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8/4/2019 DESIGN | inovao
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Inovao eDesign
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Publicaes que inspiraram esta aula
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http://www.businessweek.com/innovate/di_special/20090930design_thinking.htm
http://www.businessweek.com/innovate/di_special/20090930design_thinking.htmhttp://www.businessweek.com/innovate/di_special/20090930design_thinking.htmhttp://www.businessweek.com/innovate/di_special/20090930design_thinking.htm8/4/2019 DESIGN | inovao
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http://dschool.stanford.edu/
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http://www.ted.com/
http://www.ted.com/http://www.ted.com/http://www.ted.com/8/4/2019 DESIGN | inovao
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http://www.fastcodesign.com/http://www.fastcompany.com/fast50_09/lists/the-most-innovative-companies-in-design.html
http://www.fastcodesign.com/http://www.fastcodesign.com/http://www.fastcompany.com/fast50_09/lists/the-most-innovative-companies-in-design.htmlhttp://www.fastcompany.com/fast50_09/lists/the-most-innovative-companies-in-design.htmlhttp://www.fastcompany.com/fast50_09/lists/the-most-innovative-companies-in-design.htmlhttp://www.fastcodesign.com/8/4/2019 DESIGN | inovao
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http://www.designcouncil.org.uk/about-design/How-designers-work/http://www.designcouncil.org.uk/our-work/Insight/The-Big-Rethink/Designs-role-in-innovation/http://www.designcouncil.org.uk/our-work/challenges/
http://www.designcouncil.org.uk/about-design/How-designers-work/http://www.designcouncil.org.uk/our-work/Insight/The-Big-Rethink/Designs-role-in-innovation/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/Insight/The-Big-Rethink/Designs-role-in-innovation/http://www.designcouncil.org.uk/about-design/How-designers-work/http://www.designcouncil.org.uk/about-design/How-designers-work/http://www.designcouncil.org.uk/about-design/How-designers-work/8/4/2019 DESIGN | inovao
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Contexto para a inovao
Mercado;
Produtividade;
Eficincia; Indicadores;
....
Complexidade.
http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/8/4/2019 DESIGN | inovao
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inveno
atende necessidade
sem valor comercial
http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/8/4/2019 DESIGN | inovao
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inovao
atende alguma necessidade
gerando valor econmico
http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/8/4/2019 DESIGN | inovao
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qualidade e inovao
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DEFINIES SOBRE A INOVAO
Kelley (IDEO) Processo de alavancar a criatividade para criar valor denovas maneiras, por meio de novos produtos, servios enegcios
Schumpeter(economista)
Abertura de um novo mercado
Bell e Pavitt (Sussex) A Inovao pode ser vista como um processo deaprendizagem organizacional
Prahalad (University ofMichigan)
Adotar novas tecnologias que permitam aumentar acompetitividade da companhia
Gundling (3M) Nova idia implementada com sucesso que produzresultados econmicos
Capra (Berkeley) As organizaes inovadoras so aquelas que se aproximamdo limite do caos
Hamel (Strategos) Processo estratgico de reinveno contnua do prprionegcio e de criao de novos conceitos de negcio
http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/8/4/2019 DESIGN | inovao
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A INOVAO AO LONGO DA CADEIA DE VALOR
ANTUNES et al., 2007
http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/8/4/2019 DESIGN | inovao
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Inovao(Schumpeter, 1961)
1) Inovao de Produto;
2) Inovao de Processo;3) Inovao de Gesto;
4) Inovao de materiais/matriasprimas;5) Inovao no mercado;
http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/8/4/2019 DESIGN | inovao
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Tipos de inovacao(Pavitt, 2007)
Inovacao de produto ou servico
Inovacao deprocesso/desenvolvimento
Inovacao deposicionamento/contexto
Inovacao de paradigma: mudanca demodelos mentais
http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/8/4/2019 DESIGN | inovao
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Empresa Aparies
3M 5
Apple 5
GE 5
Microsoft 5
Empresa Aparies
Google 4
IBM 3
Nokia 3
Procter&Gamble 3
Sony 3
Dell 2
Toyota 2
BMW 1
Hewlett-Packard 1
Intel 1
Starbucks 1Walt Disney 1
EMPRESAS MAIS INOVADORAS (BUSINESSWEEK)
www.businessweek.com
http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.designcouncil.org.uk/our-work/challenges/http://www.businessweek.com/http://www.businessweek.com/8/4/2019 DESIGN | inovao
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EMPRESAS MAIS INOVADORAS (FASTCOMPANY)
www.fastcompany.com
http://www.fastcompany.com/http://www.fastcompany.com/8/4/2019 DESIGN | inovao
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quebra de paradigmas
Mtodo
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Quebra deparadigmas
Considere a frase abaixo um
problema. Resolva o mesmo,
considerando: insero ou retirada de palavras;
troca de ordem das palavras;
mudana na pontuao.
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Desafio da folha depapel
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Fbrica de dados
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Desenvolvimento de
produto Carrinho de supermercado
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DISECRINNDO A PARITR DECOIASS SEM SENITDO
De aorcdo com uma pqsieusa deuma uinrvesriddae ignlsea, noipomtra em qaul odrem as lrteas deuma plravaa etso, a ncia csioaiprotmatne que apiremria etmlia lrteas etejasm no lgaur
crteo. O rseto pdoe ser uma ttaolbguana que vco pdoe anida lersem pobrlmea. Itso poqrue nsno lmeos cdaa lrtea isladoa, mas a
plravaa cmoo um tdoo.BOOKMAN,J. Wind.A Fora dos Modelos mentais, Porto Alegre.
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quebra de paradigmas
considere a frase abaixo umproblema. Resolva o mesmo,considerando: insero ou retirada de palavras
troca de ordem das palavras
mudana na pontuao
Um navio francs entrava no portoum navio ingls.
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Aula 2
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Empresas mais inovadorasdo mundo
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Empresas mais inovadorasdo mundo
7o
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Entrega uma ampla gama deprodutos com design apropriado
criando novos mercados a partir de
tecnologias existentes
cria novas demandas peloentendimento das necessidades
dos clientes e antecipao de
futuros desejos
Re-introduo de novos produtos
no momento certo
Construo de uma cultura que
encoraja a inovao e a aceitao
dos riscos envolvidos
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"existem vrias ferramentas debusca e existe o Google"
Entrega uma ampla gama detecnologias, ferramentas e
servios inovadores e teis para
aumento da competitividade
est mudando a forma como as
pessoas interagem com a
informao
Tempo livre aos colaboradores
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Inovaao arraigada a
cultura da empresa
Incentiva e encoraja
a inovao entre os funcionrios
efetivamente balana tecnologia
com as necessidades dos clientes"Post-Its
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Tecnologia de produo entrega
um produto de
excelente qualidade
Utiliza design, tecnologia, produo
e marketing para obter a
mxima penetrao de mercado
e ampliar os lucros
No pensa de maneira
conservadora
em uma indstria conservadora
Tecnologia de ponta atende
as necessidades do mercado
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utiliza a inovao para
permanecer lider de mercado
impulsiona a inovao
atravs da tecnologia
identifica formas de inovao
de mercado existentes
e as utiliza da melhor
forma possvel
expande alm do
mercado principal a medida
que novas oportunidades
emergem
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caractersticas principais
design apropriado criando novos mercados
cria novas demandas
aceitao dos riscos envolvidos
tempo livre aos colaboradores
inovao arraigada a cultura da empresa
incentiva e encoraja a inovao entre os funcionrios
utiliza design, tecnologia, produo e marketing com
foco no mercado
impulsiona a inovao atravs da tecnologia
expande alm do mercado principal
tecnologia para um produto de excelente qualidade
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Design Driven Innovation
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Desenvolvimento de produtos = superioridade funcional + relao de emoo
produto/consumidor
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Design no um processo para entender e satisfazer as necessidades dos usurios,
no um jeito de fazer um produto parecer mais bonito.
Design uma estratgia de inovao.
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Design-inspired innovation = o que os produtos significam para as pessoas
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Vdeo N design
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Puxado pelo
mercado
User centered
Empurrado pela tecnologia
Design driven
InovaoRadical
InovaoIncremental
Adaptao smodificaes dos modelos
scio culturais.
Gerao denovos
significados
Estratgias de Inovao
Verganti, 2008
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Inovao orientada pelo design Design Driven Innovation
Roberto Verganti
Estratgias de Inovao
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Estratgias de Inovao
User Centered Design Driven
Empresa Usurio
Contexto de uso
Empresa Pessoas
Contexto de vida
Intrprete
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DESIGN THINKING
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http://www.ted.com/talks/tim_brown_urges_designers_to_think_big.html
ESCOLHA DO PROBLEMA
http://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.html8/4/2019 DESIGN | inovao
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ESCOLHA DO PROBLEMA
XO-1 (aka $100 laptop, Green Machine), 2008, Quanta Computers, projeto liderado por Nicholas Negroponte
FOCO NO PROBLEMA/SOLUO
http://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.html8/4/2019 DESIGN | inovao
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BROWN, Tim. Tim Brown urges designers to think big. TED Talks, Julho 2009. Disponvel em: http://www.ted.com/talks/tim_brown_urges_designers_to_think_big.html
FOCO NO PROBLEMA/SOLUO
TRABALHO EM EQUIPE TRANSDISCIPLINAR
http://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.html8/4/2019 DESIGN | inovao
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TRABALHO EM EQUIPE TRANSDISCIPLINAR
IDEO, 1998, Shopping Cart Concept, ABC's Nightline(http://www.ideo.com/work/shopping-cart-concept,http://vimeo.com/7953312)
MODELAO E SIMULAO
http://www.ideo.com/work/shopping-cart-concepthttp://www.ideo.com/work/shopping-cart-concepthttp://vimeo.com/7953312http://vimeo.com/7953312http://www.ideo.com/work/shopping-cart-concepthttp://www.ideo.com/work/shopping-cart-concepthttp://www.ideo.com/work/shopping-cart-concept8/4/2019 DESIGN | inovao
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BROWN, Tim. Tim Brown urges designers to think big. TED Talks, Julho 2009. Disponvel em: http://www.ted.com/talks/tim_brown_urges_designers_to_think_big.html
MODELAO E SIMULAO
TENSO PARA A INOVAO
http://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.htmlhttp://www.ted.com/talks/tim_brown_urges_designers_to_think_big.html8/4/2019 DESIGN | inovao
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TENSO PARA A INOVAO
www.ideo.com
Aceitao da restrio um dos fundamentos do design thinking
http://www.ideo.com/http://www.ideo.com/8/4/2019 DESIGN | inovao
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g g
Descobrir quais so as restries importantes e estabelecer um framework paravali-las. Utilizamos 3 critrios de avaliao:
factibilidade(o que possvel (tecnologia) em um futuro previsvel)viabilidade (modelo de negcio sustentvel)
desejabilidade (o que faz sentido para as pessoas)
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ideo
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ideo arte da inovao
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MtodoIDEO
Compreenso
ObservaoVisualizao
Avaliao e
AprimoramentoImplementao
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Observar
as pessoas em situaes da
vida real para descobrir o quegostam, o que detestam, as
necessidades latentes....
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Visualizar
Conceitos novos para o mundo e
os clientes que os usaro...predizer o futuro.
brainstorming.
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Avaliar e Aprimorar
.....os prottipos numa srie de
interaes rpidas.......nenhuma idia to boa que
no possa ser aperfeioada.
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Implementar
...o novo conceito paracomercializao.
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IDEO, 2010
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http://www.innovate-or-die.cohttp://www.innovate-or-die.co
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Escolher uma empresas e avaliar do ponto de vistada inovao:-Tipos de inovao
- relao com o design- inovao digital
http://www.innovate-or-die.com/http://www.innovate-or-die.com/http://www.innovate-or-die.com/http://www.innovate-or-die.com/http://www.innovate-or-die.com/http://www.innovate-or-die.com/http://www.innovate-or-die.com/http://www.innovate-or-die.com/