Ideo Product Development Harvard Business Case Essay

By increasing the effort in planning, the efficiency and saving during execution will be increased. So the concept is to improve the design results as well as smoothing and shortening the much more expensive construction effort, not to reduce the design effort.

After IDEO’s strategies were finalized, they were implemented during the 2009 fall season via the STITCH project. Together, both companies decided that a holistic approach would be the best way to revitalize the company, updating the company’s advertising aesthetic, changing in-store visuals and merchandising, overhauling the website, and embracing video as a communication medium in the process—all of which helped to attract a generally younger consumer.

Meanwhile, IBM, who was Intel’s star customer, decided to produce own proprietary components. This was an inflection point for Intel. It partnered with Compaq and Microsoft, to break the hegemony of IBM. Though Microsoft products did not

The business model for IDEO began as an open-minded place to design, develop and manufacture new products. The last 20 years of proven product design driven by innovation has translated into profit margins for their clients and continuous refinement for IDEO’s process. IDEO pioneered “concurrent engineering” where design and engineering work together to produce aesthetically pleasing products that are also highly functional. This was different from many other similar companies that placed more emphasis on the industrial design than the engineering. IDEO’s strengths grew out of the ability to master this ability with high tech clients. Corporations came to IDEO because they had a proven

Without efficient resource allocation & lack of communication between R&D and Brands, the conflict between departments generated in following steps. Even more, each steps make overall inefficient resource management.

Product Innovation – Innovation of new products had failed many times and MTI has lost reputation with Wall Street. This process had been placed on the backburner and when the CEO came on board there were only six products in the pipeline. Therefore, to be successful in the future, MTI needs to invest more in R&D and focus on delivering new products.

This is the first case study report for the course ED5317: Strategies for Managing Innovation that is based on the Harvard Business School case titled ‘Design Thinking and Innovation at Apple’. The report consists of the following question:

Time: Frequent changes were allowed to be made in in-house prototype shop during three to five design cycles that made the tension of lead time in line with their corporate strategy – to be the leader in high-end

He co-founded Handspring in 1998, and created the Visor, “whose thrift and expandability forced other makers to be more competitive. Visor, is among the fastest–selling computer hardware products ever” (Willis, 2001).

They had this problem because they are not familiar with how to launching a completely brand new product line. This is outside of their comfort zone and therefore it has effectively stalled the product line due to lack of interest, conflicting interests, decentralized teams, and engineering issues. Individuals were not working cross-functionally but instead they focused heavily on their specific

banner as did many new food entries in the latter months of2003, or do you choose a name in

The decision to radically change the approach was a high-risk and high-reward initiative. On one hand, deciding to implement the radical change approach dramatically reduced financial risks and decreased product development cycle time. However, the decision delayed original launch date, temporarily compromised

Q1. How has 3M’s innovation process evolved since the company was founded? Why, if at all, does 3M, known as the “hothouse” of innovation, need to regain historic closeness to the customer?

     Our assignment is to create and promote an innovative product. In developing a new product, we started with an idea generation. This is a systematic search for new-product ideas. Companies go through many ideas before they come to find some good ones. We had to do the same thing. We thought of many ideas on our own. It was more of an internal idea source as opposed to going outside of our partnership for ideas. Our first idea was a restaurant with half of it an actual restaurant and the other half an automobile tuner shop. The next idea was a new energy drink that would be less costly and better tasting. Our next idea came up when we were sitting

Dennis Boyle, CEO of IDEO, must answer the challenging question; should he accept the Visor project? And if so, should he persuade Handspring’s management to add more time to an already tense launch schedule? First, time