Design Is How It Works: How the Smartest Companies Turn by Jay Greene

By Jay Greene

"It's not only what it appears like and sounds like. layout is the way it works."-Steve Jobs

there is a new race in enterprise to embody "design thinking." but so much executives don't have any clue what to make of the new buzz approximately layout. it is hardly the topic of industrial retreats. it isn't simply measurable. To many, layout is just a crapshoot.

Drawing on interviews with most sensible executives corresponding to Virgin's Richard Branson and Nike's Mark Parker, Jay Greene illuminates the tools of businesses that depend upon layout to face out of their industries. From the stories of these at businesses from Porsche to REI to Lego, we research that layout isn't really in simple terms approximately sort and shape. the guts of layout is rethinking the way in which services paintings for patrons in genuine existence. Greene explains how:

-Porsche pit its designers opposed to one another to create its bestselling Cayenne SUV

-Clif listened carefully to consumers, leading to the industry-changing Luna strength bar

-OXO paid meticulous recognition to the main points, became its LiquiSeal mug from an abysmal failure into one in all its maximum successes

-LEGO begun announcing no to its designers-saving its brick enterprise within the method

Greene exhibits how vital it really is to construct a tradition during which layout is greater than an after-the-fact concern-it's a part of your company's DNA. layout issues at each level of the method. it's not effortless, and it raises bills, however it additionally boosts gains, occasionally to an enormous volume. In an more and more aggressive industry, layout represents the simplest likelihood you may have of transcending your opponents.

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I’ll go for a two- or three-mile run when brutal weather pre­ vents me from taking my bike out for spin. So on a particu­ larly cold and rainy day, I put on my Nike Zoom Vomero+ shoes and head over to Seattle’s Green Lake Park for a three-mile run. Days earlier, I had slipped a little sensor into the Vomero’s sole, which connects to a receiver attached to my iPod. It’s called Nike+, a twenty-nine-dollar contraption conjured up by Nike and Apple that lets me keep track of my speed, distance, and calories burned.

That only gets it in the game. Nike has perfected the art of getting its customers passionate about its products. 50 Like me. I’m a decent athlete, but I’m not much of a runner. I’ll go for a two- or three-mile run when brutal weather pre­ vents me from taking my bike out for spin. So on a particu­ larly cold and rainy day, I put on my Nike Zoom Vomero+ shoes and head over to Seattle’s Green Lake Park for a three-mile run. Days earlier, I had slipped a little sensor into the Vomero’s sole, which connects to a receiver attached to my iPod.

Porsche’s chief executive and chief financial officers, who engineered the overreaching acquisition bid, both resigned as a result. Will Porsche, under new ownership, remain indepen­ dent? Will its design process be subject to new directives from Volkswagen’s Wolfsburg headquarters? Will Porsche have the freedom to try new ideas, as Ferry Porsche once preached, or will it live in fear of its own potential? PORSCHE 35 In the aftermath of the news, Volkswagen said the right things. “Porsche’s independence in the integrated group will be safeguarded, in line with Volkswagen’s proven decen­ tralized management model,” the company said when it announced the deal.

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