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Prototyping That’s Less Prone to Failure

By:  Adam Richardson for Harvard Business Review

When I was a young industrial designer at the erstwhile Sun Microsystems (now owned by Oracle), I was working on the design of a large server. The product had modules that could be removed and replaced quickly by system administrators if something went wrong. We wanted to find the most intuitive design for the rotating latches on either side of each module. Since engineering was on a tight schedule and physical prototypes were months away from being ready, we elected to do “paper prototyping,” where we showed drawings to users of the modules with different latch designs.

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How To Differentiate Your Service Organization

Hint, it’s the simple things.

By Chris Gregory - HLB Director Marketing and Business Development

Product differentiation is a frequent topic in our office. As a product development consultancy we are always searching for ways to elevate our clients’ products above the clutter. Focus on this issue often revolves around design, materials, technologies, and methods to help drive increased user satisfaction while decreasing costs. However, things take on a different hue when transitioning our vision inwardly in attempting to practice what we preach.

Our firm has wonderfully talented designers and engineers that have ushered hundreds of pioneering, successful products from concept to the marketplace. Of course, I believe our people are the best. However, many other firms claim similar offerings. So, how does one get the message across that their firm is in fact the best choice? The most important and basic aspect of being a firm that provides a service is to actually provide superior service. While important, the most crafty messaging does not always appropriately depict a truly service focused organization. Rather, superior service is most often proven by paying attention to the simple things.

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Use Your Customers as Ethnographers

By Julie Wittes Schlack for Harvard Business Review

Several of the great success stories of corporate ethnography have 3M engineer Richard Drew as their protagonist. In the 1920s, Drew spent several days at an auto assembly plant, observing how the workers were using his company’s sandpaper. Two-tone cars were all the rage at the time, and Drew serendipitously noticed that the plant workers were laboriously and often unsuccessfully using newspapers to shield the painted portion of the car while the second color was applied. That alerted him to a need and ignited the idea for what became 3M’s keystone product: masking tape.

When it comes to discovering unmet customer needs and innovation opportunities, there’s no substitute for in-the-moment, in-context observation for making meaning out of the complex weave of emotion and rationality that drives consumer behavior. That’s why ethnographers often follow subjects around or even temporarily move in with them to note the compensations, workarounds, and rituals associated with some specific product, task, or routine.

But unless ethnographers are willing to spend weeks on end with their subjects, their presence inevitably introduces some behavioral change in the people they’re observing. After all, if you’re a teenaged girl, are you likely to buy condoms for your boyfriend with an ethnographer tailing you around? If you’re her mother, might you hold back from purchasing those Cheetos or Oreos, or hesitate to strip off your bra the moment you get home from work? If you’re her father, will you be tempted to tune into NOVA instead of the latest episode of Hoarders?

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Can You Design Innovation?

Innovation districts are popping up all over the country. But will they work?

By Diana Budds for Fast Company

Picture a gleaming building wrapped around an expansive tree-filled courtyard. All the walls are glass so you can see what's happening in the ground-level retail and open-plan offices on the upper floors. In lieu of cramped hallways there are wide-open walkways and a snaking ramp that ascends to a rooftop lawn. Apartments are close by and there's a constant hum of activity and interaction throughout. This is the image of a forthcoming innovation district in Miami, Florida.

In business, everyone is racing to develop the next big thing. Similarly, cities and developers are capitalizing on this by building entire neighborhoods to foster innovation. But one question lies at the heart of the trend: Can innovation really be designed?

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How to Talk to Your Very First Customers

By Belle Beth Cooper for Entrepreneur

Creating valuable products requires getting valuable feedback. Who you talk to early on counts for a whole lot.

A few weeks ago my co-founder and I started privately beta testing our company’s second product.

Our first product, Exist, has been in public beta for almost a year. We made lots of mistakes which, thankfully, we’ve learned from.

This time around, we know what to do differently—so we can make fresh mistakes this time, no doubt. Here are a few lessons I’d love to share.

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Making Innovation

This is a great piece describing the power that a symbiotic relationship between engineering and manufacturing can have on product innovation and development. HLB's engineers learned long ago to involve manufacturing resources at the earliest stages of development. Early collaboration has greatly enhanced our ability to push the creative envelope while delivering on time and within budget.

Making Innovation

The hubs of advanced manufacturing will be the economic drivers of the future because innovation increasingly depends on production expertise. 

By Nanette Byrnes for MIT Technology Review 

Visitors to the Crosspointe Rolls-Royce facility in Prince George County, Virginia, have to don safety glasses and steel-tipped shoes, just as they would at any traditional factory. But then things start to look different. Past the cubicles filled with programmers and support staff sits a 140,000-square-foot factory with spotless white concrete floors, bright lighting, surprisingly quiet equipment, and very few human beings.

Opened in 2011, Crosspointe is the kind of factory that makes a good backdrop to a political speech about advanced manufacturing, as President Barack Obama knew when he arrived less than a year later. It’s global: the U.S. operations center of a U.K. company, it uses titanium forgings from Scotland, Germany, or the United States; shapes them into fan disks; and, after milling, polishing, and testing, ships them off to England, Germany, or Singapore. Once there, each disk will become one of 10,000 parts in a typical engine.

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4 Ways Experience Can Obstruct Innovation

By: Chris Gregory - HLB Director of Marketing and Business Development

Highly experienced, intently focused seems to be the call of the day regardless of industry and market focus. Being highly focused and experienced typically means that an exceptional amount of expertise has been acquired within the field in which one works. Confidence evolves due to a proven ability to solve problems with products and services users want and need. This has all been substantiated by increased revenues, market-share, receipt of a promotion, and a praising e-mail from the boss. However, there comes a time when, if allowed, experience can actually work against the product development process. Here are four ways success can work against you.

Blinders

Often experience or being especially close to a product can cause a product manager to don virtual blinders. It is quite common for a product manager or development team to ride the glory of a highly successful product cycle into the dawn of a new version or release. Armed with a great deal of knowledge gained from market and user research conducted during a previous release, product managers assume they know most of what there is to know. It’s quite easy to greatly reduce or completely cutout market research thinking that what users wanted then is what they want now. However, as many of us have learned the hard way, markets change quickly and the assumption approach results in less than desirable consequences.

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Want To Make Better Products? Start By Trusting Your Client

PLUS, FOUR TIPS FOR HOW TO BUILD TRUST WITH EVEN THE MOST DIFFICULT CLIENTS

Numerous years of product development consultation experience have taught us here at HLB that client input is critical to a productive development process. Additionally, a collaborative process generating an environment of shared ownership results in mutually beneficial, long-term success. Jennifer Sukis and Carey Jenkins shed additional light on the importance of trusting your client.

WRITTEN BY Jennifer Sukis and Carey Jenkins

Twenty or so years ago, when designers of all kinds were trying to own a seat at the table of business strategy, one of our favorite ways to demonstrate our relevance was by insisting that clients were asking the wrong questions.

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