PDF Ebook , by Roberto Verganti
PDF Ebook , by Roberto Verganti
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, by Roberto Verganti
PDF Ebook , by Roberto Verganti
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Product details
File Size: 3724 KB
Print Length: 288 pages
Publisher: Harvard Business Review Press (August 12, 2009)
Publication Date: August 12, 2009
Sold by: Amazon Digital Services LLC
Language: English
ASIN: B004OC078A
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Good Cases: All the stories / examples are interesting, and the dynamic nitty-gritties are pointed out, e.g. the highly circumstantial success of Fiat Panda.Biased Opinion: In order to make a strong case for Design-Driven Innovation (DDI), the author has to antagonize the whole discipline of User-Centered Design (UCD). UCD is described as something similar to asking the users what they want, which is scandalously biased. It's true that UCD puts emphasis on users, but that in no way implies we can not articulate or facilitate brave new insights by understanding the users and their contexts. Thus DDI is actually NOT in any conflict with UCD. The author takes a very narrow view of UCD just to highlight how different DDI is, which a shame.Trivial Theory: The framework the author presents is vague and close to truism. Saying something like "to implement disruptive innovation you need to gain the right insights, find the right people, etc." is similar to saying "to innovate you need to be innovative", which doesn't really yield any more useful information. Although the characteristics of successful radical innovations in the past are summarized, that alone by no means affords a proven theory - it's just a déjà vu case of correlation vs. causation. Just because many radical innovators have something in common doesn't justify that you can follow the same rule and succeed.The book has a promising point that I can totally agree with, but the author simply fails to deliver anything convincing to make that point.
Roberto Verganti finally translates into business-speak what every designer knows in their gut: that an innovative design process requires intuition AND a rational, analytic view. Informed intuition beats user-centered research. Truly innovative design happens when enlightened manufacturers trust design 'interpreters' to create new positions within the culture - to make a new proposal for how we live. For designers, this distinguishes between design for incremental newness and design for radical cultural innovation. Verganti provides this fantastic bridge between theory and practice to illustrate how radical new ideas can transform the market by proposing new categories rather than catering to existing ones. The hard lesson for business is this: real innovation is propositional and risky, not researched and proven. Twenty years after Branzi's 'Learning from Milan' we get the business version....
This is a great addition to innovation literature. The author provides numerous examples and case studies to drive home the importance of innovative design practices in today's companies. However, after a while the book becomes a little repetitive. Almost all the examples seem to be of Italian companies. It would have been really nice to read about innovation practices and success stories from a more geographically diverse set of companies. Also, if the author condensed some of the repetitive narrative and focused on the core ideas, the book could be shorter and more useful.But overall, a good read.
While we are seeing a rise in books which acknowledge the role that design plays in innovation, Verganti's book is a reminder that well-structured, entrenched design-driven innovation processes have been in place for many years. Verganti uses a number of examples from northern Italy to illustrate his well-considered and usefully described method for discovering 'meaning' in products and services.The difference between this and any other book on design and innovation (that I've come across in the past 15 years) is that Verganti provides a practical, easy to understand method which can be applied and tested in other environments. So unlike many books which continue to mystify the 'design process', Verganti proposes that the structure that is built around identifying and developing the problem is central to achieving innovative outcomes.Where the method seems to fall short is in the way in which it engages audiences. The creation of meaning is, for the most part, undertaken, reviewed and assessed by interpreters. These interpreters are those engaged in a design discourse. The method doesn't extend to engaging audiences through social networking,something which is on the rise in the design sector.The strength of Verganti's method is that it calls for identifying interpreters and engaging in a discourse around design. If this method, (which seems to be the key to success in Italian innovation)encourages designers to become more active in their engagement with discourse, then it will have done what few design and innovation books could do.
Although occasionally repetitive, this book is an eye opener. There is a sub-text in the market that companies fail to read...what clients literally ask for is often a symptom but not what they really need. This book attempts to explain how companies can develop resources and talent networks to better interpret the full context of client demand. It shows that when companies focus exclusively on linear processes it's almost impossible to create a sustainable competitive advantage since these are easily observable and replicated by a competitor. True innovation anticipates market demand, and it comes from developing both internal and external teams that allow senior executives (who must be fully engaged) to see and act on emerging trends before others. The author's key point is that this creates a company culture that drives sustainable growth and success that is always one step ahead.
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