What i found was most useful in today’s tutorial was the pitching exercise completed in 15 minutes with our group. I found this helpful as, as a group we now know how each team member operates and in turn compliments each other to stay on track. It was also interesting to see what we came up with in an intense environment of creating a business and a product that meets the deadline.

  1. Who is our customer? Struggling small to large business
  2. How do you want to access them? Online access
  3. What is it called? MRK2 (derived from each of our firm members’ first initial)
  4. What is the logo? Pronounced like ‘Mark’ – the fingerprints signifies the change and the mark we imprint on each business that is our client
  5. What is our product or service? We provide ethical and affordable solutions and resources, nationally mentorship –advice administration, connection
  6. What is the ethos of the company? No matter big or small the company we put the same effort into each task

Reflection on the task:

  • Plus: the exercise forced us to come up with a sense of direction and quick solutions
  • Minus: It was difficult to figure out what our product is, we didn’t know what we wanted
  • Interesting: constant creative flow because of the pressure
  • Improvement: probably should not have started with the logo as we didn’t even know what our business or product was

Donald Norman, 2008, ‘The design of future things’ 

Norman is an academic in the field of cognitive design, design and usability engineering and a co-founder and consultant with the Nielsen Norman Group. He is the author of the book The Design of Everyday Things and The Design of Future Things, which is about the increasing intrusion of intelligent devices in the automobile and home with both expected benefits and unexpected dangers.

  1. An expert system – the designer is putting his/her mind into the possible situations (future scenarios)
  2. Three types of processing in the human brain: Visceral (automatic biologically determined), Behavioural (well learnt skills) and Reflective (home of consciousness)
  3. Intelligent systems stay intelligent by catering to new problems but this does not solve the unexpected conditions.
  4. The knowledge gap: what the design know what is going on and what is really going on in the world – the goal, the action and the knowledge gap between the human and the machine
  5. Creating technology that recognises the person and caters to the individual by analysing. –> behaviours will now be controlled
Jones & Samalionis 2008, ‘From Small Ideas to Radical Service Innovation’ 
This reading was quite insightful and instructional. I found that it is really relevant to what we are trying to achieve in our assessments tasks and that it was very useful to see from successful designers’ point of view on what they went through to form their innovative business.
  1. You need change to successfully innovate but radical change is expensive
  2.  New services that changed the world. The companies that introduced them had to be truly open to changing the nature of the marketplace. They had to consider new touch-points, new revenue models, new technologies, and new relationships with customers. Focusing too much on the current reality makes it hard to envision a world that is different. bend the rules of delivery.
  3. Radical service fill an obvious gap in the marketplace (google, SMS information services) and help steer markets in new directions capitalizing on existing but fragmented behaviours (Apple’s iPod and iTunes)
  4. Quick, lowcost mock-ups allow emerging ideas to be expressed, explored, modified, and shared with customers, experts, and stakeholders in a very tangible and emotive way. They encourage informed decision-making more than a paper description could ever do, and they encourage the idea to continually evolve.Experience prototypes that look like and behave like-but are not built like-the innovative new service allow a diverse range of customers, as well as stakeholders (those involved with brand, marketing, technology, customer care, delivery, and so on), to engage with and build on the new service from their specific perspectives.
  5. Get permission to fail as part of the innovation process