Wednesday, June 30, 2010

attention to detail

Herman millers medical Furniture system, has edges that make sure any spilled water runs directly to the floor and not into drawers ect, causing hygiene issues. How cool is that!

Seen on www.core77.com

Emailing: reusetoys

The makedo kit has a few connectors and hinge pieces to allow you to create toys out of found materials.

How nice is that! I want this kit for my-kido J

Wednesday, June 23, 2010

toshiba, build on ideas

Logical step but somehow lame. Would apple have done something like this? Probably not though it may be better to use more flexable for applications and more ergonomic (slightly) Ithink it would go against the purist grain, more than needed, even this simple adition of one screen complicates it so much more  visually and technically.

What do you think?

Tuesday, June 22, 2010

apple works like a start up

A nice article about culture and how jobs ensures that apple has a the same spirit and focus of a start up.

Jobs could have focused on near-term fixes. Instead, he focused on building a high-performance culture by doing three things well.

1. He refocused the strategy to be about one thing. That meant he killed off even good things. I led server channel management at Apple when Jobs returned to the company in 1997, and I was there when he made the decision to shut down big portions of revenue-generating businesses (including my division) because they didn't fit with his vision for the company. Some people thought he was crazy. But he was being extremely clear, and in doing so, he "MurderBoarded"—eliminated many options to get one cohesive strategy—his way to greatness.

2. He eliminated passive aggressiveness and encouraged debate when new ideas were forming. When you are thinking about difficult problems together with exceptionally bright people, there are going to be disagreements. But it is through the tension of that creative conflict that new ideas get born, new angles get explored, and risks get mitigated. Thinking together means you deal with conflict up front, rather than have to counter passive aggressiveness on the back end.

3. He set up a cross-disciplinary view of how the company would succeed. This holistic vision means there is cohesion throughout the company, from concept to product to sales. For example, the retail strategy could have been a separate or disparate part of the whole, but Apple has made its retail strategy part and parcel of its overall promise of ease of use.

None of these three things is easy to do. It would be easy to count any revenue as good revenue, to allow a few people to stay even though they were rotting the culture, or to allow the different parts of a business to act in their silos. Apple's leadership doesn't accept easy. Executives believe that when the company wins, everyone wins. That belief drives the necessary behavior and tradeoffs necessary to achieve success. That's why Jobs has earned the respect of his peers. He has recreated a culture in which the company acts like all the best parts of a startup.

Full article on

http://www.businessweek.com/innovate/content/jun2010/id20100610_525759.htm

 

Wednesday, June 16, 2010

additional thought on xbox vs apple

Discussing with a fellow designer, he said to me but i would much rather have the apple box in my living room than the gaudy xbox, an interesting dilemma, to fit in to the surroundings beautifully or to express the spirit of the product? In this case the comparison is not very fair, a home computer is so general in function, a friendly but precise box is quite ok as a form langague, the xbox on the other hand has a much more outspoken use and spirit making a good candidate for expressive (non blend) form.

divergance of form langague

www.core77.coms post on the difference of the alienware direction of Microsoft versus the minimalistic approach.

I am not sure if the discussion is relevant, I am glad there are different approaches, as much as I love apple design, I would not want to live in an apple world, I also appreciate the dynamic crips lines of the new x box, a great improvement in comparison to the previous, it,s hard edge dynamic communicates a serious powerfull and ecxiting machine. I like it! (but am sticking to my ps3J)

Tuesday, June 15, 2010

respect the fuzzy end

Nice article seen on www.metacool.com

Innovation Principle 18: Learn to orbit the hairball

If the process of bringing new things to life were a living, breathing organism, it would be a nasty beast!  It would be unpredictable.  It would consume as much as you dared to feed it.  Some days, it would really stink.  Yucko!  And it would have a tendency to chew up people and spit them out.  Most of all, though, it would hairy.  Really hairy -- think dense forests of tangly, greasy, matted, hair, the likes of which make people run for shampoo, scissors, clippers, straight razors, and a blow dryer.

However, if you shave a hairball, there's nothing left.  You know, it's just a ball of hair, right?  But in that fuzziness is an unpredictable wellspring of creativity, which -- if left to do what it will in in its own nonlinear way -- is the source of the new and the wonderful.  Consequently, one must never give in to the temptation to shave the fuzzy hairball that is innovation.  As institutions and individuals, we have to learn how to live with the hairball and respect it.  If we get enough mileage under our belt, we may even come to relish being in situations of great ambiguity and fuzziness.  I know that I can't get enough of being there, which is why I do what I do. 

Organizations need to find a way to let the hairball be a hairy mess. The fuzziness of the innovation hairball makes its very presence uncomfortable for mature organizations.  Successful organizations have gotten to where they are by being able to sell, ship, and support things on a regular basis.  If the honest answer to the question "When will this be done?" is "We have no idea!" (which is what the hairball always says), a mature organization will be sorely tempted to lend clarity and structure to the hairball.  "Let's put you on a firm schedule with staged checkpoints!", it says.  "Here, let me clean up that mess of hair."  Instead, we have to be able to let the hairball be greasy and stinky, and learn how to celebrate it.  This is a hard thing to do, as leaving a pool of ambiguity unmopped rarely not squares well with meeting your quarterly numbers.  As to where and how to do that, well there are many books written around those subjects, so let's just leave it that we need to let the hair be fuzzy.  Don't shave it.  Find a place for it to grow.

To that point, my friend Bob Sutton wrote a wonderful post about his own experience of learning to respect the fuzzy front end.  In it he quotes Bill Coyne, who led innovation efforts at 3M for many years:

Finally, don't try to control or make safe the fumbling, panicky, glorious adventure of discovery. Occasionally, one sees articles that describe how to rationalize this process, how to take the fuzzy front end and give it a nice haircut. This is self-defeating. We should allow the fuzzy front end to be as unkempt and as fuzzy as we can. Long-- term growth depends on innovation, and innovation isn't neat. We stumble on many of our best discoveries. If you want to follow the rapidly moving leading edge, you must learn to live on your feet. And you must be willing to make necessary, healthy stumble.

I really like Bob's post because of the way he relates the need for organizations to build up muscles around grappling with fuzziness with his own personal journey as a design thinker. 

As I've said earlier, at a personal level, being comfortable with the innovation process is largely a matter of learning by doing.  The more you're in hairy, fuzzy situations, and the more you find your way out of them, the more your confidence in your own creative process will grow.  At an individual level, if you want to be able to live in more innovative ways, you need to learn how to orbit the hairball.  That phrase, of course, is the title of Gordon McKenzie's masterpiece Orbiting the Giant Hairball: A Corporate Fool's Guide to Surviving with Grace, which occupies a hallowed spot on my bookshelf.  For me, McKenzie's masterpiece is a valuable personal "owner's manual", as it helps you find your own ways to avoid the temptation to shave the hairball.  It teaches you instead to find ways orbit it when necessary (which may be almost all the time for some folks).

Know thyself.  Understanding how to deal with ambiguity at a personal level is the key to unlocking one's creative confidence.  An organization which understands how to resist shaving the hairball, populated by people who know how to orbit the hairball, will be capable of bringing amazing things to life.

Know thyself.

This is number 18 in a series of principles of innovation.  It is an evolving work.  Please give me your thoughts, suggestions, and good ideas