The design-centric culture is a response of large corporations to the increasing complexity of modern technology and modern business. That complexity takes many forms. Sometimes software is at the center of a product and needs to be integrated with hardware, and made intuitive and simple from the user’s point of view. Sometimes the problem being tackled is itself multi-faceted. And sometimes the business environment is so volatile that a company must experiment with multiple paths in order to survive.
The design-centric culture transcends design as a role, imparting a set of principles to all people who help bring ideas to life. This set of principles is collectively known as design thinking, which is based on following pillars:
An organizational focus on design offers unique opportunities for sharing knowledge, humanizing technology and for developing emotionally resonant products and services. Adopting this perspective isn’t easy. But doing so helps create a workplace where people want to be, one that responds quickly to changing business dynamics and empowers individual contributors. And because design is empathetic, it implicitly drives a more thoughtful, human approach to business.
For more information, please, click on the recent HBR article:
The stories of 16 business leaders who created iconic brands have been included in the new book of BCG's Michael Silverstein, Dylan Bolden, Rune Jacobsen, and Rohan Sajdeh, to be released in October 2015.
Authors conclude: To stay on top, your job is to deliver magic— every day, in every way. That is what apostle brands do. Passion and knowledge are key drivers in finding the right solutions how to achieve it.
For more information, please, read the book review in BCG Perspectives:
Most people are uncomfortable with data. Estimates, analytics, and data-driven predictions — they can all be confusing and overwhelming. Some of this discomfort is based on experience. Everyone remembers a time when their data was simply wrong, a prediction was misleading, and the consequences were serious.
Until recently people could easily ignore data in their daily work. The company’s “gearheads” and “quants” were isolated in specialist departments, tech handled the mundane stuff, and managers could brush off the benefits of improved data quality with the attitude, “We’re doing just fine. Why bother?”
But now that’s changing. The headline result of my most recent “scan” of the data space is that fear has replaced apathy as the number one enemy of data. More and more managers and their direct reports sense that, sooner or later, data will infiltrate every nook and cranny of every industry, company, and department, transforming work, relationships, and power structures. Uncertainty around “what will happen to me, my work, my department, and my company?” is seeping into hearts and minds of individuals at all levels. You can spot the fear in a number of ways: Some don’t make the effort to share potentially useful data, and others (increasingly) complain that the data is too difficult to access, understand, or use, so they ignore opportunities to include it when making an important decision.
In the face of fear, according to Thomas C. Redman, author of "Data Driven: Profiting from Your Most Important Business Asset", your department looks to you for leadership. You can become a credible leader and dispel the fear of data in your team as well as your own fear by increasing your abilities and inspiring the entire department to embrace data. After all, if fear is the number one enemy of data, knowledge is the number one enemy of fear.
For more details, please, click on the article published by HBR, this morning:
With the aim of offering a more comprehensive picture of the Central European Region and the Visegrad Cooperation, the Antall József Knowledge Centre organises its third international Antall József Summer School between the 6th and 17th of July 2015.
The Knowledge Centre aims to provide participants coming from the V4 countries, the Western Balkan, as well as the Eastern Partnership member states with a cross-border educational programme that enables them to know more about the most pivotal cooperation of Central Europe. During the twelve days of the event, participants can listen to and attend lectures and seminars in English, which puts under scrutiny the economic, political and cultural relations of the Cooperation, as well as the experiences connected to being an EU member state. Beyond the transmission of knowledge, the aim is to enhance intercultural dialogue.
The Antall József Summer School 2015 will heavily focus on the relationship between the Visegrad Countries and the Western Balkan states. The year 2015 marks the 20th anniversary of the signing of the Dayton Peace Agreement, which put an end to the Balkan Wars.
Meet us at the opening ceremony of the Summer School at the Károlyi-Csekonics Residence, tomorrow, on the 6th of July.
Please, find the detailed programme below:
It is by now an obvious statement that companies compete on the strengths of their knowledge workers – people who “think for a living” by applying convergent, divergent, and creative thinking skills.
Yet, more than 50 years after Peter Drucker devised the term knowledge worker, it is quite disappointing to peer inside the operations of any large organization and see how little of their time knowledge workers actually spend on higher-order thinking tasks.
Largely to blame is the approach their companies have taken in applying office technologies. Faced with the choice, to either automate or informate, they have tended toward the former – transferring tasks from the hands of workers to machines, rather than endowing people with greater capacities and having them work symbiotically with technology.
Recent research indicates that, as cost barriers fall, workplaces will naturally gravitate toward teams of humans and robots working together to accomplish goals, each assigned the tasks for which they are ideally suited. Robotic Process Automation is one automation tool, but not the only one, that will help to bring about this future of operations. As cognitive intelligence tools like IBM’s Watson are adopted, those will be game changers, too. Combining these technologies, human knowledge workers might soon, in the midst of creative tasks, call on multi-tasking robotic coworkers to perform supporting work as needed — boosting their output even in novel processes with “robots-on-request.” In this way, contrary to today’s worst fears, robotics could facilitate the rise, not the demise, of the knowledge worker.
For more information, please, have a look at the HBR article: