Case Analysis



1910715117475008191511747500Case AnalysisIDEO: Innovating Change or Changing Innovation? PLACEHOLDER IF Pips Veazey="" "[Your Name]" Pips VeazeyPips Veazey \* MERGEFORMATPips VeazeyMBA 617 Organizational TheoryMarch 13, 2014Case AnalysisIDEO: Innovating Change or Changing Innovation? BackgroundHISTORY37719001165225IDEO teamwork in progressIDEO teamwork in progressIDEO is an international design and innovation consulting firm founded in 1991 through the merger of four established design firms: David Kelley Design (founded by Stanford University Professor David Kelley), London-based Moggridge Associates and San Francisco’s ID Two and Matrix Product Design. With offices in the United States (Boston, Chicago, New York City, Palo Alto, and San Francisco), London, Mumbai, Munich, Seoul, Shanghai, Singapore and Tokyo, it has recently been ranked #10 on Fast Company’s list of the Top 25 Most Innovative Companies, has won 38 Red Dot awards, 28iF Hannover awards, and more IDEA awards than any other design firm. It is also ranked #16 on Fortune’s list of 100 most-favored employers by MBA students and has been awarded the Smithsonian Cooper-Hewitt National Design Museum’s National Design Award for Product Design.IDEO provides product development and branding services for a large number of clients including 3M, Acer, Coca-Cola, ConAgra, Ford, Intuit, Marriott, Microsoft, Sony, Target, Toyota, Visa, Walgreens and many more. Examples of their projects include Apple’s first mouse, the Palm V, and Steelcase’s leap Chair. They currently employ more than 600 people in a wide range of disciplines that include behavioral sciences, communication design, digital design, education, electrical engineering, industrial design, organizational design, and software engineering. Their three major global competitors are frog design inc., Lunar Design Inc. and Continuum LLC, all of whom market themselves with similar descriptive phrases including “global design, product strategy, innovation consultancy, user experiences, and human-centered”.IDEO works with organizations in both the public and private sectors to create positive impacts through design by focusing on three general categories of activities:partner with leaders and change agents to identify new market opportunities, add value and solve meaningful problemsdesign and launch innovative products, services, ventures, and brands by combining business acumen with human-centered market insightshelp organizations to build the capabilities required to sustain innovationIDEO’s motto, “We think to build and build to think” highlights the fact that this organization depends on creative people who can innovate design within the context of human needs. Everything from the physical building itself to the internal company culture and the unique methods of recruiting and hiring have been developed by the current leaders and reflect the ideals of the ANIZATIONAL STRUCTURE AND CULTUREIDEO is an international organization so it possesses a level of complexity necessary for working in the international arena. However, IDEO still maintains a relatively flat structure overall with few hierarchical levels and employees organized into temporary multidisciplinary teams based on current projects and the needs of customers. Key senior personnel include Chairman and Co-founder, David Kelley, General Manager Tom Kelley and Tim Brown, President and CEO (not pictured). “IDEO”S physical space is built around its values of 445770015240IDEO Chairman and co-founder David Kelley (left), with brother and general manager Tom Kelley (right), lead IDEO, write, teach and design.0IDEO Chairman and co-founder David Kelley (left), with brother and general manager Tom Kelley (right), lead IDEO, write, teach and design.innovation, collaboration, communication and fun. Housed in a modern building of glass and steel that incorporates the brick remains of an auto repair shop, it is not far from Stanford, where it recruits most of its employees.” (Logan, 2012). Once a person applies for a job with IDEO, are introduced to numerous people in the firm, and employees spend time with applicants to try to determine if the “fit” with the company seems positive. Leaders are seen as helpers, and social network analysis has documented that the interactions of the most helpful leaders are those who are characterized as accessible and trusted over anything else (Amabile, 2014). “If we are going to measure what makes a leader here, it would be to measure how nurturing people are” (Logan 2012). INNOVATION and CREATIVITYIDEO is a company that exists on the creation of ideas. In fact, its mission is “to create positive impact through design by taking a human-centered approach to helping organizations in the public and private sectors innovate, grow, and bring to market new ideas” (About IDEO, Retrieved February 10, 2014, from ). The raw materials needed for this enterprise are thoughts and ideas generated by the employees, and that means that employees are chosen deliberately and vetted by teams of current employees to determine whether or not the “fit” is good. Recently, IDEO spun off a nonprofit organization () from the original business as a way to increase the impact of the organization in developing countries, provide creative solutions to societal problems and pull in designers who would not otherwise have a chance to participate in IDEO projects but have good ideas that should be shared.CaseIDEO is a multinational organization that has undergone significant expansion in the past two decades, growing from an organization of a couple dozen employees in California to the current multinational organization that spans three continents and employs over 600 people. IDEO’s strengths are centered on its core competencies of innovation, creativity and human-centered design, and the company is able to develop unique solutions because of the talented and creative staff that they employ. Human resources are at the heart of their strengths and are critical to the success of the company. They require and attract creative, educated, highly innovative people who are willing and motivated to work in team settings. The collaborative approach and flexible team structure allows the company to develop solutions that other companies with more resources are unable to attain. Because of the nature of the organization and the relatively recent expansion into international markets, IDEO must address two significant challenges as it moves into the future.First, IDEO’s most significant weakness centers around the fact that IDEO is spread across many different sectors of the economy, as seen above through a partial list of clients, as well as across several continents, as seen above through the list of office locations. While there is strength in diversification, the lack of focus and extremely broad approach can also be a weakness if resources are spread too thin or the company branches out too far beyond its core competencies. While IDEO has done a remarkable job in scaling its culture of creativity and innovation and reframing its business strategies to support a significantly larger multinational company, there have been growing pains and leadership must be aware of the issues in order to continue to nurture a healthy company.Second, the IDEO workforce is educated and innovative, and these knowledge workers are expensive. As a result, the company requires resources to actively recruit and retain their highly qualified employees. A downturn in the economy may lead to fewer customers as those trying to save money turn to internal sources for product development and organizational consulting currently being done by IDEO. While IDEO is a fairly unique enterprise, other firms such as frog design and Lunar Design are formidable competitors in this high-paced market, and IDEO will need to continue to differentiate itself and remain innovative and creative in order to stay ahead of the competition. IDEO will need to keep pushing the boundaries of possibilities to maintain its edge on the competition and continue to promote its hallmark culture that fosters innovation and creativity and to accurately identify, recruit and retain experts that are motivated and interested in working in team settings.Evaluation and RecommendationsThe future will continue to bring new challenges to IDEO, and while the two listed above are significant, they are not insurmountable. With a commitment by leadership and a strategic approach to addressing each, the organization has the potential to remain strong and maintain its focus on innovating and creating solutions for clients. The following two initiatives and associated recommendations will address the two most pressing challenges that IDEO faces today and will serve as the blueprint for an action plan as upper level management actively seeks a stable future. Initiative One: Reinforce organizational cultureSeveral decades ago, David Kelley gathered ten of his friends from graduate school and started a design company; thirty years later all but one are still working together. This initial group of people formed the basis of what would eventually become IDEO and was developed as a deliberate reaction to the machinery of large design conglomerations that churn out ideas within what Kelley refers to as a dehumanizing, sterile, corporate setting. Kelley had a different idea of what his business would look like, and today IDEO looks and feels very different from the typical design company – covered with plants, glass, crayons, paper, and doodle boards. “It looks likes a scene of an inside park in some futuristic world, perhaps from The Jetsons” (Logan, 2011). IDEO has survived several growth spurts that resulted in the firm changing its name from David Kelley Design to IDEO and creating a stage that all employees could inhabit – not only its leader.Because IDEO is a unique company, the typical change techniques that one would expect to deliver in a case analysis such as switching structures, developing creative departments or venture teams, encouraging corporate entrepreneurship and establishing collaborative teams will not work. This company is already structured with these ideas in mind. The recommendations must involve unique solutions to address the specific issue of maintaining the culture of this unique organization as it experiences growth.As the company grows both within its current structure and into new locations around the world, leaders must make an effort to keep the culture of innovation, creativity and teamwork alive at not only one expanding branch but at every location around the globe. This will inevitably require more communication and regularly scheduled meetings to connect people and ideas and provide guidelines for making decisions. Specific recommendations include identifying, adopting and using the correct communication tools in order to keep all of the IDEO branches connected to the main branch where the ultimate leadership resides. In addition, regularly scheduled weekly meetings across the globe to discuss new projects and review the current status on current projects will help to keep people connected and supportive of the helping culture so important to IDEO.Finally, encouraging employees to write articles about and document through video the process of design and creation will not only leave a record of what IDEO leadership values and how it does business but it can reinforce the core ideas of the company across the current distributed system of this multinational oganization. IDEO employees have started a regular habit of writing and filming ideas and solutions, and with the advent of their public help site, , others can join to offer solutions and suggest challenges. Supporting and requiring this kind of organic communication will be healthy for the organization and may strengthen the connections among people working across the globe. Every employee should be afforded time to create and review these types of documents in order to help keep people connected and creative.Initiative Two: Recruit and retain qualified innovatorsIDEO is an organization whose major assets and raw materials are people, and specific care needs to be taken to understand how to identify, recruit and retain people effectively during these times of change. One of the assets that IDEO currently recognizes is the affiliation of David Kelly with the design school at Stanford. Many of IDEO’s new recruits come from Stanford, which sits just around the corner from IDEO. While this connection to new and talented designers is handy for hiring purposes, David Kelly will not always be available to forge this relationship, and thought must be given about how to keep a steady flow of talent into the organization.There are several options for recruiting talented designers that should be considered. First, making connections with prominent design schools around the world is imperative. IDEO leaders should be lecturing, recruiting and communicating with the leaders of design schools on a regular basis. The more students know about the organization, the more likely IDEO will be to attract top-notch students. Second, developing an internship program to give potential recruits a feel for the company will help to increase interest as well. Third, developing an exchange program among the different IDEO branches will stimulate new ideas, increase engagement among dispersed groups and motivate people to work across structural boundaries. For many people, being able to take a corporate sabbatical and work in a foreign country is valuable. This could be used as an incentive to recruit new employees.IDEO currently has a fairly elaborate hiring process that includes vetting prospective workers over an entire day or even several days while the new person introducing himself to team members through various media including video, letters and face-to-face interviews. Current employees spend time with the prospects and decide whether or not they think the “fit” is good or not. If there are enough people who agree that they will support him, he is offered the job. Once a worker is vetted and hired, the organization should make every effort to retain him. Several methods for retention could be employed. First, as mentioned above, the corporate sabbatical could also be used as a method to retain current employees. Second, allowing people time to think and create outside of the projects that they are tackling is important. Companies such as Google and Intuit provide time for their employees to brainstorm new ideas every week, and some of the most successful projects have come to life through these open creative times. Third, allowing flexibility for families and different work hours supports an environment in which people are able to find the right work schedule for themselves and their families. People tend to identify a specific time of day when they are most creative, and allowing employees to choose flexible schedules can help to maximize the creative processes that is so important to the work at IDEO.SummaryIDEO has a solid base on which to grow and several decades of experience to support the culture and vision that define the organization. While they have been successful in expanding from an initial workforce of ten to the current structure of approximately 600, the organization has had to focus on strategic changes along the way. With recent expansion into foreign markets and new ideas, the next few years will bring about new challenges. With renewed efforts to examine current practices and make the commitment necessary to address these changes in a strategic manner, IDEO will continue to thrive and grow. Leadership should focus on two specific initiatives: strengthening and reinforcing IDEO’s unique and creative culture and renewing their commitment to recruiting and retaining exceptional employees. With this strategic approach to addressing these specific issues, future growth and the resulting changes can be managed in a controlled manner and lead to continued success for IDEO. ReferencesAmabile, T., Fisher, C. M., & Pillemer, J. (2014). IDEO’S Culture of Helping. Harvard Business Review, January-February 2014. Retrieved from (2014). Interview with IDEO associate.Battarbee, K., Suri, F.S., & Howard, S.G. (2014). Empathy on the Edge: Scaling and Sustaining a Human-Centered Approach in the Evolving Practice of Design. Retrieved from , R. (2010). Organization Theory and Design. 10th ed. Mason, OH: South-Western Cengage Learning.Hyatt, J. (2010). David Kelley of IDEO: Reinventing Innovation. Retrieved from . Kelley, T., & Kelley, D. (2013). Creative Confidence, Unleashing the Creative Potential Within Us All. New York, NY: Random House Publishing.Kelley, T., & Kelley, D. (2012). Reclaim Your Creative Confidence. Harvard Business Review December 2012. Retrieved from , D., King, J., & Fischer-Wright, H. (2008). Tribal Leadership. New York, NY: Harper Business. Raney, C. (2012, April 9). Strategic Questions for an Accelerating World. [HBR Blog Network]. Retrieved from : Organizational Chart ................
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