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By Hartmut Esslinger

Compliment for a very good 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 throughout the lens of layout, and it is approximately time we won his precious 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 methods into the vanguard of serious product businesses. We used their services to assist our shoppers, a lot of. learn more... Design-driven method: staking a declare within the artistic economic climate -- actual lies: the position of management in innovation -- Designing to win: the inventive company approach -- Minds beat funds: the innovation technique, step-by-step -- A enterprise layout revolution: the greening of planet, inc. -- Design-driven suggestions for larger business--and a greater global -- The factories

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Indd 26 4/12/09 12:01 PM true lies 27 consumers’ ears and eyes but also to their minds and hearts. After ­Masaru and Morita left in 1994, Norio Ohga—my personal mentor—was the logical heir to the Sony throne. Ohga San worked very hard to fill his predecessors’ shoes, but he simply couldn’t rally Sony’s various divisions and their egotistical leaders into one strategic effort. Then, in the late 1990s, when Ohga chose Nobuyuki Idei as his successor, the house of Sony truly began to crumble. I met Idei San in 1974, when he was Norio Ohga’s assistant.

Initially, Ron was interested but, as our proposal went through Motorola’s internal “bottom line” vetting mechanism, the company decided that launching the new user-interface software program would require the efforts of three hundred people over two years, at a cost of $50 million. In other words, there was no chance that our idea was going to fly. After our proposal was jettisoned, Ron’s strategy was to “buy” market share with low prices, while also positioning Motorola as the mobile phone industry’s leading hardware performer—even though the new product designs for the SLIVR and other Motorola phones were underperforming with the same crippling user interface.

When Ed Zander took over as CEO in 2004, the late brand visionary Geoffrey Frost had already repositioned Motorola’s brand with his “Hello, MOTO” campaign, which included the Motorola RAZR, a radical new redesign of the company’s cellular phones. The RAZR was a great departure from Motorola’s previously bland products, and its sexy new design made it an instant success—in spite of its clunky software. indd 20 4/12/09 12:01 PM true lies 21 ware’s interface on the user experience. The company and its analysts even praised the decision to sell Motorola’s stake in Symbian, the wireless operating system company in Cambridge, England, to Nokia.

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