Since its establishment in 2008, Tangram Design Lab has maintained strong partnerships with leading global companies. Based on these ties, Tangram Design Lab has continuously developed Operating System, Advanced Software and Hardware, and Mobile Applications for the latest technology products. By successfully launching its own brand ‘TANGRAM’ in Korea and expanding global, Tangram Design Lab has broadened the field of user experience design.
The tangram is originally an ancient Chinese puzzle that has been handed down from generation to generation. Sometimes referred to as the wisdom puzzle, the tangram is made up of seven geometric pieces that are assembled to form new shapes. Tangram Design Lab was founded on this very notion of constant evolution -- based on a deep understanding and creativity -- that result in new value for the user experience. Tangram Design Lab has continued to evolve by building on its wide range of expertise, constantly innovating to anticipate future trends and create new user experiences.
“Nothing is Impossible” represents Tangram’s spirit to continuously seek for innovation and constantly explore the unknown. For such spirit to be implemented, an innovation chain and the organization behind it must be unified and balanced under these three pillars: Human Values, Technology, and Business.
The first pillar, “Human Value” represents usability, which involves profound knowledge and understanding of human behavior science. The second pillar, “Technology” represents feasibility. This pillar is composed of technical skill sets and expertise in engineering, programming, electronics, mechatronics, and materials. The third pillar, “Business” serves as the viability of an innovative end product or an innovative organization. Under this pillar there may be certain fields such as accounting, finance, marketing, operations, and sales.
When these three pillars merge together, they overlap and create new areas. With Human Values and Technology combined, a new area called Design and Interactivity is created including expertise such as: human computer interaction, visual thinking, design for sustainability, and aesthetics. Proper understanding of human value creates a meaningful context so that users may clearly understand and use a somewhat complex technology to their advantage. The combination of Technology and Business generates a new field known as manufacturing where expertise such as: manufacturing technology, manufacturing process, supply chain management, and rapid prototyping come in play. A good balance between both pillars and deep knowledge in manufacturing creates the ability to satisfy users by delivering innovative products cost efficiently without harming quality. Finally, in order to enable this type of balanced structure, the understanding of organizational behavior is key. This area of expertise is created when Business and Human Values are well merged together. At the end, a human centered organization will have to be well managed in order to create innovative outcomes.
In order to maintain the three pillars balanced, a circular structure is applied to the c-level group that rotates around the CEO (Chief Executive Officer), creating open channels of communication for managing vital and critical tasks for the good of the organization.
With no particular order of priority, the CSO (Chief Strategic Officer) will oversee the overall strategy of the organization and the products they produce, and the CMO (Chief Marketing Officer) will oversee the overall marketing and sales of the company. When these two chief of staff meet they create synergy for a more detailed strategic marketing plan for the organization. Expanding the circular structure, the CFO (Chief Financial Officer) will manage the viability of the organization by accommodating financial affairs of the employees within the structure and the production process. In result of the merge between the CMO and the CFO, these two officers will discuss sales but go further and create targets to aim in sales such as reasonable pricings and quantity of sales, which directly influence the viability of the organization. Going further the CTO (Chief Technical Officer) will manage software and hardware related technological developments of the products the organization produces. These to leaders will get together and discuss production issues such as manufacturing and sourcing costs without harming the functionality the product will deliver to our end users. The last chief of staff is the CDO (Chief Design Officer), which manages the overall design of products and the creative direction the organization will head towards in order to differentiate within the competing industry. As the CDO works closely with the CTO, they collaborate and create appealing experiences that relate with users and also translate a somewhat complex technology into meaningful and useful ways to aid our users. Finally, the circular structure is complete by the collaboration between the CDO and the CSO as they focus on strategically directing research and development efforts and applying them to future products in a user-friendly manner.
Utilizing such circular philosophical and organizational structure, Tangram’s idea development process consists of circular aspects as well. To allow us to quickly verify innovative ideas in the real world this agile process cycle eliminates time consuming formalities and solely focuses on the validity of the solution. As this process cycle occurs before the manufacturing phase of a product, going through this cycle quickly is key in order to secure enough time for the manufacturing phase. This process cycle consists of three steps, which are “Think”, “Make”, and “Check”.
It all starts with “Think”. Through certain activities such as general research, ideation sessions, creating mental models or behavior models, and performing competitive analysis, we constantly think about how an idea will influence our users and how an idea will stand out compared to our competitors. As an idea passes through this step, we then “Make”. During this step, physical prototypes are built to communicate the idea in real-time and create further on-going discussions throughout the organization. Various types of mediums are explored depending on the characteristic of the product. Going forward, we “Check” the feasibility and viability of the idea through various types of activities such as: A/B testing, analytics, usability testing, funnels, and signups.
As an idea goes through this process it becomes refined and market ready. However, if an idea does not pass the criteria set by this process cycle, we start again with another potential idea until this criteria is satisfied. Therefore, reducing the number of going through this cycle is key rather than reducing build time that will immensely affect product quality in result.