我還記得瑞典設(shè)計(jì)師兼企業(yè)家伊夫·貝哈爾第一次向我展示August智能鎖的情景。那是多年前，這款產(chǎn)品還沒有正式向全球發(fā)布。新產(chǎn)品借助經(jīng)過(guò)驗(yàn)證的移動(dòng)設(shè)備和Wi-Fi連接的電子裝置，替代傳統(tǒng)的金屬鑰匙和機(jī)械鎖組合。當(dāng)時(shí)貝哈爾去曼哈頓中城大樓里我的辦公室拜訪，我得以先睹為快。他拿出智能手機(jī)演示智能鎖的功能，通過(guò)數(shù)字形式授權(quán)我進(jìn)入他在加州的海灘別墅，非常輕松，然后手指輕輕一按又撤銷了權(quán)限。

貝哈爾的這款產(chǎn)品非常出色。如今我住在距太平洋不遠(yuǎn)的海濱，真能用上他的授權(quán)了（伊夫，我想去沖浪了?。５练蜃阅谴伟菰L以后一直忙于工作。6月13日，他出席了在舊金山現(xiàn)代藝術(shù)博物館舉行的《財(cái)富》國(guó)際設(shè)計(jì)頭腦風(fēng)暴晚宴，向大家解釋他的設(shè)計(jì)理念如何體現(xiàn)在項(xiàng)目中。

貝哈爾認(rèn)為，設(shè)計(jì)應(yīng)該以人性、人工智能（AI）、設(shè)計(jì)、體驗(yàn)和速度為本。他設(shè)計(jì)的看護(hù)嬰兒機(jī)器人Snoo是一款運(yùn)用AI技術(shù)的搖籃床，可以照看新生兒，安撫吵鬧的孩子，讓父母晚上能睡個(gè)好覺。Snoo和電影里的類人機(jī)器人很不一樣，讓之前聲稱永遠(yuǎn)不會(huì)把孩子交給機(jī)器人的父母刮目相看。貝哈爾向設(shè)計(jì)和時(shí)尚雜志《Wallpaper》的總編托尼·錢伯斯透露：“我喜歡這種貓鼠游戲。作為設(shè)計(jì)師，我們想打破一些好萊塢傳遞的反烏托邦觀念?！?

和Snoo相對(duì)，順應(yīng)老年人需要設(shè)計(jì)的產(chǎn)品是Elli-Q，主要幫助老年人和外界聯(lián)系。貝爾哈說(shuō)：“如果說(shuō)AI真能提供什么服務(wù)，還是在醫(yī)療保健領(lǐng)域，即老年人和嬰孩，正好是人生兩端。”和人們之前預(yù)期的不同，有自理能力的人們其實(shí)不怎么用得上AI。

上世紀(jì)90年代貝哈爾剛剛搬到舊金山灣區(qū)，當(dāng)時(shí)微軟還是科技業(yè)的霸主，蘋果公司還在困境中掙扎?！爱?dāng)時(shí)沒什么人認(rèn)為重視設(shè)計(jì)可以成功?！彼貞浀馈５蝿?shì)很快就變了。設(shè)計(jì)師現(xiàn)在是董事會(huì)、產(chǎn)品和投資者會(huì)議的關(guān)鍵環(huán)節(jié)。他指出：“產(chǎn)品如果失敗，往往不是技術(shù)問(wèn)題，而是設(shè)計(jì)不過(guò)關(guān)?！币虼藢?duì)企業(yè)來(lái)說(shuō)，設(shè)計(jì)具有了戰(zhàn)略意義。

看看美容行業(yè)國(guó)際知名品牌歐萊雅，雖然已擁有數(shù)以百萬(wàn)的客戶，但仍表現(xiàn)得像一家初創(chuàng)公司，并沒有死守傳統(tǒng)品牌機(jī)械地推出產(chǎn)品。貝哈爾曾和歐萊雅合作，設(shè)計(jì)一系列紋身貼，用智能手機(jī)掃描以后，可以提示有沒有接受過(guò)量太陽(yáng)照射。如果陽(yáng)光太強(qiáng)烈，就該用防曬產(chǎn)品了，順便推銷一下歐萊雅的相關(guān)產(chǎn)品。

貝哈爾在結(jié)束晚宴的活動(dòng)時(shí)表示，要從業(yè)務(wù)最高層就重視設(shè)計(jì)還有很多工作要做。他說(shuō)，并不是所有地方都像灣區(qū)一樣重視設(shè)計(jì)。很多公司都錯(cuò)失了機(jī)會(huì)，尤其在技術(shù)公司。“哪個(gè)行業(yè)準(zhǔn)入門檻低，還能化腐朽為神奇？設(shè)計(jì)師。”他表示。確實(shí)讓人難以反駁。（財(cái)富中文網(wǎng)）

譯者：Pessy

審稿：夏林

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I remember when Yves Béhar first showed me the August smart lock. It was years ago, before the product—which replaces the conventional combination of a metal key and mechanical tumbler with an authenticated mobile device and WiFi-connected electronic unit—was announced to the world. The designer dropped by my office at the Time & Life Building in Midtown Manhattan to give me a sneak peek. He demonstrated its utility by using his smartphone to digitally grant me access to his California beach house, right then and there. With a tap of his finger, he revoked it.

Good thing he did. Today I live a short walk from the Pacific Ocean and could actually take him up on the offer. (Surf’s up, Yves!) But Béhar has been rather busy in the years since that visit, and he appeared at a Fortune Brainstorm Design dinner at San Francisco’s Museum of Modern Art on June 13 to highlight how some of his projects demonstrate the kind of design he hopes to see in the world.

We need design that is driven by humans, artificial intelligence, design, experience, and speed, he argued. His Snoo, “a robot that takes care of your baby,” is an AI-equipped bassinet that coddles and calms an agitated newborn so a parent can get a good night’s sleep. It’s a far cry from the humanoid robots seen on the silver screen and a rebuke to a parent who says that they’d never hand their child to a bot. “I love this game of cat and mouse,” Béhar told Wallpaper’s Tony Chambers. “As a designer, we want to contradict these dystopian Hollywood notions.”

At the other end of the spectrum was Elli-Q, a device meant to cater to the elderly by connecting them with the outside world. “If you really think about who AI is going to serve, it’s healthcare—the aging population, babies, people on both ends of the spectrum,” Béhar said. And not, as we’ve come to expect, able-bodied people in between.

When Béhar first moved to the San Francisco Bay Area in the 1990s, at a time when Microsoft reigned supreme in the tech industry and Apple was faltering, “being design-driven was not seen as a path to success,” he said. That’s changing, and quickly. Designers are a key part of board, product, and investor meetings. “When technology fails, it’s not because of the technology,” he said. “It’s because of the design.” All the better to make it a more strategic part of the organization.

Consider L’Oréal, which despite its millions of customers is trying to act like a startup by not resting on its brand to move product. Béhar worked with the company to design a set of transfer tattoos that can be scanned by a smartphone to reveal whether you’re getting too much sun—an empirical prompt to apply sunscreen, ideally L’Oréal’s.

Béhar closed out the night by arguing that there’s more work to be done to incorporate design into the highest echelons of business. Not every part of the world is as progressive with this as the Bay Area, he said. It’s a missed opportunity, especially when it comes to technology. “Who best to take a low barrier to entry and turn it into something magical and special?” he asked. “Designers.” It was difficult to disagree.