Why management matters

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When it comes to being innovative and the art and science of bringing cool stuff to life, does the kind and quality of management matter?

Yes.

I’ve written before about the importance of having management who knows what good looks like.  I think we’d all agree that a computer company should have people who
know the best computer when they see it, and that a restaurant’s menu
should be the result of a passionate chef.   

Part of the reason behind the emergence of cars like the amazing new CTS-V out of General Motors is the presence of product development executives like John Heinricy, who is the one who pedaled the CTS-V to a record time around the famed Nurburgring.  It may be the most obvious statement of the year, but a simple strategy for creating winning offerings is to put power in the hands of people who know what good is, and know how to bring good to market.  That’s what GM is doing these days.  As you watch Heinricy at work in this video of the record lap (via a camera strapped to his head), ask yourself if your management team could take their own products to the limit in their own way.

Glass Houses

A pretty good Billy Joel album, and a simply great day of design thinking I experienced just the other week at the Philip Johnson Glass House.  I was fortunate to take part in a Glass House Conversation hosted by John Maeda on the subject of Simplicity.  Keen readers of metacool will no doubt recall that Professor Maeda’s book The Laws of Simplicity is one of my all-time favorites (be sure to watch his brilliant TED talk here).  His thinking has had an enormous influence on my work.

Each of the attendees were asked to be the guru for one of the ten laws of simplicity.  I chose the 5th law, Differences, which states that simplicity and complexity need each other.  I spend a lot of my time designing and implementing organizational systems which enable people to do things they otherwise couldn’t.  I find time and time again that solutions that aspire only to simplicity tend toward the simplistic, and those that embrace only complexity veer off toward a morass of complexity.  Balancing the two, and figuring out where to place the complexity so that it creates value, and how to position the simplicity to extract that value, is the art.  Here’s the illustrative example I brought with me to the Glass House, a snapshot of the dashboard from a Toyota Prius (you were expecting something other than a car from me?):

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The cockpit of the Prius is one of the simplest on the market.  A digital readout replaces traditional gauges, buttons are few in number and highly considered in placement, and even the gearshift is just about going foward or backward or not.  And yet the Prius is arguably the most complex car you can buy.  Its gas-sipping nature stems from having not one but two motors, connected to the driving wheels by a fiendishly clever transmission orchestrated by a suite of chips of immense processing power.  All of that complexity without a mediating layer wouldn’t be the car that non-car people love to own and operate.  The Prius is a great example of the 5th law.

I saw the law of Differences in action at the Glass House.  Having only ever seen the Glass House in history books, I didn’t have a feel for the complexity of the campus on which it stands.  Over time, Philip Johnson built a family of structures which work together in quite interesting ways.  For example, did you know that the Glass House has a sister structure in the Brick House?  Here’s a view of the two of them:

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All of the mechanical needs of the Glass House are met by the Brick House.  An underground umbilical shaft connects the Glass House to a feed of heat from the Brick House.  The Brick House also contains a bedroom for those times when one might like to engage in… er, some more complex acts of human nature than would be appropriate in a public setting.  A Glass House without a Brick House to power and feed it would be untenable.  Even from a purely formal aesthetic sense, the two houses work better together than apart.  Simplicity and complexity need each other.

I really enjoyed the afternoon of conversation on design, business, technology and life.  I’ve had a fortunate life of exposure to some pretty amazing people and experiences, and this was right up there.  I’d like to show you some photos, not to gloat, but to share some fun stuff from the day in the name of creativity and openness. 

An amazing group of chefs prepared a meal for us in the Glass House.  It centered on themes of simplicty.  Wine was served.

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We sat at table together and talked and ate and watched the weather go from stormy to sunny and back again.  You can’t help but be immersed in the weather in this architecture.

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We had assigned seats.  I sat in a white chair and ate more than my fair share of the edible centerpiece, which was quite tasty in its own right.  This is my favorite photo from the day:

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What is this all about?

Designing is the process of linking need with desire. 

It’s easier (and better) to sell something which is desirable, rather than (un)desirable.

Desirability is value by another name.  A more insiring and emotive name. 

Would you rather be valuable or desirable?

We’re in the business of creating desirability via innovation.

Words of wisdom from Jeff Bezos

BusinessWeek recently ran a wonderful interview with Jeff Bezos on the subject of managing and leading innovation.  Thoughtful and illuminating, he had me nodding my head and saying "yes", "yes" and "yes" again.  Some highlights:

On the liberating nature of constraints:

"I think frugality drives innovation, just like other constraints do.
One of the only ways to get out of a tight box is to invent your way
out. When we were [first] trying to acquire customers, we didn’t have
money to spend on ad budgets. So we created the associates program,
[which lets] any Web site link to us, and we give them a revenue share.
We invented one-click shopping so we could make check-out faster. Those
things didn’t require big budgets. They required thoughtfulness and
focus on the customer."

On cultivating a purposeful portfolio of innovation:

"With large-scale innovation, you have to set a very high bar. You don’t
get to do too many of those [initiatives] per unit of time. You have to
be really selective."

On the right timing for innovation:

"My view is there’s no bad time to innovate. You should be doing it when
times are good and when times are tough—and you want to be doing it
around things that your customers care about."

May 1st Innovation Conference @ Stanford d.school

The Stanford d.school class I’m co-teaching on Creating Infectious Engagement is holding a conference next Thursday May 1st from 3:30 pm to 6:00 pm.  Will you please come if you are in the area? 

We’ve held a conference the previous two years of teaching the class, and each one has been a highlight of the quarter.  Previous speakers have included luminaries such as Steve Jurvetson, Perry Klebahn, Dennis Whittle, Mari Kuraishi, and Jessica Flannery.  Folks that knock your hat in the creek.

This year is no exception.  I can’t wait to hear all of them speak, and Ruggy Rao in particular is one of my favorites. Please RSVP to Joe Mellin at ciersvp@gmail.com if you will be joining us so that we can arrange for the right quantity of tasty vittles and libations.

Where?  Our KILLER new d.school space at Stanford Building 524.  This building is right across from Old Union, near the Design Loft.

Since this is all about creating infectious action, please tell your friends all about it!

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Unabashed Gearhead Gnarlyness

It’s all about a brand that is based on a truth rooted in getting real stuff done in the world.  It’s not about selling the sizzle, it’s about selling a steak that sizzlers.  Hot!  And a juicy one at that.

What makes it all authentic is the relatively close tie between the WRX’s you see pogoing around in this video and what you or I could buy down at the corner Subaru dealer.  They’re a lot closer to the civilian models than anything you’d find in NASCAR, let alone Le Mans racing or even touring cars.  Effective marketing is about brands that are real, not fake.  Truth, not myth.

It’s in the mail…

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I feel blessed to live with four Eames-authored items in my household.  Especially my book-laden nightstand,  which means a vision of Eames is the last thing I see before shutting my eyes.  That little Eames wire table is the first thing I bought after getting a real job out of college.

Simple pleasures.

Speaking of which, these lovely stamps, to be issued this summer, will be a nice way to send a friend a little kiss of design thinking at its best.