从Steve 和 Jonathan 看设计协作 —— 摘记 [设计]
标题：What can Steve Jobs and Jonathan Ive teach us about designing?
来源：http://www.dubberly.com/articles/stevejobs.html
keyword：Design Management, Design Collaboration, Apple Design
【FROM】
During his first reign at Apple and his time at NeXT, Steve Jobs did not build a successful product.
【TO】
When Jobs returned to Apple, he seems to have changed. iPod, iPhone, and iPad followed a smoother path than his earlier products.
——————————————————————————————————————
What was different?
Jobs再次回到公司變化了什麼？
1. Whole systems thinking
從產品、服務、內容、分配、溝通到製造商的系統思考
Later Apple’s systems thinking grew to include the integration of products, services, content, distribution, communications, and developers—the creation of ecosystems.
2. Broad, deep teams
創建健康的環境：專業團隊、尊重、信任
Jobs made Apple’s product development process self-sustaining.
Healthier environment—broad and deep expertise, a measure of respect, and a culture to retain members, build experience and trust.
Apple’s prototype iteration cycle shrank to one-third or one-quarter of the industry norm.
3. Design conversations
創建公司自己的設計團隊，Jobs製造溝通，深入了解設計及產品精髓。
most important: Jobs created partnerships with designers.
Tom Suiter showed Jobs that it is possible to build a world-class in-house graphic design team.
Macintosh UI. Apple’s advertising agency
In the early days, Apple out-sourced most of its product design, principally to frog. Jobs continued to out-source product design at NeXT. (Jobs left Apple in 1985; in 1989, Bob Brunner joined Apple, building a world-class in-house product design team.)
Jonathan Ive, “Much of the design process is a conversation, a back-and-forth as we walk around the tables and play with the models.
Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service.
——————————————————————————————————————
Leader-designer Partnerships Model
leader-designer partnerships的模式有很多，且可複製。
The CEO-designer partnership model shows up in just about every company that creates great design over a sustained period. The consistency of this pattern suggests that it is repeatable—and learnable.
如果沒有來自領導層的支持，設計師不能完成高質量的設計。
While valuable, ethnography plus rapid prototyping gets you only so far; they cannot deliver high-quality design and sustain it over a long period without a special kind of support from the head of the organization.
溝通包裹：目標、意義、需求、可能性、背景、限制、原因。
The conversations about goals and means, about needs and possibilities, about context and constraints, about what needs doing and why—which designers are good at facilitating. Good designers “force” these conversations, because good results require them. Good consultants nourish these conversations, too.
But the conversations may work best when most of the parties are inside the company. Certainly, the conversations require a special kind of passion and commitment from the CEO.
——————————————————————————————————————
Sabine Junginger’s model: four types of relationship between design function and the larger organization:
Models of design conversations
Conversation between a CEO and design director take only a few forms.
設計協作 Design Collaborating
One form of conversation leads to a partnership, to deep trust, and ultimately to innovation and a sustained period of good design. Such conversations are principally about goals—about beliefs, about values, and about quality (Collaborating).
——————————————————————————————————————
Their conversations cover all aspects of design, not just physical product design, but also architecture, film making, designing for interaction and service as well as communications design. These conversations are the essence of product management and brand management.
来源：http://www.dubberly.com/articles/stevejobs.html
keyword：Design Management, Design Collaboration, Apple Design
【FROM】
During his first reign at Apple and his time at NeXT, Steve Jobs did not build a successful product.
【TO】
When Jobs returned to Apple, he seems to have changed. iPod, iPhone, and iPad followed a smoother path than his earlier products.
——————————————————————————————————————
What was different?
Jobs再次回到公司變化了什麼？
1. Whole systems thinking
從產品、服務、內容、分配、溝通到製造商的系統思考
Later Apple’s systems thinking grew to include the integration of products, services, content, distribution, communications, and developers—the creation of ecosystems.
2. Broad, deep teams
創建健康的環境：專業團隊、尊重、信任
Jobs made Apple’s product development process self-sustaining.
Healthier environment—broad and deep expertise, a measure of respect, and a culture to retain members, build experience and trust.
Apple’s prototype iteration cycle shrank to one-third or one-quarter of the industry norm.
3. Design conversations
創建公司自己的設計團隊，Jobs製造溝通，深入了解設計及產品精髓。
most important: Jobs created partnerships with designers.
Tom Suiter showed Jobs that it is possible to build a world-class in-house graphic design team.
Macintosh UI. Apple’s advertising agency
In the early days, Apple out-sourced most of its product design, principally to frog. Jobs continued to out-source product design at NeXT. (Jobs left Apple in 1985; in 1989, Bob Brunner joined Apple, building a world-class in-house product design team.)
Jonathan Ive, “Much of the design process is a conversation, a back-and-forth as we walk around the tables and play with the models.
Design is the fundamental soul of a man-made creation that ends up expressing itself in successive outer layers of the product or service.
——————————————————————————————————————
Leader-designer Partnerships Model
leader-designer partnerships的模式有很多，且可複製。
The CEO-designer partnership model shows up in just about every company that creates great design over a sustained period. The consistency of this pattern suggests that it is repeatable—and learnable.
如果沒有來自領導層的支持，設計師不能完成高質量的設計。
While valuable, ethnography plus rapid prototyping gets you only so far; they cannot deliver high-quality design and sustain it over a long period without a special kind of support from the head of the organization.
溝通包裹：目標、意義、需求、可能性、背景、限制、原因。
The conversations about goals and means, about needs and possibilities, about context and constraints, about what needs doing and why—which designers are good at facilitating. Good designers “force” these conversations, because good results require them. Good consultants nourish these conversations, too.
But the conversations may work best when most of the parties are inside the company. Certainly, the conversations require a special kind of passion and commitment from the CEO.
——————————————————————————————————————
Sabine Junginger’s model: four types of relationship between design function and the larger organization:
 |
Models of design conversations
Conversation between a CEO and design director take only a few forms.
 |
設計協作 Design Collaborating
One form of conversation leads to a partnership, to deep trust, and ultimately to innovation and a sustained period of good design. Such conversations are principally about goals—about beliefs, about values, and about quality (Collaborating).
——————————————————————————————————————
Their conversations cover all aspects of design, not just physical product design, but also architecture, film making, designing for interaction and service as well as communications design. These conversations are the essence of product management and brand management.
还没人赞这篇日记
