Design-Driven Innovation by Roberto Verganti, 2009:
Culture is one of the most precious gifts of humanity.
Often, however, this gift remains unharnessed. Management theories do not help us unleash it. Rather, they often suggest that people hide it. The innovation tools, analytical screening models, and codified processes that experts recommend are typically culturally neutral or even culture averse. When innovation is purely technical (such as when it optimizes an existing feature), these methods may work well. However, when a firm wants to radically innovate the meaning of products and propose new reasons why people could buy things, these culturally neutral methods fail miserably.
這就是為何台灣設計學術界做了一堆感性工學,認知差異等研究卻無助增加產品的'文化'(或說人性)衝擊面. 有句玩笑話是說Apple 公司從不做市場調查, 他們老闆 Steve 都是站在鏡子前問自己'我想要甚麼'.
我 曾發展並使用系統化的方法評估產品與設計. 現在, 慶幸自己搞的是設計與藝術研究創作. 它的畢業資格, 不要n幾篇學術文章發表, 不要得多少獎. 只有一條: 'Be able to justify the claim of the work making an artistic contribution of culturally substantial significance.'
Culture is one of the most precious gifts of humanity.
Often, however, this gift remains unharnessed. Management theories do not help us unleash it. Rather, they often suggest that people hide it. The innovation tools, analytical screening models, and codified processes that experts recommend are typically culturally neutral or even culture averse. When innovation is purely technical (such as when it optimizes an existing feature), these methods may work well. However, when a firm wants to radically innovate the meaning of products and propose new reasons why people could buy things, these culturally neutral methods fail miserably.
這就是為何台灣設計學術界做了一堆感性工學,認知差異等研究卻無助增加產品的'文化'(或說人性)衝擊面. 有句玩笑話是說Apple 公司從不做市場調查, 他們老闆 Steve 都是站在鏡子前問自己'我想要甚麼'.
我 曾發展並使用系統化的方法評估產品與設計. 現在, 慶幸自己搞的是設計與藝術研究創作. 它的畢業資格, 不要n幾篇學術文章發表, 不要得多少獎. 只有一條: 'Be able to justify the claim of the work making an artistic contribution of culturally substantial significance.'
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