Podcasts about frog design

In this episode of Brave UX, host Brendan Jarvis interviews designer, author, and educator Carla Diana, a leader in human-centered product design and technology. Carla is the D Designer-in-Residence and Head of Program at the Cranbrook Academy of Art and works part-time as the Design Advisor at Diligent Robotics. Join Carla and Brendan as they explore the future of smart technologies, including Carla's work on humanizing healthcare robots and her project "Mobility Town," which reimagines public transportation in Detroit. Carla also discusses the challenges of designing relatable robots, societal misconceptions about AI, and the ethical implications of technology. The conversation delves into the roles of designers in shaping how people interact with technology innovations like autonomous systems and social robots, urging a thoughtful consideration of technology's impact on society.   Highlights include: 00:00 - Getting to Know Carla Diana 05:31 - The Importance of Critical Engagement 12:01 -  Mobility Town: Reimagining Transportation in Detroit 18:01 - The Social Aspects of Public Transport 24:01 - The Narrative Around Robots 30:01 - Designing Relatable Robots 36:01 - Ethical Implications of Design 42:01 - The Role of AI in Robotics 48:01 - Autonomous Vehicles and Society's Responsibility 55:01 - Reflections on Design Education and Technology Who is Carla Diana Carla Diana is a highly influential designer, author, and educator known for her work at the intersection of technology and human-centered product design. She is the founder and designer-in-residence of the Interaction Design Programme at Cranbrook Academy of Art, where she leads an innovative exploration into smart objects, immersive environments, and intelligent systems. Carla also serves as a design advisor at Diligent Robotics, shaping healthcare robots to assist workers better.  Her extensive experience includes roles at Smart Design and Frog Design, where she worked on diverse products, from robots to connected home appliances. Carla authored "Leo, The Maker Prince," the first children's book about 3D printing, and "My Robot Gets Me," which focused on intuitive design for intelligent technologies. She's a frequent speaker at prominent events like TEDx SXSW, and her writing has been featured in Fast Company, The New York Times, and Popular Science. Find Carla Diana Here Carla Diana on LinkedIn Cranbrook Academy of Art Website Diligent Robotics Website Subscribe to Brave UX Liked what you heard and want to hear more? Subscribe and support the show by leaving a review on Apple Podcasts (or wherever you listen). Apple Podcast Spotify YouTube Podbean Follow us on our other social channels for more great Brave UX content! LinkedIn Instagram Brendan Jarvis hosts the Show, and you can find him here: Brendan Jarvis on LinkedIn The Space InBetween Website  

All-Sport, Megagym, Racquetball Camp, Benches, Numbers, Lines, Designs, Waves Not Blocks, Frog Design, Attachment, The Font. A rumination on a font and some lines that had an effect on me. I mention Frog Design, here's an example of the kind of pages out there: https://www.businessinsider.com/photos-early-apple-prototypes-2014-6

Today, our special guest is Doreen Lorenzo, Assistant Dean at the University of Texas School of Design and Creative Technology. Doreen discusses the challenges and opportunities in the design industry and shares her insights as a design leader while emphasizing the importance of training and skill development. They also explore her journey from Frog Design to the University of Texas and her passion for education and diversity in design. Highlights include: 03:15 - Introduction and Doreen's background 10:52 - Doreen's decision to pursue a career in design 15:50 - Challenges of managing a large design firm 24:59 - Benefits of promoting diversity in the design industry 26:39 - Importance of confidence in design 31:29 - Doreen's Journey from Frog to the University of Texas 44:04 - Doreen's leadership philosophy and balancing profitability with risk-taking Who is Doreen Lorenzo Doreen Lorenzo is a successful leader of global creative firms who advises and consults with companies from Fortune 100 to startups on design and innovation issues. The former president of the global design firms Frog and Quirky, she is now the Assistant Dean in the School of Design and Creative Technology at the University of Texas, a co-founder of the mobile video insights firm Vidlet, a board member and advisor of several startups, and a columnist for Fast Company Co.Design.  A recognized thought leader on business and design issues, she speaks publicly about her signature leadership style and the power of empathy to drive business results. Most recently, Texas Monthly named Doreen one of the 15 innovators reshaping Texas, a testament to her innovative leadership approach. Doreen is an ardent believer in the advantages of “soft skills” like empathy and humor in business. She speaks at industry conferences, at private events, and to the media about her experience using these often overlooked skills to understand and motivate creative people. A driven and successful woman in a male-dominated industry, Doreen also speaks about women in leadership and coaches aspiring women leaders to help them find their own paths to success.  Find Doreen Here Doreen Lorenzo on LinkedIn University of Texas School of Design and Creative Technology Website Quirky Website Doreen's personal Website   Subscribe to Brave UX Like what you heard and want to hear more? Subscribe and support the show by leaving a review on Apple Podcasts (or wherever you listen). Apple Podcast Spotify YouTube Podbean Follow us on our other social channels for more great Brave UX content! LinkedIn Instagram The Show is hosted by Brendan Jarvis, and you can find him here: Brendan Jarvis on LinkedIn The Space InBetween Website

  Summary In this episode of Startup Junkies, we sit down with guests Don Huffner and Scott King to explore the dynamic landscape of entrepreneurial ecosystems in Northwest Arkansas. Don Huffner is an investment professional with RZC Investments, where his keen eye for sourcing, evaluating, negotiating, and monitoring investments drives success. With a rich background that includes private equity investments at 1K1V and roles in investment banking at Barclays and management consulting at Accenture, Don brings a wealth of experience and a global perspective to the table. A graduate of the University of St. Andrews in the United Kingdom, Don holds degrees in Business Management and International Relations. Additionally, Scott King is the Chief Experience Officer at Runway Group, where he excels in creating world-class experiences through strategic design and placemaking. With over 30 years of experience, Scott's expertise spans business strategy, experience strategy, retail & brand strategy, design research, and more. His impressive portfolio includes work with top-tier organizations such as Frog Design, AT&T, General Motors, CVS, and multiple start-ups. Scott's extensive knowledge in business process development, systems integration, product development, and supply chain management makes him an invaluable asset to any entrepreneurial discussion. Together with hosts Jeff Amerine and Caleb Talley, the conversation delves into the unique, collaborative culture of the Ozarks, comparing it to the Silicon Valley of the late '90s and early 2000s. They highlight the importance of mentorship in the startup ecosystem and explore strategic investments that continue to shape the region's growth. The discussion underscores the potential and promise of Northwest Arkansas as a fertile ground for innovation and entrepreneurship.   Show Notes (0:00) Introduction (1:08) Don's Backstory (5:39) Scott's Origin Story (9:47) About Runway Group (10:40) About RZC Investments (13:45) The Appeal of NWA and Its Quality of Life (20:07) RZC Investments' Fund of Funds Strategy (24:29) The Helpful Ecosystem of NWA (30:17) Advice to Younger Selves (34:56) Closing Question   Links Caleb Talley Jeff Amerine Daniel Koonce Startup Junkie Startup Junkie YouTube Don Huffner RZC Investments J. Scott King Runway Group

We got to learn from behavioral science expert, Matt Wallaert! Over the past two decades, Matt has led behavioral science at Microsoft and Frog Design, and currently advises Fortune 500s on how to create products that help people make good changes. He joined us on Zoom for a lunch & learn - an incredible opportunity we're excited to share with you all as this week's episode. We discuss: (00:24) Understanding behavioral science & how it applies to building product (09:05) Matt's favorite behavioral statement from Uber + steps to create one (20:53) The sufficiency test: Is submitting bugs the behavior we want to change? (31:10) Matt recommends partnerships based on Jam's behavioral statement (33:23) The #1 mistake Matt sees when companies implement behavioral science (35:13) The 5 behavioral archetypes for Jam bug reporting + why people buy M&MsSubscribe to Building Jam on YouTube, Spotify, and Apple Podcasts. New episodes drop every Friday at 10AM ET. See you there!

AI is changing the role of the designer and shifting how product teams succeed. We have a special guest: Scott Jenson, formerly from Apple, Google, and Frog Design.We discuss:* Why designers feel like their entire job will go away* What advice he offers to the teams and individuals he coaches* How AI is over--hyped and where it will have impact* Lessons from working at the forefront of mobile technology* Why Google, Apple, Meta, Microsoft are all racing to get there first* Recommendations to build successful products todayThis conversation is more of a coaching session for the designers, researchers, and product teams trying to navigate this time of great change.We try and cut through the hype to distill out key lessons that will help you all in your careers.Scott Jenson has worked in user interface design and strategic planning for over 30 years. The first member of the System Software Human Interface group at Apple in the late 80s, working on System 7, the Apple Human Interface guidelines and the Newton digital assistant. After Apple, was a freelance design consultant, doing work for Netscape, Mayo Clinic, American Express, and several web startups. Then director of product design for Symbian, then managed Mobile UI design at Google for 6 years. Left to become creative director at frog design for 2 years but returned to Google to explore advanced UX concepts for IoT and Android at Google. 35+ patents.  https://www.linkedin.com/in/scottjenson/Please subscribe to: Design of AI: The podcast for product teams, on Spotify, Apple podcasts, Youtube, substack. We interview leaders and practitioners at the forefront of AI to help product teams navigate where and how to leverage AI.Have questions? Join the conversation in our LinkedIn community: https://www.linkedin.com/company/designofai/Hosted by:Brittany Hobbs https://www.linkedin.com/in/brittanyhobbs/Arpy Dragffy Guerrero https://www.linkedin.com/in/adragffy/This Design of AI episode is brought to you by PH1: A research & strategy consultancy that helps clients build AI products that customers wanthttps://ph1.ca This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit designofai.substack.com

Warum Design für die User Experience unerlässlich ist. Kalle Buschmann ist heute zu Gast. Kalle ist Alumni von der Köln International School of Design (KISD), hat mehr als 10 Jahre bei Frog Design gearbeitet und ist zurzeit UX Design Manager bei Google in München. Er ist der Meinung, dass jedes menschengemachte Produkt, insbesondere Software, sorgfältiges Design erfordert, um erfolgreich zu sein. Wir unterhalten uns über die oft unterschätzte Rolle von Design in der Softwareentwicklung und warum Design weit über die Ästhetik hinausgeht und grundlegend für die Benutzererfahrung ist.Mehr über Kalle Buschmann: https://www.kallebuschmann.de/  Das ist Besser mit Design, ein Wahnsinn Design PodcastVielen Dank fürs Zuhören

Gianluca Brugnoli is a designer whose 25-year career has been dedicated to redefining the way we engage with digital products. He has an impressive track record, from co-founding Frog in Milan to leadership positions at McKinsey, Huawei and now at TomTom designing digital cockpits. Gianluca is a walking book when it comes to the value and impact of design at all fronts, joining in for a second episode 3 years after the first one.

My guests for this Season 1 finale episode are Doreen Lorenzo and Mbiyimoh Ghogomu.Doreen Lorenzo is a pioneering design leader who is the Assistant Dean of the School of Design and Creative Technology at University of Texas, a role she started in 2016. Prior to joining UT, Doreen was the longtime President of Frog Design, one of the largest and most established global design consultancies in the world. Doreen is a columnist for Fast Company where she writes the Designing Women column profiling brilliant women in the design industry. Mbiyimoh Ghogomu is the co-founder and CEO of Tradeblock, the marketplace for collectible sneakers. Founded in 2019 the company has amassed more than 250,000 users and over a million sneakers available for trade on its digital platform. Tradeblock has raised more than 10 million dollars in VC funding. Mbiyimoh founded the company with childhood friends Tony Malveaux and Darren Smith after starting his career as a content design intern at IBM Design. This episode was recorded live at the offices of argodesign in Austin, Texas.Supporting partner for the live event was Pearl, the digital platform for proactive, effective, and inclusive hiring.

Gadgets, accessories, furniture, computers, and even robots: In recent memory, the language of good design has been shaped and driven by Yves Béhar, founder of Fuseproject. On this episode, Dan speaks with the Swiss-born impresario on his early career with Frog Design, what motivated some of his most famous projects like One Laptop Per Child, what he thinks about A.I. and the housing crisis, and his latest endeavor, the all-electric TELO Truck. Hosted on Acast. See acast.com/privacy for more information.

In this podcast episode, Dr. Jonathan H. Westover talks with Robb Wilson about what human capital focused leaders are missing when it comes to AI and hyperautomation. Robb Wilson (https://www.linkedin.com/in/invisiblemachines/) is a Wall Street Journal best selling author of one of the few technology books that's a best seller in the business category and is the visionary behind OneReach.ai, the highest-scoring company in Gartner's first Critical Capabilities for Enterprise Conversational AI Platforms report. Robb has spent more than two decades applying his deep understanding of user-centric design to unlocking hyperautomation. In that time he built UX Magazine into the world's largest experience design publication while simultaneously creating Effective UI, a full-service UX firm that competed with IDEO and Frog Design. In addition to launching 15 startups and collecting over 130 awards across the fields of design and technology, Robb has held executive roles at several publicly traded companies and mentored colleagues who went on to leadership roles at Amazon Alexa, Google, Ogilvy, GE, Salesforce, Instagram, LinkedIn, Disney, Microsoft, Mastercard, and Boeing.   Check out all of the podcasts in the HCI Podcast Network! Check out the ⁠HCI Academy⁠: Courses, Micro-Credentials, and Certificates to Upskill and Reskill for the Future of Work! Check out the LinkedIn ⁠Alchemizing Human Capital⁠ Newsletter. Check out Dr. Westover's book, ⁠The Future Leader⁠. Check out Dr. Westover's book, ⁠'Bluer than Indigo' Leadership⁠. Check out Dr. Westover's book, ⁠The Alchemy of Truly Remarkable Leadership⁠. Check out the latest issue of the ⁠Human Capital Leadership magazine⁠. Each HCI Podcast episode (Program, ID No. 627454) has been approved for 0.50 HR (General) recertification credit hours toward aPHR™, aPHRi™, PHR®, PHRca®, SPHR®, GPHR®, PHRi™ and SPHRi™ recertification through HR Certification Institute® (HRCI®). Each HCI Podcast episode (Program ID: 24-DP529) has been approved for 0.50 HR (General) SHRM Professional Development Credits (PDCs) for SHRM-CP and SHRM-SCPHR recertification through SHRM, as part of the knowledge and competency programs related to the SHRM Body of Applied Skills and Knowledge™ (the SHRM BASK™). Human Capital Innovations has been pre-approved by the ATD Certification Institute to offer educational programs that can be used towards initial eligibility and recertification of the Certified Professional in Talent Development (CPTD) and Associate Professional in Talent Development (APTD) credentials. Each HCI Podcast episode qualifies for a maximum of 0.50 points.

Tim Leberecht is a German-American author and entrepreneur, and the co-founder and co-CEO of the House of Beautiful Business, a global think tank and community with the mission to make humans more human and business more beautiful.Previously, Tim served as the chief marketing officer of NBBJ, a global design and architecture firm. From 2006 to 2013, he was the chief marketing officer of product design and innovation consultancy Frog Design.Tim is the author of the book The Business Romantic (HarperCollins, 2015), which has been translated into nine languages to date. Tim's writing regularly appears in publications such as Entrepreneur, Fast Company, Forbes, Fortune, Harvard Business Review, Inc, Quartz, Psychology Today, and Wired. His new book, The End of Winning, was released in German in 2020.In this episode, we talk about: How beauty and art shaped Tim's childhoodHow he paved a multi-disciplinary career in design and marketingHow Tim started the New Romantic movement in business Tim's pursuit to find the soul in businessHow The House of Beautiful Business began and expanded internationallyUnpacking the industry shift from human-centered to life-centered design Changing the traditional way we view businessNavigating the loneliness crisis in workplacesWhat does it mean to create hospitable spaces and workplaces?Practical advice to incorporate beauty at workTo learn more about his work, visit: http://timleberecht.com/ House of Beautiful Business: https://houseofbeautifulbusiness.com/ Linkedin: https://www.linkedin.com/in/tleberecht/ Resources Mentioned:The Business Romantic: Give Everything, Quantify Nothing, and Create Something Greater Than Yourself by Tim Leberecht - https://a.co/d/eVPDt6I Death Over Dinner - https://deathoverdinner.org/ The Good Enough Job: Reclaiming Life from Work by Simone Stolzoff - https://a.co/d/3BPWRY7 Support us on Patreon:https://www.patreon.com/BeautyatWorkPodcastSupport the show

Get ready for an exciting episode with Sandra Heinzen, Design Lead of Innovation for financial services at Salesforce. Join us as we delve into Sandra's design career journey, from her previous roles to her current work in innovation, where she reveals her secrets to prospective design and how she uses design to innovate and envision future products and services for Salesforce that will shape the next 10-15 years. We also explore Sandra's experience working at Frog Design, a prestigious design consultancy, and discuss the differences between working in an agency versus a big tech company. Discover tips on staying creative and the tools that Sandra uses to unleash her creativity, including the envy-inducing concept of "What The Friday" (WTF), a full day of carte blanche to stimulate creativity. The episode also explores the impact of generative AI on the design industry and how it's changing the game. To wrap it up, Sandra offers some pieces of advice for junior designers on the essential skills they should focus on to succeed in the industry. Don't miss out on this insightful episode and tune in now! You will find the resources mentioned in the episode below :  ⁠⁠Salesforce⁠ ⁠Frog Design ⁠ ⁠Creative Confidence ⁠ ⁠Obsidian⁠ ⁠⁠⁠Feel free to connect and reach out to us on LinkedIn !

È la seconda volta che incontriamo Marco Paglia, Chief Product Officer di Musixmatch. Questa volta l'intervista parte dal documento che la sua azienda ha scritto in occasione del lancio del nuovo prodotto di Musixmatch: la trascrizione dei podcast. Questo ci permette di capire come Musixmatch sia riuscita a conquistare la fiducia delle big corporate che distribuiscono musica, avere una community di oltre 90 milioni di utenti che produce 8 milioni di lyrics in 80 lingue diverse e di come, adesso, l'azienda voglia replicare questo successo anche nel mercato dei podcast. Musixmatch può contare sul lavoro fatto sulla community e sull'impiego di strumenti di intelligenza artificiale, strumenti che utilizza da almeno un paio d'anni (forse ricorderai questo). Prima di essere Chief Product Officer presso Musixmatch, Marco Paglia è stato Direttore dell'area di Product Design di Uber e per Google ha fondato e diretto il team design di Google Play e, inoltre, ha diretto progetti di innovazione per YouTube e l'incubatore Area 120. Marco ha lavorato anche nel campo dello UI design presso Nokia a Londra, Siemens VDO a Parigi e Frog Design ed LG Electronics a Milano. Ha più di 20 brevetti depositati a suo nome. Il successo di Musixmatch è un chiaro esempio di come l'unione dell'intelligenza artificiale insieme al lavoro su una community forte e fidelizzata possa guidare l'evoluzione di un prodotto. E Marco Paglia, forte della sua esperienza, ha una visione precisa del mercato a cui la sua azienda si rivolge e il contributo che questo approccio può dare.---Product Heroes è il punto di riferimento per il Product Management in Italia.ℹ Chi siamo: https://bit.ly/3D8wSz7

This episode with Tim Leberecht, co-founder of House of Beautiful Business and author of The Business Romantic, proves to be sol stirring – engaging all of the energies within to feel deeply into the past, present and future states of business in this world. We explore Tim's journey from humble, working-class Germany to hosting leading edge business festivals in some of our world's most inspiring destinations while also re-imagining how the intersection of metaphysics and business can shift the trajectory of our world as we know it. This conversation will certainly move something within you to think differently about who you are and how you can be part of this New Earth business landscape. Here's what we cover in this episode: Tim's personal journey and how his traditional religious upbringing informed the rituals he embodies in his life and work today. Grappling with the fear spreading around generative AI and we explore how technology will play a pivotal role in serving humanity. Visioning a future of business and industries in general with fully integrative metaphysical tools that catalyze healing and propel innovation into unforeseen territories. About Our Guest: Tim Leberecht is a German-American author and entrepreneur, and the co-founder and co-curator of the House of Beautiful Business, a global community with the mission to make business more beautiful. Previously, Leberecht served as the chief marketing officer of NBBJ, a global design and architecture firm. From 2006 to 2013, he was the chief marketing officer of legendary product design and innovation consultancy Frog Design. He has spoken at conferences including AI Masters, DLD, Future Day, HSM Expo, LinkedIn Talent Connect, New Cities Summit, Online Marketing Rockstars, Re:publica, SXSW, The Conference, The Economist Big Rethink, The Next Web, Unleash, Thinking Digital, WOBI, DLD Tel Aviv, and the World Economic Forum. His TED Talks “3 Ways to (Usefully) Lose Control of Your Brand” and “4 Ways to Build a Human Company in the Age of Machines” have been viewed 2.5 million times to date. Moreover, Leberecht delivered keynotes at numerous corporate events worldwide, including the LinkedIn Talent Connect summits in Anaheim, CA, Singapore, and Paris; Adobe's LATAM leadership summit in Sao Paulo; Xerocon Summits in Melbourne, Australia, and Austin, TX; as well as high-profile senior executive events for Cap Gemini, Google, Microsoft, 3Siemens, SAP, Airbus, Deloitte, Galp, IBM, Daimler, UPS, Porsche, Sky, PMI, BCG, Merck, and many others. Leberecht served on the World Economic Forum's Global Agenda Council on Values from 2013 to 2016. He is a BMW Foundation Responsible Leader and a mentor to the Institute for Othering and Belonging. He is the author of the book The Business Romantic (HarperCollins, 2015), which has been translated into ten languages to date. His writing regularly appears in publications such as Entrepreneur, Fast Company, Forbes, Fortune, Harvard Business Review, Inc, Psychology Today, Quartz, and Wired. He is the co-publisher of the Book of Beautiful Business (2019), an anthology of more than 40 voices exploring new visions for the future of labor, leadership, and love, and the co-host of the Next Visions podcast with Porsche. His second book, The End of Winning, was released in August 2020. Leberecht spends his time between Atlanta and Germany. Guest Info: Website: www.timleberecht.com, www.houseofbeautifulbusiness.com Instagram: https://www.instagram.com/timleberecht/ LinkedIn: https://linkedin.com/in/tleberecht Connect with Erin Patten: Website: themetabusiness.world Email: info@erinpatten.com Instagram: @iamerinpatten Podcast IG: @themetabusinessmillennialpodcast LinkedIn: linkedin.com/in/iamerinpatten YouTube: youtube.com/@iamerinpatten WANT MORE? Join our MetaBusiness Newsletter www.erinpatten.com/contact-us Which MetaBusiness Avatar are you? Take this free 15 questions quiz to find out: www.themetabusinessquiz.com FREE Masterclass: Get Aligned and Live Abundantly Masterclass https://www.erinpatten.com/courses/get-aligned-and-live-abundantly Visualize to Actualize https://www.erinpatten.com/courses/visualize-to-actualize Podcast Disclaimer: By accessing this Podcast, I acknowledge that the entire contents and design of this Podcast, are the property of The MetaBusiness World, or used by The MetaBusiness World with permission, and are protected under U.S. and international copyright and trademark laws. Except as otherwise provided herein, users of this Podcast may save and use information contained in the Podcast only for personal or other non-commercial, educational purposes. 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Chen Zhang and Matt Udvari are co-founders of Aquifer, a company that has developed a SaaS platform to enable creators and teams create studio-level animated video without studios.Matt is a polymath who has persistently pursued education and work experiences across computer science, music, and storytelling. His career has spanned video game design, executive creative director, CTO at a mobile SaaS startup, and filmmaker. Most recently, Matt started Part Time Evil as a story-based technology studio with leading expertise in VR, AR, video games, and mobile. Chen spent the early part of her career in project management, marketing, and user experience design at major brands, including three years at Frog Design. She then joined Matt at Part Time Evil as COO before co-founding Aquifer as the CEO. Aquifer originated from Matt's efforts as a filmmaker and Chen's insight into customer needs.In this conversation, Chen and Matt describe how they are helping big and small brands leverage the characters they've created through high-quality 3D animation, giving them new ways to tell stories across a variety of platforms.We get into some of the nuances of product management, namely balancing near- and long-term goals, as well as the differences in leading a consultancy vs product-oriented company. We also explore how to ask customers questions about what they really want and need.You can find all of the show notes at thearshow.com. Please consider contributing to my Patreon at https://www.patreon.com/theARshow.

Hablamos con Luz Cruz, Directora asociada de Program Management en Frog Design. Con ella, descubrimos los hitos relevantes por los que ha pasado el diseño en los últimos años hasta el auge del diseño estratégico actual, cómo se ha transmitido desde el ámbito académico y cómo se ha plasmado en el sector.  Referencias mencionadas en el episodio: Convivial Toolbox Comprehensive Anticipatory Design Cooperative design Think Public. The Social Design Agency Leyla Acaroglu - Systems Thinking Work of fiction

This week we're featuring another episode of Design Mind, a podcast from our friends over at Frog Design, a part of Capgemini Invent. This week we ask: How can we use architecture and interactive design to create immersive experiences for consumers. Today on our show, we're talking about designing for real and imaginary worlds. To do this, we're joined by Zach Morgan, a senior architectural designer based in frog's Austin, Texas studio. In his time moving between the worlds of architecture, theme park design at Disney and Universal Studios, and now as part of frog's Places & Experiences team, Zach has learned a lot about what it takes to make immersive environments that merge the best aspects of physical and digital. He's here to share why this hybrid approach matters now more than ever for domains as diverse as healthcare, retail, hospitality and entertainment.Brought to you by frog, a design and strategy consultancy. frog is part of Capgemini Invent. (https://www.frogdesign.com)Visit the Future Sight website →

Oonie Chase has been working at the intersection of strategy and design for over 20 years, leading high-impact and award-winning teams at IDEO, Wieden+Kennedy, frog design, Digitas (where we met, worked together on a bunch of stuff, and became friends), and GMMB. As a Partner at IDEO, she works across industries and markets - from media, technology, and consumer products, to financial services, health, and the public sector.  She specializes in complex challenges that span human, physical and digital systems. Prior to joining IDEO, Oonie was the Executive Creative Director at frog design, leading the San Francisco headquarters as well as acting as a global practice lead of product strategy and applied data.  Oonie co-founded a design and technology practice at Wieden+Kennedy, built a digital strategy team for President Barack Obama's communication team, and is the co-founder of two start-ups.

Today on our show, we're exploring the world of non-fungible tokens (NFTs). Newly emerging decentralized technologies are causing a stir in the realms of art, gaming and now business strategy. But are NFTs the wave of the future or the latest passing fad? We asked artists, strategists and designers to share their perspectives on why NFTs are raising questions about ownership, identity and value. Join artist Filip Peraić and frogs Kelley Kugler, Spencer Scott and Adam Wrigley as they share their POVs on NFTs.Brought to you by frog, a global creative consultancy. frog is part of Capgemini Invent. (https://www.frog.co)Find episode transcripts and relevant info (https://www.frog.co/designmind/design-mind-frogcast-ep-22-povs-on-nfts/)Find the frog interactive series 'Chief Challenges' to learn more (https://www.frog.co/insights/chief-challenges)Research: Camilla Brown, frogAudio Production: Richard Canham, Lizard Media (https://www.lizardmedia.co.uk/)

En esta entrevista hablamos con Marcela Izaguirre. Ella es estratega senior en Consumo para frog design y nos desvela el concepto que tiene esta agencia creativa en cómo el diseño ayuda con innovación a propuestas de negocio sostenibles.

In this episode of The Drum Network Podcast we hear from a panel of experts about whether we have entered the golden age of growth marketing. From the definitional - how does growth marketing differ from performance marketing - to the existential, we ask which brands can benefit the most from this growth oriented approach. Senior reporter for tech at The Drum Chris Sutcliffe is joined by four fantastic guests to discuss everything growth marketing: • Farhad Koodoruth, CEO, Threepipe Reply • Heather Barnett, head of marketing, The Marketing Practice • Chris Jones, managing director, Space & Time • Tom Davies, senior designer, Frog Design

In this episode of Architecture, Design & Photography we sit down with Michael DiTullo, Founder and Chief Creative at Michael DiTullo LLC. We discuss Michael's latest work designing acoustic panels for Kirei, his time working with Michael Jordan at Nike, and his creative process when approaching design challenges. We really enjoyed our discussion with Michael and hope you do as well. Michael DiTullo has been designing iconic products for some of the world's biggest brands for more than 20 years. He has worked with Nike, Google, Honda, Timex, Chantal, Converse, Motorola and has been collaborating with Kirei since 2019. Prior to starting his eponymous design studio Michael, was Chief Design Officer for Sound United, parent company of Denon, Marantz, Polk, and Definitive Technology, where he oversaw industrial design, UX, packaging, product management, and marketing creative. He also spent several years as creative director for frog design's San Francisco studio and nearly a decade at Nike where he worked directly with Michael Jordan, Carmelo Anthony, Derek Jeter, and Dwayne Wade. DiTullo has sat on the ascensions board to SFMoMA, the board of directors for The Design Foundation and is a strategy advisor to Offsite, a disruptive take on design education. Michael's work has won numerous awards and has been printed in publications like Metropolis and Wallpaper. He has been featured in the books “Dieter Rams: As Little Design As Possible” and “Breaking In” and has published his own book “365: One Year Of Design Sketching Every Day”. In 2017 DiTullo founded “Real Designers Ship” and organization dedicated to celebrating designer's whose work makes it into production. Michael is listed on over 30 patents and has won numerous awards including the IDSA's special lifetime achievement award for contributions to the design industry, an award won by design luminaries such as Jonathan Ive, Charles Eames, and Raymond Loewy. More from Michael DiTullo:Website: http://www.michaelditullo.com/Instagram: https://www.instagram.com/d2lo/ Twitter: https://twitter.com/Michael_DiTullo LinkedIn: https://www.linkedin.com/in/michaelditullo/More from us:Website: http://www.trentbell.comInstagram: http://instagram.com/trentbellphotography/Sign up for our newsletter: https://mailchi.mp/trentbell/4gxv31ifsz 

Jing Gao is the brilliant chef and entrepreneur behind Fly by Jing, the first premium Chinese food company that has turned into a foodie phenomenon, bringing thoughtfully crafted pantry staples to the modern kitchen. Inspired by the flavors of her hometown Chengdu, China, Gao launched the brand with the hero product Sichuan Chili Crisp, which became the highest-funded food project on Kickstarter and, subsequently, the top-selling hot sauce on Amazon. Prior to Fly by Jing, Gao founded an award-winning restaurant in Shanghai, Baoism, and even started an international roving supper club. But before Gao found her calling through food and flavor, she actually worked as a brand manager at Procter & Gamble and in tech for Blackberry and the global design firm Frog Design. Is your jaw on the floor now? Just wait until you've heard Gao's entire story.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

รีวิวหนังสือ User Friendly : How the hidden rules of design are chaning the way we live, work, and play ตอนที่ 1 เขียนโดย Cliff Kuang และ Robert Fabricant ซึ่ง Cliff Kuang เป็นหัวหน้าด้าน UX ส่วน Robert Fabricant เป็นประธานของ Frog Design ในช่วงแรกจะพูดถึง User friendliness ซึ่งการที่คอมพิวเตอร์หรือผลิตภัณฑ์เข้าใจคน หลังจากนั้นในบทพูดถึงการที่ทำให้ผลิตภัณฑ์ใช้งานง่าย ไม่สับสน มี feedback ลดความผิดพลาดของคน คนเชื่อใจได้ --- Send in a voice message: https://anchor.fm/sakol/message

Welcome to an episode with the former Global Futurist at Hewlett Packard, Jonathan Brill. Get Jonathan's new book here: https://amzn.to/3uG0m2F Jonathan Brill is an expert on resilient growth, innovation, and decision-making during uncertainty. He helps organizations by preparing them to profit from radical change. As a former senior leader in HP, he directed the company's long-term strategy programs. He was also a creative director at Frog Design and the managing partner of innovation firms that created over 350 products. He is currently the managing director at Resilient Growth Partners and a board member at Frost & Sullivan, a major market intelligence firm with offices in 46 countries. He also develops products for both fictional heroes and real people as the Futurist-in-Residence at Territory Studio, the creative visionaries behind the sci-fi tech in Steven Spielberg's Ready Player One, Ghost in the Shell, and Blade Runner 2049. He advises globally on product innovation and resilient growth strategy with clients, including Samsung, Microsoft, Verizon, PepsiCo, the United States government, and the MIT Media Lab. He is an in-demand thought leader, speaker, and contributor to TED, Singularity University, Korn Ferry, JP Morgan, Forbes, and Harvard Business Review. He holds a degree in industrial design from Pratt Institute and has done extensive management training at Stanford University.  In this episode, Jonathan talked about how companies could prepare for uncertain times and what they could do to turn these into opportunities for profit and growth. For business owners who want to have a more secure future for their companies, this is for you. ROGUE WAVES: Future-Proof Your Business to Survive and Profit from Radical Change. Jonathan Brill: https://amzn.to/3uG0m2F Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo We use affiliate links whenever possible (if you purchase items listed above using our affiliate links, we will get a bonus).

This episode comes from the panel discussion portion of the first Future of Mobility LIVE virtual event, recorded on November 11, 2021. The conversation features Chris Thomas, Co-Founder and Partner at Assembly Ventures and Gabriel Scheer, Director of Innovation at Elemental Excelerator. Future of Mobility LIVE is designed to bring together individuals who are working towards the common mission of making transportation safer and more sustainable. The event includes live networking sessions designed to plant the seeds for future collaboration, as well as a panel discussion focused on having a transparent discussion about the optimal path forward. If you missed this event, make sure to follow me (Brandon Bartneck) on LinkedIn to catch the next LIVE event in early 2022. For now, please enjoy the audio from the panel discussion. Links: Show notes: http://brandonbartneck.com/futureofmobility/FoMLIVE1 Gabrielle's LinkedIn: https://www.linkedin.com/in/gabrielscheer/ Elemental Excelarator's website: https://elementalexcelerator.com/ Chris's LinkedIn: linkedin.com/in/christopherthomas/ Assembly Ventures Medium page: medium.com/assembly-ventures Chris's bio: Chris Thomas is a Co-Founder of the Detroit Mobility Lab, an entity dedicated to helping Detroit become one of the world's foremost future mobility ecosystems. He is also Co-Founder and Partner of Assembly Ventures. Prior to the Detroit Mobility Lab he co-founded Fontinalis Partners and worked to build it into one of the premier investment firms in next-generation mobility. While at Fontinalis, he participated in some of the largest exits in the mobility space, including nuTonomy, Karamba Security, ParkMe, Parkmobile, Life360, Ouster, and SmartKargo. Prior to Fontinalis Chris served in the U.S. Army as a Communications Officer in the U.S. and Iraq. Before joining the military, Chris worked as an Investment Banker at UBS within its Technology and Energy groups in New York and San Francisco. Gabriel's Bio: Gabriel Scheer is Director of Innovation at Elemental Excelerator, working with the organization's energy and mobility portfolio companies and partners. He leverages his deep experience with mobility, renewables, and energy efficiency to help companies grow and thrive, with the aim of shifting the global paradigm away from carbon-based solutions. Prior to Elemental, Gabriel worked for three different micromobility companies, and was on the founding team at Lime as the first government relations staffer. He has also previously served as General Manager for car-sharing company Zipcar. Additionally, he spent three years at Frog Design and built his own social innovation consultancy. Future of Mobility: The Future of Mobility podcast is focused on the development and implementation of safe, sustainable, and equitable mobility solutions, with a spotlight on the people and technology advancing these fields. linkedin.com/in/brandonbartneck/ Music credit: Slow Burn Kevin MacLeod (incompetech.com) Licensed under Creative Commons: By Attribution 3.0 License

During this episode, we discuss how change and kindness are critical during the new era of work and education with Doreen Lorenzo, former CEO of Frog Design and current Assistant Dean at the University of Texas, School of Design & Creative Technology.Doreen Lorenzo is a successful leader of global creative firms; as the former president of Frog Design and Quirky she has advised companies on design and innovation issues for decades. In September of 2017, she was appointed Assistant Dean of the new School of Design and Creative Technologies at The University of Texas at Austin. It has since become the fastest-growing school in the College of Fine Arts. She is a co-founder of mobile video insights firm Vidlet, as well as a board member and advisor to several other companies. Five years ago she became a columnist for Fast Company Co.Design writing a monthly column called Designing Women. Doreen was honored that Texas Monthly profiled her as one of 15 Innovators Reshaping Texas. Her philosophy on life can all be traced back to any Bruce Springsteen Song.

Welcome to Strategy Skills episode 180, an episode with the former Global Futurist at Hewlett Packard, Jonathan Brill. Get Jonathan's new book here: https://amzn.to/3uG0m2F Jonathan Brill is an expert on resilient growth, innovation, and decision-making during uncertainty. He helps organizations by preparing them to profit from radical change. As a former senior leader in HP, he directed the company's long-term strategy programs. He was also a creative director at Frog Design and the managing partner of innovation firms that created over 350 products. He is currently the managing director at Resilient Growth Partners and a board member at Frost & Sullivan, a major market intelligence firm with offices in 46 countries. He also develops products for both fictional heroes and real people as the Futurist-in-Residence at Territory Studio, the creative visionaries behind the sci-fi tech in Steven Spielberg's Ready Player One, Ghost in the Shell, and Blade Runner 2049. He advises globally on product innovation and resilient growth strategy with clients, including Samsung, Microsoft, Verizon, PepsiCo, the United States government, and the MIT Media Lab. He is an in-demand thought leader, speaker, and contributor to TED, Singularity University, Korn Ferry, JP Morgan, Forbes, and Harvard Business Review. He holds a degree in industrial design from Pratt Institute and has done extensive management training at Stanford University.  In this episode, Jonathan talked about how companies could prepare for uncertain times and what they could do to turn these into opportunities for profit and growth. For business owners who want to have a more secure future for their companies, this is for you. ROGUE WAVES: Future-Proof Your Business to Survive and Profit from Radical Change. Jonathan Brill: https://amzn.to/3uG0m2F Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo We use affiliate links whenever possible (if you purchase items listed above using our affiliate links, we will get a bonus).

Welcome to Strategy Skills episode 178, an episode with a senior leader and the Global Futurist at Hewlett Packard, Jonathan Brill. Get Jonathan's book here: https://amzn.to/3uG0m2F Jonathan Brill is an expert on resilient growth, innovation, and decision-making during uncertainty. He is an in-demand thought leader, speaker, and contributor to TED, Singularity University, Korn Ferry, JP Morgan, Forbes, and Harvard Business Review. He helps organizations by preparing them to profit from radical change. He was a creative director at Frog Design and the managing partner of innovation firms that created over 350 products.  He is also the managing director at Resilient Growth Partners and a board member at Frost & Sullivan, a major market intelligence firm with offices in 46 countries. Further, he develops products for both fictional heroes and real people as the Futurist-in-Residence at Territory Studio, the creative visionaries behind the sci-fi tech in Steven Spielberg's Ready Player One, Ghost in the Shell, and Blade Runner 2049. He advises globally on product innovation and resilient growth strategy with well-known organizations such as Samsung, Microsoft, Verizon, PepsiCo, the MIT Media Lab, and the US government. In this episode, Jonathan talked about how companies can prepare for unforeseen problems and turn them around into opportunities. For leaders who want to know how to future-proof their organization and be confident while facing any possible issue, this is for you. ROGUE WAVES: Future-Proof Your Business to Survive and Profit from Radical Change. Jonathan Brill: https://amzn.to/3uG0m2F Enjoying our podcast? Get access to sample advanced training episodes here: www.firmsconsulting.com/promo We use affiliate links whenever possible (if you purchase items listed above using our affiliate links, we will get a bonus).

Uday Gajendar dives deep into what it takes for enterprise design leaders to thrive, and calls on all designers to amplify human virtues through their work. Highlights include: - How is designing a political act? - What is meta design and why does it matter? - How can agile and design coexist to the benefit of all? - Why do people want to kill your ideas? - What are the three levels of design craft? ====== Who is Uday Gajendar? Uday is a UX Architect at Automation Anywhere, a San Jose, California based company that develops world-leading robotic process automation software. Across his 20 year career, Uday has wrestled with design challenges in enterprise, startup, and agency contexts, including for well-known companies such as Adobe, Frog Design, Facebook, Netflix, LinkedIn, PayPal and Cisco. Uday is a regular speaker at popular conferences and events, such as SXSW, UX Australia, and IxDA Interaction. He has also taught interaction design at San Jose State and served as a Stanford d.school executive coach.  ====== Find Uday here: LinkedIn: https://www.linkedin.com/in/udanium/ Website: http://www.udanium.com/ Blog: https://udanium.medium.com/ Twitter: https://twitter.com/udanium

California's Bay Area is one of the world's epicenters of design, but this is a fairly recent phenomenon. Prior to the 1980s, you had to travel to Paris, London, Milan, and New York to find good design. Suddenly, this region entered a golden design era marked by innovative collaborations, technology booms, and the emergence of a vernacular around design thinking. Now, nearly 40 years later, we have more design professionals in the Bay Area than anywhere else in the world. In this episode, Dan Harden examines the rise of design in the Bay Area with Author and Design Professor Barry Katz, including how design thinking changed the landscape of the Bay. Looking ahead, Dan and Barry speculate on how Bay Area design can continue to set the tone for the rest of the world. GuestBarry Katz, professor of Industrial and Interaction Design, California College of the Arts, and adjunct professor, Design Group, Department of Mechanical Engineering, Stanford University Episode TranscriptDan Harden 0:07Hello, and welcome to Prism. Prism is a design-oriented podcast hosted by me Dan Harden. Like a glass, Prism that reveals the color hidden inside white light, t his podcast will reveal the inside story behind innovation, especially the people that make it happen. My aim is to uncover each guest's unique point of view, their insights, their methods, or their own secret motivator, perhaps that fuels their creative genius. Today, I have the pleasure of being with a good friend of mine, Barry Katz . Barry is the professor of Industrial Design and Interaction Design at the California College of the Arts, an adjunct professor in the Department of Mechanical Engineering Design Group at Stanford University, Barry was also well, Barry has been working with the idea for the last 20 years as a fellow and general advisor, we're going to hear a little bit about his experience there. He's also the author of seven books, including most recently “Make It New, the History of Silicon Valley design” published in 2017, by MIT Press, and Barry's also working on a great new book called “Structure and Symbol for the Age of Data” which is about architecture and the Silicon Valley. Barry, thanks so much for coming on Prism. Glad to be here. I always love talking to you. You are a gem of a human. Or the the you know, you pretty much blew me away when you were one of the keynote speakers at a conference that I chaired back in 2002, as you remember, well. So this is a really great experience. So you know, you wrote this book that I read, because, well, I'm living in Silicon Valley, I've been a designer in Silicon Valley since 1989, and had experience working here even prior to that. So I was really fascinated by your perspectives on the history of design in the Bay Area. Maybe we could start by you giving us a general context, because my first exposure to the Bay Area was when I was seeing this extraordinary work being done, I would say in the early 80s. And I actually interned at HP, which is my first exposure around that time. But what was happening before that, how did we get to that point of inflection where design started to become relevant to technology. If we can start unpacking a little bit of that, that kind of historical perspective, because it sets the framework so well for what actually happened and how design flourished.Barry Katz 2:52So let's begin a little bit with what got me interested in taking a long historical look at how people like you ended up doing what people like you are now doing. In 2021, I was struck by a small gift sent to me by a mutual friend of ours I'm sure you know, Gerard Furbershaw are one of the cofounders of Lunar, one of the distinguished consultancies of the area. Gerard sent me a clipping from a 1979 Palo Alto telephone book, the Yellow Pages. And I apologize to readers, or viewers or listeners who have no idea what the yellow pages are business directory for these things that we used to call telephones. And this was a page from the business directory that listed every design consultancy in Northern California 1979. There were, if I remember correctly, nine of them and they were squeezed between detective agencies and diaper services. And of the nine, only one of them still exists, although not under the same name. In other words, design was absolutely not on the map as any significant part of what was important about this region. And the reason that that was interesting to me is today, I think I'd be prepared to argue that there are probably more design professionals working within 50 miles of where you and I are sitting right now than anywhere else in the world. So I got interested in the question, How did that happen? How did that happen in an extraordinarily, you know, basically in a generation. If you had asked almost anybody in that period, the late 70s, the early 80s. What are the important world centres of design? I think that there would have been a pretty easy consensus and you know, Dan, you could you could say a to Milan for furniture Paris for fashion. New York for graphics London probably for product design, you got to be Tokyo for electronics, LA for whatever they do down there, I have no idea. And if you would set the Bay Area, I think you would have been met with a blank stare, right? One of the older folks that I interviewed in my book who migrated out here for romantic reasons, I think he had to get away from a second wife or something like that, and tried to set up shop in San Francisco as an industrial designer in the late 60s, I think. And he said, anybody who would try to do that then should have his head examined. There was no client base, there were no colleagues, there was no system of suppliers and partners. It was an island, and now it's it's become the center. So I wanted to figure out how that happened. And I started scratching around the early 80s, when the big consultancies began to form, IDEO Lunar Frog where you, you and I first met, and I scratched a little bit further, and I found some activity in the decade prior to that, and I scratched a little bit further, and I found a few big companies that had an industrial designer on staff. And I kept scratching until I got back to I think it was August 7, 1951, when Hewlett Packard hired his first quote, unquote, industrial designer, and they gave him the assignment that I, I heard from any number of people that I spoke to, it was essentially “Can you stuff five pounds of shit into a 10 pound box,” that's a phrase that kept coming up. Or maybe it was 10 pounds into forgotten. So there were, there was some early stirring of activity in the post World War Two period. This is the time when Silicon Valley was just beginning to emerge as an important Tech Center, in electronics, in aviation and in defense, and a few companies Hewlett Packard, Lockheed, interestingly enough. And a company that is now almost defunct Ampex, which was, at one time the pioneer in audio recording, they essentially invented magnetic tape recording. They had small design groups, and that was about it.Their primary role of designers then was to package technology to put the work of engineers into a suitable enclosure that wouldn't offend anybody. And that wouldn't get into the in the way of having the things function. And then gradually, what I described is an expanding perimeter around the areas that designers could involve themselves in. And I think that I would say that the crucial moment in time, kind of metaphorically speaking, is when computing started to get small enough, cheap enough and fast enough, that it began to move from the back rooms of large organizations, onto the desktops of ordinary consumers. And that's where design is really in a position to add major value.Dan Harden 8:41Because people were used to consuming well designed products and other parts of their life. And maybe they didn't have an identity yet, right? I mean,Barry Katz 8:52No, I mean, the computer was this inscrutable refrigerator sized machine in the backroom of a bank or an airline or an insurance company or the Defense Department.Dan Harden 9:04There was one guy, you might remember Elliot Noise on the East Coast, as he designed those giant IBM computers. That was the first exposure that I saw to computers being designed. And then I was also seeing around that same timeframe, some amazing work done by Mario Bellini and Ettore Sottsass, as well as designing like, pre computers for all of it, you know, these were type machines and adding machines really cool stuff. I mean, they were giving true art and form to these devices that otherwise had no kind of functional bearing on anything we would understand unlike say, a mixer or a fan where there were required components, mechanical components, whereas these devices, even those early tech devices, they you know, they were early transistor based products, and you know, why should they look like what should they key look like? Given that you press a button on, you know, in a series of keys, should it look like a typewriter? Probably? Yeah, yeah. Those were an interesting transitional day.Barry Katz 10:10I'm really glad that you said that in that you put it in the way that you did, Dan, because everybody knows what a mixer does. Everybody knows what a hairdryer does. Everybody knows what a desk lamp does. Nobody in this period and again, you know, to the 1970s, nobody really knew what a computer was and what it was for. And as you look at the the proliferation of small companies that were exploring this terra incognita of personal computing, the big debate was, what is the machine? Is it a really, really fast typewriter? Is it a really, really powerful adding machine? Is it some kind of a communications device, and it was really uncertain. And, you know, now is familiar to practically everybody. And we use it for all of those things, and probably also has a hairdryer and a mixer and a desk lamp. But it was a technology in search of a definition of the category. So what I think is really crucial here is that when Elliott Noyes and some of the folks that you mentioned were designing, and I say designing sort of cautiously, they're doing the industrial design of large scale Business Machines. I don't want to put it too crudely. But engineers are not that concerned with the experience of the devices that you're working on. Okay, I say this with no disrespect, you know, in a way they have higher aspirations. But when a technology moves from the business world into the consumer market, functionality tends to be displaced by experience. I know that's a little bit of a cliche, but you're less concerned with the inner workings and how the thing works. And more concerned, not simply with superficial aesthetics, but with the experience that you're having in using the device, so the product or the software. And that is the points where design really comes into the picture is something more than what you're so familiar with the Henry Dreyfus or the Elliot Noyes model, of form and function of using industrial design to make something more attractive and accessible.Dan Harden 12:39I think part of that is the consumers have an expectation that whatever purpose, this new product that has been proposed for them to purchase, whatever that purpose is, you want to deliver to you quickly, we have impatient minds, right? We want that designed to deliver and so it's got to stimulate me in the way that it looks that has to communicate to me in an intuitive manner, and then it has to deliver on its functionality. Scientists or researchers that were using those giant computers back then they didn't have that expectation. It was purely functional, although, remarkably, even companies like IBM realized, wait a minute, there's, there's a culture in this technology, we need to represent it not. I don't think they were necessarily trying to sell more computers with design, you know, back then, I think they were proud of what they were doing. And they they were they wanted to kind of show off they're like, “Hey, you know what, these are remarkable machines,” Let's let's do this, right? Let's build some culture and maybe even a sense of art and what they were building.Barry Katz 13:48I'm also really glad that you, you mentioned some of the European companies that were kind of pioneering the sort of thinking you know, Olivetti created a machine called the Performa, which some people have argued, is really the first desktop computer and had a comprehensive corporate wide design strategy, as did Philips, a small number of other European companies. And if I am not mistaken, they had a tremendous influence on your generation of American designers. So at exactly the moment that we were trying to figure out what is this new thing that we're dealing with, and we're still trying to figure that out, you know, 40 years into the story of computing. People were, to a large extent taking their cues from some of the radical solutions being proposed in Europe and gradually incorporating them into their thinking. Apple's the clear example, that's how Apple really got started.Dan Harden 15:00Do you know but before we talk about Apple because um, you know, they're the monolith here, right? So in, in the space of design and technology, when I was when I was in school, I remember it's so well, like the very top,the paragon of like design for me was the work that was being done by Olivetti. There was something about those expressions. I felt that they were, they were beyond product to me, they weren't they were something truly extraordinary. They touched the Abyss in some way that just made me think as a designer, “Wow, I can do anything as a designer” because there really, prior to the existence of this early technology. There was no reference, there was no vernacular for what technology should look like. Right. So unlike if you're designing a chair, you know, how many 1000s of years that we need to go back to, to see the vernacular of a chair. So that compelled me to push myself and I was designing even in school, it's hilarious. I was doing like Olivetti esque kind of things. I was just so influenced by that I really loved. Yeah, that technology. And that's what led me to want to even work for HP back then. You'll find this interesting because you teach at Stanford. I went to this Stanford design conference, and the speaker was this young man, that was the CEO and founder of this new computer company called Apple and they had just gone public. And there was Steve Jobs up on stage pontificating about technology, and he was using the word design. I was like, in the, you know, the back of the audience and designed did he just say design. You know, as I was super excited about that at lunchtime, I'll never forget this. We all got our cafeteria trays. During this conference, Steve Jobs came out, we're all sitting outside, he looked around the lawn, and I guess he selected the youngest group or something I was sitting among like, eight of my peers at HP. l came in he chose us to sit down next to he sat down, took his shoes off, of course, right. He was famous for being barefoot all the time in his younger days. And he just, I wish I could say we had a discussion, but no, he pretty much continue to talk at us about technology and design, the importance of design, I realized I had a sense, although I didn't have the knowledge or the foresight necessarily to know where this was all gonna go. But I believed that he truly felt a sense about the importance of design especially and its incorporation into product. And yeah, it I think it catapulted me even further, in my own personal thinking about like, Man, I've got to, I have to do some killer work here at HP. And I'm really intrigued by this notion of technology and design. Years later, I worked with him. But that to me was kind of the turning point. You mentioned a turning point in the Bay Area. His emergence as Apple's emergence as a force, especially when he hired Frog Design, during that time period in the early 80s, that, to me was the seminal moment. Let's talk about that. Because everything you know, when you mentioned a few of the companies that were considering in hiring one or two designers in the Bay Area at that time. Here's a company a new technology companies, young, exciting, brash company, Apple, that reaches out to design firms in the worlds he finds this company in Germany, and in the Black Forest. Althengstett right it was super cute little tiny village in the Black Forest. Now, how he actually found them. I've heard stories about it, you know, when I was there, but that is an extraordinary time period. I remember one other point and I wanted your perspective on this. Right after my internship, at HP, I ended up graduating and going to Europe with a portfolio on my back. And one of the companies that I went down to have an informational interview was Frog Design. And the founder of Frog Design, Hartmut Esslinger interviewed me and at the time, he said, this is like 1982 he said,“Dan, we just met this crazy guy in the Silicon Valley named Steve Jobs. Do you heard about him? Do you know much about him?” Like oh, well, I just I just heard him at this this Standford design conference. So yeah, I know him you know, quote unquote, and I'll never forget that moment because he said, we're thinking about doing some work with him, and what what do you think? And you know, would you eventually like to come help on this we really like your portfolio. Could you come help us in California? I thought, wow, this is this firm in this in the Black Forest is willing to make this leap across continents to go design for this crazy guy named Steve Jobs.Barry Katz 20:28And I hope you told Hartmut to make sure that he got paid in advance.Dan Harden 20:34I don't think you have a problem getting paid by Apple at that time, you know, that became legendary how much of a retainer they got, you know, to design these products at that time. But there were all kinds of things happening not only, you know, Apple with with frog, but another gentleman named Bill Moggridge comes over. Tell us about that, and your perspective on this the shift, the big shift was this, in my opinion, was kind of that this euro invasion into the Silicon Valley when a lot of industrial designers from Europe keyed on to the fact that there's something interesting going on here in technology in the Silicon Valley. And they wanted to be a part of it.Barry Katz 21:18Yeah, I think it really has to be understood as a global phenomenon as part of a global wave, and we're still in it. And the wave is now moving back and forth across the Pacific just as 40 years ago, it was moving back and forth across the Atlantic, mostly forth, I would say. Apple is a key player in the story. I don't want to romanticize it. But I would never want to minimize it either. I mean, I will often say would you have bought a computer from a company founded on April Fool's Day and named after a piece of fruit. And when I said, you know, make sure you should have told her to make sure we got paid in advance. I personally know and i think you know, a couple of these folks to Dan. But I personally know three people that were approached by Steve Jobs in the late 70s, and turned him down. Here's another guy, another one of these guys, in jeans and barefoot or, you know, his Birkenstocks. With his vision of something, rather. And if I'll just do the work on spec, the gold will come pouring into my checking account. And I'm not joking here or exaggerating, I literally know three people who throw them out. They are not happyabout that.But Apple, I think has to be, I'll get to Moggridge in a moment, but Apple has to be understood as being in the right place at the right time led by the right person, as difficult as that right person was. in other respects, I don't think we can take anything away from him. To put that in a little bit of perspective, in that period, '76 '77 '78, I can think of about a dozen companies that were competing to bring a personal computer to the market to the consumer market, you have never heard of 11 of those 12. And the 12th is now a trillion dollar company. And at any given week, the most valuable company in the world. So when a company has a profile of that stature, and defines itself as being designed driven, and every other company in the world is going to take notice at their or ignore it at their peril. So the importance of Apple, not just in creating, you know, new generations of innovative products and all of that, which is a cliche, the importance of Apple for giving priority to design at the executive level. That's pretty new in American corporate history, not entirely unprecedented. But at that scale, it was just a new phenomenon. What I would say about Apple in terms of its importance for the story that you are trying to get down is once it became clear that a high quality experience was going to be essential to making this new generation of tech products successful. Steve began to explore design talent around the world. And there were plenty of American designers who are a bit miffed by this, but he conducted his search in the UK, in Germany as you said frog, the company that became frog, the star designers and Italy and in Paris. And he narrowed it down through a competition that became known as the Snow White competition to design a personal computer Snow White, and seven peripherals, the Seven Dwarfs. That competition was ultimately won by the small firm that you referred to. And that used to work for Esslinger design in the Federal Republic of Germany F-R-O-G. And the condition that jobs imposed upon it was that they moved to Silicon Valley, and at least establish an outpost here. So Hartmut Esslinger, moved Esslinger Design to Silicon Valley became frog Design. And the larger importance of that, I think, is that it was really Apple that began to engage this small community of tech oriented design professionals, who are starting to spill out of Stanford arriving from London and Germany and a few other places. And that would ultimately give rise, excuse me, to the major consultancies, which became the defining identity of Silicon Valley design. And they're the ones that, you know, the company that became IDEO, the company that became frog, Lunar, and now less than a second and a third, and now a fourth generation of companies that are at this point, almost beyond counting.Dan Harden 26:39I, you know, I find this to be so fascinating, that whole the evolution of the whole design industry in the Bay Area, and in that regard, starting at that moment, that transcendent moment in the early 80s, where it just came alive Suddenly, I remember prior to joining frog, so you know, even though I talked to Hartmut about about him meeting jobs, and being a part of this Snow White program, I was aware of it. I had gone to Dreyfus in New York City in the meantime. And when I was there, I saw the first Snow White examples coming out, of course, and I saw on the back page of it magazine. Yeah, Apple to see it was that particular design that made me think something is going on here. I really should be a part of this. Yep. And that's when I reached back out to Hartmut. And he basically said, “Hey, man, where have you been? Come on, let's come out to California right away.”Barry Katz 27:42If I could, if I could jump in and just add one more gloss onto this whole thing. And that is there's an old story of companies, hiring designers to improve their products. That's sort of the the history of design and in this country, and it's a great history. What happens very rarely is designers being the opportunity to keep being given the opportunity to design not just a new product, but a new product category, and to create a language for it, and to figure out what is this thing all about. So if you were asked to improve last year's toaster, and you know, give us next year's toaster, you look back at last year and the year before and the year before that there is a language of toasters, and you run with it. But if you are asked to design a mouse, the patent for the mouse was called the x y position indicator. So somebody walks in and asks you to design an X Y position indicator for him. Where do you start? You don't look at last year's model, because there was no last year's model, or a modem or even like a digital answering machine or something like that. They are entirely new product categories. And the opportunity to do that does not come very often. And what really defined the design profession, I think, in Silicon Valley, argue with me, if you like, is this ongoing challenge to designers of giving form and language to entirely new product categories?Dan Harden 29:22Yes. In addition, giving an identity and a personality to something that otherwise is purely represented by the software that you might see on the screen.Barry Katz 29:36Yeah, yeah.Dan Harden 29:37So it's really it's true conception, if you will, you know, it's like, Okay, well, it's blue sky design, you have to you know, you're you sit there sometime to scratch your head, like, well, how can I record and I do I do this now, you know, like, how can I represent this very unusual, abstract technology that you know, it takes even my design team, it might take months to figure out even how some of this stuff works. I mean, we're doing like CRISPR technologies. And, yeah, human genome sequencing. And I think that that's another thing about the Bay Area, you get exposed as a designer to some remarkable innovation. And you're asked to give it a face, give it give it an identity and make that identity by the way, approachable, friendly, sometimes warm, almost always intuitive. And make it exciting enough that it makes an impact on demand for the product. at its best design does that. But yeah, you're right. I mean, especially, you know, using Apple again, is that example, and even other companies picked up on that, you know, the car companies saw what Apple did with a line of products, whereby each individual product was making a suggestion about its values, and that other siblings in the product line also had those values, yes, which builds trust, because you will automatically assume if the quality is imbued in the product that I currently have in my hand, or sitting on the desk in front of me, I make the assumption that the company that is offering me that is also making other fine products. And that notion hadn't really been expressed in a manner that was so clear, as far as like, especially sibling likenesses and languages, you know, car companies were making an individual, you'd see a Camaro. And then you'd see a Mustang, they were all very, very different. Even companies, you know, looking at, you know, Ford, all of their cars look very, very different. There was no such thing as a design language. So yeah, I would say that one of the roots of Bay Area design was just that giving a broader expression of what a complex system might look like and how it should work.Barry Katz 32:11Yep.Dan Harden 32:12What else was it about what designers were doing, in your opinion, around that time, and even up into the 90s. And even now, that makes Silicon Valley special?Barry Katz 32:30I think the key thing, Dan is, in the kind of popular imagination, Silicon Valley is a whole lot of tech companies. So as you read about, you know, the war between Washington and Silicon Valley now, where Europe and Silicon Valley over issues of privacy and data, sequestering and all of that, the kind of unspoken assumptions that Silicon Valley is a vast agglomeration of high tech companies. In fact, I think it is much more accurate and meaningful to understand it as an extremely complex ecosystem. In some I know, that's a sort of a cliche term, but it's something like the biological sense, in which an ecosystem operates as a series of inter interdependent components, each of which influences the other. And the interest that I have. And I think you have here is how design became an integral part of that ecosystem. So when I think ecosystem, I think, sure, the tech companies Apple, Facebook, Hewlett, Packard, Lockheed, and video, and all of the others that are household names. But we also need to think about the venture capital industry that feeds money into it's about half of the VC investment in the United States in any given quarter is invested in this little piece of real estate where we have the either good luck or misfortune to live with depending on whether you own your house or not. A legal infrastructure, so firms began to develop an expertise in an aspect of corporate law that had to do with funding and setting up startup companies. On the basis of you might have heard the phrase opium addicts, an addiction to other people's money. So IP law protection, early stage corporate law, the universities, so we have Stanford, Berkeley, and then approved as the major research institutions, but then places like San Jose State, which is not sufficiently recognized as a factor but the mission of the state universities in California is to serve the local population, local companies and to provide educational opportunities for Local people, which is not what Berkeley or Stanford are about, right, by definition. So San Jose State and a few others, began to contribute talent into the tech community design talent as well as engineering talent. And then you know, places like CCA where I teach in art school, and half a dozen other specialized artists institutions in the region. So you've got the tech companies, academia, legal infrastructure, the financial infrastructure, and then the piece that was missing in all of that is design. And when Apple in particular, and then a growing number of other companies began to make serious investments into building design into their operations, hiring. This gaggle of Stanford graduates that became IDEO hiring, this agglomeration of European designers showing up at frog hiring these peculiar mix of engineers and designers at lunar, we begin to see the formation of a professional design consultancy world that became an integral piece of the silicon; and I would say, a defining piece of the Silicon Valley ecosystem. And that is, I think of inestimable importance in understanding how Silicon Valley worked. Because it's not, it's not simply about laboratory science or bench engineering. It's about making products that are accessible, interesting, affordable, and exciting. And that, again, is where design has specific value to add.Dan Harden 36:54Why is it that the public doesn't seem to really understand that? When you think about Silicon Valley, you think about technology, think about software, you think about invention, and innovation by companies like Facebook, Google, of course, apple, and many, many others, all these different startups. But it's often design that is, is the vehicle, it's carrying these messages forward, the values, the experience that is making this a wonderful, whether you're looking at the UX of a Google product, or even products, you know, like, Oh, my gosh, almost any medical device, scientific equipment, fitness equipment, computing, you know, the list goes on and on.Barry Katz 37:41Yeah, we are more commonly aware of design when it fails, when it's bad, when something doesn't work the way you want it to, whether it's the chair that you're sitting on, or the microphone that you're speaking into. But yeah, I mean, most people, including the person you're talking to right now, as very little idea of how computer works. You know, I've read books about and we sort of don't care. And I mean that in actually pretty serious way. People love to compare their phones, but more often, you know, they're actually people will spend more time choosing the case of their mobile phone and then deciding between, you know, models. And I don't mean that in a trivial sense, what I'm trying to get at is the idea that we are coming to understand that the technology is now pretty dependable. It's extraordinary. I mean, I have a little Miata, okay, the Mazda sports car. The idea that, and I drove it for 18 years, and in 18 years, I repaired the I replace the radiator, that was the only significant repair I ever did on that car. And the idea some generation before that, that your sports car would not spend half of its adult life from the shop. I'm thinking so the technology, the point I'm making the technologies are very dependable now. And they're also inscrutable. And we kind of don't want to know what's under the hood or behind the screen or beneath the keyboard. We want to know what it's doing that is relevant to the task that I am now trying to perform.Dan Harden 39:36That's one reason why design has become a household name is because maybe in the past, we talked about design, so much history of technology, the introduction of the technology, the absorption and the issues that we all had with technology as that became a little bit more resolved and design became more well revolutionary and revolutionary at the same time. It's now something that we we can relate to. And therefore we talk about, because everything else is the technology is working.Barry Katz 40:10And it should be emphasized, no disrespect is intended toward engineers, hardware or software engineers. Quite to the contrary, if they hadn't done such a damn good job of building reliable, efficient and ever faster, cheaper and smaller products, then we wouldn't be focusing on this experiential level on the human level. So it's their credit, to their credit that designers have moved into a position of increasing prominence. And this is pretty new, and it's still happening, it is a work in progress. But, you know, when I started teaching, I would hear from my students from alumni of my courses, who went to work in tech companies, again, and again, and again, the engineers won't listen to us, they won't take us seriously, they won't give us the time of day, they'll hand us something, once all of the key decisions have been made. And you know, that phrase that you probably heard way back when make it pretty, put it in the box, and all that, yeah. And that's just no longer really the case. There's still a lot of uncertainty about what designers do and how they do it, and why they make the decisions they make. But I remember a conversation with Doreen Lorenzo, who was the CEO of frog after Hartmut Esslinger stepped down, in which she said, “a design strategy is now as important as a business plan.” And most companies, whether it's because Apple hit the trillion dollar mark, or for whatever reason, most companies now recognize that designers need a seat at the table earlier on in the process, then, you know, at the end of the day, if I can use an image that really appeals to me, I had a conversation with the chief designer at Tesla, Franz von Holzhausen. And I asked him what was different about being a designer at Tesla, the chief designer, Chief Product officer, in fact, and in his previous jobs, he worked at Chrysler before that, and but what he said to me is that the typical pattern in the auto industry had been that design was a link in a chain and important link. And you know, a chain doesn't work if one link is broken. But it was a link in a chain that connected r&d to engineering, to design style, to marketing figure out how to sell it. And what he told me was at Tesla, we are not a link and a chain, it's more like the hub of a wheel. We are present at the beginning of any discussion about at the highest level of the product definition. And it's really our job like the hub of a wheel, think of the spokes connecting the aeronautical engineers who are concerned about the airflow over the hood, the mechanical engineers who are working on drive train the electrical engineers that are working on the Panasonic battery pack, marketing, and it's actually designed that is connecting all of those parts from the beginning of the the development process to the end of it. And that is something that is pretty new in the auto industry and has had an impact because of the extraordinary success of Tesla, throughout the industry. And it's also a pattern that I think you can see in other industries as well.Dan Harden 44:01You know, I from as a consultant, I've seen this pattern evolving and taking shape over the last, especially the last 10 years, you know, where designers have are sitting right up there with, you know, the CEO, the operations, marketing, engineering, of course, I think because they realize that, because design is kind of the the binding element between all of these departments, you know, because design just infiltrates your marketing, your messaging, certainly the engineering and the production and all the way right down to supply chain management. We're, I think the enlightened companies had figured this out. And part of that is because they realize that, that the consumer is actually making decisions based on what's right for them. What they can identify with. How is addressing my particular problem and design has has just become, it's the communication tool for the company to bring forth those messages to beliefs that they actually build into their products, hopefully, it's good to hear that the car companies are coming around, they've been a little bit slower at this, partly because the timeframe to develop a car so it, you know, would typically go from r&d and safety concerns to engineering and then ultimately, the styling department and then tooling, it just takes a long time toBarry Katz 45:33five years minimum.Dan Harden 45:34Yeah, yeah. But when you're designing and developing these consumer electronics, or computing products, or even scientific goods, like we do, it's the consumption pattern. It's very fast.Barry Katz 45:49Yep.Dan Harden 45:49So design, really, I think it has to have a seat at the table early on for the whole process to work.Barry Katz 45:59Which raises an interesting question that will be very relevant to you, and your line of work. And that is the relation between the internal design groups within companies, which are having growing prominence, and external consultants, such as Whipsaw. And there has been some speculation in the pages of Fast Company and a few other magazines, that the consultancies may be a victim of their own success in making the case that design is important. So companies, healthcare, automotive, consumer, electronics, food and beverage, everything, have heard the message and are building their own internal design teams.Dan Harden 46:45You know, I keep hearing about this. And, you know, people have asked me, is this a threat? or something, you know, to the existence of, you know, it becomes like, an existential question. I think it's all nonsense. You know, rising tide raises all the ships, and, you know, great corporations are hiring more designers, they're also hiring more consultants. We are seeing a lot of consulting firms, especially in the Bay Area being bought out.Barry Katz 47:11Yeah.Dan Harden 47:12And yeah, and, you know, we're one of the remaining private ones. Sometimes these firms lose their identity or their Verve, their passion. I'm not sure what it is. What happens when you get absorbed in a big corporation like that? No. But individuals that have a vision that that want to be independent, there's still room for for those kinds of consultants to I mean, we were showing a increase in business, not a decrease.Barry Katz 47:43Yeah.Dan Harden 47:44I just love the fact that almost every company that even the startups, some of the first people that they hire are designers.Barry Katz 47:52Yeah.Dan Harden 47:53UX ID, graphic design, identity branding. It's so essential. And it's if you don't, it's just a huge missed opportunity. Like, why wouldn't you if it if it will more likely make you successful? Why in the world, wouldn't you?Barry Katz 48:11Yeah, when I started working on my book on “Silicon Valley Design, Make It New,” I began with an approach that any responsible author would take, okay, this is a book about Silicon Valley design, defined Silicon Valley and defined design. And I couldn't do it. You know, Silicon Valley is a state of mind that extends from Lucas Ranch, north of the Golden Gate Bridge to the Santa Cruz Mountains, and design. I mean, there are designers that work on intricate internal mechanisms of surgical robots, and their designers that work on the aspirational lifestyle experience of preteens, yeah, and everything in between. So I made the decision in that work to stop trying to define it in advance and then fill in the pieces, but rather simply look at what people are doing. And allow a definition both of the region and of the professional practice to emerge out of that, that that is intended to endorse what you just said about the consultancies versus the internal corporate groups versus the one person studio when the boutique group. It's an extraordinary range. And the other piece of that that I'm finding breathtakingly interesting is not just the proliferation of different ways of being a designer, you use the term existential there I like it, but also an expanding perimeter around the types of problems that designers are being called upon, or demanding or right to participate in the these the famous wicked problems Which are no longer?Dan Harden 50:02No, that brings me, sorry to interrupt, but it brings me to the whole trend of design thinking and the fact that so much of that started in the Silicon Valley, and that will most certainly be one of the legacies of our time. Right. And, you know, I think that I do really push that forward, even though I get I think most designers like myself would even say, Well, what do you mean design thinking that to me, when I started hearing about design thinking theory, I was like, Well, wait a minute. We've been doing this for a long time. Yeah. So what's your perspective on that? And is that one of the legacies of the Silicon Valley design thinking?Barry Katz 50:42Yeah, I think it absolutely is. Another book that I worked on with Tim Brown, who is the former CEO of IDEO is called “Changed by Design.” And it, I have to say, it really introduced the idea of design thinking to the business community, in a big way about 10 or 12 years ago. We just did a 10th anniversary edition of it. Design Thinking is widely maligned, it is widely misunderstood. And it is the fault for that lies mostly with its own practitioners, I think more than with is slander from the outside, Do tell. So if you look up design thinking, I sometimes do this little exercise in workshops of asking people to do a google image search for design thinking. And what you'll see is this blaze of little diagrams with hexagons, or circles or recursive loops or triangles, it's much more complicated than any electrical engineering drawing of a circuit. And it's very unfortunate, because they tend to try to reduce it to a methodology. As I say, it's something like Alcoholics Anonymous, it's an 11 step process. And at the end of it, you're clean, you know, you turn the crank, you do some prototyping, some brainstorming, some user observations, and whatever, you turn the crank five times and-Dan Harden 52:09Our clients that asked for it, expect something to pop out on the other end, is somebody an extrusion process, and, and boom, there's your solution. And it will be successful. Because we use this design thinking process.Barry Katz 52:23Somebody at IDEO told me that a client walked in and said, I want you to give me the iPod of meat. So the way I prefer to think about design thinking is not as a methodology, but as a philosophy as a way of thinking about problems. And I will often reduce it to two pretty simple formulations. The first is that there is no problem that cannot be thought about as a design problem. And I mean that quite seriously, you know, you're having problems with your kids, how we could design or think about this problem, because at the end of it, or behind it. There are strategic decisions being made that you might not even be aware that you're making. And perhaps you should revisit those in a way that a designer might revisit why your product is not successful in the market, or why it's not functioning the way everybody expected to, or why people are using it in completely different ways than was intended. So my you know, when my 90 year old mother used to wrap a dish towel around the handle of her refrigerator, because it was a lot easier for her to pull the dish towel than to get her arthritic fingers behind this beautifully designed chromium plated to our handle that some jerk at, you know, wherever thought looked cool. That's an unintended use. And it causes it will hopefully provoke a designer into rethinking why something is not used correctly. Whatever correct means. The other piece of it if piece number one is there's no problem that cannot be approached as a design problem.Dan Harden 54:11By the way to interject, I think that design because it's you know, at the fundamental level design is about solving a problem. Yeah, and one could even say that life is basically a string of problems that need to be solved. We go about this every single day, almost every move you make you're trying to solve a little micro problem, you might not even consider it to be a problem. But if you step back and look at things quite openly the way you just described, yeah, almost anything can be can be solved. Well, you might not get to a solution, but you can use a process to help you get closer to a solution.Barry Katz 54:46And it's a big mess because there is almost if it's a serious problem, a problem really worth spending your time on. There is not going to be one right answer to it. There will be multiple possibilities and there will be unanticipated impacts. I often demand of my students that they learn to think in an anticipatory way to solve not just the problem that's in front of you, but solve the problem that will be created by your solution. That's so Henry Ford solve the problem of internal combustion. I think he also should have solved the problem of traffic jams and parking tickets. What would it have looked like if he had thought beyond the problem in front of him to the problems that would be created by his solution. And right now, the stakes of a mistake are so catastrophicly high, I mean, we are changing the climate of planet Earth, think about that. The stakes are simply too high not to be thinking that way.Dan Harden 55:44Yeah.Barry Katz 55:45And that leads me if I may, to the second piece of my reformulation of design thinking, if the first pieces of it is there's no problem, we can't be addressed as a design problem. The second is, you don't have to be a designer to think like one. And that does not take one bit away from the mastery, that professional designers such as yourself, have acquired in the trenches. And with the battle scars to prove it. It's simply means that well, not simply, but it means a number of things, one of which is you as a lawyer, as a physician, as a primary school teacher can learn to practice some of those skills and learn when to hire a professional, and to work with that professional in ways that might not previously have been possible or even imaginable. So that's really what I think is at stake in design thinking,Dan Harden 56:45yeah, I liked it, it has really kind of opened up the minds of a lot of, especially like marketing teams, within corporations and clients of ours. Sometimes, that it's almost like a little too much awareness that they have acquired, where they're like, wait a minute, we can do what you do, too. Now, I'm hearing a lot of that, like, Oh, I took a design thinking course. So we want to come in and brainstorm with you and our ideas are as good as yours.Barry Katz 57:11Yeah.Dan Harden 57:12Rarely is that the case. But you know, we're always open. It's, it should be a process whereby there's lots of collaboration and respect and all that. But there's a massive lack of knowledge, you know, in most cases. So how can we reconcile that? How can we have these, these highly aware, thoughtful clients, but still giving them the type of advice and consulting and education that they so desperately need? Well, it'sBarry Katz 57:43a big question, obviously. I mean, look, I brush my teeth twice a day, and I still go to the dentist, when I need to go to the dentist. And I would not think of putting a crown on a wisdom tooth by myself, or a root canal, crazy. But that does not mean that I should not take some responsibility for my own dental hygiene. And if I were a corporate executive, take some responsibility for my design hygiene. That does not mean I have to be one, it means I have to know what they do. Designers how to work with them, how to smooth out tensions among various business units functional or geographical or whatever. So that designers are working effectively with marketing teams, with engineering teams, with product teams. And all of the rest of that is part of I never really thought of using the term design hygiene before but it popped into my mind.Dan Harden 58:48I think it works. The key is it puts the onus back on the designer to help guide that process.Barry Katz 58:56Yeah, I think that's fair to sayDan Harden 58:58because with as this new awareness about design thinking, I can tell you once a week, I have to tell a client but the drill down, step away from the chair. We got this.Barry Katz 59:13Yeah.Dan Harden 59:17This is a new trend, or clients suddenly know how to design their own products. Of course, they usually don't. And that's okay. But I like the fact that they at least are trying these soon realize because they have an interest in it. And they're they're now attuned to it. That they can see that sometimes the pains that we have to go through to solve a problem. This is not easy. It's designed as a difficult profession. What you have to go through to find your solution to test it to evaluate it to to be brave enough to say you know what all the assumptions that we made in the last two or three months are wrong You have to start over. It takes guts,Barry Katz 1:00:03yep. time, money and all of the rest. And the way to do it is, you know, it's not, you know, take a three day design thinking workshop, learn the methodology, and then allocate a space full of whiteboards and Sharpies to your new crop of design educated employees. Because I have so often gone back to companies that have done this, and, you know, they're sitting around in this allocated dedicated space and scratching their heads is like, Can somebody remind us what we're supposed to be doing? We have,Dan Harden 1:00:39Right. I'm interested in in it is a slog. And, but I'm really interested in how we're going to evolve this thing called design thinking. And I like the fact that we have opened it up, the whole process has become much more collaborative, your client feels like they are part of a process now. But I think we need to, we need to flesh it out more, we need to give it more body, we need to give it more means of expression. And to it needs to be jolted out of these stereotypes about what design thinking is. One technique that I've been using with clients is, I'll say, let's talk about design seeing, and that kind of stops them in their tracks right away. And I realized that seeing is so far beyond what looking at something, it's about observation, it's about perception, it's about adopting a new way of thinking and feeling about something, I find that we're able to get to the heart of the matter even a little faster when you again, introduce this a new concept about how to solve a problem. And whatever your method is, as a designer or a team. That's really what the objective is, is to take some time to a new level, a new place, explore. And I mean, that to me was is a real definition of innovation, where you're going somewhere new, it's just, you know, a new frontier, it's hard to get to it, there's no secret methodology, we're all a little bit different, I think, to be able to recognize it as a team, when you were on the cusp of something. That's when the real joy of this whole design process to me becomes just yeah, so much more exposed.Barry Katz 1:01:54That's really nice. George Nelson, who is one of as you know, one of the real pioneers of American design, and is at the helm of the Herman Miller company, one of the great design driven companies in the US.Dan Harden 1:02:41I know it well. I worked with George,Barry Katz 1:02:43yeah. He wrote a book, I forgotten the exact title, but design is seeing or design as a way of seeing or how to see like a designer or something like this. And he was very much interested as he was in that period decades ago. In the visual, you know, what a designer sees when he or she walks down the street or enters into a grocery store. And I think that what you're getting at now is that it's more than simply the optic nerve being stimulated. But seeing possibilities, and that's just seeing forms, it's seeing opportunities, seeing, really seeing beyond the present. And I would like to think that companies that hire designers are hiring. sure they're hiring a set of skills, they're hiring a body of experience, but they're also hiring somebody who will think differently than than they do. I think beyond the the status quo in which they're operating, and it involves a risk. I mean, it's a money risk, it's a time risk.Dan Harden 1:03:52It's a personal risk that comes to the heart of what consulting is all about. To be able to go to an outside source to get a different perspective, a new way of seeing something. And that oftentimes just shakes one's reality in a way that makes them think, okay, there is a different possibility. So, absolutely moving beyond design thinking and even introducing other forms of how you go through this very difficult process of taking something from nothing to something. Let's talk about like, what, how have designers added value in this whole Silicon Valley story? I mean, in a way, I kind of feel like the Silicon Valley, we're living in a Renaissance period, right technology, the birth of different technologies, and in giving technology, the expression, I think one could say that's one of the legacies of designers, you know, in the Silicon Valley. But where do you see like, Where, where have we made these biggest contributions and Is it? Yeah? Is it humanizing the technology? Is it giving it the kind of warmth and the friendliness that everyone seems to crave.Barry Katz 1:05:09And I remember when our mutual friend the late Stephen Holt used to tell us it's the Renaissance, and they're handing up the marble. Get in line.Dan Harden 1:05:22Yeah.Barry Katz 1:05:25I think that what's happening is, again, it's part of the historical process. And I don't want to get too deep into into history, which is more interesting to me that it is to most other humans. But what has been happening, of course, in the world of technology pioneered in Silicon Valley, let's face it, it's Moore's law in action. Products have been getting smaller and smaller and smaller. Processing speeds have become faster and faster and faster. The idea that you could be sitting with a computer on your desktop was unimaginable in 1980, that you could be holding it in your hand or resting it on your lap, in 1990, that you could be wearing on your wrist in 2000, that you could be having computer processing power worn in the form factor of a wedding ring, or the next stage, I'm pretty sure it's going to be implantable. As a consumer product. What does all this mean? You and I are both old enough to remember when email was introduced, right? So the first generation of email, it was horrible. And it was wonderful. It was wonderful because I could communicate with my friends in Israel or China or Brazil, at any hour of the day or night to leave them, you know, to respond whenever it was convenient to them, and so on and so forth. It was horrible. Because you dialed it up on a screeching modem. It crashed. And I mean, the experience was thoroughly unpleasant. But you know, we we didn't care because it was so new and so exciting. But then as it became increasingly pervasive, oh, one other thing, how often do we check our email in that first generation, for me, it was twice a day, once in the morning, when I got up once in the evening, before I went to bed. And now you know, according to Google Analytics, I think it's something like 50 times a day, unless you're in China, in which case, it's 24 hours seamless. And when an experience is, becomes closer and closer to your physical body, because it's so small and light, and cheap, and it's integrated into the rhythm of your day, not when you wake up and when you go to bed. But both of those and everything in between. and maybe as in the sense of my new Google Home monitor, even while I'm sleeping, that's monitoring my sleep patterns to help me sleep better. When something is as close to the body and as, as deeply integrated into the rhythms of your everyday life, the designed experience becomes absolutely the key defining factor. And so with all the technology in the world, the Kindle, the home monitors that we're seeing from Amazon and Apple will be autonomous vehicle, they would not have any future whatsoever. If we didn't have the the experience of delight of confidence of security of all of those emotional states that design can bring to a product. And I think that that is the trajectory that we are seeing coming out of Silicon Valley. And I need to emphasize obviously, there are important design centers throughout the world. We are not alone. But I don't think we've seen the cluster and the ecosystem that I described earlier, anywhere else.Dan Harden 1:09:21And I find on this particular matter that we are at being asked to design the end users emotional state, exactly what you were just talking about. And when you realize that you you have the capability of doing that if you're able to manipulate software factors, manipulate form factors, presenting levels of functionality and performance at just the right time in the in the experience and the consumption of that experience. And that at the end of the day is what good design does. I think it makes you more empathic. more responsible, definitely more compassionate to the end users state of mind, you start to consider things like feelings. And it's not it's not the old definition of design anymore where was like, you know, form and function and give it making products beautiful. I mean, sure, beauty has a lot to do with invoking these, and provoking even emotions. But it's so much more than that now. And I do think that that is probably the lasting legacy of this time period is Renaissance that we're in in the Bay Area. And I think that's what Silicon Valley designers not only here, you know, but you know, in a lot of parts of the world, especially in the areas where they're, they're incorporating software and hardware and and development smarts has lots of great work being done in Asia, in this in this area.Barry Katz 1:10:56The other thing that is a piece of what you're saying, Dan, is that I think is is relatively new is you guys, by which I mean designers have begun to acquire a degree of humility, which is somewhat unfamiliar in what has been a very ego driven kind of a macho design world. And we we used to have the stars of design and you know, we can name them. And they are Henry Dreyfus and Raymond Loewy and Teague and Bell ganz. And those those heroes and then all the way forward. And I think we are increasingly recognizing that the designer is not the last word, the last stage in the story. It's me as the user. So I think about, you know, the iconic example of your mobile phone is handed to me by Sir Johnny, I've, Barry, I've just designed this cool, cool thing. But I'm really the one that completes the design, because as soon as I get it, I begin to configure it. And within a day, within an hour, within a minute, my phone is unlike any other phone in the world. Because of the way I've organized, you know, apps on the screen and settings and you know, 1000 other a million other variables. So you are handing over to me not a finished product any longer, you are handing over to me, a world of possibilities that recombined to realize, and that's can be a little bit of a shocker. I mean, I still often hear my design students responding in a crit by saying, No, that's not what I intended. Well, I don't want to say I don't care what you intend. But that's not the whole picture anymore. You have to learn to step back from your intention, and understand that it's not for you,Dan Harden 1:12:58you know, stepping back from your intention, as a designer, I think, especially working with a lot of young designers that I hire, that's something that they learned because I don't know why they ended design school, I think, Well, you'd compose this thing. And then it's going to be just manufactured like that, it's going to turn out and be on the shelves just like that. But there are so many unforeseen things and other contributors and stakeholders that come in to, to add definition to it, and hopefully, goodness, throughout the building process. But that's not always the case. And we have all learned humility as well. And if you are awake and listening and looking around in this world, you realize that, you know, designers are part of the problem, too.Barry Katz 1:13:47Oh, sure.Dan Harden 1:13:49You know, sustainability values have taken a long, long time in this profession to take hold. We often do not consider the long chain of events and ramifications of our decisions in regards to the consumption of energy that your product will require years from now even after it is consumed. And that humility hits you pretty hard when you like, see your products in the dump. Yeah, I have I have seen products that I have designed in a dump in a dumpster in a recycling center. I've seen this several times. Yeah. I saw an exhibition at the Museum of Contemporary Art down in San Jose. And they everyone brought in all of the products that they have discarded and found in their garage and made a giant pile. And I'm looking through this pile. And I was like, Oh my god, there's a Sun Microsystems computer that I designed in 1994.Barry Katz 1:14:50You should march your employees through that. Exactly. Right behind you will be me and my students.Dan Harden 1:14:57Yeah, I found a Motorola phone. That I designed, I found a toaster that I designed for Sunbeam. And talk about humility. You know, it really does make you think. And I coming back to the Bay Area, I think that humility has exposed itself. And one very special way. And this is the this a newer understanding about what does it really take to offer you a product that is providing some kind of value to you? Doesn't have to be some big clunky thing with all these different features. Sometimes No, oftentimes, Now give me one or two features. That's all I need. So you're starting to see well, you know, several years ago, minimalism is suddenly reemerging. You know, of course, this was done in the Bauhaus A long time ago. And young designers think, Oh, this is all new as minimalism, but this general belief that reductionism is good. Yeah, is is actually helping the sustainability cause, you know, less material, more performance from fewer functions. Yeah. And I think it's kind of it seems to me, like a lot of those values have been born here in the Bay Area, not not exclusively, for sure. But it's definitely a value.Do you see that?Barry Katz 1:16:27Yeah. And as I say, this new product categories emerge. Fitness monitors is a good example, which has a deeply rooted history in the Bay Area. I am, as you may know, a long distance runner, and I went crazy. Last time, I tried to buy a watch. Fitness watch, because I wanted to watch that would do four things. It would tell me what time it is of SM running, how far I'm running, and at what pace I'm running. And, but it gave you 40 4400. You know, it says, You know, I didn't want a heart monitor. I didn't need it. You know, if I have a heart attack, I will know I'm having a heart attack. Thank you. I didn't want a garage door opener. I didn't want something that would fend off my enemies with the shriek or amaze spray or something, I want for function, impossible to find something that you know, because of the magic of programmable chips that they wouldn't do everything for me. And so most of us are now walking around with products. My watch is an example my camera's an example, that do so much more than I will ever even know about, much less be able to deal with. Can I share a little story with you that your listeners may find them useless. years ago, close to the beginning of my teaching career, I was teaching a design seminar that was very much it was theory and history. So the students were from every design discipline in the college. And somehow it came up a student told the story in class, she was a graphic design student. And she said that she had the habit when she came home from the

On this week's episode of Inside Outside Innovation, we sit down with Jonathan Brill, author of the new book Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Jonathan and I discussed the coming rogue waves of change and how to prepare your company for resilient growth, innovation, and decision making under uncertainty. Let's get started. Inside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week, we'll bring the latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Interview Transcript with Jonathan Brill, Author of Rogue WavesBrian Ardinger: [00:00:30] Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Jonathan Brill. He is the author of the new book, Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Welcome to the show Jonathan.Jonathan Brill: [00:00:58] Thanks. It's a pleasure to be here. Brian Ardinger: [00:01:00] Well, I'm excited to have you on the show to quite frankly learn about what you've seen over your amazing career, when it comes to innovation. To give the audience some context. You are a senior leader and global futurist at Hewlett Packard. Creative director at Frog Design. You've probably helped create over 300 plus products in the innovation firms that you've worked in. And you've been a contributor to Ted and Singularity University and Forbes and Harvard Business Review. And the list goes on and on. Now you've got a new book coming out. So, I really wanted to dive right into it. The title of the book is called Rogue Waves. So, let's start there. What is a rogue wave and why should companies start preparing for them? Jonathan Brill: [00:01:38] So in the deep ocean, literally out of nowhere at the snap of a finger, 120-foot wave and pop up and sink you know, a 600-foot ship. We used to not think these things were real. We thought they were kind of sailors' tales, but it turns out that as we're having better tracking and satellites and whatnot, that these things are happening every day in a major storm, that one of these things might pop up about every eight or 10 hours. So, the issue isn't that rogue waves are rare it's that the world is large. And to use that metaphor and in many ways, the same types of mathematics apply. We're moving faster as a society. We're becoming more connected as a society. The reason, and so more freak occurrences will occur, and when they do, you'll see more contagion, you'll see more movement between those occurrences. And so, when you think about business. When you think about something like COVID right, why did COVID happen? And SARS was a pandemic. It didn't scale in the same way. Mers was a pandemic. It didn't scale in the same way. Lots of reasons. But I would argue that the biggest was we've put a population, the size of Los Angeles into the wilderness and outside of WuHan. So, we increased density, but we did that at the scale of literally the population of the United States and China, over the last 20 years or so. Connected them by 16 high-speed rails.Since 2010, we've increased travel out of China by 10 times, making China the largest spender on tourism in the world. Literally coming from out of nowhere and that didn't just happen in China. It happened in India. It happened across Southeast Asia and it's happening in Africa. And so, what was containable, 10 years ago, or 20 years ago, is suddenly not containable today. Not because of the disease, but because of all of the things that surrounded. All of those overlapping trends that surrounded. And when you think about a rogue wave, that's what it is. It's these independently manageable waves of change that overlap to become massive and unmanageable.Brian Ardinger: [00:03:43] It's not the one particular thing that is necessarily the disruptor. It's the blending of emerging technologies and changing demographics, and the data economy, and all of this colliding at once that creates that seismic events so to speak.Jonathan Brill: [00:03:57] Absolutely. And there are something like 10 major trends. And I picked these because they're the 10 sort of highly trackable trends by analysts and whatnot. And they tend to be highly quantifiable trends, that are overlapping over the next 10 years to virtually guarantee that the next decade will be more volatile than the last decade. And so, what that means is that we'll have more risk. Risk is a measurement of volatility change over time. And most people sort of, a lot of traditional risk management looks at that and says, okay, well, how do we push back the future? How do we protect ourselves from it? But the reality is when a rogue wave comes at you, you cannot protect yourself from it. What you can do is position yourself to try and ride it. Be more resilient. And if you're more resilient, take advantage while your competitors are trying to recover from being capsized. That's a radically different way of looking at the future. Looking at the world, then business schools have been teaching us for the last 30 or 40 years. They kind of assume that even though new competitor might disrupt you, and a new technology might disrupt you, that the rules that the playing field, the game board will stay the same. And that's simply not true anymore.Brian Ardinger: [00:05:13] Do you think companies are getting it so to speak? I mean, obviously COVID was a major factor, I think for most individuals and companies alike. Where I think we've been talking about change and disruption, you can see examples throughout the ages about this. But rarely did it hit everybody at the same time. So, are you seeing companies being able to fundamentally grasp that this type of change is here? And are they getting better or worse when it comes to navigating this type of change? Jonathan Brill: [00:05:40] So within that question, there are so many other questions, right? At the board level, is there an awareness that we need to focus on resilience? Yes. The number or percentage of meeting topics on agendas, that are focused on resilience has gone through the roof. The number of topics that have focused on innovation and other things is also dropped through the roof. And so, I don't know that at the investor level, at the board level, we yet understand that resilience and growth are intertwined issues. You can't focus on one without the other. It's a balance because if you don't have that resilience, if you don't know where to position yourself, it doesn't matter that you're better, you're faster. That you have a life jacket, right? Like you're still out at sea. Brian Ardinger: [00:06:30] So tell me about this book. How did it come about? And what's in it for the readers? Jonathan Brill: [00:06:35] I spent the last several years at HP as the Global Futurist. And a lot of our study was looking at long-term change. What could happen? What risks did we think were static risks? Like hundred-year pandemics that were actually dynamic risk. And so, if you are in that community of people who look at these things, pandemics were becoming more and more and more likely over time.And yet most of us, most of our leaders, 8 of the 10 largest companies in the United States, failed to identify pandemics as a risk in their SEC Risk Filings. So, we were in denial as a, an economy about what was happening. A lot of my job at HP was also to figure out, okay, If the world is changing, what are the new opportunities?Not just what are the risks and how do we become resilient, but how do we turn those into new opportunities? And one of the things our group focused on was how do we deal with disease diagnostics? Because we know that the population is getting older. We know that something like a pandemic can rapidly accelerate this type of work.And I actually just published an HBR article about how to balance that kind of resilience and growth that we experienced at HP over the last year. I've recently left to write this book because it's, and it's really about what I learned as a practitioner. Right. I spent 20 years as a consultant working on contract R and D. All of a sudden was a practitioner and you had to figure out how to actually drive change in the 58,000  person organization. And it turned out that it's a different problem entirely. And so, this book was really about how do you blend that world, that the knowledge of the consultant versus the reality of the practitioner.  What are the simple steps that you can take? And there are really three and I call them the ABCs of Resilient Growth.First, you need to increase your awareness as an organization that the world outside is changing. And you need to think about the range of ways it could impact you. It's really easy to look at the world and say, okay, you know, our technologies have to change, or our workforce has to change or whatever. What we discovered over the last year is actually that all has to change at the same time. A lot of times, things overlap to become unmanageable rogue waves of change. So, you need to create awareness, not just of what the changes are, but what would happen if they overlap. Brian Ardinger: [00:08:56] On that front, is it something where you can't manage it incrementally? It is something where you have to transformationaly change these things to actually be able to keep up, or are there opportunities to, to do a more incremental approach to, to this.Jonathan Brill: [00:09:11] I think there are two answers to that. Yes, there are opportunities to do an incremental approach, and that's the only way that works. You can't change your culture overnight and you can't change all of your processes overnight. And by the way, if you do that, there's a better than even chance that you'll, that you'll sink yourself.So, it's this balance. The first piece is building that awareness of there is stuff going on outside. The second is building the skills, the behavior change within the organization. Because even if you know that the wave's coming, if you don't know how to swim, it's not a good idea to pick up big wave surfing. So, you got to build the skills. And then the third is the culture, right? You have to, I don't believe that you can really change corporate DNA. I think that's consultant speak. But I do believe that you can change the RNA. When you think about DNA, this is the deep code that causes life. That allows life to build itself.But RNA is the code that controls the types of proteins that you use to regulate your body. That RNA can actually be changed relatively quickly. If you take a look at an octopus, for instance, or a Cephalopods, like a squid, a cuddle fish, they can change 60% of their RNA in a  lifetime. And companies do it all the time.You change your processes, you change your hard incentives, right? Bonuses, bonus structure, and whatnot. And you change your soft incentives right? Who do you encourage? Who gets ahead? Those, those kinds of things. So, you can change that stuff pretty much overnight, but the change is incremental, right? The company has to catch up to the reality that you're serious and that you can sustain the change over time.And that's the real challenge. I see a lot of these sort of change efforts. I read, the other day in Harvard Business Review that 70% of change efforts fail. And so there, I think are two things there, right. One is, do they fail or do people just not keep at them long enough? Do the leaders not convince their population that they're serious?And I think there are kind of like four phases in corporate change of any type, but certainly in becoming what I call a resilient growth organization, right. The first is you come, and you say the future is going to be different. The sky's falling, whatever your story is. And everybody looks at you like you're insane. But you get a few early adopters. The second is that people start saying, well, actually you're not the legitimate person to make that argument. I am. Your arguments dumb, my argument's better. It turns out that's actually a win. And as a, as a manager, if you're asking people to be change agents, you need to recognize when that shift occurs. And that that's actually the big win. What you see though, is that people take whatever the change message is, and they start covering the first page of their PowerPoint deck with it. To justify whatever it was they wanted to do, all right. It's a shift. It's an important shift. It's about being future compliant, as opposed to actually thinking about the future.The third one is when they start actually asking for budget to do new things, and this is where I think a lot of change management breaks down, right? You can get through the first one. Sure. You send in your Avant guard; you send out your Scouts. And you send out your missionaries and they, they preach the future.Couple of people believe it. The better politicians figure out how to do what they already wanted to do. But then a couple of people say, no, I want to find out if you're serious and I'm going to start asking for money. Not like a hundred thousand dollars, like a million dollars, $10 million. A meaningful amount of money and, and talking about large organization terms. Right. And if you say no, think about what happens. Their ideal is almost destined to fail, right? It will be right. It's almost destined to fail. And so, if you're a rational manager, you say, well, I'm not going to invest in something that I know is going to fail. And if you don't support them, when they do fail for trying, you cut off the opportunity. You cut off the change.And I think that's where a lot of change management breaks down, right? That you have the senior manager incentives on an annual basis, versus a senior manager incentives on a long-term basis and they get disconnected. And then the third piece is when your senior managers start looking at this as a process and saying, okay, we're going to embed this in the process. We're going to take whatever the change is. In this case, becoming a resiliently, a growth organization. And we're going to have it be part of our annual decision-making process budget process. And we're going to set a minimum that we spend on this thing. And that's when I think you start to see the long tail of growth from this work. But it's often, you know, it's a three-year or five-year process. It doesn't happen in six months, and it doesn't happen because the board woke up on Tuesday and realized that they'd been cutting resilience for 20 years. Brian Ardinger: [00:13:59] Absolutely. On that you've seen and worked with a lot of different companies and have seen this progression. Where are the biggest struggles or obstacles that companies are facing going through that? Are most of them dying at that stage one stage two stage three? Or is it a combination or, or what are the things that people should be preparing for as they go along this journey?Jonathan Brill: [00:14:19] I think there are two answers to that question. The first is really at the board level, you know. Are you serious about this? If the board has a cocktail party and they say we should be more resilient than, you know, that verbals down, like that happens a lot. That happens a lot. That change isn't going to happen.And the people who participate in that change, especially in performance driven organizations, tend to not keep their job. So you've got to figure out, okay, well, are people serious about this? And that's why phases one and two happened. That I was talking about earlier. That's why they happen. The second question is, if you are serious about this, you know, can you be serious about it from the bottom up?Can you make that change from the bottom up? Or do you have to make it from the top down? I think it's probably generally a bi-directional process where you have to link the communications between the senior leadership and the edge of your organization. And that, that's a huge political challenge, especially like in organizations where you have high longevity of career. You know, where you have 20-year careers and whatnot. It gets really hard to do that. You know, people in the middle, don't like, you know, the people in the center talking to the edge, you got to break through that. And I think that's one of the real places where the issue breaks down. And I think the third, and this is really important to, and I think this is why I wrote the book, or one of the main reasons, is that if you have somebody, if you're headquartered in Indonesia and you have somebody who sees a rogue wave on the horizon in Mozambique, right.That person in Mozambique, probably even if they can talk to the CEO, probably doesn't have the skills to the language, the context. They're just going to sound crazy. And we've all been in that conversation, right? We've all been in that conversation. And so the key thing is you also need to increase the executive judgment, executive communication skills far lower in your organization. If you want to have an innovative organization. You can't trust people to innovate if they don't understand the context. You know, and they don't understand how to take risks, as opposed to just manage. Brian Ardinger: [00:16:32] And maybe that comes back to some of that, like you were talking, one of the first themes is, is awareness. And it's not just awareness at the board level or at the CEO level, it's awareness across the organization that these risks are happening and exist. And what can you do to both understand them, as well then do some behavior or cultural things around it to actually execute or, or take advantage of that. On that awareness front. Are there things that you've seen that can help companies think outside their industry and see what's going on and explore in areas that they don't typically explore. Whether it's technology or human resources or whatever.Jonathan Brill: [00:17:08] Right. So, in a pre COVID world. One of the things that I did was I'd bring teams who'd been in Europe and the US their entire careers. High potential leaders or whatever, and I'd bring them to China. And this is one of these things where if you're an American and you try and explain the   Grand Canyon to a European, they just don't get it.If you're an American and you haven't been to Beijing or Shenzhen or Shanghai, you just don't get it. That, you know, every two years, literally they're using the concrete that the U S poured in the United States in the 20th century. The scale is unimaginable. And once you get there, once you see that. Once you see your Grand Canyon, once you see your Beijing, your mind can't go back to the same place.And so that would be my first thing is just kind of, how do you get that cross-cultural awareness of, of what's happening. The scale of change in the world. The second thing that I really suggest is figuring out how to create peer groups outside of your industry, but at your level. And ideally across the world. And that's some of what I do is building those peer groups, so that we can have those conversations. Because otherwise you don't actually understand the challenge. You don't understand the scale of the opportunity. You don't see the rogue wave coming, right. If you were sitting around and you know, you were very specifically, you know, stockpiling face masks for the US government and you see, you know we can get these things cheaper in China. Like let's shut down our supply chains. Let's shut down our local manufacturing. Yeah. That all makes sense. Right? Because it's a price performance issue. Like all the incentives are there to do that. Until you look at the bigger picture, risk is changing. Everyone's going to need all this stuff all at once. And we're going to need it when we need it on a sustained basis. And by the way, it's super cheap. Right. Like there's no, which is the entire problem, right? There's no margin in this. It's so cheap. There's no margin in, this. It totally makes sense, as a middle manager that you'd say let's get rid of that thing. But as a senior manager, as a senior leader, you need to say, okay, that doesn't make any economic sense today, but in the long-term, we're going to have an inevitable need. Brian Ardinger: [00:19:34] So how far out in the future do you think companies should be preparing or looking. To, or is, does it depend on the rogue wave that you're looking at?Jonathan Brill: [00:19:42] How far out should you be preparing and looking are interesting. There, there are two different questions. What I really am interested in is that there's a range of possible futures. There isn't one, the closer you get to that future that, you know, the more the rank shrinks So the farther out you're looking at the broader the range should be obviously. But the goal isn't necessarily to look at 7 years out or 10 years out, or 3 years out, or 1 year out. It's to figure out, am I prepared for the types of threats and opportunities I'm likely to see?And so I think about this as kind of like, what are the financial, operational, external, and strategic aspects of my corporation of my organization. And what types of waves would impact it? What types of challenges or opportunities might you see?  And the same thing applies to customers, by the way. Could a static threat,  a hundred year disease, suddenly become a dynamic threat, right?We're starting to see these more often. Could a symmetric threat, it's going to impact everybody the same become an asymmetric threat? So you take a look at a Toyota. Their investment in semiconductors, after the Daiichi nuclear explosion in 2011. They looked at, you know, we had an asymmetric thing happened to the us, all those American manufacturers they didn't get hit by this nuclear meltdown. But we did. What would happen when the next thing happened. And how could we move that from a situation where we get hit and no one else does, to we survive and then everyone else gets hit. So how do you shift between symmetric and asymmetric threat? And the result of that is in 2016, when there was an earthquake in Taiwan, China had a six-month supply of chips and they kept operating just fine. Everyone else got hit. This past year, same thing happened. How do you move things from synchronous to asynchronous threats or the other way around? So how do you move them from things that hit everybody at the same time to things that hit people at different times, because you know, often all you really need is enough buffer.All you need is enough time to respond. And then the other is to think about which issues are temporary and which ones are permanent. So, what's amazing to me about the U S response to COVID is this thing that really should have been a 10 year, five-year, ten-year issue historically. Appears at the moment, you know, to have been shifted from a permanent issue in the United States to a temporary issue. Now we're going to need to manage our response permanently. Right. But the economic impact may be temporary. It's one of the greatest innovation moments, you know, I think when we look back 50 years from now, we changed the path of nature. It was one of the great innovation moments of the 21st century.Brian Ardinger: [00:22:36] It's, I mean, truly fantastical times, we're living in, in a number of different ways. Are there particular trends or things that you're seeing or want the audience to pay attention to that they may not be as familiar with? Jonathan Brill: [00:22:47] So we can talk about trends you might be unfamiliar with, but I think the question that you should really be asking is what happens when the trends that you're familiar with collide? I mean, a lot of the things that I talk about were in the news. Can you take a look at the growing risk of a pandemic? I mean, and all of the things they talked about, high speed rail Maglev in China, the explosion of urbanization around the world, massive increases in Chinese Asian travel, the explosion of low-cost airlines around South Asia. Right? These were all front-page news. The issue is that people weren't putting them together. For More InformationBrian Ardinger: [00:23:25] It's a fascinating book and I love folks who are listening to this to take a deeper dive. It really is a really good framework for how to start thinking about these things. And you dig into a lot of the tactics and examples around that as well. So I encouraged people to pick that up. But if people want to find out more about yourself or about the book, what's the best way to do that? Jonathan Brill: [00:23:44] Jonathanbrill.com is my website and there's piles of useful tools, HBR articles, Forbes articles, advisory options, surfaces, and they're all focused on being useful to you.Brian Ardinger: [00:23:58] Well Jonathan, I want to thank you again for being on Inside Outside Innovation and sharing your thoughts on this. I'd love to have you back. You know, as the world changes and we get more used to seeing innovations and digging in and being a part of it, I'm sure things will pop out new best practices and that will emerge. So, I appreciate you sharing what you know now, and hopefully we'll have you back on to talk about the future as the world evolves. Jonathan Brill: [00:24:21] I'd be glad to anytime. Thank you very much for having me.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

On this week's episode of Inside Outside Innovation, we sit down with Jonathan Brill, author of the new book Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Jonathan and I discussed the coming rogue waves of change and how to prepare your company for resilient growth, innovation, and decision making under uncertainty. Let's get started. Inside Outside Innovation is the podcast to help you rethink, reset, and remix yourself and your organization. Each week, we'll bring the latest innovators, entrepreneurs, and pioneering businesses, as well as the tools, tactics, and trends you'll need to thrive as a new innovator.Interview Transcript with Jonathan Brill, Author of Rogue WavesBrian Ardinger: [00:00:30] Welcome to another episode of Inside Outside Innovation. I'm your host, Brian Ardinger. And as always, we have another amazing guest. Today we have Jonathan Brill. He is the author of the new book, Rogue Waves: Future-proof Your Business to Survive and Profit from Radical Change. Welcome to the show Jonathan.Jonathan Brill: [00:00:58] Thanks. It's a pleasure to be here. Brian Ardinger: [00:01:00] Well, I'm excited to have you on the show to quite frankly learn about what you've seen over your amazing career, when it comes to innovation. To give the audience some context. You are a senior leader and global futurist at Hewlett Packard. Creative director at Frog Design. You've probably helped create over 300 plus products in the innovation firms that you've worked in. And you've been a contributor to Ted and Singularity University and Forbes and Harvard Business Review. And the list goes on and on. Now you've got a new book coming out. So, I really wanted to dive right into it. The title of the book is called Rogue Waves. So, let's start there. What is a rogue wave and why should companies start preparing for them? Jonathan Brill: [00:01:38] So in the deep ocean, literally out of nowhere at the snap of a finger, 120-foot wave and pop up and sink you know, a 600-foot ship. We used to not think these things were real. We thought they were kind of sailors' tales, but it turns out that as we're having better tracking and satellites and whatnot, that these things are happening every day in a major storm, that one of these things might pop up about every eight or 10 hours. So, the issue isn't that rogue waves are rare it's that the world is large. And to use that metaphor and in many ways, the same types of mathematics apply. We're moving faster as a society. We're becoming more connected as a society. The reason, and so more freak occurrences will occur, and when they do, you'll see more contagion, you'll see more movement between those occurrences. And so, when you think about business. When you think about something like COVID right, why did COVID happen? And SARS was a pandemic. It didn't scale in the same way. Mers was a pandemic. It didn't scale in the same way. Lots of reasons. But I would argue that the biggest was we've put a population, the size of Los Angeles into the wilderness and outside of WuHan. So, we increased density, but we did that at the scale of literally the population of the United States and China, over the last 20 years or so. Connected them by 16 high-speed rails.Since 2010, we've increased travel out of China by 10 times, making China the largest spender on tourism in the world. Literally coming from out of nowhere and that didn't just happen in China. It happened in India. It happened across Southeast Asia and it's happening in Africa. And so, what was containable, 10 years ago, or 20 years ago, is suddenly not containable today. Not because of the disease, but because of all of the things that surrounded. All of those overlapping trends that surrounded. And when you think about a rogue wave, that's what it is. It's these independently manageable waves of change that overlap to become massive and unmanageable.Brian Ardinger: [00:03:43] It's not the one particular thing that is necessarily the disruptor. It's the blending of emerging technologies and changing demographics, and the data economy, and all of this colliding at once that creates that seismic events so to speak.Jonathan Brill: [00:03:57] Absolutely. And there are something like 10 major trends. And I picked these because they're the 10 sort of highly trackable trends by analysts and whatnot. And they tend to be highly quantifiable trends, that are overlapping over the next 10 years to virtually guarantee that the next decade will be more volatile than the last decade. And so, what that means is that we'll have more risk. Risk is a measurement of volatility change over time. And most people sort of, a lot of traditional risk management looks at that and says, okay, well, how do we push back the future? How do we protect ourselves from it? But the reality is when a rogue wave comes at you, you cannot protect yourself from it. What you can do is position yourself to try and ride it. Be more resilient. And if you're more resilient, take advantage while your competitors are trying to recover from being capsized. That's a radically different way of looking at the future. Looking at the world, then business schools have been teaching us for the last 30 or 40 years. They kind of assume that even though new competitor might disrupt you, and a new technology might disrupt you, that the rules that the playing field, the game board will stay the same. And that's simply not true anymore.Brian Ardinger: [00:05:13] Do you think companies are getting it so to speak? I mean, obviously COVID was a major factor, I think for most individuals and companies alike. Where I think we've been talking about change and disruption, you can see examples throughout the ages about this. But rarely did it hit everybody at the same time. So, are you seeing companies being able to fundamentally grasp that this type of change is here? And are they getting better or worse when it comes to navigating this type of change? Jonathan Brill: [00:05:40] So within that question, there are so many other questions, right? At the board level, is there an awareness that we need to focus on resilience? Yes. The number or percentage of meeting topics on agendas, that are focused on resilience has gone through the roof. The number of topics that have focused on innovation and other things is also dropped through the roof. And so, I don't know that at the investor level, at the board level, we yet understand that resilience and growth are intertwined issues. You can't focus on one without the other. It's a balance because if you don't have that resilience, if you don't know where to position yourself, it doesn't matter that you're better, you're faster. That you have a life jacket, right? Like you're still out at sea. Brian Ardinger: [00:06:30] So tell me about this book. How did it come about? And what's in it for the readers? Jonathan Brill: [00:06:35] I spent the last several years at HP as the Global Futurist. And a lot of our study was looking at long-term change. What could happen? What risks did we think were static risks? Like hundred-year pandemics that were actually dynamic risk. And so, if you are in that community of people who look at these things, pandemics were becoming more and more and more likely over time.And yet most of us, most of our leaders, 8 of the 10 largest companies in the United States, failed to identify pandemics as a risk in their SEC Risk Filings. So, we were in denial as a, an economy about what was happening. A lot of my job at HP was also to figure out, okay, If the world is changing, what are the new opportunities?Not just what are the risks and how do we become resilient, but how do we turn those into new opportunities? And one of the things our group focused on was how do we deal with disease diagnostics? Because we know that the population is getting older. We know that something like a pandemic can rapidly accelerate this type of work.And I actually just published an HBR article about how to balance that kind of resilience and growth that we experienced at HP over the last year. I've recently left to write this book because it's, and it's really about what I learned as a practitioner. Right. I spent 20 years as a consultant working on contract R and D. All of a sudden was a practitioner and you had to figure out how to actually drive change in the 58,000  person organization. And it turned out that it's a different problem entirely. And so, this book was really about how do you blend that world, that the knowledge of the consultant versus the reality of the practitioner.  What are the simple steps that you can take? And there are really three and I call them the ABCs of Resilient Growth.First, you need to increase your awareness as an organization that the world outside is changing. And you need to think about the range of ways it could impact you. It's really easy to look at the world and say, okay, you know, our technologies have to change, or our workforce has to change or whatever. What we discovered over the last year is actually that all has to change at the same time. A lot of times, things overlap to become unmanageable rogue waves of change. So, you need to create awareness, not just of what the changes are, but what would happen if they overlap. Brian Ardinger: [00:08:56] On that front, is it something where you can't manage it incrementally? It is something where you have to transformationaly change these things to actually be able to keep up, or are there opportunities to, to do a more incremental approach to, to this.Jonathan Brill: [00:09:11] I think there are two answers to that. Yes, there are opportunities to do an incremental approach, and that's the only way that works. You can't change your culture overnight and you can't change all of your processes overnight. And by the way, if you do that, there's a better than even chance that you'll, that you'll sink yourself.So, it's this balance. The first piece is building that awareness of there is stuff going on outside. The second is building the skills, the behavior change within the organization. Because even if you know that the wave's coming, if you don't know how to swim, it's not a good idea to pick up big wave surfing. So, you got to build the skills. And then the third is the culture, right? You have to, I don't believe that you can really change corporate DNA. I think that's consultant speak. But I do believe that you can change the RNA. When you think about DNA, this is the deep code that causes life. That allows life to build itself.But RNA is the code that controls the types of proteins that you use to regulate your body. That RNA can actually be changed relatively quickly. If you take a look at an octopus, for instance, or a Cephalopods, like a squid, a cuddle fish, they can change 60% of their RNA in a  lifetime. And companies do it all the time.You change your processes, you change your hard incentives, right? Bonuses, bonus structure, and whatnot. And you change your soft incentives right? Who do you encourage? Who gets ahead? Those, those kinds of things. So, you can change that stuff pretty much overnight, but the change is incremental, right? The company has to catch up to the reality that you're serious and that you can sustain the change over time.And that's the real challenge. I see a lot of these sort of change efforts. I read, the other day in Harvard Business Review that 70% of change efforts fail. And so there, I think are two things there, right. One is, do they fail or do people just not keep at them long enough? Do the leaders not convince their population that they're serious?And I think there are kind of like four phases in corporate change of any type, but certainly in becoming what I call a resilient growth organization, right. The first is you come, and you say the future is going to be different. The sky's falling, whatever your story is. And everybody looks at you like you're insane. But you get a few early adopters. The second is that people start saying, well, actually you're not the legitimate person to make that argument. I am. Your arguments dumb, my argument's better. It turns out that's actually a win. And as a, as a manager, if you're asking people to be change agents, you need to recognize when that shift occurs. And that that's actually the big win. What you see though, is that people take whatever the change message is, and they start covering the first page of their PowerPoint deck with it. To justify whatever it was they wanted to do, all right. It's a shift. It's an important shift. It's about being future compliant, as opposed to actually thinking about the future.The third one is when they start actually asking for budget to do new things, and this is where I think a lot of change management breaks down, right? You can get through the first one. Sure. You send in your Avant guard; you send out your Scouts. And you send out your missionaries and they, they preach the future.Couple of people believe it. The better politicians figure out how to do what they already wanted to do. But then a couple of people say, no, I want to find out if you're serious and I'm going to start asking for money. Not like a hundred thousand dollars, like a million dollars, $10 million. A meaningful amount of money and, and talking about large organization terms. Right. And if you say no, think about what happens. Their ideal is almost destined to fail, right? It will be right. It's almost destined to fail. And so, if you're a rational manager, you say, well, I'm not going to invest in something that I know is going to fail. And if you don't support them, when they do fail for trying, you cut off the opportunity. You cut off the change.And I think that's where a lot of change management breaks down, right? That you have the senior manager incentives on an annual basis, versus a senior manager incentives on a long-term basis and they get disconnected. And then the third piece is when your senior managers start looking at this as a process and saying, okay, we're going to embed this in the process. We're going to take whatever the change is. In this case, becoming a resiliently, a growth organization. And we're going to have it be part of our annual decision-making process budget process. And we're going to set a minimum that we spend on this thing. And that's when I think you start to see the long tail of growth from this work. But it's often, you know, it's a three-year or five-year process. It doesn't happen in six months, and it doesn't happen because the board woke up on Tuesday and realized that they'd been cutting resilience for 20 years. Brian Ardinger: [00:13:59] Absolutely. On that you've seen and worked with a lot of different companies and have seen this progression. Where are the biggest struggles or obstacles that companies are facing going through that? Are most of them dying at that stage one stage two stage three? Or is it a combination or, or what are the things that people should be preparing for as they go along this journey?Jonathan Brill: [00:14:19] I think there are two answers to that question. The first is really at the board level, you know. Are you serious about this? If the board has a cocktail party and they say we should be more resilient than, you know, that verbals down, like that happens a lot. That happens a lot. That change isn't going to happen.And the people who participate in that change, especially in performance driven organizations, tend to not keep their job. So you've got to figure out, okay, well, are people serious about this? And that's why phases one and two happened. That I was talking about earlier. That's why they happen. The second question is, if you are serious about this, you know, can you be serious about it from the bottom up?Can you make that change from the bottom up? Or do you have to make it from the top down? I think it's probably generally a bi-directional process where you have to link the communications between the senior leadership and the edge of your organization. And that, that's a huge political challenge, especially like in organizations where you have high longevity of career. You know, where you have 20-year careers and whatnot. It gets really hard to do that. You know, people in the middle, don't like, you know, the people in the center talking to the edge, you got to break through that. And I think that's one of the real places where the issue breaks down. And I think the third, and this is really important to, and I think this is why I wrote the book, or one of the main reasons, is that if you have somebody, if you're headquartered in Indonesia and you have somebody who sees a rogue wave on the horizon in Mozambique, right.That person in Mozambique, probably even if they can talk to the CEO, probably doesn't have the skills to the language, the context. They're just going to sound crazy. And we've all been in that conversation, right? We've all been in that conversation. And so the key thing is you also need to increase the executive judgment, executive communication skills far lower in your organization. If you want to have an innovative organization. You can't trust people to innovate if they don't understand the context. You know, and they don't understand how to take risks, as opposed to just manage. Brian Ardinger: [00:16:32] And maybe that comes back to some of that, like you were talking, one of the first themes is, is awareness. And it's not just awareness at the board level or at the CEO level, it's awareness across the organization that these risks are happening and exist. And what can you do to both understand them, as well then do some behavior or cultural things around it to actually execute or, or take advantage of that. On that awareness front. Are there things that you've seen that can help companies think outside their industry and see what's going on and explore in areas that they don't typically explore. Whether it's technology or human resources or whatever.Jonathan Brill: [00:17:08] Right. So, in a pre COVID world. One of the things that I did was I'd bring teams who'd been in Europe and the US their entire careers. High potential leaders or whatever, and I'd bring them to China. And this is one of these things where if you're an American and you try and explain the   Grand Canyon to a European, they just don't get it.If you're an American and you haven't been to Beijing or Shenzhen or Shanghai, you just don't get it. That, you know, every two years, literally they're using the concrete that the U S poured in the United States in the 20th century. The scale is unimaginable. And once you get there, once you see that. Once you see your Grand Canyon, once you see your Beijing, your mind can't go back to the same place.And so that would be my first thing is just kind of, how do you get that cross-cultural awareness of, of what's happening. The scale of change in the world. The second thing that I really suggest is figuring out how to create peer groups outside of your industry, but at your level. And ideally across the world. And that's some of what I do is building those peer groups, so that we can have those conversations. Because otherwise you don't actually understand the challenge. You don't understand the scale of the opportunity. You don't see the rogue wave coming, right. If you were sitting around and you know, you were very specifically, you know, stockpiling face masks for the US government and you see, you know we can get these things cheaper in China. Like let's shut down our supply chains. Let's shut down our local manufacturing. Yeah. That all makes sense. Right? Because it's a price performance issue. Like all the incentives are there to do that. Until you look at the bigger picture, risk is changing. Everyone's going to need all this stuff all at once. And we're going to need it when we need it on a sustained basis. And by the way, it's super cheap. Right. Like there's no, which is the entire problem, right? There's no margin in this. It's so cheap. There's no margin in, this. It totally makes sense, as a middle manager that you'd say let's get rid of that thing. But as a senior manager, as a senior leader, you need to say, okay, that doesn't make any economic sense today, but in the long-term, we're going to have an inevitable need. Brian Ardinger: [00:19:34] So how far out in the future do you think companies should be preparing or looking. To, or is, does it depend on the rogue wave that you're looking at?Jonathan Brill: [00:19:42] How far out should you be preparing and looking are interesting. There, there are two different questions. What I really am interested in is that there's a range of possible futures. There isn't one, the closer you get to that future that, you know, the more the rank shrinks So the farther out you're looking at the broader the range should be obviously. But the goal isn't necessarily to look at 7 years out or 10 years out, or 3 years out, or 1 year out. It's to figure out, am I prepared for the types of threats and opportunities I'm likely to see?And so I think about this as kind of like, what are the financial, operational, external, and strategic aspects of my corporation of my organization. And what types of waves would impact it? What types of challenges or opportunities might you see?  And the same thing applies to customers, by the way. Could a static threat,  a hundred year disease, suddenly become a dynamic threat, right?We're starting to see these more often. Could a symmetric threat, it's going to impact everybody the same become an asymmetric threat? So you take a look at a Toyota. Their investment in semiconductors, after the Daiichi nuclear explosion in 2011. They looked at, you know, we had an asymmetric thing happened to the us, all those American manufacturers they didn't get hit by this nuclear meltdown. But we did. What would happen when the next thing happened. And how could we move that from a situation where we get hit and no one else does, to we survive and then everyone else gets hit. So how do you shift between symmetric and asymmetric threat? And the result of that is in 2016, when there was an earthquake in Taiwan, China had a six-month supply of chips and they kept operating just fine. Everyone else got hit. This past year, same thing happened. How do you move things from synchronous to asynchronous threats or the other way around? So how do you move them from things that hit everybody at the same time to things that hit people at different times, because you know, often all you really need is enough buffer.All you need is enough time to respond. And then the other is to think about which issues are temporary and which ones are permanent. So, what's amazing to me about the U S response to COVID is this thing that really should have been a 10 year, five-year, ten-year issue historically. Appears at the moment, you know, to have been shifted from a permanent issue in the United States to a temporary issue. Now we're going to need to manage our response permanently. Right. But the economic impact may be temporary. It's one of the greatest innovation moments, you know, I think when we look back 50 years from now, we changed the path of nature. It was one of the great innovation moments of the 21st century.Brian Ardinger: [00:22:36] It's, I mean, truly fantastical times, we're living in, in a number of different ways. Are there particular trends or things that you're seeing or want the audience to pay attention to that they may not be as familiar with? Jonathan Brill: [00:22:47] So we can talk about trends you might be unfamiliar with, but I think the question that you should really be asking is what happens when the trends that you're familiar with collide? I mean, a lot of the things that I talk about were in the news. Can you take a look at the growing risk of a pandemic? I mean, and all of the things they talked about, high speed rail Maglev in China, the explosion of urbanization around the world, massive increases in Chinese Asian travel, the explosion of low-cost airlines around South Asia. Right? These were all front-page news. The issue is that people weren't putting them together. For More InformationBrian Ardinger: [00:23:25] It's a fascinating book and I love folks who are listening to this to take a deeper dive. It really is a really good framework for how to start thinking about these things. And you dig into a lot of the tactics and examples around that as well. So I encouraged people to pick that up. But if people want to find out more about yourself or about the book, what's the best way to do that? Jonathan Brill: [00:23:44] Jonathanbrill.com is my website and there's piles of useful tools, HBR articles, Forbes articles, advisory options, surfaces, and they're all focused on being useful to you.Brian Ardinger: [00:23:58] Well Jonathan, I want to thank you again for being on Inside Outside Innovation and sharing your thoughts on this. I'd love to have you back. You know, as the world changes and we get more used to seeing innovations and digging in and being a part of it, I'm sure things will pop out new best practices and that will emerge. So, I appreciate you sharing what you know now, and hopefully we'll have you back on to talk about the future as the world evolves. Jonathan Brill: [00:24:21] I'd be glad to anytime. Thank you very much for having me.Brian Ardinger: That's it for another episode of Inside Outside Innovation. If you want to learn more about our team, our content, our services, check out InsideOutside.io or follow us on Twitter @theIOpodcast or @Ardinger. Until next time, go out and innovate.FREE INNOVATION NEWSLETTER & TOOLSGet the latest episodes of the Inside Outside Innovation podcast, in addition to thought leadership in the form of blogs, innovation resources, videos, and invitations to exclusive events. SUBSCRIBE HEREYou can also search every Inside Outside Innovation Podcast by Topic and Company.  For more innovations resources, check out IO's Innovation Article Database, Innovation Tools Database, Innovation Book Database, and Innovation Video Database.  

Fritz Frenkler ist ausgebildeter Industriedesigner und arbeitete weltweit für Firmen wie Frogdesign, Louis Vuitton und Apple. Die form-Chefredaktion sprach mit ihm über soziales Design, Steve Jobs und einen Tischtennisschläger auf dem Cover von form, der den Beginn von Frenklers Designkarriere einläutete.

Being a changemaker is not easy.  It involves rejecting the status quo and opening the eyes of the world to something new, something different and, ideally, something better. Today’s guest, Stephen Gates, is no stranger to bringing about positive change. With over 20 years of  working in the design world, Stephen has an impressive resume of founding, building and leading world-class design teams. He has partnered with and designed for some of the world’s most innovative companies including Amazon, Google, Apple, Nike and Starwood Hotels to name just a few. And Stephen currently serves as the SVP of Omni-channel product design for Weight Watchers. Stephen is a self-proclaimed Crazy One, and this is a title we will definitely be discussing as it happens to be the name of his award winning podcast on which he shares actionable insights on topics like creativity, leadership, building your career and, of course, innovation. I’m not going to waste anymore time talking about him, let’s talk with him, here it is, my interview with Stephen Gates.    About Stephen Gates Global design leader building world-class organizations that integrate human-centered methods to drive a long term vision and near term business impact. Stephen is the son of a Creative Director with 20+ years experience creating work grounded in research and data and executed with human-centered methodologies to create the strategies, concepts, and executions of award-winning integrated global advertising campaigns, multiple global Fortune 100 brands, and innovative digital experiences.   Stephen currently works as the SVP of Omni-channel product design for WW and has built deep and broad experience by working with, teaching, coaching and learning from executives, design, product and engineering teams at Amazon, Google, Verizon, Apple, Nike, Bank of America, Rolls Royce, The Home Depot, IDEO, HSBC, EY Partners, Frog Design, NASA, and many more. He has also worked at McCann Erickson, Citi, and Starwood Hotels with clients like American Airlines, W Hotels, Disney, ExxonMobil, Acura, Citi, Nationwide Insurance, Verizon, Subaru and more. Stephen hosts The Crazy One podcast and gives keynotes at events worldwide to share honest and actionable insights on topics like creativity, leadership, building your career, and more. The 100+ episodes of the podcast have won multiple awards, including a 2020 Webby Award Honoree for Best Technology Podcast and a 5 stars average review in every global iTunes Store.    Resources Mentioned  This Might Get Me Fired https://www.amazon.com/This-Might-Get-Fired-Entrepreneurial-ebook/dp/B07C9S9DBJ   I Dare You to Care https://www.amazon.com/Dare-You-Care-Intelligence-Remarkable/dp/1643072587   The amazing design people List  https://www.adplist.org Connect with Stephen  Website http://stephengates.com Linkedin https://www.linkedin.com/in/stepdgat/ Instagram http://stephengates.com

Women are increasingly entering the design industry, but few are being hired to leadership positions. Former frog CEO Doreen Lorenzo, now Assistant Dean of the School of Design and Creative Technologies at the University of Texas at Austin, wants to change that. From actively diversifying design at an academic level to writing a column for Fast Company called 'Designing Women', Doreen is dedicated to using empathy and storytelling as a powerful catalyst for change.Brought to you by frog, a design and strategy consultancy. (https://www.frogdesign.com)Find episode transcripts (https://bit.ly/39MUQ5p)Download Building a Studio Culture of Critique: A frog guide to creative critique by Executive Design Director Halle Kho (https://fro.gd/2J5oAjv)Audio Production: Richard Canham (https://www.richardcanham.com/)

Stephen Gates is the SVP, Omni-channel product design at WW (formerly Weight Watchers). Previously, he was the Head Design Evangelist at InVision, working as a strategic partner to companies like Google, Amazon, The Home Depot, Bank of America, Facebook, Rolls Royce, American Express, Frog Design, WeWork, EY Partners, and many more to elevate the business impact of design through education, coaching, and thought leadership. His work has received over 150 international awards, his app design has been named as one of the World's 100 Greatest Apps, HOW Magazine named him #17 on the 100 of the most talented and influential creatives working today, Apple has featured his work in 10 keynotes and more.CONNECT WITH STEPHEN GATES:Connect with Stephen Gates on LinkedInFollow Stephen Gates on YouTubeFollow Stephen Gates on InstagramListen to Stephen Gates's creative insights on the Crazy One podcast. 

In this episode, Carly chats with certified Clinical Nutritionist Carly Pollack about fostering a restorative, compassionate mindset while on a healing journey, and functional testing; how it is used in a holistic nutrition practice, and who would benefit from its use. This episode covers: what a holistic nutritionist does + how it is different from a traditional dietician what is functional testing Carly Pollack shares her daily wellness routines + practices how to curate a therapeutic mindset of compassion why your way of thinking is important in a healing journey the psychology behind successful healing what you learn from each of the functional tests discussed details about each test + who would most benefit from each the benefits + uses of supplements micronutrient testing, balances, and deficiencies Dutch hormone test and reasons for hormone testing GI Map test and information about gut health Quicksilver heavy metals test, information on heavy metals contamination + its sources Resources: Nutritional Wisdom (Austin, TX) – certified Clinical Nutritionist The Daily Detox 8-week course Connect: IG: @carlyloveskale web: carlybrownwellness.com Carly Pollack is a published author, hilarious speaker, and the founder of Nutritional Wisdom, an award-winning private practice based in Austin, Texas. She is a certified Clinical Nutritionist specializing in holistic nutrition whole body wellness. Carly has been awarded Best Nutritionist in Austin five years running and has helped over 20,000 people achieve their health and happiness goals. Her book, Feed Your Soul: Nutritional Wisdom to Lose Weight Permanently, was a #1 New Release on Amazon. Carly has lectured all over the country for incredible companies such as Facebook, SXSW, Whole Foods Market, Texas Women's Conference, Rackspace, Livestrong Foundation, lululemon, Atlassian, Frog Design, WeWork, Tech Stars, Flatwater Foundation, and the Texas Medical Association--among many more. Growing up, Carly struggled with anxiety, immune issues, and an ongoing battle with her weight. Through trial and error, Carly was able to figure out why so many of us fail to achieve the health we so badly desire. Through years of study and self-healing, she found the key to creating permanent change. Carly beautifully marries the science of the body to the wisdom of our intuition. Having grown up as a quick-witted New Yorker, she was raised without the ability to sugarcoat the truth. You won't find any nonsense here--just clear and honest information—and some tough love if you need it. Her teachings empower you to shift your thought patterns, change your physical body, properly manage stress, and live your best life.

Andy Zimmerman is president of frog, a leading global design and strategy firm, and part of the Capgemini Group. Prior to joining frog, he was the managing director of Accenture New Businesses, where he launched the majority of what is now Accenture Digital. Previously, he was a managing director at idealab, one of the first and most successful incubators, and the global managing partner for ebusiness at PwC. On this episode we cover human-centered design and why it's so critical, how augmented reality and virtual reality will inform customer experience over the next few years, how the pandemic might change the types of experiences that consumers crave, and how to walk the fine line between being too ahead of the curve and too behind.As always, we welcome your feedback. Please make sure to subscribe, rate, and review on Apple Podcasts, Spotify, Stitcher, and Google Play.

frog design and business leads talk frog’s brand relaunch, lessons learned in building a brand for the modern age, getting to the soul of an organization, telling truer stories—and what it means to ‘Make Your Mark.’Brought to you by frog, a design and strategy consultancy. (https://www.frogdesign.com)See frog's 'Make Your Mark' (https://www.frogdesign.com/make-your-mark)Episode transcript and more about 'Make Your Mark' (https://fro.gd/3mdvh0q)Audio Production: Richard Canham (https://www.richardcanham.com/)

On this Podcast we’ll be talking with Jessica Cook. Jess graduated with a degree in Graphic Design in May 2017 and started out as a UX/UI designer at Frog Design in Brooklyn NY. She’s now a Product Designer for Open Innovation at Mozilla in Brooklyn NY. Jess talks about recognizing the need for more mentoring and greater, in-depth projects to help her skillset evolve and grow - and the moves she made to find her first "next job". Jess considers herself a Hybrid designer with UX/UI skillset, focusing on design systems and building digital products for a variety of diverse clients.

I am beyond delighted to be joined by Hartmut Esslinger to talk about "Design for Life"In 1969, Hartmut started design agency, Frogdesign. He created the first "full plastics" color TV and HiFi series "Wega system 3000". His work for Wega won him instant international fame. In 1974, Esslinger was hired by Sony and was instrumental in creating a global design image for Sony, especially with the Sony Trinitron and personal music products. The Sony-Wega Music System Concept 51K was chosen by the Museum of Modern Art, New York.  In December 1990 Esslinger was featured on the cover of BusinessWeek, the only living designer thus honored since Raymond Loewy in 1934.In 1982 he entered into an exclusive $2,000,000 per year contract with Apple Computer to create a design strategy which transformed Apple from a "Silicon Valley Start-Up" into a global brand. Esslinger and Frogdesign created the "Snow White design language" which was applied to all Apple product lines from 1984 to 1990. Soon after Steve Jobs' departure, Esslinger broke his own contract with Apple and followed Jobs to NeXT. Other major client engagements include Lufthansa's global design and brand strategy, SAP's corporate identity and software user interface, Microsoft Windows branding and user interface design, Siemens, NEC, Olympus, HP, Motorola and General Electric. Esslinger also worked for Louis Vuitton. Esslinger is founding Professor of the Hochschule fuer Gestaltung in Karlsruhe, Germany and since 2006 he is Professor for convergent industrial design at the University of Applied Arts in Vienna, Austria. In 1996, Esslinger was awarded an honorary doctorate of Fine Arts by the Parsons School of Design, New York City. Since 2012 Esslinger has served as a DeTao Master of Indus LifeGuides is a peer-to-peer community that helps people navigate through their day-to-day stressors by providing a place of empathy, listening, wisdom and support with a Guide who has walked in your shoes, experiencing the same challenge or life experience as you.

IC Leadership with David Ikuye – Staff Product Designer, Lyft I had a blast with David Ikuye, he is a Staff Product Designer at Lyft, he shared a bit of his fantastic experience working in different cities with innovation and one of the most well-known design consultancies around IDEO, Frog, and Fjord/Accenture. David shared some tips on how to evolve in the Design career as an Individual Contributor. We talked about building a vision and working with xFN partners to get the vision executed. Highly recommended if you're looking for inspiration on where to grow as a designer. Cells and Pixels, every Tuesday 5PM PT • 8PM ET www.instagram.com/cells.and.pixels

Tim is a German-American author and entrepreneur, and the co-founder and co-CEO of The Business Romantic Society, a firm that helps organizations and individuals create transformative visions, stories, and experiences. Tim is also the co-founder and curator of the House of Beautiful Business, a global think tank and community with an annual gathering in Lisbon that brings together leaders and changemakers with the mission to humanize business in an age of machines. Previously, Tim served as the chief marketing officer of NBBJ, a global design and architecture firm. From 2006 to 2013, he was the chief marketing officer of product design and innovation consultancy Frog Design. His TED Talks “3 Ways to (Usefully) Lose Control of Your Brand” and most recently “4 Ways to Build a Human Company in the Age of Machines” have been viewed 2.5 million times to date. Tim is the author of the book The Business Romantic (HarperCollins, 2015), which has been translated into nine languages to date. Tim's writing regularly appears in publications such as Entrepreneur, Fast Company, Forbes, Fortune, Harvard Business Review, Inc, Quartz, Psychology Today, and Wired. His new book, The End of Winning, will be released shortly. http://timleberecht.com/

Isa Velarde es de la Ciudad de México. Actualmente se dedica al diseño de experiencias en Frog Design. Estudió Ingeniería de Diseño Industrial y Desarrollo de Producto en la Universidad Politécnica de Cataluña en Barcelona. Su misión y visión en la vida es lo que llama "the pursuit of meaningful design" que a través de su trabajo, pueda contribuir, aunque sea un poquito, a generar un impacto. Practica esgrima. Desde que comenzó a trabajar en el campo del UX saber los porqués se ha vuelto algo que no puede dejar de hacer en su vida cotidiana. Le gusta mucho aprender de varios campos ajenos al diseño y enriquecer su trabajo con estos nuevos aprendizajes. Te compartimos un proyecto de Isa que ganó primer lugar en A´Design Award & Competition en https://isavelarde.com/textura Puedes contactar con ella en: https://www.instagram.com/isa.velarder/ https://www.linkedin.com/in/isavelarderuiz

On this episode, I talk with Raman Frey about the importance of building authentic communities around your products and companies. Raman is the founder of Good People Dinners, a Bay Area community focused on meaningful conversations, usually over food and drink. These dinners, corporate salons, overnights and retreats bring together professional chefs and thoughtful speakers on a wide range of topics. They've been running for 8 years, producing nearly 250 events for organizations, including Mozilla, Synapse, and Frog Design. Since we are all stuck with little physical contact these days, I've asked Raman to share his insights on building genuine communities online and offline.  https://youtu.be/4HpbY45gigc (See the video version of this episode on YouTube) Find me: https://my.captivate.fm/Golomb.net (Golomb.net) Raman Frey: https://my.captivate.fm/Ramanfrey.com (Ramanfrey.com) Support this podcast

The perseverance to thrive in the most compelling situations is one of the unique temperaments of humans. This allows us to not only survive some of the most bizarre challenges but also evolve opportunities and create extraordinary solutions. The same results in our growth as a society and leads us to experience the profound effect it has on our lifestyle. Innovation has driven us a long way from addressing needs to the present scenario of invoicing convenience with its existence in various aspects. The shift in the demand for something even better with every product or service comes with the challenge of simplification; while providing the users with the whole package of an experience. In this episode, we talk to Lourd Nathan who leads as the Design Director at Frog Design. He takes us through his journey on how he has witnessed the landscape of the evolution of human lifestyle which eventually led to the transformation of basic needs to greater experiences which affects the mental model of an individual on a daily basis subconsciously. You can connect with Lourd on Twitter @slourd. Don't forget to subscribe to our show & share your comments on ads@avantika.edu.in.

The COVID-19 public health crisis is affecting us all, taking us out of the lives we led before and forcing us to move forward through a fog of uncertainty as we try to find our way back to some semblance of normalcy. Such is the case with this week’s guest, Arielle Wiltz. While she is typically based in NYC, she was sheltered in place in New Orleans when we spoke. We started off discussing her work at frog design, including how she’s taking the current relocation in stride with everything else happening at the moment.Arielle also shared how she transitioned from being a dancer to being a designer, talked about her volunteer work with ADCOLOR, and she shared some of the new things she’s learning to help keep her focused and motivated during this time of transition. Arielle may say she just fell into design, but it sounds to me like that’s just the kind of inspiration others need to hear in order to see themselves in this industry as well!LinksArielle Wiltz’s WebsiteArielle Wiltz on LinkedInArielle Wiltz on Medium  It's time for Revision Path's annual audience survey! Give us your feedback on the podcast, and you could win a $250 Amazon.com gift card from us! Head over to revisionpath.com/survey today. The survey closes on May 31, 2020. Thank you! Like this episode? Then subscribe to us on Apple Podcasts, Google Podcasts, SoundCloud, Spotify, or wherever you find your favorite shows. Subscribe and leave us a 5-star rating and a review! Thanks so much to all of you who have already rated and reviewed us! Revision Path is brought to you by Lunch, a multidisciplinary creative studio in Atlanta, GA. Looking for some creative consulting for your next project? Then let's do lunch! You can also follow Revision Path on Instagram and Twitter. Come chat with us! And thank you for listening!

In this episode, we talk to Sanjana Galgalikar, product designer at Pulse Labs, Seattle, Washington. She has graduated from the University of Washington and has also interned at Frog Design and Nordstrom. Sanjana's website: http://www.sanjanagalgalikar.com/ Twitter: https://twitter.com/sanjanasg LinkedIn: https://www.linkedin.com/in/sanjanagalgalikar/ Pulse Labs: https://www.pulselabs.ai/ This podcast is part of the 10kdesigners Network. Home: https://10kdesigners.com Follow on Twitter: https://twitter.com/whiteboardfm Follow on Instagram: https://instagram.com/whiteboard.fm Browse bite sized learning in business, product, UI/UX design, freelancing and more: https://booklets.io Get real design inspiration from the world's best designed apps: https://uisources.com Brought to you by your host, Mayank Khandelwal. Instagram: https://instagram.com/mayankk98 Twitter: https://twitter.com/mayankk98 Subscribe to Whiteboard.fm to stay updated with more interviews and clips!

I speak with Philippines-based designer and illustrator Dan Matutina. We uncover all kinds of interesting ideas around creativity, running your own business, keeping things fun, and more. Dan Matutina is a graphic designer and illustrator based in the Philippines. He is a founding partner at Plus63 Design Co. and the Hydra Design Group. Dan is represented by illustration agencies Agent Pekka and Vision Track. His style is described as a combination of angular, graphic shapes layered with hand-painted textures. Dan’s illustrations have appeared in print, digital and animation. He has worked on projects for brands such as Apple, Google, Microsoft, Pinterest, Airbnb, Samsung, WIRED Magazine, Fast Co., Wallpaper*, The Guardian, The Wall Street Journal, Coca-Cola, Havaianas, Heineken, Uniqlo to name a few. Dan has also worked with studios and agencies such as Pentagram, Frog Design, CP+B, Wieden+Kennedy, Droga5, Leo Burnett NY, Ogilvy & Mather NY and Tool of NA. Enjoy Stroll With Alex Season 2 Episode 6 today! --- Send in a voice message: https://anchor.fm/strollwithalex/message

Publications by Tom Vander Ark - http://www.tomvanderark.com/tour Getting Smart - https://www.gettingsmart.com/ Tom Vander Ark Forbes Articles - https://www.forbes.com/sites/tomvanderark/#5c40f6752bde Tom Vander Ark on Twitter - https://twitter.com/tvanderark?lang=en Tom Vander Ark on LinkedIn - https://www.linkedin.com/in/tomvanderark “2019 Brought More Risk and Inequity, 2020 is an Opportunity for Innovation” - https://www.gettingsmart.com/2019/12/2019-brought-more-risk-and-inequity-2020-is-an-opportunity-for-innovation/ “Equipping Young Leaders to Take on the 32 Most Important Issues of Our Time” - https://www.gettingsmart.com/2017/08/equipping-young-leaders-to-take-on-the-32-most-important-issues-of-our-time/ The UN Sustainable Development Goals - https://www.un.org/sustainabledevelopment/sustainable-development-goals/ New Tech Network Agency Rubric - https://newtechnetwork.org/resources/new-tech-network-agency-rubrics/ Technovation Girls - https://technovationchallenge.org/ AI4ALL - http://ai-4-all.org/ Dr. Brene Brown interview on the Science of Success Podcast - Success and “Success is contribution.” - https://www.successpodcast.com/show-notes/2019/6/26/dr-bren-brown-the-cant-miss-interview-on-shame-self-worth-empathy-amp-living-a-courageous-life Collective Action Toolkit from Frog Design - https://www.frogdesign.com/work/frog-collective-action-toolkit

November 29, 2017 - What does it take to be a disruptive leader? Truly disruptive leaders are like Master Chefs on a cooking show, always looking for ways to take existing ingredients— the same ones everyone else has access to—and combine them in unique ways. Disruptive thinking and leadership is less about the success of any one idea and more about putting your business in a position where you have more new ideas to spend than your competition does. Luke Williams, one of the world’s leading business thinkers on innovation strategy, will join us on November 29 to discuss the importance of disruptive leadership in an era of constant change. Williams is Professor of Marketing at NYU Stern School of Business; Founder and Executive Director of the W.R. Berkley Innovation Labs; and a Fellow at Frog Design— one of the world’s most influential product strategy and design firms. His views are regularly featured in media ranging from Bloomberg BusinessWeek and Fast Company to The Wall Street Journal and The Economist. He is the author of the international bestseller, Disrupt: Think the Unthinkable to Spark Transformation in Your Business.

James and John discuss eBay finds: Apple sign, Wheels for the Mind poster, and Apple collection. John interview Kate Szkotnicki from KansasFest, and news includes Frog Design and Jony Ive. To see all of the show notes and join our website, visit us at RetroMacCast.

Evan Bacon is a Software Engineer at Expo.io. Prior to that, Evan was a designer at Frog Design and Master Builder at LEGO. He joins hosts Jared Palmer and Ken Wheeler on the Undefined to talk about React Native, game development, and his unique origin story. The gang also discusses $900k developer salaries, moving to NYC, and White Claw.Evan Bacon - Twitter, GithubKen Wheeler – Twitter, GitHub, WebsiteJared Palmer – Twitter, GitHub, WebsiteG2i - SponsorIf you're building a new product, G2i is a company that can help you find a developer who can build the first version. G2i is a hiring platform run by engineers that matches you with React, React Native, GraphQL, and mobile engineers who you can trust. Whether you are a new company building your first product or an established company that wants additional engineering help, G2i has the talent you need to accomplish your goals. Go to g2i.co to learn more about what G2i has to offer.

Luke Williams will be providing the opening Keynote for CEDIA Expo 2019 in Denver. Williams ​is Professor​ ​of​ ​Innovation and Design ​at​ ​the NYU​ ​Stern​ ​School​ ​of​ ​Business and​ ​a​ ​Fellow​ ​at​ ​Frog​ ​Design. He​ ​is​ ​the​ ​inventor​ ​of​ 30-plus​ ​U.S.​ ​patents​ ​and​ ​has​ ​designed​ ​more​ ​than​ ​100 products​ ​in​ ​industries​ ​ranging​ ​from​ ​transportation​ ​to​ ​finance​ ​and​ ​healthcare​ ​to​ ​consumer​ ​electronics. ​He​ ​is​ ​the​ ​author​ ​of​ ​the​ ​international​ ​bestseller ​​"Disrupt:​ ​Think the​ ​Unthinkable​ ​to​ ​Spark​ ​Transformation​ ​in​ ​Your​ ​Business." https://www.amazon.com/Disrupt-Think-Unthinkable-Transformation-Business/dp/0137025149 William's keynote will focus on how disruptive thinking can spark transformation in business. Register for CEDIA Expo at https://www.cediaexpo.com/

Welcome to the Better Future Podcast: Design in the Boardroom series. As part of this series, we will be releasing 40 podcasts over 40 days. From field recordings to live panels with global design giants, the Design in the Boardroom series will discuss how boards are leveraging design to accelerate economic outcomes – in other words, how design is being managed up, down and across organisations. In this episode we chat to Turi McKinley, from Frog Design. We talk about the internal culture and goal setting and how this is driving enterprise success. Turi discusses how frameworks are helping enable winning behaviours. Hosted by: Mark Bergin, Founder & CEO of DRIVENxDESIGN Kirsten Mann, VP Product Experience, Construction & Engineering Global Business Unit, Oracle Guest: Turi Mckinley, Executive Director, Org Activation

Reid Schlegel fills in for Nick this week. We talk about the Core77 Design Awards and both being a small part of products that got recognized. James interrogates Reid on the research practices he learned and used at Smart Design and Frog Design. We answer questions about the place of intuition in the process as well as Reid's haircare routine. Our shoutout of the week is @mckay.nilson. Give us a call on our google voicemail 1-646-494-4011 or send in a question to minordetailspodcast@gmail.com. You can find us on Instagram @minordetailspod, @idrawonreceipts and @reid.schlegel. Come join the conversation on the discord.

En este episodio nos acompaña Miguel Oliva Márquez, diseñador freelance para compañías como Microsoft, Leica Camera AG, Monzo o Frog Design. Nos comenta de la evolución de su carrera como diseñador y de cómo consiguió su trabajo en Microsoft. Miguel también comparte con nosotros sobre sistemas de diseño (caso Skype o Monzo) y el proceso detrás de diseñar un marca o una interfaz. También tocamos por qué Miguel solo trabaja con un cliente a la vez, qué es lo más importante a la hora de escoger un cliente, cobrar por proyecto vs. cobrar por día o cómo conseguir mantener la confianza como freelance. Te recomendamos: Perfiles sociales de Miguel: LinkedIn: https://www.linkedin.com/in/miguelolivamarquez/ Twitter: https://twitter.com/olivamarquez Checa su portafolio: https://www.miguelolivamarquez.com/ Toptal: https://www.toptal.com/designers/resume/miguel-oliva-marquez Enlaces: Entrevista de InterfaceLovers a Miguel: https://interfacelovers.com/interviews/miguel-oliva-marquez Entrevistas con diseñadores que trabajan remoto: https://remotehabits.com/interviews/tag/design THE AMAZING HIKE TO THE GREAT WALL OF CHINA (https://youtu.be/jZpT_UA1J3Q) Leica FOTOS: https://www.miguelolivamarquez.com/project/leica-fotos Skype for Windows 10: https://www.miguelolivamarquez.com/project/skype-for-windows-10

Feed Your SoulAired Tuesday, 7 May 2019, 2:00 PM ETCountless diets, cleanses, and thirty-day challenges are geared to help people lose weight, heal their digestion, and have more energy. Yet these temporary protocols fall short when it comes to true transformation. In this inspiring conversation, nutrition expert Carly Pollack shares her unique understanding of body science, brain wiring, and spiritual principles to facilitate real, long-term change. You’ll learn why your inner work the most important piece of weight loss and so much more.About the Guest: Carly PollackCarly Pollack is the author of Feed Your Soul and is the founder of Nutritional Wisdom, a thriving private practice based in Austin, Texas.A Certified Clinical Nutritionist with a master’s degree in holistic nutrition, Carly has been awarded Best Nutritionist in Austin five years running and has helped over 10,000 people achieve their health and happiness goals.Carly has lectured all over the country for incredible companies such as Facebook, Whole Foods Market, Livestrong Foundation, lululemon, Atlassian, WeWork, Tech Stars, Flatwater Foundation, Frog Design, Texas Medical Association, Rackspace, The Hilton, Planet Cancer, Dimensional Fund Advisors, Gerson Lehrman Group, Crimson, and Heineken among many more. She was a featured speaker at Whole Foods Market with CEO John Mackey and board of directors and helping founders, Margaret Wittenberg and Jim Sud.WEBSITE: https://www.carlypollack.comFACEBOOK: https://www.facebook.com/CarlyPollackNutrition/TWITTER: https://twitter.com/carly_pollackPINTEREST: https://www.pinterest.com/wisdomseekers

Charlie Burgoyne is the founder & CEO of Valkyrie Intelligence, a consulting firm with domain expertise in applied science and strategy. Charlie is also a managing partner for Valkyrie Signals, an AI driven hedge fund based in Austin, as well as the Chairman of the Board for Valkyrie Labs, an AI product company. Charlie leads a team of highly trained scientists and strategists to implement advanced analytics, machine learning and artificial intelligence into industrial processes and consumer products. Previously, Charlie held a variety of roles including Principal Director of Data Science at Frog Design, Director of Data Science at Rosetta Stone, Vice President of R&D for a government contracting firm specializing in cybersecurity and machine learning, a research physicist for the DOE and NNSA, and a research astrophysicist for NASA in conjunction with George Washington University. Charlie holds a master’s degree in theoretical physics from Georgetown University and a bachelor’s in nuclear physics from George Washington University.   About Valkyrie:   Valkyrie Intelligence is a strategic data science consultancy that transforms markets and drives measurable strategic impact for clients by applying cutting edge machine learning and artificial intelligence techniques to critical challenges across a variety of industries   Https://www.thomsinger.com/podcast/Valkyrie

On this episode Dr. Heidi interviews Rie Norregard, Managing Creative Director and host of Designing for Humanity. Rie is a Managing Creative Director at SYPartners, helping clients envision and build a future that’s made for all of us—and the best in us. Rie also hosts SYPartners' podcast, Designing for Humanity. Previously, Rie co-founded and was CEO of Omhu, and worked as a creative director at leading design firms, such as Smart Design, Organic, Quirky, and Frog Design. Outside of her role at SYPartners, Rie is an advisor to start-ups, and is a frequent speaker in the international design communities. Rie trained as a designer in Copenhagen, and lives in San Francisco with her family. Twitter ID: norregaardrie Meet Heidi at the Your Authority Blueprint Event This episode is also celebrates the launch of Dr. Heidi Forbes Öste's, new #1 Bestselling book, Digital Self Mastery Across Generations, Print edition now available from all on-line booksellers, and for order in local book sellers internationally.

Do designers have a seat at the table when it comes to solving the wicked problems of the world? If the medium is the message, what does it mean to shift the medium of design towards human behavior? In this episode, Sean Rhodes [Executive Creative Director, Frog], sheds light on these pressing questions + offers advice on how to design responsibly and with purpose. Credits---conception and production: Harshita Nedunuri; co-conception: Anne-Laure Fayard; sound design: Tunan Guo; post-production: Jessica Chase.

Jan Chipchase is a director of international research and design projects, writer, photographer and co-founder of Studio D Radiodurans, SDR Traveller and The Fixer List. He has over 15 years' experience in running international projects, has authored three books, including The Field Study Handbook and is an accomplished international keynote speaker from TED to WEF. Before founding his own practice, Jan held positions such as Executive Creative Director of Global Insights at Frog Design and Principal Scientist at Nokia. He has lived in London, Berlin, San Francisco, Shanghai, Los Angeles, and for almost a decade in Tokyo. We talk to Jan about the concept of risk in fieldwork, misconceptions about risk, responsibility & a few how-to's on pre-rationalizing risk before embarking on fieldwork. Lastly, he shares his view on time pressure he sees as a great forcer of prioritization. We talk about how to design the research experience with the purpose of enabling a social environment where strangers solve problems together; how he approaches the topic of access and some of the advantages of locally sourcing informants vs employing recruiting agencies; the link between data collecting, usage and ethics; why a good project should present the teams with ethical challenges ; dealing with bias when evaluating the potential impact of data; positive social engineering and advantages of qualitative research. Lastly, he shares his view on time pressure and why he sees it as a great forcer of prioritization. Mentioned in Podcast: Jan Chipchase blog (incl. archives) The Field Study Handbook The Little Book of Fixers Studio D 2019 Masterclasses Jan's work: Studio D Radiodurans SDR Traveller The Fixer List Hidden in Plain Sight: How to Create Extraordinary Products for Tomorrow's Customers The Field Study Handbook The Little Book of Fixers Social media and other links: http://janchipchase.com https://twitter.com/janchip https://en.wikipedia.org/wiki/Jan_Chipchase https://medium.com/@janchip https://www.linkedin.com/in/janchipchase Ted Talk 2007 The Anthropology of mobile phones

In this episode, our hosts Imran Hussain and Suleman Shahid chat with Ahmed Riaz, Head of UX Strategy at Logitech, based in California, USA. Topics include Ahmed’s journey towards design, his time at Frog Design and his current work at Logitech where he’s overseeing transformative products. Don’t forget to check out the outtakes at the end of the podcast episode and the show notes below. --- KEYWORDS logitech, design strategy, transformative products, mice, keyboard, computers, productivity tools, inductive charging, telenor, farmers, agriculture, middle east, magazines, creativity, art, computer engineering, cultural trends, ethical companies, peter drucker, design doing, craft building, design books, decolonization, outtakes --- LINKS Ahmed Riaz http://www.ahmedriaz.com https://www.linkedin.com/in/ahmedriaz/ Logitech https://www.logitech.com/ The Savannah College of Art & Design https://www.scad.edu Being Digital, by Nicholas Negroponte https://www.amazon.com/Being-Digital-Nicholas-Negroponte/dp/0679762906 Understanding Comics: The Invisible Art, by Scott McCloud https://www.amazon.com/Understanding-Comics-Invisible-Scott-McCloud/dp/006097625X/ref=sr_1_1?s=books&ie=UTF8&qid=1546281089&sr=1-1&keywords=understanding+comics Experiences in Visual Thinking, by Robert McKim https://www.amazon.com/Experiences-Visual-Thinking-Robert-McKim/dp/0818504110 --- ABOUT DESIGN BAITHAK Design Baithak is a community initiative whose mission is to promote design in Pakistan in order to help people create better products, services and customer experiences. Our podcast features in-depth conversations with design experts who share their insights, opinions and stories. We also organize meetups across the country that enable people to connect with, and learn from, each other about design thinking, human-centered design and more. You can learn more about Design Baithak on Twitter and Instagram. twitter.com/designbaithak www.instagram.com/designbaithak --- ABOUT THE ORGANIZERS Design Baithak is organized and curated by Imran Hussain, Vice President of Design & User Experience at Systems Limited in Lahore, Pakistan, and Suleman Shahid, Assistant Professor of Computer Science at the Lahore University of Management Sciences (LUMS) in Lahore, Pakistan. Imran Hussain twitter.com/imranhussain Suleman Shahid twitter.com/sulemans

On this week's episode I'm joined by Linda Quarles, Director of strategy and organizational design at Frog Design. Linda has spent decades leading organizational transformations at companies like Microsoft, Owens Corning, BAE Systems, and Cigna. She brings deep expertise in how to understand human behavior from a customer perspective. Linda shares insight into how to really uncover your clients' underlying challenge, why innovative initiatives fail, and what to recognize when trying to convince your client. You’re going to learn a ton on this episode with Linda Quarles. Listen to this episode and discover: > The biggest mistake that organizations and leaders make when it comes to thinking about growth. > How to really uncover your clients' underlying challenge. > Reasons why some innovative initiatives fail. > Why you shouldn't be in the business of convincing. > And so much more… Discover more about the Same Side Selling Podcast https://www.ianaltman.com/same-side-selling-podcast/

The Unconventional Genius podcast welcomes guest Inbal Etgar, Creative Director at frog Design, to discuss the importance of design. Inbal leads the product development team of mechanical engineers and industrial designers at frog, which has been in business for over 50 years. During our conversation, Inbal talks about her role at frog, how they help companies succeed and what she sees for the future of design. frog Design has played an instrumental role in many well-known companies and products. They have worked with companies like GE, Google, and Heatworks. Most notably, frog helped strategize and create Apple’s design language called Snow White for their line of computers. Hear Inbal recount the opportunities she has had to leverage the importance of design with these major companies. The benefit of design for Heatworks During our conversation, Inbal details the work that she and her team has done for Heatworks. Heatworks is also a client that I have worked with and I know firsthand that they are an innovative company with beautiful design. frog helped Heatworks design one of the most unique countertop dishwashers on the market today. The Model 3 by Heatworks is a countertop dishwasher that uses a completely new way to heat water. By developing this type of technology, Heatworks was able to use their water-heating method in different applications, including the dishwasher. During our interview, Inbal shares her experience working with Heatworks to not only help with product design, but also with their overall branding. Inbal Etgar’s journey into industrial design Inbal shares with me her journey to becoming the creative director at frog. Starting out as a painter and sculptor, she had a passion to shape her environment. A family friend, who was an industrial engineer, invited her to help build some models which opened her eyes to the professional opportunities that industrial design held. Inbal says that industrial design is the intersection of engineering and plastic arts. She appreciates the constraints of the discipline and the opportunity to redefine visual norms. Inbal has traveled through Europe and China and experienced the different aspects of industrial design. She landed in the United States just before the release of the first iPhone and Fitbit. Inbal has achieved the rare privilege of experiencing the confluence of passion and skill. The acceleration of progress and how it is impacting design. Is design experiencing benefit from the acceleration of progress? Inbal says design is a key factor in progress and innovation but is only successful when a company has a solid foundation. She suggests that companies can over-index on design and fail to actually solve a problem for businesses and consumers. Inbal says, “Design starts in the boardroom.” You can have a really beautiful design but if you don’t have clarity about how you are going to ensure longevity, you will struggle to deliver over time. Hear more insight from Inbal’s unique experience and perspective during this episode of Unconventional Genius. The importance of design and its connection to failure “Success lives where tolerance for failure exists.” Inbal stresses the importance of being willing to fail. Data and research help you better understand how to solve problems, but sometimes you have to follow intuition. Inbal cites Steve Jobs as a great example of someone who took risks and failed but who bounced back to experience unprecedented success. During this interview, Inbal shares her vision for the future of design. She believes that the importance of design is understood better than ever before. She believes that companies gain an advantage in creating a product and solving a problem by having a designer at the table. Listen to this episode of the Unconventional Podcast to hear more from Inbal Etgar. If you are with a consumer technology company planning to launch a new product at CES or are even looking ahead to CES 2019, the Max Borges Agency can help you succeed. To learn more, check out: www.maxborgesagency.com. Topics Featured In This Episode [1:02] Inbal Etgar explains how frog Design helps companies overcome business challenges [4:37] How design can be a really powerful tool in helping a company achieve their goals [8:11] Inbal explains how they helped Heatworks design their brand [11:08] Thinking outside the box in designing a dishwasher for Heatworks [14:17] The background and experience that led Inbal Etgar to become a designer [20:20] How the acceleration of progress and growth impacts the industrial design industry [25:50] The balance of solving obvious problems with educating consumers about problems they didn’t know they even had [30:00] How design and development help uncover truth for companies [32:09] What bad design drives Inbal Etgar [36:38] Are chopsticks better than forks? Considering history and culture in design. [41:40] Applying lean method prototyping approaches to design [43:47] The future and the role of design according to Inbal Etgar Resources & People Mentioned Heatworks Connect with Inbal Etgar Inbal Etgar Connect With Max Borges www.MaxBorgesAgency.com LinkedIn Subscribe to Unconventional Genius onApple Podcasts, Otto Radio, Player FM, Soundcloud, or Spotify

Product Designer / Entrepreneur [Education]: Brigham Young University, Astro Studios, Lunar Design, Frog Design, [Work]: Xbox 360, Apple, EA Sports, Facebook, Nike+ Fuelband, HP, Skullcandy, and More Featured in Fast Company's 2018 list of most innovative companies, Astro Studios is responsible for some of the most coveted tech products in recent history including XBOX 360 and the Nike+ Fuelband. We spend roughly an hour talking to Brett Lovelady--founder and CEO--hearing about the behind the scenes and his very detailed tactics on prototyping.

Why does the past matter? In our fast-paced, future-facing world, what's the value and importance of studying history, and how can we do it better? And what part do our answers to these questions ultimately play in shaping times to come? Dr Stuart Candy presented this public lecture as part of the State History Conference 'Hearts & Minds: Revaluing the Past' and the Open State program, held in October 2017. It was supported by Museums Galleries Australia (SA) and University Collections, University of Adelaide. In the recorded talk Dr Stuart Candy explores the value of understanding our past when it comes to looking to the future. Dr Stuart Candy is leader of Foresight + Innovation for Arup Australasia, based in the Melbourne office. He brings to the role a decade of experience in futures practice across multiple sectors. He has worked on projects for the governments of Australia, Korea, Hawaii, Singapore, and the United Kingdom, and has also done foresight events or projects with General Electric, Autodesk, Frog Design, Institute for the Future, IDEO, and the TED conference in Long Beach, California. Stuart works at the intersection of design and foresight, and has an international reputation in the design of experiential futures – translating scenarios into immersive situations and tangible artefacts. This free public lecture was part of the History Trust of South Australia's Talking History series. For upcoming events visit: history.sa.gov.au/whats-on/events/

本期节目我们请到了前 Facebook 的产品设计师、现任 Airbnb China 的设计经理 Vivian Wang 做客。从卡内基梅隆大学的传播设计本科毕业，到去大名鼎鼎的 Frog Design 做实习生，在 Facebook 上市之际加入了他们的设计团队，再到成为 Airbnb 中国团队的第一个设计师、并成长为一名管理十多位员工的设计经理，Vivian 作为设计师的经历就像是一份完美的成绩单。然而，在她看来， 她的成长经历是一段失去自信、又不断找回自信的过程。 01:06 童年时代辗转中美两地，我意识到中国才是家 06:39 不知道自己想要什么时，如何走出迷茫？ 12:10 设计师的四个成长阶段 14:45 我见过很多 CMU 凌晨四点的样子 18:43 同班同学们的作品都很雷同，要如何脱颖而出？ 23:58 没有用过 iPhone, 我却用一份 iOS 设计加入了 Facebook 26:03 初入职场，我靠什么度过了 Facebook 的试用期 29:13 萌新设计师挑大梁改版 Facebook 首页 36:00 设计师如何有效的给反馈和听反馈 嘉宾联系方式 Vivian 的个人主页：http://vivianwang.com/ Vivian 的领英：https://www.linkedin.com/in/wangvivian 文字整理稿 「从硅谷回国，我没有任何犹豫」：Airbnb 中国设计经理 Vivian Wang - 知乎

本期节目我们请到了前 Facebook 的产品设计师、现任 Airbnb China 的设计经理 Vivian Wang 做客。从卡内基梅隆大学的传播设计本科毕业，到去大名鼎鼎的 Frog Design 做实习生，在 Facebook 上市之际加入了他们的设计团队，再到成为 Airbnb 中国团队的第一个设计师、并成长为一名管理十多位员工的设计经理，Vivian 作为设计师的经历就像是一份完美的成绩单。然而，在她看来， 她的成长经历是一段失去自信、又不断找回自信的过程。 01:06 童年时代辗转中美两地，我意识到中国才是家 06:39 不知道自己想要什么时，如何走出迷茫？ 12:10 设计师的四个成长阶段 14:45 我见过很多 CMU 凌晨四点的样子 18:43 同班同学们的作品都很雷同，要如何脱颖而出？ 23:58 没有用过 iPhone, 我却用一份 iOS 设计加入了 Facebook 26:03 初入职场，我靠什么度过了 Facebook 的试用期 29:13 萌新设计师挑大梁改版 Facebook 首页 36:00 设计师如何有效的给反馈和听反馈 嘉宾联系方式 Vivian 的个人主页：http://vivianwang.com/ Vivian 的领英：https://www.linkedin.com/in/wangvivian 文字整理稿 「从硅谷回国，我没有任何犹豫」：Airbnb 中国设计经理 Vivian Wang - 知乎

When we're asked to create a learning solution, how often do we think about the context within which that solution will sit? Design thinking prompts us to take a wider view, collaborating with learners and stakeholders to co-create a course or resource. On this week's podcast, Connie Malamed from The eLearning Coach podcast joins Ross G and Owen to share her insight into design thinking. If you'd like to share your thoughts on the show, you can tweet us @RossGarnerGP, @OwenFerguson and @eLearningCoach. You can also find us @GoodPractice or @GoodpracticeAus. To find out more about GoodPractice, visit goodpractice.com.  Harvard Business Review covered design thinking in some detail here: https://hbr.org/2015/09/design-for-action Connie's NICU and HDX examples from Frog Design can be found at https://www.frogdesign.com/press-release/aspect-imaging-frog-collaborate-mri-technologies and https://www.frogdesign.com/work/un-ocha-humanitarian-data-exchange We covered agile methodology way back in episode 13. You can listen here: http://podcast.goodpractice.com/agile-ld-lessons-from-coding Owen's 'Little UI Details' Twitter moment recommendation can be found at: https://twitter.com/i/moments/880688233641848832?lang=en Ross' '1 Second Everyday' video for 2017 is on YouTube at: https://www.youtube.com/watch?v=Hg9skphCdsE You can find out more about Connie by visiting theelearningcoach.com or by listening to The eLearning Coach podcast.

Subscribe: Apple Podcasts | Android | Spotify Listen: WhereWeBuy.show Vincent Ottomanelli, the former head of Americas for Salvatore Ferragamo USA, talks about how luxury consumers will shop online and what the younger generation thinks of luxury goods.  Richard Tyson of Frog Design says that the most successful retail environments are the ones that you don't even notice. Retailers have to figure out how their stores fit into the lives of their shoppers. Join us at the Connect Retail West conference on Jan 25th at the Hurley Surf Club in Huntington Beach, California. Get 20% off registration with promo code "wherewebuy" Leave a message on the Where We Buy hotline. We may use it on an upcoming show. Call (602) 633-4061  Got a retail question?  Tweet at: @JamesDCook   Read more retail research here. James Cook is the director of retail research in the Americas for JLL. Theme music is Run in the Night by The Good Lawdz, under Creative Commons license.

没错，闲聊。JASKNi是一个26岁的自学设计师，六年前以freelance designer的身份入行，目前在青蛙设计公司（Frog Design）的上海办公室做视觉设计。在加入Frog之前，他曾是帮Zealer建立了视觉风格的第一任设计师，也是帮GitCafe完成体验升级的设计总监。而再之前，他是一个交不起房租天天吃兰州拉面的freelancer，直到在包益民的书里读到「Frog 是世界上最好的设计公司」这句话。通过专注地做着自己喜欢的事情，JASKNi找到了适合自己的环境和位置。有着相同追求或正在学习设计的朋友可以听一听，或许可以从我们的闲聊中找到一些共鸣与方向。---------------------------------------------------------------------很多朋友问怎么进入神秘的“异能微信群”，请关注我们的公众号“异能FM”，导航栏处点击“加入我们”后点击“加微信群”，点开推送，填写进群问卷后，我们神秘的异能君会联系你的。商业合作请在电台公众号“异能FM”后台留下您的联系方式，或联系邮件：info@yineng.fmPoster：花花文：晶晶本期主播：Pan，花花，浦浦，郑芃

没错，闲聊。JASKNi是一个26岁的自学设计师，六年前以freelance designer的身份入行，目前在青蛙设计公司（Frog Design）的上海办公室做视觉设计。在加入Frog之前，他曾是帮Zealer建立了视觉风格的第一任设计师，也是帮GitCafe完成体验升级的设计总监。而再之前，他是一个交不起房租天天吃兰州拉面的freelancer，直到在包益民的书里读到「Frog 是世界上最好的设计公司」这句话。通过专注地做着自己喜欢的事情，JASKNi找到了适合自己的环境和位置。有着相同追求或正在学习设计的朋友可以听一听，或许可以从我们的闲聊中找到一些共鸣与方向。---------------------------------------------------------------------很多朋友问怎么进入神秘的“异能微信群”，请关注我们的公众号“异能FM”，导航栏处点击“加入我们”后点击“加微信群”，点开推送，填写进群问卷后，我们神秘的异能君会联系你的。商业合作请在电台公众号“异能FM”后台留下您的联系方式，或联系邮件：info@yineng.fmPoster：花花文：晶晶本期主播：Pan，花花，浦浦，郑芃

Patricia Roller talks about balancing the art + science of product management based on her experience as Co-CEO at frog design inc. In this conversation, Patricia delves into the importance of teamwork as a product manager. She also explains how to navigate the balancing act of handling so many moving parts by focusing on the end goal of meeting customer needs.

Today’s guest is the multi-faceted and uniquely talented Adam Richardson. He is the author of the book Innovation X: Why a Company’s Toughest Problems Are Its Greatest Advantage, and is a contributing writer for the Harvard Business Review. Adam was formerly a design lead at Frog Design focusing on strategy and user research practices and today, he works as a product manager at Financial Engines. He shares his insights on how companies can continually bring innovation to the market, start solving ‘wicked’ problems and truly understand the customer experience.   Key Takeaways: [1:14] There are common problems within certain business segments. If your company is able to solve the problems you have the advantage. [5:44] Instead of attempting to solve problems with a purely internal, operations perspective, bring in an external, customer-oriented perspective for a balanced solution. [11:48] A wicked problem is a type of problem that is very systemic in nature. You know there is a problem, but the fundamental challenge is trying to figure out what the problem actually is. [12:26] To understand wicked problems you need to first start forming solutions.  It's an iterative process where your understanding of the problem develops as you come up with initial solutions. [15:35] Ethnographic research is working with a small number of customers in an intimate, emotional way. [23:08] How can leaders adopt the challenge of the unknown to solve wicked problems? [27:37] ‘Design Thinking’ is neither universal among designers nor exclusive to them. [38:11] Leaders have to manage internal and external communications, and reinforce the company’s vision. [40:54] Customer journey mapping is one of the most powerful tools a company can use. [45:44] Relinquish some control in order to provide the customer a unique experience. [50:06] Contact information for Adam Richardson   Mentioned in This Episode: Adam Richardson @richardsona on Twitter Frog Design Financial Engines Jobs to Be Done NPR One Praxent Praxent on Twitter

In this episode, Angie interviews Turi McKinley from frog design, a global design and strategy firm. As a leader at frog, Turi regularly utilizes design thinking principles in order to excel frog’s thought leadership initiatives. During her interview, Turi explains the complex topic of design thinking in layman’s terms, as well as why design thinking is an essential mindset for anyone dealing with complex, wicked problems.

How do you take healthcare innovation into business as usual practices? Joining me on Get Social Health is Andre Blackman, a member of the Jump Foundry team and Producer for Health:Further. This program that brings healthcare innovators together with healthcare professionals to figure out how to implement innovative products, services, and ideas in real-world businesses. Health:Further You know, healthcare innovation is a lot like the weather, everybody talks about it but nobody does anything about it. That may be stretching the metaphor a bit but, seriously doesn’t it seem that awful lot of innovation never quite gets into practice in a healthcare setting? In our conversation Andre and I start with his You know, healthcare innovation is a lot like the weather, everybody talks about it but nobody does anything about it. That may be stretching the metaphor a bit but, seriously doesn’t it seem that awful lot of innovation never quite gets into practice in a healthcare setting? In our conversation Andre and I start with his previous podcast topic, the Sustain or Die Manifesto. Andre developed this idea a few years ago to inspire others to think about taking healthcare innovation into practice. In his new role with Health:Further, Andre is responsible for creating events that bring together digital health innovators and the healthcare see suite to talk about how you can use innovations in a practical real world setting. Listen to our conversation on the podcast or jump in at the timestamps below. 00:00 Introduction: Agent of Change - Andre Blackman02:19 The Sustain or Die Manifesto04:52 Wearables gaining interest for health tracking07:20 Manifesto13:58 Brand new project - Health:Further18:10 Med help to those without23:04 Producing Quarterly events24:24 Jumpstart Foundry25:11 Are you targeting just Healthcare Systems?25:57 Health innovation - Where's the impact?28:09 What core competencies does the health entrepreneur need?30:54 Looking for the small healthcare solutions32:29 Room for individuals?33:56 Levels of involvement35:26 What is your role with Health:Further?36:40 Dana Lewis, #hcsm Moderator, "Jump in!" Additional Resources Andre's website and @mindofandre on Twitter Andre on LinkedIn Pulse + Signal Facebook page RecycleHealth (only a FB page for right now) Aaron Sklar - design + healthcare, co-founder of Prescribe Design IDEO, Frog Design = two leading design-thinking companies Flip the Clinic, waiting room experiences - initiated by Thomas Goetz and led by my friend Whitney Zatzkin (@MsWZ)   Health:Further Resources:   Main website: healthfurther.com My introduction post as Producer and the mission The HF events page that links to our March 1st event on telehealth My interview with Jane Sarasohn-Kahn on Health:Further and important of fresh thinking for healthcare innovation Follow HF on Twitter as @HealthFurther and Facebook

How can you make your work or business romantic? Our Guest: Tim Leberecht, the author of the book The Business Romantic (Harper Collins, 2015), and the founder of The Business Romantic Society, a collective of marketers, researchers, and artists who help leaders build human and soulful businesses. Previously, he served as the chief marketing officer of NBBJ, working with clients like Amazon, Google, Samsung, to Tencent. He was also chief marketing officer for Frog Design, known for its work with Apple, Disney, GE, and many other Fortune 500 brands. His writing has appeared in Harvard Business Review, Entrepreneur, Fast Company, Forbes, Fortune, Psychology Today, Washington Post, and Wired. He’s spoken at venues including TED, The Economist Big Rethink, the Silicon Valley CEO Summit, Commonwealth Club, Carnegie Mellon, Yale University, and the World Economic Forum. Quick Preview of the Podcast: ­ How business is about meaning­-making. ­ Why you must bring passion into your creation. ­ The romantic guidelines to bring more meaning into your work life. To grab a free “Business Breakthrough” coaching call with Alex, text the word “breakthrough” to 33444 or click here. Listen to the learn how to turn your passion into profit. Hit us up: Email soulfeedpodcast@gmail.com with your questions for the show. Visit Shannon and Alex for more.

Extrém sysop, német fotószoftver, posztoló barátok, csodás Facebook-trollkodás, zsebturkász cégek, Frog Design jövőszag, vízcseppsütemény, májkrémes hamutartó, TLD-galéria, csavarhúzós karkötő, epapíros karkötő, RasPi 2, teszveszváros és a doboz éve. Such hullám, much tudomány, akarom mondani mégse lettek meg a gravitációs hullámok nyomai, bármennyire felplankolták a leletüket a BICEP2 tudósai. Cserébe többet tudunk a csillegközi porról. Ennél … Continue reading #091. Fraktálpizza adás

Mike feels that apps can create self awareness and lead to more collaborative and productive relationship between patients and doctors. Formerly a Creative Director at Frog Design and Fjord, two of the world’s most renowned design agencies, he is one of the creative minds behind Clue, the number one cycle tracking app in the US. Clue, which has been covered by The New York Times, Wired and Vogue, is a unique fertility tracking app that is confident, scientific - and not pink. In his presentation at Lift, Mike will share his experience from 15+ years in qualitative research and prototype development both on stage and in in-depth conversations following his presentation.

Jared Ficklin tells us about his personal projects and his work at Frog Design in Austin, Texas. Follow us on Twitter : @seb_ly @iainlobb @jaredrawk

Mainstream mobile devices are being loaded with sensors. These devices can be used to create experiences that are tailored, adaptive and responsive to the way people live and work. Location-awareness allows devices to respond to place, networked address books enable socially rich communication experiences, and motion and gestural sensors empower designers to respond to context of use. All these elements are creating a ’sensitive ecosystem’; mobile devices that adapt gracefully to context and use. This presentation will explore some of the design and technology trends that are shaping design for mobile devices, show examples of devices and services that are starting to take advantage of these trends, then explain how designers need to rethink design problems to take advantage of this technological ground-shift. Gabriel is a seasoned interaction designer and world traveler. Currently Interaction Design Director at Punchcut in San Francisco, Gabriel was a Principal Designer at Frog Design, led design teams at Motorola China, visited Microsoft’s Research Lab in Beijing, and consulted in Australia. With ten years’ experience in the design industry and a deep understanding of the mobile space, Gabriel is passionate about creating meaningful products and services that help improve people’s lives. He has written for ACM Interactions Magazine, and publishes regularly through his mobile design blog, Small Surfaces. Gabriel was the interaction design lead for Motorola’s MotoFone, a phone designed specifically for poor, non-literate people in developing countries. Licensed as Creative Commons Attribution-No Derivative Works 3.0 (http://creativecommons.org/licenses/by-nd/3.0/).