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Have Designers Lost The Ability To Be Creative?

You can't assume that you're playing at the top of your game. Take an honest look at your own work and ask if it's the best you can do.

By Staff, Bill Reeve

May 28, 2009

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Life if full of unassailable assumed truths, and it’s an often disturbing but always constructive exercise to challenge them. Let’s start by questioning an easy one from everyday life: are you a good driver?

Your instinctive answer is undoubtedly yes, and you would receive the same answer from anyone else you ask. But there are obviously loads of hopeless drivers on the roads. It just so happens that you, or anyone that’s asked, isn’t one of them—supposedly. It’s a self-reassuring assumed truth.

You can challenge yourself with lots of assumed truths. Do you treat people fairly? Are you broad-minded? Does the West dominate innovation? Again, the instinctive answer to them all is yes. But your lack of an objective view should create doubt. The last one is a trap, though you get the idea.

Here’s another: are you creative? Most of us have sufficient self belief to say yes. If you’re an electronics design engineer, it’s unquestionably true, because design is a creative process by definition. The real and challenging question, though, is if you apply that creativity to the benefit of the final product being developed. Watch out for the instinctive “yes” answer here, because that assumed truth needs scrutiny.

What Creativity Really Means

Creative engineering that adds value to a product isn’t the beautiful sweep of a cluster of bus tracks on a printed-circuit board (PCB), nor is it a succinct chunk of code that’s stunning in its simplistic elegance. This design panache might make you feel all warm and fuzzy, but it’s only creative from the focused world of the individual design domains. And, frankly, it doesn’t influence the success of the final product.

Creativity in engineering has profound and tangible value when it makes a product unique among its competitors. It might manifest itself as a total new genre of product or a groundbreaking new experience for the end user. But either way, it’s when innovation through creativity has delivered a sustainable market advantage to a product as a whole.

With this higher-level, real-world definition of engineering creativity that counts, consider again if you deliver that benefit to the final product. Chances are you can’t because of the restrictions imposed by the electronics design environment and methodology you use.

Now we get down to direct questions that aren’t clouded by assumed truths. Do you have the opportunity to explore new ideas, experiment with new technology, and pursue “what if” questions as part of the design process? Innovation is the process of harnessing and applying creativity, but the right design systems and approach need to be in place to allow it to happen. If this isn’t the case, then your creative potential is being squandered.

It’s not only the benefits that design creativity brings to a product that are lost. It’s also the very factor that makes you as a design engineer unique and valuable. In an increasingly globalized electronics industry where design knowledge has become a commodity, there are now millions of engineers around the globe that can do your job. Perhaps there is another dubious assumed truth here: “Of course my designs are special and unique.”

Acquiring and building engineering knowledge is only a temporary advantage—others will quickly learn. Your creative ability is what can set you apart from the rest, but only if you apply it. And it appears, today, most engineers can’t. A large part of the blame for this lies squarely at the feet of the very electronics technology we employ in designs.

Where Did Creativity Go?

The rapid evolution of device technologies means that where we once developed designs based exclusively on physical hardware, a product design now involves a complex mix of hardware, software, programmable hardware, and mechanical design. The result is an explosion in the complexity of the design process and a matching increase in the segmentation and constraints applied to manage that complexity.

From an engineer’s perspective, this course of isolating and bolting down the design processes has destroyed the opportunities for creativity, and therefore the path to true innovation in product design. To make matters worse, it also removes the ability to distinguish your unique value as an electronics engineer.

Other factors are at play as well. The increasing competition imposed by a global electronics design industry has ramped up the pressure to get products to market quickly. Although time-to-market is only a temporary advantage, it nonetheless squeezes the engineering schedules to a point where exploring new concepts and accepting their associated risk is untenable.

A New View

Design engineers need the opportunity to experiment, explore, and even productively fail. This is the font of design creativity and the innovative products it can deliver. To reach this point, we need to change our approach to electronics design and the systems we use to apply that methodology. This means standing back and taking a high-level, holistic view of the design process. It considers the product development in its entirety and focuses on the end user’s sustained experience with that product and the company itself.

Such an approach pulls back the view of design from a blinkered, domain-specific tactic to one that fosters collaborative product design as one task and one process. Creativity can leapfrog an insular perspective and be redirected at the product experience itself and how it hooks into broader ecosystems.

With the current segmented and constrained design systems (the conventional divide and conquer methodology), this new open approach to product design isn’t possible. It requires many of the existing boundaries within electronics design to be broken down and new, flexible ways to design to be reintroduced.

Engineering project teams are ultimately designing one product and should use a single design environment that encompasses the entire design process. Product design can then be tackled with high-level processes as a single task, starting with the concepts and functionality that are defined in the soft domain, while hardware is “plugged in” to suit when needed.

By effectively “disconnecting” the functional intelligence of a design (defined by its soft elements) from the hardware it resides on, creative innovation is no longer limited by predefined hardware constraints. The single design environment allows creative ideas to permeate through all domains without risk, freeing all engineers to explore their ideas and visions with a clear view to the final product.

When such a system is in place, applying this high-level approach to electronics design will free your engineering creativity to develop the next generation of connected electronic products. True innovation in electronics design comes from engineering creativity and the opportunity to explore ideas. And we’re all familiar with it, because it’s built in. It’s the unique “aha!” moment, the moment when the right combination of synapses fires in your frontal lobe, and in practice, when you have pursued the right “what if” questions.

It’s also critical to a product’s ability to compete in the market and to your survival as an engineer in an increasingly globalized electronics design industry and a troubled economy. Here’s one last assumed truth to consider: “Everything will really be okay in the end. I just need to ride it out.” It won’t, you know. Now is the time to act.

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  • June 03, 2009 12:44 PM

    by Anonymous

    A unified design suite is nothing more than another tool in the box.Knowing your tool wont save my job.Easement of stockholder greed and unrealistic expectations would.
    There is no substitute for computer #1 and that's between my ears.No one can steal it and yes I can ride out any storm or tech change with it so long as there's blodd pumping thru it.
  • June 03, 2009 01:12 PM

    by Anonymous

    We haven't lost our creativity it's that #1 we are overworked and stiffled into doing things the cheapest fastest and often worst way by MGMT. and #2 we are burnt out.

    When I started in RF design 22 years ago I had all kinds of new bright ideas but anymore, well forget about bringing up new ways to do things, radical changes are usually shot down if it means going against the norm.

    Here in the U.S., even working for one of the largest RF avionics/microwave companies, what I see is that our workers get no or very little vacation time.

    While Companies may give you a week of time off per year, this is just time that they put on their books, it doesn't mean they let you take the time off.
  • June 03, 2009 01:05 PM

    by Anonymous

    Tools that work as expected would also help to improve creativity. I just had to patch prototypes that were done with Protel99SE SP6 to add missing components that were on the schematic, but not on the board. The tool indicated 100% routed, no design errors, yet the board did not match the schematic.
  • June 03, 2009 05:08 PM

    by Jack Feder

    The author has not worked as a staff Engineer in a modern ISO9000 or similarly process controlled firm with more than a couple of engineers. If I am wrong and he has, then I want the name of his employer so that I could apply.
    1. Firms are controlled by managers, accountants, and sales people who not only detest Engineers but regard them as a lower form of life. However, these controlling power people have little ability to grasp the concepts and problems the engineers are dealing with, let alone make the optimum decisions. This factor is a fairly small one however.
    2. They want to minimize Engineering costs and believe that the way is to treat engineers as simple laborers than can be exchanged without any regard for expertise. - a slightly relevant characteristic
    3. As Dilbert correctly documented - risk and reward, the reward for being very creating and successfuly coming up with something that sets the product apart and makes it successful is at best a plaque. If the creativity results in any extra costs at all vs. implementing the required solution, the risk could include losing their job.
    4.To implement something that sets the product apart from the user's perspective requires that the managers and sales managers that approve the change have to be educated on it. Typically, the sales managers want the engineer to implement the items that would have made their last sale easier. Typically, sales people do not think in an abstract format so only specify in terms of products they have seen. They usually end up creating product specifications when they should be giving user requirements. This is an extremely important factor that almost completely kills the potential for creativity. I could provide examples if necessary.
    5. Sales managers' importance is diminished in their own minds if they accept the ideas of the lowly engineer.
    6. Engineers whose brains are modified by dealing with tools and technical matters all day long rarely have a common language in which to explain the potential for creativity to the sales or product managers that must understand and approve of the change.
    7. Engineering managers are rewarded according to the size of their project, so if creativity results in a project that takes have the staff to implement, that Engineering manager would have just cut his clout and probably his future earnings potential.
    --- I am going to stop now as I have work to do to make up for an oversight caused by a project manager who thought that he did not have to be awake in weekly engineering meetings that were costing the company a lot of money. Also, the other engineers were asleep since the expensive meetings were boring so communication was hurt. These meetings only served the purpose of management being able to track progress. Communication would have been better served without those meetings.
    -Jack Feder (sorry if this is not well written, but since I am not writing a book I do not get rewarded, so I will not proof this). back to work I go

    I could write a book on the
  • June 03, 2009 01:41 PM

    by Markus Unread

    Our most creative, advanced projects were done without the executive management's input or knowledge. If we hadn't done it that way, it would have been delayed, picked apart and destroyed by upper management. We were lucky to have engineering managers that were old-school hackers in their past.

    When you see what kinds of products are out there, just remember that Dilbert is a documentary!
  • June 03, 2009 01:17 PM

    by Anonymous

    I've been working in this field for nearly 40 years. My patent output has gone up not down.

    Creativity is tied to the managers need and support. If they don't want new products and stop you working on them - then nothing new will come out.
  • June 04, 2009 08:29 AM

    by Rating Only

    Rating Only
  • June 03, 2009 01:10 PM

    by Anonymous

    Very good article. Thanks you for sharing these questions and insights.
  • June 03, 2009 11:58 PM

    by Anonymous

    It is clear that the author of this article is not an engineer given the extraordinary naivete of some of the statements. Indeed the word silly kept running through my mind as I read it.

    Like the others who posted a comment I too have several decades of experience as an electronics design engineer, including a portion spent in management. It is unquestionably true that it is not the working design engineer who is lacking for creativity but mostly the ineptness of the management. Furthermore, I can say that, compared to 35 years ago, when I first started my career, the quality of those who have been promoted to management has steadily declined. It used to be more frequent that those who distinguished themselves as engineers got the promotions, but over the years the less competent were more likely to be advanced. You simply cannot manage an engineering design group if you dont't have experience and competence yourself.

    Another simple fact is that outsourching has destroyed the prospects of engineering in the US. Innovation is the result of a non-ending, stepwise advance in knowledge and know how. It comes from interaction with colleagues, both in the same company as well as others. When you start decimating the ranks of design engineers and ship those jobs elsewhere, you have extinguished the very source of innovation.

    I could go on, as this is an important subject that bears upon why the US is in a state of freefall. It would not be an understatement to also point out that it's increasingly difficult to know whether those companies who are headquarted here have any sense of loyalty to the US. Judging from the flippant use of the term \"globalization\" I see nothing but a bunch of traitors who have sold out America and its workers.
  • June 03, 2009 04:28 PM

    by fogarty

    \"Design engineers need the opportunity to experiment, explore, and even productively fail.\"

    The author of this article needs to send his essay to a magazine like Forbes or Businessweek - whose audience is executives. He needs to send this article to VPs, CEOs and directors - NOT engineers. The author is preaching to the choir regarding creativity in this magazine. No one disagrees with him - except we as engineers have little power to change, other than quit the company and move on to another company. The executives may talk about creativity and innovation being important, but then they stifle that ability by squeezing every hour of productivity and cutting engineering to the bone. An engineer who is doing multiple tasks of the circuit design, layout, and overseeing manufacturing and testing of the PCB and CCA has little time to focus on creativity. For many engineers, it is hard enough to keep his job and keep afloat, else he'll be kicked to curb like a piece of furniture.
  • July 09, 2009 09:03 PM

    by Paul Rako

    \"Creativity in engineering has profound and tangible value when it makes a product unique among its competitors.\"

    No, that's creative marketing. Creative engineering is very much elegant code and sweeping buss tracks. Let me tell you about all the money I made one contract because some idiot auto-routed a PC motherboard. I assume someone wanted Altium to do arced tracks like Orcad so this guy told him that arced tracks aren't valuable. Then he dropped the other shoe and said what was valuable was a tool that does FPGA and PALs like Altium. I do agree it helps you try things and make changes if the layout tool and schematic tool are tightly linked-- you are willing to pin-swap and back-annotate and other nice stuff. But remember the old adage \"The best software language is the language your best programmer likes best?\" Same goes for tools. If you like Orcad schematics, PADS layout, Xilinx FPGA and Lattice PAL tools then string them together and have a blast.

    A healthy company has top management that understands the technology and a real marketing department. Sales people should not be let anywhere near the product development cycle. All they want is a three pound chunk of platinum they can sell for 3 dollars. Marketing is strategic, not tactical. Marketers listen, they don't talk. And when you combine marketing and engineering creativity you get Flip cameras and iPhones and tons of other products, all done under the watchful eye of good management.
  • June 07, 2009 05:34 AM

    by M. SIMON

    Yeah. Easement of stockholder greed is good. Just tell that to the pension funds and my mother who is depending on rewards from her investments to eat.

    BTW the way to get more creativity is to get more general knowledge.

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