Bengt-Arne Vedin

This book argues for the need to make design the driving force for propelling innovation, as it provides important impetus for innovation, realizing dreams and obtaining a different focus from cost, technology, or production processes. Design also evokes creativity of a higher order and causes unexpected and inventive cross-fertilization across traditional borders or disciplines.

This volume offers the “how-to's” for designing for successful novelty, and discusses issues such as product language and meaning, and connecting with the end-user. It will also serve as a checklist, primer, and handbook, providing the reader-practitioner hands-on, but sometimes provocative advice. The Design-Inspired Innovation Workbook is an indispensable handbook and important foundation for facilitating dialog between internal and external product service managers and designers, and aims to cover a vast arena of design-cum-innovation efforts while making the reader discover or invent the exact undertakings by him or herself.

This book argues for the need to make design the driving force for propelling innovation, as it provides important impetus for innovation, realizing dreams and obtaining a different focus from cost, technology, or production processes. Design also evokes creativity of a higher order and causes unexpected and inventive cross-fertilization across traditional borders or disciplines.

This volume offers the “how-to's” for designing for successful novelty, and discusses issues such as product language and meaning, and connecting with the end-user. It will also serve as a checklist, primer, and handbook, providing the reader-practitioner hands-on, but sometimes provocative advice. The Design-Inspired Innovation Workbook is an indispensable handbook and important foundation for facilitating dialog between internal and external product service managers and designers, and aims to cover a vast arena of design-cum-innovation efforts while making the reader discover or invent the exact undertakings by him or herself.

ARTICLE INFO ABSTRACT Available online July 2013 From our earliest days, we learn through trying and failing. Early on, this is the natural way of learning. An unexpected and blatant failure has a large, possibly traumatic, impact. So why not conscious inclusion of learning from failure in education: testing, trying, and experimenting, transferring experiences between different domains of knowledge? How may such education, with an emphasis on learning results, be designed? Key Words: Failure, departure(from), exception, learning, experiencing, teaching. Teaching and Learning by Way of Failure? Let me start on a personal note. The two most rewarding lessons I had during my four years of basic academic education were not any intended lessons, but results of professors' very much unintended failures. In the first instance, the professor, a recognized authority, obviously felt very sure of himself when he to his basic book for a particular branch of physics had added some newly disc...

The first volume follows futures consciousness through the history of mankind, making the point that this way of seeing is one important aspect of what makes us human. The second volume deals with current futurist thought, with a broad and lucent overview of science fiction.

Everyone knows that corporate growth--true growth, not just agglomeration--springs from innovation. And the common wisdom is that companies must spend lavishly on R&D if they are to innovate at all. But in these fiscally cautious times, where every line item of every budget in every company is under intense scrutiny, many organizations are doing just the opposite. They tighten their belts, subject nascent product-development programs to rigorous screening, and train R&D staffers to think in business terms so the researchers will be better able to decide whether an idea for a product or service is worth pursuing in the first place. Such efficiency measures are commendable, say authors Gary Hamel and Gary Getz. But frugality is not a growth strategy, they point out, and, in truth, there is very little correlation between corporate performance and the amount spent on innovation. Companies like Southwest, Cemex, and Shell Chemicals have shown that businesses don't have to spend a fortune on R&D to reap the benefits of innovation. To produce more growth per dollar invested, companies must produce more innovation per dollar invested. Hamel and Getz explain how businesses can dramatically improve their innovation yields. They offer these five imperatives: Increase the number of innovators among existing employees (whatever their job titles) by involving them in innovation processes and events. Focus on developing truly radical ideas--ones that change customers' expectations and behaviors and industry economics--not just incremental ideas. Look for innovation sources outside the organization, as well as inside. Increase the learning from small, low-risk experiments. And commit to long-term, consistent development efforts.

There are several links between information theory — between »information as such« whatever that might mean — and the foundations of nature, ie, basic physics. Well, since physics is a science still evolving (despite propositions that »the end of science« is now in sight), some of the ...