You can find a boat load of Concept Products everywhere on the Internet these days. Every second news article seems to be a new concept mobile phone, PC or even a car. But are we fooling ourselves with Concept Products and patting our collective backs with a liberal round of “Mental Masturbation”?
According to Kontra from CounterNotions, this is the case, and the main reason why he thinks Apple, BusinessWeek and Fortune magazine’s “Most Innovative Company”, do not believe in “Concept Products”. He says:
Why hasn’t Apple, the most innovative and visionary company in computing, produced a single concept product or vision in over a decade? Because, to paraphrase Jobs, real artists ship.
What’s wrong with Apple?
Why would a commercial entity like Apple produce a concept product? Apple is likely generating more concept products and visions than any other technology company for internal use. When Apple wanted to get into retail stores, for example, Jobs had Ron Johson build a fully-functioning, real-size prototype and tore it down at the last minute to rebuild a new one. Why didn’t Apple release the “concept store” to the then-deeply-skeptical press in order to “demonstrate visionary leadership”? In a similar situation Microsoft likely would have.
Product design, above all, is a bet. Apple understands this better than any other company. In iPhone: The bet Steve Jobs didn’t decline, I explained just what a huge bet the iPhone project was to Apple in 2005. It was a bet-the-company kind of bet. One that Nokia, which has sold hundreds of millions of phones over many years, never took. Neither did Microsoft. They would just as well release annual concept products to the public in order not to go through the pain of taking a bet.
Apple bet the company to single handedly change the industrial design of mobile devices, how we interact with them, the balance between carriers and manufacturers, mobile application vending, etc. Indeed, it simply redefined what a mobile device is to become. Apple did this not with a concept product, but by betting its own billions on a shipping product. This, of course, is nothing new to the company that also gave us Apple II, Macintosh, iMac and iPod…all without concept products.
Doesn’t Apple get it? Aren’t concept products the ultimate sign of getting and shaping the future?
Real artists ship, dabblers create concept products
Pretenders don’t quite understand that design is born of constraints. Real-life constraints, be they tangible or cognitive: Battery-life impacts every other aspect of the iPhone design — hardware and software alike. Screen resolution affects font, icon and UI design. The thickness of a fingertip limits direct, gestural manipulation of on-screen objects. Lack of a physical keyboard and WIMP controls create an unfamiliar mental map of the device. The iPhone design is a bet that solutions to constraints like these can be seamlessly molded into a unified product that will sell. Not a concept. Not a vision. A product that sells.
It turns out that when capable designers are given real constraints for real products they can end up creating great results. In Apple’s case, groundbreaking products like the iMac, the iPod and the iPhone. Constraints have a wonderful way of focusing the mind on the fundamentals, whereas concept products can often have the opposite affect.
Concept products are like essays, musings in 3D. They are incomplete promises. Shipping products, by contrast, are brutally honest deliveries. You get what’s delivered. They live and die by their own design constraints. To the extent they are successful, they do advance the art and science of design and manufacturing by exposing the balance between fantasy and capability.
Extracted from: Why Apple doesn’t do “Concept Products”
What do you guys think? What would you consider the value of creating Concept Products? What about Concept Design Awards? Is it healthy that our whole design education seems to revolve around the research and conceptualization of concept ideas? I would love to hear your thoughts on this matter.
Brian Ling (Design Sojourn)
Brian is a multidisciplinary Design Leader with more than 18 years of experience leading strategic design programs that drives successful Brands and Fortune 500 businesses such as GE, Philips, Nakamichi, Flextronics, Ericsson, Hannspree, and HP. His passion is in helping organisations leverage on Design Driven Innovation to make people’s lives better.