Michael Edson, Resource Sharing Remixed

Slides for Day 4 of the module on Design & Creativity, Nanyang Business School Singapore January 2019

A quick analysis of this strange phenomenon, with some suggestions about how to cope with people who bullshit. bulldictionary.com Buy the book: http://amzn.to/2doeOTI

Slides for Day 1 of the core module on Design and Creativity at the graduate programmes of ACI, Nanyang Business School January 2019, Singapore.

This document summarizes the key discussions and activities from Day 2 of an Institute on Asian Consumer Insight event focused on creativity and design. It includes: - A discussion of questions from Day 1 around developing and exercising creativity. - An activity on reframing resistance to change in a positive light. - An exploration of growth mindset and how intelligence and personal traits can change. - Activities focused on reframing problems as "wicked" problems, asking powerful questions, and exploring participants' creative selves. The document concludes with sharing of exemplary reports, and an individual reflection activity to identify key lessons and next action steps.

The document summarizes José Pietri's presentation at the Enterprise Week 2009 on the importance of change and innovation for businesses. The presentation focused on sharing experiences and examples of innovation in practice from other companies. It emphasized that innovation is an ongoing process, not just a single event, and discussed the importance of collaboration and exploring new ideas through tools like social media and brainstorming to drive business growth.

This document discusses creativity and design. It begins by providing background on design processes and methods, citing sources from various design firms and thinkers. It then discusses the importance of failure in design and innovation, noting that many successful products, businesses and inventors experienced numerous failures during development. The document encourages learning from failures of others, failing gracefully oneself, and using trial and error in the design process. It emphasizes reframing one's attitude towards failure as a learning opportunity. Overall, the document promotes an experimental and iterative approach to creativity and problem-solving.

A 30 minute session being given at IBM's Business Gets Social Roadshows. http://www-01.ibm.com/software/collaboration/events/socialbusiness/

The document discusses the connection between innovation, patents, and economic growth. It provides the following key points: 1) Western economies grew rapidly during the Industrial Revolution due to innovation driven by patents and technology. Countries that studied and copied other nations' patent systems, like Japan copying the US system, also saw economic growth. 2) Innovation accounts for up to 80% of productivity growth in high-income countries. Firms that innovate outperform non-innovating firms. 3) "Soft thinking" skills like creativity and innovation are now as important as traditional "hard thinking" skills taught in schools, but education systems still focus more on eliminating soft thinking. True innovation often stems from chance

The cats out of the bag! No longer is this elusive topic an enigma anymore. We've uncovered the greatest myths about creativity. These ideas will make you think differently about the world of creativity and business in general. 1. People are either born creative or not at all 2. I can't draw I'm not creative 3. I have writers block 4. Business has nothing to do with creativity 5. Creativity won’t help in my job Thanks for stopping by! Now keep on rocking in the free world. Jeph

This document discusses creativity and developing business ideas. It describes creativity as stemming from intelligence, environment, knowledge, thinking style, personality, and motivation. It also discusses different thinking styles like convergent and divergent thinking. The document then provides various techniques that can help generate ideas such as brainstorming, market research, developing personas, mapping customer journeys, and techniques like SCAMPER. It emphasizes that ideas can come from many sources and the importance of identifying the problem to be solved. Ultimately, the document stresses that ideas must be turned into opportunities by considering factors like market fit, feasibility, management team, and personal ambition.

1. The document discusses how chaos often precedes great changes and encourages the reader to create chaos in order to enable change. 2. It provides several quotes about creativity, innovation, and the need for new approaches and thinking outside the box. 3. The document lists several books and resources on topics like creativity, innovation, breakthrough thinking, and humor. It also provides contact information for the author.

Short talk on how to build startups like a boss. Given at Pecha-Kucha Night in Singapore on September 2012.

This document provides suggestions for improving meetings through better design. It discusses 5 types of meetings: beginnings (getting started), presentations (telling the user's story), middles (keeping people moving forward), explorations (helping people find their way), and endings (finding closure and learning). For each type, it offers recommendations like using visual tools, lean coffee approaches, and treating meetings as design problems to be solved. The goal is to manage assumptions, visualize ideas, and actively design meetings to better facilitate collaboration and outcomes.

This document discusses advocacy skills for promoting the green economy. It covers nudges and choice architecture, the six weapons of influence including consistency, reciprocation, social proof, authority, liking, and scarcity. Specific advocacy tools are examined like framing messages, storytelling, and government campaigns. Effective advocacy requires understanding human behavior and how to subtly influence decisions through default options, peer pressure, relationships and creating a sense of scarcity.

The document discusses the importance of open collaboration in content and design. It outlines four types of openness that enable effective collaboration: 1) personal openness through humility, 2) active openness by contributing across roles, 3) outward openness through understanding user needs, and 4) exponential openness where cross-discipline teams co-design. Creating a culture of openness sets the stage for successful collaboration and co-design, which are essential to building interconnected experiences.

Startups are lots of work, and that is if they work out. Talk given at the Lean Startup Machine workshop in Singapore in September 2012

This document discusses ways to promote creativity in education. It suggests that creativity should be as important as literacy and argues against teaching students solely to be "walking encyclopedias." The document also discusses how connecting diverse ideas and experiences can lead to new combinations and creative synthesis. It provides examples of creative thinking frameworks and strategies like incubation, analogies, imposing limits, and remixing content. The overall message is that creativity can be cultivated through open-ended activities, technology, and teaching students how to think in new ways.

Eight steps to leading a successful SharePoint project. Based on the article 'Leading Change' by John P Kotter with examples based on experiences with SharePoint projects over the past decade. Focused on business value, not technical fe

The document discusses prototyping the Smithsonian Commons, which is proposed as a new digital platform and presence for the Smithsonian Institution. It summarizes the Smithsonian's strategic plan and goals of updating their digital experience, learning model, and balancing autonomy and control. A key aspect is creating the Smithsonian Commons, which would stimulate learning, creation and innovation by providing open access to the Smithsonian's research, collections and communities online. The presentation discusses building prototypes to demonstrate what a Smithsonian Commons would look like from the perspective of different types of users.

The Smithsonian has developed a new strategic plan focused on solving complex problems through interdisciplinary collaboration. However, the Smithsonian faces challenges with relevance as its web presence and reach have declined compared to competitors. To address this, the Smithsonian used an open, transparent and participatory process to develop a new web strategy using workshops, wikis and public feedback to engage internal and external stakeholders.

The document discusses concepts related to excellence and innovation in organizations. It provides examples of how organizations can: 1) Embrace change, diversity of thought, risk-taking and rapid experimentation to drive innovation. Mistakes and failures should be seen as opportunities to learn. 2) Pursue decentralization, clear goal-setting, accountability and rigorous execution to achieve strategic objectives. 3) Continually move up the value chain by shifting from goods to services, solutions, experiences, and transforming customers' organizations.

Long version of presentation about the Smithsonian's Web and New Media Strategy and how it relates to the goal of creating more audience-centric Web sites. For Forum One, National Press Club, Washington, D.C. November 5, 2009.

A 15 minute overview of the Smithsonian Institution's Web and New Media Strategy and the drivers and process behind it. Part of the "strategery" [sic] session at the Museum Computer Network conference, November 13, 2009.

In this presentation, we take a look at how Big Spaceship organizes itself for new behaviors, how our approach focuses on behavior, and how behavior has affected work like Skittles, Star Wars, Google, and The Most Awesomest Thing Ever. It originally appeared here http://spcshp.it/eatstrategy and then at eat:strategy - a strategy conference in Toronto in July 2012. For more on Big Spaceship: http://www.bigspaceship.com

This document contains a presentation by Bill Smith on lessons learned from process improvement initiatives. The presentation includes 10 lessons: 1) Treat process improvement like a project; 2) Involve future users when developing processes; 3) Understand root causes of problems before assigning blame; 4) Avoid a one-size-fits-all improvement approach; 5) Walk before you run when implementing changes; 6) Keep an open mind; 7) Process improvement and compliance are not the same; 8) Plans without implementation are meaningless; 9) You may lose people and that's okay; and 10) Consider dissenting opinions. The presentation provides examples and references to support each lesson.

This document summarizes topics from a chapter on product planning and development, including preparing a firm for idea generation, concept identification, and active concept generation approaches. It discusses finding creative people by staffing with those having diverse experiences and enthusiasm for innovation. It also outlines barriers to firm creativity like cross-functional diversity and allegiance to functional areas that can limit innovative ideas. The document provides an example of the concept development process for a potential new coffee product called Designer Decaf in response to changes in the North American coffee market and culture.

The document discusses strategic and critical thinking. It emphasizes seeing possibilities, seeing differently, and adjusting views. Good strategic and critical thinking involves raising the right questions, gathering relevant information, developing well-reasoned conclusions, and communicating effectively. Critical thinking is about decision-making, open-mindedness, and productive dialogue. The document provides tips for strategic thinking such as clarifying assumptions, questioning the status quo, avoiding common decision traps like anchoring, and focusing on the future.

The document summarizes a keynote presentation given at a product management conference. It begins by describing how the problem of not having a keynote speaker led to an opportunity to practice product management principles. It then outlines four principles of great product managers: 1) seeing problems as opportunities, 2) deeply understanding customer needs, 3) incrementally improving existing products, and 4) creating great user experiences. The presentation used these principles to transform the problem into an unconventional keynote that involved collaborative input from the audience.

The document advertises an upcoming MSDN Developer Conference that will cover Microsoft's cloud computing platform, Windows 7, and .NET skills. It will take place in multiple cities and early registration costs $99. The conference will include sessions on soft skills like managing your career, communication, and creativity as well as organizational dynamics, strategies for success, and a presentation by Philip Wheat from Microsoft.

The document discusses design thinking as an approach to innovation that involves understanding user needs through empathy, visualizing insights through prototyping, and collaborating across disciplines. It outlines key principles of design thinking, such as embracing ambiguity, asking the right questions over providing answers, learning through building ideas, and creating change by bringing ideas to life. The document argues that design thinking can help organizations prepare for innovation by creating commitment through collaboration and finding deep insights through diverse perspectives.

The document summarizes the key points from a presentation about developing a new web and new media strategy for the Smithsonian Institution. It outlines the case for change, noting issues like the uncoordinated nature of the Smithsonian's online presence, competition from other websites, and declining web traffic. It then discusses developing a strategy using an open, transparent and crowdsourced process with workshops, an internal blog/wiki, and public feedback. The proposed strategy centers around a "Smithsonian Commons" to facilitate open access to collections and resources. It stresses the importance of execution given most strategies ultimately fail.

Based on 4 years of research with over 400 companies - there are companies that succeed and companies that fail. The biggest difference between winners and losers is smart winners make good, even mediocre, ideas great over time. This lecture introduces the ABCs of Innovation A = Alignment B = Build ideas C = Communicate and Check S = Learning Systems And explains why a systematic application of these stages of development can help you build ideas faster while reducing the risks of failure.

This presentation explores the concept of Design Thinking, some of its problems, and how we can fix them.

Product design can go wrong and affect users negatively. How do your users feel using your product? What’s the impact that you cause? Can we build better products if we follow certain standards or principles? This talk will explore how to better care about users and improve their experience by taking a more ethical approach. Most importantly, this talk will hopefully be an inspiration, question the status quo and help us build for a better future web.

The document discusses how businesses can promote creativity within their organizations. It argues that traditional business structures often stifle creativity, but creativity is important for competitive advantage. It suggests that businesses focus on their people by encouraging open communication, sharing of ideas, and social interactions. This allows for "knowledge accidents" where people connect and new ideas emerge. The document provides specific recommendations for using tools like discussion forums, blogs, and social media to open conversations and sharing within an organization in order to promote innovation.

Design is the conception and realisation of new things. With new things, problems arise, and problems make us uncomfortable. With discomfort comes fear and anxiety. Designers spend a lot of time prioritising the needs of customers and organisations. We need to be just as deliberate in making certain that environments in which Designers operate, are conducive to helping them perform at their best.

A talk given at LHBS Vienna on the subject of Agile Communications Planning, as part of their series of 'Uncomfortable Talks'.

Keynote for the congress of the Network Oorlogsbronnen (Netherlands WWII data network), Amsterdam, The Netherlands 2 November 2021. Note that some of the text/callouts seem hard to read w. SlideShare's new compression scheme — sorry about that! Probably best to download the show and view it in PowerPoint, or, I've put a link to a PDF version on slide 2 (and the links work on the PDF version too!) (This is the second version of these slides. The previous version was for some reason flagged as suspicious by SlideShare and made irrevocably un-shareable.)

The presentation shows how to create and use a "problem space" to organize complex challenges. The central metaphor for the talk is the "civic handshake" — a process by which different parts of society cooperate through the informal exchange of information and the sharing of responsibilities.