IDEO shopping cart project

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Chandigarh University *

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Nov 24, 2024

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1 IDEO Shopping Cart Project Student Institution Course Instructor Date

2 Introduction IDEO is one of the famous countries in product development. It is known for developing the first mouse used by Microsoft. It has designed sunglasses. Therefore, it is a firm that specializes mainly in creating products rather than the products themselves (Kesting et al., 2015). It has employed a divergent workforce who have specialized in different disciplines such as Biology, Psychology, Marketing, and Linguistics, among others. The firm's organizational structure is made up of a shallow hierarchy to avoid delays. As the workers do their job, they are divided into various groups and ensure they gain the maximum possible information from various stakeholders. They first observe and engage in an interview, after which they return to their groups to discuss and generate ideas (Kesting et al., 2015). The new ideas are presented to every person in the company, listened to, and where there is a need for rectification, it is done immediately, and the idea goes to the next stage. The company uses a famous mantra that says a single conversation should always be focused, enhance wild ideas, build from other people's ideas and avoid judging others. The next stage involves the creation of models where within a process known as trial-and-error enlightenment, and it performs better than super minds in planning. It is a company that does not fear to fail since it believes that failure of a project is a critical stage. Furthermore, the workforce work under pressure, and projects are given short periods. Therefore, this paper will discuss the company, the processes that enhance innovation in a company, and the attributes that boost it further. The Key Attributes in IDEO IDEO is a company that applies at least four attributes to enhance innovation. They include leadership, working within strict deadlines; teamwork, where members work without

3 judging one another and with open minds; and the use of a horizontal hierarchy instead of an upward-moving one. The video on the shopping cart demonstrates the company's product development process and how it results in fruitful results. The video describes various concepts critical to the company, such as shopping modularity, children's safety, maintenance cost, maneuverability, facilitation of checkout, and easy handling of products (Luebkeman, 2015). The concepts appeal to a large store population, but large-scale stores consider them critical. There are questions about why users did not warmly adopt the item. Some researchers say that the target audience needs to be correctly defined. By then, shoppers and retail stores had little demand for the product. Eventually, it landed on an ABC TV show called Deep Dive (Luebkeman, 2015). In the show, the concentration was on the design process of IDEO, prototyping, researching, gathering, and brainstorming of user feedback design. This idea moved from an idea to a model that turned into working within four days. As a result, companies have started rolling out similar products in a significant number of Supermarkets in French. For instance, Carrefour is a famous global company that uses a design strategy to reinvent supermarkets. It is the same reason the company employed preview the project; the leader is the vice president of the critical sports huge team Decathlon (Sharma & Jain, 2013). The individual pushed the company's performance through innovation and branding. IDEO did not develop the carts used in Carrefour, but the concept of producing them is from IDEO since it was the pioneer of the product. Leadership This involves a person's ability to influence others and move toward achieving company objectives and guiding the company toward a more coherent and cohesive direction. In the project, Theeproject'sr Skillman since he coordinates groups well and is an engineer. He inspired

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4 the various teams to have different thoughts and develop ideas for the project. Under him, every idea was ideal, welcome, and could not be judged. Teamwork and Diversity Companies with diverse workforces tend to achieve higher financial performance than those that do not express it. Even though there may be some conflicts at the beginning among the team members, after they learn from one another, what they like and dislike, the energy they put together improves a company's performance. Power dynamics, cultural barriers, and communication challenges bring about the challenges. In the long run, the positive impacts of the group are immense, especially in innovation (Sharma & Jain, 2013). This is because they gain cultural competencies and adapt to each other's communication styles as they stay with one another. Some scholars argue that the right amount of conflict improves communication and growth of conflicting parties and, to some extent, the individuals who were first in conflict; whenever they become friends, their friendship becomes the strongest. This result in the existence of a suitable environment for innovation. The video by Skillman demonstrated clearly that it was impossible only for the top official in a company to have experience with shopping carts. All the team members believed that every team member had an input in the development of the cats. Moreover, the team members had conflicting perspectives on designing the carts due to the existence of divergent members (Sharma & Jain, 2013). However, they were working to achieve a common goal. Their ideologies included encouragement of wild ideas, making ideas better before judging them, one conversation at a time, and being focused on the same topic. Whenever a company has a team of cognitive diversity, there is an increase in ideas brought to the table during brainstorming. The IDEO video illustrates that creative ideation is

5 facilitated whenever people from different diversity come together since they share the experience and the knowledge they want. As a result, team diversity has to exceed cognitive experiences (Moen, 2001). People have to ask themselves how IDEO's deep drive would have impacted society if the key participants had included people from a broader demographic. Use of Strict Deadlines Even though there may be a tricky relationship between innovation and time, researchers have found that there may be a decrease in innovation whenever there is an increase in time pressure. However, for this study, the focus will be time management. High pressure on people may destroy efforts toward creating an innovative environment; whenever the right amount of pressure is applied, it may offer a conducive environment for innovations (Moen, 2001). For an effective innovation process, strict deadlines are critical since many projects undergo scheduling challenges and meet unexpected situations due to poor time management. As a demonstration, let us focus on a recently developed approach by a Google employee. It is called Design Splint. In that approach, team members have put team members in a room for about seven hours a day. In that room, there are facilitators and moderators of the sessions so that a solution may be developed, a problem may be solved, or a product may be developed. As a result, much time is saved, and the process is fast and effective (Rahman et al., 2021). The methodology involves short deadlines where a project has to be completed within one week. Terms of every single task are given some minutes or hours to be completed. The approach was arrived at when the authors of the model realized that with the right amount of pressure, whenever applied, the brain is stimulated to be innovative and creative. Since a limited time is provided for sketches, the team members need more time to do self-editing, and as a result, ideas are developed faster.

6 Shallow Hierarchy of Organizational Structure For companies to succeed, it is critical to have a clear organizational structure since it is vital to innovation power and how it is addressed. Whenever the hierarchy is vertical, the bosses are the most powerful, and as a result, the employees' creativity and generation of new ideas are limited (Oyewo, 2021). Horizontal hierarchical organizational structures are developed through s reduced hierarchy, collaboration among team players, efficient customer service, and sharing of information freely between and among all company employees. As a result, the system provides a conducive environment for generating new ideas and fosters innovation. To demonstrate how horizontal structure favors innovation, let us focus on some global companies thriving fast due to the approach. For instance, Netflix. This is the world's number- one company in the streaming of entertainment services. In over 190 countries, it enjoys a membership of not less than 22 million individuals. It provides services on TV series, mobile games, films, and documentaries. Depending on their critical funs, the items are offered in different languages (Yuen et al., 2020). The members have the choice of watching whatever they want, anytime, anywhere and through any screen connected. Without any commitment or financial obligations, the members can either watch, pause, or replay at their pleasure. Netflix was born out of innovation, and all its structures are a replica of it. However, the company's leadership hierarchy can be at most four. As a result, every member has the power to make decisions in the company without limitations from bureaucracy or the approval of senior employees (Kesting et al., 2015). That kind of structure promotes equality because everyone in a team is on the same level as one another. For example, while in a team, the company's vice president is on the same level as the team leader of the activity undertaken. As a result, employees are empowered to come up

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7 with new ideas, and the team listens to them without judgment; if it is a good idea, it is pushed up, and it requires amendments if it is amended for the company's future as a whole. Conclusion In the above, it has been discussed that at least four attributes are intertwined with power and creativity and can be tapped into a company for the improvement and enhancement of innovation. They are teamwork, leadership, strict deadlines, and the use of a horizontal hierarchical structure of the organization. Some attributes are easy to implement in a company, while others are easy to implement. The challenge may be high cost, time-consuming, and high demand for changing an organizational structure. However, the horizontal structure is critical in dealing with power to ensure the decentralization of decision-making authority (Yuen et al., 2020). Through the use of a diverse team, employees are allowed to be open-minded, which increases their creativity and innovation. A person's performance is improved through time management, and the person is encouraged to be more innovative. In 1999, the IDEO video demonstrated to the whole world what design thought about. Several lessons can be learned from the design process in the video. From the review of brainstorming from the time of the video and current days, it is clear that the participants in the video were far ahead in how they understood and practiced the methods. Some of the practices seen in that old video currently are critical practices in the design process aspects like brainstorming.

8 References Kesting, P., Ulhøi, J. P., Song, L. J., & Niu, H. (2015). The impact of leadership styles on innovation management - a review and a synthesis. Journal of Innovation Management , 22-24. Luebkeman, C. (2015). Design is our answer: An interview with leading design thinker Tim Brown. Architectural design , 85 (4), 34-39. Moen, R. (2001). A Review of the IDEO Process. Robert Wood Johnson Foundation, Toolkit . Oyewo, B. (2021). Do innovation attributes really drive the diffusion of management accounting innovations? Examination of factors determining usage intensity of strategic management accounting. Journal of Applied Accounting Research . Rahman, A. M. A., Mohamed, I. E., & Gangi, A. S. (2021). Influence of Some Innovation Attributes on the Adoption of Growing Sunflower in Rahad Scheme. Gezira Journal of Agricultural Science , 2 (1), 117-124. Sharma, D. K., & Jain, M. (2013). Global Journal of Management and Business Studies. Petzold, N., Landinez, L., & Baaken, T. (2019). Disruptive innovation from a process view: A systematic literature review. Creativity and Innovation Management , 28 (2), 157-174. Yuen, K. F., Wong, Y. D., Ma, F., & Wang, X. (2020). The determinants of public acceptance of autonomous vehicles: An innovation diffusion perspective. Journal of Cleaner Production , 270 , 121904.

IDEO shopping cart project

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