La innovación ha cobrado una importancia significativa en las corporaciones de hoy, y con frecuencia es vista como un motor importante de crecimiento y éxito en una organización. En este curso introductorio, usted aprenderá sobre el significado, la importancia, el proceso e impacto de la innovación. Aunque la palabra innovación se describe más comúnmente como el proceso de convertir las ideas en productos o servicios que aportan valor al público, la palabra innovación tiene múltiples definiciones, y hablaremos sobre lo que significa en los mundos de negocios, diseño e ingeniería. Aprenderemos sobre un nuevo modelo de innovación llamado Innovación Estratégica Integral, que se puede usar por los individuos y las organizaciones interesadas en generar pensamientos fuera de lo establecido para transformar la forma de pensar de tema de costumbre al pensamiento creativo. Cubriremos en detalle todos los pasos del proceso de innovación. Comenzando con identificar a los problemas que necesitan soluciones innovadoras, investigar y analizar, generar conceptos, seleccionar soluciones prometedoras e implementarlas, hablaremos de una variedad de herramientas que se pueden usar durante cada paso del proceso. Los aprendices dejarán el curso con un entendimiento profundo de lo que es la innovación y cómo pueden utilizar las herramientas y técnicas de innovación en su propio trabajo.
Entrevista - Hugh Dubberly (Dubberly Design Office)
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From the course by Arizona State University
Innovar
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Arizona State University
113 ratings
Course 2 of 4 in the Specialization Creatividad, diseño e innovación: Técnicas y herramientas
From the lesson
Módulo: Marco de Referencia de la Innovación
Éste módulo introduce el Marco de Referencia que abarca diferentes aspectos de la innovación. Además, éste módulo explica los criterios claves y necesarios para crear una Estrategia Comprensiva de la Innovación. Cada concepto es explicado por medio de ejemplos concretos y entrevistas a experto(s).
Meet the Instructors
Prasad BoradkarProfessor
The Design School, Arizona State University
Hello everyone, I'd like to introduce Hugh Dubberly who we have interviewed
as part of this class for his understanding of what innovation means.
So Hugh is a design planner, and a teacher, and design educator.
He runs a firm called Dubberly Design Office in San Francisco.
Hugh has a Bachelor of Fine Arts in graphic design and a Master of Fine Arts
in graphic design, first degree from the Rhode Island School of Design and
the Masters from Yale University.
Hugh has an extremely illustrious past, he worked at Apple computer in the late 80s
and early 90s where he was involved in running cross functional teams, initially.
And then he was managing creative services for the entire company of Apple.
One of the things Hugh did at Apple which was development of a technology
forecast film called Knowledge Navigator.
You see quite a few films these days that look at the future, and
what the future might bring.
But this is one of the first really incredible films that Hugh was involved in
creating along with the team, called the Knowledge Navigator.
He had several other really, extremely interesting job, but
he also worked at Netscape, where he was the Vice President of Design.
Hugh has always been an educator, a teacher, and he has
taught at the Carnegie Mellon University, the California College of Arts and
Design, at the Art Center College of Design in Pasadena.
So while running his practice he has been publishing,
he writes really well and has quite a few articles on design.
He creates these incredible maps, conceptual maps, diagrams and
posters about a whole range of topics from design, to creativity, to innovation.
And he's always been a really dedicated teacher as well.
So we'll have a conversation with Hugh Dubberly in this segment today, and
you'll learn about his impressions of what innovation is, thank you.
So Hugh, thank you for being willing to be interviewed for this course on innovation.
Can you please tell us your name and something about your company,
Dubberly Design Office?
>> Okay, well, thank you, I'm Hugh Dubberly.
Dubberly Design Office is a software and service design firm.
We started in 2000, so we've been in business for 16 years.
We work with some very large companies,
like Samsung, we also work with startups.
Probably about a third of the work that we do is in health and wellness.
We're particularly interested in systems,
especially integrated systems of hardware,
networked services, and how those connect with human services.
>> The Dubberly Design Office is in San Fransisco,
this is in the heart of innovation, or heart of Silicon valley, in a sense.
So is your work influenced partly by the fact that you are in this ecosystem,
in a sense?
>> Sure, I might go farther,
this is the center of the world, this is Florence in the Renaissance.
>> Why do you say that?
>> We're in a period of huge change, much of that change
is happening here, is centered here, so that's one reason we're here.
>> So in terms of your work, it's primarily software,
service elevation, do you do any product design work as well?
I'm not thinking of software products, but physical devices and products.
>> We work with product designers on physical devices but
our work is in software products and the connected services, or
in designing the product service ecology >> Can you explain what you mean,
a little bit, by ecology of product service system?
>> Yeah, so as an example, this device
as a piece of hardware is not particularly interesting by itself.
It is interesting as it connects to the cloud,
to the software services that run in the cloud,
to the human services that connect to those software services.
So it's that ecology, which includes
many companies that make this device,
to give this device value, that make it a platform
on which others can build value into it.
>> Well maybe we can talk about innovation a little bit.
Now you’ve done quite a bit of work in thinking about what innovation is,
it’s a part of your practice.
The book you put together on what is innovation,
it includes types of innovation.
I think it's a really influential book, and
it maps out the innovation ecosystem in a really wonderful way.
So can you talk a little bit about what innovation means to you,
how you think about it, and how do you practice it, in a sense?
>> Well, maybe I should say it this way.
We spent a bunch of time on looking at innovation and trying
to understand how other people think about it, and trying to develop a model of it,
and eventually made a kind of complex concept map out of it.
But I think if you really simplify it down, there's some existing
set of conventions, some way in which we live, a manner of living.
And at some point a person has an insight that that manner of living,
that set of conventions doesn't quite fit, there's a point of irritation.
And it's that insight which begins the process of innovation.
It isn't necessarily the innovation itself, but it opens the door.
And when you have that insight then you have to do something with it.
You can't just go well, gosh, something's broken.
But you begin to look for what could we do differently,
and you start to build a change in the world.
You make have to make the idea manifest, you have to create some artifacts.
And then in addition those artifacts have to actually deliver value for people.
If they do deliver value for people, they can become a new convention,
and that's when you've really gone through the process and
you could say that that whole process is an innovation process.
So you have insight and change, which delivers value, and
I think the three of those things together give you innovation.
>> That's a wonderful definition, so
the idea of change I think it's really important here.
So do you see certain specific types of change that can be innovative,
or that can lead to an innovative outcome?
Or do you think any kind of change that has value for people.
>> So there are lots of ways to think about innovation and
people have lots of definitions.
There's some kinds of change which you might think of as incremental,
as improvements of existing situations.
There's some kinds of change which are much more fundamental sometimes.
As Kuhn says, he talks about paradigm shifts, and
a lot of times out here in Silicon Valley, investors are really looking for
these large, so-called disruptive changes.
There's pros and cons with that, so if we only focus
on disruptive changes, we may miss smaller opportunities.
And sometimes, with really large scale change, if we bring it on too quickly,
we aren't able to see some of the knockout effects or
secondary effects, the side effects that it didn't happen.
That can be very dangerous.
So disruptive change is often a mantra, but
we should also be cautious about it.
>> So one thing that I get asked all the time, and think about all the time,
is the relationship between design and innovation.
And in conversations that I've had with companies,
they often think of innovation as an idea that could be disruptive and
design as a process that actually affects the change.
I don't necessarily think of it that way, but
I was curious how you saw the relationship between design and innovation.
>> So this goes to how do you think about design.
A lot of designers have a model of design,
which begins with looking at some current situation and
framing that situation in some way to abstract out core issues and
to, in that sense, define an opportunity or a problem.
And almost at the same moment, to then define a flip side of that,
what the solution to the problem might be.
And then from there, to make it concrete, make it manifest.
So this can be see as a two by two where the first layer,
the first row is the concrete world, and then there's an abstraction of that,
and you have the concrete world today in the first column and
then you have the abstraction up above that.
And then you move over to, all right, now I'm translating the abstraction of
the problem today into an abstract notion of how I could solve that problem and
then they make it concrete, so you have this bridge.
It's curious, there are quite a number of designers that use that model.
It shows up in practice,
it shows up in instituted design, many places.
It appears to have been developed almost simultaneously by several people,
ran into.
I published something about this right into
who's a designer involved in park and some other interface stuff.
He said, hey, I have one of those.
Well, this model of moving from concrete to abstract and
then from abstract to recombining things back
to concrete is very similar to a set of models
that obtain in the world of organizational
development or knowledge management.
And there's a clue in there, the idea of an organization
developing knowledge in the cyclical fashion moving
from tacit knowledge to explicit knowledge,
taking explicit knowledge and recombining it.
Moving from that explicit knowledge into tacit knowledge,
that is putting the invention into practice,
but that cycle is a learning cycle.
And what this suggests, I think,
in a way demonstrates is you can think of design as a learning cycle.
Now, I don't think many designers would find that particularly novel, but
it's interesting to see that in the models of these different practices and
the models of design practice and then the models of practice around knowledge
management or organizational development, that the models are isomorphic.
And I think that tells us something, and it becomes a way
of thinking explicitly about design, particularly design in it's role
in large organizations as a process of knowledge building.
And it's interesting, I think, to frame work around
innovation within this larger context of knowledge building.
So rather than seeing innovation as, gosh, this thing that we want to have happen
here and here, but to just say, look, we really want to create a culture in which
we think deeply about how do you scaffold knowledge building in the culture.
That can lead to a culture, which ultimately is more innovative.
It's a very long answer.
>> It's a great answer though, [INAUDIBLE], thank you.
Would it be possible, and if you have issued a proprietary information,
just skip it, but something you could talk about
as an example of innovation that you worked on, has worked on.
It could be a simple example of a service or
software development app, it could be anything.
>> So when I was working at Apple,
we made a future forecast video
called Knowledge Navigator.
This happened to some extent by accident.
This was for
a large talk.
It was a conference that the CEO John Sculley was speaking of, and
he wanted to be able to show a series of examples building up from
stuff that people were doing today with the computer to some things
that were going on in labs to some vision of what the future might be like.
And we didn't know that
You in the computer industry,
people had up to that point not showing demos of software that were fake.
And I was young, and we'd seen Star Trek and,
Star Wars, and the idea that you could just fake a computer and
interface seemed like ta reasonable idea.
The thing is that before Apple did that, no company had ever done it.
Once we did it, it was like, you could do more of those.
So Apple made many of them, and
then just about every company in high technology made one of these.
So the innovation here was not the particular technologies that we
showed, because we were reading Stewart Brand's Media Lab book,
we were talking to various scientists like Alan Kay.
So we were just collecting together
things that people were already working on and demonstrating that.
The innovation was that we created a new way of making prototypes.
And now, that's become a generally accepted tool.
And it's taught in schools, and every spring,
we see great work coming out from students all over the world.
And it's much better than what we did originally.
But it raises a question.
As the technology changes, what new tools could be invented for prototyping?
So in a world where sensors are being printed and
there's a whole revolution in sensor technology, and
you see people talking about big data and huge amounts of data.
How do designers prototype that?
So I think there's a new kind of innovation
possible in prototyping.
A new sort of tool around imagining what will it be like for
people to have huge data sets.
I mean several orders of magnitude larger than the data sets we have about
ourselves today.
And that, so that's the thing I'm working on is trying to figure out how we make
tools for prototyping these very large amounts of data so that we can then build
prototypes on top of that data to talk about what that experience will be like.
>> So transform design maybe?
>> I think it's an important change.
I'd love to, >> Fascinating.
>> I'd love to, I don't know,
that's one of the things I'd really like to spend time on.
>> And you're working on that right now?
>> Little bits and starts and bits and pieces here and there.
But, the amount of data would be huge, it's just.
>> It really is, the amount of data people use right now,
and you mentioned health care earlier.
>> Yeah. >> The health care space, these new forms
of prototyping and having data could be transformational to health care, which
is something that is so ripe and so badly needing innovation [LAUGH] of all lives.
>> Yep. >> Especially from the service
point of view.
>> Yep.
>> [SOUND] So there's a couple of questions, this would be particularly for
the students, what can, what would you suggest or
recommend individuals can do, or students for this course can think about,
that will make them more innovative in everything that they do?
And then a follow up question and last question is what can companies do?
So maybe you can start with the one on individuals and
then we can talk about companies.
>> So, sometimes I have students ask me what classes should they take?
What's really most important to becoming a designer?
The thing we look for are not just people who are good at form making.
I mean form giving is really important in design, of course.
It isn't going way.
But we're really interested also in people who can think in a systemic way.
Who have systems thinking skills.
To some extent, that means that they have writing skills.
That is to say, they can think.
Writing is a sort of a manifestation of people's ability to think.
But practicing writing is a way to improve one's thinking.
But larger than all three of those is a kind of innate curiosity, and
I would say that really a key to innovation,
is to, or creativity in general, is to be widely curious about the world.
To read a lot, to look at a lot of things, to talk to a lot of people,
to simply be able to see things in one context and
then you turn over here and you're in a different context but
the pattern that you saw here, which has a certain result or
implications, you see a similar pattern over here and you can extrapolate that
that set of results or implications are going to hold true in this other place.
So, seeing that is an important thing in bringing that curiosity.
There's a Russian sort of innovation method called TRIZ which
actually works on this principle.
They look at patents and patent structures and
then try to kind of abstract those and apply those in other situations.
So it's interesting to see it done formally, but
I think individuals can do it in an ad hoc basis.
And that if you look at people who are creative,
one of the key qualities is this kind of insatiable curiosity.
>> I get asked this question sometimes.
What do you look for
in students who come into innovation space that are multidisciplinary group work?
And one of the things I look for is an open-mindedness.
>> Yeah.
>> And I think that connects to the curiosity, that that willingness to accept
other viewpoints as yeah, that's interesting, I could learn from that.
So the last question is about what can corporations do to be innovative?
>> So if it's important for individuals to be open and curious,
the same thing is true for corporations or organizations.
The question then becomes well how does an organization become open and curious?
And the world of systems thinking has
actually an important idea to offer here.
So, there's a systems author Ross Ashby who has
a notion of variety or what he calls requisite variety,
and I think that's a fundamental systems idea.
Briefly, what he's talking about is that for
a system to survive, it has to have more variety internally,
then it faces in terms of disturbances externally.
And this is actually quite true for organizations.
And that variety comes down to literally the variety of experiences that the people
who are in the company, certainly the people that manage the company have.
And so an important question in any design
project is how to put together the right team.
That's another way of saying, well what variety of thinking,
of experience, of background, does the team need to have?
And we talk a lot about diversity, but
this is one of the reasons why diversity is an important thing.
And you can see in ecosystems why diversity is important for
the overall health of the ecosystem.
The same thing is true for organizations.
But organizations face this other challenge,
which is to be profitable for the market.
And that often forces the organization to reduce it's variety,
to reduce what can be talked about, that is to be more efficient.
And so, by becoming more efficient, they have,
they literally narrow down what can be said in the organization.
And so there's this tension in a period of great stability,
it's okay perhaps to become more efficient to some extent.
But we're in a period of the opposite of great stability and
it's really important to be able to bring in the necessary variety.
And so how organizations continue to do that and
frankly attract young people to continue to have that variety is
an important part of building a culture of learning and a culture of innovation.
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