The Art of Creativity

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The Art of Creativity (30 Brain Hacks) Jose Berengueres

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The Art of Creativity (30 Brain Hacks) By Jose Berengueres Mobile Edition

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COPYRIGHT

The Art of Creativity: 30 Brain Hacks (Mobile Edition) Text Copyright © Jose Berengueres 2015 Cover Design: Jose Berengueres 2015 Artwork Copyright. Artwork appearing in this work is subject to their corresponding original Copyright or Creative Commons License. Except where otherwise noted a Creative Commons Attribution 3.0 License applies. Pink Lies artwork: Eiman AlKaabi, Al Ain.

Limit of Liability. The editor makes no representations or warranties concerning the accuracy or exhaustivity of the contents and theories hereby presented and particularly disclaim any implied warranties regarding merchantability or fitness for a particular use including but not limited to educational, industrial and academic application. Neither the editor or the authors are liable for any loss or profit or any commercial damages including but not limited to incidental, consequential or other damages. Version ‘MEDIAONE HOTEL DUBAI’ of 13 May 2015, Dubai.

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Introduction ........................................................................1 1 Why this book?......................................................................................2 2 Three steps towards effective creativity ................................................3

Chapter 1: Brain Hacks for Better Teamwork .....................4 3 What is Design Thinking? .....................................................................5 4 What are the Best Design Thinking Workshops? ..................................6 5 How can you teach Design Thinking… .................................................8 6 What is the ‘workshop’ method? ...........................................................9 7 What are the ‘roles’ in a workshop? ....................................................10 8 Why use artificial deadlines?...............................................................12 9 What happens if I don’t use Design Thinking? ....................................13 10 What is Design Deficit Disorder? ......................................................14 11 What is hard about Design? ..............................................................15 12 Where do workshops fail? .................................................................16 13 What conduces to a successful Workshop? .....................................17 14 Why time limit? ..................................................................................18 15 What are the logistics of effective brain storming? ............................19 16 What is a toxic element? ...................................................................20

Chapter 2: Brain Hacks to visualize facts & data .............21 17 Why visual? .......................................................................................22 18 What is Genchi Gembutsu? ..............................................................23 19 What are the top brain hacks used by Toyota? .................................24

20 Waste of movement ..........................................................................26 21 What is A3/PDCA reporting? .............................................................27 22 Where do great managers focus on? ................................................28 23 What is a Cross Functional Team? ...................................................29 24 What is ‘The Five Whys’ Root cause analysis?.................................30 25 What is the step-back?......................................................................31

Chapter 3: Brain Hacks to Innovate the Business Model .32 26 What is a Business Model? ...............................................................33 27 Why wealth?......................................................................................34 28 How to step out of the Comfort zone?...............................................35 29 What is the Product Innovation Matrix? ............................................36 30 What is Functional thinking? .............................................................37 31 What is Incremental thinking? ...........................................................38 32 Why learn to sketch a business model on a napkin? ........................40 33 What is the purpose of the Biz Model Canvas? ................................41 34 What is the Adoption Curve?.............................................................42 35 What is the ‘Smile’ curve? .................................................................44 36 What is the Freemium model? ..........................................................45 37 What is ‘commando’ mode? ..............................................................46 38 Should I tell you about my Big idea? .................................................47 39 How to conjugate ideas .....................................................................48 40 What are the Laws of Creativity? ......................................................49

41 Why Flexible?....................................................................................50 42 What is the essential part of Creativity? ............................................52 43 What is MVP? ...................................................................................53 44 What is Pink Lies?.............................................................................54 Acknowledgements ................................................................................56 About ......................................................................................................57

Introduction

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1 Why this book?

Most Design Thinking books will preach you the virtues of visualisation by using words… I always found that amusing and inconsequent.


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2 Three steps towards effective creativity

! In my experience, three things are needed to have effective creativity. 1: Product design (and many other company activities) depends on group work but how to master the art of working in group without losing creativity? That is what Design Thinking is all about. However, 2: You can be very creative but creativity without data is like power without control. From Japan we will learn art of getting and visualising data (the secret sauce behind Toyota’s success). Finally, 3: You can have the most creative idea in the world, but if you can’t sell it, it will be useless. (Think VHS vs. Betamax). The third part is about how to visualise business models so you can innovate them. (Innovation can be applied to physical products, but it must be applied to how to sell them too!)…


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Chapter 1: Brain Hacks for Better Teamwork

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3 What is Design Thinking?

! Design Thinking is a way to work in group propagated by the product design firm IDEO in 2004. The purpose of Design Thinking is to solve ‘design’ problems faster by means of efficient teamwork. It is mainly about how to make a team work well in group. Compared to other ‘creative’ methods such as The Seven Thinking Hats, using Design Thinking is more process oriented and usually results in higher group IQ. As a design method it has influenced many other design methodologies such as Agile UX, Lean UX and Google Design. These methods share also many commonalities with Toyota’s Lean methods particularly regarding iterative prototyping. The photo shows a group of students at Dartmouth just after a brainstorming step as a part of Design Thinking workshop. The students are now using the whiteboard to share (as fast as possible) ideas and data. The whiteboard functions as a shared memory space. It helps them to ‘connect the dots’ looking forward. Photo by Karen Endicott/ Thayer School of Engineering at Dartmouth.


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4 What are the Best Design Thinking Workshops?

! These are my top three favourite design thinking workshops. Of them, the MarshmallowChallenge is the most shocking of all because it revealed that kindergarten kids are better at collaboration than the average MBA graduate. MarshamallowChallenge Teams of four are given 20 spaghetti, one yard of cord, tape, 18 minutes time limit and one marshmallow. Then they are asked to build the tallest possible tower with the marshmallow on top. The core teaching of this workshop is that most projects fail because of “hidden assumptions”. In this case, most adults will build a structure of spaghetti and then, at the last minute, place the marshmallow on top, at which point most structures collapse under the marshmallow weight. In fact, the marshmallow is (by far) the heaviest element in the mix (hidden assumption). Kids, on the other hand, usually build towers placing the marshmallow earlier in the process and thus get feedback with enough time to react. Then I ask the students if they “got” the marshmallow concept. (They say yes, but I know they have not absorbed it). Then I 6

show them the Alex Ferguson case of Elberse, 2013. Alex Ferguson build a 30 yearcareer on just three such marshmallows. Careers are build on marshmallows. A way to find marshmallows in your life is to prototype more. But to prototype (properly) is hard. Example: I can “proof read this ebook on my laptop” or I can“Proof read it on the mobile device where it will be shown.” What is best? What is lazy? Where will you find more marshmallows?


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5 How can you teach Design Thinking…

! Once, a Dubai based designer asked me how could I dare be teaching design thinking around the globe not being a designer. Because Design Thinking has nothing to do with design - I replied. So what is it about? - He asked puzzled. Lets see… How much time of our life do you spend thinking? How much of that time was spent in considering how effective that thinking was? None? Design Thinking is about how to think different in order to be more creative.


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6 What is the ‘workshop’ method?

This is, in a nutshell, the seven steps of the (product design) go-to firm ‘ideo’ Corp. (Palo Alto). However, the hard part is not following the steps. It is “finding the diverse and deep experts that can work well in group”. The more radical different points of view you gather and mix, the more the chances to generate a groundbreaking idea. Tom Kelly, The Art of Innovation, 2001.


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7 What are the ‘roles’ in a workshop?

Someone said: It is all about the little details. Did you know that how you set up a room, colors, illumination, background music and other “details” such as ceiling height decide not only how but also what your brain can think? (Meyers-Levy, 2007). A workshop is equally delicate. The key to success lay in the details: having the right markers, the right size of sticky notes, the right table. The given sitting layout and the roles are also a key parts: Facilitator: The facilitator’s job is to manage the workshop like the referee in a football match. For example, in the brainstorming phase, there is a rule that says: no one is allowed to criticise his peers’ ideas. It is the facilitator’s job to enforce this rule among many other tasks. Back-up man: The back-up man role is to say nothing and observe the process. During breaks, he and the facilitator will meet and decide the next course of action. See also #21 take a step back, p. 53.

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Expert: The expert is someone who can go deep into something, but also someone who can work well in group as well, such an ENFP type with emphasis on the E and the P. (See Myers-Briggs personality test) Photo: ABC Nightline, 1999.


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8 Why use artificial deadlines?

Artificial deadlines help people to focus and to finish work. Artificial deadlines are most useful when the the end-goal is ill defined. For example, “design a better shopping cart” falls in this category because design ‘improvements’ can go on forever. Deadlines kill that. On a sticky note, Carlos Ghosn crowned himself Chief Design Officer for the same reason.


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9 What happens if I don’t use Design Thinking?

Group Thinking or groupthink, (also related to the term Death by Committee), refers to a design process that compromised between diverging stakeholders’ interests (sales, consumer, marketing, engineering, operations, profit, legal, HR, finance) for the sake of harmony. It is usually found together with poor leadership/technical knowledge. Steve Jobs avoided groupthink by firing dissenters and by shunning ‘focus groups’. Intel’s Andy Groove avoided it by writing off obsolete book value when he realised Intel needed to shift from making memories to making processors. Jeff Bezos avoided it by minimising future regret. On the other hand, John Sculley and Bob Lutz (BMW, GM) are fine examples of groupthink.


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10 What is Design Deficit Disorder?

Design Deficit Disorder is when a company that has the resources to produce beautiful products ends up making ugly ones. Example: the Toyota Platz (featured in the photo). We chose this car as an example because: (1) Toyota has no lack of resources and (2) this particular model is the car that was ‘dismissed’ by Jonathan Ive (VP of Design at Apple) during the famous 2015 New Yorker interview. The tragic thing about DDD is that it costs the same to build an ugly car than a beautiful one.

Toyota Platz. The Toyota Platz, known outside of Japan as the Echo and in the Gulf as Yaris sedan, was the first Toyota car designed, (except for the engine), by a team of women. It sports an interior based on oval shapes.

Other Examples. The Microsoft Windows interface, the Android operating system interface, the Verizon building in New York.
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11 What is hard about Design?

In other words, a good manager will obsess about the product. A great manager will obsess about if their team has the right environment to produce a string of great products. (Product leadership). When Pixar realised that the quality of their films depended on unplanned collaborations, (the serendipitous encounter between employees), Steve Jobs famously proposed to have just one single mega-WC for the whole building. Photo: The Wales Times. Credit: 101 Things I Learned in Architecture School.


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12 Where do workshops fail?

One cannot design meaningfully without deep knowledge. The only way to gain deep knowledge is nitty gritty research. A fast way to access deep knowledge is interviewing subject-matter experts. Optimal time for fieldwork is two weeks.


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13 What conduces to a successful Workshop?

Having the right thickness marker and the right table size can make or break a workshop because communication quality depends on it. Photo: Toaster workshop, Cupertino, Jan 2015.


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14 Why time limit?

In general, in life, few activities can carry on (at full intensity) for more than 20 minutes. No brainstorming is useful past 20 minutes. It is a sprinter’s skill, not a marathon.


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15 What are the logistics of effective brain storming?

It is all about the details. A movable board helps keeping things tidy in workshops that span multiple days.


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16 What is a toxic element?

In a brain storming, an overpowering person that has many ideas but shuts off the rest of the participants with its brilliance is called a toxic element. As brilliant as they might be, remember: a one man brainstorming is always less than three man brainstorming. (that is the reason you work in group to begin with). Your role as facilitator is to show them a red card.

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Chapter 2: Brain Hacks to visualize facts & data

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17 Why visual?

“What can be shown should not be said” - Wittgenstein, Hartmut Esslinger


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18 What is Genchi Gembutsu?

You will seldom find a Toyota Manager inside his office. He is most probably on the factory floor (close to the action). In manufacturing, you cannot truly be Genchi Gembutsu by hiding in an office or by being far removed from the assembly line. The best managers in the world clean factory floors, eat in the same canteen as the rest of the employees and use the same parking spots. Genchi Gembutsu means to get info first hand and by oneself. [n. real place real things]


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19 What are the top brain hacks used by Toyota?

These are the top five hacks used at Toyota: Waste identification: When Toyota started to make cars they found out that most of the defects had its origins in dirt generated by the machine normal operation. Having a clean environment helped visualise dirt, and most importantly, it helped to eliminate defects. Abridged from The Greatest Business Decisions of All Time, 2012. Genchi Gembutsu: Get info as first hand as possible. 5S: Is a five step ‘recipe’ that helps to reduce chaos in the workplace. It stands for Sort, Shine, Straight, Standardise and Stabilise. It became popular in Japanese offices in the 80s. It can be summarised in “less chaos, less mistakes”. The 5 Whys: Is a question based root cause analysis hack that became popular in the 2004 in Japan.

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A3/PDCA: Is a hack that helps people to report in a concise manner by forcing them to limit the length of a report to an A3 size.


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20 Waste of movement

Answer: B. While the B worker travels L meters. The A workers travels 2L meters. A Spaghetti Diagram is used to trace movement of workers while they work. The B layout became popular in the 60’s and it cuts walk time by half. It was named ‘u-cell’ for its U shaped path.

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21 What is A3/PDCA reporting?

Answer: People become better reporters. You will usually find single page A3 reports at meetings in Japanese companies. The benefit of using this format is simple: it forces the presenter to synthesise relevant information as space is limited. The PDCA refers to the Deming cycle of Plan - Do Check - Act. It is a rule that says that whenever you implement a change in a process you should measure its effect before implementing the next change. A3 example by Staffan Noteberg.


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22 Where do great managers focus on?

In any activity, non value added activities are defined as those actions that are performed but do not add value to the product. For example painting a car is an example of a value added activity. Moving the car from the assembly line to the the painting room is an example of a non value added activity because no value was added to the product as result of moving it (waste of movement). What is interesting here is that for any given task, most savings potential always lay in non value added activities because they typically amount to 80% of the total. However, most managers focus on optimising value added activities. For example, buying a faster painting machine, when in fact, the areas that offer most savings potential are the non productive ones - Ron Pereira (Gemba Academy)


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23 What is a Cross Functional Team?

When Carlos Ghosn arrived at Nissan, Nissan was on its knees*. It was a dysfunctional organisation. Carlos had to act fast to turn around. He did two things: First, he changed the communication language from Japanese to English. This forced the famously polite Japanese manager to become more forthcoming in ugly negotiations. A Japanese manager that would be polite in negotiations would become a ‘gorilla’ when negotiating in English. Next he forced people from different departments to work together in so called cross-functional teams (CFT). (A cross functional team is the equivalent of having experts representing different points of view in a Design Thinking workshop). *The Revenge of the Electric Car, 2011. Another company that uses CFT is Inditex S.A. There, salesmen work side by side with designers and purchasers. The concept must have come naturally to Amancio Ortega. When he was young, he worked in a small shop where he had two roles: sales clerk at the front and tailor at the back.


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24 What is ‘The Five Whys’ Root cause analysis?

During your life span, only one of the two ways of dealing with ‘colds’ is substantially cheaper and more efficient. However, the ‘install a thermometer’ solution requires something that not every organisation has the ability to do. The creation of a rule called: “To check thermometer before going out”, and having employees that can follow rules. Therefore, long term thinking requires of discipline. That is why at Toyota they say: “Build men that can follow rules”


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25 What is the step-back?

When Alex Ferguson ceded command of the training session to his number 2. He reluctantly took a “step-back”, sat in the bench and observed. Then something interesting happened. From this new vantage point, he could now see patterns and things that had escaped to him before. He could now detect which players had an injury on the knee even when themselves where unaware of it. A formidable tactical edge to any trainer. Alex career was built on just three such ‘discoveries’ (which Tom Wujec calls marshmallows). Abridged from the 2013 HBR case by Elberse and The Brown Book of Design Thinking, 2013.


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Chapter 3: Brain Hacks to Innovate the Business Model


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26 What is a Business Model?

A good business model should explain thee things: 1: How Value is created (value proposition) 2: How Profit is made (monetisation) 3: The Business Logic (the mechanics)

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27 Why wealth?

“Wealth is glorious” - Deng Xiao Ping. To do good at scale you first need to make some money. Photo: Xinhua October 1971.


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28 How to step out of the Comfort zone?

X-axis shows age. Y-axis shows number of fails per year. If you ask a student to list their top (entrepreneurial) fails in life they usually list a few hacks during their childhood (think of an exploding lemonade stand) and then from around 14 years old on they stop listing epic fails. What does it mean if you have stopped failing? Tina Seelig in her book ‘What I wish I knew when I was 20’ explains a hack to help visualise this dangerous situation: write your own Failed Resume that highlights exclusively your most epic (either by commission or omission) fails. #designforlife


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29 What is the Product Innovation Matrix?

The product innovation matrix is a mapping tool that helps you visualise the relationships between:

Market needs Product functions Underlying technology

Its main purpose is that of helping identify target areas for innovation. For example, component integration or component swap. Explained by Leo Tchirsky (ETH) at Tokyo Institute of Technology in 2006. Abridged from The Brown Book of Design Thinking, 2013.


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30 What is Functional thinking?

Did you know that in high end microwaves up to 35% of a the total cost is attributed to the Graphical User Interface (GUI)?


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31 What is Incremental thinking?

Incremental thinking. In 1979 Sony launched the first Walkman. Thirteen years later, in 1992, Sony launched the MiniDisc Walkman MZ-1, an opto-magnetic disc player. Photos are at scale 1:4. Japan post-war manufacturing miracle was built on such thinking, building ever cheaper, faster and smaller things that were better than the previous generation. In this case, however, the unwillingness to cannibalise profits from the music division prevented Sony of thinking big about digital music distribution and despite the the fact that the MiniDisc sound was superior to the cassette players it replaced, it did not fundamentally improve the user experience of finding, buying, playing, sharing… music.

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! “People do not buy iPods because the love iPods, they buy iPods to access music.” — Arne von Oosterom. #servicedesign “The genius idea was not the iPod, it was iTunes.” — Guy Kawasaki*

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32 Why learn to sketch a business model on a napkin?

Allegedly, this is the napkin where SouthWest airlines founder sketched the gist of his big idea. An idea that would propel SouthWest to become the biggest airline in the history of USA aviation: Direct routes to small cities to achieve low cost fares. In history, many have done business over napkins because often business happens at the dinner table. Salvador Dali used a napkin to sell the future logo of ChupaChups SA to Enric Bernat. Henry Laffer sketched his own curve on a napkin. As in the case of the A3/ PDCA, the napkin forces you to be concise.

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33 What is the purpose of the Biz Model Canvas?

The business model canvas is the biggest innovation in the field of business academics of the last ten years. It standardises how to visualise the key nine activities of an operating company. When a business model is described in this format, it becomes easier to innovate because the key elements and their relationships are readily visible to everyone. Its main benefit is that it reduced unproductive blah-blah time at board meetings - Alex Osterwalder, 2014. However, it is a useless tool if the activities are not described accurately. To illustrate the point I always make my students produce two canvases on INDITEX SA, one before and one after watching the documentary on Inditex, “Planeta Zara”.


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34 What is the Adoption Curve?

Some customers will only buy your product after they see N other people using it. If you group the customers in ‘bins’ according to their ‘reticence level’ and then you draw a line connecting the top of the bins… you get the adoption curve. On the left side we have the early adopters: customers who like to try new things even if no one else uses them yet. On the other extreme customers like Larry David: no matter how many people are using an iPhone, they will stick to their old Nokia. Typically, if the sum of people that currently use your product is less than the reticence level of the next ‘bin’, your sales will not grow organically. The point in the horizontal axis where this happens is called the ‘chasm’, (not shown). A way to cross the ‘chasm’ is by targeting susceptible ‘slices’ of users in other ‘bins’. How to Build it:

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!

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35 What is the ‘Smile’ curve?

The Smile curve explains how likely a freemium user is to switch to the paid version of the app. The x axis is the number of days since a user downloaded the free version of the app. Y axis is percentage of freemium users that switch to the paid version on a given day. Credit: Nir Eyal, Hooked: How to Build Habit-Forming Products, 2015. Numbers might differ from actual figures.


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36 What is the Freemium model?

Freemium is a segmentation hack that has been around for a while. Paying-users help support the cost of having non-paying users. (Dropbox, Spotify, Evernote). The freemium model can be seen as an innovation on the old and trusted ‘discount coupon’ whose use was pervasive 1960s printed ads industry. ‘Ad’ man, David Ogilvy was critic of such coupons: “It erodes the brand and causes lost revenue.” However, in today’s app based economy, ’freemium’ is a cost effective way to acquire customers. In the case of Dropbox, for example, non-paying users account for 48% of the total costs to the company, 0% revenue and 96% of the user base. But Dropbox needs them because they are the source of future (paying) customers. Source: Haim Mendelson, Stanford.

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37 What is ‘commando’ mode?

Answer: Break in. You have been hiking with your ten people strong team for five hours. You are arriving back to the car park. You are all thirsty after a great hike but when you arrive to the car you realise your are locked out. The sandwiches and drinks are inside. What do you do?.Conversations with James Parr, StartupEmbassy, Summer 2014.


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38 Should I tell you about my Big idea?

Note: for the 99.9% of the entrepreneur population, Peter Thiel advise is wrong here. #failfaster #tosucceedsooner


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39 How to conjugate ideas

Answer: Use ‘We’ more often than ‘me’. The animistic Japanese have a saying: “Ideas are not owned by anyone. They are floating in the air.” So true. Don’t be the owner of the idea. Be the facilitator of the idea! This means swallowing some ego at times…

“We have to let our associates arrive to the solutions by themselves. It is a process. This requires a lot of step by step guidance on the team leader side and it is time consuming and yes it can be seen as resource wasteful because I could just tell them what to do right away. But I don’t because it is the only way for the associates to be Genchi Gembutsu. It is the McKinsey way.” — Ferran Pujol, McKinsey.

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40 What are the Laws of Creativity?

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41 Why Flexible?

Once I asked an undisclosed source… - What is your creative process? - We don’t have one!* *undisclosed source.

Toyota Taichii Ohno, the godfather of the Toyota Production System, opposed for many years to write a handbook on TPS. He said: If we put TPS in words it will become stifle and die. I want it to be as flexible as young bamboo.

Vertical

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“Apple innovation strength lays in the integration of software with hardware, nothing else.” - Arne van Oosterom.

Photo: Doris Delessard, Japan.

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42 What is the essential part of Creativity?

Do you find yourself not starting a project because the time and money that they require are daunting? Are you afraid of the ‘costs’ of failing? Is the downside of failing the single one reason preventing you from undertaking new projects? Richard Branson has a trick: In his book, Losing my Virginity, he explains: “Every time I consider whether to start a project or not I calculate the worse case scenario. Then, once I know the worse possible downside, I plan for it and that helps me get over the fear.”

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43 What is MVP? MVP. Minimum Viable Product is the cheapest prototype that can get you user’s feedback. The purpose of the MVP is to “test” the product. The reason we want to do this cheaply is that if we use an iterative design methodology and your iterations are not cheap your budget will run out very quickly. Additionally, because an MVP is minimum (lean) it is usually quicker to build. This has the obvious benefit of speeding the iteration cycle-times.

As we saw, one of the traits of good managers is that, rather than focusing on the product, they create environments where their teams can iterate faster. Reid Hoffman from LinkedIn is an example: In 2005, a team inside LinkedIn had developed a widget. They needed to test it with real users. But LinkedIn policy prevented them to test the widget on the main page just like that. To do that a lengthy set of approvals was needed. That would slow down the MVP. Minimum Viable Product is the cheapest prototype that can get you user’s feed-back. The purpose of the MVP is to “test” the product. The reason we want to do this cheaply is that if we use an iterative design methodology and your iterations are not cheap your budget will run out very quickly. Additionally, because an MVP is minimum (lean) it is usually quicker to build. This has the obvious benefit of speeding the iteration cycle-times.


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44 What is Pink Lies?

! White lies are lies we tell friends to avoid short term pain. Example: - (me) Hey, Did you read my new book? - (friend) Oh… yeah yeah the “sushi” book. (white lie) Pink lies* are lies that help themselves become truths. They are useful in chicken and egg situations such as: How does one become a design ‘guru’ if one is not? Example of how to become a ‘guru’**. - (me) Hi! I wrote a book about design thinking - (friend) Really? - (me) Yeah. I am a design thinking “guru” now - (f)···

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- (me) I teach workshops all over now (Pink lie: He just gave a talk at the local pub to some homeless people) - (f) Oh! That is great! Would you like to come to Germany to give a talk? - (me/guru) Well, since you insist… Pink Lies. Original idea by Snask, creative agency Stockholm. See also: Make enemies and win fans by the same authors. **This was a fictional example. All resemblance with reality is just some coincidence. Artwork: Eiman AlKaabi, Al Ain.

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Acknowledgements

Acknowledgements. Do you feel this book design is not good at all and you want your money back? Or, on the other hand, you believe that it has left the reader less creative and that the author could not ideate his way out of a paper bag? Well, then you should have taken a look at the book before the following people improved it*: Thanks to Sajjad Kamal for bold design tips. Nimay Parekh came up with the idea of Design Deficit Disorder. Olga came up with he brain hack idea in Hong Kong. Ali Asghar reframed the third chapter. James Parr contributed with commando mode at StartupEmbassy. Razali Mohamad gave input on reference works. Ashiqur Rahman performed the “mum-test”. And Lluis Herrera, Liezl de la Paz, Feroz Sanaulla, Andy Yaghi, Andrew Carr, Sarah Westbrook and many others contributed to make this book more readable. Map by Chaldonius. *original quote by David Ogilvy.

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About

Jose Berengueres received a Masters in Electrical Engineering in Barcelona and a PhD in bio-inspired robots from Tokyo Institute of Technology. He has taught Design Thinking and Business Models Innovation in California, Germany, Mexico and Dubai. He also consults on bio-inspired manufacturing. In 2014 he was an invited mentor at StartupWeekend Dubai. He currently is assistant professor at the robotics lab at UAE University where he developed the Brown Book of Design Thinking.


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