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Prof. Dr. Hartmut Esslinger, Founder frog design GROWTH IN CRISIS L O V E L I F E 4

Taipei crisis.2 show 5.26.2010

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Page 1: Taipei crisis.2 show 5.26.2010

Prof. Dr. Hartmut Esslinger, Founder frog design

GROWTHIN

CRISIS

L O V E

L I F E

4

Page 2: Taipei crisis.2 show 5.26.2010

A CRISISLIBERATESCREATIVITY

TO INNOVATE

Page 3: Taipei crisis.2 show 5.26.2010

SPLIT

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GREEDVALUES

VERSUS

Page 4: Taipei crisis.2 show 5.26.2010

SPLIT

NUMBERSSTRATEGY VERSUS

Page 5: Taipei crisis.2 show 5.26.2010

ILLUSIONSNATURE’S LAW

VERSUS

Page 6: Taipei crisis.2 show 5.26.2010

1. Strategy, Focus & Convergenceaspire for more human-minded business

3. Co-Design & Crowd-Sourcingexploring new paths of creative collaboration

4. Open Source Designfrom exclusive to inclusive innovation

5. Green & Social Designinnovate for a safer and better life

Page 7: Taipei crisis.2 show 5.26.2010

1. Strategy, Focus & Convergenceaspire for more human-minded business

2. Co-Design & Crowd-Sourcingexploring new paths of creative collaboration

4. Open Source Designfrom exclusive to inclusive innovation

5. Green & Social Designinnovate for a safer and better life

Page 8: Taipei crisis.2 show 5.26.2010

1. Strategy, Focus & Convergenceaspire for more human-minded business

2. Co-Design & Crowd-Sourcingexploring new paths of creative collaboration

3. Open Source Designfrom exclusive to inclusive innovation

Page 9: Taipei crisis.2 show 5.26.2010

1. Strategy, Focus & Convergenceaspire for more human-minded business

2. Co-Design & Crowd-Sourcingexploring new paths of creative collaboration

3. Open Source Designfrom exclusive to inclusive innovation

4. Green & Social Design

innovate for a safer and better life

Page 10: Taipei crisis.2 show 5.26.2010

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p:/

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.wik

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reat

ivit

y

CREATIVITY

INNOVATION FOR

Creativity is a mental and social process involving the generation of new ideas or

concepts, or new associations of the creative mind between existing ideas or concepts.

Creativity is fueled by the process of either conscious or unconscious insight. An

alternative conception of creativeness is that it is simply the act of making something new.

Page 11: Taipei crisis.2 show 5.26.2010

THE

CATALYSTCREATIVE

STRATEGICDESIGN

Page 12: Taipei crisis.2 show 5.26.2010

THE

CATALYSTCREATIVE

STRATEGICDESIGN

Science &Technology

Page 13: Taipei crisis.2 show 5.26.2010

THE

CATALYSTCREATIVE

STRATEGICDESIGN

Science &Technology

Finance &Business

Page 14: Taipei crisis.2 show 5.26.2010

THE

CATALYSTCREATIVE

STRATEGICDESIGN

Science &Technology

Humans,Communities

& Society

Finance &Business

Page 15: Taipei crisis.2 show 5.26.2010

THE

CATALYSTCREATIVE

STRATEGICDESIGN

Science &Technology

Humans,Communities

& Society

Finance &Business

Ecology &Resources

Page 16: Taipei crisis.2 show 5.26.2010

DESIGN QUALITYIS NOT A MATTEROF DEMOCRACY

Page 17: Taipei crisis.2 show 5.26.2010

STRATEGYFOCUS

CONVERGENCE

L O V E

L I F E

4

APPLE FOUNDERS STEVE WOZNIAK & STEVE JOBS

Page 18: Taipei crisis.2 show 5.26.2010

NOBODY CAN BE GOOD IN

EVERYTHING

Page 19: Taipei crisis.2 show 5.26.2010

BASIC RESEARCH & INVENTIONS

Page 20: Taipei crisis.2 show 5.26.2010

BASIC RESEARCH & INVENTIONS

PIONEERING APPLICATION TO PRODUCTS

Page 21: Taipei crisis.2 show 5.26.2010

BASIC RESEARCH & INVENTIONS

PIONEERING APPLICATION TO PRODUCTS

APPLICATION OF PROVEN TECHNOLOGIES

Page 22: Taipei crisis.2 show 5.26.2010

BASIC RESEARCH & INVENTIONS

PIONEERING APPLICATION TO PRODUCTS

APPLICATION OF PROVEN TECHNOLOGIES

INNOVATING INTO HOLISTIC EXPERIENCES

Page 23: Taipei crisis.2 show 5.26.2010

BASIC RESEARCH & INVENTIONS

PIONEERING APPLICATION TO PRODUCTS

APPLICATION OF PROVEN TECHNOLOGIES

INNOVATING INTO HOLISTIC EXPERIENCES

BRAND & CONVERGENT DESIGN DNA

Page 24: Taipei crisis.2 show 5.26.2010

INNOVATIVE BUSINESS MODELS

BASIC RESEARCH & INVENTIONS

PIONEERING APPLICATION TO PRODUCTS

APPLICATION OF PROVEN TECHNOLOGIES

INNOVATING INTO HOLISTIC EXPERIENCES

BRAND & CONVERGENT DESIGN DNA

Page 25: Taipei crisis.2 show 5.26.2010

INNOVATIVE BUSINESS MODELS

BASIC RESEARCH & INVENTIONS

PIONEERING APPLICATION TO PRODUCTS

APPLICATION OF PROVEN TECHNOLOGIES

INNOVATING INTO HOLISTIC EXPERIENCES

BRAND & CONVERGENT DESIGN DNA

Page 26: Taipei crisis.2 show 5.26.2010
Page 27: Taipei crisis.2 show 5.26.2010

INNOVATIVE BUSINESS MODELS

BASIC RESEARCH & INVENTIONS

PIONEERING APPLICATION TO PRODUCTS

APPLICATION OF PROVEN TECHNOLOGIES

INNOVATING INTO HOLISTIC EXPERIENCES

BRAND & CONVERGENT DESIGN DNA

Page 28: Taipei crisis.2 show 5.26.2010
Page 29: Taipei crisis.2 show 5.26.2010

INNOVATIVE BUSINESS MODELS

BASIC RESEARCH & INVENTIONS

PIONEERING APPLICATION TO PRODUCTS

APPLICATION OF PROVEN TECHNOLOGIES

INNOVATING INTO HOLISTIC EXPERIENCES

BRAND & CONVERGENT DESIGN DNA

Page 30: Taipei crisis.2 show 5.26.2010
Page 31: Taipei crisis.2 show 5.26.2010

INNOVATIVE BUSINESS MODELS

BASIC RESEARCH & INVENTIONS

PIONEERING APPLICATION TO PRODUCTS

APPLICATION OF PROVEN TECHNOLOGIES

INNOVATING INTO HOLISTIC EXPERIENCES

BRAND & CONVERGENT DESIGN DNA

Page 32: Taipei crisis.2 show 5.26.2010
Page 33: Taipei crisis.2 show 5.26.2010

INNOVATIVE BUSINESS MODELS

BASIC RESEARCH & INVENTIONS

PIONEERING APPLICATION TO PRODUCTS

APPLICATION OF PROVEN TECHNOLOGIES

INNOVATING INTO HOLISTIC EXPERIENCES

BRAND & CONVERGENT DESIGN DNA

Page 34: Taipei crisis.2 show 5.26.2010
Page 35: Taipei crisis.2 show 5.26.2010

8% Global Market Share32% Global Profits

92% Global Market Share68% Global Profits

YES

PAYS CONVERGENCE

Page 36: Taipei crisis.2 show 5.26.2010

YES

PAYS DESIGN

Page 37: Taipei crisis.2 show 5.26.2010

Strategic Business Phase

~ 0.1 %

Conceptual Design

~ 5%

Detailed Design

~ 10%

Procurement/Production

~ 85%

Operations/Support

PRODUCT LIFECYCLE PHASESSource: DARPA RaDEO project on industrial productivity

PLM Investment Source: Mike Hammer / Re-Engineering

SW & HW IMPLEMENTATION

THE

MODEL OLD

Page 38: Taipei crisis.2 show 5.26.2010

Strategic Business Phase

~ 0.1 %

Conceptual Design

~ 5%

Detailed Design

~ 10%

Procurement/Production

~ 85%

Operations/Support

PRODUCT LIFECYCLE PHASESSource: DARPA RaDEO project on industrial productivity

PLM Investment Source: Mike Hammer / Re-Engineering

SW & HW IMPLEMENTATION

THE

MODEL OLD

“…we may need to talk to a Designer…”

Page 39: Taipei crisis.2 show 5.26.2010

Strategic Business Phase

~ 0.1 %

Conceptual Design

~ 5%

Detailed Design

~ 10%

Procurement/Production

~ 85%

Operations/Support

BUSINESS CONSULTINGPeople, Technology, Markets

PLM Investment Source: Mike Hammer / Re-Engineering

STRATEGYBusiness Concepts

Trend ResearchTech-Scouting

Synthesis

WHERE

HAPPEN DECISIONS

Page 40: Taipei crisis.2 show 5.26.2010

Strategic Business Phase

~ 0.1 %

Conceptual Design

~ 5%

Detailed Design

~ 10%

Procurement/Production

~ 85%

Operations/Support

BUSINESS CONSULTINGPeople, Technology, Markets

PLM Investment Source: Mike Hammer / Re-Engineering

STRATEGYBusiness Concepts

Trend ResearchTech-Scouting

Synthesis

WHERE

HAPPEN DECISIONS

“…what can we do for better business…?”

Page 41: Taipei crisis.2 show 5.26.2010

Strategic Business Phase

~ 0.1 %

Conceptual Design

~ 5%

Detailed Design

~ 10%

Procurement/Production

~ 85%

Operations/Support

BUSINESS CONSULTINGPeople, Technology, Markets

PRODUCT LIFECYCLE PHASESSource: DARPA RaDEO project on industrial productivity

PLM Investment Source: Mike Hammer / Re-Engineering

BUSINESS TRANSFORMATION

STRATEGYBusiness Concepts

Trend ResearchTech-Scouting

Synthesis

Co-Designwith Retail &

Customers/Users

INNOVATION

CONVERGENT DESIGNCustomer Experience

Brand Building Software & UI

Hardware

SW & HW IMPLEMENTATION

THE

MODEL INTEGRATED

Page 42: Taipei crisis.2 show 5.26.2010

Strategic Business Phase

~ 0.1 %

Conceptual Design

~ 5%

Detailed Design

~ 10%

Procurement/Production

~ 85%

Operations/Support

BUSINESS CONSULTINGPeople, Technology, Markets

PRODUCT LIFECYCLE PHASESSource: DARPA RaDEO project on industrial productivity

PLM Investment Source: Mike Hammer / Re-Engineering

BUSINESS TRANSFORMATION

STRATEGYBusiness Concepts

Trend ResearchTech-Scouting

Synthesis

Co-Designwith Retail &

Customers/Users

INNOVATION

CONVERGENT DESIGNCustomer Experience

Brand Building Software & UI

Hardware

SW & HW IMPLEMENTATION

THE

MODEL INTEGRATED

“.. WOW!...”

Page 43: Taipei crisis.2 show 5.26.2010

only the best most effective

smartsourcing

outsourcing

?

OPTIMIZE

STRATEGY YOUR

Page 44: Taipei crisis.2 show 5.26.2010

only the best most effective

smartsourcing

outsourcing

WIN

FOCUS BY

!

Page 45: Taipei crisis.2 show 5.26.2010

YES

PAYS CREATIVITY

APPLE’s Revenues are 62% of DELL’s

APPLE’s EBIT is 204% of DELL’s

Q4 2008

APPLE:$10B Revenue

$1.6B EBIT

DELL:$16B Revenue$784M EBIT

Page 46: Taipei crisis.2 show 5.26.2010

46

| Lynx System

BUILD

BRAND YOUR

Page 47: Taipei crisis.2 show 5.26.2010
Page 48: Taipei crisis.2 show 5.26.2010

CONTACT SERGIO KLAUS-PETER VOIGT

Chief Operating OfficereMail: [email protected]

Page 49: Taipei crisis.2 show 5.26.2010

CO-DESIGNWITH

CHILDREN4

L I F E

4

L O V E

Page 50: Taipei crisis.2 show 5.26.2010

EVERY HUMANIS BORN AS A

CREATIVE BEING

Page 51: Taipei crisis.2 show 5.26.2010

CULTURE

= PROFITS + PROCESS

RETAILBest BuyWal*Mart

Circuit CityTarget

Radio ShackCompUSA

Pre-Orders

Margin: ~21 - 32%

ODMR&D

INDUSTRIALIZATIONProduction

ComponentsSub-Assembly

Logistics, Service

Margin: 5 - 8%

frogFee from Distributor & 20% of Disney’s %

BRAND: DISNEY…Royalty: ~ 8% (video) to 12% (audio)

=50% of Brand Premium @ Retail

DISTRIBUTIONMemCorp & MEDIONCarries Inventory Risk

Margin: ~4%

Page 52: Taipei crisis.2 show 5.26.2010

KIDZ

DREAMS WANT

Page 53: Taipei crisis.2 show 5.26.2010

KNOW

NUMBERS THE

Page 54: Taipei crisis.2 show 5.26.2010

CO-DESIGNWITH

DENTISTS

L I F E

4

L O V E

Page 55: Taipei crisis.2 show 5.26.2010

CUSTOMERS

SMART ARE

$5500

Page 56: Taipei crisis.2 show 5.26.2010

CROWDSOURCING

2.04

L I F E

4

L O V E

Page 57: Taipei crisis.2 show 5.26.2010
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OPENSOURCEDESIGN

L I F E

4

L O V E

Page 63: Taipei crisis.2 show 5.26.2010

MOST THINGSARE MORE ALIKETHEN DIFFERENT

Page 64: Taipei crisis.2 show 5.26.2010
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SYSTEM HISTORY

Page 66: Taipei crisis.2 show 5.26.2010

http://www.baileyana.com/home.php

Page 67: Taipei crisis.2 show 5.26.2010

SYSTEM HISTORY

TECHNICAL OPTIMIZATION

Page 68: Taipei crisis.2 show 5.26.2010
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SYSTEM HISTORY

TECHNICAL OPTIMIZATION

SAFETY & STANDARDS

Page 70: Taipei crisis.2 show 5.26.2010
Page 71: Taipei crisis.2 show 5.26.2010

SYSTEM HISTORY

TECHNICAL OPTIMIZATION

SAFETY & STANDARDS

MARKET COMMODITIZATION

Page 72: Taipei crisis.2 show 5.26.2010
Page 73: Taipei crisis.2 show 5.26.2010

SYSTEM HISTORY

TECHNICAL OPTIMIZATION

SAFETY & STANDARDS

MARKET COMMODITIZATION

BRAND & DESIGN DNA

Page 74: Taipei crisis.2 show 5.26.2010

ARCHETYPES

MINI 1

VW GOLF 1

Page 75: Taipei crisis.2 show 5.26.2010
Page 76: Taipei crisis.2 show 5.26.2010

SYSTEM HISTORY

TECHNICAL OPTIMIZATION

SAFETY & STANDARDS

MARKET COMMODITIZATION

BRAND & DESIGN DNA

INNOVATION

Page 77: Taipei crisis.2 show 5.26.2010

SEMI-OPEN:INNOVATING

BY COMBININGPROVEN

TECHNOLOGY

iTUNES

Page 78: Taipei crisis.2 show 5.26.2010

APPLE

OPEN SOURCESTARTED BY

At the Homebrew Computer Club in Palo Alto, California (in Silicon Valley), Steve Wozniak, a 26 year old employee of Hewlett-Packard and a long-time digital electronics hacker,

designed his APPLE ONE as an Open Source concept.

Page 79: Taipei crisis.2 show 5.26.2010

A

TYPEWRITERHISTORIC

Page 80: Taipei crisis.2 show 5.26.2010

THE

TYPEWRITER LAST

Page 81: Taipei crisis.2 show 5.26.2010

THE

RECYCLEDDESIGN

VALENTINE COMPUTER: „design recycling“ of Ettore Sottsass‘ & Perry King‘s Olivetti typewriter by ID2/Vienna

Page 82: Taipei crisis.2 show 5.26.2010

~0.8% of the Lifecycle-Investment are for Design~80% of customer’s buying decisions are by Design

Page 83: Taipei crisis.2 show 5.26.2010

Ewald Neuhofer, Alex Gufler, Marko Doblanovic

FOCUS ON USABILITY: COCKPIT 16-21 YEARS

Page 84: Taipei crisis.2 show 5.26.2010

GREEN& SOCIALDESIGN

L I F E

4

L O V E

Page 85: Taipei crisis.2 show 5.26.2010

CHANGE

AT THE ROOTS PLM PROCESS

1. Product Genesis strategy and design

2. Production & Operations applying materials, consuming energy, emitting pollutants

3. Usage & Consumption consuming materials, consuming energy, emitting pollutants

4. Recycling re-use of materials, management of disposed waste

Page 86: Taipei crisis.2 show 5.26.2010

GREEN

INNOVATIVE IS

Electric Scooter VeSPA: Niklas Wagner @ ID2/Vienna

Page 87: Taipei crisis.2 show 5.26.2010

GREEN

EMOTIONAL IS

„ZEVS“ ELECTRO BIKE: „Convergent Mobility“ concept by Rudolf Stephanich, August Kittelsen & Bernhard Ranner @ ID2/Vienna

Page 88: Taipei crisis.2 show 5.26.2010

LOCUSTS

PEACEFOR

PEACE ROBOT: drone concept by Benjamin Cselley, Jupin Ganbhari, Donimik Premauer & Jelena Stojkovic@ ID2/Vienna

Page 89: Taipei crisis.2 show 5.26.2010

EASY

LEARNINGMUSIC

TOKEN: Gesture Synthesizer by Jori Krauss @ ID2/Vienna

Page 90: Taipei crisis.2 show 5.26.2010

KNOWING

WE EATWHAT

Page 91: Taipei crisis.2 show 5.26.2010

SMART

SHOPPINGWINDOW

Page 92: Taipei crisis.2 show 5.26.2010

HIV

TESTHOME

Project Masiluleke

Page 93: Taipei crisis.2 show 5.26.2010

HUMAN

ROBOTICSBENEFIT

CARRIER: exo-set wheelchair by Julia Kaisinger, Bilge Demiric, Mathias Mayrhofer, Niki Iranmanesh, Xulian Benesch @ ID2/Vienna

PLACEHOLDER IMAGE

Page 94: Taipei crisis.2 show 5.26.2010

HELP

PEOPLEWEAKER

NOLI: anti-abuse device by Joachim Kornauth | Bernhard Ranner | Mathias Mayrhofer | Erol Kursani | Lukas Dön @ ID2/Vienna

Page 95: Taipei crisis.2 show 5.26.2010

THINK

CREATIVE MORE

BRAIN ENHANCER: creativity boosting device by Ewald Neuhofer @ ID2/Vienna

Page 96: Taipei crisis.2 show 5.26.2010

RE-CONNECT

WISDOMGENERATIONAL

Concept by Georg Milde | Kristina Chudikova | Christoph Döttelmayer | Julia Kaisinger | Martin Strohmeier @ ID2/Vienna

Page 97: Taipei crisis.2 show 5.26.2010

PROVEN

WISDOM CHINESE

…if you do not change direction, you may end up

where you are heading.

Lao Tzu

Page 98: Taipei crisis.2 show 5.26.2010

[email protected]

FORMFOLLOWSEMOTION

L I F E

4

L O V E