Shocase is a new social network site with some of the intentions of LinkedIn, Pinterest and Facebook, but is targeted specifically to the 100+ million marketing professionals worldwide. It acts somewhat like the old Blackbook directories, but in a friendlier, more interactive and constantly updated way.
Shocase CEO Ron Young explains, “Members can present their work, skills and experience in the best light to the audience they value most; brands can find the right marketing professionals to suit their needs in any discipline. The site is designed to help build working relationships, and ultimately help members grow their business.”
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Newell Rubbermaid’s new Design Center in Kalamazoo, Michigan, marks a monumental shift in the company’s design thinking and practices. This consolidation of design functions in a single location addresses how design in the 21st century has become a team activity that pulls in disciplines beyond design.
In 2012, after Newell Rubbermaid adopted its Growth Game Plan strategy focused on four winning capabilities, including design and R&D, it brought in acclaimed designer Chuck Jones as its first Chief Design and Research & Development Officer to make the company more agile and responsive to consumers through design. Jones’ reputation preceded him, having successfully built global design and development teams that boosted sales and won awards for innovation at companies including Whirlpool and Xerox. Here, Jones talks about how Newell Rubbermaid is creating a brand-and-innovation-led company that is famous for design and product performance.
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Would you like history better if everything wasn’t so old? This ad campaign to promote UKTV Yesterday Channel’s new 14- part series called “The Secret Life of…” makes over famous figures to help us understand how they might present themselves if they were alive today. The Yesterday channel — which uses the tagline “Entertainment inspired by history” — commissioned award-winning author/historian Dr. Suzannah Lipscomb to work with a team of digital artists to give classic portraits an up-to-date twist. Queen Elizabeth I looks like an “iron lady” CEO who enjoys downsizing under performers.
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Editor’s Note: In his new book, Change by Design, Tim Brown, CEO of the celebrated innovation and design firm IDEO, steps back from focusing on creating elegant objects and beautifying the world around us, to examining design thinking itself. The best designers, he says, match necessity to utility, constraint to possibility and need to demand. Most people are “ingenious at adapting to inconvenient situations that they are often not even aware that they are doing so,” Brown claims. “Traditional research techniques such as focus groups and surveys, which in most case simply ask people what they want, rarely yield important insights…Henry Ford understood this when he remarked, ‘If I’d asked my customers what they wanted, they’d have said a faster horse.’” This is an excerpt from the chapter where Brown talks about three mutually reinforcing elements of any successful design program – insight, observation and empathy. We asked to present the section on empathy.
It’s possible to spend days, weeks, or months conducting [ethnographic and behavorial] research, but at the end of it all we will have little more than stacks of field notes, videotapes, and photographs unless we can connect with the people we are observing at a fundamental level. We call this “empathy,” and it is perhaps the most important distinction between academic thinking and design thinking. We are not trying to generate new knowledge, test a theory, or validate a scientific hypothesis—that’s the work of our university colleagues and an indispensable part of our shared intellectual landscape. The mission of design thinking is to translate observations into insights and insights into products and services that will improve lives.
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