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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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      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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      5 Mar 2012

      Crowdfunding Wishbhone

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      Helsingin Sanomat (leading Finnish newspaper) published today an article on crowdfunding titled "A Business Angel Sits in a Livingroom". The author, Jussi Pullinen, mentions Wishbhone and how they got funding to realize a simple but brilliant idea that every earphone wearer appreciates.

      On their website the Wishbhone writes, "The story behind Wishbhone began with a problem - our earphone cords were always tangled up causing a lot of frustration and stress. There were some cable managers on the market, but all of those seemed to be clumsy, and could not be properly integrated into earphones. We wanted to fix this problem, and well, we did!"

      The company presented their idea on Kickstarter, "the world's largest funding platform for creative projects." They got preorders from 1450 individuals, raising a total of $29,858.

      The product is now available for ordering. Check it out at http://store.wishbhone.com/

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      25 Aug 2011

      Innovation is not about money

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      Steve Jobs said it:

      “Innovation has nothing to do with how many R&D dollars you have. When Apple came up with the Mac, IBM was spending at least 100 times more on R&D. It’s not about money. It’s about the people you have, how you’re led, and how much you get it.”

      — Fortune, Nov. 9, 1998

      Line_at_apple_store_in_nyc
      Photo: Wikipedia

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      24 Jan 2011

      Gamestorming

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      I'm just reading Gamestorming: A Playbook for Innovators, Rulebreakers, and Changemakers (affiliate link). The book contains practicable workshop methods for problem solving, innovation, and strategy work. The methods are simple games, and they make use of sticky notes, flip charts, and whiteboards.

      According to the authors -Gray, Brown, and Macanufo- "serious games help organizations solve complex problems through collaborative play".

      On this video is Dave Grey's 5-minute presentation at Foo Camp 2010. The other clip is a promotional video for Gamestorming

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      4 Aug 2010

      Get lots of ideas by asking one question

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      Idea campaigns are online brainstorming events collecting ideas around one specific question. This spring our company was invited to arrange an internal idea campaign for a B2B organization. Over 200 employees were invited to ideate.

      The main goal of the idea campaign was to make the employees aware of sustainability from their customers’ point of view. The campaign question was “How can we help our customers accomplish their environmental goals?” For inspiration we made customer interviews that were available as videos at the campaign website.

      We used our online campaign tool for the whole process. Employees could share ideas on a specific site, anonymously. The ideation period was two weeks during which we got over 120 ideas.

      A team of experts evaluated the ideas and selected 20 for voting. The campaign participants were then invited to pick up five ideas that they thought were the best. All this was still done anonymously.

      Finally three most liked ideas and their presenters were rewarded. The next step will be to put the best ideas into practice and use the other ones selectively in future initiatives.

      An idea campaign does not have to be a one-off event. You can use it as a regular part of your innovation process with customers, partners, and employees. The more diverse the group you engage the more wide-ranging the results will be.

      Notes

      Photo Mat Walker

       

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      28 Jul 2010

      Inspiration for human-centered design

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      IDEO designs products, spaces, services, and experiences. Earlier this year IDEO released an iPhone app of their famous Method Cards. The 51 cards containing human-centered design methods were originally released as a printed deck in 2003.

      The Method Cards are intended as inspiration for designers, as well as those seeking creative spark in their work. The cards are divided into four categories: Learn, Look, Ask, and Try. Each card has an inspiring image on one side and the method instructions on the other side.You can use the cards with customers, users, or colleagues throughout all stages of a project.

      One method in the Try category is Experience Prototype: "Quickly prototype a concept using available materials and use it in order to learn from simulation of the experience using the product." A fun demonstration of this method is provided by IDEO on a video where they simulate an iPhone app - Elmo's Monster Maker - using a large iPhone that was made from foam-core board. The game monster is actually a person standing behind the life-size phone frame (see the video).

      Prototyping for Elmo's Monster Maker iPhone App. from IDEO on Vimeo.

       

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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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