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| Customer and user stories inform and inspire the innovation process. Stories also play a larger role in the life of an organization, sometimes spawning organizational change. Thus, being thoughtful about the creation and the communication of stories in an organization can have significant benefits.
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| Stanford University believes that the complexity of today’s global environmental questions require breakthroughs of a different nature—solutions that are responsive to the multifaceted structure of environmental challenges. How do you organize spaces for such complex interdisciplinary work? It started with an ethnography of collaboration among a wide range of economics, social, and hard science professions and departments. The new Yang and Yamazaki Environment and Energy (Y2E2) Building is the result of Stanford using key insights about how its people actually work and what their work means to them to move beyond ossified departmental and professional structures.
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| The stories of GladWare and Coca-Cola’s Fridge Pack illustrate several important strategic ideas that innovators should take note of.
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| In this 2009 Accenture Award-winning article, we examine a generic innovation proccess, based on models of how people learn. It can be applied to the design and development of both hardware and software products, to the design of business models and services, to the design of organizations and how they work, and to the design of the buildings and spaces in which work takes place, or within which companies interact with their customers.
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| The disconnect between what consumers say and what they do is prompting business to hire cultural anthropologists to teach them the science of observation. Point Forward’s Michael Barry outlines six key points to help designers and business people becoming more astute observers of human behavior.
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