Sean Carney at Phillips: Design Saves Lives
“We co-create things together. There is no such thing as a free standing design team anymore. Device engineers, software designers and user interaction designers sit together as part of an agile team,” says Carney.
Design was too far removed from ‘the heat of the battle.’
His diagnosis of the situation at Philips was that design could improve the company’s standing if it were better integrated with the business. In his words, design was too far removed from “the heat of the battle.” So he gave his design teams the objective of “moving the needle” to help Philips win more business and improve its Net Promoter Score. He set about changing the CEO’s mind by connecting design to different parts of the business.
Carney, who leads 400-plus creatives within Philips, has encouraged his teams to forge new links with departments such as corporate strategy, technology research, new business development, and country sales organizations. As well as breaking out of the bureaucratic structures around design, which were, in his view, the root of the problem, he emphasizes the need for a more networked and expansive view of how design functions. ‘We’re moving from designing individual product experiences to designing wider ecosystems,’ he says. Under his leadership, Philips has gone from designing health-care devices to working alongside its business development teams to devise elements that span a hospital patient’s entire care cycle. His work with corporate strategy often revolves around thinking more widely about new revenue streams.
“Design thinking will only live if you’re doing—rapidly prototyping, sketching, enabling people to cocreate together—that’s where the real power of design thinking is unlocked. But it is still important to respect the craft of design: if it isn’t beautiful or has a usable interface that creates stickiness, then design thinking amounts to very little.”
Strive for progress not for perfection. I’ve interviewed 15 billionaires on my podcast. This is the one consistent thing between all of them.
Designing space legislation
The new Australian space agency headed by Dr Megan Clark is a great step forward and will go a long way in enabling a vibrant space industry.
One bit of challenge is:
Revising Australia’s Space Activities Act
The agency is currently in the process of reviewing the country’s Space Activities Act, which came into effect in 1998.
SAID CLARK, “THE TECHNOLOGY’S CHANGED, AND WE DON’T WANT TO INHIBIT INNOVATION. REALLY, THINGS HAVE CHANGED FUNDAMENTALLY — THE COST, THE ENTRY, THE MECHANISMS, THE ORBITS, HAVE ALL CHANGED, AND SO WE NEED TO UPGRADE OUR FRAMEWORKS AND OUR LEGISLATION”.
How might we use design principles to have a point of view, understand, innovate, prototype ans validate the new legislation?
Gig economy - contractors or employees
In the “future of work” the gig economy conversation is critical. Uber is the quintessential example of that.
How we classify drivers for Uber will be a critical component.
The issue of unemployment insurance, while seemingly arcane, underscores a pivotal question for the global gig economy: Are the people driving for Uber or delivering coffee for Postmates independent contractors or are they employees with benefits like unemployment insurance?
New York state now appears closer to having an official position, one that Uber fought hard to forestall. The company has exhausted all options for challenging that decision within the confines of the labor department.
From Politico “Uber loses a ‘precedential’ victory, and some New York state drivers win ‘employee’ status”
“For organizations to survive and grow, their rate of learning has to be equal to, or greater than, the rate of change in their environment. Revans’s axiom –L ≥ C –is an essential of organizational ecology.”
from “The Fish Rots From The Head: The Crisis in our Boardrooms: Developing the Crucial Skills of the Competent Director” by Bob Garratt
In this approach we will be starting with a point of view, use insights from the market and customers to ideate for new solutions. We will explore multiple new ideas and prototype with the clubs and finally the validated learnings become the actual strategy.
This approach and lens should continue over the next few years with updated learnings.
SMART COMPANIES TRY TO COMMODITIZE THEIR PRODUCTS’ COMPLEMENTS
Joel Sposky quoted in the paper // Commmoditize your complement
All else being equal, demand for a product increases when the prices of its complements decrease.
…In general, a company’s strategic interest is going to be to get the price of their complements as low as possible. The lowest theoretically sustainable price would be the commodity price - the price that arises when you have a bunch of competitors offering indistinguishable goods.
So: Smart companies try to commoditize their products’ complements. If you can do this, demand for your product will increase and you will be able to charge more and make more.