Tim Brown is the CEO and president of IDEO. Ranked independently among the ten most innovative companies in the world, IDEO is the global consultancy that contributed to such standard-setting innovations as the first mouse for Apple and the Palm V.
Today IDEO applies its human-centered approach to drive innovation and growth for the world's leading businesses, as well as for government, education, health care, and social sectors. Tim advises senior executives and boards of Fortune 100 companies and has led strategic client relationships with such corporations as Microsoft, PepsiCo, Procter & Gamble, and Steelcase.
The subject of “design thinking” is the rage at business schools, throughout corporations, and increasingly in the popular press—due in large part to work of IDEO, a leading design firm, and its celebrated CEO, Tim Brown, who uses this book to show how the techniques and strategies of design belong at every level of business.
The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities.
Change by Design explains design thinking, the collaborative process by which the designer’s sensibilities and methods are employed to match people’s needs, not only with what is technically feasible, but what is viable to the bottom line. Design thinking converts need into demand. It’s a human-centered approach to problem solving that helps people and organizations become more innovative and more creative.
Introduced a decade ago, the concept of design thinking remains popular at business schools, throughout corporations, and increasingly in the popular press—due in large part to work of IDEO, the undisputed world leading strategy, innovation, and design firm headed by Tim Brown. As he makes clear in this visionary guide—now updated with addition material, including new case studies, and a new introduction—design thinking is not just applicable to so-called creative industries or people who work in the design field. It’s a methodology that has been used by organizations such as Kaiser Permanente, to increase the quality of patient care by re-examining the ways that their nurses manage shift change, or Kraft, to rethink supply chain management.
Change by Design is not a book by designers for designers; it is a book for creative leaders seeking to infuse design thinking into every level of an organization, product, or service to drive new alternatives for business and society.
Tim Brown說所謂設計思維(Design Thinking)就是指利用設計師的敏感性以及設計方法在滿足技術可實現性和商業可行性的前提下來滿足人的需求,這句話談到瞭設計師思考問題的三個齣發點....... http://www.iamhukai.com/?p=889
評分“異花授粉”究竟意味著什麼呢?是某種突然間打動你的東西?你能為它製訂計劃嗎?事實上,“異花授粉”有兩個方麵。它有主動的一麵——瞭解新的程序、方法和技術,也有被動的一麵——得為新的想法騰齣時間或者創造空間。最好的“異花授粉”鼓勵這些實踐活動的兩個方麵。 培養技...
評分10年設計經曆,2年商務運營新經曆,嘗試用新角度看最愛的設計。這本書的目錄邏輯非常嚴謹,含義也很寬廣,設計改變一切,不是技法,而是思維方式,為人考慮的齣發點和各方麵配閤不斷完善的努力。 公司剛剛辭退瞭設計總監,原因就是他總是站在單純視覺的技術角度看待商業,始終...
評分“異花授粉”究竟意味著什麼呢?是某種突然間打動你的東西?你能為它製訂計劃嗎?事實上,“異花授粉”有兩個方麵。它有主動的一麵——瞭解新的程序、方法和技術,也有被動的一麵——得為新的想法騰齣時間或者創造空間。最好的“異花授粉”鼓勵這些實踐活動的兩個方麵。 培養技...
評分Watching what people don’t do, listening to what they don’t say. From chasing numbers to serving humans. Sometimes the thing to do is stay home. Take a human-centred approach. Fail early, fail often. Don’t ask what, ask why.
评分Watching what people don’t do, listening to what they don’t say. From chasing numbers to serving humans. Sometimes the thing to do is stay home. Take a human-centred approach. Fail early, fail often. Don’t ask what, ask why.
评分Watching what people don’t do, listening to what they don’t say. From chasing numbers to serving humans. Sometimes the thing to do is stay home. Take a human-centred approach. Fail early, fail often. Don’t ask what, ask why.
评分Watching what people don’t do, listening to what they don’t say. From chasing numbers to serving humans. Sometimes the thing to do is stay home. Take a human-centred approach. Fail early, fail often. Don’t ask what, ask why.
评分Watching what people don’t do, listening to what they don’t say. From chasing numbers to serving humans. Sometimes the thing to do is stay home. Take a human-centred approach. Fail early, fail often. Don’t ask what, ask why.
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