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Book Description

IDEO, the widely admired, award-winning design and development firm that brought the world the Apple mouse, Polaroid's I-Zone instant camera, the Palm V, and hundreds of other cutting-edge products and services, reveals its secrets for fostering a culture and process of continuous innovation.

There isn't a business in America that doesn't want to be more creative in its thinking, products, and processes. At many companies, being first with a concept and first to market are critical just to survive. In The Art of Innovation, Tom Kelley, general manager of the Silicon Valley based design firm IDEO, takes readers behind the scenes of this wildly imaginative and energized company to reveal the strategies and secrets it uses to turn out hit after hit.

IDEO doesn't buy into the myth of the lone genius working away in isolation, waiting for great ideas to strike. Kelley believes everyone can be creative, and the goal at his firm is to tap into that wellspring of creativity in order to make innovation a way of life. How does it do that? IDEO fosters an atmosphere conducive to freely expressing ideas, breaking the rules, and freeing people to design their own work environments. IDEO's focus on teamwork generates countless breakthroughs, fueled by the c***tant give-and-take among people ready to share ideas and reap the benefits of the group process. IDEO has created an intense, quick-turnaround, brainstorm-and-build process dubbed "the Deep Dive."

In entertaining anecdotes, Kelley illustrates some of his firm's own successes (and joyful failures), as well as pioneering efforts at other leading companies. The book reveals how teams research and immerse themselves in every possible ***ect of a new product or service, examining it from the perspective of clients, c***umers, and other critical audiences.

Kelley takes the reader through the IDEO problem-solving method:

> Carefully observing the behavior or "anthropology" of the people who will be using a product or service

> Brainstorming with high-energy sessi*** focused on tangible results

> Quickly prototyping ideas and designs at every step of the way

> Cross-pollinating to find soluti*** from other fields

> Taking risks, and failing you***ay to success

> Building a "Greenhouse" for innovation

IDEO has won more awards in the last ten years than any other firm of its kind, and a full half-hour Nightline presentation of its creative process received one of the show's highest ratings. The Art of Innovation will provide business leaders with the insights and tools they need to make their companies the leading-edge, top-rated stars of their industries.

Amazon.com

IDEO, the world's leading design firm, is the brain trust that's behind some of the more brilliant innovati*** of the past 20 years--from the Apple mouse, the Polaroid i-Zone instant camera, and the Palm V to the "fat" toothbrush for kids and a self-sealing water bottle for dirt bikers. Not surprisingly, companies all over the world have long wondered what they could learn from IDEO, to come up with better ideas for their own products, services, and operati***. In this terrific book from IDEO general manager Tom Kelley (brother of founder David Kelley), IDEO finally delivers--but thankfully not in the step-by-step, flow-chart-filled "process speak" of most how-you-can-do-what-we-do business books. Sure, there are some good bulleted lists to be found here--such as the secrets of successful brainstorming, the qualities of "*** teams," and, toward the end, 10 key ingredients for "How to Create Great Products and Services," including "One Click Is Better Than Two" (the ***r, the better) and "Goof Proof" (no bugs).

But The Art of Innovation really teaches indirectly (not to mention enlightens and entertains) by telling great stories--mainly, of how the best ideas for creating or improving products or processes come not from laboriously ***anized focus groups, but from keen observati*** of how regular people work and play on a daily basis. On nearly every page, we learn the backstories of some now-well-established c***umer goods, from recent inventi*** like the Palm Pilot and the in-car beverage holder to things we nearly take for granted--like Ivory soap (created when a P&G worke***ent to lunch without turning off his soap mixer, and returned to discover his batch overwhipped into 99.44 percent buoyancy) and Kleenex, which transcended its original purpose as a cosmetics remove***hen people started using the soft paper to wipe and blow their noses. Best of all, Kelley opens wide the doors to IDEO's vibrant, sometimes wacky office environment, and takes us on a vivid tour of how staffers tackle a design challenge: they start not with their ideas of what a new product should offer, but with the existing gaps of need, convenience, and pleasure with which people live on a daily basis, and that IDEO should fill. (Hence, a one-piece children's fishing rod that spares fathers the embarrassment of not knowing how to teach their kids to fish, or Crest toothpaste tubes that don't "gunk up" at the mouth.)

Granted, some of their ideas--like the crucial process of "prototyping," or incorporating dummy drafts of the actual product into the planning, to work out bugs as you go--lend themselves more easily to the *** of actual things than to the more common ***anizational challenge of streamlining services or operati***. But, if this big book of bright ideas doesn't get you thinking of how to build a better mousetrap for everything from you****** business process to your personal filing system, you probably deserve to be stuck with the mousetrap you already have.

　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　--Timothy Murphy

From Publishers Weekly

"Routine is the enemy of innovation," declares Kelley, general manager of IDEO, in this lively and practical guide to nurturing that elusive quality in all ***anizati***. Dubbed "Innovation U." by Fortune and lauded as "the world's most celebrated design firm" by Fast Company, IDEO, through its work on over 3,000 new product programs, has developed a system for staying on the creative cutting edge while keeping clients happy. Kelley handily parses the components of this system--understanding the market, observing real-life users, brainstorming new concepts and developing and refining prototypes on a tight schedule to come up with a commercial product--with examples from the development of such pathbreaking products as the original Apple mouse and the Palm Pilot V. Kelley vividly conveys how "*** teams," assembled for specific projects with concrete goals and deadlines, are the foundation of IDEO's performance-based reputation. While he recognizes that not every ***anization is a hip design firm, Kelley believes that all ***anizati*** can gain an edge by innovating; among the successes he cites are Amazon, Igloo, Shoebox Greetings and Sephora. IDEO has learned and profited from maxims like "Fail often to succeed sooner." Many who previously feared change may answer his unpretentious call to "Start by following your customer journey, breaking it down into component elements, and asking yourself how you can deliver a better experience." Illustrati***. (Feb.)Forecast: Featured in a half-hour segment of Nightline last year that ranked among the most popular aired on the show, IDEO's culture of innovation has received broad exposure. This well-written, well-***anized and energizing guide will be a magnet for more attention, and could have a s*** at business bestseller lists.

Book Dimension

length: (cm)24.3 　　　 　　　　　 　　　　　 width:(cm)16.1

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大多数公司都有自己网络的规章，准则，政策以及意识取向，所有这些组成了一个你并不想深陷其中的巨大的毛线团。另一方面，如果你摆脱一切飞入太空，准求自己彻底***的运营轨迹，你将失去帮助公司，顾客甚至包括你自己的能力。创新最终的目的是要保持一种连续的运动轨迹，既能影响整个运动系统，也受这个系统的影响

源于观察的能力才能使得发明成为可能。只有探索在常人看来很自然的东西，才会有改变常规的能力。

最好的产品与服务应力求符合设计的经典原则：使简单部分通俗易懂，使复杂部分现实可行

当时其他公司都认定产品必须可以替代个人电脑，因此要求掌上电脑手写输入必须能100%地识别笔迹，结果碰上无法解决的技术难关，统统失败了。

Palm的杰夫·霍金斯发现，消费者其实寻找的是个人电脑的合理的补充物，而不是替代物。此外，“笔迹识别软件必须可以精确识别笔迹”的难题是可以绕开的。杰夫·霍金斯有认知与神经生物学的背景，他认为可以利用人类大脑的自动联系记忆的能力，将一部分识别能力分担给使用者来完成。从而开发了Graffiti语言，用户只要简单的学习就可以掌握的手写输入法，最终，使用Graffiti语言的Palm Pilot大获成功。

对于我来说，购物车的实质在于，它是一项重塑购物经历的发明。

完美的集体讨论的七个秘密。1深化主题。花几分钟形成一个好的问题陈述。如，帮骑自行车的人喝咖啡时不让咖啡溅出，而不是防止咖啡溅出的杯盖。二有趣的规则，不要一开始就批评或争论某些创意。把这个规则醒目的写在白板上。三计算你的创意。试着获得100个创意。每小时100个创意通常表明讨论过程是良好顺畅的。四逐步深入性和跳跃性。五空间记忆。把涌现出来的创意写在大家可见的地方。六精神热身。比如游戏，事先留作业，或者准备道具。七具体化形象化。用图表道具模型演示来展现。

书籍介绍

在线阅读本书

Book Description

IDEO, the widely admired, award-winning design and development firm that brought the world the Apple mouse, Polaroid's I-Zone instant camera, the Palm V, and hundreds of other cutting-edge products and services, reveals its secrets for fostering a culture and process of continuous innovation.

There isn't a business in America that doesn't want to be more creative in its thinking, products, and processes. At many companies, being first with a concept and first to market are critical just to survive. In The Art of Innovation, Tom Kelley, general manager of the Silicon Valley based design firm IDEO, takes readers behind the scenes of this wildly imaginative and energized company to reveal the strategies and secrets it uses to turn out hit after hit.

IDEO doesn't buy into the myth of the lone genius working away in isolation, waiting for great ideas to strike. Kelley believes everyone can be creative, and the goal at his firm is to tap into that wellspring of creativity in order to make innovation a way of life. How does it do that? IDEO fosters an atmosphere conducive to freely expressing ideas, breaking the rules, and freeing people to design their own work environments. IDEO's focus on teamwork generates countless breakthroughs, fueled by the c***tant give-and-take among people ready to share ideas and reap the benefits of the group process. IDEO has created an intense, quick-turnaround, brainstorm-and-build process dubbed "the Deep Dive."

In entertaining anecdotes, Kelley illustrates some of his firm's own successes (and joyful failures), as well as pioneering efforts at other leading companies. The book reveals how teams research and immerse themselves in every possible ***ect of a new product or service, examining it from the perspective of clients, c***umers, and other critical audiences.

Kelley takes the reader through the IDEO problem-solving method:

> Carefully observing the behavior or "anthropology" of the people who will be using a product or service

> Brainstorming with high-energy sessi*** focused on tangible results

> Quickly prototyping ideas and designs at every step of the way

> Cross-pollinating to find soluti*** from other fields

> Taking risks, and failing you***ay to success

> Building a "Greenhouse" for innovation

IDEO has won more awards in the last ten years than any other firm of its kind, and a full half-hour Nightline presentation of its creative process received one of the show's highest ratings. The Art of Innovation will provide business leaders with the insights and tools they need to make their companies the leading-edge, top-rated stars of their industries.

Amazon.com

IDEO, the world's leading design firm, is the brain trust that's behind some of the more brilliant innovati*** of the past 20 years--from the Apple mouse, the Polaroid i-Zone instant camera, and the Palm V to the "fat" toothbrush for kids and a self-sealing water bottle for dirt bikers. Not surprisingly, companies all over the world have long wondered what they could learn from IDEO, to come up with better ideas for their own products, services, and operati***. In this terrific book from IDEO general manager Tom Kelley (brother of founder David Kelley), IDEO finally delivers--but thankfully not in the step-by-step, flow-chart-filled "process speak" of most how-you-can-do-what-we-do business books. Sure, there are some good bulleted lists to be found here--such as the secrets of successful brainstorming, the qualities of "*** teams," and, toward the end, 10 key ingredients for "How to Create Great Products and Services," including "One Click Is Better Than Two" (the ***r, the better) and "Goof Proof" (no bugs).

But The Art of Innovation really teaches indirectly (not to mention enlightens and entertains) by telling great stories--mainly, of how the best ideas for creating or improving products or processes come not from laboriously ***anized focus groups, but from keen observati*** of how regular people work and play on a daily basis. On nearly every page, we learn the backstories of some now-well-established c***umer goods, from recent inventi*** like the Palm Pilot and the in-car beverage holder to things we nearly take for granted--like Ivory soap (created when a P&G worke***ent to lunch without turning off his soap mixer, and returned to discover his batch overwhipped into 99.44 percent buoyancy) and Kleenex, which transcended its original purpose as a cosmetics remove***hen people started using the soft paper to wipe and blow their noses. Best of all, Kelley opens wide the doors to IDEO's vibrant, sometimes wacky office environment, and takes us on a vivid tour of how staffers tackle a design challenge: they start not with their ideas of what a new product should offer, but with the existing gaps of need, convenience, and pleasure with which people live on a daily basis, and that IDEO should fill. (Hence, a one-piece children's fishing rod that spares fathers the embarrassment of not knowing how to teach their kids to fish, or Crest toothpaste tubes that don't "gunk up" at the mouth.)

Granted, some of their ideas--like the crucial process of "prototyping," or incorporating dummy drafts of the actual product into the planning, to work out bugs as you go--lend themselves more easily to the *** of actual things than to the more common ***anizational challenge of streamlining services or operati***. But, if this big book of bright ideas doesn't get you thinking of how to build a better mousetrap for everything from you****** business process to your personal filing system, you probably deserve to be stuck with the mousetrap you already have.

　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　　--Timothy Murphy

From Publishers Weekly

"Routine is the enemy of innovation," declares Kelley, general manager of IDEO, in this lively and practical guide to nurturing that elusive quality in all ***anizati***. Dubbed "Innovation U." by Fortune and lauded as "the world's most celebrated design firm" by Fast Company, IDEO, through its work on over 3,000 new product programs, has developed a system for staying on the creative cutting edge while keeping clients happy. Kelley handily parses the components of this system--understanding the market, observing real-life users, brainstorming new concepts and developing and refining prototypes on a tight schedule to come up with a commercial product--with examples from the development of such pathbreaking products as the original Apple mouse and the Palm Pilot V. Kelley vividly conveys how "*** teams," assembled for specific projects with concrete goals and deadlines, are the foundation of IDEO's performance-based reputation. While he recognizes that not every ***anization is a hip design firm, Kelley believes that all ***anizati*** can gain an edge by innovating; among the successes he cites are Amazon, Igloo, Shoebox Greetings and Sephora. IDEO has learned and profited from maxims like "Fail often to succeed sooner." Many who previously feared change may answer his unpretentious call to "Start by following your customer journey, breaking it down into component elements, and asking yourself how you can deliver a better experience." Illustrati***. (Feb.)Forecast: Featured in a half-hour segment of Nightline last year that ranked among the most popular aired on the show, IDEO's culture of innovation has received broad exposure. This well-written, well-***anized and energizing guide will be a magnet for more attention, and could have a s*** at business bestseller lists.

Book Dimension

length: (cm)24.3 　　　 　　　　　 　　　　　 width:(cm)16.1