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Questions 1. How would you characterize IDEO's process, organization, culture, and management?
IDEO's product development process follows several phases. And each phase contains several IDEO's core skills that are Observation, Brainstorming, Prototyping and Implementation. The five phases of the product development process and applied core skills are described in the following table (Figure 1).
Figure 1. Product Development Process Phase | Process | Core Skills | Description | Phase 0 | Understand/Observe | Observation/Brainstorming | Seeks to understand the client's business and immersed itself in finding out about the feasibility of a product. | Phase I | Visualize/Realize | Brainstorming/Prototyping | Ends up…show more content…
And product development process also was created on the cultural base of IDEO.
Employees are encouraged to design their own workspace to reflect their own personality. Rolling doors can quickly seal offices for privacy. Staffers keep personal possessions in portable bookshelves and cabinets so that moves between projects can be accomplished rapidly.
In keeping with Silicon Valley informality, the company discourages formal titles and don’t mandate a dress code. Management encourages employees to leave their desk and walk around, especially during mental blocks.
Management rarely fires employees. Each employee is assessed through peer review sessions, with peer chosen by the employee. Management also seeks to reward high performers through more shares in its client venture capital base.
As a result, through much of the 1990s, the turnover growth was less than 5% per year, which was surprising low compared to Silicon Valley standards.
2. Decision point: should IDEO accept the Visor project as is (on a dramatically reduced schedule)? Should they try to persuade Handspring's management to change its aggressive launch schedule? Or should they simply decline the project? In your discussions, please consider the IDEO and Handspring perspectives.
IDEO should not accept the Visor project's aggressive launch schedule. Core value and innovative product development process of IDEO can be
Case | HBS Case Collection | June 2000 (Revised October 2017)
Stefan Thomke and Ashok Nimgade
Describes IDEO, the world's leading product design firm, and its innovation culture and process. Emphasis is placed on the important role of prototyping and experimentation in general, and in the design of the very successful Palm V handheld computer in particular. A studio leader is asked by a business start-up (Handspring) to develop a novel hand-held computer (Visor) in less than half the time it took to develop the Palm V, requiring several shortcuts to IDEO's legendary innovation process. Focuses on: 1) prototyping and experimentation practices at a leading product developer; 2) the role of playfulness, discipline, and structure in innovation processes; and 3) the managerial challenges of creating and managing an unusually creative and innovative company culture. Includes color exhibits.
Keywords: Business Startups; Innovation Strategy; Business or Company Management; Time Management; Product Design; Product Development; Business Processes; Organizational Culture; Practice; Problems and Challenges; Creativity; Hardware;
Citation:Thomke, Stefan, and Ashok Nimgade. "IDEO." Harvard Business School Case 600-143, June 2000. (Revised October 2017.) View Details