Index

A

Adria, Ferran, 35

Aeron chair, 122–123

Allen Brady & Marsh, 151

Andreessen, Marc, 89, 171

angina drug, 61

Apple, 83, 87–89

awareness versus consumer research, 40

Applied Imagination, 80

awareness, 39

versus consumer research, 40

B

Bacon, Sir Francis, 39

Bank of America, 51

bear shaving, 49

Bedbury, Scott, 167

BlackBerry, 94

The Black Swan: The Impact of the Highly Improbable, 34

Blink, 122

Blockbuster, 52

Bowerman, Bill, 146

Branson, Richard, 17, 172

British Rail, 151, 154

Build a Bear, 169

bundles, 91

businesses

being disruptive changes, 3

clichés

disrupting by denying, 29–31

disrupting by inverting, 28–29, 34

disrupting by scaling, 31, 35

finding, 24–27

identifying, 22–23, 174

disrupting competitive landscape, 21–22, 173

C

Canon, 98–99

Capps, Robert, 50, 98

categories in industries

being disruptive changes, 3

clichés

disrupting by denying, 29–31

disrupting by inverting, 28–29, 34

disrupting by scaling, 31, 35

finding, 24–27

identifying, 22–23

disrupting competitive landscape, 21, 173

Christensen, Clayton, 3

cigarettes, smokeless, 109

cleaning products, waterless, 62

clichés

disrupting

by denying, 29–31

by inverting, 28–29, 34

by scaling, 31, 35

finding, 24–27

identifying, 22–23, 174

Coca-Cola, 29

Colors magazine, 29

competitive landscape of business, disrupting, 21–22, 173

Comstock, Beth, 80

connections between unrelated products, 86–89

consumer electronics for kids, 77–79

consumer research, 39

versus awareness, 40

consumers. See customers

contextual research, 41–42

observations, 42–46, 175

coding, 57, 176

insights, 58–61, 176

insights, asking why, 61–63

insights, capturing, 63–64

insights, describing

opportunities, 68–70, 177

insights, generating

opportunities, 65, 73–74, 177

insights, moving to

opportunities, 65–68, 74–75

interviews with, 52–53

organizing into themes, 54–57, 73–74, 176

pain points, 46–47, 176

recording, 54, 176

tension points, 48–52, 176

Continuum, 62–64

The Cosby Show, 30

creative efforts

focusing on, 84–86, 178

forcing connections, 86–90

customers

must-have customers, 43

observing, 42–44, 175

intercept observations, 45–46, 72

noninvasive observations, 45, 72

observations, 175

pre-arranged, openended interview and observations, 44–45, 71

questions to ask of, 42–46, 175

D

design and disruptivethinking, 5–6

Die Hard, 160–161

Diller, Elizabeth, 100

Diller Scofidio and Renfro, 100

Disney. See Walt Disney Entertainment Company

Disrupt, quick reference, 173

disruptive hypotheses, 17

consumer electronics for kids, 77–79

disrupting clichés, 174

by denying, 29–31

by inverting, 28–29, 34

by scaling, 31, 35

Little Miss Matched, 32–33, 70, 100–101, 136–137, 168–171

selecting what to disrupt, 20–22, 173

versus traditional hypotheses, 18–20

disruptive solutions, 143–145

pitching in 9 minutes, 146–148

building empathy, 150–154, 169–170, 181

building tension, 154–162, 170, 182

holding questions, 148

making believers, 162–163, 166–167, 170, 182

disruptive thinking, 4–6

five-stage processes, 7–8

Dodge, Wag, 58

Dreamworks, 94

Dutch Boy Paint, 47

E–F

e-book readers, 50

Edsel, 109, 116

Einstein, Albert, 77

El Bulli, 35–36

Esslinger, Hartmut, 82

ethnographic research. See contextual research

“The Eureka Hunt,” 58

evolution, punctuated equilibrium, 18

Facebook, 25

Family Matters, 30

FAO Schwartz, 169

Fast Company magazine, 52

“feature creep,” 60

FedEx, 94

feedback from target consumers, 112–114, 179

group rankings, 118–120, 138, 180

improvement exercises, 120–121, 138, 180

individual rankings, 117–118, 138, 179

memory mapping, 115–117, 137, 179

open discussions, 122–124, 138

Ferguson, Niall, 20

fidelity in design, 127

Fleming, Alexander, 90

Flip Ultra, 60, 97

Foot Locker, 169

Ford, Harrison, 22

Friedman, Thomas, 87

frog design, 43, 49, 54, 82

frogTHINK, 11

Full House, 30

Funky Business, 22

G

GE (General Electric), 80

gizmo-ized, 81

Gladwell, Malcolm, 122

Godin, Seth, 4, 49, 166, 171

“The Good-Enough Revolution,” 50

Good in a Room, 147

Gordman, Robert, 43

“grounding the data” process, 54

group rankings, 118–120, 138, 180

H

Hall, Sean, 154

Hamel, Gary, 107, 166

Harper, Richard, 55

Heath, Dan and Chip, 52, 160

Herman Miller chair manufacturer, 122–123

Hulu, 92

hypotheses, disruptive, 17

consumer electronics for kids, 77–79

disrupting clichés, 174

by denying, 29–31

by inverting, 28–29, 34

by scaling, 31, 35

Little Miss Matched, 32–33, 70, 100–101, 136–137, 168–171

selecting what to disrupt, 20–22, 173

versus traditional hypotheses, 18–20

I

ideas

blending together, 90–94, 102, 178

documenting, 94–100, 103, 179

focusing creative efforts, 84–86, 178

forcing connections, 86–90

mock-ups, 180

naming, 179

prototyping, 125–126

iteration cycles, 128–129

recording information, 130–135, 139, 181

review teams, 129–130, 181

rough products, 127–128

refining, 91–94, 178

selecting, 124, 125, 180

target consumer feedback, 112–114, 179

group rankings, 118–120, 138, 180

improvement exercises, 120–121, 138, 180

individual rankings, 117–118, 138, 179

memory mapping, 115–117, 137, 179

open discussions, 122–124, 138, 180

transforming opportunities into, 102

stumbling blocks, 79–83

visualizing, 179

iMac’s handle, 87

improvement exercises, 120–121, 138, 180

individual rankings, 117–118, 138, 179

industries

clichés

disrupting by denying, 29–31

disrupting by inverting, 28–29, 34

disrupting by scaling, 31, 35

finding, 24–27

identifying, 22–23, 174

disrupting competitive landscape, 21–22, 173

inertia tension points, 51

Inglourious Basterds, 143

The Innovator’s Dilemma, 3

insights from observations, 58–61, 176

asking why, 61–63

capturing, 63–64

describing opportunities, 68–70, 177

generating into opportunities, 65, 73–74, 177

moving to opportunities, 65–68, 74–75

interaction clichés, 26

intercept observations, 45–46, 72

interviews, observations with, 52–53

Intuit’s “Follow Me Home”program, 44

iPhone, 81

iPod, 89, 97

Ive, Jonathan, 40, 89

J–K

Jaws, 17, 157

JC Penney, 169

Kahn, Louis, 45

Kaiser Permanente microclinics, 50

Kalman, Tibor, 29

Keep the Change program, 51

Kilar, Jason, 92

Kodak, 99

Kounios, John, 61

L–M

LaVigne, Mike, 49

Linens-N-Things, 169

LinkedIn, 25

Little Miss Matched, 17, 32–34, 70, 100–101, 136–137, 168–171

Macy’s, 169

Made to Stick, 160

Mann Gulch fire, 58–59

market research. See contextual research

Marsh, Peter, 151

Maugham, W. Somerset, 145

McKee, Robert, 86, 157

memory mapping, 115–117, 137, 179

Merthyr Tydfil, Wales, 61

MGM, 95

Microsoft’s Xbox, 23

Milkman, Katherine, 52

mock-ups, 133–134, 139, 181

Monocle, 31

Mountain Dew, 25

MP3 effect, 50

MQ-1 Predator plane, 50

must-have customers, 43

The Myth of the Paperless Office, 55

N

Napster, 166

Netbook computers, 50

Netflix, 17

New Yorker magazine, 58

New York Times, 87

Nike, Inc., 146, 167–168

noninvasive observations, 45, 72

Nordstrom, 136

Nordström, Kjell, 22

O

observations, 42–44, 175

coding, 57, 176

insights, 58, 59, 61, 176

asking why, 61–63

capturing, 63–64

describing opportunities, 68–70, 177

generating into opportunities, 65, 73–74, 177

moving to opportunities, 65–68, 74–75

intercept, 45–46, 72

interviews with, 52–53

noninvasive, 45, 72

organizing into themes, 54–57, 73–74, 176

pain points, 46–47, 176

pre-arranged, open-ended interview with, 44–45, 71

recording, 54, 176

tension points, 48, 176

inertia, 51

shoulds versus wants, 52

value, 49–51

workarounds, 48–49

open discussions, 122–124, 138

opportunities

describing, 68–70, 177

generating from insights, 65, 73–74, 177

ideas

blending together, 90–94, 102, 178

documenting, 94–100, 103, 179

focusing creative efforts, 84–86, 178

forcing connections, 86–90

refining, 91–94, 178

moving from insights to, 65–68, 74–75

transforming into ideas, 102

stumbling blocks, 79–83

Osborn, Alex Faickney, 80

outliers, 43

P–Q

Padmos, Wendy, 44

pain points, 46–47

Palmer, Stephanie, 95, 147

Panasonic, 98–99

Patriot Games, 22

PayPal, 94

penicillin, 91

Perfect Strangers, 30

Pfizer, 61

photos of ideas, 134–139, 181

Pink, Dan, 5

pitch, 143

Playstation (Sony), 23

Pompidou Center, Paris, 17

Post-It notes on computer screens, 49

pre-arranged, open-ended interview and observations, 44–45, 71

prediction versus provocation, 18

Prefontaine, Steve, 146

pricing clichés, 26

Procter & Gamble, 62

product clichés, 25

prototyping ideas, 125–126

iteration cycles, 128–129

recording information, 130–131

mock-ups, 133–134, 139, 181

storyboards, 131–132, 180

videos/photos, 134–135, 139, 181

review teams, 129–130, 181

rough prouducts, 127–128

provocation versus prediction, 18

punctuated equilibrium, 18

Pure Digital magazine, 60, 98

Quicken software, 44

R

Ramo, Joshua Cooper, 23

recording prototype information, 130–131

mock-ups, 133–134, 139, 181

storyboards, 131–132, 180

videos/photos, 134–135, 139, 181

Red Bull, 29

reinvention, 172

remote control (TV) design, 43

Ridderstrale, Jonas, 22

Roberts, Julia, 95

Romer, Paul, 7

Rubik’s Cube, 27

S

saccharin, 87

Salk Institute, 45

segment of industries

being disruptive changes, 3

clichés

disrupting by denying, 29–31

disrupting by inverting, 28–29, 34

disrupting by scaling, 31, 35

finding, 24–27

identifying, 22–23

disrupting competitive landscape, 21–22, 173

Seinfeld, 31

Sellen, Abigail, 55

7-Eleven, 153

Shaping Things, 81

Shaw, George Bernard, 18

shoulds versus wants tension points, 52

The Simpsons, 121

skincare and personal-health devices, 108

Skype video conferencing, 50

smokeless cigarettes, 109

Sony, 98–99

Playstation, 23

Speed, 160

Starbucks, 153, 168

Staw, Jonah, 32–34, 70, 100–101, 136–137, 168–171

Sterling, Bruce, 81

storyboards, 131–132, 180

subscription-premium model, 31

Sweet’N Low, 87

Swiffer brand, 62

T

Taleb, Nassim Nicholas, 34

Tarantino, Quentin, 22–23, 95, 143

target consumers, feedback from, 112–114, 179

group rankings, 118–120, 138, 180

improvement exercises, 120–121, 138, 180

individual rankings, 117–118, 138, 179

memory mapping, 115–117, 137, 179

open discussions, 122–124, 138, 180

Teletouch gearshift, 109

tension points, 48, 154, 176

inertia, 51

shoulds versus wants, 52

value, 49–51

workarounds, 48–49

This Means This, This Means That, 154

Thurman, Uma, 23

Time magazine, 100 Most Influential People, 20

Toys R Us, 169

traditional hypotheses versus disruptive hypotheses, 18–20

TV remote control design, 43

Twist & Pour paint containers, 47

Twitter, 25

U–V

unconnected products, ideas, 86–89

Under Armor, 94

unreasonable provocation versus reasonable prediction, 18

value tension points, 49–51

Vanity Fair magazine, 52

Viagra, 62

video cameras, 60

video gaming industry, 23

videos of ideas, 134–135, 139, 181

W–Z

Walt Disney Entertainment Company, 77, 92

Waltz, Christoph, 143

wants versus shoulds tension points, 52

Welles, Orson, 152

Wii (Nintendo), 23, 87

Wired magazine, 50

workaround tension points, 48–49

Xbox (Microsoft), 23

Zipcar, 29–30