When Designers Listen to Clients, It Shows"

http://online.wsj.com/article/SB120355894763381831.html?mod=hps_us_editors_picks

There are a number of important lessons for all of us in the WSJ article today by Christina Binkley.

• "It's important for business leaders not to lose touch with their customers. This is as true for an Italian designer as it is for a San Francisco technology company." Right on! Product designers often feel that they can just "brainstorm" on new ideas, without understanding the user and his/her need. We teach students to do research, gather facts, criticize what exists, strive for the ideal solution. And it all starts with understanding the user. Then it requires lots of hard work.

• "...sent out a collection of uninspired and ill-related items, that were designed by committee." "Jill Sander showed a particularly strong collection." We teach- Learn to be critical of what exists. and use a template for analyzing, understanding and criticizing.

• "... if not of his designs at least of his methods." We strive to teach our students methods and a clear design process.

• " simple, powerful lines" are the equivalent of clear functions that the product provides in order to meet objectives that drive the design and satisfy user's needs.

• "Some designers give in to the temptation to make clothes that are all about themselves." We stress satisfying needs, needs that often even the user does not recognize, until they "try it on." The designer needs to be there "just to see their reaction." It is hard to know if a new design is right, especially one that is radical, until you put it into the hands of the users and see their reaction.

• "The way these designers listen shows in their clothes, which are as sleek and responsive as an Apple laptop". Listening plus insisting on BOTH great style plus great performance is key.

"...uninspired dresses and other ill-related items that were designed by committee" Our students work in teams to complete technology projects- but we stress the importance of listening to teammates, practicing "Angel's Advocate" when a new, radical, impossible sounding idea is proposed and the need for individuals on the team to actually "put their ideas on the table" so that the team can build all their ideas into something that is even better than from any single person.

Christina- Thank you very much for your excellent insights and important lessons.. I look forward to learning more from you and sharing it with my students.

"When Designers Listen to Clients, It Shows"

http://online.wsj.com/article/SB120355894763381831.html?mod=hps_us_editors_picks

There are a number of important lessons for all of us in the WSJ article today by Christina Binkley.

• "It's important for business leaders not to lose touch with their customers. This is as true for an Italian designer as it is for a San Francisco technology company." Right on! Product designers often feel that they can just "brainstorm" on new ideas, without understanding the user and his/her need. We teach students to do research, gather facts, criticize what exists, strive for the ideal solution. And it all starts with understanding the user. Then it requires lots of hard work and constant iteration.
  

• "...sent out a collection of uninspired and ill-related items, that were designed by committee." "Jill Sander showed a particularly strong collection." We teach- Learn to be critical of what exists. and use a template for analyzing, understanding and criticizing.

• "... if not of his designs at least of his methods." We strive to teach our students methods and a clear design process.

• " simple, powerful lines" are the equivalent of clear functions that the product provides in order to meet objectives that drive the design and satisfy user's needs.

• "Some designers give in to the temptation to make clothes that are all about themselves." We stress satisfying needs, needs that often even the user does not recognize, until they "try it on." The designer needs to be there "just to see their reaction." It is hard to know if a new design is right, especially one that is radical, until you put it into the hands of the users and see their reaction.

• "The way these designers listen shows in their clothes, which are as sleek and responsive as an Apple laptop". Listening plus insisting on BOTH great style plus great performance is key.

• "...uninspired dresses and other ill-related items that were designed by committee" Our students work in teams to complete technology projects- but we stress the importance of listening to teammates, practicing "Angel's Advocate" when a new, radical, impossible sounding idea is proposed and the need for individuals on the team to actually "put their ideas on the table" so that the team can build all their ideas into something that is even better than from any single person.

Christina- Thank you very much for your excellent insights and important lessons.. I look forward to learning more from you and sharing it with my students.

How Does IDEO Do It?

IDEO is one of the most successful innovators of our time. And many of my students would love to work there. Read article in Business Week, cover story May 17, 2004, that explains much about how they operate.

Their method is far more than just sitting and thinking of ideas. Note their 5 Steps for innovation and "Rules". They start by spending much time trying to understand the user and his/her needs. Emphasis is on gathering facts, analysis, visualization with sketches and quick models, and generating MANY ideas. Lots of energy, hard work, mostly done individually by the designers. They each go off and ASK, Look, Learn and TRY. Then they each bring back something to "put on the table, " so that the team can make it even better.

You can obtain your own set of IDEO Method Cards.

Create Your Own "Circle of Innovation"

We have heard of the legend of the lone genius inventor, closeted away and doing brilliant things on his/her own. It is far easier to to achieve innovative results, if you get support, inspiration and help from others.

At RPI, my "Circle of Innovation" goes to the very top and includes President Shirley Ann Jackson. She has made innovation a key goal of the Rensselaer Plan. And she takes every opportunity to "celebrate innovation " of our students and faculty. Key to innovation in any organization, is support from the top leadership.

My circle at RPI, started in 1990, when I met Gary Gabriele. We talked for several hours and he invited me to speak to his class. That invitation started me on my second career teaching design and problem solving. Also included are key members of the administration; Charles Carletta, John Kolb, Alan Cramb, Dick Smith, Mark Steiner, Tim Wei, Rob Chernow, Vice Provost for Entrepreneurship and Larry Kagan, who has inspired me by his creativity and invention of "shadow art".

It also includes people outside of the campus community. Phil Weilerstein, Director of NCIIA, has played a major role by providing encouragement and key funding for courses and Advanced E-Team grants that have made it possible for students to turn their ideas into reality. NCIIA is funded by The Lemelson Foundation. Many thanks to Dorothy Lemelson, who with her late husband Jerry, had the vision and belief that students could work in teams and create products and new ventures that would make the world a better place.

IDEO and particularly Dave Blakely, has been a constant supporter, always willing to offer ideas and encouragement. And friends and former colleagues at COBE Laboratory, Bob Collins and Ted Dale, sent me seed money to support the start of Inventor's Studio.

But nothing would be possible without the outstanding students at RPI. They are the most important part of my circle of innovation. Who is in your Circle of Innovation?