11/21/2023 0 Comments The ten phases of innovation pdf![]() Samsung Electronics knew that in order to become a top brand, it needed a design-focused culture that would support world-class innovation. The authors describe how the company created a committed, resourceful corps of designers who overcame internal resistance by deploying the same tools they use in pursuing innovation: empathy, visualization, and experimentation in the marketplace. Samsung’s success in making this shift stems from a single early decision-to build design competency in-house rather than import it. It involves managing a number of very real tensions. But shifting to an innovation-focused culture without losing an engineering edge is not a simple matter. Then, in 1996, Lee Kun-Hee, the chair of Samsung Group, grew frustrated by the company’s lack of innovation and concluded that in order to become a top brand, Samsung needed expertise in design, which he believed would become “the ultimate battleground for global competition in the 21st century.” He set out to create a design-focused culture that would support world-class innovation. The few designers working for the company were dispersed in engineering and new-product units, and they had little status in an organization that emphasized efficiency and engineering rigor. ![]() Its leaders valued speed, scale, and reliability above all. Until 20 years ago, South Korea’s Samsung Electronics manufactured inexpensive, imitative electronics for other companies.
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