7 69 6 A DESIGN APPROACH TO PROBLEM DIFFICULTY 71 1 Design and Problem Difficulty 71 2 Three Misconceptions 72 3 Hard Problems Exist 76 4 The 3-Way Decomposition and Its Core 77 The Core of Intra-BB Difficulty: Deception 5 77 6 The Core of Inter-BB Difficulty: Scaling 83 7 The Core of Extra-BB Difficulty: Noise 88 Crosstalk: All Roads Lead to the Core 8 89 9 From Multimodality to Hierarchy 93 10 Summary 100 7 ENSURING BUILDING BLOCK SUPPLY 101 1 Past Work 101 2 Facetwise Supply Model I: One BB 102 Facetwise Supply Model II: Partition Success 103 3 4 Population Size for BB Supply 104 Summary 5 106 8 ENSURING BUILDING BLOCK GROWTH 109 1 The Schema Theorem: BB Growth Bound 109 2 Schema Growth Somewhat More Generally 111 3 Designing for BB Market Share Growth 112 4 Selection Press ure for Early Success 114 5 Designing for Late in the Day 116 The Schema Theorem Works 6 118 A Demonstration of Selection Stall 7 119 Summary 122 8 9 MAKING TIME FOR BUILDING BLOCKS 125 1 Analysis of Selection Alone: Takeover Time 126 2 Drift: When Selection Chooses for No Reason 129 3 Convergence Times with Multiple BBs 132 4 A Time-Scales Derivation of Critical Locus 142 5 A Little Model of Noise-Induced Run Elongation 143 6 From Alleles to Building Blocks 147 7 Summary 148 10 DECIDING WELL 151 1 Why is Decision Making a Problem? 151

Why are some organizations more innovative than others? How can we tap into, empower, and leverage the natural innovation within our organizations that is so vital to our future success? Now more than ever, companies and institutions of all types and sizes are determined to create more innovative organizations. In study after study, leaders say that fostering innovation and the need for transformational change are among their top priorities. But they also report struggling with how to engage their cultures to implement the changes necessary to maximize their innovative targets. In Innovation by Design, authors Thomas Lockwood and Edgar Papke share the results of their study of some of the world’s most innovative organizations, including: The 10 attributes leaders can use to create and develop effective cultures of innovation. How to use design thinking as a powerful method to drive employee creativity and innovation. How to leverage the natural influence of the collective imagination to produce the “pull effect” of creativity and risk taking. How leaders can take the “Fifth Step of Design” and create their ideal culture. Innovation by Design offers a powerful set of insights and practical solutions to the most important challenge for today’s businesses—the need for relevant innovation.

Innovation Design presents an approach to designing shared value for businesses, non-profit organizations, end-users and society. The societal and economic challenges we are currently facing – such as the aging population, energy scarcity and environmental issues – are not just threats but are also great opportunities for organizations. Innovation Design shows how organizations can contribute to the process of generating value for society by finding true solutions to these challenges. And at the same time it describes how they can capture value for themselves in business ecosystems that care for both people and planet. This book covers: creating meaningful innovations that improve quality of life, engage users and provide value for organizations and other stakeholders, guiding the creation of shared value throughout the innovation process, with a practical and integrative approach towards value that connects ideas from economics, psychology, sociology and ecology, designing new business models and business ecosystems to deliver sustainable benefits for all the involved parties and stakeholders, addressing both tangible and intangible value. Innovation Design gives numerous examples of projects and innovations to illustrate some of the challenges and solutions you may encounter in your journey of designing meaningful innovations and creating shared value. It also offers practical methods and tools that can be applied directly in your own projects. And in a fast-changing world, it provides a context, a framework and the inspiration to create value at every level: for people, for organizations and for the society in which we live.

When an innovation is inspired by design, it transcends technology and utility. The design delights the user, seamlessly integrating the physical object, a service, and its use into something whole. A design-inspired innovation is so simple that it becomes an extension of the user. It creates meaning and a new language.Design-Inspired Innovation takes a unique look at the intersection between design and innovation, and explores the novel ways in which designers are contributing to the development of products and services. The book's scope is international, with emphasis on design activities in Boston, England, Sweden, and Milan. Through a rich variety of cases and cultural prisms, the book extends the traditional design viewpoint and stretches the context of industrial design to question — and answer — what design is really all about. It gives readers tools for inspiration, and shows how design can change language and even create human possibilities.

Design Innovation and Integration is more than just a toolkit, it is a guidebook for the industry leaders of tomorrow. Through providing a holistic understanding of the approaches, practices and tools required to go beyond creative ideas to integrating design strategically within an organization. Novel solutions are required to meet complex problems, however, understanding how to make these solutions a reality is rarely addressed nor readily understood. This book expands upon existing design toolkits by providing a deeper understanding of the principles and practices of methods and aligning tools. The aim is not only equipping the reader with a list of design tools but for them to apply and adapt them to best suit their needs and context. A number of diverse company case studies are used throughout the book to explain the use of individual tools and describe the more complex process of design integration, highlighting common pitfall and opportunities. Based on over 10 years of independent research, authors Straker, Wrigley and Nusem share their experiences and outcomes from their own research. Structured into key two parts, i) Design Innovation and ii) Design Integration, the reader can quickly and easily resource a tool, gain a deeper understanding of the theory of Design Innovation or develop a design intervention within their own organization. This book is for the person seeking to learn how to grow their influence and create an enabling environment for design innovation in their organization.

Until now, the literature on innovation has focused either on radical innovation pushed by technology or incremental innovation pulled by the market. In Design-Driven Innovation: How to Compete by Radically Innovating the Meaning of Products, Roberto Verganti introduces a third strategy, a radical shift in perspective that introduces a bold new way of competing. Design-driven innovations do not come from the market; they create new markets. They don't push new technologies; they push new meanings. It's about having a vision, and taking that vision to your customers. Think of game-changers like Nintendo's Wii or Apple's iPod. They overturned our understanding of what a video game means and how we listen to music. Customers had not asked for these new meanings, but once they experienced them, it was love at first sight. But where does the vision come from? With fascinating examples from leading European and American companies, Verganti shows that for truly breakthrough products and services, we must look beyond customers and users to those he calls "interpreters" - the experts who deeply understand and shape the markets they work in. Design-Driven Innovation offers a provocative new view of innovation thinking and practice.

How do corporations achieve change? In the first analytic book about Hewlett-Packard, Deone Zell also offers an ethnography of corporate redesign, documenting Hewlett-Packard's radical reorganization of both a manufacturing and a research division. Because she writes from within the process as it unfolds, Zell is able to demonstrate how the inclusion of employees in every step of redesign can inspire the knowledge and commitment to transform an organization. Hewlett-Packard is among a growing number of companies in the United States exploring what is called sociotechnical systems (STS) redesign. As competitive pressures have grown, interest in STS has increased because it has the potential to catalyze comprehensive organizational change and avoid the pitfalls of a piecemeal or small-scale approach. STS works from the ground up, involving front-line employees in analysis and redesign of the entire organization and in explicit examination of an organization's culture. In Hewlett-Packard's California Personal Computer Division, production operators worked alongside managers to redesign their printed circuit assembly line into self-managing teams of employees. In the Santa Clara Division, a very different workforce of engineers, initially unwilling to standardize their creativity, had to develop commercial applications and become more responsive to customers in order to survive. On the basis of Hewlett-Packard's success, Zell concludes that, with top-level support and a high investment of resources at the outset, redesign can inspire relatively rapid change, especially suitable for organizations in fast-paced environments. As one H-P manager commented, "Empowerment is no longer a nice thing to do. It is now a business imperative."