space

Hierarchy is the Enemy of Team Space

Give Your Workers a View

Tell Stories

Make Your Junk Sing

Build Your Greenhouse
build your greenhouse1
Build Your Greenhouse
  • Building Neighborhoods
    • Areas of Congregation
      • Lounge / Common Area
    • Mainstreet
      • Forced Interaction
    • Need for Privacy
      • Quiet Areas
      • Individuality
five steps to ideo s innovation
Five steps to IDEO’s innovation
  • Understand the market/client/technology/ constraints
  • Observe real people in real situations
  • Visualize new-to-the-world concepts & ultimate customers
  • Evaluate & refine prototypes
  • Implement new concept for commercialization
ideo s method

Observation

Prototyping

Implementation

Brainstorming

user desirability

business viability

insights and opportunities

implementation

technical feasibility

IDEO’s Method

www.ideo.com

slide19

http://www.businessweek.com/magazine/content/04_20/b3883001_mz001.htmhttp://www.businessweek.com/magazine/content/04_20/b3883001_mz001.htm

Time, April 2005

19

slide20
20

http://www.stanford.edu/group/dschool/big_picture/our_vision.html

slide21

Design Thinking

Discipline Thinking

Ideo's five-point model for strategizing by design:

Hit the Streets

Recruit T-Shaped People

Build to Think

The Prototype Tells a Story

Design Is Never Done

Tom Friedman

Horizontalize

Ourselves

AAC&U College Learning

For the New Global Century

21

innovation resources
Innovation Resources

Additional Perspectives on Innovation:

  • DEC - Schein, Edgar H., et.al. 2003. DEC is dead: Long live DEC – The lasting legacy of Digital Equipment Corporation. San Francisco: Berrett-Koehler.
  • The Innovation Journey – Van de Ven, Andrew H., Polley, Douglas E., Garud, Raghu & Venkataraman, Sankaran. 1999. The Innovation Journey. New York: Oxford University Press.
  • Organizational Change and Innovation Processes – Poole, Marshall S., Van de Ven, Andrew H., Dooley, Kevin, and Holmes, Michael E. 2000. Organizational Change and Innovation Processes: Theory and Methods for Research. New York: Oxford University Press.
  • Weird Ideas that Work – Sutton, Robert I. 2002. Weird Ideas that Work: 11-1/2 Practices for Promoting, Managing, and Sustaining Innovation. New York: Free Press.
dec culture of innovation
DEC – Culture of Innovation

The DEC culture emphasized:

  • Creativity
  • Freedom
  • Responsibility
  • Openness
  • Commitment to truth
  • Having fun

“Culture is a complex force field that influences all of an organization’s processes. We try to manage culture but, in fact, culture manages us far more than we manage it, and it happens largely outside of awareness (p. 31).”

Schein, Edgar H., et.al. 2003. DEC is dead: Long live DEC – The lasting legacy of Digital Equipment Corporation. San Francisco: Berrett-Koehler.

sutton weird ideas that work
Sutton – Weird Ideas that Work
  • Hire “Slow Learners” (of the organizational code). 1-1/2 Hire People Who Make You Uncomfortable, Even Those You Dislike.
  • Hire People You (Probably) Don’t Need
  • Use Job Interviews to Get Ideas, Not to Screen Candidates
  • Encourage People to Ignore and Defy Superiors and Peers
  • Find Some Happy People and Get them to Fight
  • Reward Success and Failure, Punish Inaction
  • Decide to Do Something That Will Probably Fail, Then Convince Yourself and Everybody Else That Success is Certain
  • Think of Some Ridiculous or Impractical Things to Do, Then Plan to Do Them.
  • Avoid, Distract, and Bore Customers, Critics, and Anyone Who Just Wants to Talk About Money
  • Don’t Try to Learn Anything from People Who Seem to Have Solved the Problems You Face.
  • Forget the Past, Especially Your Company’s Successes.

Sutton, Robert I. 2002. Weird Ideas that Work: 11-1/2 Practices for Promoting, Managing, and Sustaining Innovation. New York: Free Press.