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.0, 22Automobile industry, case study, 23 25169 170 THE LEAN MINDSETBower, Joseph, 133 GE Healthcare, 90 91Build It stage, 121, 125 126 MRI design, 90 91Build-Measure-Learn cycles, 117 119 Procter & Gamble, 93 95Bush, Jonathan S., 15 16 software development, 82 90BUSICOM, 137 138 Sphere of Influence, 82 90Business, identifying, 16 19 Case studies, SpotifyBuild It stage, 121, 125 126core philosophy, 120Cdevelopment stages, 120 123.See alsoCareerBuilder, 110 115specific stages.Case studiesintroduction, 119 120Athenahealth, 15 19local maximum, 127 129automobile industry, 23 25MVP (minimum viable product), 125 126environmental impact of automobiles,product risk, 12132 36Ship It stage, 121, 126 127Ford Motor Company, 23 25squads, 121identifying customers, 15 19Think It stage, 121, 123 125Intel s post-silicon validation, 46 55Tweak It stage, 121, 127 129volunteer workers, 32 36Catmull, Ed, 139, 146Case studies, agile techniquesCEO income, over time, 13creating unconventional products, 86 87Chanute, Octave, 72 73design thinking, 87 88Checklist for innovation, 155 158getting started, 84 85Christensen, Clayton, 133introduction, 82 83Classified ads, 132making products resonate, 85 86Coaches, managers as, 60product over project, 87 88Coaching, 60 61satisfying products versus great ones, 83Cognitive biases, 64 66Strong Centers, 83 84, 86Collective efficacy, 27value of design, 89Columbia University, 56Case studies, efficiencyThe commonspredictable delivery, 103 106governing, 26 27speed, 110 115tragedy of, 26time to market, 103 106Communication tools, 35work flow, 103 106Community size, 29 31Case studies, focusCommunity size, optimal, 29 31ECG devices, 154 155Companies, as neighborhoods, 28farmers price analysis system, 147 149Comparing people, as motivation,Fasal service, 147 14944 45, 63GE Healthcare, 153 155Compelling experiences, creating, 81 92Harman, 151 152Competitive differentiation, 81 82health care system, 153 155Computer chip validation.See ValidatingIntel, 136 138computer chips.navigation systems, automotive, 151 152Cone of Uncertainty, 106Pixar, 138 141Continuous Delivery, 115Saras product, 152Conventionality, avoiding, 86 87ultrasound devices, 153 155Cook, Scott, 146Case studies, innovationCooperative work systems.See also RationalFINN.no, 131 133work systems; Work systems.newspaper business, 131 133collective efficacy, 27Schibsted Media Group, 131 133community size, 29 31Case studies, product designcompanies as neighborhoods, 28agile techniques, 82 90Dunbar Number, 29 31CT scanner design, 90 91governing the commons, 26 27FBI Case Management System, 77 79introduction, 26 INDEX 171Cooperative work systems (cont.) Deliver Fast principle, 114 115in neighborhoods, 27 29 Deloitte, 22neocortex, relation to group size, 29 31 Designoptimal community size, 29 31 separating from implementation, 79 81peer pressure, 27 29 value of, 89reciprocity, 30 31 Design by Objectives, 79rules of cooperation, 31 32 Design thinking, 87 88shared expectations for control, 27 Designers.See also Product design.social cohesion, 27 role in product design, 91 92tragedy of the commons, 26 work process, 91 92Corr, Bill, 16 Designing products.See Product design.Csikszentmihalyi, Mihaly, 46 Dietz, Doug, 90CT scanner design, case study, 90 91 Disruptive innovation, 133 135Customers.See also Delighting customers. Disruptive Technologies: Catching theidentifying, 15 19 Wave, 133observing, at Intuit, 148 Dropbox, 116as the purpose of business, 12 Drucker, Petersatisfaction of wants, 75 creating work systems, 19decision making, 71productivity, 144Dthe purpose of business, 12, 15Data liberation, 16 19treating workers as volunteers, 32Decentralization, focusing on, 149 152what customers want, 74Decision makingDual Processing Theory, 4.See also System 1;autopilot mode, 5System 2.Dual Processing Theory, 4.See alsoDuarte, Nancy, 86System 1; System 2.Dunbar, Robin, 29, 31expert intuition, 66 67Dunbar Number, 29 31fast thinking.See System 1.Dweck, Carol, 42 43in Japanese culture, 71manual mode, 5Eslow thinking.See System 2 [ Pobierz całość w formacie PDF ]