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Ideo Organizational Analysis Ideo Operates Unlike Any Essay

IDEO Organizational Analysis IDEO operates unlike any other design company in the world by combining a very unique support structure and organization that allows for a very egalitarian-based approach to innovation. The couture and management style of IDEO are known for the emphasis on empathy over purely technically driven design (Michlewski, 2008). All aspects of IDEO revolve around trial-and-error-based processes of design innovation, with dissension and conflicting ideas welcomed (Smith, 2002).

Analysis of IDEO

The catalyst of IDEO's success is in creating an eclectic team of professionals in various disciplines that can quickly analyze and apply information to a defined problem. IDEO begins with a focus on solving a very unique problem that immediately generates empathy and concern. This is the driving factor that galvanizes the development efforts together over the duration of projects (Whatmore, 2001). The organizational...

The organizational structure is also created to ensure the management style stays very egalitarian and more focused on expertise, less on hierarchical reporting and seniority-based organizational dynamics. As the video and background readings have shown, if IDEO had relied on that type of hierarchal organizational structure, it would have not have been as successful.
The support structure, culture and management style all revolve around allowing for rapid trial and error, a fail-fast mentality that is driven by empathy (Michlewski, 2008). Mantras as defined in the video include one conversation…

Sources used in this document:
References

Michlewski, K. (2008). Uncovering Design Attitude: Inside the Culture of Designers. Organization Studies, 29(3), 373.

Smith, P.G. (2002). The art of innovation: Lessons in creativity from IDEO, America's leading design firm. The Journal of Product Innovation Management, 19(1), 101-103.

Whatmore, J. (2001). The art of innovation: Success through innovation the IDEO way. Long-Range Planning, 34(5), 625-625.
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