My Design Notes

Aarni's personal notes on design

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      20 May 2012

      What A Ballet Performance Teaches Us About Disruption

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      Picassoballet

      I just watched a dramatization of the premiere of The Rite of Spring.  The ballet's premiere on May 29, 1913, at the Théatre des Champs-Elysées in Paris, was scandalous. A tumult of shouting and booing broke out during the performance. Finally, policemen had to be called in to calm down the riot inside the venue. I think this hundred-year-old performance is a perfect example of creative disruption.

      The Rite of Spring was a collaborative project of three Russians: Igor Stravinsky, the composer; Sergei Diaghilev, director of the Ballets Russes; and Vaslav Nijinsky, the choreographer. The story takes place in pre-Christian Russia. A young girl dances herself to death in a pagan ritual.

      As in many cases of disruption the loudest part of the premiere audience could not accept the real innovation that they witnessed. Stravinsky's score proved to be a seminal composition of the 20th century.

      It is still surprising how many disruptive elements could be included in a single ballet performance that evening in Paris:

      Chatter expectations. The audience came to have a typical evening out. The program started innocently with Les Sylphides, a ballet with orchestrated compositions of Frédéric Chopin's piano music. What followed was something totally upsetting. 

      Introduce the unfamiliar. The story, settings and costumes of The Rite of Spring were from an environment that was completely alien to the spectators.

      Be original. Stravinsky's music had innovative rhythmic structures, tone colors, and dissonances that were unheard of. In 1976 Leonard Bernstein said of one passage, "It's never been topped for sophisticated handling of primitive rhythms...." The ballet's choreography was unprecedented as well.

      Exceed the limits. It has been claimed that Nijinsky's choreography was physically unnatural to perform. One of the dancers recalled, "With every leap we landed heavily enough to jar every organ in us." Stravinsky also tested the limits of instruments. In the introduction he called for a bassoon to play higher than anyone else had ever done.

      Be resolute. The audience disturbed the performance so loudly that the players could barely hear each other. Backstage Nijinsky shouted at the dancers and Diaghilev tried to calm down the fury of the audience by flashing the house lights. Still, the performance went on as planned.

      Create buzz. It is clear that the controversy got attention and increased people's awareness of the ballet. However, the following performances were less dramatic. After the premiere Diaghilev is reported to have commented to Nijinsky and Stravinsky at dinner that the scandal was "exactly what I wanted."

      Over the years Stravinsky turned the premiere incident into a legend, perhaps exaggerating its significance. Nevertheless, the score made a lasting impression on the development of modern music and is a great example of disruption.

      Photo by Jean-Pierre Dalbéra of Pablo Picasso's costumes for the ballet Parade (1917), Les Ballets Russes

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      14 May 2012

      10 design thinking tools for managers

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      A few years ago I had the pleasure of attending an innovation workshop arranged by Tim Ogilvie of Peer Insight. Last year Tim Ogilvie and Jeanne Liedtka co-authored Designing for Growth: A Design Thinking Toolkit for Managers (Columbia Business School Publishing). It was awarded Top Business Management Book of 2011 by leading business book reviewer 800-CEO-READ.

      Citing from Designing for Growth, "This book aims to demystify design thinking by translating 'design' from an abstract idea into a practical, everyday tool any manager can profit from. Using a business perspective and business language, we’ll translate the vocabulary of design, unpack the mysterious connection between design thinking and profitable growth, introduce a systematic process (complete with simple project management aids), and teach you the ten tools you’ll need to marry the design approach to traditional business thinking in ways that enhance your ability to profitably grow your business."

      Designprocess

      The design process presented in the book deals with four very basic questions: What is? What if? What wows? and What works? The process is visualized using two intertwining bands that represent "divergent" and "convergent" thinking. In the early part of each stage of the process we are progressively expanding our vision whereas later we reverse the process by converging, progressively narrowing down our options to the most promising.

      The ten tools associated with the design process are:

      1. Visualization
      2. Journey Mapping
      3. Value Chain Analysis
      4. Mind Mapping
      5. Brainstorming
      6. Concept Development
      7. Assumption Testing
      8. Rapid Prototyping
      9. Customer Co-Creation
      10. Learning Launch

      Tools

      The book contains explanations of the process and the tools, and several real-life examples. Visit the book's website at designingforgrowthbook.com.

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      26 Apr 2012

      Strategic Design Thinking for Innovations

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      Ppl

      Yesterday's seminar by the Finnish Association of Consulting Firms (SKOL) was entitled "Innovation and know-how as success factors of the future". One of the five presenters was Marco Steinberg, Director of Strategic Design of the Finnish innovation fund SITRA. He talked about the evolving role of innovation in design.

      Marco Steinberg started by giving three substantial changes in the requirements for innovation:
      1. Instead of optimizing one part or entity we need to look at the problem holistically
      2. We should have a suggestion-based instead of an analysis-driven innovation process
      3. We should not limit ourselves to efficiency improvements – we should create something new

      To illustrate his point of view he recited a true story of an Italian town with a problematic swimming pool. People had ceased to use it and the authorities hired an architect because they thought that the reason was the poor condition of the construction. After studying the problem the architect came up with a surprising solution. The construction was certainly in need of repair, but the reason people avoided it was the new bus schedules: they did not coincide well with the opening hours of the pool.

      Design is traditionally seen as form giving. Designers are expected to follow a specification and deliver a solution accordingly. In the world of large-scale, complex, and often conflicting systems and interests this is no longer enough.

      In an earlier presentation Mr. Steinberg characterized design as a problem-solving discipline for synthesizing disparate issues, integrating through deep understanding, and visualizing complex, multidimensional problems. He sees design as a process that includes iteration, prototyping, and the management of the whole sequence from inception to implementation. According to Steinberg the problem must be examined through multiple scales, perspectives, and contexts.

      Steinberg has extended the domain of design into strategic design, which gives form to decision making. In the SKOL presentation he visualized this idea with a funnel diagram. Traditionally designers are involved at the narrow end of the funnel, after the big decisions have already been made. The room for innovation is very narrow, and in the worst case you are answering the wrong question with a brilliant design.

      Curve

      Strategic design is about "unpacking" the problem, creating several alternative funnels. Strategic design takes place before we are locked into a solution to the defined problem. 

      Curve

      Steinberg's third diagram visualizes the three new stages of decision-making: 1) Strategic Design, 2) Stewardship, and 3) Implementation.

      Curve

      Innovation begins by asking the right questions. Strategic design thinking requires multidisciplinary dialog and integrated teams. This does not imply that innovation is a result of a consensus. Steinberg sees it as a major challenge, especially in Finland, that design is driven by a requirement to reach a consensus. This can kill killer innovations.

      Images by Aarni Heiskanen, based on original images by Marco Steinberg

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      20 Apr 2012

      The Book on service design

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      One of the more recent textbooks on service design is This is Service Design Thinking: Basics, Tools, Cases. A group of 23 international authors co-created the book that was originally published in 2010. It has become The Book of service design among practitioners, as I've been told.

      "This book outlines a contemporary approach for service innovation. This is Service Design Thinking introduces a new way of thinking to beginners but also serves as a reference for professionals. It explains the approach, its background, process, methods and tools — and connects theory to contemporary case studies.

      The book trailer video summarizes the basic concepts of service design:

      The book's site at http://www.thisisservicedesignthinking.com/ offers a preview of selected pages of the book, a downloadble Customer Journey Canvas, and icons that you can use in your own projects.

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      16 Apr 2012

      Branding a less known travel destination - Finland

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      Lake

      How would you promote a country that is not a mainstream tourist attraction? The Finnish Tourist Board has decided to use a conceptual identity to tell what Finland is and why you should come here.

      Finland was eight in the 2010 Country Brand Index, ahead of the UK, Sweden, Germany and Italy. However, in tourism terms Finland is a challenger brand. Most overnight visitors come from Russia, Sweden, and Germany. "Visit Finland" is the conceptual identity that should attract travelers also from other parts of the world.

      The new website (now in beta) of Visit Finland wants to communicate Finland's identity through four characteristics: credible, contrasting, creative and cool. Accordingly, it provides a top 10 list of reasons for traveling to Finland:

      • Get off the beaten track of traditional European tourist attractions
      • You need to hide
      • You want to do something that your friends haven’t done
      • You’re bored of crowded places
      • You want to see Santa
      • You want to experience clean nature (while the world still has it)
      • You like to have fun in the snow
      • You love the Moomins
      • You want to learn real driving
      • You feel cold (Come to the land of the sauna)

      The Tourist Board has developed three themes that reflect Finland's core values:

      SILENCE, PLEASE

      "As a counterbalance to the hectic, ever-accelerating rhythm of daily life, Finland offers peace and quiet, and space to breathe, even in the heart of the city. Visitors can take things easy, stay at a cottage, enjoy a sauna, and explore an untouched natural environment."

      WILD & FREE

      "Every traveller would like to experience at least one memorable adventure during their holiday. Finnish nature offers opportunities for spectacular nature activities, such as snowmobile and dog sled safaris, island hopping by boat, canoeing in the archipelago, or even a snowball fight in the city."

      CULTURAL BEAT

      "The uniqueness of Finnish culture is recognised around the world, from its classic design and Father Christmas to heavy metal music and tasty fresh produce."

      The Finnish Tourist Board has identified the type of travelers whose own preferences coincide with that of Finland. They are "modern humanists", according to the RISC Monitor research. About 15 percent of world travellers are estimated to be modern humanists, people who have traveled a lot and are seeking fresh options.

      "Finland is for people, who have seen the major metropolises of the world and are open to further broadening their horizons. People, who find advancements in technology, sustainability and design close to their hearts." - Visit Finland

      Visitfinland-beta
      Photo credit: Aarni Heiskanen
      Site screen capture: beta.visitfinland.com

       

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      9 Apr 2012

      Thinking with your hands

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      Lego-man

      Would you ask a management team, or a team of employees, to present the future of their company with LEGOs? Some companies and consultants have done that for years. The idea is to get people "think with their hands." 

      Quoting from the LEGO® SERIOUS PLAY® web site:

      "LEGO SERIOUS PLAY is a radical, innovative, experiential process designed to enhance business performance. It is based on the belief that everyone can contribute to the discussion, the decisions and the outcome.

      The use of LEGO bricks simply enables you to take a speedy shortcut to the core. The bricks work as a catalyst – and when used for building metaphors, they trigger processes that you were previously unaware of.

      Participants come away with skills to communicate more effectively, to engage their imaginations more readily, and to approach their work with increased confidence, commitment and insight."

      LEGO® SERIOUS PLAY® was originally a consulting methodology that could only be used by certified facilitators. In 2010 the method became open source. You can download the methodology description at www.seriousplay.com. LEGO sells special kits for Serious Play facilitation.

       

      In this short video Jody Lentz demonstrates how he uses LEGOs for facilitation:

      Photo: iStockphoto

       

       

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      3 Apr 2012

      Six types of modularity explained in one image

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      Some years ago I gave a presentation on service development. One of my slides had a diagram visualizing the idea of modularity. I redrew from Joseph Pine's book Mass Customization. I think the image summarizes the six concepts excellently!

      Modularityconcepts
      Image ©Aarni Heiskanen

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      25 Mar 2012

      Four strategies for improved client-designer relationships

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      Most designers offer their services through short-term projects, which means that the client-designer relationship is often temporary. What are the other types of designer-client relationships and how are they best managed?

      The relationship quadrants

      Two aspects are important when characterizing client-designer relationships:

      1) The scope of the service

      2) The role of the designer in the client's process

      The scope of the service can be either a project or an ongoing process. In both cases, the role of the designer can be either assistive or participative. In order to compare the two types of scope and the two alternative roles, we can visualize a matrix with four relationship types (see diagram, below).

      Relationshiptypes

      Each type has different goals, opportunities, risks, and competitive strategies associated with it. Here is a short characterization of the four relationship types:

      A) An assistive role in a project – The Project Supplier

      • Driver: Client’s need to get a solution to a single, well defined problem.
      • Duration: Short-term agreements.
      • Designer's goal: To be awarded the supplier’s contract.
      • Competitive factors: Price or service performance.
      • Critical success factor: Price-quality ratio.
      • Designer should know: Decision-makers and their criteria for providers; customers’ needs; ways to improve your own productivity

      A project can be the start of a successful designer-client relationship. However, many clients feel that they have to tender each project, which makes this kind of relationship potentially transitory.

      B) An assistive role in an ongoing process – The Outsourced Process Provider

      • Driver: Client's determination to focus on core business.
      • Duration: Long-term, ongoing service.
      • Designer's goal: To allow the client to focus on their core business.
      • Competitive factors: Provision of cost-effective services.
      • Critical success factor: Integration into the client’s processes.
      • Designer should know: The right service scope and the client’s own cost for providing the same service level.

      It is naturally good business practice for a client to focus on their core business. Therefore, many companies want to outsource processes that they consider complementary. This provides a design company with the opportunity to build a long-lasting relationship with the client. Clients are very cost-conscious in outsourcing deals, so the designer must be able to provide a high-quality service cost-effectively.

      C) A participative role in a project - The Consultant

      • Driver: A strategically important issue that requires a solution.
      • Duration: An ongoing relationship with recurrent projects.
      • Designer’s goal: To create and maintain a trusted relationship.
      • Competitive factors: Strategic thinking; understanding the client-s business.
      • Critical success factor: Ability to improve the client’s competitive position.
      • Designer should know: The client’s strategy.

      The difference between a type-A relationship and a Type-C one is that, in the latter, the designer contributes more directly to the competitiveness of the client. The designer can be, for example, taking part in a new product or process design that improves the client's core business. A designer is a trusted advisor, even though the relationship is formed around projects.

      D) A participative role in a process – The Strategic Partner

      • Driver: New business value that can be derived from working together.
      • Duration: Long-term relationships.
      • Designer’s goal: Shared business goals with the client.
      • Competitive factors: Ability to provide unique value to the client.
      • Critical success factor: Partnership-management competence.
      • Designer should know: Strategic fit with the clients is key; risks related to working together.

      This relationship type is the most mature and the most demanding. It is similar to a joint venture, where the client and designer share a vision and a strategy. They also share the business risk to a certain extent. David Lewis certainly had a strategic relationship with Bang & Olufsen. The work of Lewis’s company played a crucial role in B&O's success.

      Which relationships to pursue?

      All of the four designer-client relationship types have their pros and cons. Some designers are perfectly happy taking on projects that have a limited life span. Some strive to build long-term relationships. Whichever your strategy, it’s advisable not to rely on one single relationship model. By developing a range of models, your company increases its chances of success in a business world where uncertainty has become the norm.

       

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      18 Mar 2012

      Trompe l'oeil the modern way

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      Jean-philippe_rameau
      I recently watched a recording of Les Paladins, an opera by Jean-Philippe Rameau from 1760. This Parisian version from 2004 was exceptional. The humorous opera came into life through an energetic combination of music, dance, simple props and a stage-wide video screen. Baroque artist used clever tricks to fool the eye. This modern trompe l'oeil carries on the tradition splendidly. 

      The musical director was William Christie, the orchestra Les Arts Florissants and the dancers came from Compagnie Montalvo-Hervieu. I especially like the singer of the leading role, my countryman Topi Lehtipuu.

      The following video is a "condensed version" of the opera.

      Photo credit: Wikipedia
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      11 Mar 2012

      Service and business design go hand in hand

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      Service designers rightly emphasize how service development should start from the customers, and their needs and motivations. Service is collaboration between the customer and the provider. It is, therefore, important to make sure that the provider has the will and means to deliver the service as planned. To accomplish this, service design should integrate with business design.

      As a management consultant I've been involved in dozens of service-development projects. In some cases I've been able to help my client for years, starting from the first ideas, until the service is in its second or third development cycle. A couple of years ago I devised a framework for communicating the service-development life cycle. It is suitable for both B2B and B2C services, even though I've mainly used it in business-to-business cases.

      The framework has two halves. The upper half denotes the customer's and the lower the company's viewpoint (see the illustration). 
      Servicemodelkey
      1. Needs and strategies

      The first phase is related to understanding what the customers want to achieve. The purpose of a service is to make customers perform better in their everyday tasks. When you know the outcome that the customer wants — for example, less time used, fewer errors and less waste — you can start making strategic choices on the needs you want to satisfy. A service strategy also defines what means you want to use to achieve your goals.

      A software company I know had identified the need to improve construction-site management. It started off with scheduling and production control. It found out that the best way to do that was to make a virtual model of the construction. That opened the doors to other applications later on.

      2. Service concept and business model

      After you have decided on your strategy, you can create a concept-level plan of the service. The concept defines what the benefits of using your service will be, and what the service does. In other words, you'll have to look at the service through your customers’ eyes and understand what kind of service helps them do their work better. 

      Another thing to consider is the maturity of the customer in relation to what you can offer. For example, the construction management software firm realized that it had to offer both software and people to operate the software for the first customers.

      During the concept phase you can already start creating a buzz around the service; do test marketing, and perhaps make some service prototypes. Customer relationship building starts at this stage. On your company's side you'll have to define the business model that makes offering the service feasible. A business model includes the revenue and cost logic of the service.

      3. Service design and operational model

      The third phase focuses on the delivery of service. You will design the service and create the business platform for delivering it. This is the phase where you prototype, test, and launch your service. You will need the right people, systematized processes, and technical solutions to make the service delivery cost-efficient. Getting the right kind of customers and exceeding their expectations is the best marketing you can do.

      4. Relationship value and improvement

      The fourth phase is all about establishing the service as a first choice of existing and new customers. They will get more value from your service than anywhere else. You'll strengthen the customer relationships through learning and cooperation. You must systematize the service to a point where you can scale it up for an enlarged customer base or for new markets. 

      The model I have outlined is adaptive and dynamic. You must and you will go back to adjust your earlier assumptions. Improving the outcomes and making your processes more efficient guarantee that your business  grows profitably in the years to come.
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      Aarni Heiskanen
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  • My Design Notes

    I'm the founder and CEO of AE Partners. Here are my personal notes on issues related to design.

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