ה. השלכות טכנולוגיות וכלכליות
The type of work and the design direction that IDEO undertook from the start and throughout its development are direct evidence of the impact of the technological and economic changes that occured at the time. The 1970s and 1980s - decades when the founders of IDEO were studying and working in the field of design - was a time of rapid technological developments, especially so in the world of computers. The first public demonstration of the computer mouse, hypertext, teleconferencing, e-mail, the C programming language, elementary personal computers, pocket calculators, consumer video games - are some of the developments that took place during this period. A rapid growth in video game technology led to the popularity of home computers. It could be that the technological advances led to the formation of IDEO. The computer industry was full of small upstart companies, and they all needed people who would help design innovative products, that would give each company an advantage in the competition. David Kelley remembers: "They always needed somebody to help with making electronics or mechanical designs. I thought, this would make a great business." One of the first jobs David Kelley took was for Steve Jobs, of Apple Computers, designing a mouse, and this proved to be a big break for him. Bill Moggridge and Mike Nuttall also moved to the Silicon Valley in the late 1970s, as computer technology was emerging. In 1996 Bill Moggridge's firm, ID Two, designed GRiD Compass, the first portable computer with a hinged display. Around the same time Bill Moggridge coined the term "interaction design". At the time this was a growing discipline, also resulting from the computer boom, which focused on electronic devices and software.
According to the article "The Power of Design" in the Business Week, "during the '90s boom, some 35% of IDEO's revenues came from designing products and Web services for Internet and other startups. The tech bust destroyed that business model." In the 1990s, the investment in information technologies caused a period of economic prosperity. In the period roughly between 1995 and 2001, stock markets saw their value increase rapidly from growth in the Internet sector. Because of the novelty of the dot-com concept, many entrepreneurs of internet-based companies were able to sell ideas to investors without realistic plans and admnistrative abilities. In 2001 the dot-com boom came to an end for several reasons, bringing about stock market crash, recession, unemployment, bankruptcies and re-evaluation of the business practices. Perhaps the end of the rapid boom brought attention to quality. In 2002 IDEO's Transformation practice began, helping institutions apply design thinking to their own organization and culture. The firm also started to transfer its ability to create consumer products into designing consumer experiences in services in a variety of fields from healthcare to shopping to wireless communications. IDEO's projects of this period are less technology oriented, and more human-centered, like the Vodaphone Simply, a nontrendy, nontechy mobile phone, and the Keep the Change account service for Bank of America, a service innovation to keep and retain bank members.
According to the article "The Power of Design" in the Business Week, "during the '90s boom, some 35% of IDEO's revenues came from designing products and Web services for Internet and other startups. The tech bust destroyed that business model." In the 1990s, the investment in information technologies caused a period of economic prosperity. In the period roughly between 1995 and 2001, stock markets saw their value increase rapidly from growth in the Internet sector. Because of the novelty of the dot-com concept, many entrepreneurs of internet-based companies were able to sell ideas to investors without realistic plans and admnistrative abilities. In 2001 the dot-com boom came to an end for several reasons, bringing about stock market crash, recession, unemployment, bankruptcies and re-evaluation of the business practices. Perhaps the end of the rapid boom brought attention to quality. In 2002 IDEO's Transformation practice began, helping institutions apply design thinking to their own organization and culture. The firm also started to transfer its ability to create consumer products into designing consumer experiences in services in a variety of fields from healthcare to shopping to wireless communications. IDEO's projects of this period are less technology oriented, and more human-centered, like the Vodaphone Simply, a nontrendy, nontechy mobile phone, and the Keep the Change account service for Bank of America, a service innovation to keep and retain bank members.
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