12 Inspirational and exclusive interviews on Yanko Design – Hideshi Hamaguchi
h3 12 inspirational and exclusive interviews on Yanko Design – Hideshi Hamaguchi Thu Until now we have four awesome designers share their wealth of experience in this series Exclusive and inspiring interviews. Robert Brunner spoke about the core DNA designer / entrepreneur, Scott Wilson showed us how to rise from the ashes like a phoenix, Karim Rashid taught us their roadmap to success and Yves Behar talked about forging partnerships. My recent visit to the red dot award for product design in Essen, brought me face to face with the charismatic Hideshi Hamaguchi, inventor of the USB Stick. Yes, the same stick you use for data storage, file transfer, etc.
I could not let this opportunity pass up as I knew Hideshi perspective on innovation and design will be invaluable, and indeed its methodology and approach is so unconventional and inspiring, it has to be shared. class =” style1 “> must be trained to draw diagrams and Doodle . Creativity is all about people thinking. Creativity does not exist in the air. It is in your mind, even when we cooperate, I encourage you and your score stimulating me. To understand creativity we need to understand the brain. Hideshi explains that the brain has two extremes: structured thinking, which is very logical thinking in relation to a very intuitive and chaotic thinking. One side is directed, and the other is all about research. The ideal balance between chaos and structured thinking is the culmination of the sweet spot Structured Chaos Mode, right at the top. However, this position is as volatile a ball that rolls in both directions, depending on the individual’s inner nature. To be balanced at the peak, you need to do something radical. From Hideshi experience profile ranges from chaos to logical thinking to strike structured / chaos balance is wrong. class = “style1″> If the highest form of creativity in a structured way of chaos, how can we manage? technically there are two ways to do so, first, go back and forth between logical thinking and chaos, until you reach the peak. For example, say I ask for a pen innovations and present it to the red dot jury in one hour. And after you do this, now I ask you once again innovated a pen, but his time, I give you one day for it. The first day is to draw inspiration, the second day of the creation of a structure of ideas and so on, until finally you give me the design. Thus, stimulating the brain between chaos and logic thinking will highlight their creativity to structured – Chaos Mode .
Another way is to use the formula or an analysis of data, such as market size or market taste for pen as a reference, and then combine it by drawing a fine line that ultimately lead you to draw some of the innovative features of the pen. So it would be logical to use your brain and the intuitive side, at the same time. So you can hit the sweet spot. But in reality, you need to do a diagram and you hit the sweet spot doodle. Diagrams are something simple, something logical, something visually. Draw a diagram and your brain goes to a logical side without too intuitive, now balance the need to doodle. And it stimulates the creative mind. so deliberately used a diagram to keep doodling and creativity at the top. If you really want to have the highest level of creativity, especially for a new idea or concept that you do not have the skills to produce beautiful pictures, someone else can get to you. A good thing is that you need to learn things too logical either. From Hideshi was an innovator, I had to ask him … what is innovation? class = “style1″> formula for innovation:! -? = class = “style1″> What – oh, this is the reason = Yeah This is what Yanko Design is Innovation is all about creating new behaviors and new values for humans. For example, a USB dongle. This creates a new value of data storage on a small rod that is portable and the new behavior, as attached to your data, share it with people and friends. In 1999 Hideshi has come up with an idea for a client, adding a palpable sense of your data (it is called sneak-kernet), we had this feeling for a floppy disk or CD, but it is time to move on to something different, but no one disagreed with him. At that time everyone thought that everything would be on the Internet and wireless, so cloud storage medium would have more value than that. Intranet Even faced this question. Hideshi and his friend were responsible for creating an intranet first in Japan. And probably the first in the world, it was done in 1993. He did it for the Panasonic, where board members were not so very computer savvy. If you see it that way, the intranet has changed the behavior of people and value information. class = “style1″> Innovation is something that is something new, something that is doable and it should create controversy. This should create some tension in the conversation One tip that gives Hideshi is that when you are brainstorming for innovation,. Never focus on the idea itself, as it usually does not help. Its focus is to analyze and see how people think. If you can analyze your mind, you can break the paradigm and go against their own biases and thoughts. You break down prejudices and push the controversy of thinking, and this is how you break the paradigm. But if you can not visualize or biases people’s thinking, then you will not be able to innovate. You must break the abstract things, you must understand how the pattern of thinking and imagining. If you think you can be a wonderful innovator. So basically you need to make a move and break down prejudices, and this is the biggest obstacle that innovators face. Earlier in the 90 shift was only focused on technological innovations for the computer, a faster CPU, better inputs, etc., but it comes to Dell and have created new shift their business model. They revolutionized their supply chain, customer experience and online adaptation of the PC. It is but a paradigm. class = “style1″> engineer-designer of the conflict! How to create a balance where you have to present a project or an idea that appeals to the technology and corporate managers;? briefly how to solve engineer-designer conflict When we chart the structured chaos of the diagram in real life situation, unfortunately most of the population lies at the intersection of two structured-loop chaos. Most of them do not think the super-structured, or other extreme super-intuitive thinking. The problem is that we do not have a lot of people who can handle the chaos of a structured manner. Corporate mangers and engineers are more inclined towards a structured thinking and designers and artists are prone to intuitive thinking. These are two different animals! And as discussed earlier, engineers and business heads have a tendency to use numbers and designers use images, then the dialogue can not be bridged. They were excluded, and there is a lack of communication. But if we set some basic rules, can speak a common language, for example, enterprise managers should refrain from asking the designer about numbers and calculations of costs, where a designer would need to go deeper and tell a story, not just talk about intuitive design. Logical and intuitive people can train both move toward balance sweet spot of structured chaos, pushing your limits and moving toward the other side of the chart. Hideshi why the front of his game is that while every person who works with, specializing in one field with a total emphasis on it, and Hideshi has the ability to logically connect the dots between innovation, marketing, strategy, tactics, uncertainty, technology and business model. Special thanks to the red dot design, Germany and Professor Dr. Peter Zec. Yanko Design