to your friends, family and colleagues unable to attend. We will provide a
perspective on the marriage of design and innovation. Sometimes they may look
like a cute old couple sitting on a park bench, other times they may appear to
be frustrated parents of unappreciative kids. Either way, there will be some
relationship worth noting.
different perspective or broad brushes from what you missed when you followed a
alternative path. Either way, we appreciate the sharing and will do the best to
quote those quote approach us with interesting thoughts.
education and big business, the University of Philadelphia and Unilever.
University started it off right with a quote about where our education institutions fit
on the timetable of innovation, "we are the front end, of the front
end of innovation." Whatever Mr. Widder talked about after this quote
didn't matter much, this writer was hooked, line and sinker.
engineering, design and business to formulate what they call the Sprint
program (wish it had a better 'non-tel com' name). This was the foundation for the
institution's philosophy for innovation in education and educating on
innovation. This writer has a yet to be quenched desire to see this effort come
to life in more institutions, so Mr. Widder was a welcome stream in the desert.
us a view inside the programs and platforms. He talked about teaching in design
studio, with business students (any fellow MBA students out there who have
experienced this before?). He talked at length about solving problems, how
the group included students from all levels (freshmen undergraduate to
post-graduate students). The effort was taking on projects, solving problems,
project management and working at a higher level with their organizational
clients (this one specifically being Unilever). The intensity and brevity (one
week ideation) was what surprised a few. It was fast and furious, academic
client / collaborative partner in this case study. As a part of the Unilever
Compass strategy the CEO's directive was to 'double the organization's size
while halving their environmental footprint.' A notable effort for Unilever to
leap beyond shareholder value and seek much higher values.
innovation, (including a website to collect ideas from the general public) they
are always looking for new channels of collaboration.
30+ product concepts,
5 taken forward,
3 product concepts taken to second stage.
with intellectual property and what each group found to be the most valuable
outcomes. But, those items for another post tomorrow. Ff you would like we can
email further thoughts to you individually.