In his book, The Art of Innovation, Tom Kelley outlines the innovation process as he has seen it through his experience at IDEO as of 2001. Many of the innovative methods used by IDEO at that time have since become accepted practice in today's design agencies, including a few where I have personally worked. Others are still finding their way into the market. Yet others still, have been left behind as better strategies have taken their place.
LuckThe founder of IDEO, David Kelley, had many ideas on which to build the company, yet his success, at least in part, is routed in fortuitous networking and a dose of luck. In particular, his collaboration on the original Apple Lisa computer was initiated through a neighbor's acquaintance with Steve Jobs. As a Roman philosopher once said, “Luck is what happens when preparation meets opportunity.” David had recruited several talented employees and was ready to take on Steve Job's work when it presented itself. I think we can all take a lesson from that.
User ResearchAs a student of psychology, it was interesting for me to read about the emphasis of understanding users prior to undertaking design innovation. This, in essence, is what defines user-centered design, a practice on which I base my personal understanding of the design world. Observing the users, looking for home-made solutions, understanding the existing methods etc. - is this not what everyone is doing today? Well, no.
Just last February, I was fortunately to attend the IxDA conference in Vancouver. The usual debate on what Interaction Designers should call themselves ensued. However, one aspect of our jobs that many speakers emphasized was the focus on understanding behavior. They spoke of the need for design to accommodate existing behaviors rather than require users to alter their behaviors in order to accommodate the design.
In my recent job search and exploration of today's design agencies, I have found that design agencies are now actively making the transition to incorporate user research into their process. Something that IDEO was doing 10 years ago is finally penetrating the main stream. The most vivid example of such a move has been the evolution of discreet positions for User Experience Researcher and Designer (aka Interaction Designer).
BrainstormingOne of the most concrete methods for design that Tom Kelley provides is an outline of the perfect brainstorming session. His description emphasizes playfulness yet balances it with the need for a prepared facilitator (and no boss, of course). Rarely have I witnessed a brainstorming session that has balanced these three criteria and many can benefit from Kelley's dissection of the brainstorming process.
People & EnvironmentTom Kelley recognizes that it takes great people, working in a great environment to create great products. According to him, the key to such greatness lies in finding a diverse group of talented individuals and providing them with a shared challenge on a tight deadline. It is interesting to consider that by the sheer existence of clients (with their challenges and deadlines) they are supporting creativity.
Kelly proceeds to describe a need for a "playful" environment, one in which team members can have fun and develop trust for each other and the company. I have witnessed several companies incorporate playfulness into the work office - setting up wii games, pool tables or rock band. However, none of these things have been brought in as a seamless compotent of the project work as described in the IDEO environment. However, I have to question the need for seamless playfulness in design agencies as a whole. Do interactive agencies focusing on financial software need to play as part of the design process? Or is it adequate to play during break time?
FlexibilityFlexibility is a reccuring theme in The Art of Innovation. Kelley supports flexibility in every aspect of a company process, starting with the workspace itself - to allow employees to be creative with their space, is to support the creative process itself. A flexible team can anticipate and manage potential barriers - Patent already filed? Just create a new design! Flexibility allows for a quick reaction to the unexpected. If your customers found an alternative use for your product, then you can re-package it to accommodate the new use.
I find Tom Kelley's points of view on flexibility to be beautiful, but overly idealistic. While interviewing my colleagues, I witnessed two schools of thought regarding the level of flexibility within the same company. Some people were thrilled with the level of flexibility allotted. Others claimed that this same flexibility was just a "euphanism for chaos." While yet another were frustrated with the formulaic process by which we formed individual project plans. I believe that "flexibility" is always walking a fine line amongst structure, empowerment and chaos.
User ExperienceEven though Tom Kelley does not mention "usability" or "user experience design" he consistently makes references to its attributes. He emphasizes simplicity and making use of product affordances in order to create welcoming experiences. He also advises the design of experiences over products, referencing retailers as examples since that has been their bread and butter for much longer that in the product industry.
I am happy to say that entire User Experience groups have since become common for web and product design agencies and corporations alike. Despite our internal battles for proper titles - are we Interaction Designers? Information Architects? User Experience Designers? - we have all come to the agreement that products are no longer just nouns.
FailureOne of my personal favorite takeaways from the reading was the emphasis on failing fast on your way to innovation success. Risk-taking as a company is sometimes discouraged, particuparly in larger corporations. However, being open to failure can be the route to success. This failure can take place in the market or through prototype development. Whatever the case, you must be ready to fail in order to succeed.
Innovation Takes TrainingWe often learn that we need training in design, programming, writing etc. However, we rarely hear that we need training in thinking up new ideas. However, Tom Kelley makes a clever analogy comparing your "brainstorming muscle" to any other muscle in your body. He encourages practice brainstorming in groups and even through observation excersises on your own. Like any other skill, innovation takes practice.
Concluding ThoughtsTom Kelley provides an insightful description of the IDEO innovation process. I recommend considering how his ideas can fit into your own unique work environment. We can all be reminded to study our customers and to allow flexibility within our work. However, take care to remember what your team needs because perhaps it's just a little more coffee.
