Presentation / discussion prompt for Parsons Design Think Lab, introducing business models, value propositions, scenario planning, and Osterwalder's' Business Model Canvas

1. Creating value with design strategy
Parsons IDC: Design Thinking
Elliot Felix
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2. about me
Trained as an architect and designer
Lead brightspot strategy, consulting firm focused
on improving work and learning experiences
Believe that design is means for defining and
solving problems in order to make an impact
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3. design strategy is a means to create
value by meeting both* users needs and
business goals
identity
subscribers creativity
revenue
efficiency community functionality
business design user
goals strategy needs
expression
innovation productivity
loyalty sales satisfaction
engagement
performance
* Meeting one or the other is
unsustainable
value
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4. today’s session
Part 2 – exercise
Part 3 – a “how” question using the business
model canvas
design strategy:a means to create value
by meeting user needs & business goals
Part 1 – a “what” question
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5. value
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6. in each of the following examples:
• what is the offering? what’s being provided that
people need, want, or value? For whom?
• how is it offered? How do products, services, and
information move to, from, and among customers?
• what is received in exchange for the offering?
How is it captured and stored?
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7. starbucks
questions: offering? | how delivered? | how captured?
*All logos property of Flickr jonas maaloe
their respective owners
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8. zipcar
questions: offering? | how delivered? | how captured?
Flickr MPD1605
*All logos property of
their respective owners
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9. h&m
questions: offering? | how delivered? | how captured?
Flickr tnarik
*All logos property of
their respective owners
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10. ikea
questions: offering? | how delivered? | how captured?
Flickr HeroicLife
*All logos property of
their respective owners
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11. parsons
questions: offering? | how delivered? | how captured?
*All logos property of
their respective owners
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12. business model
The rationale for how a business
creates, delivers, and captures value
What business are we in?
Why are we in business?
Who are our customers?
What are their needs,
wants, aspirations, values?
Where do our revenues
come from and for what?
How is our business
changing….?
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13. scenario planning
scenario planning is a method Very, Very Simple Example:
to plan for an uncertain future Planning a fruit stand
by determining the drivers you High
need to take a position on, the
predetermined/fixed elements,
and then generating multiple “Oranges On “Any Fruit,
Mobility
possible futures – naming each the Go” Anywhere”
and describing the scenario in
at least a paragraph.
Variety
Low High
Further reading:
Global Business Network: “Big Apples “Union Sq.
www.gbn.com
on Broadway” Market”
Lawrence Wilkinson in Wired: How
to Build Scenarios
Peter Schwartz: The Art of the
Long View Low
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14. business model canvas
By Alexander Osterwalder
A template and process
for designing business
models.
http://www.businessmodelgeneration.com/
http://www.businessmodelalchemist.com/
Follow #bmgen conversation on twitter
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15. business model canvas
By Alexander Osterwalder
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16. business model canvas, components
By Alexander Osterwalder
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17. business model canvas, explained
By Alexander Osterwalder
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18. business model canvas, exemplified
By Alexander Osterwalder
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19. small group exercise
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20. small group exercise
In 15mins, fill out a BMGen Canvas for 1 of the previous examples
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21. design strategy
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22. design strategy
design strategy is a
means to create value
by meeting both user
needs and business
goals, using a process
that is participatory,
iterative, and
integrative.
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23. engage stakeholders
enabling a user-centered process by understanding
users and engaging them in the design process
user mass participatory
research collaboration design
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24. make things tangible
communicating ideas concretely to enable better
understanding, feedback, and participation
examples stories prototypes
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25. think integration
thinking holistically, systemically, and systematically
to understand connections, relationships, and impacts
systems networks relationships
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26. test multiple options
enabling ideas to compete to gain perspective, avoid
attachment, and empower people to provide feedback
competition empowerment perspective
Office for Metropolitan Architecture
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27. connect design and use
position design not as the delivery of a product or
service but rather as the continuous support for use
evaluation support update
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28. questions?
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29. thanks.
elliot@brightspotstrategy.com
twitter: @elliotfelix
www.brightspotstrategy.com
twitter: @brightspotter
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