By Hartmut Esslinger
Compliment for an excellent line. "A breath of turbo-charged clean air that does not regurgitate the ego-maniac CEO's selective reminiscence or an outdoor expert's misinterpretations. Hartmut explains innovation in the course of the lens of layout, and it is approximately time we won his worthwhile perspective."--Guy Kawasaki, former leader evangelist, Apple and co-founder of Alltop.com. "At Flextronics, we fell in love with Hartmut and frog, and their ardour for bringing loopy nice designs and layout techniques into the leading edge of serious product businesses. We used their services to assist our consumers, a lot of. learn more... Design-driven approach: staking a declare within the artistic financial system -- real lies: the function of management in innovation -- Designing to win: the inventive enterprise process -- Minds beat funds: the innovation method, step-by-step -- A company layout revolution: the greening of planet, inc. -- Design-driven recommendations for higher business--and a greater global -- The factories
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Extra info for A fine line : how design strategies are shaping the future of business
Eventually, I myself was forced out by a dull, ruthless engineering manager I found to be clueless about design and culture. Rather than guiding the engine of Apple’s innovation, Sculley and Gassée’s mission seemed focused on changing everything Steve Jobs had valued, by moving the organization from the cutting edge to the middle of the road. That decision was a train wreck in the making—and a huge waste of creative potential. Then, Apple’s poor decisions began to play out in the marketplace. In the early 1990s, Sculley, who had assumed the role of Apple’s chief technologist, pushed the incompletely developed Newton handheld computer to market.
I’ve had ample exposure to leadership’s struggle on the path toward innovation. Design careers are formed, after all, through work at those earliest developmental stages of innovation, where decision-making processes and inner-office mechanisms are truly tested. To illustrate how leadership succeeds—and fails—at the innovation process, let me share with you some of my observations and experiences from the front lines of the business/design partnership. ° maintaining strategic focus and creative capital Apple’s struggle to maintain its strategic focus offers an excellent example of the challenges companies face in dealing with evolving leadership, economies, and marketplaces.
When I started to work with Henri and his team in 1977, Louis Vuitton had just two shops—one in Paris on the Avenue Marceau and one in Nice—that generated about $14 million a year. By then, Louis Vuitton bags and suitcases already had reached cult status with fashionsavvy customers—especially those from Japan. Lines commonly extended into the street outside the Louis Vuitton store in Paris, and the company maintained a two-bag-per-sale limit to prevent customers from reselling the luggage elsewhere.
A fine line : how design strategies are shaping the future of business by Hartmut Esslinger