Rapid Prototyping Quotes

The Lean Product Process consists of six steps: Determine your target customers Identify underserved customer needs Define your value proposition Specify your minimum viable product (MVP) feature set Create your MVP prototype Test your MVP with customers

other technologies like data visualization, analytics, high speed communications, and rapid prototyping have augmented the contributions of more abstract and data-driven reasoning, increasing the values of these jobs.” In other words, those with the oracular ability to work with and tease valuable results out of increasingly complex machines will thrive.

it was the tzero that ultimately caught their imagination, like it did for Musk. Eberhard, who was growing increasingly worried about global warming, saw potential for commercialization and a chance to show that gasoline wasn’t the only answer for motor vehicles. At the same time, he and Tarpenning had noticed that lithium-ion batteries had been improving at a rapid rate and were getting cheaper, thanks largely to their use in laptop computers. The auto industry, too, no longer seemed as impenetrable as it once was. Since the 1990s, automakers had been outsourcing many aspects of vehicle production, including the sourcing of components and in some cases even assembly. The men figured it would be possible for a start-up to design and build at least a prototype, with the hope of later raising more money to advance their ambitions. If things went well, a low-volume electric sports car with kick-ass acceleration might

meaning, creativity, flexibility, and a sort of rapid prototyping not just of jobs but of entire careers.

Running the fertilizer division might have seemed like an insignificant job to people outside of Koch. But Watson knew better. The fertilizer plant was an example of Koch’s strategy for “rapid prototyping,” a phrase that Watson used to describe Koch’s business experiments. Rapid prototyping was the process of trying new ventures on a small scale to see how they worked. It was the method that Koch used to branch out into different industries. Failure would be part of the process, so Koch kept its initial ventures small. Divisions like the fertilizer business were all learning laboratories.

Varner must have recognized quickly that Markel was exactly the kind of person that Charles Koch was searching for to fill the corporate ranks. If there is a single example of the prototypical Koch employee, it was Lynn Markel. He was born and raised on a farm outside of Dodge City, Kansas, so he was accustomed to a seven-day workweek. He attended Kansas State University and had no illusions that a college degree conferred on him anything more than the right to work hard for a living. After graduating, he became an officer in the US Air Force, where he served for four years, so he learned to think of himself as part of a larger organization and put the needs of his teammates before his own. Markel had moved to Wichita right after his stint in the air force to work as a financial controller with the Cessna Aircraft Company. Working for a large, publicly traded firm hadn’t agreed with Markel. There was a lot of bureaucracy to contend with; he wanted to be more entrepreneurial. He left Cessna and joined a large real estate firm that was expanding rapidly. But that firm went bust, and Markel landed in his current job as chief financial officer for the chain of television stations.

technologies like big data and analytics, high-speed communications, and rapid prototyping have augmented the contributions made by more abstract and data-driven reasoning, and in turn have increased the value of people with the right engineering, creative, or design skills.

Without an innovation strategy, innovation improvement efforts can easily become a grab bag of much-touted best practices: dividing R&D into decentralized autonomous teams, spawning internal entrepreneurial ventures, setting up corporate venture-capital arms, pursuing external alliances, embracing open innovation and crowdsourcing, collaborating with customers, and implementing rapid prototyping, to name just a few. There is nothing wrong with any of those practices per se. The problem is that an organization’s capacity for innovation stems from an innovation system : a coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded.

For example, AT&T—not known for innovation in the past twenty years—recently created five labs (AT&T calls them “foundries”), each employing forty to fifty interdisciplinary experts. Their task: testing new insights generated inside and outside AT&T. The foundries house marketing experts from the business units, experts in telecommunications technologies, and experts in design thinking. What’s more, AT&T has invited start-ups and established companies from many industries to participate in rapidly developing and experimenting with new technologies. Each new idea is run through a twelve-week project, where a team applies the kinds of tools we describe in this book to produce virtual or physical prototypes.

My team can’t agree on our first design. So, your team is made up of dynamic, creative minds that think differently. Congratulations!

The two revolutions, therefore, taken together, must be understood as a centuries-long process of fundamental change in which the triumphant Western worldview of colonial days is replaced by a planetary understanding of the meaning of human existence that so transcends particular national differences as to enable the human species to create a planetary peace in the absence of an imperial power to enforce its particular institutions on anyone. In short, a coming to maturity of the human species. A transformation of this profound a depth must necessarily take form in the actions of the most capable nation on the planet, and Revel, after surveying the various claimants to leadership, decided that the United States fulfilled the basic requirements such a role entailed. He acclaimed the United States as the prototype nation in a process of world transformation. He cited many factors present in the United States but absent or improperly developed in other nations as justification for his choice. The United States had a continuing pattern of growth and economic prosperity unmatched by any other nation, a technological excellence unrivaled by anyone else, and a high level of basic research that would continue to provide increasingly sophisticated insights into the nature of basic scientific and social problems. Revel also felt that the United States was culturally oriented toward the future, whereas the European countries were directed toward the past, and the Communists were mired in theoretical and doctrinal considerations, rendering them incapable of confronting rapid and continued change. The

Good teams are skilled in the many techniques to rapidly try out product ideas to determine which ones are truly worth building. Bad teams hold meetings to generate prioritized roadmaps. Good teams love to have brainstorming discussions with smart thought leaders from across the company. Bad teams get offended when someone outside their team dares to suggest they do something. Good teams have product, design, and engineering sit side by side, and they embrace the give and take between the functionality, the user experience, and the enabling technology. Bad teams sit in their respective silos, and ask that others make requests for their services in the form of documents and scheduling meetings. Good teams are constantly trying out new ideas to innovate, but doing so in ways that protect the revenue and protect the brand. Bad teams are still waiting for permission to run a test. Good teams insist they have the skill sets on their team, such as strong product design, necessary to create winning products. Bad teams don't even know what product designers are. Good teams ensure that their engineers have time to try out the prototypes in discovery every day so that they can contribute their thoughts on how to make the product

Prototypes should be designed to ask a question and get some data about something that you’re interested in. Good prototypes isolate one aspect of a problem and design an experience that allows you to “try out” some version of a potentially interesting future. Prototypes help you visualize alternatives in a very experiential way. That allows you to imagine your future as if you are already living it. Creating new experiences through prototyping will give you an opportunity to understand what a new career path might feel like, even if only for an hour or a day. And prototyping helps you involve others early and helps build a community of folks who are interested in your journey and your life design. Prototypes are a great way to start a conversation, and, more often than not, one thing typically leads to another. Prototypes frequently turn into unexpected opportunities—they help serendipity happen. Finally, prototypes allow you to try and fail rapidly without overinvesting in a path before you have any data.

When we use the term “prototyping” in design thinking, we do not mean making something to check whether your solution is right. We don’t mean creating a representation of a completed design, nor do we mean making just one thing (designers make lots of prototypes—never just a prototype). Prototyping the life design way is all about asking good questions, outing our hidden biases and assumptions, iterating rapidly, and creating momentum for a path we’d like to try out.

Rough prototyping and feedback. Rapidly and roughly prototyping concepts to get customer feedback comes next.

his face shield, I imagined him frowning. He probably wasn’t used to being talked back to, let alone questioned about Olympus’s reputation. Even Ivy went quiet as I stood with my hands on my hips. “Get out of my way, little girl,” the Defender said. “I’m not moving,” I said. “If you want to beat on me too, go ahead. Show these people what Olympus really stands for.” He took a step toward me, but something told me he wasn’t sure what he was doing. Maybe it was the way he hesitated, or maybe it was how fast his shoulders were bouncing up and down—rapid breathing no doubt caused by anxiety. Dax moved next to me. “You want to beat on me, too?” Next, Danika joined my side. “Or me?” Rose and Echo joined our human barrier and without a word, crossed their arms over their chests. All of a sudden, someone from the group of Prototypes shouted, “Baby beater!” Someone threw a ball of yarn at the Defender’s head, and more voices erupted throughout the Pillars. “Monster!” “Useless!” “Pick on someone your own size!” I couldn’t believe what I was seeing. Even the Prototypes—all teenagers born and raised in Olympus—were standing up for us. For the first time in my life, I felt like I belonged… like I was part of something bigger than myself. In Lutum, no one had ever dared stand up to a Defender, and now, hundreds of people had followed my example. My lips stretched into a smile as the Defender froze. Before anything else could happen, a loud alarm blared overhead. Red lights flashed as the sound filled the Pillars, and one by one, the Prototypes rushed out of the room. Chapter 24 ────────── “Do you have any idea what you’ve done?” Ivy said, out of breath. She hurried down the corridor, urging us to follow. “He’s going to have my head for this… Oh God. I can’t… I can’t believe you all did that.” As we ran with the crowd of Prototypes, the alarm continued to sound. People ran in all directions, trying to run back into their living quarters. Although I’d never heard this alarm before, I knew it wasn’t good. What were they going to do? Punish everyone? Were people running to hide? Or was the alarm meant

the majority of Russians are materially better off than before, the cost in cruelty and tyranny has been no less and probably greater than under the czars. The French Revolution, great prototype of populist government, reverted rapidly to

If you understand McCarthy's eval, you understand more than just a stage in the history of languages. These ideas are still the semantic core of Lisp today. So studying McCarthy's original paper shows us, in a sense, what Lisp really is. It's not something that McCarthy designed so much as something he discovered. It's not intrinsically a language for AI or for rapid prototyping, or any other task at that level. It's what you get (or one thing you get) when you try to axiomatize computation.

The temporary or “disposable” organizational form is all around us, and it fits well with strategies of rapid prototyping, quickly capitalizing on opportunities, and being willing to exit fast.

we also began an initiative called Velocity Product Development (VPD) that reimagined virtually every part of our development process with the goal of increasing sales. Working with our engineers and marketers, we analyzed the flow of projects through our system, identifying and fixing blockages with an eye toward improving speed. We took apart our development process step by step, improving everything about it—bringing marketing and engineering together from the very beginning, improving how usable our product designs were and how easy they were for our plants to manufacture, implementing rapid prototyping of our designs, and enhancing how we launched new products. We reduced the number of sign-offs new design changes required as they moved through the system, improved software development and testing, and enhanced our use of electronic design tools.

We need to accept imperfection. Good may be the enemy of the great but perfect is the enemy of getting stuff done. There is a vulnerability in many environments if you are to share things that are not quite perfect or perfectly thought through. The idea of presenting a new product without showing reams of research to show that it definitely will work is contrary to how most people think. The idea of not having an answer to every question that could be asked is scary, as is dreaming a little bigger or differently to others. Most companies feel like they need people who are professionals who can defend everything, who have thought through every single scenario. We need people to embrace messiness, to accept that real progress comes from things that are never done perfectly the first time. Young companies talk about the idea of a minimal viable product (MVP) which are ideas developed enough to see if there is something worth exploring further. Today we have processes like rapid prototyping or design sprints, or other ways to conceive, develop and test proposals far, far faster than a culture of perfection would ever allow. Arguably, the innovation process in China is by nature faster and bolder thanks to its spirit of chabuduo which means ‘it’ll do’ and meibanfa, aka ‘can’t be helped’. On the one hand it means things are never done perfectly, but on the other it allows rapid progress. Unlike in the West, people don’t freak out if something doesn’t work perfectly. China has a higher acceptance of imperfection, and that’s reassuring if you are trying things that may totally mess up!

checklists to make sure we haven’t left out any critical step. These lists contain questions we ask when considering an investment or advising a new-growth innovation team. You can use them for the same purposes—or as a starting point for developing your own checklist. 1. Is innovation development being spearheaded by a small, focused team of people who have relevant experience or are prepared to learn as they go? 2. Has the team spent enough time directly with prospective customers to develop a deep understanding of them? 3. In considering novel ways to serve those customers, did the team review developments in other industries and countries? 4. Can the team clearly define the first customer and a path to reaching others? 5. Is the team’s idea consistent with a strategic opportunity area in which the company has a compelling advantage? 6. Is the idea’s proposed business model described in detail? 7. Does the team have a believable hypothesis about how the offering will make money? 8. Have the team members identified all the things that have to be true for this hypothesis to work? 9. Does the team have a plan for testing all those uncertainties, which tackles the most critical ones first? Does each test have a clear objective, a hypothesis, specific predictions, and a tactical execution plan? 10. Are fixed costs low enough to facilitate course corrections? 11. Has the team demonstrated a bias toward action by rapidly prototyping the idea?