Design thinking : new product development essentials from the PDMA

Design thinking new product development essentials from the PDMA

Develop a more systematic, human-centered, results-oriented thought process Design Thinking is the Product Development and Management Association's (PDMA) guide to better problem solving and decision-making in product development and beyond. The second in the New Product Development Essentials...

Descripción completa

Detalles Bibliográficos
Autor Corporativo: Product Development & Management Association (-)
Otros Autores: Luchs, Michael, 1968- editor (editor), Swan, Scott, 1962- editor, Griffin, Abbie, editor
Formato: Libro electrónico
Idioma:Inglés
Publicado: Hoboken, New Jersey : Wiley 2016.
Edición:1st edition
Colección:THEi Wiley ebooks.
Materias:
Product design.
Critical thinking.
Creative ability in business.
Ver en Biblioteca Universitat Ramon Llull:https://discovery.url.edu/permalink/34CSUC_URL/1im36ta/alma991009629805406719
Tabla de Contenidos:
  • Intro
  • Title Page
  • Copyright
  • Table of Contents
  • About the Editors
  • Chapter 1: A Brief Introduction to Design Thinking
  • Introduction
  • 1.1 The Concept of Design Thinking and Its Role within NPD and Innovation
  • 1.2 A Framework of Design Thinking
  • 1.3 Design Thinking as a Nonlinear Process
  • 1.4 The Principles and the "Mindset" of Design Thinking
  • References
  • About the Author
  • Part I: Design Thinking Tools
  • Chapter 2: Inspirational Design Briefing
  • Introduction
  • 2.1 Nine Criteria of an Inspirational Design Brief
  • 2.2 Writing the Inspirational Design Brief
  • 2.3 Research Findings about Inspirational Design Briefs
  • 2.4 Three Pitfalls to Avoid
  • 2.5 Conclusion: Keys to Success
  • References
  • About the Author
  • Chapter 3: Personas: Powerful Tool for Designers
  • Introduction
  • 3.1 Defining Personas
  • 3.2 The Importance of Personas
  • 3.3 Creating Personas
  • 3.4 Illustrative Application of Personas
  • 3.5 Summary
  • 3.6 Conclusion
  • References
  • About the Authors
  • Chapter 4: Customer Experience Mapping: The Springboard to Innovative Solutions
  • Introduction
  • 4.1 Inputs to the Experience Map
  • 4.2 The Experience Mapping Process
  • 4.3 The Experience Map as a Springboard to Innovative Solutions
  • 4.4 Conclusion
  • References
  • About the Authors
  • Acknowledgment
  • Chapter 5: Design Thinking to Bridge Research and Concept Design
  • Introduction
  • 5.1 Challenges in Idea Generation
  • 5.2 The Need for a Systematic Method to Connect to the User
  • 5.3 The Visualize, Empathize, and Ideate Method
  • 5.4 The Importance of Visualizing and Empathizing before Ideating
  • 5.5 Applying the Method
  • 5.6 Conclusion
  • About the Author
  • Chapter 6: Boosting Creativity in Idea Generation Using Design Heuristics
  • Introduction
  • 6.1 Where Do New Design Ideas Come From?.
  • 6.2 A Tool to Assist with Idea Generation: Design Heuristics
  • 6.3 How Design Heuristics Were Identified: The Evidence Base
  • 6.4 77 Design Heuristics for Idea Generation
  • 6.5 How to Use Design Heuristics to Generate Design Concepts
  • 6.6 Evidence of the Value of the Design Heuristics Tool
  • 6.7 Conclusion
  • 6.8 Appendix
  • References
  • About the Author
  • Chapter 7: The Key Roles of Stories and Prototypes in Design Thinking
  • Introduction
  • 7.1 A Design Thinking Product Development Framework
  • 7.2 What Is a Story?
  • 7.3 What Is a Prototype?
  • 7.4 Putting It Together-Combining Stories and Prototypes
  • 7.5 Employing Stories and Prototypes in Your Process
  • 7.6 Conclusion
  • References
  • About the Author
  • Part II: Design Thinking within the Firm
  • Chapter 8: Integrating Design into the Fuzzy Front End of the Innovation Process
  • Introduction
  • 8.1 Challenges in the FFE
  • 8.2 Design Practices and Tools for Assisting in Problem Definition
  • 8.3 Design Practices and Tools for Assisting in Information Management
  • 8.4 Design Practices and Tools for Assisting in Stakeholder Management
  • 8.5 How to Integrate Design Professionals in FFE
  • 8.6 Conclusion
  • References
  • About the Authors
  • Chapter 9: The Role of Design in Early-Stage Ventures: How to Help Start-ups Understand and Apply Design Processes to New Product Development
  • Introduction: An Emerging Start-up Culture
  • 9.1 The Basics
  • 9.2 The Process
  • 9.3 Troubleshooting Common Mistakes
  • About the Author
  • Chapter 10: Design Thinking for Non-Designers: A Guide for Team Training and Implementation
  • Introduction
  • 10.1 What Do Non-Designers Need to Learn?
  • 10.2 Challenges Teams Face with Design Thinking
  • 10.3 Three Team Strategies for Success
  • 10.4 Conclusion
  • References
  • About the Authors.
  • Chapter 11: Developing Design Thinking: GE Healthcare's Menlo Innovation Model
  • Introduction
  • 11.1 GE Healthcare's Design Organization
  • 11.2 The Menlo Innovation Ecosystem
  • 11.3 The Significance of Design Thinking at GE Healthcare
  • 11.4 Conclusion
  • References
  • About the Author
  • Chapter 12: Leading for a Corporate Culture of Design Thinking
  • Introduction
  • 12.1 The Critical Impact of Corporate Culture on Design Thinking
  • 12.2 What Is Corporate Culture?
  • 12.3 Corporate Forces that Undermine Design Thinking
  • 12.4 Four Pillars of Innovation for Enabling Design Thinking
  • 12.5 Four Stages of Transforming to a Culture of Design Thinking
  • 12.6 Conclusion
  • References
  • About the Authors
  • Chapter 13: Knowledge Management as Intelligence Amplification for Breakthrough Innovations
  • Introduction
  • 13.1 Designing Amidst Uncertainty
  • 13.2 Knowledge Management Tasks for Breakthrough Innovation: From Intelligence Leveraging to Intelligence Amplification
  • 13.3 KM and Selected Tools for Breakthrough Innovation
  • 13.4 Organizational Implications
  • 13.5 Appendices
  • References
  • About the Authors
  • Chapter 14: Strategically Embedding Design Thinking in the Firm
  • Introduction
  • 14.1 Role of Key Personnel
  • 14.2 Organizational Practices
  • 14.3 Organizational Climate and Culture
  • 14.4 Embedding Design Thinking
  • References
  • About the Authors
  • Part III: Design Thinking For Specific Contexts
  • Chapter 15: Designing Services that Sing and Dance
  • Introduction
  • 15.1 Products, Services, and Experiences
  • 15.2 How to Design for Compelling Service Experiences
  • 15.3 Services that Sing and Dance
  • 15.4 Designing a Service Experience Is Never Finished
  • 15.5 Conclusion
  • References
  • About the Authors
  • Chapter 16: Capturing Context through Service Design Stories
  • Introduction
  • 16.1 Service Design.
  • 16.2 Context, Stories, and Designers as Interpreters
  • 16.3 Context Through Narratives-The CTN Method
  • 16.4 Case Illustration of the CTN Method
  • 16.5 Conclusion and Recommendations
  • References
  • About the Authors
  • Chapter 17: Optimal Design for Radically New Products
  • Introduction
  • 17.1 Communicate the Challenge Goal toward Radically New Products
  • 17.2 Shift Time Frames to Future and Past
  • 17.3 Promote an Emerging Technology Focus across the Consumption Chain
  • 17.4 Promote the Use of Analogical Thinking
  • 17.5 Look for Novel Ways to Solve Simple Problems
  • 17.6 Leverage More Ideators via Crowdsourcing
  • 17.7 Conclusion
  • References
  • About the Authors
  • Chapter 18: Business Model Design
  • Introduction
  • 18.1 What Is a Business Model?
  • 18.2 When Do I Need to Think about My Business Model?
  • 18.3 What Value Should I Expect from a Business Model Design?
  • 18.4 What Method Can I Use to Design a Business Model?
  • 18.5 Process of Designing a Business Model
  • 18.6 How Do I Implement My New or Revised Business Model?
  • 18.7 Conclusion
  • References
  • About the Authors
  • Chapter 19: Lean Start-up in Large Enterprises Using Human-Centered Design Thinking: A New Approach for Developing Transformational and Disruptive Innovations
  • Introduction
  • 19.1 Lean Start-up
  • 19.2 Transformational and Disruptive Innovation: Defining the Domain Where the Lean Start-up Process Should Be Used
  • 19.3 Why Is a Business Model a Valuable Part of the Lean Start-up Process?
  • 19.4 Lean Start-up through the Lens of Human-Centered Design
  • 19.5 Implementing the Lean Start-up Approach in Enterprises
  • 19.6 Conclusion
  • References
  • About the Author
  • Part IV: Consumer Responses and Values
  • Chapter 20: Consumer Response to Product Form1
  • Introduction
  • 20.1 How Product Form Influences Consumer Product Evaluation.
  • 20.2 Product Form Characteristics and Consumer Perceptions
  • 20.4 Practical Implications
  • References
  • About the Author
  • Chapter 21: Drivers of Diversity in Consumers' Aesthetic Response to Product Design
  • Introduction
  • 21.1 Culture
  • 21.2 Individual Characteristics
  • 21.3 Situational Factors
  • 21.4 Discussion
  • 21.5 Conclusion
  • References
  • About the Author
  • Chapter 22: Future-Friendly Design: Designing for and with Future Consumers
  • Introduction
  • 22.1 A Framework for Understanding Changing Consumer Values
  • 22.2 Emerging Consumer Needs
  • 22.3 Going Forward
  • References
  • About the Author
  • Part V: Special Topics in Design Thinking
  • Chapter 23: Face And Interface: Richer Product Experiences through Integrated User Interface and Industrial Design1
  • Introduction
  • 23.1 Divergent Paths: User Interface in Physical and Digital Products
  • 23.2 Emerging User Interface Technologies
  • 23.3 New Technology Demands a New Development Process
  • 23.4 Seven Questions to Guide the Integration of Industrial Design with User Interface Design
  • 23.5 Practice Makes Perfect
  • About the Author
  • Chapter 24: Intellectual Property Protection for Designs
  • Introduction
  • 24.1 "Design" in Intellectual Property
  • 24.2 Utility Patents
  • 24.3 Design Patents
  • 24.4 Copyrightable Designs for Useful Articles
  • 24.5 Trademark Rights for Product Design
  • 24.6 Legal Overlap, Trade-Offs, and Strategic Considerations
  • 24.7 Conclusion
  • About the Author
  • Chapter 25: Design Thinking for Sustainability
  • Introduction
  • 25.1 Design for "X"?
  • 25.2 Design Thinking Integrated into Design for Sustainability
  • 25.3 Conclusion
  • References
  • About the Authors
  • Index
  • End User License Agreement.

Ejemplares similares