1. THE COMPAN Y DESIGNFUL

2. HOW TO BUILD A CULTURE OF NONSTOP INNOVATION

3. REMEMBER THE CHILDREN’S GAME OF

4. SCISSORS

5. PAPER

6. SCISSORSPAPERROCK

7. SCISSORS CUTS PAPER

8. PAPER COVERS ROCK

9. SCISSORS CUTS PAPER PAPER COVERS ROCK ROCK BREAKS SCISSORS

10. EACH POSITION HAS ITS STRENGTHS

11. EACH POSITION HAS ITS STRENGTHS AND EACH HAS ITS WEAKNESSES

12. CREATING A BALANCED CYCLE OF COMPETITION.

13. Attractors

14. companies thrive best when they settle into “stable states,”—these stable states are called “attractors.” As a company grows, it’s attracted toward one of three main states, which we can call scissors, paper, and rock.

15. A “scissors” company is a startup or small business, often having only one brand. Distinguished by its extremely sharp focus.

16. A “rock” company, is a medium-sized organisation that typically has more brands and less focus. It thrives by crushing “scissors” companies, who don’t have the resources to compete head to head with them.

17. A “paper” company is distinguished by its sheer size. With even more brands and even less focus, it survives by using its network and resources to smother “rock” companies.

18. AND ROUND AND ROUND THEY GO

19. THERE ARE THREE OBSERVATIONS YOU CAN MAKE ABOUT THE COMPETITION CYCLE

20. COMPANIES TEND TO GROW CLOCKWISE, FROM SCISSORS TO ROCK TO PAPER; 1

21. THEY TEND TO COMPETE COUNTER-CLOCKWISE— PAPER COVERS ROCK, ROCK BREAKS SCISSORS, SCISSORS CUTS PAPER; 2

22. THE SPACES BETWEEN THE STABLE STATES ARE “UNSTABLE STATES”— PERIODS OF TIME WHEN CHANGE IS NOT ONLY POSSIBLE BUT NECESSARY. IT’S DURING THESE UNSTABLE PERIODS THAT COMPANIES OFTEN NEED TO REPOSITION THEIR BRANDS. 3

24. HOW TO BUILD A CULTURE OF NONSTOP INNOVATION

25. THE DESIGNFUL COMPANY WILL HELP YOU TRANSFORM YOUR IDEAS BY UNLEASHING THE FULL POTENTIAL OF CREATIVE COLLABORATION

26. WELCOME TO THE FUTURE OF BUSINESS

28. BEAUTY EMERGES FROM ANY DESIGN THAT IS WORKING BUCKMINSTER FULLER

29. THE AGE OF

30. WICKED PROBLEMS

31. INDUSTRIAL AGE THINKING HAS DELIVERED SOME DAZZLING CAPIBILITIES, INCLUDING THE POWER TO CHURN OUT HIGH- QUALITY PRODUCTS AT AFFORDABLE PRICES.

32. Yet

33. It has also trapped us in a tangle of what is called

34. WICKED PROBLEMS

35. PROBLEMS SO PERSISTENT, PERVASIVE, AND SLIPPERY THAT THEY SEEM INSOLUBLE.

36. THEY CROWD US LIKE PIRANHA

37. POLLUTION

38. OVER POPULATION

39. GLOBAL WARMING

40. THIRD WORLD HUNGER

41. In the world of business, managers face a subset of these problems:

42. BREAKNECK CHANGE In the world of business, managers face a subset of these problems:

43. BREAKNECK CHANGE In the world of business, managers face a subset of these problems: ULTRA-SAVVY CUSTOMERS

44. BREAKNECK CHANGE In the world of business, managers face a subset of these problems: ULTRA-SAVVY CUSTOMERS BALKANIZED MARKETS

45. BREAKNECK CHANGE In the world of business, managers face a subset of these problems: ULTRA-SAVVY CUSTOMERS BALKANIZED MARKETS PRICE PRESSURE

46. Survey of Wicked Problems

47. 1. Balancing long-term goals with short-term demands Survey of Wicked Problems

48. 1. Balancing long-term goals with short-term demands 2. Predicting returns on innovative concepts Survey of Wicked Problems

49. 1. Balancing long-term goals with short-term demands 2. Predicting returns on innovative concepts 3. Innovating at the increasing speed of change Survey of Wicked Problems

50. 1. Balancing long-term goals with short-term demands 2. Predicting returns on innovative concepts 3. Innovating at the increasing speed of change 4. Winning the war for world-class talent Survey of Wicked Problems

51. 1. Balancing long-term goals with short-term demands 2. Predicting returns on innovative concepts 3. Innovating at the increasing speed of change 4. Winning the war for world-class talent 5. Combining profitability with social responsibility Survey of Wicked Problems

52. 1. Balancing long-term goals with short-term demands 2. Predicting returns on innovative concepts 3. Innovating at the increasing speed of change 4. Winning the war for world-class talent 5. Combining profitability with social responsibility 6. Protecting margins in a commoditizing industry Survey of Wicked Problems

53. 1. Balancing long-term goals with short-term demands 2. Predicting returns on innovative concepts 3. Innovating at the increasing speed of change 4. Winning the war for world-class talent 5. Combining profitability with social responsibility 6. Protecting margins in a commoditizing industry 7. Multiplying success by collaborating across silos Survey of Wicked Problems

54. 1. Balancing long-term goals with short-term demands 2. Predicting returns on innovative concepts 3. Innovating at the increasing speed of change 4. Winning the war for world-class talent 5. Combining profitability with social responsibility 6. Protecting margins in a commoditizing industry 7. Multiplying success by collaborating across silos 8. Finding unclaimed yet profitable market space Survey of Wicked Problems

55. 1. Balancing long-term goals with short-term demands 2. Predicting returns on innovative concepts 3. Innovating at the increasing speed of change 4. Winning the war for world-class talent 5. Combining profitability with social responsibility 6. Protecting margins in a commoditizing industry 7. Multiplying success by collaborating across silos 8. Finding unclaimed yet profitable market space 9. Addressing the challenge of eco-sustainability Survey of Wicked Problems

56. 1. Balancing long-term goals with short-term demands 2. Predicting returns on innovative concepts 3. Innovating at the increasing speed of change 4. Winning the war for world-class talent 5. Combining profitability with social responsibility 6. Protecting margins in a commoditizing industry 7. Multiplying success by collaborating across silos 8. Finding unclaimed yet profitable market space 9. Addressing the challenge of eco-sustainability 10. Aligning strategy with customer experience Survey of Wicked Problems

58. Six Sigma is a business management strategy originally developed to improve the quality of process outputs by identifying and removing the causes of defects (errors) and minimising variability in manufacturing and business processes

59. Customers now expect every product and service to be reliable, affording no single company a competitive advantage.

60. Today’s companies and brands are beset by distrustful customers, disengaged employees, and suspicious communities. We can link these problems to a legacy management style that lacks any real human dimension.

62. close 15 factories and cut 34,000 jobs XXXXX XXXXX XXXXX

63. “We can no longer play the game the old way,” he said. “From now on, our vehicles will be designed to satisfy the customer, not just fill a factory.” Bill Ford

64. TOO LITTLE, TOO LATE

66. In an era of Six Sigma parity, it’s no longer enough to get better. We have to get different.

67. In an era of Six Sigma parity, it’s no longer enough to get better. We have to get different. Not just different, but really different.

68. SO IF INNOVATION DRIVES DIFFERENTIATION,

69. SO IF INNOVATION DRIVES DIFFERENTIATION, WHAT DRIVES INNOVATION?

70. DESIGN

71. DESIGN CONTAINS THE SKILLS TO IDENTIFY POSSIBLE FUTURES, INVENT EXCITING PRODUCTS, BUILD BRIDGES TO CUSTOMERS, CRACK WICKED PROBLEMS, AND MORE. THE FACT IS…

72. IF YOU WANT TO INNOVATE,

73. YOU’VE GOT TO DESIGN.

74. THE DISCIPLINE OF DESIGN HAS BEEN WAITING PATIENTLY UNTIL NOW. Companies have used design as a beauty station for identities and communications, or as the last stop in a product launch. Never has it been used for its potential to create rule-bending innovation across the board.

75. THE DISCIPLINE OF DESIGN HAS BEEN WAITING PATIENTLY UNTIL NOW. Companies have used design as a beauty station for identities and communications, or as the last stop in a product launch. Never has it been used for its potential to create rule-bending innovation across the board. Meanwhile, the public is developing a healthy appetite for all things design.

76. 7/10

86. In the UK, “rapidly growing” businesses, say design tops their list of success factors, 47% rank it first. 47%

87. WHEN YOU HEAR THE PHRASE INNOVATIVE DESIGN, WHAT PICTURE COMES TO MIND?

88. ?

89. ?

90. ?

91. ?

92. DESIGN IS RAPIDLY MOVING FROM POSTERS AND TOASTERS TO INCLUDE…

93. PROCESSES,

94. DESIGN IS RAPIDLY MOVING FROM POSTERS AND TOASTERS TO INCLUDE… PROCESSES, SYSTEMS,

95. DESIGN IS RAPIDLY MOVING FROM POSTERS AND TOASTERS TO INCLUDE… PROCESSES, SYSTEMS, AND ORGANISATIONS.

96. DESIGN

101. Brand and Deliver

104. d x d = : D

105. d x d = : D DIFFERENCE

106. d x d = : D DESIGN

107. d x d = : D DIFFERENCEDESIGNDELIGHT

108. Until a decade or so ago, the public’s taste for design had been stunted by the limitations of mass production. Now people have more buying choices, so they’re choosing in favor of beauty, simplicity, and the “tribal identity” of their favorite brands.

111. 120 billion

112. For businesses to bottle the kind of experiences that rivet minds and run away with hearts, not just one time but over and over, they’ll need to do more than hire designers.

113. THEY’LL NEED TO BE DESIGNERS.

114. For businesses to bottle the kind of experiences that rivet minds and run away with hearts, not just one time but over and over, they’ll need to do more than hire designers. THEY’LL NEED TO BE DESIGNERS. THEY’LL NEED TO THINK LIKE DESIGNERS.

115. For businesses to bottle the kind of experiences that rivet minds and run away with hearts, not just one time but over and over, they’ll need to do more than hire designers. THEY’LL NEED TO BE DESIGNERS. THEY’LL NEED TO THINK LIKE DESIGNERS. FEEL LIKE DESIGNERS.

116. For businesses to bottle the kind of experiences that rivet minds and run away with hearts, not just one time but over and over, they’ll need to do more than hire designers. THEY’LL NEED TO BE DESIGNERS. THEY’LL NEED TO THINK LIKE DESIGNERS. FEEL LIKE DESIGNERS. AND WORK LIKE DESIGNERS.

117. Companies don’t fail because they choose the wrong course—they fail because they can’t imagine a better one.

118. THANK YOU Companies don’t fail because they choose the wrong course—they fail because they can’t imagine a better one.