By Hartmut Esslinger
Compliment for an excellent line. "A breath of turbo-charged clean air that does not regurgitate the ego-maniac CEO's selective reminiscence or an out of doors expert's misinterpretations. Hartmut explains innovation in the course of the lens of layout, and it really is approximately time we received his useful perspective."--Guy Kawasaki, former leader evangelist, Apple and co-founder of Alltop.com. "At Flextronics, we fell in love with Hartmut and frog, and their ardour for bringing loopy nice designs and layout tactics into the leading edge of significant product businesses. We used their services to aid our clients, lots of. learn more... Design-driven method: staking a declare within the inventive economic system -- real lies: the function of management in innovation -- Designing to win: the inventive enterprise method -- Minds beat cash: the innovation strategy, step-by-step -- A enterprise layout revolution: the greening of planet, inc. -- Design-driven recommendations for greater business--and a greater global -- The factories
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Additional info for A fine line : how design strategies are shaping the future of business
The Mittelstand companies also benefit from their strategic locations. Most are based near mid-size or large German cities with very good universities, so the companies have both a local supply system for equipment and materials and a pool of highly skilled crafts people and qualified employees. The communities created around these companies are tightly knit, as most employees also share social lives, through soccer clubs and other cultural and social gatherings. This social organization introduces a valuable ethical element to the mix, tied directly to the concept of community that we talked about in Chapter 2.
Look for “hungry” clients who want to get to the top. Everything depends on partnering with great clients. At frog, I focused on ambitious, global companies with huge upside potential in technology who were or wanted to become the best in the world—and had the financial ambition and means to do it. We at frog had great successes following this principle with companies such as Sony, Apple, Microsoft, and SAP. 4. Get famous—by being the best. I had to use this principle as a goal—otherwise I would never have achieved it.
By then, Louis Vuitton bags and suitcases already had reached cult status with fashionsavvy customers—especially those from Japan. Lines commonly extended into the street outside the Louis Vuitton store in Paris, and the company maintained a two-bag-per-sale limit to prevent customers from reselling the luggage elsewhere. Henri, however, was not content with selling bags and suitcases—his vision for the company was much larger than that. He set about transforming the Louis Vuitton brand into a totally new type of luxury goods experience.
A fine line : how design strategies are shaping the future of business by Hartmut Esslinger