design | inovação

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.htm


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http://dschool.stanford.edu/
http://dschool.stanford.edu/http://dschool.stanford.edu/http://dschool.stanford.edu/


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http://www.ted.com/
http://www.ted.com/http://www.ted.com/http://www.ted.com/


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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/


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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/


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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/


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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/


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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/


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qualidade e inovao
http://www.designcouncil.org.uk/our-work/challenges/


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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/


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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/


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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/


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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/


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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/


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EMPRESAS MAIS INOVADORAS (FASTCOMPANY)

www.fastcompany.com
http://www.fastcompany.com/http://www.fastcompany.com/


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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



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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.html


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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.html


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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.html


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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-concept


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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.html


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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/


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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
http://www.innovate-or-die.com/http://www.innovate-or-die.com/http://www.innovate-or-die.com/http://www.innovate-or-die.com/


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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/

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