Serious play michael schrage pdf

Friend Reviews. To see what your friends thought of this book, please sign up. To ask other readers questions about Serious Play , please sign up. Lists with This Book. Community Reviews. Showing Average rating 3. Rating details. More filters. Sort order. Feb 10, kevin rated it it was ok. This book is supposed to be interesting but ended up as a fairly poor read, because it is littered with snippets of case-studies rather than full-blown detailed case studies.

And these snippets does not total up to a statistical case to convince me. A lot of the ideas were taken from software engineering and computer science, e. Some of the example cited like Boeing weight-budget economy is i This book is supposed to be interesting but ended up as a fairly poor read, because it is littered with snippets of case-studies rather than full-blown detailed case studies.

Some of the example cited like Boeing weight-budget economy is interesting but requires a more in-depth treatment and that's why it's 2-stars and not 1. Another problem I have with this book is that I don't agree to some of the points like having customers involved in your new products.

In a lot of innovations, the customers are not in the best position to know what they want because they cannot predict the future.

Jul 02, Fred Cheyunski rated it it was amazing. However, as he conveys in the preface, the book is as much about the behaviors and social effects surrounding the people involved as they use new approaches and tools for such innovation. Within the book, there are three main parts with 4, 3, and 2 chapters respectively. The author points out important questions such as how will a simulation or model be used to solve a problem and what are the ways it might help envision possible futures that can be effectively managed.

For instance, on pages 26 and 88, he relates companies that got considerable value from business and process models vs.

Sep 13, Jack rated it it was amazing Shelves: business , read-twice. The book, however, does bring some values to startups by pointing out that "it is the kind of 'shared space' that enhances collaboration, which is a core of innovation" May 15, Abhilash Gopalakrishnan rated it it was amazing.

I came across this book by Schrage and really enjoyed it. But every great company uses it was eye opening and this kind of connects to digital and model based systems engineering.

Sep 22, Jack Vinson rated it really liked it. The other interesting aspect of this work highlights the idea that if the models do not cause controversy, the models are not looking at the right set of assumptions. In other words, models that are not challenged are not exploring the right part of the space, and as such are useless before they provide any kinds of results. Experiments after experiment that prove som The other interesting aspect of this work highlights the idea that if the models do not cause controversy, the models are not looking at the right set of assumptions.

Experiments after experiment that prove something we already know are not terribly useful and suggest that the limits of the system in question have not been tested. The main points of the book are summarized in the User's Guide chapter: 1. How about? People don't order ingredients from a menu; they order meals. Contrary to conventional wisdom that "innovative teams create innovative prototypes", he claims that "innovative prototypes generate innovative teams.

The prototype plays a more influential role in creating a team than teams do in creating prototypes If you look past the narrative conventions in The Soul of a New Machine , a more persuasive -- and more accurate story emerges: the prototype becomes as much of a protagonist as West.

He devotes a whole chapter to "A Spreadsheet Way of Knowledge" as an example of the power of rapid prototyping. It was being interviewed for this chapter that brought the book to my attention.

Michael claims that " Delving into the details of prototyping in later chapters, he states " Michael quotes George Gilder about "wasting transistors". Thanks to integrated circuits, " If you don't waste transistors, your cost structure will kill you. Your product will be either too expensive, too slow, too late, or too low in quality. Ingeniously 'wasting' prototypes is therefore essential to risk management. Throwing simulations at design problems becomes vital both to detecting errors and discovering opportunities.

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