Northumberland

County Council, 178–180

Norton, David, 66, 92, 231–241, 273
Noyes, Elliot, 9–10
Nussbaum, Bruce, 82

O
Oakley, Mark, 59
office furniture, 10–11
Oglivy One, 239–240
Olay, 106–107
ONE North East, 176
open-minded collaboration, 43
Openroad Auto Group, 200–204
opportunity gaps, 121–130
The Opposable Mind (Martin), 43
Oracle, 168
orders of design, 26, 28, 82
organizational rationality, 69
organizations
business strategy, xii, 40–42, 90–91
challenges of, 15–18
corporate culture, 25, 89–90, 111
and corporate design, 6, 7, 9–10, 36
creating design environment in, 23–33
design-minded, 15–22, 81–95
elements of successful, 247–248
environmental responsibility, 11–13, 20–21, 125, 169–170, 246
need for design thinking in, 15–22, 163
social responsibility, 11–13, 125, 177, 246
OXO International, 12, 94

P
pacemaker, 39
packaging. see product design
Page, Larry, 236
Pampers, 102
Pantene, 101
Papanek, Victor, 11–12
Papke, Edgar, 90
Paris Métro subway, 72–73
partnerships, corporate, 38, 166
Patnaik, Dev, 87
Peer Insight, 165
Pepe, Giuseppe Attoma, 72
Pepsi, 103
PESTE factors, 122–124
Peters, Tom, 243
Philips, 124
physical layer of design, 136
Pilditch, James, 59
Pilloton, Emily, 12
Pine, Joseph, 198, 199, 233, 238
Pink, Daniel, ix, 60, 83
pipeline innovation, 147
Pixar, xi, 86
Plan B 3.0: Mobilizing to Save Civilization (Brown), 154
political factors of PESTE, 121
Porras, Jerry, 145
Porter, Michael, 66, 236
Postrel, Virginia, 160
Prahalad, C. K., 12
Pratt Institute, 7
Princess Margaret Hospital, 38
Probst, Dean, 3–4
Procter & Gamble, 3, 13, 43, 99, 103
product design. see also specific products and industries
and Coca-Cola’s iconography, 111–114
in consumer value opportunities, 124
and design thinking, wider focus of, 61–62
elements of, 252–257
ergonomics, 9, 12, 125
irrelevance of, 245–246
and opportunity gaps, 121–130
overdevelopment of, 232–233
and perception, influence on, 92
and PESTE factors, 122–124
vs. service design, xv
product opportunity gap (POG), 121–130
Progressive Insurance, 187
Project H Design, 12
Project Ignition, 259–266
prototyping
Harley Earl and clay modeling, 8
in innovation process, 150
involving customers in, viii, 39–40, 192–193
in service design, 170, 191, 200
as strategic process, xi–xiii, 86, 88–89
public spaces, 253, 256. see also architecture; urban design
purchase moment, 92, 105, 228

Q
Qualpro, 17
Quechua 2 Seconds tent, 75–76

R
Radarstation, 162
Rae, Jeneanne, 165, 168–169
Raible, Robert, 246
RAMP, 179
Rand, Paul, 9–10, 109
Rathenau, Emil, 6
rationality schemes, 68–69
RATP, 72–73
Reason, Ben, 173–184, 270
recycling. see environmental responsibility
RED, 169
Red Bull, 116
Reese’s, 100–101
REI, 246, 248–249
Renault, 116
Rentokil Initial, 213, 214, 216
research
beta testing, 192–193
and brand experience, 225–229
broadening research methods, 116
concept testing, 191
and localization, 212
 recognizing trends, 87
and understanding customer needs, xi, 116, 225–227
on youth market, 262
retention, customer, 40, 221, 223, 251–257
return on investment, 66–67, 77, 175–183
Rhode Island School of Design, 7
The Rise of the Creative Class (Florida), ix, 60, 83
risk-taking, 25, 43, 166. see also failure
Rittel, Horst, 15
Ritz-Carlton, 163–164
Rockefeller, John D., 5
Rockwell, Chris, 221–229, 273–274
Rogers, F. G., 49
Rowe, Peter, xvi
Rural Access and Mobility Project, 179
Rusk, Michele, 86
Ruskin, John, 4–5

S
Saco, Roberto M., 274
Samalionis, Fran, 185–196, 274
Samsung, 48, 87, 108, 121–122, 226–227
Schultz, Howard, 197, 247
search engine optimization, 214–215
Seeing What’s Next (Christensen), 232
self-selection, design for, 105
Senge, Peter, 58–59
sensory experiences, 55, 136, 226, 253, 256
September 11 terrorist attacks, 232
service, research and innovation initiative (SRII), 168
service design. see also customer service
case studies of, 162–168
and customer experience, 198–204
defined, 161, 173–174, 198
as emerging discipline, 159–161
human-centered, 174–175
increasing focus on, 58
and influencing perception, 92
innovation in, 168–169
via the Internet, 205–218
measuring value of, 175–183, 192
process of, 187–193
vs. product design, xv
and service science, 168
strategies for, 170–171
sustainability in, 169–170
tools for, 161–162
Service Design Network, 161
service innovation, 168–169
service science, 168
service usability index, 181–183
The Sharper Image, 231
Shaw, Colin, 244
Shell, 210
Simon, Herb, 12–13
Six Stigma, 16–17, 18, 192
Sloan, Alfred E., 7–8
Smith, Frederick, 39
Smith, Ron, 47–56, 274
SMS information services, 190
social factors of PESTE, 122–123
social networking sites, 93
social responsibility, 11–13, 125, 177, 259–260
Sodexho, 235, 238
Sony, 48, 65, 87, 222, 245
Southwest Airlines, 43
SRII, 168
stakeholders. see customers; management, corporate
Stanford University, 16
Staples, 199
Starbucks
customer service at, 197
as innovative breakthrough, 39, 106
mentioned, x, 88, 237, 273
as tribal gathering place, 245, 247
State Farm Insurance, 259–266
STC, 129–130
Steelcase, 21, 77–79
Steffen, Alex, 20
Steinberg, Marco, 83
Stickley, Gustav, 5
StorageTek, 89
strategic philanthropy, 236
strategy. see brand strategy; design strategy innovation: strategy;
organizations:
business strategy
Streetcar, 177–179, 181–182
substantial value of EVA, 68–69
Sun Microsystems, 87, 89
Sundance, 240
Sunderland City Council, 176–177
sustainability
assessing, 40–41
eco-sustainability, 16, 20–21, 161
innovation for, 83
for measuring design success, 94
and service design, 169–170
and triple bottom line, 177
Synovate Censydiam, 112, 116
systems thinking, 28, 49–50

T
Target Corporation, 8, 94, 115
Taylor, Fredrick, 5
Teague, Walter Dorwin, 7
technological factors of PESTE, 123, 125
technology
disruptive, ix, 232–241
irrelevance of, 245–246
updating existing, 8
teenagers, 259–266
telecommunications, 9, 107–108, 193, 226–227
terminology
overview, 83–86
design leadership, xii, 67, 83–86
design management, xii, 60, 83–86
design strategy, xii, 83–86
 design thinking, viii, x, xii, 83–86
designers, 170
innovation, 146
service design, 161, 173–174, 198
touchpoints, 198
Three Gears of Business Design, 36–45, 37
Times Square, 235, 239–240
The Tipping Point (Gladwell), 60
Topalian, Alan, 84
Torvald, Linus, 236
Total Design (Hollins), 161
touchpoints
brand experience through, 221–225
and brand-driven innovation, 136–142
defined, 198
and design strategy layers, 136
relevancy in, 92
shifts in, 83, 174–175
tourism, 237, 238
Toyota, 17, 204
transformation design, 169–170
Travel Industry Association of America, 237
trends, analyzing, 121–130, 149–150
Tribord Inergy wetsuit, 74
triggers of innovation, 147–153
triple bottom line, 82, 91, 94, 177–180
Tufte, Edward, 52
Turner, Raymond, 84
U
U.K. Design Council, 160, 173
Unilever, 210–211
universal design, 12
University of Cincinnati, 3, 7
urban design, 23–24, 29–32. see also architecture; public spaces
URLs, 213–215

V
value model in design management, 65–80
value opportunity analysis, 124–130
Valvoline, 99, 104
Van der Rohe, Ludwig Mies, 6–7
Van Gessel, Christa, 131–143, 271
Vogel, Craig M., 3–13, 122, 124, 275
Vogue, 113
Volkswagen, 21

W
Wall Street Journal, 17
Wal-Mart, 8
Web sites. see Internet
Westinghouse, 9–10
Whole Foods, 235, 237–238, 239
A Whole New Mind (Pink), ix, 60, 83
wicked problems, 15–19, 62
Wii, Nintendo, 222–223
Wired to Care (Patnaik), 87
workplace, 24, 77–79, 92, 117–118
World Future Society, 124
Wright, Frank Lloyd, 5

Y
youth market, 259–266
YouTube, 191

Z
Zag (Neumeier), 17
Zilver, 134, 138–142
Zimpher, Nancy, 3
Zipcar, 190
Zune, 245
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