ǥ׹ͤǹԤ

Life will find a way, we'll find a way technology lives.

2014ǯ07

7/11,12˳Ť줿Evernote Days 2014 TokyoǤǾʳؼԤڷϺֱ̹餬Υ١εפȤȥǥݡȤƤ뤬ڤϥΥ١򵯤˽פʳǰ֥ǥԥƥפȸäƤ롣
֥ǥԥƥȤϡɶιɤ˽в񤦤ȤǤݥȥåȤʤɤޤ˥ǥԥƥޤ줿ΡޤäƤ顢ޤ޼夤ޤǤơݥȥåȤޤ줿A ƤΤ B ˽в񤦡줬Υ١Ǥ

ǥԥƥ˽в񤦤ǤϥڤϸޤʤΤϽвäȤ˵Ť褫ȤʤΤǤ
礦ɰǯκǽΣĤεǽ񤤤褦ˡͤ⥤Υ١ˤϥǥԥƥԲķȻפäƤ롣ǥԥƥϡȾΡֽвäȤ˵Ť褫פȤȤޤǤޤ᤿ֶνв񤤤ȻϡפȤǰ򤷤Ƥ롣

Υ֥֥ǥ׹ͤǹԤפκǾ̤ΥơޤϥΥ١ǡоݤϡܤΡ˥ΤŤꡢƤ˥ǥ׹ͤȤͤǼȤ⤦Ȥߤ

ơ֥ǥ׹͡פȤդ˽вäΤϡ2008ǯ6Harverd Business ReviewTim BrownμΤ褦ʸϤä
Put simply, design thinking is a discipline that uses the designer's sensibility and methods to match people's needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity.

ǥ׹ͤȤϴñ˸СΤάˤäƸܵҲͤȻԾ쵡ž뤳ȤǤĵŪ˼¸ǽǤ벿򡢥ǥʡδȼˡѤƿ͡ΥˡĴ¤ʬǤ롣 
2013ǯ89Harverd Business ReviewWeb˷Ǻܤ줿Τȥǥ׹פȤˤϼΤ褦ä

⤽֥ǥ׹͡פȤϲʤΤñ˸Сȿ͡ʹѤ򿼤ƶ桼Ū˵ƤΤΤʤ顢ץȥԥ󥰤̤ơ桼θ󶡤륤Υ١󡦥ץɤǤ롣
D.A.ΡޥΡïΤΥǥ󡩡פβThe Design of Everyday Things: Revised and Expanded Editionǿɲä줿裶 Design ThinkingǤϼΤ褦Ƥ롣
Designers first spend time determining what basic, fundamental (root) issue needs to be addressed. They don't try to search for a solution until they have determined the real problem, and even then, instead of solving that problem, they stop to consider a wide range of potential solutions. Only then will they finally converge upon their proposal. This process is called design thinking.

ޤǥʡϡ Ȥ٤ŪܼŪ꤬Ǥ뤫ꤹ뤳Ȥ˻֤䤹ΤۤȤꤹޤǡβõ褦ʤȤϤʤꤷǤ⡢ˤ褷褦ȤΤǤϤʤΩߤޤäƹDzǽʲ򹭤ǹͤ롣Ƥ褦䤯Ƥ˽椹롣Υץ֥ǥ׹͡פȸƤ֡
ˤΥ֥ǾҲ𤷤Τ

εǽ񤤤ʤθܵҤΤƤ뤳פ򸫤ĤФܵҤ˼ʬ̵ռˤƤȤդ뤳ȤǤΤ䥵ӥHOWˤǥ󤹤ץǥ׹ͤܤǤHOWֿ桼θפȤƤ롣
Ρֿ桼θפȤɽϡD.A.Ρޥ󤬸Ϥ᤿ȸƤ֥桼θ桼ڥꥨ󥹡UXˡפȤϾ˥奢󥹤ۤʤ褦˻פषB.J.ѥ
J.H.⥢"The Experience Economy: Work Is Theater & Every Business a Stageи͡Experimental ValueˤȤդ˶ᤤ
All prior economic offerings remain at arm's length, outside the buyer, but experiences are inherently.

ޤǤΤ٤ƤηкѤ󶡤ΤϹԤΥ줿¸ߤΤǤäиϸܵҤ¸ߤ롣
ǤϡΡֿ桼θפɤΤ褦˥ǥ󤹤Ф褤ΤȤŪʥˡפָܵҤƤ뤳ȡפȯȤƤ⡢ΥΤ䥵ӥͤˡϤɤˤ񤫤Ƥʤǰʤͤϥ֥졼󥹥ȡߥ󥰤ȤˡˤϲŪ
ǥλפĤˡ֥졼󥹥ȡߥ󥰤ϥǥ֥å奢åפˤͭǥߤȤ񤷤Ȼפ桼θפĤˤϥǥԥƥɬפʤΤ
  • Ѥ䥤ե򸫤ȤޤƤ֤ɤ餳ŪʥˡǤפȤΰճȯǽ
Υǥԥƥȯ뤿ˤϡĤ֤ɤ...ǤפȤ򤤤ĤƤɬפ롣ڤϼΤ褦򤤤ȤäƤ롣
ֿͤϤäȤ⤤ѥեޥ󥹤ФƤ֤¤ϰֳڤʤǤ衣ά˻Ż˳ؤӤäƥѥեޥ󥹤˷ӤĤƤȿͤʤǤʬΥڡǻŻǤͤϥե֤ˤǤ
ǥԥƥϤΥե֤ȯ롣Τ䥵ӥͤãϤäȤĤ⤳Υե֤ʤΤ

Υȥ꡼ϤƤʥ֥åޡɲ

ŪʥˡפȤɤǤΥ֥ˬ¿ΤǡˤĤƤ⤦񤤤Ƥߤ褦Ȼפ

B.J.ѥJ.H.⥢
"The Experience Economy"ʷикѡˤˤϡ"Customer SacrificeʸܵҤ"ȤդǤƤ롣
When we understand customer sacrifice, we discern the difference between what a customer accepts and what he really needs, even if the customer doesn't know what that is or can't articulate it.

ܵҤ򤹤ȡܵҤƤ뤳ȤɬפȤƤ뤳ȤȤΰ㤤˵ŤȤܵҤʬɬפȤƤ뤳ȤǤ뤫ΤʤƤ⡢뤤ϤϤäǤʤȤƤ⡣
ϼΤ褦ʼɽƤ롣
  • ܵҤƤ뤳 = ܵҤɬפȤƤ뤳 - ܵҤƤ뤳
Ѥ³D.A.ΡޥϡïΤΥǥ󡩡פβThe Design of Everyday Things: Revised and Expanded Edition Τ褦˸äƤ롣
Technology changes the way we do things, but fundamental needs remain unchanged.

ѤϿ͡򤹤ʤѤ뤬δŪʥˡѤ
͡δŪʥˡѤǡѤˤäƤμʤѲƤ椯ڤİꡢ˥󥰤򤷤ꡢ̿򻣤äꤹŪϿͤˤäƤ줾ۤʤҤȤοͤܤȡѤˤä󶡤줿ʤ䥵ӥˤäˡѤäƤ⡢ŪʥˡѤȤȤѤοʲ̵¤ǤС͡򤹤ʤ̵¤Ѳǽ롣
ָܵҤɬפȤƤ뤳ȡפŪʥˡλѲǽʵѤˤäƸ߲뤳ȤǤˡʤȤǽŪʥˡˤϸ³롣

˥Ρޥ"Technology First, Needs Last"ǼΤ褦ˤäƤ롣
The technology will come first, the products second, and then the needs will slowly appear, as new applications become luxuries, then "needs," and finally, essential.

ޤѤǽơʡƿץꥱ󤬲ŬˤʤϢơ֥ˡפäȸ߲Ǹˤ줬ɬԲķʤΤˤʤ롣
ΥåθФ "Technology first, invention second, needs last."ȯʤƱˤʤäƤ롣ꤢ뤤ϥˡϡ褹ʤƽƸ߲롣ʤθܵҤϼʬɬפȤƤ뤳ȡʤŪʥˡǤ뤫ΤʤϤʤѤˤ뿷ʤ䥵ӥ󶡤ƤΤ뤳Ȥˤʤ롣
ʤθܵҤƤ뤳Ȥϼ¤ϤʤޤŤƤʤ

ǤϡɤܵҤƤ뤳Ȥ˵ŤȤǤΤ

5w1h

οޤWHATΡޥθŪʥˡڥץ쥤䡼󶡤ȤθܵҤδŪʥˡϲڤİȤǤꡢ˥󥰥塼󶡤ȤθܵҤΥˡϥ˥󥰤򤹤뤳ȤǤꡢ󶡤ȤθܵҤδŪʥˡϼ̿򻣤뤳ȤŪWHYˤϿ͡WHOˤˤäƤޤޤ

ʬιʲڤİƵʬž򤷤ȻפäƤͤڤϥ쥳ɤäƤİӥ饸Ȥ鹥ʲڤήƤΤԤĤʤƤˡϤθܵҤ˵ŤơĤǤWHENˤɤǤǤWHERE˹ʲڤİȤǤ륦ޥHOWˤȯ
ήơåץ뤬iPodȯޤǥޥθܵҤϡ˻äƤʤäCDβڤİȻפäƻäƤФ褫äȸ뤳ȤäϼʬεʬѤäƤɴCDäƤܵҤϡȤ˰٤İȤʤäꡢ⤷Ȱ٤İȤʤޤƤޤäCDäƤ̵ռΤäƤiPodϤ̤βڤ򤹤٤ƥݥåȤƻ⤱뤳ȤˤäͤܵҤ˵Ťưñˤ٤Ƥ٤ȤȤǤϤʤβͤ򤵤˹뤿ˡʬǴñ˥ץ쥤ꥹȤĤ뤳ȤǤ뵡ǽHOWˡƥåե䥸˥Ȥä˶ʤĤ餷Ƥ뵡ǽHOWˤ󶡤

ʬΥѥեޥ󥹤ΤϿͧͤ˸WHYˤȻפʤƤե䥢꡼ȡWHOˤʲʾWHEN & WHEREˤǤϡǥ륫ǥӥǥϻȤʤäΰͤΥեGoProHOWˤä

ʤθܵҤƤ뤳ȤϤʤäȤϤ򤹤뤿ˤϡʤ󶡤ʤ䥵ӥѤܵҤδŪʥˡΩꡢ줾ο͡WHOˤΤŪWHYˤ⤦ŰŪʬϤοͤιưѤ˴ѻƤߤ褦ŪãƤܵҤ֤礦ʤפƤ뤳ȤϤʤʤ䥵ӥ󶡤뤢ʤȤƤWHOWHEREWHENȿƼȤǤߤƤۤ뤤Ͼϼ¸ԲǽäȤѤ䥤եˤäƲǽˤʤä⤷ʤ
Ρޥ󤬸褦ˡѤ͡򤹤ˡѤΤ顢Ѥ⤹¤͡οˡ̵¤ळȤǤϤ󡢿Ѥ䥤եɬܤǤϤʤGoProΤ褦Ϥȴ¸Ѥǿͤ¤뤳ȤǤ롣
ĤƤϡɬפȯפǤꡢ͡ɬפȵΤˤꡢʳؼԤȤϤΤȯˤΤǤä׵򵻽ѼԤɤƤΤȤȯɬפפȤʤä͡Ͽȯ줿Τ򸫤ơ¤ɬäΤȺФ˼褦ˤʤäȤ󶡤ʳءѤƳ졢;ʬʤΤǤɬפȴ㤤Ȥդ˽žΤǤ롣ʳؤȿʹ֤Զ² λ
ʤϤʤ䥵ӥ͡ҲˤȤäơ;ʬʤΡפˤʤ뤫ɤѤˤäεǽͤѤΥΤäơޤǤΥޡƥ󥰼ˡޤȤΤǤϤʤʤθܵҤƤ뤳ȤʤäȹͤƤߤƤۤ

Υȥ꡼ϤƤʥ֥åޡɲ

627̳ʤ鼡Τ褦ȯɽä
̳ʤϡʿ26ǯ١Ūʿ͸ȡפˤĤƻְ̾ǽvationסʤΤ١ˤȤ뤳Ȥ˷ꤷޤޤζ̳»ܵؤꤹȤȤˡŪʿ͡ICTѲĩ魯Ŀ͡ˡפθʿ26ǯ714ʷˤԤȤȤޤΤǤΤ餻ޤ
Ǥ522ˡʿ26ǯ١Ūʿ͸ȡʲΡˡפ˴ؤ̳»ܵؤθԤäƤơθ˱礷Ȥˡͤδ趥η̡ʳ˳縦˷ꤷȤ롣5ȯɽˤäȡʱ礷Ƥߤ褦ȡ˶̣äźջɤΤΤȤŪʿͤθǤϤʤȥˤ⤢褦Ūʿ̳ͤ»ܵؤθä̳»ܵؤȤϡICTѲĩ魯ĿͤθȱܻȤι󡦱ġ˷̳»ܤ뵡ؤȤȤʤȤʣʤߤȤŪϼΤ褦ʤΤȽ񤤤Ƥ롣
Ūʿ͸ȡʲΡˡפϡ̿IJ֥Υ١Ͻм¸˸̿κߤסʿǯˤƧޤʿǯ٤꿷˳ϤȤȤơͽ¬ΤĤʤɣãʬˤ˲Ūϵ嵬Ϥβ¤߽Фˡ礤ʤǽŷǥӥ㥹ʵѲĩ魯ͤٱ礹ΤǤ롣QˤȤʤѤʿ͡פؤλٱԤȤǡΥ١ϽФܻؤͺΰۿ¿󤭡Disruptive Changeפ⤿餹礹뤳ȤŪȤ롣
ʤˤʤȤ񤤤Ƥ褦ʤΤǽϤޤäǤʤä
  1. λȡʰǽvationˤϡѤʿͤ礤ʤǽŷǥӥ㥹ʵѲĩ魯뤳Ȥٱ礹롣
  2. Ѥʿͤٱ礹ȥΥ١ϽФܻؤͺΰۿ¿󤫤졢Disruptive Changeפ⤿餹礵롣
  3. ˤäơͽ¬ΤĤʤICTʬˤ˲Ūϵ嵬Ϥβ¤߽Ф롣
ȤȤΤ褦֥Υ١ϽСפȤ˲Ūϵ嵬Ϥβ¤פȤDisruptive ChangeפȤƱ̣֥Υ١ϽФܻؤͺΰۿ¿󤯡פȤݥȤ򤷤

ϡΥ١ϤäѤʿͤѤʿͤϤۤȤɥΥ١ǤϤʤȤȤ
ʤɤѤ뤬֥ȯAtariζƱեǤΡ󡦥֥åͥ뤬񤤤Finding the Next Steve JobsʼΥƥ֥֡õˤˤϡȤäʪõο񤤤Ƥ롣äʪ򾷤ϤȯˤϷбļԤιͤ¦μѤɬפȡ



ʤȤ̳ʤˤϤȤƤǤʤ鳰˰Τȹͤȡäζڤ̤äƤ褦ˤפʾСˡ
̳»ܵؤθΤˤϺ٤ब񤤤Ƥ뤬࿳पӺɽˤϡ礷ƤѤʿͤΥ١ɤˤǽϤˤĤƿܤʤ褦Ѥʿ͡פˤĤƤεҤϼΤ褦ʤΤʤ
  1. ĩ魯ĿͤŪʸʬġ⡼ƥ١ݤʤ鸦ŪƳ褦ʹפʤƤ뤫ʥѡХȤΥߥ˥ΤΥС븦漼Ķʤɡ
  2. ѡХ٤ʬޤΤѤŬڤ
  3. ĩ魯Ŀͤоݤ˲˴ؤŪʹ󤬤Ƥ뤫դγع٥ȱĤʤɤŪĩ魯ĿͤΥ⡼ƥ١夲뤳ȸŪ˹ԤιפʤƤ뤫
ΡѤʿ͡פȤϡɤ饹ƥ֥֡򥤥᡼Ƥ褦θդѤơֲͤ뼺ԡפ侩Ƥ롣Ԥ򶲤ʤƤȤȤϤ꤬ϸ椬뤳ȤꤷƤʤ褦ˤ롣ߤǤϥȥåפ˼ԤȲȤˤ⼡Υ󥹤ͿȤƤϤ뤬ºݤ˼ԤȰŪˤ礭˼롣ζĥΤʤ򿮤ƥΥ١ΤΥ١ʤȻפ
hennahito

Ѥʿ͡פθʿ26ǯ714ʷˤƱǯ820ʿˤޤǹԤ졢࿳̤ˤä10̾٤Ѥ졢̳ʤǤ̿äʤɤФƹǧ줿Ѥʿ͡פȤʤäơѡХδƻ벼ǤϤ뤬300ߤθäưǯ֤θ椬Ǥ롣դγع٥ȱĤȤ顢ʳΤȤ⤤ʤФʤʤ褦
˱礹ͤϤäѤʿͤǤ⡢Υ١ɤϤ狼ʤ

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