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EMBRAER participa do UberElevate, um projeto colaborativo com Uber sobre mobilidade urbana
Em entrevista exclusiva a MundoPM: Revista Project Design Management concedida ao Sr. Zózimo - Editor Chefe da revista, o Diretor de Desenvolvimento Tecnológico Sr. Daniel Moczydlower e o Sr. Sandro Valeri - Diretor de Inovação Corporativa da EMBRAER, comentaram sobre a participação da empresa no projeto colaborativo com Uber chamado UberElevate sobre mobilidade urbana que lida sobre a transformação sobre o modo como as pessoas se movem.
– Qual o objetivo da iniciativa Embraer Business Innovation Center? Small Electric vertical take-off and landing vehicles (VTOLs) é um projeto em andamento com participação da Embraer?
O Centro de Inovação de Negócios foi criado com dois objetivos principais: o desenvolvimento de novos negócios disruptivos e com alto potencial de transformação, modelos comerciais emergentes e tecnologias exponenciais nas áreas de aeroespacial e defesa e, também, o desenvolvimento e implementação de tecnologias que tragam ainda mais inovação aos produtos e serviços oferecidos pela Embraer, como inteligência artificial, impressão 3D, robótica e realidade virtual, entre outras.
O acordo entre Embraer e Uber, anunciado em abril, visa explorar o conceito de um ecossistema que permitirá o desenvolvimento e implantação de pequenos veículos elétricos com decolagem e aterrisagem vertical (VTOLs) para deslocamentos curtos no espaço urbano. A Embraer acredita que o desenvolvimento do VTOL não é apenas uma oportunidade para aprimorar a mobilidade urbana, mas também uma oportunidade para buscar novas tecnologias que tenham potencial de melhorias de desempenho e eficiência para uma variedade de aplicações aeroespaciais.
– O que visa a Embraer ao afirmar “explore the concept of an ecosystem” para o futuro próximo?
O desenvolvimento e implementação de pequenos veículos elétricos com decolagem e aterrisagem vertical (VTOLs) depende de todo um ecossistema– incluindo aspectos de regulamentação, infraestrutura com portos e pontos de parada, controle de tráfego aéreo, etc. Os veículos são apenas uma parte desse ecossistema, que depende de múltiplos interlocutores.
– Comentar como são conduzidos os projetos de inovação e desenvolvimento tecnológicos?
A inovação é considerada parte da atividade diária da Embraer e não se limita apenas ao desenvolvimento tecnológico das aeronaves. A Embraer busca constantemente inovações em todas as suas formas, não apenas em produtos, mas também em modelos de negócios, posicionamento de mercado, processos, entre outras atividades.
Para se manter na vanguarda do desenvolvimento de tecnologias de ponta, a Embraer trabalha no conceito de tecnologias pré-competitivas e parcerias de compartilhamento de risco para o desenvolvimento de produtos e todas as integrações necessárias para prosperar. Para isso, a Embraer possui parcerias com universidades, centros de pesquisa, co-criação com clientes e outras empresas de alta tecnologia aeroespacial em todo mundo, formando verdadeiras redes de conhecimento colaborativas baseadas em conceitos de inovação aberta. Essa ampla rede de parcerias fornece à Embraer uma vase valiosa para a inovação.
Quase metade do faturamento da empresa hoje vem de inovações ou melhorias significativas implantadas nos últimos cinco anos. Em território nacional, a Embraer participa de ações de inovação como o Fundo de Investimentos em Participações Aeroespacial (FIPE), com objetivo de fortalecer a cadeia produtiva nacional nos segmentos aeroespacial, de defesa e segurança. A presença com postos avançados nos ecossistemas mais inovadores do mundo, como o Vale do Silício e Boston, permitirá à Embraer complementar esse esforço, buscando novas tecnologias e modelos de negócio. Desta forma, poderemos trazer o que há de mais avançado para dentro da empresa, fortalecendo o processo de inovação que já ocorre internamente, e assim tornar a Embraer ainda mais competitiva.
Diretor de Desenvolvimento Tecnológico
VP Technology Development EMBRAER S.A.
Diretor de Inovação Corporativa da EMBRAER
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The Value of Design
The Value of Design
Much has been written lately about the strategic value that design can add to organizations of any scale and type.
“Take it From an Expert: Design is More Important Than Ever” Wired 3.17.2015
“Design InTech Report” John Maeda, Design Partner, KPCB 3.15.2015
“Design Gains Importance as Devices Get More Personal” NYT 3.19.2015
And research continues in the quest to quantify the value of design:
UK Design Council “The Value of Design Factfinder” UK Design Council 1.20.2007
Danish Design Council “The Economic Effects of Design” 2004
The European Commission’s “Innobarometer” aggregates multiple surveys of the effects of design on innovation.
But What is Design?
Simply put, design is a method of problem solving. Whether it is an architectural blueprint, a brochure, the signage system at an airport, a chair, or a better way to streamline production on the factory floor – design helps solve a problem.
Measuring the Value of Design
The value of design is difficult to define. Design is hard to isolate as a function and the design function operates differently by industry. That makes benchmarking to standardized measurement metrics difficult.
Instead, DMI chose to look at the value of design-focused organizations as an aggregate. In 2013, DMI and Motiv Strategies collaborated to develop a market index that could be used to track how design-focused companies perform relative to the S&P 500 over time. 15 publicly traded US companies made the criteria for inclusion. The results supported a growing body of findings that good design drives shareholder value.
DMI then undertook a series of studies, research programs, and symposia surveys to develop a system of tools and frameworks called The Design Value System (DVS) used to:
- Communicate the value of investment in design
- Assess the maturity of a design organization
- Benchmark the areas in which design adds value
The Design Value System has three components: The Design Value Index, The Design Maturity Matrix and the Design Value Map.
The dmi:Design Value Index
DMI and Motiv Strategies, funded by Microsoft, began analyzing the performance of US companies committed to design as an integral part of their business strategy. Completed in 2013 the dmi:Design Value Index tracked the value of publicly held companies that met specific design management criteria, and monitored the impact of their investments in design on stock value over a ten-year period, relative to the overall S&P Index.
2015 results show that over the last 10 years design-led companies have maintained significant stock market advantage, outperforming the S&P by an extraordinary 211%.
2015 DMI:DESIGN VALUE INDEX RESULTS:
The Power and Value of Design Continues to Grow Across the S&P that includes “Ones to Watch” a new list of design-driven companies to observe.
2014 DMI:DESIGN VALUE INDEX RESULTS:
Good Design Drives Shareholder Value that includes trends in design disciplines.
2013 DMI:DESIGN VALUE INDEX RESULTS:
“What is the Real Value of Design” that includes 8 topline ways that design adds value
READ ABOUT THE ORIGIN OF THE DESIGN VALUE INDEX STUDY HERE:
The Design Maturity Matrix
The dmi:Design Maturity Matrix provides a simple mapping tool to measure the maturity of design in any organization. It can be used as a diagnostic and communications tool to:
– Understand the process maturity of the design organization
– Create a common language for strategic discussions with cross functional peers
– Align investments in design with business strategy
Download a PDF of the dmi:Design Maturity Matrix
Based on the American Productivity and Quality Council (APQC) model used extensively in business and engineering, the Design Value Map pinpoints the functional areas in which design adds value across four parameters:
– Customer Experience
– Organizational Learning
Download a PDF of the dmi:Design Value Map based on the ©APQC model.
Used in tandem or separately, the dmi:Design Value System provides valuable tools to communicate the value of investing in design, assessing the maturity of the design function in an organization, and benchmarking the functional areas in which design adds value.
Source: DMI http://www.dmi.org/?DesignValue