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(upbeat music)

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[Ted Koppel] It used to be
that you deferred to the boss.

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[Male Speaker] Is it the boss
that's always going to have

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the best ideas?
Not likely.

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[Archived Footage Male Speaker] 
Here, nibble fingers,

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alert minds, and
tireless machines...

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[Ted Koppel] And it used
to be in most companies

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that chaos was discouraged.

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(mechanical noises)

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[Dave Kelley] This is where
the crazies live.

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This is where we do our work.
It's different.

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[Female Speaker] Good
morning. Good Morning. Good...

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[Ted Koppel] It used to be
you were supposed to climb

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the corporate ladder.

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[Dave Kelley] Status is
who comes up with

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the best ideas,
not who's the oldest,

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not who's been with
the company longest,

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not who has that biggest title.

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If you go into a culture

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and there's a bunch of stiffs
going around, I can guarantee

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they're not likely to invent anything.

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(bell ringing)

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[Male Worker] You can stack
this up big, as big as you want.

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(machine whirring)

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[Male Speaker 2] That's great.
Thanks a lot.

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And we had a great time today.

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[Ted Koppel] Well,
forget the way it used to be.

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Tonight, the deep dive.

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One company's secret 
weapon for innovation.

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(cuckoo clock)

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(trumpeting intro)

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[Ted Koppel] A lot further along
in this broadcast, near the end

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as a matter of fact,
you will hear

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one of the central characters
suggest that we look around.

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The only thing that's not designed
by anybody, he will say, is nature.

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Actually, you could say
the same thing by observing

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that the only designs that don't
require a constant modification

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are the ones we find in nature,

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but the point is well taken.

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From the buildings in which
we live and work

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to the cars we drive
or the knives and forks

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with which we eat,

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everything we use was designed
to create some sort of marraige

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between form and function.

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Does it work and can we make
it look interesting or attractive?

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What is truly amazing is how
long we tend to put up with things

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that may not work particularly well,
or it may look especially

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unattractive simply because
we're accustomed to them

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and because no one has ever
suggested redesigning

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those things.

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There's an interesting distinction
between design and invention.

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Whoever came up with the idea
of dental floss, for example,

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was an inventor,
but the man or woman

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who put it inside that clever
little plastic box

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that lets you tear off
just the right length?

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That was a designer.

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Now, how does the process of
designing a better product work?

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And would it be interesting
to watch that process?

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When we first broadcast this
program back in February,

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we weren't at all sure what
you would think,

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but judging by the number of you
who ordered video cassettes

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of the program and the number
of people who contacted

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the industrial product design firm
that is featured in this program,

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you liked it
a lot.

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Here was the premise
of the program.

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We went to IDEO,
the product design folk,

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and said, take something old
and familiar, like say,

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the shopping cart and completely
redesign it for us in just five days.

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ABC news correspondent Jack
Smith tells us what happened next.

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[Jack Smith] Nine
in the morning, day one,

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and these people have
a deadline to meet.

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[Dave Kelley] So welcome to the
kickoff of the shopping cart project.

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[Smith] This is Palo Alto, California
in the heart of Silicon Valley,

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and these are designers at IDEO,
probably the most influencial

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product development firm
in the world.

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Designers are the reason
TVs have square screens,

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chairs four legs,
and toothbrushes nowadays

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those squishy handles.

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In fact, it was IDEO that
designed those squishy handles.

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IDEO has designed everything
from high-tech medical equipment

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to the 25-foot mechanical whale
in the movie Free Willy

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and the first computer mouse
for Apple.

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Smith ski goggles,
Nike sunglasses,

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NEC computer screens.

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Hundreds of products
we take for granted.

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[Dave Kelley] This is 
called the Neat Squeeze

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toothpaste tube
which...

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[Smith]
You invented that?

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[Smith] The man who runs
IDEO is Dave Kelley,

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a Stanford engineering professor
which a Groucho Marx mustache,

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a data genius, and an approach
to innovation that usually works.

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[Dave Kelley] Well,
thank you, Fred.

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[Smith] But not always.

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[Kelley] Thanks a lot.

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I can show you some
products that failed.

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Came up with this idea
called Monster Shoes

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where you take these little
monsters and lace them

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into your shoes
like this,

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and we built a bunch of them,
and they didn't want those, either.

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[Smith] Mostly, what IDEO designs,
though, does work,

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and it works very well.

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Dave and his design teams create
about 90 new products every year.

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[Kelley] The point is that we're not
actually experts at any given area,

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you know, we're kind of experts
on the process of how

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you design stuff,

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so we don't care if you give us
a toothbrush, a toothpaste tube,

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a tractor, a space shuttle,
you know, a chair.

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It's all the same to us.

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We, like, want to figure out
how to innovate in--in--

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by using our process,
applying it.

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[Smith] And so,
for the next five days,

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the team will apply that process
to bringing the supermarket

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shopping cart into the 21st century.

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[Peter Skillman] I think first we
should maybe all acknowledge

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that it's kind of insane
to do an entire project

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in a week.

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[Smith] Project leader 
is Peter Skillman,

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a 35-year old Stanford engineer,

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project leader because
he's good with groups

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not because of seniority.

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He's only been
at IDEO for six years.

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The rest of the team is eclectic,
but that's typical here.

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Whitney Mortimer, Harvard MBA.

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Peter Coughlin, linguist.

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Tom Kelley, Dave's brother,
marketing expert.

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Jane Fulton Surrey, psychologist.

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Alex Cassacks, 26, a biology major
who's turned down medical school

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three times because he's having
too much fun at IDEO.

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(laughter)

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[Skillman] It's climbing up
and doing this.

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(indistinctive conversation)

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[Smith] Safety emerges early
as an important issue.

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[Surrey] 22,000
child injuries a year

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which is--and so they're
hospitalized injuries,

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and, I mean, there
are many others...

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[Skillman] That's just reported
in the store, that's--

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they actually have to
go to the emergency room.

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[Surrey] No, no, no, no, no.
That's hospitalized. Right.

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(multiple voices)
Wow.

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[Smith] And theft. It turns out
a lot of carts are stolen.

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[Blonde Man] You know,
what is the average life of a cart?

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Does it last two years,
five years, ten years?

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And how big is this theft thing?

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[Smith] 10a.m.

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As the team works,
it becomes clear

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there are no titles here.

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No permanent assignments.

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[Kelley] And the other side
says-- it gives a lot of help--

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says, "be safe."

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(laughter)

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[Smith] Everyone appears
to be equal, and they love to mock

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Corporate America.

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[Kelley] I'll give you status,
I'll give you a big, red ball

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on a post, and that says,
you're a big guy.

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If you've got a ball,
you're a senior vice president.

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Pfft. You know, what do I care?
The desk, the red ball?

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It's all the same.

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(laughter)

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[Kelley] In a very innovative culture,
you can have a kind of hierarchy

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of, here's the boss and
the next person down,

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the next person down,
the next person down

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because it's impossible
that the boss is the one

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who's had the insightful
experience with shopping carts.

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It's just not possible.

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[Smith] According to Kelley,
even employees who merely

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listen to the boss, don't add
that much, either.

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[Kelley] So you've got to hire
people who don't listen to you,

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and that--I don't think Corporate
America wants to hear that

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right yet.

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[Skillman] And I think we ought
to start making those lists

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about the kinds of questions
that we're going to ask.

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[Smith] The team splits into
groups to find out first-hand

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what the people who use,
make, and repair shopping carts

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really think.

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[Kelley] Okay, go.

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[Cart Expert] The problem
with the plastic cart is

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the wind catches it.

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[Blonde Man] Yeah.

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[Cart Expert] And these things
have been clocked at 35

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across the parking lot.

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(laughter)

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[Cassacks] Man, that's actually
a pretty good point.

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[Kelley] The trick is to find
these real experts,

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and--so that you can learn
much more quickly than you could

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by just kind of doing it
the normal way,

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and trying to learn about it yourself.

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[Customer] From everything I read,
these things aren't that safe either.

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You know.

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So, probably the seat itself 
is going to have to be redesigned.

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[Kelley] What you're seeing here
is kind of the social science

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like anthropologists - you know,
like you go and study tribes.

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What is it that they do
that we can learn from

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that will help us
design a better cart?

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[Surrey] One of the interesting
things for me is looking at how

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people really don't like to let go of
the cart, except for the professional

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shopper whose strategy is to leave
the cart at various places.

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[Kelley] In Corporate America,
many bosses, like, measure

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whether their people are,
you know, who the good people

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or the people who are performing,
the one's they see at their desks

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all the time.

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That couldn't be further
from the truth.

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The people who are really getting
the information are out here

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talking to the Buzz's of the world,
going to meet other experts.

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Much more useful than
sitting at your desk.

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[Smith] 3:30 in the afternoon,
and the group is back at IDEO.

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There is no let up.

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(drilling sound)

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[Skillman] Each team is going
to demonstrate and communicate

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and share everything that
they've learned today.

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People went off into the
four corners of the Earth,

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and they're coming back
with the golden keys

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to innovation.

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[Cassacks] A shopping cart has
been clocked at 35 miles an hour

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traveling through a
parking lot in the wind.

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[IDEO Team Member] We were in
the store, what, two hours?

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And it was truly frightening just
to see the kind of stuff going on.

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[Kelley] You got to designate
some people to make damn sure

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that the store owner's
point of view is represented.

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[Smith] After nine straight hours,
the team is tired.

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They call it a day.

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[Skillman] So, um...

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[Kelley] Everybody cool?

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[Skillman] Well, uh, that's great.
Thanks a lot. We had a great time

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today.

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(clapping)

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(transition music)

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[Skillman] We want to get
together and start here.

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[Smith] Day two at the start
of IDEO's unique brand

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of brainstorming.

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They call it a "deep dive."
A sort of total emersion

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in the problem at hand.

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IDEO's mantra for innovation
is written everywhere.

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One conversation at a time.
Stay focused.

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Encourage wild ideas.
Defer judgment.

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Build on the ideas of others.

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(bell chiming)

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[Skillman] That's the hardest
thing for people to do

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is to restrain themselves
from criticizing an idea,

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so if anybody starts to nail
an idea, they get the bell.

240
00:10:33,612 --> 00:10:34,598
(bell chiming)

241
00:10:35,138 --> 00:10:37,988
[Smith] The deep dive begins,
and for the next few hours,

242
00:10:37,988 --> 00:10:41,368
the ideas pour out
and are posted on the walls.

243
00:10:41,368 --> 00:10:43,678
[Skillman] Oh, the blind,
the privacy blind.

244
00:10:43,678 --> 00:10:45,977
Like when you're buying
six cases of condoms,

245
00:10:45,977 --> 00:10:46,987
and no one sees.

246
00:10:46,987 --> 00:10:47,647
(laughter)

247
00:10:47,647 --> 00:10:50,057
[Skillman] Nesting is...
It sort of has to nest.

248
00:10:50,057 --> 00:10:52,584
If it doesn't nest,
we don't have a solution.

249
00:10:52,824 --> 00:10:56,704
[Cassacks] How about velcro pants
and velcro seats for the kids,

250
00:10:56,704 --> 00:10:58,501
and you just drop them
down in there and...

251
00:10:58,501 --> 00:11:01,531
[Smith] Velcro seats? 
Velcro pants for kids?

252
00:11:01,531 --> 00:11:03,970
[Kelley] Yeah, see, you have
to have some wild ideas,

253
00:11:03,970 --> 00:11:06,120
if--then you build
on those wild ideas,

254
00:11:06,120 --> 00:11:08,790
and they end up being 
better ideas then if you said--

255
00:11:08,790 --> 00:11:11,770
if you--if everybody only came up
with same things, you know,

256
00:11:11,770 --> 00:11:16,385
kind of appropriate things, you'd
never have any points to take off,

257
00:11:16,385 --> 00:11:19,075
to build a really innovative idea.

258
00:11:19,075 --> 00:11:20,985
[Smith]
It's organized chaos.

259
00:11:20,985 --> 00:11:23,381
[Kelley] Organized chaos...?
It's not organized.

260
00:11:23,381 --> 00:11:26,028
What it is is it's focused chaos.

261
00:11:26,028 --> 00:11:28,995
[Smith] By 11 a.m., the group
begins narrowing down

262
00:11:28,995 --> 00:11:32,656
the hundreds of ideas written
or drawn on the walls.

263
00:11:32,656 --> 00:11:34,860
How? By voting for them.

264
00:11:34,860 --> 00:11:38,020
[Skillman] Vote with your post-its,
not with an idea that's cool,

265
00:11:38,020 --> 00:11:40,491
but with an idea that's cool
and buildable.

266
00:11:40,491 --> 00:11:44,081
If it's too far out there, and 
it can't be built in a day,

267
00:11:44,081 --> 00:11:45,841
then I don't think
we should vote on it.

268
00:11:45,841 --> 00:11:47,011
[Smith] Why not have
you be the judge?

269
00:11:47,011 --> 00:11:47,861
You're the boss.

270
00:11:47,861 --> 00:11:50,101
[Skillman] Because, because
I'm going to be wrong.

271
00:11:50,101 --> 00:11:53,201
It's the team that's able to really
judge what the best idea is.

272
00:11:53,201 --> 00:11:54,801
(tapping)

273
00:11:54,801 --> 00:11:56,581
[Smith] Otherwise, ideas 
wouldn't come out?

274
00:11:56,581 --> 00:11:57,783
[Skillman] That's right.

275
00:11:57,783 --> 00:12:00,373
Enlightened trial and error
succeeds over the planning

276
00:12:00,373 --> 00:12:01,623
of the lone genius.

277
00:12:01,623 --> 00:12:04,523
[Smith] Enlightened trial and error
succeeds over the planning

278
00:12:04,523 --> 00:12:05,773
of the lone genius.

279
00:12:05,773 --> 00:12:09,357
If anything sums up IDEOs
approach, that is it.

280
00:12:09,357 --> 00:12:12,812
That and the focused chaos
that seems to go with it.

281
00:12:12,812 --> 00:12:17,013
[Green-shirted Male] I took a view.
I call it the sport-utility vehicle cart.

282
00:12:17,013 --> 00:12:20,270
[Smith] It is noon. Worried
that the team is drifting,

283
00:12:20,270 --> 00:12:23,250
what can only be called
a group of self-appointed adults

284
00:12:23,250 --> 00:12:26,360
under Dave Kelley holds
an informal side session.

285
00:12:26,360 --> 00:12:27,960
[Skillman] We don't want
to tell them what to build

286
00:12:27,960 --> 00:12:30,458
or else we take away the benefit
of the whole thing, right?

287
00:12:30,458 --> 00:12:33,888
[Kelley] What needs should
they optimize their solution to?

288
00:12:33,888 --> 00:12:36,990
[Smith] The purpose is
to refocus the deep dive.

289
00:12:36,990 --> 00:12:39,765
[Skillman] Maybe we arbitrarily say,
three to five teams.

290
00:12:39,765 --> 00:12:40,945
Four or five teams.

291
00:12:40,945 --> 00:12:45,081
Four or five teams, and we 
give each team a need area.

292
00:12:45,081 --> 00:12:48,531
Hey, can we grab everybody
over to the wall here?

293
00:12:48,531 --> 00:12:49,762
(bell ringing)

294
00:12:49,762 --> 00:12:51,802
[Skillman] There has to be
a command decision.

295
00:12:51,802 --> 00:12:54,732
It becomes very autocratic
for a very short period of time

296
00:12:54,732 --> 00:12:57,561
in defining what things people
are going to work on.

297
00:12:57,561 --> 00:12:59,825
[Smith] Like it or not,
the team is told

298
00:12:59,825 --> 00:13:02,155
that we'll split into groups
to build mock-ups

299
00:13:02,155 --> 00:13:05,355
covering four areas of concern
that have been identified.

300
00:13:05,355 --> 00:13:06,385
(bell ringing)

301
00:13:06,385 --> 00:13:10,207
[Smith] Shopping, safety, checkout,
and finding what you're looking for.

302
00:13:10,207 --> 00:13:14,091
I noticed towards the end of 
the process, the adults took over.

303
00:13:14,091 --> 00:13:19,225
[Kelley] Yeah, that's because
we have no choice but to stop

304
00:13:19,225 --> 00:13:20,764
that cycle.

305
00:13:20,764 --> 00:13:24,114
I mean, if you don't work
under time constraints,

306
00:13:24,114 --> 00:13:25,794
you could never get anything done

307
00:13:25,794 --> 00:13:28,376
because it's a messy process
that can go on forever.

308
00:13:28,376 --> 00:13:29,636
(machine whirling)

309
00:13:29,636 --> 00:13:32,125
[Smith] While the team starts
building prototypes,

310
00:13:32,125 --> 00:13:35,585
Dave Kelley takes me on
a tour of the rest of IDEO.

311
00:13:35,585 --> 00:13:39,585
[Kelley] What's happening in 
here is that's a client meeting.

312
00:13:39,585 --> 00:13:41,758
That's a first client meeting.
That's the first time we've met

313
00:13:41,758 --> 00:13:44,105
with the client, so we
haven't trained them yet.

314
00:13:44,105 --> 00:13:45,081
(laughing)

315
00:13:45,081 --> 00:13:47,771
[Kelley] If we took them straight
from there in to a room

316
00:13:47,771 --> 00:13:50,381
where the music was blaring
and everybody was throwing

317
00:13:50,381 --> 00:13:53,467
nerf darts at each other,
that would be a little hard to take.

318
00:13:53,467 --> 00:13:55,567
You know, so we're
warming them up.

319
00:13:55,567 --> 00:13:57,947
But this is, this is where
the crazies live.

320
00:13:57,947 --> 00:14:00,087
This is where we do our work.
It's different.

321
00:14:00,087 --> 00:14:02,807
You can tell whether a place
is playful in about the first

322
00:14:02,807 --> 00:14:04,807
fifteen minutes as you walk
down the hall.

323
00:14:04,807 --> 00:14:05,857
(gears unwinding)

324
00:14:05,857 --> 00:14:08,987
[Kelley] Being playful is of huge
importance for being innovative.

325
00:14:08,987 --> 00:14:11,573
I mean, if you go into a culture,
and there's a bunch of stiffs

326
00:14:11,573 --> 00:14:14,063
going around, they're not--
I can guarantee they're a lot--

327
00:14:14,063 --> 00:14:15,823
they're not likely to invent anything.

328
00:14:15,823 --> 00:14:18,853
[Smith] Invent anything like this
futuristic-looking instrument

329
00:14:18,853 --> 00:14:19,696
for kids.

330
00:14:19,696 --> 00:14:20,866
(energetic music)

331
00:14:20,866 --> 00:14:22,836
[Smith] So no matter what
you do with that thing,

332
00:14:22,836 --> 00:14:23,656
you always sound--

333
00:14:23,656 --> 00:14:24,443
[Kelley] You sound great.

334
00:14:24,443 --> 00:14:25,471
[Smith] You always sound good.

335
00:14:25,471 --> 00:14:28,105
[Kelley] You have to make it
so that this can happen.

336
00:14:28,105 --> 00:14:29,038
(computer thuds)

337
00:14:29,038 --> 00:14:30,747
[Smith] Woah. It didn't break?

338
00:14:30,747 --> 00:14:32,147
[Kelley] No, it didn't break.

339
00:14:32,147 --> 00:14:33,027
(cymbals clapping)

340
00:14:33,027 --> 00:14:33,897
(bell ringing)

341
00:14:33,897 --> 00:14:35,698
[Smith] There's a whole
department at IDEO

342
00:14:35,698 --> 00:14:37,094
devoted to toys.

343
00:14:37,094 --> 00:14:39,994
Turns out to be one of its
most profitable areas.

344
00:14:39,994 --> 00:14:41,254
Fun, too.

345
00:14:41,254 --> 00:14:44,447
[Kelley] So it's got these little wings
that no matter what you do...

346
00:14:44,447 --> 00:14:45,807
If I get in trouble here...

347
00:14:45,807 --> 00:14:47,567
It's always a spiral.

348
00:14:47,567 --> 00:14:49,221
(cuckoo clock chiming)

349
00:14:49,221 --> 00:14:52,588
[Smith] At IDEO, they've found
that fresh ideas come faster

350
00:14:52,588 --> 00:14:53,902
in a fun place.

351
00:14:53,902 --> 00:14:57,746
Not only is the furniture on wheels
to suit the needs of the moment,

352
00:14:57,746 --> 00:15:00,736
the people are encouraged
to actually build their own

353
00:15:00,736 --> 00:15:01,917
work areas.

354
00:15:01,917 --> 00:15:03,797
[Kelley] They were designing
this space, and they said to me,

355
00:15:03,797 --> 00:15:06,247
you know, we'd like to 
have, you know, $4,000

356
00:15:06,247 --> 00:15:08,621
extra in our budget
for a DC3 wing,

357
00:15:08,628 --> 00:15:11,638
and I said, DC3--
you have to have that?

358
00:15:11,638 --> 00:15:13,368
And they said, yeah,
they have to have it, so...

359
00:15:13,368 --> 00:15:14,638
[Smith] That's a DC3 wing?

360
00:15:14,638 --> 00:15:16,219
[Kelley] Piece of a DC3 wing, yeah.

361
00:15:16,219 --> 00:15:17,442
[Smith] And that's just décor?

362
00:15:17,442 --> 00:15:19,992
[Kelley] That's décor. That's
ambiance, you know,

363
00:15:19,992 --> 00:15:22,427
that says, we're weird,
and we're proud of it.

364
00:15:22,427 --> 00:15:25,197
[Smith] Umbrellas on the ceiling
to shade computer screens

365
00:15:25,197 --> 00:15:26,251
from direct sunlight,

366
00:15:26,251 --> 00:15:29,380
and bicycles on ropes
to prevent clutter.

367
00:15:29,380 --> 00:15:31,680
[Kelley] The first guy who hung
a bike up on a thing,

368
00:15:31,680 --> 00:15:33,160
he didn't come to me
and ask me.

369
00:15:33,160 --> 00:15:35,816
He didn't ask some facilities
person if it was okay.

370
00:15:35,816 --> 00:15:36,695
He tried it.

371
00:15:36,695 --> 00:15:39,555
And then, like, he waited 
and saw if anybody complained.

372
00:15:39,555 --> 00:15:41,885
If nobody complained,
another guy hung a bike up.

373
00:15:41,885 --> 00:15:43,845
And pretty soon everybody's got
their bikes up, and nobody's

374
00:15:43,845 --> 00:15:46,722
complained, right, so it's 
that whole thing of trying stuff

375
00:15:46,722 --> 00:15:49,422
and ask forgiveness, you know,
instead of asking permission.

376
00:15:49,422 --> 00:15:51,392
It's the way people come
up with new ideas.

377
00:15:51,392 --> 00:15:54,135
[Smith] IDEO has such
a reputation for innovation

378
00:15:54,135 --> 00:15:56,632
that client companies are
increasingly asking Dave

379
00:15:56,632 --> 00:15:59,715
not just for new products,
but also to remake

380
00:15:59,715 --> 00:16:01,061
their corporate cultures.

381
00:16:01,061 --> 00:16:03,707
You may be looking at the
workplace of the future here.

382
00:16:03,707 --> 00:16:06,867
[Kelley] It's one thing to be able
to do a product once in a while,

383
00:16:06,867 --> 00:16:09,491
but if you can build a culture
and a process where you

384
00:16:09,491 --> 00:16:12,157
routinely come up with great ideas,

385
00:16:12,157 --> 00:16:13,977
that's what the
companies really want.

386
00:16:13,977 --> 00:16:15,640
[Male Speaker] Okay,
Peter, we're done.

387
00:16:15,640 --> 00:16:17,695
[Smith] Back at the shop,
it is six o'clock.

388
00:16:17,695 --> 00:16:19,913
The four mock-ups are
ready for showing.

389
00:16:19,913 --> 00:16:23,293
[Male Speaker] Baskets also can
be--If you think you will have

390
00:16:23,293 --> 00:16:25,253
more volume, baskets
can be put in.

391
00:16:25,253 --> 00:16:28,514
[Smith] A modular shopping cart.
You pile handbaskets onto.

392
00:16:28,514 --> 00:16:31,774
A high-tech cart that gets you
through the traffic jam

393
00:16:31,774 --> 00:16:32,790
at checkout.

394
00:16:32,790 --> 00:16:36,060
[Tan-shirted Man] You could mount
a scanner on the shopping cart

395
00:16:36,060 --> 00:16:39,686
so that you as the customer,
as you pull it off the shelf,

396
00:16:39,686 --> 00:16:41,846
could scan each item.

397
00:16:41,846 --> 00:16:44,508
[Smith] One that's built
around child safety.

398
00:16:44,508 --> 00:16:48,378
And another that lets shoppers
talk to the supermarket staff

399
00:16:48,378 --> 00:16:49,313
remotely.

400
00:16:49,313 --> 00:16:51,331
[Black-shirted Man] Yeah,
where can I find the yogurt?

401
00:16:51,331 --> 00:16:52,861
[Voice through speaker] The
yogurt's over in the dairy section.

402
00:16:52,861 --> 00:16:55,731
[Smith] But the adults, again,
decide more work needs

403
00:16:55,731 --> 00:16:58,461
to be done before the mock-ups
can be combined into one

404
00:16:58,461 --> 00:16:59,971
last prototype.

405
00:16:59,971 --> 00:17:02,061
[Skillman] Why don't we have
all the carts come up here

406
00:17:02,061 --> 00:17:02,871
for a second.

407
00:17:02,871 --> 00:17:05,140
[Kelley] I think you'd take a
piece of each one of these ideas

408
00:17:05,140 --> 00:17:07,347
and kind of back it off
a little bit and then

409
00:17:07,347 --> 00:17:08,886
put it in the design.

410
00:17:08,886 --> 00:17:11,061
[Smith] The design is still not there.

411
00:17:11,061 --> 00:17:13,279
But there's another
motto at IDEO:

412
00:17:13,279 --> 00:17:15,679
fail often in order
to succeed sooner.

413
00:17:15,679 --> 00:17:19,119
And some of the team will be up
half the night trying to put together

414
00:17:19,119 --> 00:17:21,311
a design that finally does work.

415
00:17:27,541 --> 00:17:31,541
(transition music)

416
00:17:33,833 --> 00:17:36,373
[Smith] It is day five,
and Dave Kelley

417
00:17:36,373 --> 00:17:38,913
has no idea what the final
cart looks like.

418
00:17:38,913 --> 00:17:40,023
Only the team does.

419
00:17:40,023 --> 00:17:42,521
[Kelley] If they kind of got their
heads down, they don't look at me,

420
00:17:42,521 --> 00:17:43,674
I'm nervous, you know.

421
00:17:43,674 --> 00:17:46,763
If they say, wait til you see it,
then I know we're in good shape.

422
00:17:46,763 --> 00:17:50,074
So I'm getting, wait until you see it.
I think it's--that it'll be good.

423
00:17:50,074 --> 00:17:51,478
[Team Members]
There it is!

424
00:17:51,478 --> 00:17:53,498
(clapping and cheering)

425
00:17:54,180 --> 00:17:57,612
[Skillman] So we took the best
elements out of each prototype,

426
00:17:57,612 --> 00:18:01,943
designed this entire cart
in a day, and then

427
00:18:01,943 --> 00:18:06,683
this cart was fabricated in a day
with an amazing team of people

428
00:18:06,683 --> 00:18:08,537
in our machine shop
pulling this off,

429
00:18:08,537 --> 00:18:11,184
working in shifts
throughout the night.

430
00:18:11,184 --> 00:18:12,825
[Smith] Wow, I'm impressed.

431
00:18:12,825 --> 00:18:14,276
[Skillman] So are we.

432
00:18:14,472 --> 00:18:15,639
(laughing)

433
00:18:15,727 --> 00:18:18,497
[Smith] The cart, which is
designed to cost about the same

434
00:18:18,497 --> 00:18:21,773
as today's carts is different
in every other way.

435
00:18:21,773 --> 00:18:24,693
Hand baskets that stack
in a metal frame

436
00:18:24,693 --> 00:18:26,924
and major improvements for all.

437
00:18:26,924 --> 00:18:29,544
[Skillman] You just lift
the handle up, you drop the--

438
00:18:29,544 --> 00:18:31,714
put the children in,
and then you can close

439
00:18:31,714 --> 00:18:36,576
the handle right over them,
and they instantly have some

440
00:18:36,576 --> 00:18:39,182
little bit of a work surface
that they can play with.

441
00:18:39,182 --> 00:18:40,512
[Smith] What do you think?

442
00:18:40,512 --> 00:18:44,512
[Kelley] I'm very proud
of the team. I think it's great.

443
00:18:44,512 --> 00:18:46,064
[Smith] Does this work for you?

444
00:18:46,064 --> 00:18:48,384
[Kelley] It works for me great.
It's also beautiful.

445
00:18:48,384 --> 00:18:50,903
I mean, let's, you know,
take it over to a local supermarket

446
00:18:50,903 --> 00:18:51,953
and see what they say.

447
00:18:51,953 --> 00:18:53,567
[Smith] Yeah, works really well.

448
00:18:53,567 --> 00:18:56,980
The carts wheels turn 90 degrees,
so it can move sideways.

449
00:18:56,980 --> 00:18:59,312
No more lifting up the rear
in a tight spot.

450
00:18:59,312 --> 00:19:02,553
And you shop in
a totally different way.

451
00:19:02,553 --> 00:19:04,383
[British Man] Rather than taking
your cart everywhere you go

452
00:19:04,383 --> 00:19:06,733
in the store, through
a crowded store like this,

453
00:19:06,733 --> 00:19:09,461
it's much more efficient
to take a small basket,

454
00:19:09,461 --> 00:19:12,191
rush around to where
the particular shelves are,

455
00:19:12,191 --> 00:19:14,077
come back, and put them here.

456
00:19:14,077 --> 00:19:16,462
And treat this as like a center
for your shopping.

457
00:19:16,462 --> 00:19:18,312
[Smith] And with
a high-tech scanner,

458
00:19:18,312 --> 00:19:21,646
so that in the future, you skip
the checkout traffic jam.

459
00:19:21,646 --> 00:19:23,794
[Skillman] Here's how you
would scan an item.

460
00:19:23,794 --> 00:19:27,241
You reach over and pick up
anything like this salad dressing,

461
00:19:27,241 --> 00:19:30,131
and I would scan it,
and if I wanted to accept

462
00:19:30,131 --> 00:19:32,239
that item, I would just press plus

463
00:19:32,239 --> 00:19:33,693
and then drop it in my basket.

464
00:19:33,693 --> 00:19:36,603
[Smith] Because stores don't
yet have those high-tech scanners

465
00:19:36,603 --> 00:19:39,493
the team designed,
checking out today

466
00:19:39,493 --> 00:19:41,228
means doing it
the old-fashioned way.

467
00:19:41,228 --> 00:19:44,718
But the bags are hung on 
hooks on the cart's frame.

468
00:19:44,718 --> 00:19:46,990
Remember, there is
no basket here.

469
00:19:46,990 --> 00:19:48,958
Why get rid of the big basket?

470
00:19:48,958 --> 00:19:51,319
[Skillman] The basket
is tyranny.

471
00:19:51,319 --> 00:19:55,443
The basket it tyranny because
it's not really needed if all your stuff

472
00:19:55,443 --> 00:19:57,853
ends up in bags,
why need the basket

473
00:19:57,853 --> 00:19:59,223
in the first place?

474
00:19:59,223 --> 00:20:01,243
[Smith] Talk to me about theft.

475
00:20:01,243 --> 00:20:05,243
[Skillman] There's no value
in this cart without the baskets

476
00:20:05,243 --> 00:20:08,263
because you can't carry anything
in it; it's useless to anybody.

477
00:20:08,263 --> 00:20:10,065
You can't use it as a barbeque.

478
00:20:10,065 --> 00:20:11,215
[Smith] So it's not going
to get stolen.

479
00:20:11,215 --> 00:20:12,203
[Skillman] That's right.

480
00:20:12,203 --> 00:20:13,716
[Smith] So there's a lot of appeal 
to store owners then.

481
00:20:13,716 --> 00:20:14,585
[Skillman] Yes.

482
00:20:14,585 --> 00:20:16,077
[Store Clerk 1] I love it. 
I think it looks great.

483
00:20:16,077 --> 00:20:18,332
[Store Clerk 2] Yeah. At first, 
I was a little shocked,

484
00:20:18,332 --> 00:20:21,757
but I think you have some
fantastic ideas here.

485
00:20:21,807 --> 00:20:24,618
It needs a little refining, but 
I think that it's great.

486
00:20:24,618 --> 00:20:26,634
I mean, we would want them.

487
00:20:26,634 --> 00:20:29,692
[Skillman] It makes us feel great. 
And she also gave us some

488
00:20:29,692 --> 00:20:32,757
really good comments about how
we can make this thing better.

489
00:20:32,757 --> 00:20:34,829
[Kelley] Just wherever you
are, look around.

490
00:20:34,829 --> 00:20:37,285
The only thing that's not designed
by somebody is, like, nature.

491
00:20:37,285 --> 00:20:39,181
So the trees are not designed by us,

492
00:20:39,181 --> 00:20:41,560
but everything you see... 
everything you see.

493
00:20:41,560 --> 00:20:46,114
Every light fitting, every flower vase,
every scale, every stand for fruit.

494
00:20:46,114 --> 00:20:49,262
Everything is designed, has to go 
through this kind of process.

495
00:20:49,262 --> 00:20:54,242
And they can do a better or worse 
job of innovating or improving,

496
00:20:54,242 --> 00:20:56,295
but everything is designed.

497
00:20:56,295 --> 00:20:58,135
It has to go through this process.

498
00:20:58,135 --> 00:21:00,624
[Smith] It wasn't this 
effortless, "oh, my god,

499
00:21:00,624 --> 00:21:02,852
so that's how it works" 
thing that I saw there.

500
00:21:02,852 --> 00:21:04,773
It was actually hard work.

501
00:21:04,773 --> 00:21:06,561
[Kelley] It's a lot of hard work.

502
00:21:06,561 --> 00:21:08,857
We all love it, so it doesn't
look like it's hard work.

503
00:21:08,872 --> 00:21:10,092
But it's a lot of hours.

504
00:21:10,092 --> 00:21:11,336
[Smith] A lot of hours.

505
00:21:11,336 --> 00:21:14,936
Also, an open mind, a boss 
who demands fresh ideas

506
00:21:14,936 --> 00:21:19,872
be quirky and clash with his, a belief
that chaos can be constructive,

507
00:21:19,873 --> 00:21:23,211
and teamwork, a great
deal of teamwork.

508
00:21:23,211 --> 00:21:27,475
And these are the recipe for
how innovation takes place.

509
00:21:27,475 --> 00:21:29,078
[clapping and cheering]

510
00:21:29,078 --> 00:21:32,400
This is Jack Smith for Nightline 
in Palo Alto, California.

511
00:21:33,021 --> 00:21:35,897
[Ted Koppel] I'll be back with a 
brief update on our story

512
00:21:35,897 --> 00:21:38,311
in just a moment.

513
00:21:38,630 --> 00:21:43,095
Incidentally, the Nightline shopping 
cart won a Silver award in the

514
00:21:43,095 --> 00:21:45,240
Industrial Design Excellence Awards,

515
00:21:45,240 --> 00:21:49,325
and there's talk now of 
developing it commercially.

516
00:21:49,325 --> 00:21:50,868
That's our report for tonight.

517
00:21:50,868 --> 00:21:52,279
I'm Ted Koppel in Washington.

518
00:21:52,279 --> 00:21:55,944
For all of us here at 
ABC News, goodnight.

519
00:21:55,944 --> 00:21:58,195
[upbeat outro music]