2018年最佳設(shè)計(jì)企業(yè)排行榜
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當(dāng)今社會(huì),，科技與全球化使得顛覆性創(chuàng)新發(fā)生得比以往任何時(shí)代都要快。為了保持優(yōu)勢(shì)地位,，那些聰明的企業(yè)紛紛從設(shè)計(jì)入手,，以更好地聯(lián)系客戶，并找到自己的競(jìng)爭(zhēng)優(yōu)勢(shì),。 在本文中,，我們就來(lái)說(shuō)說(shuō)各行各業(yè)的25家通過(guò)設(shè)計(jì)致勝的公司。其中既有蘋果這樣的老牌設(shè)計(jì)之王,，也有Zalando這種中國(guó)讀者不太熟悉的公司,。 當(dāng)愛彼迎（Airbnb）的幾位創(chuàng)始人講起公司的創(chuàng)業(yè)故事時(shí)，他們經(jīng)常提到2009年的那個(gè)時(shí)刻。當(dāng)時(shí)創(chuàng)業(yè)孵化器Y Combinator的負(fù)責(zé)人保羅·格拉漢姆給了他們四句話的重要建議,。 當(dāng)時(shí),，愛彼迎的注冊(cè)房東只有不到一千人，創(chuàng)始人布萊恩·切斯基,、喬伊·杰比亞和內(nèi)特·布萊扎茲克蜷縮在硅谷的一隅,，試圖靠搗騰數(shù)據(jù)和改版網(wǎng)站將公司做大。雖然愛彼迎一開始是家貌似很有前途的公司,，但它每周的營(yíng)收只有200美元左右,。為了找到問(wèn)題所在，格拉漢姆要求三個(gè)創(chuàng)業(yè)人對(duì)愛彼迎的用戶進(jìn)行研究：他們的用戶到底在哪里,？ 在一篇報(bào)道中,，《財(cái)富》記者利·加拉格爾描述了格拉漢姆聽到愛彼迎最大的客戶基數(shù)其實(shí)是在紐約之后的反應(yīng)：“他停了下來(lái)，又對(duì)三人重復(fù)了一遍：‘也就是說(shuō),，你們現(xiàn)在在加州的山景城,，但是你們的用戶在紐約？’三人面面相覷：‘是的,?！窭瓭h姆對(duì)他們說(shuō)道：‘那你們還在這兒待著干嘛？快到你們的用戶那里去,！’” 飛越半個(gè)國(guó)家去客戶混在一起,，這番訓(xùn)話與硅谷的傳統(tǒng)智慧很不搭調(diào)，因?yàn)楣韫热藲v來(lái)相信數(shù)據(jù)和技術(shù)能解決所有問(wèn)題,。不過(guò)在采納了格拉漢姆的建議后,，愛彼迎確實(shí)迎來(lái)了關(guān)鍵的突破。比如他們發(fā)現(xiàn),，幫助房東給他們的房子拍些高大上的照片,，是很能招徠住客的。 最近十年,，“用戶體驗(yàn)”已經(jīng)成了一個(gè)被說(shuō)濫了的詞,。但它的基礎(chǔ)理念，也就是同理心的力量,，卻也變得前所未有地強(qiáng)大,。 這至少有兩個(gè)原因：首先是現(xiàn)代化全球化數(shù)字化的偉力正在打破一切傳統(tǒng)壁壘。大公司無(wú)法再依賴強(qiáng)大的產(chǎn)能,、供應(yīng)鏈和銷售網(wǎng)絡(luò)保護(hù)他們的優(yōu)勢(shì)地位不受競(jìng)爭(zhēng)對(duì)手挑戰(zhàn),。中國(guó)等新興經(jīng)濟(jì)體的崛起以及大數(shù)據(jù)、物聯(lián)網(wǎng),、平臺(tái)經(jīng)濟(jì),、人工智能等新興技術(shù)的發(fā)展,，也使得大企業(yè)傳統(tǒng)的后端防御機(jī)制漸漸無(wú)法招架。其次是復(fù)雜性的原因,。然而設(shè)計(jì)卻可以在這個(gè)紛繁復(fù)雜的超互聯(lián)世界中為我們帶來(lái)某種秩序與和諧,。 在這種新常態(tài)下，明智的企業(yè)領(lǐng)導(dǎo)者們?cè)絹?lái)越認(rèn)同設(shè)計(jì)是決定成敗的一個(gè)關(guān)鍵因素,。好的設(shè)計(jì)可以讓你運(yùn)用自己理解力取悅顧客和用戶,，并且真正與他們建立聯(lián)系。 設(shè)計(jì)可以在紛繁復(fù)雜的超互聯(lián)世界中為我們帶來(lái)某種秩序與和諧,。 近年來(lái),，各行各業(yè)都掀起了一場(chǎng)“設(shè)計(jì)運(yùn)動(dòng)”?！柏?cái)富500強(qiáng)”企業(yè)紛紛高薪聘請(qǐng)首席設(shè)計(jì)官并投巨資建立設(shè)計(jì)中心和創(chuàng)新中心,。各類專業(yè)服務(wù)機(jī)構(gòu)也不甘人后。2013年,，埃森哲收購(gòu)了知名設(shè)計(jì)公司Fjord,，而普華永道則重金吃下了數(shù)字創(chuàng)新咨詢公司BGT。2015年,，麥肯錫公司收購(gòu)了硅谷設(shè)計(jì)公司Lunar,，同年10月，印度軟件巨頭威普羅收購(gòu)了設(shè)計(jì)公司Cooper,，這也是繼其2015年收購(gòu)Designit后第二次收購(gòu)設(shè)計(jì)公司,。同時(shí)，不少頂級(jí)商學(xué)院和設(shè)計(jì)學(xué)家也紛紛開設(shè)跨學(xué)科課程,，幫助MBA們像設(shè)計(jì)師一樣思考,，或是讓設(shè)計(jì)師們像MBA一樣想問(wèn)題。 在今天的“最佳設(shè)計(jì)企業(yè)”專題中,，《財(cái)富》精心挑選了25家致力于通過(guò)設(shè)計(jì)獲得競(jìng)爭(zhēng)優(yōu)勢(shì)的公司,。為了鑒定他們的設(shè)計(jì)水平，《財(cái)富》也在設(shè)計(jì)界進(jìn)行了一番調(diào)查,，訪問(wèn)了多名高管，并且搜尋了許多證據(jù)證明這些企業(yè)在設(shè)計(jì)方面的投入,。本文的結(jié)果在科學(xué)上并不嚴(yán)謹(jǐn)（畢竟設(shè)計(jì)這東西本身是很難量化的）,，而且它也并非一份充分完整的名單（現(xiàn)在將賭注押在設(shè)計(jì)上的企業(yè)太多了，光靠一期雜志顯然報(bào)導(dǎo)不完）,。不過(guò)本文提到的企業(yè)都走在產(chǎn)品設(shè)計(jì)領(lǐng)域的前沿,，且一心致力于打造更智能、更體貼的產(chǎn)品和體驗(yàn),。 說(shuō)到設(shè)計(jì)和“不同凡想”的偉力,，沒(méi)有哪家公司比蘋果更有發(fā)言權(quán)了,。雖說(shuō)近幾年也有人提出，蘋果的設(shè)計(jì)魔力是不是有些消退了,，但作為全球最有價(jià)值公司的蘋果依然在不斷推動(dòng)創(chuàng)新設(shè)計(jì)的邊界,。除了蘋果之外，包括Alphabet,、亞馬遜,、Nike在內(nèi)的很多領(lǐng)先企業(yè)的成功，也離不開對(duì)設(shè)計(jì)的精益求精,?！霸O(shè)計(jì)思維”原本是IDEO公司創(chuàng)始人大衛(wèi)·凱利2003年生造的一個(gè)詞，但現(xiàn)在,，它已經(jīng)成了以用戶中心型思維構(gòu)建產(chǎn)品和服務(wù)的同義詞,。 當(dāng)然，對(duì)于設(shè)計(jì)和“設(shè)計(jì)思維”的突然大熱,，持反對(duì)意見的也不乏人在,。比如在2017年紐約的一場(chǎng)設(shè)計(jì)大會(huì)上，Pentagram公司的合伙人娜塔莎·詹就做了一場(chǎng)題為“設(shè)計(jì)思維是狗屎”的演講,，從而引發(fā)了一場(chǎng)激烈爭(zhēng)論,。她的主要觀點(diǎn)是，設(shè)計(jì)從業(yè)者往往執(zhí)著于標(biāo)新立異,，而忽視了自己的作品本身是否是一個(gè)不好的設(shè)計(jì),。科技設(shè)計(jì)師加迪·阿米特曾從事Fitbit手環(huán)和Lytro相機(jī)的設(shè)計(jì),，他表示,，科技公司對(duì)“設(shè)計(jì)思維”的執(zhí)迷會(huì)浪費(fèi)掉大量時(shí)間，而且也已無(wú)法適應(yīng)現(xiàn)代產(chǎn)品周期的驚人變革速度,。 真理越辯越明,，這樣的爭(zhēng)論是應(yīng)該有的。2018年3月,，《財(cái)富》將攜手《時(shí)代周刊》和英國(guó)知名設(shè)計(jì)雜志《墻紙》（Wallpaper）,，在新加坡的“腦力風(fēng)暴設(shè)計(jì)大會(huì)”上繼續(xù)探討這個(gè)問(wèn)題。 不過(guò)有一件事是明顯的：有了好的設(shè)計(jì),，生意幾乎總是能做得更好,。 下面便是2018年的“最佳設(shè)計(jì)企業(yè)”名單： |
Technology and globalization are leading to more and faster disruption than ever. To stay ahead, smart companies are turning to design to better connect with customers and find their competitive advantage. Here, we feature 25 companies from—Apple to Zalando—in a range of industries that are getting design right. When Airbnb’s founders tell their origin story, they often hark back to the moment in 2009 when Paul Graham, head of startup incubator Y Combinator, gave them four crucial words of advice. At the time, Airbnb had fewer than a thousand registered hosts. Founders Brian Chesky, Joe Gebbia, and Nate Blecharczyk were hunkered down in Silicon Valley, scrambling to scale the business by poring over data and revamping the website. After a promising start, revenue had flatlined at $200 per week. To figure out what wasn’t working, Graham pressed the trio for information about Airbnb’s users. Where were they, exactly? In The Airbnb Story, Fortune’s Leigh Gallagher recounts Graham’s reaction upon learning that the largest concentration of them resided in New York City: “[He] paused and repeated back to them what they had just told him: ‘So, you’re in Mountain View, and your users are in New York?’ he asked. They looked at each other, then back at him. ‘Yeah,’ they said. ‘What are you still doing here?’ Graham said to them. ‘Go to your users.’?” That exhortation—to fly across the country and hang out with customers—defied a fundamental tenet of Silicon Valley wisdom: that data and technology are the solution to every problem. And yet, for Airbnb, heeding Graham’s advice led to key breakthroughs. Among them: Helping hosts produce better photos of their properties would boost business. (For more on Airbnb and design, see Gallagher’s Q&A with Gebbia.) A decade on, “user experience” is among the tech industry’s most overused buzz phrases. But the underlying idea—that there is power in empathy—has never been more profound. That’s true for at least two reasons: One is that the great forces of the modern age, globalization and digitization, are removing traditional barriers to entry. Large firms can no longer rely on great manufacturing capacity, a superior supply chain, and established distribution networks to defend their market position from challengers. The rise of China and other emerging economies, combined with newfangled technological developments like big data, the Internet of things, platform economies, A.I., and automation are combining to flatten and commodify traditional back-end defenses. A second reason is complexity. Design can help bring order and coherence to the chaos of our hyper-connected world. In this new landscape, smart corporate leaders are embracing the idea that design—channeling insight to delight and truly connect with customers and users—can be a crucial differentiator. Design can help bring coherence to the chaos of our hyper-connected world. The result is a major design moment. Fortune 500 companies are hiring chief design officers and investing heavily in design centers and innovation centers. Professional services firms, too, have joined the fray. In 2013, Accenture acquired Fjord, a leading design firm, while PwC snapped up BGT, a digital creative consultancy. In 2015, McKinsey & Co. purchased Lunar, a Silicon Valley–based design firm. In October, Indian software giant Wipro acquired design agency Cooper, adding to its 2015 purchase of Designit. Meanwhile a host of top business and design schools have introduced interdisciplinary programs to help MBAs think more like designers and vice versa. In the “Business by Design” package, Fortune highlights some two dozen companies that have turned a commitment to design into a competitive advantage. To identify them, Fortune surveyed the design community, grilled executives, and searched for evidence of true corporate commitment. The result is not a completely scientific list. (Design, for the most part, is not quantitative.) And it’s not a truly comprehensive list. (Too many companies are betting on design these days to include in one issue of the magazine.) But all of the companies that made the cut are at the forefront of the movement to create smarter, more thoughtful products and experiences. No company tops Apple (AAPL, +0.03%) for demonstrating the strategic power of great design and learning to “think different.” While there is a raging debate about whether or not Apple has lost some of its design mojo in recent years, as the story “Has Apple Lost Its Design Mojo” explores, the world’s most valuable company continues to push boundaries. Meanwhile, a host of other leading companies, including Alphabet, Amazon, and Nike, have achieved success by expanding design capabilities. The phrase “design thinking,” coined back in 2003 by IDEO cofounder David Kelley, has become synonymous with taking a user-centric approach to creating products and services. The sudden enthusiasm for design and design thinking has its detractors. Pentagram partner Natasha Jen sparked a lively debate at a New York design conference early in 2017 with a presentation titled “Design Thinking Is Bullshit.” Her main complaint: that practitioners too often neglect to call out bad design. Gadi Amit, a technology designer who has worked on Fitbit trackers and the Lytro camera, frets that design thinking’s obsession with empathy leads to wasted time and is out of step with the breakneck pace of modern product cycles. It’s a debate worth having. And one that Fortune will continue this March in Singapore, in collaboration with colleagues at Time and Wallpaper*, at a new conference we’re launching called Brainstorm Design. One thing is clear, though: Business is almost always better by design. —C.C. See our full 2018 Business by Design list below. |
蘋果/Apple
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蘋果的“設(shè)計(jì)魔力”消失了嗎,？ 整整一代的無(wú)與倫比的產(chǎn)品,，使蘋果成了世界上最有價(jià)值的公司。不過(guò)現(xiàn)在也有不少果粉質(zhì)疑后喬布斯時(shí)代的蘋果還剩下幾分設(shè)計(jì)功底,。其實(shí)蘋果的設(shè)計(jì)水平依然是業(yè)界頂尖的,，你可點(diǎn)此了解更多,。 |
Has Apple Lost Its Design Mojo? A generation of peerless products made Apple the world’s most valuable company. Now some in the i-universe are questioning if the magic—in the post–Steve Jobs era—is still there. Don’t believe the naysayers. Read more. |
戴森/Dyson
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什么樣的吹風(fēng)機(jī)最酷？一要有強(qiáng)大的研發(fā),，二要有高度的專注 英國(guó)工業(yè)設(shè)計(jì)師詹姆斯·戴森的神奇之處,，就在于他將顛覆性的創(chuàng)新技術(shù)與“蘋果流”的極簡(jiǎn)主義融為一體，將吸塵器,、電風(fēng)扇,、吹風(fēng)機(jī)這種無(wú)趣的家用產(chǎn)品變成了令無(wú)數(shù)人心儀的東西——比如上圖中的戴森超聲波吹風(fēng)機(jī)。它的研發(fā)耗時(shí)足足4年,，光原型機(jī)就設(shè)計(jì)了600多個(gè),。它內(nèi)置的數(shù)字馬達(dá)的重量只有傳統(tǒng)吹風(fēng)機(jī)的一半，速度卻是傳統(tǒng)吹風(fēng)機(jī)的八倍,。 如此的嚴(yán)謹(jǐn)對(duì)戴森來(lái)說(shuō)并非孤例,。戴森是英國(guó)機(jī)器人和人工智能領(lǐng)域的最大投資者。隨著公司的工程師和科學(xué)家越來(lái)越多（到2020年或?qū)⒎环?，達(dá)到6000人）,，2017年9月，戴森公司還成立了一所內(nèi)部大學(xué)——戴森工程技術(shù)學(xué)院,。戴森公司還計(jì)劃在2020年前投資26億美元用于研發(fā)電池動(dòng)力汽車,。 |
When is a hair dryer cool? When it’s the product of powerful R&D and laser-like focus British industrial designer James Dyson has spent his career marrying disruptive technology with an Apple-esque minimalism to transform drab everyday appliances such as vacuum cleaners, fans, and hair dryers into products with cult followings. Case in point: the Dyson Supersonic hair dryer pictured above. Developed over four years and through 600 prototypes, it features a digital motor half the weight and eight times the speed of a traditional dryer. Such rigor is no anomaly. Dyson is the U.K.’s biggest investor in robotics and artificial intelligence research. In September, the company launched the Dyson Institute of Engineering and Technology, a university within its office grounds, to feed its growing headcount of engineers and scientists, which Dyson predicts will double to 6,000 by 2020. Dyson also plans to invest $2.6 billion into developing battery-operated vehicles in the same time frame. —D.Y. |
谷歌/Google
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用心去做電子消費(fèi)產(chǎn)品和軟件 成熟的谷歌終于有了自己的審美了。像蘋果,、雅虎,、亞馬遜等很多科技公司一樣，早期的谷歌在審美上也有過(guò)一段不堪回首的經(jīng)歷,。早期的谷歌喜歡的是恣意使用各種顏色,、字體和標(biāo)點(diǎn)符號(hào)的“殺馬特”式審美（不信的可以看看1998年的谷歌主頁(yè)）。隨著時(shí)間的推移,，谷歌的大多數(shù)競(jìng)爭(zhēng)對(duì)手們也都成熟了,，漸漸放棄了那些不上檔次的審美怪癖，風(fēng)格越來(lái)越靠近極簡(jiǎn)主義,，在顏色搭配上也越來(lái)越控制和考究,，其中最具代表性的就是那種光滑亮澤、頗具未來(lái)主義和德式工藝風(fēng)的“蘋果范兒”,。不過(guò)在19歲生日來(lái)臨之際,，谷歌卻重拾起了它的少年心，將先進(jìn)的工業(yè)設(shè)計(jì),、軟件設(shè)計(jì)與奇怪的造型、新材料和明亮的顏色（比如Pixel 2手機(jī)的電源鍵）相結(jié)合,，在這樣一個(gè)手機(jī)外觀設(shè)計(jì)千人一面的時(shí)代,，迸發(fā)出了豐富的人的活力——這也提醒了上面那幾家科技巨頭,，盡量別把自己搞得太嚴(yán)肅了。 三星/Samsung 整體的戰(zhàn)略信念 前幾年,，三星還站在法庭上針對(duì)蘋果的指控竭力辯駁“你憑什么污人清白”,，不過(guò)經(jīng)過(guò)幾十年的厚積薄發(fā)，三星也終于摘掉了廉價(jià)機(jī)的帽子,。如今的三星是在研發(fā)上最舍得下本的科技公司了,。它的電視、電話,、家電,、服務(wù)和地產(chǎn)等也都在市面上頗受追捧。 亞馬遜/Amazon 以人為本的資本主義 好設(shè)計(jì)不僅看審美,，更看功能,。說(shuō)到功能性，誰(shuí)能拼得過(guò)“賣一切”的亞馬遜呢,？從強(qiáng)大的電商網(wǎng)站,，到線下的無(wú)現(xiàn)金實(shí)體店，再到亞馬遜出品的一系列語(yǔ)音控制設(shè)備,，亞馬遜對(duì)顧客的關(guān)注始終是不容忽視的,。 華為/Huawei 打造創(chuàng)新基礎(chǔ) 現(xiàn)下，中國(guó)的科技巨頭紛紛將眼光瞄準(zhǔn)了海外市場(chǎng),，可由于知識(shí)產(chǎn)權(quán)的原因,，很多中國(guó)公司也只能是望洋興嘆了。不過(guò)華為卻有闖蕩海外的底氣,。這家總部位于深圳（可不是“山寨”哦）的設(shè)備廠商在軟硬件專利上已經(jīng)走在了全球前列,。 微軟/Microsoft 為99%的人而設(shè)計(jì) 微軟的界面設(shè)計(jì)相當(dāng)杰出，它現(xiàn)代都市感的設(shè)計(jì)語(yǔ)言和互動(dòng)化的流暢設(shè)計(jì)體系都非常值得稱道,。但其最杰出的一點(diǎn),，就是它對(duì)包容性設(shè)計(jì)的專注，哪怕是殘疾人也可以一樣使用它的產(chǎn)品,。 |
In search of consumer electronics and software with soul Google is all grown up. As with many tech companies—Apple, Yahoo, even Amazon—Google’s design language has come a long way since its kaleidoscopic early days, when every color, typeface, and punctuation mark was used with abandon. (Seriously—just look at that 1998 homepage.) Over time, most of Google’s peers matured by shedding their quirks and shades in favor of minimalist forms and a restrained palette, best embodied by the sleek, futuristic, Braun-influenced stylings of Apple. Not Google. In the wake of its 19th birthday, the company, now part of the conglomerate known as Alphabet, has retained the personality of its youth by wedding sophisticated industrial and software design (have you seen Google Home and Android 8.1?) with strange shapes, novel fabrics, and pops of bright color, such as the power button on its new Pixel 2 phone. In a world where today’s angular machines are plastic and glass, black and white, and altogether expressionless, Google’s products burst with the exuberance of, well, humans—a signal to its peers that they shouldn’t take themselves too seriously. —A.N. Samsung Holistic, strategic conviction It wasn’t so long ago that Samsung found itself in a courtroom defending its creativity against Apple. But the company’s decades-long bid to move beyond its reputation as a budget brand has paid off. Today Samsung is tech’s largest spender on R&D. And its TVs, phones, appliances, services, and offices? Covetable. —A.N. Amazon Human-centered capitalism Good Design isn’t limited to aesthetics; it is equally about function. And what could be more functional than the store that sells everything? From its bulletproof website to its cashierless stores to its family of speech-enabled devices, Amazon’s customer focus cannot be ignored. —A.N. Huawei Building a base of innovation When China’s tech giants looked to markets beyond their own shores, it was clear that many wouldn’t be able to make the trip thanks to dubious intellectual-property portfolios. Not Huawei. The Shenzhen (but not shanzhai) gadget maker is a leader in international patents for software and hardware alike. —A.N. Microsoft Design for the 99% There’s much to be said about Microsoft’s whiz-bang interfaces, modern Metro design language, and interactive Fluent Design System. But what sets this titan apart is its emphasis on inclusive design that makes products as accessible to people with disabilities as to those without. —A.N. |
IBM
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為顧客貼上便利貼 為了在認(rèn)知計(jì)算和網(wǎng)絡(luò)安全時(shí)代贏得勝利,，IBM也在設(shè)計(jì)思維上投下重注,。所謂的“重注”有多重？據(jù)說(shuō)IBM的設(shè)計(jì)團(tuán)隊(duì)是全球企業(yè)中最大的,。 |
Putting a sticky note on the customer To win in the age of cognitive computing and cybersecurity, the venerable tech giant is betting big on design thinking. How big? It now boasts the world’s largest design team. Read more. |
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很少有哪家公司像愛彼迎一樣重視設(shè)計(jì)思維,。其三名創(chuàng)始人中有兩名（首席產(chǎn)品官喬伊·杰比亞和CEO布萊恩·切斯基）畢業(yè)于羅德島設(shè)計(jì)學(xué)院。這一點(diǎn)最初讓一些“唯學(xué)歷論”的投資人對(duì)他們敬而遠(yuǎn)之,，但事實(shí)證明,，他們的設(shè)計(jì)學(xué)背景其實(shí)是個(gè)很大的優(yōu)勢(shì)?，F(xiàn)在的愛彼迎已經(jīng)成了共享經(jīng)濟(jì)領(lǐng)域響當(dāng)當(dāng)?shù)囊患夜荆乐蹈哌_(dá)310億美元,。杰比亞還兼任愛彼迎的設(shè)計(jì)與創(chuàng)新工作室Samara的負(fù)責(zé)人,。 |
Few companies have emphasized the importance of design thinking as much as Airbnb. Two of the San Francisco startup’s three cofounders, chief product officer Joe Gebbia and CEO Brian Chesky, are graduates of the Rhode Island School of Design (RISD)—a biographical detail that turned off some investors at first but turned out to be a big advantage for the sharing-economy giant, now valued at $31 billion by investors. We spoke with Gebbia, who also serves as head of Samara, the company’s in-house design and innovation studio, about his ?approach to design. Read our Q&A with Joe Gebbia here. |
Musical.ly
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一款大熱社交視頻應(yīng)用的秘訣是什么,？答案是：一個(gè)注定會(huì)火的設(shè)計(jì) MTV什么的早就是上世紀(jì)的玩意了?，F(xiàn)在的年輕人會(huì)自己錄制唱歌的MV和視頻小表情發(fā)布到一個(gè)叫做Musical.ly的熱門應(yīng)用上?？赡芎苌儆腥酥?，這個(gè)“對(duì)口型”應(yīng)用其實(shí)是一款純粹的國(guó)產(chǎn)應(yīng)用，起初它是出于教育用途發(fā)布在某平臺(tái)上,，沒(méi)想到孩子們對(duì)微積分沒(méi)興趣,，反而在這款應(yīng)用上瘋狂模仿起了泰勒·斯威夫特。這家公司之所以增長(zhǎng)得如此之快,，也離不開幾個(gè)小而重要的設(shè)計(jì)創(chuàng)新——比如APP的水印是可以移動(dòng)的,，這樣就不必?fù)?dān)心它被分享到其他應(yīng)用上。目前該應(yīng)用已經(jīng)擁有6000萬(wàn)名月活躍用戶,，而且被中國(guó)互聯(lián)網(wǎng)公司今日頭條以10億美元收購(gòu)了,。 |
The secret to this wildly popular social video app? A design that’s engineered to go viral MTV is sooooo last millennium. Today’s tweens produce their own music videos by accessing libraries of 15-second song clips—not to mention a plethora of ridiculous face “l(fā)enses”—on the hit app Musical.ly. The founders of the China-based, DIY lip-synching service, originally launched as a platform for educational tutorials, caught on to the fact that kids prefer copying Taylor Swift to watching calculus how-tos early on. Another lesson? Small but significant design tweaks—like moving the Musical.ly logo so that it wouldn’t be cropped out when shared on other apps—helped the company grow its user base much faster. All of this has helped the booming music video maker generate 60 million monthly active users and get snapped up by the Chinese Internet firm Toutiao for as much as $1 billion. —M.L. |
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Snap 用戶體驗(yàn)新旅程 老實(shí)說(shuō)，你剛下載Snapchat時(shí),，或許根本就不知道它怎么用,。我應(yīng)該滑動(dòng)屏幕嗎？菜單欄在哪呢,？Snap打破傳統(tǒng)的用戶體驗(yàn)也延伸到了它熱門的濾鏡和不那么受歡迎的眼鏡配件上,，讓一個(gè)高度依賴內(nèi)容的領(lǐng)域煥發(fā)了新的生機(jī)。 美圖 勝過(guò)最牛逼的化妝 曾幾何時(shí),，PS的圖片總是看起來(lái)不太自然,。然而來(lái)自中國(guó)的一款神奇應(yīng)用——美圖，卻讓千百萬(wàn)年輕人擁有了美化自拍照片的能力,。自從有了美圖,，什么亮眼、柔膚,、瘦臉,、豐胸都不在話下。美圖公司出品的系列應(yīng)用（美顏相機(jī),、潮自拍,、美妝相機(jī)）已經(jīng)在全球范圍內(nèi)被下載安裝到了10億多部手機(jī)上，它讓高深的AR和機(jī)器學(xué)習(xí)技術(shù)以這樣一種方式普及到了千家萬(wàn)戶。美圖成功的秘訣,，就在于將自拍的藝術(shù)做到了極致,，同時(shí)迎合了年輕人的自戀需求,。 保護(hù)體驗(yàn) 我們剛剛才表?yè)P(yáng)了打破用戶體驗(yàn)規(guī)則的Snap,。而對(duì)于Snap的競(jìng)爭(zhēng)對(duì)手Instagram，我們建議其在添加了視頻和故事功能后（這也是抄襲Snap的）,，繼續(xù)在它的核心體驗(yàn)中保持舒適的社交環(huán)境,。當(dāng)然，這與它的母公司Facebook給出的一系列選項(xiàng)顯然南轅北轍,。 |
Snap New adventures in UX Let’s be honest: You probably didn’t know how to use Snapchat when you first downloaded it. Do I swipe? Where’s the menu? Snap’s convention-busting approach to user experience, which extends to its popular filters and unpopular Spectacles, reinvigorated a category known for its heavy reliance on feeds. —A.N. Meitu The most intuitive makeovers imagined Touched-up photos never looked so good. Yet another China-based app maker, Meitu (the name means “beautiful picture” in Chinese), is enabling millions of young people to enhance their selfies—brighten eyes, smooth out skin, tweak and enhance features, or whatever their mobile-first heart desires. The company’s series of apps (think BeautyCam, SelfieCity, and MakeupPlus) have been downloaded and installed on more than 1 billion phones worldwide, making complex technologies like augmented reality and machine learning accessible to regular people. Meitu’s secret sauce? Tapping into the current demand for mobile apps that do one thing and do it well—plus catering to narcissistic tendencies. —M.L. Protecting the experience Sure, we just celebrated Snap for breaking the UX rules. But we commend rival Instagram for preserving its soothing social environment even as it adds live video and Stories (copied from Snap, naturally) to its core experience. It’s a far cry from the busy buffet of options offered by parent Facebook’s namesake app. —A.N. |
特斯拉/Tesla
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重新定義汽車行業(yè) 特斯拉的意義不僅在于做火了電動(dòng)汽車,，而是為所有車主設(shè)計(jì)了新的出行典范。 福特 |
Redefining an industry It’s not just about making electric cars sexy. Elon Musk’s ultra-ambitious company is designing a new paradigm for all drivers. Read more. Ford |
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提高對(duì)設(shè)計(jì)的重視 自從五月執(zhí)掌福特以來(lái),，以設(shè)計(jì)思維見長(zhǎng)的吉姆·哈克特就在加速推動(dòng)福特的設(shè)計(jì)轉(zhuǎn)型。（哈克特也是所謂的“開放辦公計(jì)劃”之父,，他在加盟福特前曾任Steelcase公司CEO,。）其中，快速的原型產(chǎn)品設(shè)計(jì)與構(gòu)思以及對(duì)于“移動(dòng)化”的關(guān)注都是變革的一部分 奧迪 |
Revving up the focus on design Since taking charge of the Detroit auto giant in May, design-thinking acolyte (and, prior to joining Ford, the father of the open-office plan, as CEO of Steelcase) Jim Hackett has been shifting gears at the maker of the iconic F-150 pickup truck. Rapid prototyping and ideation are part of that process, as well as a focus on “mobility” as much as cars. —E.F. Audi |
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為駕駛員提供新視野 作為大眾旗下高端品牌的奧迪公司在2017年開設(shè)了一家全新的設(shè)計(jì)中心,。然而事實(shí)上，為了建立高質(zhì)量,、高科技的設(shè)計(jì)形象,，奧迪已經(jīng)在設(shè)計(jì)上浸淫了多年。尤其是在車內(nèi)設(shè)計(jì)上,，無(wú)論是美觀先進(jìn)的多媒體顯示屏,，還是精心設(shè)計(jì)的燈光和聲音系統(tǒng)，都能給乘客帶來(lái)美的享受,。 現(xiàn)代 快速邁向新技術(shù) 賣車的關(guān)鍵是速度?，F(xiàn)代公司于2017年下半年在首爾南部開設(shè)了一間龐大而先進(jìn)的設(shè)計(jì)工作室，或許也與這一理念不無(wú)關(guān)系?，F(xiàn)代公司希望將設(shè)計(jì)一輛轎車的時(shí)間（3年）縮短一半,，好趕上無(wú)人駕駛汽車創(chuàng)業(yè)品牌Waymo等競(jìng)爭(zhēng)對(duì)手的速度。 ? |
Offering drivers a new vision The high-end German automaker, a division of Volkswagen, opened a spiffy new design center in 2017. But it’s been building a reputation for high-quality, tech-forward designs for quite some time. That’s especially true in the auto cabin, where passengers are treated to sleek, state-of the-art displays and obsessively engineered lighting and sound systems. —E.F. Hyundai Moving fast into new technology when it comes to selling cars, it’s all about speed—or such is the rationale that led Hyundai to open an enormous, cutting-edge design studio south of Seoul in late 2017. The Korean automaker hopes to cut in half the time (three years) it takes to design a car—an effort, in part, to keep pace with new rivals such as autonomous vehicle startup Waymo. —E.F.?? |
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星巴克如何在全球打造個(gè)性化體驗(yàn),？ 作為全球最大的連鎖咖啡店,，星巴克賣的不僅是咖啡——它還想賣一種體驗(yàn)。星巴克的創(chuàng)意和全球設(shè)計(jì)高級(jí)副總裁利茲·穆勒表示,，星巴克在全球有27,000多家門店,，公司將每家門店都設(shè)計(jì)得如同當(dāng)?shù)氐谋就量Х鹊暌粯印Ｓ袝r(shí)根據(jù)國(guó)家和社會(huì)的情況，還會(huì)邀請(qǐng)一些知名設(shè)計(jì)師（如日本的隈研吾）來(lái)設(shè)計(jì)一些細(xì)節(jié),。 近日,，星巴克在上海新開張了一家占地30,000平方英尺的原生態(tài)焙烤咖啡體驗(yàn)館。它既是星巴克全球第二家超豪華烘焙工廠店,，也是星巴克至今為止在全球范圍內(nèi)的最大門店。在店內(nèi)的顯眼處放著一把由中國(guó)匠人手中雕琢的紫銅壺,，類似的中國(guó)元素在店內(nèi)的烘焙吧和茶瓦納吧也可以看到——這兩個(gè)區(qū)域也是星巴克第一次單獨(dú)開設(shè),。另外該店還提供了“VR之旅”，其技術(shù)由中國(guó)電商巨頭阿里巴巴提供,。 ? |
How the Seattle coffee giant is creating custom experiences worldwide The world’s biggest coffee chain doesn’t just sell java—it wants to serve up an experience. Starbucks has crafted each of its 27,000 outlets worldwide to feel like locally owned and designed cafés, says Starbucks’ senior vice president of creative and global design, Liz Muller. Artists, and the occasional “starchitect”—such as Japan’s Kengo Kuma—are tapped to customize details by country and community. Muller’s latest feat: a sprawling 30,000-square-foot Starbucks Reserve Roastery in Shanghai that opened in December. It’s the second of Starbucks’ ultra-luxurious innovation lab spinoffs and its largest store to date. A copper kettle roaster hand-carved by Chinese craftsmen takes pride of place in the outlet, which also features an on-site bakery and Teavana bar—both firsts for Starbucks—and virtual reality tours powered by Chinese e-commerce giant Alibaba. —D.Y. |
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賣得更多,，但用得更少 很多人走進(jìn)宜家購(gòu)物時(shí)可能并不知道，宜家無(wú)形中將它的幾百萬(wàn)顧客都變成了環(huán)保主義者,。宜家宣稱其使命是要減少它銷售的所有商品的碳排放,，而只要購(gòu)買了宜家的商品，消費(fèi)者就會(huì)無(wú)形中成為這個(gè)宏偉目標(biāo)的一部分,。 宜家認(rèn)為,，環(huán)保問(wèn)題是可以通過(guò)設(shè)計(jì)解決的。比如木頭出現(xiàn)在宜家三分之二的家具產(chǎn)品中,。2016財(cái)年,，宜家的木材使用量較上年減少了2%，然而它賣出的木制品實(shí)際上更多了,。一種方法是在它經(jīng)典的Billy書架產(chǎn)品中使用了雙密度膠合板,，從而使材料耗費(fèi)減少了20%。宜家的設(shè)計(jì)也有助于消費(fèi)者在家中節(jié)省資源,。比如它的所有廚房水龍頭都內(nèi)置有通氣裝置,，這種設(shè)計(jì)能達(dá)到相同的壓力流和用水感，但實(shí)際上卻能節(jié)約40%的用水,。 宜家的綠色設(shè)計(jì)理念也取得了成功。2016年,，宜家的環(huán)保設(shè)計(jì)產(chǎn)品的銷售額約為20億美元,，現(xiàn)在宜家已經(jīng)將目標(biāo)調(diào)整為在2020年達(dá)到30億美元了,。 ? |
Selling more, but using less There’s an irony in how Ikea—a company whose business is selling stuff, and lots of it—is turning the millions of customers who visit its stores every day into accidental environmentalists. By buying Ikea’s products, consumers also are inadvertently buying into the Swedish furniture giant’s mission to reduce the footprint of everything it sells. Ikea views its environmental impact as a problem that can be solved with design. Take wood, which shows up in about two-thirds of the company’s home furnishings. In its fiscal 2016, Ikea used 2% less of the material than it did the previous year, despite selling more wood products. One way was by using dual-density particleboard in its iconic Billy bookcases, which cut down on materials by 20%. Ikea’s design work is also helping customers use fewer resources at home. All of its kitchen faucets now have an aerator. The feature mixes in air with the pressure flow to achieve the same feeling of wetness while using 40% less water. The green design mindset has paid off too. Sales of sustainable products were around $2 billion in fiscal 2016, and Ikea is targeting about $3 billion by the middleof 2020. —B.K. |
百事/PepsiCo
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向產(chǎn)品灌輸活力 好的設(shè)計(jì)遠(yuǎn)遠(yuǎn)不只是給汽水瓶子設(shè)計(jì)哪種藍(lán)色圖案這么簡(jiǎn)單,，這也是為什么百事CEI盧英德2013年從3M公司請(qǐng)來(lái)了莫洛·普契尼做首席設(shè)計(jì)官，并將設(shè)計(jì)思維作為公司的優(yōu)先戰(zhàn)略要?jiǎng)?wù)，并于次年在紐約迅速成立了設(shè)計(jì)與創(chuàng)新中心,。對(duì)設(shè)計(jì)的關(guān)注也催生了一系列新產(chǎn)品,。比如2016年，百事公司推出了一種高價(jià)瓶裝水Lifewtr,，它的包裝就是由藝術(shù)家設(shè)計(jì)的，而且每年都會(huì)改變幾次,。 第一資本 跳出銀行業(yè)思考 銀行業(yè)和先進(jìn)設(shè)計(jì)似乎并不沾邊,，但第一資本公司卻跳出傳統(tǒng)銀行的角度，用設(shè)計(jì)思維將自己改造成一家軟件公司和創(chuàng)新孵化器,。在收購(gòu)了設(shè)計(jì)公司Adaptive Path和Monsoon后，第一資本最近推出了一些全新的數(shù)字化功能,，比如能發(fā)emoji小表情的短信聊天機(jī)器人,、能追蹤GPS位置信息的交易歷史功能等等。2018年年初,，第一資本還將在美國(guó)里士滿成立自己的1717創(chuàng)新中心,。該中心占地42,000平方英尺，擁有一個(gè)體驗(yàn)設(shè)計(jì)研究室,。該中心通過(guò)與孵化器項(xiàng)目合作,，或?qū)①Y助50家左右的創(chuàng)業(yè)公司。 |
Infusing products with fizz Good design is about more than picking out the right shade of blue for a soda can. That’s why PepsiCo CEO Indra Nooyi recruited chief design officer Mauro Porcini from 3M in 2013 and made design thinking a strategic priority for the food and beverage giant. The creation of a Design and Innovation Center in New York swiftly followed in 2014. And PepsiCo’s new emphasis on design has led to a pipeline of creative products. Earlier this year, for instance, PepsiCo launched Lifewtr, a premium-priced bottled water featuring labels that are designed by artists and change several times per year. —D.Y. Capital One Thinking outside the branch Banking and cutting-edge design don’t automatically go together. But Capital One has adopted design thinking as a mantra to reinvent itself as a software company and innovation incubator, rather than a traditional bank. After acquiring design firms Adaptive Path and Monsoon, Capital One has recently rolled out fresh digital features, from an emoji-enabled SMS chatbot to GPS-tracked transaction histories. In early 2018 it will unveil its 1717 Innovation Center in Richmond, a 42,000-square-foot facility housing an experience design research lab and, through a partnership with an incubator program, some 50 startups. —D.Y. |
優(yōu)衣庫(kù)/Uniqlo
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從法瑞爾到任天堂,，日本快速時(shí)尚品牌優(yōu)衣庫(kù)的合作伙伴遍布各界，為其賦予了獨(dú)特優(yōu)勢(shì) 不了解日本零售品牌優(yōu)衣庫(kù)為何迅速火爆全球的人,，只需看看優(yōu)衣庫(kù)的總部就明白了,。優(yōu)衣庫(kù)的東京總部“優(yōu)衣庫(kù)城”啟用剛滿9個(gè)月，占地約188,000平方英尺,。它的設(shè)計(jì)是煞費(fèi)了苦心的,，內(nèi)部還有一間雜志圖書館和一間菜品十分豐盛的餐廳。優(yōu)衣庫(kù)總部的標(biāo)準(zhǔn)即便拿到硅谷也是相當(dāng)看得過(guò)去的,。在這方面,，它也是日本企業(yè)中第一個(gè)敢于挑戰(zhàn)傳統(tǒng)的公司。 優(yōu)衣庫(kù)創(chuàng)始人柳正井也坦承,，當(dāng)他在2001年接手父親的成衣店,，并將其重新命名為“獨(dú)特服裝倉(cāng)庫(kù)”（Unique Clothing Warehouse）時(shí)，他就意識(shí)到,，自己必須采取一種全球化的心態(tài),。他戰(zhàn)略性地在紐約、倫敦、上海等核心城市開設(shè)了一些全球旗艦店,，并且與任天堂,、漫威、法瑞爾·威廉姆斯等知名品牌和流行文化偶像進(jìn)行了設(shè)計(jì)合作,。就這樣,，來(lái)自廣島的一家名不見經(jīng)傳的休閑服務(wù)連鎖店,，如今已經(jīng)成了亞洲營(yíng)收入最高的服裝制造商,，在全球擁有1900多家門店。 優(yōu)衣庫(kù)在全球范圍內(nèi)開設(shè)了一些設(shè)計(jì)和研發(fā)中心,，同時(shí)也在積極探索用人工智能進(jìn)行設(shè)計(jì)的可能性,，以更好地促進(jìn)“快時(shí)尚”與實(shí)用性的結(jié)合,。優(yōu)衣庫(kù)的產(chǎn)品設(shè)計(jì)與全球研發(fā)高級(jí)副總裁勝田幸宏曾說(shuō)過(guò)“人們想讓生活變得容易，而衣服也應(yīng)該讓人們的生活中的某些事變得容易,，比如易于保養(yǎng),，易于行動(dòng)等?！? |
Collaborations with everyone from Pharrell to Nintendo give the Japanese fast-fashion retailer a distinct edge To gain insight into how Japanese retail brand Uniqlo so quickly attained ubiquity around the world, consider parent company Fast Retailing’s nine-month-old headquarters in Tokyo. Named Uniqlo City for its vast 188,000-square-foot sprawl, the ?painstakingly designed space—with its magazine library and fully stocked cafeteria—could easily pass for the office of a cutting-edge Silicon Valley firm, and is the first of its kind to challenge convention in corporate Japan. Likewise, company founder Tadashi Yanai acknowledged early on that he had to adopt a global mindset when he took over his father’s suit store in 2001 and renamed it the Unique Clothing Warehouse. By strategically planting global flagship stores in key cities, including New York, London, and Shanghai, and through design collaborations with prominent pop culture icons and brands such as Nintendo, Marvel, and Pharrell Williams, Yanai built his casual-wear chain from Hiroshima into what is now Asia’s largest clothing maker by revenue, with over 1,900 stores worldwide. Uniqlo has also opened design and R&D centers worldwide, and is exploring the use of A.I. in design in its quest to perfect the marriage of “fast fashion” design and utility. As Yuki Katsuta, Uniqlo’s SVP of product design and global research, once said of the company’s ethos: “People like to make their life easy, and their clothes should make their life easy for something. Easy for maintenance. Easy for action.” —D.Y. |
Nike
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在CEO馬克·帕克的領(lǐng)導(dǎo)下,，Nike正在加快定制化的速度 互聯(lián)網(wǎng)一代人對(duì)需求強(qiáng)調(diào)“即時(shí)滿足”，因此零售商們也在競(jìng)相縮短他們的生產(chǎn)周期,。2017年九月,，Nike公司創(chuàng)新推出了90分鐘獲得定制跑鞋的“Nike制造者體驗(yàn)計(jì)劃”，它也被很多人贊譽(yù)為“零售的未來(lái)”,。位于紐約市的Nike By You工作室使用了AR,、物體追蹤和投射系統(tǒng)來(lái)設(shè)計(jì)定制的鞋子，購(gòu)物者只需一個(gè)多小時(shí)就能拿到自己的定制鞋,。 Nike首席執(zhí)行官馬克·帕克本人也曾是一名鞋子設(shè)計(jì)師,。他強(qiáng)調(diào)，創(chuàng)新是推動(dòng)53歲的Nike公司轉(zhuǎn)型的關(guān)鍵,。（一個(gè)積極跡象是,，Nike股價(jià)在過(guò)去一年中已經(jīng)上漲了27%。）帕克與公司的設(shè)計(jì)副總裁約翰·霍克一道管理著1000多名設(shè)計(jì)師,。這個(gè)龐大的設(shè)計(jì)團(tuán)隊(duì)幾乎負(fù)責(zé)公司的方方面面，比如從可回收材料“飛織”和“飛羽”的研發(fā)生產(chǎn),，到專門面向穆斯林運(yùn)動(dòng)員的“Pro Hijab”頭巾的設(shè)計(jì)等,。 |
Led by CEO Mark Parker, the athletic-shoe titan is picking up the pace on customization Spurred on by the Internet generation’s demands for instant gratification, retailers are racing to shorten their production lead times. In September, Nike pulled ahead of the pack when it debuted the 90-minute Nike Makers’ Experience, dubbed by many as the future of retail. The Nike By You Studio in New York utilizes augmented reality, object tracking, and projection systems to custom-design shoes, which shoppers can collect on-site in just over an hour. As a former shoe designer, Nike CEO Mark Parker has emphasized innovation as key to transforming the 53-year-old company. (A positive sign: Nike’s stock is up 27% over the past year.) Together with VP of design John Hoke, Parker manages a team of 1,000 designers overseeing everything from the development and production of Nike’s sustainable, recycled Flyknit and Flyleather materials to incorporating inclusive designs such as Nike’s Pro Hijab for Muslim |
Zalando
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給時(shí)尚愛好者真正想要的東西 Zalando是歐洲最大的在線時(shí)尚零售商,，該公司的產(chǎn)品設(shè)計(jì)副總裁安妮·帕斯夸爾將公司比作時(shí)尚界的Spotify,，其任務(wù)是幫助消費(fèi)者找到最適合自己的時(shí)尚風(fēng)格——就像在音樂(lè)應(yīng)用Spotify上找歌一樣,。Zalando在15個(gè)國(guó)家有2000多個(gè)品牌在售，另外它也推出了非常好用的移動(dòng)應(yīng)用,。如果你網(wǎng)購(gòu)的衣服不舍身,，還可以通過(guò)Zalando的快遞服務(wù)迅速退貨,。 飛利浦 做醫(yī)學(xué)技術(shù)領(lǐng)域的設(shè)計(jì)先鋒 對(duì)于設(shè)計(jì)的重要性,，很多公司都是后知后覺,，然而現(xiàn)年已經(jīng)126歲的飛利浦公司早在1925年就意識(shí)到了設(shè)計(jì)的重要,。當(dāng)時(shí)，飛利浦聘請(qǐng)了建筑師路易斯·卡爾夫作為公司的首位專業(yè)設(shè)計(jì)師,?？柗虿粌H給公司的廣告提供了標(biāo)準(zhǔn)化的外觀,，而且還貢獻(xiàn)了一些經(jīng)久不衰的設(shè)計(jì),，比如人人都用過(guò)的飛利浦剃須刀?，F(xiàn)在的飛利浦設(shè)計(jì)部門是一個(gè)獨(dú)立的部門,，在9個(gè)國(guó)家的19間工作室里擁有超過(guò)500名設(shè)計(jì)師,。 在首席設(shè)計(jì)官肖恩·卡尼的帶領(lǐng)下,，飛利浦設(shè)計(jì)部定期與各大醫(yī)院和研究實(shí)驗(yàn)室合作,，對(duì)各類醫(yī)療技術(shù)進(jìn)行重新設(shè)計(jì),。該公司近年的較大突破有Azurion引導(dǎo)治療平臺(tái)等,，該平臺(tái)可以通過(guò)實(shí)時(shí)成像技術(shù),，指導(dǎo)臨床醫(yī)生進(jìn)行比較復(fù)雜的手術(shù),。此外還有按需的3D打印手術(shù)工具等,。 本文的另一版本載于2018年1月1日刊的《財(cái)富》雜志上。? 譯者：賈政景 |
Giving fashionistas exactly what they want Europe’s biggest online fashion retailer fancies itself as the Spotify of fashion, says Anne Pascual, VP of product design for the Berlin company—helping consumers discover styles much as they find new songs. So Zalando, which sells over 2,000 brands in 15 countries, has developed user-friendly apps for browsing looks. If the fit isn’t right, Zalando has a courier service to pick up your returns. —E.F. Philips Staying design-forward in medical tech While many companies are only just warming up to the potential for design to transform business, Philips recognized it as far back as 1925. That’s when the now 126-year-old Dutch appliance manufacturer hired architect Louis Kalff as the company’s first in-house designer. Kalff not only gave the company’s ads a standardized look but also produced enduring designs such as the Philishave razor. Today, Philips Design functions as an independent unit with over 500 designers in 19 studios across nine countries. Led by chief design officer Sean Carney, Philips Design regularly partners with hospitals and research labs to reconceive medical technology. Breakthroughs include the Azurion guided therapy platform, which allows clinicians to perform complex procedures with real-time imaging, and on-demand 3D printing of surgical tools. —D.Y. A version of this article appears in the Jan. 1, 2018 issue of Fortune. |
