Author: John Maeda, Rebecca J Bermont
Publisher: MIT Press
When designer and computer scientist John Maeda was tapped to be president of the celebrated Rhode Island School of Design in 2008, he had to learn how to be a leader quickly. He had to transform himself from a tenured professor -- with a love of argument for argument's sake and the freedom to experiment -- into the head of a hierarchical organization. The professor is free to speak his mind against "the man." The college president is "the man." Maeda has had to teach himself, through trial and error, about leadership. In Redesigning Leadership, he shares his learning process. Maeda, writing as an artist and designer, a technologist, and a professor, discusses intuition and risk-taking, "transparency," and all the things that a conversation can do that an email can't. In his transition from MIT to RISD he finds that the most effective way to pull people together is not social networking but free food. Leading a team? The best way for a leader to leverage the collective power of a team is to reveal his or her own humanity. Asked if he has stopped designing, Maeda replied (via Twitter) "I'm designing how to talk about/with/for our #RISD community." Maeda's creative nature makes him a different sort of leader -- one who prizes experimentation, honest critique, and learning as you go. With Redesigning Leadership, he uses his experience to reveal a new model of leadership for the next generation of leaders.
The Laws of Simplicity
Author: John Antonelli
Publisher: MIT Press
Finally, we are learning that simplicity equals sanity. We're rebelling against technology that's too complicated, DVD players with too many menus, and software accompanied by 75-megabyte "read me" manuals. The iPod's clean gadgetry has made simplicity hip. But sometimes we find ourselves caught up in the simplicity paradox: we want something that's simple and easy to use, but also does all the complex things we might ever want it to do. In The Laws of Simplicity, John Maeda offers ten laws for balancing simplicity and complexity in business, technology, and design -- guidelines for needing less and actually getting more.Maeda -- a professor in MIT's Media Lab and a world-renowned graphic designer -- explores the question of how we can redefine the notion of "improved" so that it doesn't always mean something more, something added on.Maeda's first law of simplicity is "Reduce." It's not necessarily beneficial to add technology features just because we can. And the features that we do have must be organized (Law 2) in a sensible hierarchy so users aren't distracted by features and functions they don't need. But simplicity is not less just for the sake of less. Skip ahead to Law 9: "Failure: Accept the fact that some things can never be made simple." Maeda's concise guide to simplicity in the digital age shows us how this idea can be a cornerstone of organizations and their products -- how it can drive both business and technology. We can learn to simplify without sacrificing comfort and meaning, and we can achieve the balance described in Law 10. This law, which Maeda calls "The One," tells us: "Simplicity is about subtracting the obvious, and adding the meaningful."
Design by Numbers
Author: John Maeda
Publisher: MIT Press
Most art and technology projects pair artists with engineers or scientists: the artist has the conception, and the technical person provides the know-how. John Maeda is an artist and a computer scientist, and he views the computer not as a substitute for brush and paint but as an artistic medium in its own right. Design By Numbers is a reader-friendly tutorial on both the philosophy and nuts-and-bolts techniques of programming for artists. Practicing what he preaches, Maeda composed Design By Numbers using a computational process he developed specifically for the book. He introduces a programming language and development environment, available on the Web, which can be freely downloaded or run directly within any JAVA-enabled Web browser. Appropriately, the new language is called DBN (for "design by numbers"). Designed for "visual" people -- artists, designers, anyone who likes to pick up a pencil and doodle -- DBN has very few commands and consists of elements resembling those of many other languages, such as LISP, LOGO, C/JAVA, and BASIC. Throughout the book, Maeda emphasizes the importance -- and delights -- of understanding the motivation behind computer programming, as well as the many wonders that emerge from well-written programs. Sympathetic to the "mathematically challenged," he places minimal emphasis on mathematics in the first half of the book. Because computation is inherently mathematical, the book's second half uses intermediate mathematical concepts that generally do not go beyond high-school algebra. The reader who masters the skills so clearly set out by Maeda will be ready to exploit the true character of digital media design.
The Storm of Creativity
Author: Kyna Leski, John Antonelli
Publisher: MIT Press
Although each instance of creativity is singular and specific, Kyna Leski tells us, the creative process is universal. Artists, architects, poets, inventors, scientists, and others all navigate the same stages of the process in order to discover something that does not yet exist. All of us must work our way through the empty page, the blank screen, writer's block, confusion, chaos, and doubt. In this book, Leski draws from her observations and experiences as a teacher, student, maker, writer, and architect to describe the workings of the creative process. Leski sees the creative process as being like a storm; it slowly begins to gather and take form until it overtakes us -- if we are willing to let it. It is dynamic, continually in motion; it starts, stops, rages and abates, ebbs and flows. In illustrations that accompany each chapter, she maps the arc of the creative process by tracing the path of water droplets traveling the stages of a storm.Leski describes unlearning, ridding ourselves of preconceptions; only when we realize what we don't know can we pose the problem that we need to solve. We gather evidence -- with notebook jottings, research, the collection of objects -- propelling the process. We perceive and conceive; we look ahead without knowing where we are going; we make connections. We pause, retreat, and stop, only to start again. To illustrate these stages of the process, Leski draws on examples of creative practice that range from Paul Klee to Steve Jobs, from the discovery of continental drift to the design of Antoni Gaudí's Sagrada Familia. Creativity, Leski tells us, is a path with no beginning or end; it is ongoing. This revelatory view of the creative process will be an essential guide for anyone engaged in creative discovery. The Creative ProcessUnlearningProblem MakingGathering and TrackingPropellingPerceiving and ConceivingSeeing AheadConnectingPausingContinuing
Author: John Maeda
Pioneer in the world of the graphic arts, John Maeda is an artist and a highly qualified engineer. This volume showcases the genius of his work, revolutionary and yet at the same time flat-out beautiful as Esquire magazine described it in 1999.
Author: Kat Holmes
Publisher: MIT Press
How inclusive methods can build elegant design solutions that work for all. Sometimes designed objects reject their users: a computer mouse that doesn't work for left-handed people, for example, or a touchscreen payment system that only works for people who read English phrases, have 20/20 vision, and use a credit card. Something as simple as color choices can render a product unusable for millions. These mismatches are the building blocks of exclusion. In Mismatch, Kat Holmes describes how design can lead to exclusion, and how design can also remedy exclusion. Inclusive design methods—designing objects with rather than for excluded users—can create elegant solutions that work well and benefit all. Holmes tells stories of pioneers of inclusive design, many of whom were drawn to work on inclusion because of their own experiences of exclusion. A gamer and designer who depends on voice recognition shows Holmes his “Wall of Exclusion,” which displays dozens of game controllers that require two hands to operate; an architect shares her firsthand knowledge of how design can fail communities, gleaned from growing up in Detroit's housing projects; an astronomer who began to lose her eyesight adapts a technique called “sonification” so she can “listen” to the stars. Designing for inclusion is not a feel-good sideline. Holmes shows how inclusion can be a source of innovation and growth, especially for digital technologies. It can be a catalyst for creativity and a boost for the bottom line as a customer base expands. And each time we remedy a mismatched interaction, we create an opportunity for more people to contribute to society in meaningful ways.
Author: John Maeda
The creator of the designer website, [email protected]
, explores the computer as an artistic medium, recounting how his students and he have rendered some of the most digitally sophisticated pieces of design in modern history, in a compilation that showcases some of the ACG's key achievements in the fields of digital typography, interaction design, education, and more. Original.
Rise of the DEO
Author: Maria Giudice, Christopher Ireland
Publisher: New Riders
The majority of companies, their employees and their leaders navigate a space where competitors appear overnight, customers demand innovations monthly, business plans rarely last a full year and career ladders have been replaced by trampolines. This environment of constant change will only accelerate in the future and traditional business leaders are ill equipped to deal with it. Just as we took our cues from MBAs and the military in casting the ideal CEO of the 20th century, we can look to design - in its broadest form - to model our future leader, the DEO. These leaders possess characteristics, behaviors and mindsets that allow them to excel in unpredictable, fast-moving and value-charged conditions. They are catalysts for transformation and agents of change. A hybrid of strategic business executive and creative problem-solver, the DEO is willing to take on anything as an object of design and looks at ALL problems as design challenges. Readers will learn not only why this form of leadership is essential to the success of modern organizations, but also what characteristics are best suited to this role. Through intimate conversations with leading DEOs, we explore the mindsets, communities, processes and practices common to creative business leaders. The book lays out—graphically and through example—how DEOs run their companies and why this approach makes sense now. We help readers identify these skills in themselves and their colleagues, and we guide them in using these skills to build, revive or reinvent the next generation of great companies and organization.
I'll Have What She's Having
Author: R. Alexander Bentley, Mark Earls, Michael J. O'Brien, John Antonelli
Publisher: MIT Press
Humans are, first and foremost, social creatures. And this, according to the authors of I'll Have What She's Having, shapes -- and explains -- most of our choices. We're not just blindly driven by hard-wired instincts to hunt or gather or reproduce; our decisions are based on more than "nudges" exploiting individual cognitive quirks.I'll Have What She's Having shows us how we use the brains of others to think for us and as storage space for knowledge about the world. The story zooms out from the individual to small groups to the complexities of populations. It describes, among other things, how buzzwords propagate and how ideas spread; how the swine flu scare became an epidemic; and how focused social learning by a few gets amplified as copying by the masses. It describes how ideas, behavior, and culture spread through the simple means of doing what others do.It is notoriously difficult to change behavior. For every "Yes We Can" political slogan, there are thousands of "Just Say No" buttons. I'll Have What She's Having offers a practical map to help us navigate the complex world of social behavior, an essential guide for anyone who wants to understand how people behave and how to begin to change things.
From our hunter-gatherer days, we humans evolved to be excellent throwers, chewers, and long-distance runners. We are highly social, crave Paleolithic snacks, and display some gendered difference resulting from mate selection. But we now find ourselves binge-viewing, texting while driving, and playing Minecraft. Only the collective acceleration of cultural and technological evolution explains this development. The evolutionary psychology of individuals -- the drive for "food and sex" -- explains some of our current habits, but our evolutionary success, Alex Bentley and Mike O'Brien explain, lies in our ability to learn cultural know-how and to teach it to the next generation. Today, we are following social media bots as much as we are learning from our ancestors. We are radically changing the way culture evolves. Bentley and O'Brien describe how the transmission of culture has become vast and instantaneous across an Internet of people and devices, after millennia of local ancestral knowledge that evolved slowly. Long-evolved cultural knowledge is aggressively discounted by online algorithms, which prioritize popularity and recency. If children are learning more from Minecraft than from tradition, this is a profound shift in cultural evolution. Bentley and O'Brien examine the broad and shallow model of cultural evolution seen today in the science of networks, prediction markets, and the explosion of digital information. They suggest that in the future, artificial intelligence could be put to work to solve the problem of information overload, learning to integrate concepts over the vast idea space of digitally stored information.
Org Design for Design Orgs
Author: Peter Merholz, Kristin Skinner
Publisher: "O'Reilly Media, Inc."
Design has become the key link between users and today’s complex and rapidly evolving digital experiences, and designers are starting to be included in strategic conversations about the products and services that enterprises ultimately deliver. This has led to companies building in-house digital/experience design teams at unprecedented rates, but many of them don’t understand how to get the most out of their investment. This practical guide provides guidelines for creating and leading design teams within your organization, and explores ways to use design as part of broader strategic planning. You’ll discover: Why design’s role has evolved in the digital age How to infuse design into every product and service experience The 12 qualities of effective design organizations How to structure your design team through a Centralized Partnership Design team roles and evolution The process of recruiting and hiring designers How to manage your design team and promote professional growth
The Longevity Economy
Author: Joseph F. Coughlin
Oldness: a social construct at odds with reality that constrains how we live after middle age and stifles business thinking on how to best serve a group of consumers, workers, and innovators that is growing larger and wealthier with every passing day. Over the past two decades, Joseph F. Coughlin has been busting myths about aging with groundbreaking multidisciplinary research into what older people actually want--not what conventional wisdom suggests they need. In The Longevity Economy, Coughlin provides the framing and insight business leaders need to serve the growing older market: a vast, diverse group of consumers representing every possible level of health and wealth, worth about $8 trillion in the United States alone and climbing. Coughlin provides deep insight into a population that consistently defies expectations: people who, through their continued personal and professional ambition, desire for experience, and quest for self-actualization, are building a striking, unheralded vision of longer life that very few in business fully understand. His focus on women--they outnumber men, control household spending and finances, and are leading the charge toward tomorrow's creative new narrative of later life--is especially illuminating. Coughlin pinpoints the gap between myth and reality and then shows businesses how to bridge it. As the demographics of global aging transform and accelerate, it is now critical to build a new understanding of the shifting physiological, cognitive, social, family, and psychological realities of the longevity economy.
The Business Romantic
Author: Tim Leberecht
Publisher: Harper Collins
In this smart, playful, and provocative book, one of today’s most original business thinkers argues that we underestimate the importance of romance in our lives and that we can find it in and through business—by designing products, services, and experiences that connect us with something greater than ourselves. Against the backdrop of eroding trust in capitalism, pervasive technology, big data, and the desire to quantify all of our behaviors, The Business Romantic makes a compelling case that we must meld the pursuit of success and achievement with romance if we want to create an economy that serves our entire selves. A rising star in data analytics who is in love with the intrinsic beauty of spreadsheets; the mastermind behind a brand built on absence; an Argentinian couple who revolutionize shoelaces; the founder of a foodie-oriented start-up that creates intimate conversation spaces; a performance artist who offers fake corporate seminars for real professionals—these are some of the innovators readers will meet in this witty, deeply personal, and rousing ramble through the world of Business Romanticism. The Business Romantic not only provides surprising insights into the emotional and social aspects of business but also presents “Rules of Enchantment” that will help both individuals and organizations construct more meaningful experiences for themselves and others. The Business Romantic offers a radically different view of the good life and outlines how to better meet one’s own desires as well as those of customers, employees, and society. It encourages readers to expect more from companies, to give more of themselves, and to fall back in love with their work and their lives.
Measure What Matters
Author: John Doerr
#1 New York Times Bestseller Legendary venture capitalist John Doerr reveals how the goal-setting system of Objectives and Key Results (OKRs) has helped tech giants from Intel to Google achieve explosive growth—and how it can help any organization thrive. In the fall of 1999, John Doerr met with the founders of a start-up whom he'd just given $12.5 million, the biggest investment of his career. Larry Page and Sergey Brin had amazing technology, entrepreneurial energy, and sky-high ambitions, but no real business plan. For Google to change the world (or even to survive), Page and Brin had to learn how to make tough choices on priorities while keeping their team on track. They'd have to know when to pull the plug on losing propositions, to fail fast. And they needed timely, relevant data to track their progress—to measure what mattered. Doerr taught them about a proven approach to operating excellence: Objectives and Key Results. He had first discovered OKRs in the 1970s as an engineer at Intel, where the legendary Andy Grove ("the greatest manager of his or any era") drove the best-run company Doerr had ever seen. Later, as a venture capitalist, Doerr shared Grove's brainchild with more than fifty companies. Wherever the process was faithfully practiced, it worked. In this goal-setting system, objectives define what we seek to achieve; key results are how those top-priority goals will be attained with specific, measurable actions within a set time frame. Everyone's goals, from entry level to CEO, are transparent to the entire organization. The benefits are profound. OKRs surface an organization's most important work. They focus effort and foster coordination. They keep employees on track. They link objectives across silos to unify and strengthen the entire company. Along the way, OKRs enhance workplace satisfaction and boost retention. In Measure What Matters, Doerr shares a broad range of first-person, behind-the-scenes case studies, with narrators including Bono and Bill Gates, to demonstrate the focus, agility, and explosive growth that OKRs have spurred at so many great organizations. This book will help a new generation of leaders capture the same magic.
Author: Scott Keller, Mary Meaney
Publisher: Bloomsbury Publishing
Scott Keller and Mary Meaney, both consultants with McKinsey, examine the most common questions they are asked by their clients in the areas of human capital, organization design, transformational change, and merger management. Containing the latest thinking on the most effective answers to those questions, this book offers leaders and senior managers unrivalled advice and support in their efforts to harness the full potential of their businesses. Leading Organizations is anchored in a series of short chapters that use creative graphics and real-life examples to illustrate the book's key messages and ensure a highly visual exploration of organizational design and management.