Until now, the literature on innovation has focused either on radical innovation pushed by technology or incremental innovation pulled by the market. In "Design-Driven Innovation: How to Compete by Radically Innovating What Things Means", Roberto Verganti introduces a third strategy, a radical shift in perspective that introduces a bold new way of competing. Design-driven innovations do not come from the market; they create new markets. They don't push new technologies; they push new meanings. It's about having a vision, and taking that vision to your customers. Think of game-changers like Nintendo's Wii or Apple's iPod. They overturned our understanding of what a video game means and how we listen to music. Customers had not asked for these new meanings, but once they experienced them, it was love at first sight. But where does the vision come from? With fascinating examples from leading European and American companies, Verganti shows that for truly breakthrough products and services, we must look beyond customers and users to those he calls 'interpreters' - the experts who deeply understand and shape the markets they work in. "Design-Driven Innovation" offers a provocative new view of innovation thinking and practice
具体描述
读后感
苹果公司的一位市场经理曾将市场调查描述为这样一个过程，基本就是“史蒂夫·乔布斯每天清晨对着镜子，追问自己究竟想要什么”。这一说法听上去荒谬而且不合逻辑，它似乎违背了“以用户为中心”的那套创新的主流理论。我们似乎一直被那些分析师轮番轰炸，告诉我们公司要有远见...
评分Roberto Verganti: Changing the rules of competition by radically innovating what things mean Roberto is Professor of Management and innovation at Politecnico di Milano and author of Design-driven Innovation He talked to us about the importance of meaning. M...
评分Roberto Verganti: Changing the rules of competition by radically innovating what things mean Roberto is Professor of Management and innovation at Politecnico di Milano and author of Design-driven Innovation He talked to us about the importance of meaning. M...
评分这本书的结构让我想起另外一本“how to read a book” 相似之处在于，都是不断的重复，你现在读到哪里了，你前面刚刚读过了什么，你下面要读的是什么。基本每个大的章节前面都有，甚至比较小的节都有。 本来条理清晰是好事，这个技巧在做演讲的时候可能很好用，但是这是一本书...
评分你来到一个了房间里，你忽然发现自己被浸泡在一种靛蓝色与紫色的环境中。灯光的边际在墙上渐渐地变成淡蓝色，温柔地流动这、闪烁着。在这美丽的氛围当中，你感到惬意，感到晕眩乃至激动。你以为这是晚霞，可是打开窗户你却发现这是彻底的黑夜。你忽然发现了这光亮的源头，它在...
用户评价
“市场？哪个市场？我们从来不看市场需求，我们只向人们提出建议。”Artemide总裁。 主要说设计驱动的市场经济模式，如何将产品在人们生活中的意义与创新技术建立起一个联系。举例道诸如apple，wii的技术创新，一再强调不应该跟着市场，客户去走。因为人们是后知后觉的，他们只需要享受设计师带来的创造即可。所以设计人跟技术人之间需要一起给予人们一个新的建议。第二部分说如何使用设计驱动的过程。举出的方法会比较有意思。 对于设计策划有兴趣 可以一看。
评分Radical Innovation VS Incremental Innovation
评分罗伯特的研究员克劳迪和亚历山大给上的课，回来正在回顾码文，作为没接触过管理和周详商业学习的设计生，压力真是大，书中大部分觉得是意大利品牌例子，下面还有人说大多数没听说过，OK！听惯了UCD还没明白什么是UCD的时候，DESIGN DRIVEN是很有魔力的，所以才足以造就ALESSI ARTEMITE她们的独有魅力。。。书读起来确实冗长，罗伯特也反反复复把观点提来提取的，设计驱动---市场牵引----技术推动的模型还是很妙的！继续码字！
评分罗伯特的研究员克劳迪和亚历山大给上的课，回来正在回顾码文，作为没接触过管理和周详商业学习的设计生，压力真是大，书中大部分觉得是意大利品牌例子，下面还有人说大多数没听说过，OK！听惯了UCD还没明白什么是UCD的时候，DESIGN DRIVEN是很有魔力的，所以才足以造就ALESSI ARTEMITE她们的独有魅力。。。书读起来确实冗长，罗伯特也反反复复把观点提来提取的，设计驱动---市场牵引----技术推动的模型还是很妙的！继续码字！
评分立意很好，观点偏颇，理论扯淡
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