At LINE, our mission is to bring people, information and services closer together. Our journey to evolve into a Smart Portal will continue, as we will meet all needs that our users face in a constantly changing mobile universe.
As a UI/UX Product Designer, you will be involved in various stages of our products/services, and collaborate with different teams to bring the best experience possible to our users. Your goal will be to create beautiful, intuitive, and user-centric experiences that span the entire customer’s journey
We’re looking for a talented UX/UI Designer with a strong understanding of human-centered design principles. You’ll help us craft innovative and engaging digital product experiences. Our designers are problem solvers and passionate collaborators, creating best-in-class experience design solutions.You’ll join our diverse Product team and take ownership of the design process throughout the development cycle.
Agoda is an online travel booking platform for accommodations, flights, and more. We build and deploy cutting-edge technology that connects travellers with more than 2.5 million accommodations globally. Based in Asia and part of Booking Holdings, our 4,000+ employees representing 90+ nationalities foster a work environment rich in diversity, creativity, and collaboration. We innovate through a culture of experimentation and ownership, enhancing the ability for our customers to experience the world.
At Agoda, we pride ourselves on being a company represented by people of all different backgrounds and orientations. We prioritize attracting diverse talent and cultivating an inclusive environment that encourages collaboration and innovation. Employment at Agoda is based solely on a person’s merit and qualifications. We are committed to providing equal employment opportunity regardless of sex, age, race, color, national origin, religion, marital status, pregnancy, sexual orientation, gender identity, disability, citizenship, veteran or military status, and other legally protected characteristics.
3drops is a global design innovation agency. We partner with the big, bold and brave to seize new digital opportunities.
I helped Woolf to completely rethink and redesign all of their major flows and use cases: From how courses are build and taken by students, to how tutors grade submissions and manage various co-horts & course versions. The platform has to cover lot of ground so we developed a design system and navigation patterns to make sure the design is expandable, flexible and adaptable to user preferences and course content.
Thanapol Praditkanok is an Illustrator and Graphic Designer
based in Thailand offering graphic design and Illustrator services.
As a UI designer I try to bring happiness and purpose to the people using my design. With a focus on product, I believe that good UX makes everyone feel happy in their job. To be a great Designer is to help other people with their design problems. I am currently open to working as a UI/UX Designer for part-time or Freelance projects. Feel free to contact me if you have any project needs.
I’m a Bangkok-based freelance UI/UX designer interested in designing interactive products with a comprehensive user-centered design process from user research to beautiful pixels. I am a young digital dreamer influenced by technology, design and people, always lean towards simplicity and human touch.
I've graduated the interactive design program from Silpakorn University. I have worked for TOPS, KBANK and more.
Executives no longer need to be lectured on the importance of innovation. We've all witnessed the demise of great companies like Kodak, Nokia, or Blockbuster. With accelerating innovation cycles, digital convergence and lower barriers to entry, market leaders are more vulnerable than ever. Yet despite these competitive market dynamics, enterprises today exhibit a lack of urgency to future proof their organisation. Innovation has become a platitude, where companies talk the talk but don’t walk the walk.
In a survey of 677 Corporate Strategy Executives, "60% of companies said it takes a year or longer to create new products, with almost one-fourth saying it takes over two years from ideation to launch." — CB Insights State of Innovation.
The root of the problem lies in the structural makeup of the organisation. Most enterprises can’t innovate because they’re not designed to innovate. Instead, they’ve been optimised to execute. Once a business knows how to create customer value, a process is established to direct the company towards efficiency. This structure is inherently rigid and creates an atmosphere that runs opposite to the pursuit of innovation.
Executives pressured to meet quarterly objectives direct their employees from exploring new opportunities to focus on delivering the status quo. Employees are instructed to pursue short term results, utilise legacy technology, exploit old distribution channels, and listen to their highest paying customer. The activity is centred around maximising profit and reducing cost. The balance sheet becomes the north star and new market opportunities are seen as a distraction.
Whilst this makes perfect business sense, this is how companies eventually wither and die, hence the innovator’s dilemma. In order to respond to the threat of disruption, companies must rethink their operating model for innovation. For executives who want to expand market share through innovation, the answer lies in acknowledging the constraints of their company and electing a team to accomplish a set of different goals, independently.
The startling fact is that organisational structure today is over 100 years old. It was not built to be responsive and adaptive, it was built to accommodate the daily demands of running an enterprise.
John Kotter, a professor at Harvard Business School advocates a new system that he calls the "dual operating system", in which execution and innovation operate in parallel. Instead of restructuring the organisation entirely, which would be an unrealistic endeavour. The effective approach would be to establish a studio specifically designed to build and scale-up disruptive new businesses. In doing so, new products can flourish and be liberated from the unnecessary burdens of company bureaucracy.
At Inen, we believe working with a startup studio increases an enterprise ability to innovate because it frees them from old process and obligations that comes from operating within a parent company. Instead, the studio operates as an independent entity and has the autonomy to pursue new product ideas rapidly. For innovation to work, an autonomous business unit has to be established which can be insulated from the day to day grind of business operations.
But a startup studio shouldn't run in silos, neither should they be fully integrated department in the company as it will kill innovation. But they still need to collaborate with the organisation, to do so we incubate new joint ventures with enterprises to receive experience, knowledge and pain points and give startup culture, design expertise and rapid prototyping.
Our joint ventures have to operate with certain fundamentals and we believe these to be the essential ingredient:
Whilst it's important to emphasise the importance of establishing a separate joint venures, it's also important to mention that success is dependent on executives from the parent company to support the initiative. These executive become a representative, almost a spokesperson, keeping everyone informed and helping everyone stay aligned.
These executives serve as advocates for the joint venture and help address any challenges it may stumble across. Collaboration between Inen and the enterprise is key because this allows the venture to unlock the parents’ company advantage. These includes:
If you’re going to pursue innovation, let a startup studio put the necessary structures in place to make it thrive. The business graveyard is filled with great companies that failed to look ahead. It's important to acknowledge that the process of launching a new product or starting a new business for the future is fundamentally different from running an existing one today. If you want to future proof your organisation, collaborate with us.
— Jack Welch
History really does repeat itself. When you look at business history, you will find a reoccurring theme that sheds light on the pivotal role that the startup studio has played in enabling companies to reach unparalleled heights. The biggest case study: Apple and Xerox.
In 1970, Xerox founded the Palo Alto Research Company (PARC) a startup studio where they hired the smartest, most skilled individuals. The PARC team had assembled many groundbreaking innovations such as a graphic user interface, bit mapping and WYSIWYG editor. But Xerox led an unsuccessful bid to utilise the billions of dollars locked within its products. It was only until the young Steve Jobs who in 1979 saw the PARC computer-mouse prototype and realised that, with a bit of modifying, he could integrate it within the desktop computer. Today, Apple is the most valuable company in the world, worth over $2.5 trillion.
Whilst Apple was lucky to set eyes on PARC's invention, the rest of us can be reassured that innovation does not have to serendipitous, but like PARC, if we adopt a process that creates the right culture, to blaze new paths, we too can create products that change the world.
Startup studios are entities that employ the lean startup methodology, with the goal of creating novel ideas that can disrupt or complement the overall company. They can function in many different ways. They can operate autonomously or set up internally, staffed with existing employees.
When an innovation studio lacks a goal, it makes them susceptible to innovation theatre, which is to act like you’re innovative to give the impression, when you’re really not.
At Inen, we believe that a successful startup studio is one that connects to a strategic imperative, rather than just creating a cool space for holding whiteboard brainstorm sessions. Before launching a startup studio, we asked our self the following questions:
What’s our mission e.g. To increase revenue? To create new products? To disrupt?
What will be our relationship to our parent company 3drops?
What roles will we hire for?
What are the main challenges we are addressing?
How will performance be measured?
How new products will be integrated?
What is the cost for running the studio?
The secret sauce of a startup studio is hidden, it happens below the surface. It’s the operating model, the way of working that makes the difference. Inserting people from different departments of the business into a new space and hoping things will automatically work itself out will lead to an uncertain outcome. Instead, teams need to rely on a specific process for innovation and product delivery.
At Inen, our objective is to ship 3 joint ventures a year that unlock new growth for enterprises. We do this by relying on a process that embraces strict constraints. We operate with a limited fixed pre-seed and seed funding from our venture partner and a 10-week time block. This setting keeps the project grounded in reality and almost guarantees an achievable outcome. Whilst we can appreciate a grand vision, we prefer to focus on shipping version 1.0 that can then be built upon.
A lot of innovation studios fail because they adopt a moon shot approach instead of an iterative one. With 10 years of experience, we've found that big ideas rarely work, and teams inevitably burn out with little to show. Instead, we've refined our process to fast tracking innovation and not delay it. How? We innovate in the open with a narrow product focus rather than embark on a long product journey behind closed doors.
One key component of our process is sprints. In just one week, the team would uncover unmet needs, develop a shared understanding of the problem, and create different solutions. We then inspect each concept, take the best solution and merge them together to create one whole. After this, the team goes into execution mode, where we prototype the product. This means a big no to new ideas, which keeps the process fast.
Two things that make a startup studio successful is its process and its people. Finding the right people is always a challenge. The ideal candidates are risk-seekers, questioners and accept failure as part of the job. Organisations looking for these passionate explorers will find pro's and con's in looking both internally and externally. Whilst internal employees may have more empathy for the customer, they also may struggle to look at problems from a new perspective. An external team member may bring a fresh vantage point and skills, but recruiting these types of people may prove strenuous.
To alleviate this friction, Inen has invested in building a private network of talented designers and developers who can fulfil the necessary roles and are assembled on a project by project basis.
Hiring the right people is the responsibility of the studio manager, not the company. The manager performs a careful curation so that the complementary talents can create synergy at work. Having a multidisciplinary team is what makes things tick.
The budget will only be loosely connected to achieve an ROI. The main goal of Inen is to create innovative ventures from and for enterprises that ensure long-term competitive advantage. Inen appoints a team who evaluates ideas and estimates cost of design and development accordingly. We do not care about short-term returns but future equity valuations of our joint ventures.
Enterprises thrive when business conditions are certain and their objectives are clear. While traditional metrics can measure the performance of existing business models, they are less capable of accurately quantifying progress at a startup studio, where the work is sometimes less clear, longer-term, or more conceptual.
Therefore, at Inen we compile a set of metrics relevant to the innovation efforts and process. With this focus on measuring process, these metrics help the us assess our innovation productivity, which may also bolster the support of executives. We judge ourselves on our own merit, not that of a larger organisation.
Executives are quick to look at the revenue generated by new products, an output metric. But by enforcing a new set of metrics around innovation such as deliverability, products shipped and enterprise problems solved, the conversation can shift from focusing solely on numbers to focusing on our operation.
Inen is the stepping stone for digital transformation at a large organisations. By launching one product at a time, executives get front row seats in witnessing effective teams at work. Processes are then borrowed and turned into frameworks at the enterprises, which we then analyse to find pain points that we turn into opportunities. Change starts to emerge at the fundamental level, improving the company’s cultural DNA, where newly adopted methodologies help the enterprise as a whole act like an innovation studio.