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WHAT IT MEANS
TO BE STRATEGIC
Nathan Shedroff
California College of the Arts
designmba.org
MAKE IT SO
Interaction Design Lessons from Science Fiction
by NATHAN SHEDROFF & CHRISTOPHER NOESSEL
foreword by Bruce Ster...
MBA IN DESIGN STRATEGY
MBA IN STRATEGIC FORESIGHT
MBA IN PUBLIC POLICY DESIGN
STRATEGY
Strategy
(Greek “στρατηγία”—stratēgia, “art of
troop leader; office of general, command,
generalship”[1])
is a high level ...
“a pattern in a stream of decisions”
— Henry Mintzberg of McGill University
Strategic management analyzes the major initiative
taken by a company’s top management on behalf
of owners, involving reso...
Strategic management analyzes the major
initiatives taken by a company’s top
management on behalf of owners, involving
res...
STRATEGY IS
A HIGH-LEVEL PLAN
(FOR ACTION)
“DESIGN IS
A PLAN FOR ACTION”
Charles Eames
STRATEGY IS
ABOUT CONTEXT
TACTIC
STRATEGY
TACTIC
Usability
STRATEGY
TACTIC
Usability
STRATEGY
Experience
TACTIC
Operational Effectiveness & Productivity
Products & Services (Offerings)
Features/Performance
Price
STRATEGY
Intent...
TACTIC
How to make, deliver, and support the best
<offering> possible
STRATEGY
What we should be in the business of
(to be...
TACTIC
How to make, deliver, and support the best
<offering> possible
STRATEGY
What we should be in the business of
(to be...
EXPERIENCE CREATES VALUE
EXPERIENCE CREATES VALUE
EXPERIENCE CREATES VALUE
EXPERIENCE CREATES VALUE
Your
Company
customers
(end users)
NGOs
media
community
(geographic)
partners
labor unions
retailers
local
government
whol...
STRATEGY TOOLS
Strengths Weaknesses
Opportunities Threats
Strengths:
• We’re us
• We’re great
• We know stuff
• We’re fast
• We’re easy to use!
Weaknesses:
• We work too much
• We ...
Strengths:
• We’re us
• We’re great
• We know stuff
• We’re fast
• We’re easy to use!
Weaknesses:
• We work too much
• We ...
ENVIRONMENTAL
ANALYSIS
Social Issues: Customer Needs and Wants
Political Issues: Legal, Regulations...
Tech. Issues: Techn...
ENVIRONMENTAL
ANALYSIS
• Customers seek clarity
• Customers are afraid of technology
• RIM is out, HTML5 is in
• Lending i...
COMPETITIVE
ANALYSIS
• Clarity
• Fear of technology
• HTML5
• Loan Help
• Reassuring
X
X
X
X
√
√
√
√
X
X
X
X
X
√
X
X
X
√
X...
Strengths Weaknesses
• Clarity • Fear of technology
• HTML5
• Loan Help
• Reassuring
Strengths Weaknesses
Opportunities
(Biggest
Strengths vs.
Biggest
Weaknesses)
Threats
(Biggest
Weaknesses
vs. Biggest
Stre...
Better
Worse
Smaller Bigger
Better
Worse
Smaller Bigger
Hey! A Blue
Ocean
Strategy!
For <target customers> that <need/
care about> , our <product, service>,
company> is a solution that <benefit> .
Unlike, <...
POSITIONING
STATEMENT
For Professor Plum that needs to
kill someone , our noose
is a solution that is silent .
Unlike, Mis...
Our users want the most features
possible in a fast , inexpensive
application delivered in the cloud .
MADLIBS OF UX
Where to start:
• Who is your customer really?
• What is their life life, what do they need,
what do they want?
• What val...
RELATIONSHIP
EXPERIENCE
RELATIONSHIP
VALUE
EXPERIENCE
TOTAL VALUE
EXPERIENCE
TOTAL VALUE
FUNCTIONAL VALUE +
FINANCIAL VALUE +
EMOTIONAL VALUE +
IDENTITY VALUE +
MEANINGFUL VALUE =
FUNCTIONAL VALUE +
FINANCIAL VALUE +
EMOTIONAL VALUE +
IDENTITY VALUE +
MEANINGFUL VALUE =
FUNCTIONAL VALUE +
FINANCIAL VA...
FUNCTIONAL VALUE +
FINANCIAL VALUE +
EMOTIONAL VALUE +
IDENTITY VALUE +
MEANINGFUL VALUE =
FUNCTIONAL VALUE +
FINANCIAL VA...
QUALITATIVE
VS.
QUANTITATIVE
TAKEAWAYS
• Qualitative AND Quantitative
• Strategy is derived from research
• UX can (and should) play a role
• Leadershi...
THANK YOU
UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic
UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic
UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic
UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic
UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic
UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic
UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic
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UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic

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Nathan Shedroff's keynote presentation at UX STRAT 2013

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Transcript of "UX STRAT 2013: Nathan Shedroff, What It Means to be Strategic"

  1. 1. WHAT IT MEANS TO BE STRATEGIC Nathan Shedroff California College of the Arts designmba.org
  2. 2. MAKE IT SO Interaction Design Lessons from Science Fiction by NATHAN SHEDROFF & CHRISTOPHER NOESSEL foreword by Bruce Sterling Many designers enjoy the interfaces seen in science fiction films and television shows. Freed from the rigorous constraints of designing for real users, sci-fi production designers develop blue-sky interfaces that are inspiring, humorous, and even instructive. By carefully studying these “outsider” user interfaces, designers can derive lessons that make their real-world designs more cutting edge and successful. “Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and informative book on how interaction design in sci-fi movies informs interaction design in the real world.... You will find it as useful as any design textbook, but a whole lot more fun.” ALAN COOPER “Father of Visual Basic” and author of The Inmates Are Running the Asylum “Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinating investigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s machine interfaces.” ANNALEE NEWITZ Editor, io9 blog “Shedroff and Noessel have created one of the most thorough and insightful studies ever made of this domain.” MARK COLERAN Visual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider) “Every geek’s wet dream: a science fiction and interface design book rolled into one.” MARIA GIUDICE CEO and Founder, Hot Studio www.rosenfeldmedia.com MORE ON MAKE IT SO www.rosenfeldmedia.com/books/science-fiction-interface/ MAKEITSObyNATHANSHEDROFF&CHRISTOPHERNOESSEL Experience Design 1.1 a manifesto for the design of experiences by Nathan Shedroff product taxonomies 16 user behavior 116 100 years 22 information 42 takeaways 28 data 36 knowledge 48 subjectivity 78 consistency 96 navigation 84 product taxonomies 16 user behavior 116 experiences 4 experience taxonomies 10 100 years 22 wisdom 54 information 42 takeaways 28 data 36 knowledge 48 subjectivity 78 consistency 96 navigation 84 Design Strategy in Action Edited by Nathan Shedroff A publication from the MBA in Design Strategy program California College of the Arts 2011 2008 Edition Dictionary of Sustainable Management
  3. 3. MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT MBA IN PUBLIC POLICY DESIGN
  4. 4. STRATEGY
  5. 5. Strategy (Greek “στρατηγία”—stratēgia, “art of troop leader; office of general, command, generalship”[1]) is a high level plan to achieve one or more goals under conditions of uncertainty. Strategy is also about attaining and maintaining a position of advantage over adversaries through the successive exploitation of known or emergent possibilities rather than committing to any specific fixed plan designed at the outset. —Wikipedia
  6. 6. “a pattern in a stream of decisions” — Henry Mintzberg of McGill University
  7. 7. Strategic management analyzes the major initiative taken by a company’s top management on behalf of owners, involving resources and performance in internal and external environments.[1] It entails specifying the organization’s mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs. A balanced scorecard is often used to evaluate the overall performance of the business and its progress towards objectives. Recent studies and leading
  8. 8. Strategic management analyzes the major initiatives taken by a company’s top management on behalf of owners, involving resources and performance in internal and external environments.[1] It entails specifying the organization’s mission, vision and objectives, developing policies and plans, often in terms of projects and programs, which are designed to achieve these objectives, and then allocating resources to implement the policies and plans, projects and programs.
  9. 9. STRATEGY IS A HIGH-LEVEL PLAN (FOR ACTION)
  10. 10. “DESIGN IS A PLAN FOR ACTION” Charles Eames
  11. 11. STRATEGY IS ABOUT CONTEXT
  12. 12. TACTIC STRATEGY
  13. 13. TACTIC Usability STRATEGY
  14. 14. TACTIC Usability STRATEGY Experience
  15. 15. TACTIC Operational Effectiveness & Productivity Products & Services (Offerings) Features/Performance Price STRATEGY Intent, Goals, Mission, Vision, & Culture Systems Stakeholders (employees, investors, media, communities, etc.)
  16. 16. TACTIC How to make, deliver, and support the best <offering> possible STRATEGY What we should be in the business of (to begin with)
  17. 17. TACTIC How to make, deliver, and support the best <offering> possible STRATEGY What we should be in the business of (to begin with) THE ORGANIZATION THE PRODUCTS
  18. 18. EXPERIENCE CREATES VALUE
  19. 19. EXPERIENCE CREATES VALUE
  20. 20. EXPERIENCE CREATES VALUE
  21. 21. EXPERIENCE CREATES VALUE
  22. 22. Your Company customers (end users) NGOs media community (geographic) partners labor unions retailers local government wholesalers the Environment industry trade associations employees distributors regional government courts suppliers & manufacturers insurers & reinsurers shareholders banks investors institutional investors competitors Your Company customers (service providers)
  23. 23. STRATEGY TOOLS
  24. 24. Strengths Weaknesses Opportunities Threats
  25. 25. Strengths: • We’re us • We’re great • We know stuff • We’re fast • We’re easy to use! Weaknesses: • We work too much • We care too much • We’re perfectionists Opportunities: • Own the market • Expand product lines • Make more stuff • License stuff • Co-brand with Disney • Create an “experience” Threats: • Others can get fast • Others can be easy to use • Someone gets to Disney before us • We don’t have a “big data” strategy!
  26. 26. Strengths: • We’re us • We’re great • We know stuff • We’re fast • We’re easy to use! Weaknesses: • We work too much • We care too much • We’re perfectionists Opportunities: • Own the market • Expand product lines • Make more stuff • License stuff • Co-brand with Disney • Create an “experience” Threats: • Others can get fast • Others can be easy to use • Someone gets to Disney before us • We don’t have a “big data” strategy!
  27. 27. ENVIRONMENTAL ANALYSIS Social Issues: Customer Needs and Wants Political Issues: Legal, Regulations... Tech. Issues: Technology trends, opps... Economic Issues: Market trends, opps... Industry-Specific Issues: ???
  28. 28. ENVIRONMENTAL ANALYSIS • Customers seek clarity • Customers are afraid of technology • RIM is out, HTML5 is in • Lending is slowing • Customers worried about their future • etc.
  29. 29. COMPETITIVE ANALYSIS • Clarity • Fear of technology • HTML5 • Loan Help • Reassuring X X X X √ √ √ √ X X X X X √ X X X √ X X √ √ X X X
  30. 30. Strengths Weaknesses • Clarity • Fear of technology • HTML5 • Loan Help • Reassuring
  31. 31. Strengths Weaknesses Opportunities (Biggest Strengths vs. Biggest Weaknesses) Threats (Biggest Weaknesses vs. Biggest Strengths) • Clarity • Fear of technology • HTML5 • Loan Help • Reassuring
  32. 32. Better Worse Smaller Bigger
  33. 33. Better Worse Smaller Bigger Hey! A Blue Ocean Strategy!
  34. 34. For <target customers> that <need/ care about> , our <product, service>, company> is a solution that <benefit> . Unlike, <our competitor> , our <product, service>, company> is <unique differentiator> . POSITIONING STATEMENT
  35. 35. POSITIONING STATEMENT For Professor Plum that needs to kill someone , our noose is a solution that is silent . Unlike, Miss Scarlett , our noose is purple .
  36. 36. Our users want the most features possible in a fast , inexpensive application delivered in the cloud . MADLIBS OF UX
  37. 37. Where to start: • Who is your customer really? • What is their life life, what do they need, what do they want? • What value is being provided to them and what kind of value can you realistically provide? • How can you differentiate yourself based on this value? • What’s it going to take to be successful? • Are you ready? Is it worth doing? • Do you have the right people (who do really need)? Do you have the right culture?
  38. 38. RELATIONSHIP
  39. 39. EXPERIENCE RELATIONSHIP
  40. 40. VALUE EXPERIENCE
  41. 41. TOTAL VALUE EXPERIENCE
  42. 42. TOTAL VALUE FUNCTIONAL VALUE + FINANCIAL VALUE + EMOTIONAL VALUE + IDENTITY VALUE + MEANINGFUL VALUE =
  43. 43. FUNCTIONAL VALUE + FINANCIAL VALUE + EMOTIONAL VALUE + IDENTITY VALUE + MEANINGFUL VALUE = FUNCTIONAL VALUE + FINANCIAL VALUE + QUANTITATIVE TOTAL VALUE
  44. 44. FUNCTIONAL VALUE + FINANCIAL VALUE + EMOTIONAL VALUE + IDENTITY VALUE + MEANINGFUL VALUE = FUNCTIONAL VALUE + FINANCIAL VALUE + QUANTITATIVE EMOTIONAL VALUE + IDENTITY VALUE + MEANINGFUL VALUE = QUALITATIVE TOTAL VALUE
  45. 45. QUALITATIVE VS. QUANTITATIVE
  46. 46. TAKEAWAYS • Qualitative AND Quantitative • Strategy is derived from research • UX can (and should) play a role • Leadership is communicating vision • Relationships and value are built through experience
  47. 47. THANK YOU
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