June 19, 2013
Roshi Givechi is a calm, cool, design director and associate partner at IDEO. About a year ago, she uprooted herself from the San Francisco Bay Area and embarked on a nomadic year in Asia to support our growing locations in Shanghai, Singapore, Tokyo, and Mumbai. When she proposed the idea of a one-year externship within the firm, it was an experiment for all of us. Recently, I checked in with Roshi to see how it’s going and what she’s learned over the past year. Here’s what she said.
What do you think businesses gain by letting their staff work abroad for a year?
I think there’s a lot of value in supporting cross-pollination within companies. For me, it’s not just about getting inspired about design in Asia, but also about understanding IDEO’s business role in China, Singapore, Japan, and so on. For our Asian clients, me being in the room represents a global background coupled with 15 years of experience: things that matter to them. Being able to work hands-on with IDEO project teams also brings a certain peace of mind to young designers—an added benefit that’s important for global businesses to keep in mind.
Change reinvigorates. It broadens your horizons. Besides, if you let people channel their creativity in ways that map to their own interests as well as the company’s, you’re likely to get more value out of the person in the long run.
Name one pitfall from a year on the road.
One pitfall, If you’re endlessly inquisitive like me, is taming one's curiosity so you can simply recharge. Asia, in particular, has a plethora of things to explore. I’ve had to remind myself that it’s okay to close the blinds once in awhile and tune out.I’ve realized that without time to “simmer” now and then, I won’t fully benefit from the creative inspiration this year has already given me.
Any personal revelations?
To me, it’s necessary to experience the unfamiliar every now and then. What I didn’t expect, however, is thatliving in various countries in Asia where I don’t understand the local languages would give me a sense of calm. I can’t decipher the chitchat I hear on the streets. I can’t participate in certain client meetings in my usual way because of communication barriers. Because I have no choice but to downplay what I hear on the outside, for better or worse, I’m hearing my inner voice more clearly and I reflect more deeply and frequently. And with reflection, comes learning.
What noteworthy trends are you seeing in Asia that could inform how businesses innovate for growth?
I’m sure many have heard the term "Shanzai" used to reflect Chinese imitation, or pirated brands and goods. Shanzai 2.0 reflects a culture that has been learning for a long time, is beyond copying, and—one could speculate—is now innovating.
GooApple, for example, is essentially an Apple iPhone knockoff that runs Android inside. It combines two experiences people love, eliminating the need to choose between them. Not only did this clever“merger” offer a better camera and processor when it came out, its makers show no qualms about celebrating the originators (as seen by the Apple logo placed on top of the Android logo). There’s something good to be said about craftsmanship learned by copying. It’s like apprenticeships in days gone by.
And, of course, when we think of Asia, we inevitably think of speed and agility. Along with the boldness of Shanzai, what I’ve come to admire most is a fearlessness in going to market sooner, instead of waiting to perfect things. Anyone who’s worked in India, in particular, can attest to a willingness to try things out in-market earlier and more frequently than you see in North America. To me, the motivation is simple: if companies don’t innovate in-market, others will pass them by.
(Posted also on my LinkedIn Thought Leader blog)