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DMI Webinars:The Design Leadership Series设计领导力系列

DMI Webinars:The Design Leadership Series设计领导力系列

注:此专栏根据DMI的邮件而来。DMI邮件里面常有些设计管理的新闻,我们从中可以看一下世界设计管理的趋势。

最新的是设计领导力系列。(DMI Webinars:The Design Leadership Series)

我会做些翻译,练练手。。。

[ 本帖最后由 happyfan 于 2008-11-18 17:33 编辑 ]
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It’s no secret that in most product categories, the majority of new innovations fail. Yet, products like the Toyota Prius, the Apple iPod and even Thomas Edison’s electric light defy these odds and have become entrenched into the fabric of society. In order to achieve this type of success, managers, designers, and marketers can use insights from adoption theory to create new offers that best resonate with the different needs of people as a technology becomes more mainstream.

On Wednesday, November 5 at 1pm EST, Alonzo Canada of Jump Associates will decode the strategies of Designing for Technology Adoption. By understanding how to best design for technology adoption, both startup technology firms and established Fortune 100 companies can learn how to create new product offers that thrive in the marketplace.

Alonzo Canada is a directing associate of Jump Associates, a consulting firm that helps companies create new ways to grow. He has particular expertise in integrating the directives of brand positioning, competitive strategy, and consumer insights to create compelling experiences for ordinary people in markets around the globe. He has been instrumental in helping Hewlett-Packard’s design organization dramatically increase its influence and capacity inside the company. Alonzo has also worked closely as a strategic counsellor with Frito-Lay, Procter & Gamble, Chrysler, and Motorola.
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Webinars: The Design Leadership Series
Sponsored by Microsoft

Designing for Technology Adoption:
Applying Adoption Theory to Increase the Success of New Product Offers

为技术采纳而设计
把采纳理论应用到新产品的成功上



November 5, 1pm EST


Alonzo Canada, Directing Associate, Jump Associates



It’s no secret that in most product categories, the majority of new innovations fail.  Yet, there are products like the Toyota Prius, the Apple iPod and even Thomas Edison’s electric light that defy these odds and become entrenched into the fabric of society.  What makes these revolutionary products succeed while so many others fail – including technologically superior competitors?
我们都知道,在大部分的产品种类中,大多数的创新最终都失败了。但这里仍然有诸如丰田普锐斯(Toyota Prius)苹果iPod,甚至托马斯·爱迪生的电灯获得了成功,成为社会用品的一部分。什么使得这些革命性的产品获得成功,而其他的失败了,即使有些技术上极端先进的。


Their success can be attributed to much more than design. These products marry design with technology in very specific ways so that their features, functions, design language and messaging align to the technology’s progress through the adoption curve. What their success means is that managers, designers, and marketers can use insights from adoption theory to create new offers that best resonate with the different needs of people that arise as a technology becomes more mainstream.
他们的成功更多的可以归功于设计。这些产品把设计与技术以某种特别方式良好结合起来,因而它们的特征、功能、设计语言和信息传递通过采纳曲线与技术过程相适应。他们的成功意义在于管理者、设计师和市场人员可以使用源于采纳理论的洞察力,从而在技术的成熟,人们的需求增多的情况下,创造最能与人们的各种需求相适应的新产品,。

This insight leads a deeper understanding of how the design of the original Toyota Prius connected with early adopters’ need to feel “cutting-edge” but also responsible with their investments, or how Thomas Edison’s deliberate choice to limit the wattage of his first electric lights actually made a radically new technology feel more familiar.
这次洞察可以深入理解丰田普锐斯的设计在早期如何适应于“先进”要求,但同时要考虑投资预算;或者可以理解爱迪生如何深思熟虑地限制第一个电灯的瓦特数,从而最终使得一个革命性的新技术让人感觉更熟悉。

What you will learn  
This presentation will decode strategies to be applied to the design of products according to where they fall along the adoption curve.  By understanding how to best design for technology adoption, business leaders, marketers, and product designers for startup technology firms and even established Fortune 100 companies can learn how to create new product offers that thrive in the marketplace.
你会学到什么?
这次报告将会告诉我们根据产品处于采纳曲线的位置我们应该应用怎样的设计战略。通过理解如何根据技术采纳作出最好的设计,商业领袖、市场人员和产品设计师能够学会如何创造可以在市场中大获成功的产品,不论你是起步型企业还是财富100强企业。


Alonzo Canada

Alonzo Canada is a directing associate of Jump Associates, a consulting firm that helps companies create new ways to grow. He has particular expertise in integrating the directives of brand positioning, competitive strategy, and consumer insights to create compelling experiences for ordinary people in markets around the globe. At Jump, he has been instrumental in helping the leaders of Hewlett-Packard’s design organization to dramatically increase their influence, impact and capacity inside the company. Alonzo has also worked closely as an advisor and strategic counselor with leaders from Frito-Lay, Procter & Gamble, Chrysler, and Motorola.



Alonzo is the former creative director of RoundArch, a CRM solutions firm spun off from Deloitte Consulting. Alonzo built and led the firm’s information design practice, helping Fortune 500 clients to translate their brand strategy into an online presence. Alonzo teaches in the Product Design Program at Stanford University and has lectured in the New Product Development course at the University of California, Berkeley. Alonzo studied Japanese for four years and spent two years teaching in Osaka. He holds two Master's degrees, one in Design from Stanford University and one in Fine Art from Mills College, where his work involved a conceptual exploration of the liminal space between reality and fantasy. Alonzo hails from Tulsa, which is widely considered to be the Paris of Oklahoma.
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If U don't mind, I can do the translation work.

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Why do companies talk about radical, game-changing design innovation, but typically only pursue incremental product improvements? For many, it is difficult to move beyond where a product has been and truly envision where it needs to go. Understanding just how to identify and connect innovative problems with innovative solutions can mean the difference between success and failure.

On Wednesday, December 3 at 1pm EST, Gary Van Deursen, President, Van Deursen LLC, will take you through some of the biggest product successes and misses, and explain why they did or didn’t work, in the online seminar, Unleash Innovation: Create Successful Products.
  
Key points to be covered:


  • Mini case histories of product innovation and branding—without the corporate spin!
  • A simple, proven system for rating and predicting product opportunities
  • Eight product design categories with examples and their predicted success ratings
  • Ten rules for innovation and design success
  • The product development process: how to find your direction on a road with a middle and an end, but no clear beginning
  • Why companies have problems with innovation
Gary van Deursen is a recognized leader in the field of innovation and design. He currently holds over 60 US patents and numerous international patents for innovation and design, and has been a consistent IDSA/Business Week design excellence award winner. He has held senior management positions for General Electric, Black & Decker, Coleman, and The Stanley Works. In 2006 he founded Van Deursen LLC, an industrial design, new product innovation, and brand consultancy with a diverse client roster that includes consumer, industrial, and medical companies.
乐乎设计,乐乎生活~

TOP

Webinars: The Design Leadership Series
Sponsored by Microsoft

Unleash Innovation: Create Successful Products

December 3, 1pm EST

Gary Van Deursen, President, Van Deursen LLC



  

Why do companies talk about radical, game-changing design innovation, but typically only pursue incremental product improvements? For many, it is difficult to move beyond where a product has been to truly envision where it needs to go. It’s also a matter of risk versus reward, as innovative new products require both a company, and its internal supporters, to take a chance.



Understanding just how to identify and connect innovative problems with innovative solutions can mean the difference between success and failure. People don’t buy products—they buy solutions to their problems. The more relevant and understandable both the problem and the solution are to the end user, the more successful the product will be. The identification of the “creative problem” is often more important than the creative solution.



Learn from Van Deursen’s first-hand experiences in senior positions with General Electric Housewares, Black & Decker/DeWalt, Coleman, and The Stanley Works. He will take you through some of the biggest product successes, as well as product misses, and explain why they did or didn’t work.

Mini case histories of product innovation and branding—without the corporate spin!

A simple, proven system for rating and predicting product opportunities

“Innov”—Eight product design categories with examples and their predicted success ratings

Ten rules for innovation and design success

From B&D’s first Gold IDSA award, to a market disaster

The Product Development Process: how to find your direction on a road with a middle and an end, but no clear beginning

Why companies have problems with innovation

Gary van Deursen

Gary van Deursen is a recognized leader in the field of innovation and design. In 2006 he founded Van Deursen LLC, an industrial design, new product innovation and brand consultancy with a diverse client roster that includes consumer, industrial, and medical companies. Van Deursen currently holds over 60 US patents and numerous international patents for innovation and design. He has been a consistent ‘design excellence’ award winner from the IDSA/Business Week.



Van Deursen started his career with the consulting design firm of Dorwin Teague. He joined the corporate world as industrial design manager for General Electric Housewares, creating game-changing products like the SpaceMaker line, Cup-at-a Time and the first Auto Shut-Off Iron. This GE division was purchased by Black& Decker, where he became Director of Concepts & Design, winning B&D’s first IDSA awards. Gary was made their first VP of Industrial Design, a position that moved him to Europe to direct Global Black & Decker and DeWalt product designs.



Gary moved back to the states to become Corporate Senior VP of Design and Engineering for Coleman, the outdoor products company. Innovative new product designs, like PackAway lanterns, turned the slumping battery operated lighting business around.



In 1997 he joined The Stanley Works as Corporate VP, Innovation and Design. There he established their first corporate industrial and packaging design teams in the company’s 160 year history, created the new Stanley Brand Image, and developed successful new innovative product lines. In the following years they received 13 IDSA/Business Week awards. New product sales grew in just five years from $73 million in 1997 to $300 million by 2002.
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