IDEO Product Development Presentation Team 4_Final
Transcript of IDEO Product Development Presentation Team 4_Final
Masih AnwarShella Bakke
Matthew EldredKaren He
Breaking the traditional project management process
IDEO Product Development
Overview of IDEO
Based out of Silicon Valley since 1991, IDEO uses Design Thinking methodologies coupled with engineering to create aesthetically appealing products with ease of use
Prototyping is IDEO’s philosophy to go through multiple iterations and focus on small parts of the prototype.
Extremely challenging to create devices involving compact and complex design such as automotive components, medical instruments, and small computing devices
Clients: Apple, AT&T, Samsung, Philips, Amtrak, Steelcase, Baxter International, NEC Corp.
Design Centers: Boston, Chicago, San Francisco, London, Palo Alto, Grand Rapids, New York, Milan, Tel Aviv, Tokyo. DCs run independently for local business but best practice exchanges.
Monitoring & Controlling Processes Initiating ProcessesPlanning ProcessesExecuting ProcessesMonitoring and Controlling
ProcessesClosing Processes
PMBOK IDEO’s Innovation
ProcessPhase 0: Understand &
ObservePhase 1: Visualize & RealizePhase 2: Evaluate & RefinePhase 3: Implement &
Detailed EngineeringPhase 4: Implement &
Manufacturing Liaison
IDEO
Project Phases: IDEO versus PMBOK
Closely tied to prototyping – took place throughout Phases 1 and 2 of the project
Brainstorming Principles Stay focused on topic Encourage wild ideas Defer judgment to avoid interrupting flow of ideas Build on the ideas of others Hold only one conversation at a time Go for quantity! Be visual
Other office initiatives designed to inspire creativity: Monday ‘Show & Tells’ ‘Tech Box’ to inspire innovators by having them play with ~300 objects including
switches, buttons, archery bows, etc.
Brainstormers at IDEO
Used as a way to communicatePrototypes ensured everyone was imagining the same
designCould be simple or sophisticated
Depends upon project statusRough, Rapid, Right!
The goal of prototyping was to get one specific aspect of design correct
Prototypes at IDEO
Project roles were very transientRoles assigned by team leaders and played out by
team membersProject teams formed for the life of a project and then
disbandedNo permanent job titles or assignments
Leaders emerged on basis of personal excitement about a project
Engineers and designers did not feel forced into management
Project Roles at IDEO
Overview of Palm V Project
• Jeff Hawkins developed the ‘Palm Pilot’ that meant to compete with paper rather than larger computers. Palm Pilot had immediate customer acceptance, leading new entrants in the market with new functionalities but Jeff Hawkins cared about simplicity.
• Dennis Boyle from IDEO to work with Hawkins to simplify the Palm and draw more female users. Currently 95% of Palm users are men.
• Boyle’s team outlined plans for a slimmer, sleeker version of the existing Palm. Reducing thickness from 19mm to 11mm and reducing weight by ⅓
Comparison: Palm V and Handspring Visor
Project start July 1998, project end October 1999 (10 months) Phase 1: 2 months Phase 2: 3 months Phase: 3 & 4: 5 months
$150 Inexpensive plastic housing and
AAA batteries Springboard for cartridge insert
Handspring Visor
Project start Fall 1996, Project end February 1999 (22 months) Phase 0: 3 months Phase 1: 2 months Phase 2: 5 months Phase 3: 6 months Phase 4: 6 months
$450 Rechargeable lithium-ion
battery
Palm V
Innovation & design vs. client’s goals ‘tried and true technology’ vs. early phases of development
process
Our Suggestion would be to go with option 3 – Delay Project.
Should IDEO accept Visor Project?
Decline Project Accept Project Delay Project
Pro: • IDEO’s brand & values
Con: • Potential lost revenue• Hawkin’s relationship at
stake
Pro: • New design to IDEO’s
portfolio• Gain market share in hand-
held devices
Con: • IDEO’s brand reputation
Pro: • More time for design
prototype• Better quality
Con: • Lowered projected
Handspring sales
Dennis Boyle accepted visor project Visor was released in September 1999, but the product had
design flaws“In one quarter of selling exclusively over its Website, Handspring racked up
sales of $15.8 million on an unspecified number of units with 32% gross margin” - Fortune
“As that selling season was marred by glitches at Handspring's Website, which made it difficult for the company to satisfy demand, investors still don't have even a real yardstick to measure sales” - Fortune
In 2002, handspring discontinued Visor and integrated Visorphone to launch TREO smartphones
In 2003, Handspring merged with Palm, Inc. (defunct in 2011)
Results
Questions & Discussion
Appendix
New Project Process
IDEO would provide ideas and concepts that are within budget and timelines
IDEO submits cost and time estimates to potential clients, ranging from $40K to $1M
Designers’ perfectionism would lead to cost and time overruns (Creeping elegance)
Palm V and Handspring Visor Timeline
“We are at a critical point where rapid change is forcing us to look not just to new ways of solving problems but to new problems to solve.” -Tim Brown CEO
“Opportunity to work on amazing challenges. Flexibility to shape your work and career. Amazing colleagues and culture.” – Anonymous Employee “Glassdoor”
“ One can’t help but wonder if these design flaws could have been avoided, had IDEO been able to spend more time early on during the product development” – Anonymous researcher
Reviews about IDEO