IDEO
- How would you characterize IDEO’s process, organization, culture, and management?
The process is determined by an intensive brainstorming that focusses on the marketing research that is propelled by prototyping. It follows five steps and keeps them involved and enlightened clients using a trial and error approach. By Kelly (2001), ”basically brainstorming is a religion at IDEO practised nearly every day, and there is a belief that somebody can bring more value, use more energy and inculcate innovation by better and well-calculated brainstorming.” There are several principals of brainstorming that IDEO follows and they include; encouraging wild ideas, deferring judgment by interrupting idea flows, venturing and building on the opinions of others, engaging introverts by holding only one conversation at ago, going for quantity, being vividly visual because using sketches of ideas make people understand them better. Invitees, more than eight in number are not allowed to attend such sessions which are governed by the rules shown above. The brainstorming methodology is built based on the following principles; a clear understanding of the clients in the market the technological variations and other constraints. Secondly, observing people in real-life situations. Thirdly, visualizing the new concepts in the world and the interested customers who will use them. Fourthly, trying to evaluate the prototypes and making quick movements. Finally, the implementation entails the use of a new concept for commercialization (Kelly, 2001).
The very critical aspects to the IDEO organization is balancing of plays and chaos. The efforts to have a more dynamic organization is to maintain an environment of creativity that meets all the needs of the employees. It is essential because the creativity of a person is distinct to an individual. It cannot be altered. It is innate following Charles Prather, in his book, Blueprints for Innovation (Weiss, 2001). The employees are always comfortable with the ambiguity, confusion and have fun for the sake of having it. Key to the success of IDEO, the organization’s history was about finding the solution to a particular problem. The mindset helped IDEO’s founder David Kelly in becoming one of the most critical persons in Silicon Valley (Nimgade and Thomke, 2007). Without a well-structured hierarchy assists IDEO in problem avoidance in promoting designers, and the engineers in the administrative ranks and out of the crucial goal, creating products. It, on the other hand, causes confusion among the recruits. It has 300 employees in every unit.
The Culture of IDEO is very inclusive. All the employees are encouraged to take part in product development and new product designs. The culture creates a platform for the employees to innovate ideas. The staff members at IDEO freely interact with one another and help one another in doing the tasks together. This culture forms the playground for innovation. The literature supports creativity and risk-taking, and change forms the main branch of the organizational culture (Wycoff, 2004). The characteristics of IDEO’s culture include the following; it reflects the importance of democracy, it also exists to enable the other organizations to grow their business, the literature also demonstrates the importance of the support of management for creativity and the democratic ideas.
The role of management in this organization is to help in creating and fostering the culture that the company has worked so hard to initiate, cultivate and develop. This management does not fire employees all the time. The administration removes the barriers to good creativity and innovation. They encourage their employees to overcome mental blocks hence spending more of their time in managing the hard-working employees who do not focus on the underperforming ones. Well, performing employees are rewarded with shares in the overall revenues, and the right employees are always retained. During the mental blocks, employees are encouraged to rest and walk around.The administration does not allow the existence of hierarchy in the organization. It solves the problem of settling designers.
- What should IDEO do and why?
- Should IDEO accept the Visor project as is (on a dramatically reduced schedule)?
Creativity is outstanding when people see that they are on a mission. When an important work is being done, creative thinking is therefore geared towards solving the problem that flourishes. Creativity is not likely, especially when people feel that they are not a treadmill (Amabile, 2002). Having this in mind, the pressure of time serves as a motivator to the entire team.
The advantage is that Boyle did not get worried by the challenging deadline since IDEO could not meet the stressful deadlines. Some two-party developers did express interests in developing add-on devices for the proposed Visor. Furthermore, IDEO is an innovative company that is armed with tools of faster prototyping, brainstorming well-structured product development process. Disadvantage shows that Handspring project also requires Boyle’s team in keeping the rest of IDEO, in the dark about the project. It brings uncomfortable moments, especially during informal conversations with the other colleagues.
- Try to persuade Handspring’s management to change its aggressive launch schedule?
Changing the Handspring’s aggressive launch schedule is the best idea. The IDEO team sometimes can have great suggestions with the idea, but if they are not able to brilliantly convey the design and the idea finally becomes beneficial especially in a monetary way (Farrel, 2007). Besides, when the team have a clear and concise message that supports the design and delivers it in a way that avoids relaying of mixed messages, then Handspring should be persuaded to alter its plan.
The advantage is that IDEO maintains the legendary status that is differentiating it from the other product development firms. All employees feel comfortable. The Visor, therefore, becomes a perfect product from IDEO’s perspective. The disadvantage is that a new challenge that confronts IDEO. Other companies do take chances of releasing similar or somewhat better products. Spending therefore increases. Handspring’s credibility decreases. IDEO should thus persuade the Handspring’s management to change the aggressive launch of the schedule. The deadline was not a big problem for The IDEO Company.
Besides, IDEO is not ready to sacrifice the emphasis it has on innovation and design. The project design was very inadequate and could not perform well in the market without the support of IDEO’s grand plan.
- Should they decline the project?
No, the project should not be declined. The advantage is that IDEO Company should not sacrifice the emphasis on innovation and design. They focus on another product. Failing is a part of the culture. If IDEO accepts the visor projects, which is a failure, the company will know how to mitigate a similar collapse next time. The disadvantage is that the credibility of IDEO decreases since they might lose the next contract from Handspring. There will be several missed opportunities for IDEO to increase its ability to come up with better products. After weighing the advantages and the disadvantages of the three choices, Boyles should accept the visor project on a dramatically reduced propensity.