|Title:||Design-driven innovation : changing the rules of competition by radically innovating what things mean|
Countering conventional user-centered theories of innovation, Verganti (management and design, Politecnio di Milano, Italy) presents the need for and processes of design-driven innovation for creating products “that customers do not expect but that they will eventually love.” Apple Computer’s iPod vision is cited as one that involved redefining the meaning as well as the technologies of listening to music. The book includes a table of companies, industries, and markets discussed in the book, and comments on this strategy’s implications for education and design policies. [As provided by Syndetics]
Robert Verganti qualifies what this book is NOT about early on in the book when he states in his “Letter to the Reader” that “This is not a book on design … not about creativity or about scrutinizing users. This is a book on management.” From the onset he focuses on the manager as the ‘business person’ who infuses the organization culture with his own as he leads and manages innovation. He explains design-driven innovation strategy, with examples from Alessi to the Xerox, in Part 1 and he goes on in the second part to discuss the way innovative design discourse works. His observation is that most successful companies drive innovation not by focusing on users. Instead he examines among other means, their integrated design discourse culture and their use of ‘interpreters’. The last part on the book briefly suggests transferable aspects of the ‘design-driven innovation method’. Earlier sections of this book intrigue as Verganti analyses innovation leaders like Apple who “don’t listen to the market but instead create new markets.” Later concepts about inclusive design communities are familiar albeit bearing different labels and marketing contexts. While the methods do not sound complex, the approaches are broad implying long term adoption and acceptance.