If you want to know how seriously any public company takes mobile, then take a look at the annual/quarterly reports.While top Chinese retailers, banks and internet companies are keen to share their mobile success with their investors, their US equivalents are often shy to reveal their numbers… especially the biggest US retailers.While researching a series … Continue reading Why do big US companies take #mobile less seriously than Chinese companies
This piece is part of By Design, a Globe and Mail/OCAD University summer series highlighting design thinking, issues and innovation.
Sara Diamond is president and vice-chancellor of OCAD University. Karel Vredenburg is director of IBM Design’s worldwide client program and head of IBM Studios Canada.
Never have design thinking, design practice and creative skills been as important to Canada’s future as they are now. Today, competitive success is determined by the ability to understand human needs and desires and to deliver richly imagined ways of addressing them. Many organizations recognize the importance of innovation, but they don’t know how to achieve it. The answer is design.
If you want to know how seriously any public company takes mobile, then take a look at the annual/quarterly reports.While top Chinese retailers, banks and internet companies are keen to share their mobile success with their investors, their US equivalents are often shy to reveal their numbers… especially the biggest US retailers.While researching a series of in-depth m-commerce reports for ClickZ Intelligence, I needed to establish which of the world’s biggest countries are really making headway with mobile. The results are worth sharing.
The role of design professionals’ in innovation is growing towards a more strategic one. They are no longer just executors of new product and/or service design briefs but are increasingly involved in the crafting of these briefs and in the strategic decisions leading to these briefs. In order to effectively play this role, design professionals need to master a set of strategic practices – i.e., routinized actions and ways of working. However, since the strategic role of designers is a relatively new development, many designers lack knowledge on specific practices for acting effectively on a strategic level in innovation projects.
This book proposes eight strategic design practices for design professionals who seek to grow or have already grown into a more strategic role in innovation.
The practices are explained through tools and methods, and through case examples in which companies and designers have effectively used them. Additionally the book provides a set of guidelines that will enable design professionals to easily and quickly apply these practices in their next strategic design project.