Design Thinking in the Automotive Industry. Creativity and Innovation
(Sprache: Englisch)
This book explores the application of Design Thinking in the automotive industry in order to explain which factors influence the innovativeness of Design Thinking teams. Seeking for innovation leadership, automotive manufacturers apply Design Thinking to...
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This book explores the application of Design Thinking in the automotive industry in order to explain which factors influence the innovativeness of Design Thinking teams. Seeking for innovation leadership, automotive manufacturers apply Design Thinking to enhance their competitiveness with customer-oriented products and services. Design Thinking is a multidisciplinary team-based methodology that adopts design principles to business management. In the literature and practice, however, it is not clear, what constitutes the relationship between the application of Design Thinking and team's innovativeness. A grounded theory and template analysis approach is used to develop a framework which explains this relationship. Managers and decision-makers of multinationals are provided with practical recommendations about how to implement Design Thinking to produce innovative products and services.
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Text sample:Chapter 5.2. Innovativeness of Design Thinking Teams:
The second part of the interviews focused on the innovativeness of Design Thinking teams. As proposed in section 3.2.1 team's innovativeness is measured with two categories - creativity and implementation. The overview of concepts and categories is given in Table 4. Furthermore, efficiency is added as a new category. Overall, the assumption that the sample might vary in innovativeness is confirmed by the data. Out of 14 projects, 8 are clustered into the highly innovative project group and the remaining 6 are less innovative projects. The clustering procedure is based on the coding procedure and explained in the following [...].
To the category creativity lower order categories namely incremental and radical ideas were added to the template. Incremental idea is explained by the two concepts "the outcome is not surprising but feasible and tendentially new" and "applying an existing solution, technology or idea to a new field" whereas radical idea consists of the concepts "develop something new for the world", "fascinate people within and outside the company" and "the solution is creative rather than obvious". With this differentiation of incremental or radical idea a first evaluation of the innovativeness could be made.
The second category of team's innovativeness - implementation - is coded by the concept "implement parts of the project or the whole prototype". Design Thinking projects often aim to generate a lot of different ideas at the beginning of the project which are clustered or further developed later on. This process leads to more than one solution, outcome or prototype. Hence, a project could be implemented partially and still it is considered as a holistic implementation of the whole project.
"Well, out of 24 ideas we have chosen 4 ideas. There was a very close cooperation with the managing director [...]. It was really important to make sure that the implementation is realized. We
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have finished the project with an implementation workshop. [...] There, we have thought about what is the minimal viable product to implement. Falsely, sometimes they think that they have to implement the whole project ideas at once. That is why we made sure that a version is existent which is at the market very quickly. [One idea] for example is at the [...] market already. [...]." (interviewee_16, project_10).
Termination of the project prior implementation was added to the template as a category which corresponds to implementation. Two concepts - "no implementation of the solution or idea" and "it was not the goal to implement the idea" - describe termination as an alternative to implementation. Since Design Thinking was new to some of the employees, they applied Design Thinking in the project to evaluate the methodology itself and to develop new ideas. In such cases the goal of implementation was secondary and not perceived as something important for the success of the project.
"[the question of the implementation stage] could not be answered very well because there was no implementation of the ideas planned at the first place. This means that it was clear to everybody that we want to test the method and that we want to evaluate which additional value we can generate with the method for our projects in our department. [...] This was my goal which I accomplished. [...]." (interviewee_6, project_6).
In addition to creativity and implementation, efficiency as a new category of team's innovativeness emerged during the data analysis. Participants explain that through the Design Thinking method they were able to implement prototypes very quickly at a very low level of expenses compared to other projects. Money and time savings are realized by test drives and early feedback iterations within the multidisciplinary team. They described that the efficiency of getting results (i.e. an innovation) is increased by Design Thinking if they compare their outputs with other pro
Termination of the project prior implementation was added to the template as a category which corresponds to implementation. Two concepts - "no implementation of the solution or idea" and "it was not the goal to implement the idea" - describe termination as an alternative to implementation. Since Design Thinking was new to some of the employees, they applied Design Thinking in the project to evaluate the methodology itself and to develop new ideas. In such cases the goal of implementation was secondary and not perceived as something important for the success of the project.
"[the question of the implementation stage] could not be answered very well because there was no implementation of the ideas planned at the first place. This means that it was clear to everybody that we want to test the method and that we want to evaluate which additional value we can generate with the method for our projects in our department. [...] This was my goal which I accomplished. [...]." (interviewee_6, project_6).
In addition to creativity and implementation, efficiency as a new category of team's innovativeness emerged during the data analysis. Participants explain that through the Design Thinking method they were able to implement prototypes very quickly at a very low level of expenses compared to other projects. Money and time savings are realized by test drives and early feedback iterations within the multidisciplinary team. They described that the efficiency of getting results (i.e. an innovation) is increased by Design Thinking if they compare their outputs with other pro
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Autoren-Porträt von Ellen Simon
Ellen Simon, Master of Science (M.Sc.), studied "Innovation Management & Entrepreneurship" at the Technical University of Berlin and University of Twente in a Double-Degree Master Program. Before, she graduated as a Bachelor of Science (B.Sc.) in "Informationsorientierter Betriebswirtschaftslehre" at the University of Augsburg. In parallel, the author gained experience in diverse project placements at the German automotive and consulting industry. Thus, she has special knowledge in the area of project management, technology management, innovation management and information technology. At the moment, she works as an International Trainee at an automotive manufacturer. This book is based on her studies and work experience in this industry.
Bibliographische Angaben
- Autor: Ellen Simon
- 2016, 124 Seiten, 22 Abbildungen, Masse: 15,5 x 22 cm, Kartoniert (TB), Englisch
- Verlag: Anchor Academic Publishing
- ISBN-10: 3960670567
- ISBN-13: 9783960670568
Sprache:
Englisch
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