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Bridging the innovation culture divide

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These are the slides form my talk on the Value Deign Provides to Business Across the Innovation Cultural Divide. I gave this at the business school at the University of Gothenburg.

Published in: Business

Bridging the innovation culture divide

  1. 1. BRIDGING THE INNOVATION CULTURE DIVIDE Nathan Shedroff Chair, Design MBA Programs California College of the Arts nathan@nathan.com @nathanshedroff designmba.cca.edu
 @designmba
  2. 2. www.slideshare.net/NathanShedroff/bridging-the-innovation-culture-divide
  3. 3. MY BACKGROUND
  4. 4. 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 Design Strategy in Action Edited by Nathan Shedroff A publication from the MBA in Design Strategy program California College of the Arts 2011 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 2008 Edition Dictionary of Sustainable Management
  5. 5. NATHAN SHEDROFF nathan.com @nathanshedroff deluxe TOMORROW
 WORLDS
  6. 6. MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT
  7. 7. BUSINESS DESIGN
  8. 8. BUSINESS (DESIGN, ARCH, ENG…)
  9. 9. BUSINESS DESIGN
  10. 10. BUSINESS DESIGNDESIGN
  11. 11. “BEAN COUNTERS” “CREATIVES”
  12. 12. OPTIMIZATION IMAGINATION
  13. 13. CERTAINTY AMBIGUITY
  14. 14. MINIMAL VIABLE PRODUCT EXPERIENCE PROTOTYPE
  15. 15. functional financial
  16. 16. functional CLV = GC • - M •∑ i = 0 n (1 + d)i ri ∑ i = 1 n GC = gross contribution per customer M = (relevant) retention costs per customer per year n = horizon (in years) r = yearly retention rate d = yearly discount rate. (1 + d)i - 0.5 r i - 1 (Lifetime Customer Value)
  17. 17. functional { (V/S)b - (V/S)g}* Sales (Brand Value) (V/S)b = Enterprise Value / Sales ratio of the firm with the benefit of the brand name
 (V/S)g = Enterprise Value / Sales ratio of the firm with the generic product Let's use as an example branded cereals maker like Kellogg (K) against a generic provider like Ralcorp (RAH). Value of Kellogg brand name = (1.78 - 1.32)(13846) = $6,369 Million
 Thus, (6369/24200) or 26% of the value of the company is derived from brand equity.
  18. 18. functional financial emotional identity meaningful
  19. 19. RELATIONSHIP functional financial emotional identity meaningful
  20. 20. RELATIONSHIP functional financial emotional identity meaningful R E X PEIEN E C R E X PEIEN E C
  21. 21. YOU ARE IN THE RELATIONSHIP BUSINESS
  22. 22. Commodity Product Service Experience YOU ARE IN THE EXPERIENCE BUSINESS From: The Experience Economy, Pine and Gilmore
  23. 23. Commodity Product Service Event/Experience YOU ARE IN THE EXPERIENCE BUSINESS Experience
  24. 24. functional financial emotional identity meaningful
  25. 25. functional financial emotional identity meaningful
  26. 26. functional (Does this do what I need…?)
  27. 27. financial (…at a price that’s worth it?)
  28. 28. emotional (How does this make me feel?)
  29. 29. identity (Is this me?)
  30. 30. meaningful (Does this fit into my world?)
  31. 31. functional financial emotional identity meaningful $1.1B TOTAL VALUE: Instagram
  32. 32. functional financial emotional identity meaningful $1.1B $86M TOTAL VALUE: Instagram
  33. 33. functional financial emotional identity meaningful $1.1B $1.01B $86M TOTAL VALUE: Instagram
  34. 34. functional financial emotional identity meaningful $1.1B $1.01B $86M Quantitative Qualitative TOTAL VALUE: Instagram
  35. 35. functional financial emotional identity meaningful $1.1B $1.01B $86M Quantitative Qualitative (Premium) Instagram TOTAL VALUE:
  36. 36. “GOOD WILL” “BOOK VALUE”
  37. 37. QUALITATIVE QUANTITATIVE
  38. 38. BUSINESS + DESIGN
  39. 39. GROWTH IS EVERYTHING FREE MARKETS ARE EFFICIENT MARKETS OPTIMIZE EVERYTHING “THE BUSINESS OF BUSINESS IS BUSINESS” “CORPORATIONS ARE PEOPLE MY FRIEND” THE FOUNDING FATHERS (USA) WERE PRO-BUSINESS THE GPD MEASURES PROGRESS RICH PEOPLE CREATE JOBS THE NUMBERS TELL THE STORY MARKETING & SALES ARE SIMILAR BUSINESSES ARE MORE EFFICIENT THAN GOVERNMENTS FOCUS ON MINIMAL VIABLE PRODUCT COOPERATION IS FOR WUSSES MYTHS OF BUSINESS
  40. 40. THE WORK SPEAKS FOR ITSELF DESIGN IS FOCUSED ON CUSTOMERS DESIGNERS CREATE CULTURE BUSINESSPEOPLE ONLY CARE ABOUT THE NUMBERS NUMBERS DON’T TELL THE STORY YOU CAN PROTECT AN IDEA DESIGNERS CREATE AND CONTROL THE EXPERIENCE IT’S GOTTA LOOK NICE THE BEST SOLUTION ALWAYS WINS MYTHS OF DESIGN
  41. 41. VALUE
  42. 42. TOTAL VALUE
  43. 43. RELATIONSHIP
  44. 44. EXPERIENCE
  45. 45. INNOVATION
  46. 46. Lessons from The Catalyst: The Behaviors That Foster Innovation
 Within Orgs Are Often Fireable
 Offenses: • Hiding budget • Working on projects after they’re 
 cancelled • Going “out of bounds” for mentors, 
 partners, and conspirators • Reframing the original opportunity
  47. 47. Product Development Board CEO Dir. LegalDir. HRDir. Finance Dir. Operations Dir. Marketing Dir. StrategyDir. IT ContractsManufact. Purchasing Distribution Warehouse Quality Control Acc. Payables Acc. Receivables Recruiting Training Health & Safety Network Admin. Training Support Community Relations Research & Development Strategic Partnerships Customer Insight Marketing Commun, Advertising Customer Support Compliance Business Development Market Research PR Social Media Brand Strategy Customers
  48. 48. Product Development Board CEO Dir. LegalDir. HRDir. Finance Dir. Operations Dir. Marketing Dir. StrategyDir. IT ContractsManufact. Purchasing Distribution Warehouse Quality Control Acc. Payables Acc. Receivables Recruiting Training Health & Safety Network Admin. Training Support Community Relations Research & Development Strategic Partnerships Customer Insight Marketing Commun, Advertising Customer Support Compliance Business Development Market Research PR Social Media Brand Strategy Customers
  49. 49. Dir. Operations Product Development Board CEO Dir. LegalDir. HRDir. Finance Dir. Marketing Dir. StrategyDir. IT ContractsManufact. Purchasing Distribution Warehouse Quality Control Acc. Payables Acc. Receivables Recruiting Training Health & Safety Network Admin. Training Support Community Relations Research & Development Strategic Partnerships Customer Insight Marketing Commun, Advertising Customer Support Compliance Business Development Market Research PR Social Media Brand Strategy Customers
  50. 50. Dir. Operations Product Development Board CEO Dir. LegalDir. HRDir. Finance Dir. Marketing Dir. StrategyDir. IT ContractsManufact. Purchasing Distribution Warehouse Quality Control Acc. Payables Acc. Receivables Recruiting Training Health & Safety Network Admin. Training Support Community Relations Research & Development Strategic Partnerships Customer Insight Marketing Commun, Advertising Customer Support Compliance Business Development Market Research PR Social Media Brand Strategy Customers
  51. 51. Marketing Commun, Advertising Business Development PR Product Development Board CEO Dir. LegalDir. HRDir. Finance Dir. Operations Dir. Marketing Dir. StrategyDir. IT ContractsManufact. Purchasing Distribution Warehouse Quality Control Acc. Payables Acc. Receivables Recruiting Training Health & Safety Network Admin. Training Support Community Relations Research & Development Strategic Partnerships Customer Insight Customer Support Compliance Market Research Social Media Brand Strategy Customers
  52. 52. Marketing Commun, Advertising Business Development PR Product Development Board CEO Dir. LegalDir. HRDir. Finance Dir. Operations Dir. Marketing Dir. StrategyDir. IT ContractsManufact. Purchasing Distribution Warehouse Quality Control Acc. Payables Acc. Receivables Recruiting Training Health & Safety Network Admin. Training Support Community Relations Research & Development Strategic Partnerships Customer Insight Customer Support Compliance Market Research Social Media Brand Strategy Customers
  53. 53. Marketing Commun, Advertising Business Development PR Product Development Board CEO Dir. LegalDir. HRDir. Finance Dir. Operations Dir. Marketing Dir. StrategyDir. IT ContractsManufact. Purchasing Distribution Warehouse Quality Control Acc. Payables Acc. Receivables Recruiting Training Health & Safety Network Admin. Training Support Community Relations Research & Development Strategic Partnerships Customer Insight Customer Support Compliance Market Research Social Media Brand Strategy Customers
  54. 54. Marketing Commun, Advertising Business Development PR Product Development Board CEO Dir. LegalDir. HRDir. Finance Dir. Operations Dir. Marketing Dir. StrategyDir. IT ContractsManufact. Purchasing Distribution Warehouse Quality Control Acc. Payables Acc. Receivables Recruiting Training Health & Safety Network Admin. Training Support Community Relations Research & Development Strategic Partnerships Customer Insight Customer Support Compliance Market Research Social Media Brand Strategy Customers Shareholders Stakeholders
  55. 55. INNOVATION CULTURES: 39% Dynamic Innovators 26% Creative Innovators 18% Structured Innovators 10% Ad Hoc Innovators 8% Innovation Outsourcers 8% 10% 18% 26% 39% Research: Cheskin (2008)
  56. 56. Research: Cheskin (2008) INNOVATION CULTURES: 39% Dynamic Innovators (innovation is lead by executives and cross-functional teams, strategic innovators, integrating innovation right into their corporate strategy) ex: GAP, Pepsi •  Strategic Thinking Guides Overall Process •  Led by Senior Management with Cross-Functional 
 Teams • Cross-Functional Collaboration Critical •  Creative Environment Important •  Innovation is not Dependent on a “Big Idea” •  Risk-Taking is Accepted 8% 10% 18% 26% 39%
  57. 57. INNOVATION CULTURES: 26% Creative Innovators (more spontaneous and build innovation around inspiration and instinct derived from one or a few “geniuses,” intuitively aware of trends and customers’ cultures, act quickly, decisively, and creatively) ex: Apple, numerous start-ups • “Big Ideas” Inspire Most Innovation Initiatives •  Led by Senior Management •  Exertion is Often Ad-Hoc and Doesn’t Follow a Set Process •  Creativity and Curiosity are more Important Than Analytics •  Risk-Taking is Encouraged •  Design is recognized and respected as a partner Research: Cheskin (2008) 8% 10% 18% 26% 39%
  58. 58. INNOVATION CULTURES: 18% Structured Innovators (meticulous processes in the hands of middle managers, Research & Development, Information Technology, or Product Development groups) ex: Nestlé, Kraft, Boeing •  Innovation is the Outcome of a Formal Process •  Leadership by Middle Management, R&D, and 
 Technology Departments •  Cross-Functional Collaboration is Not Emphasized • Analytic Evaluations are Usually More Important Than 
 Creativity • Most Innovations Are Iterative and Risk is Minimized Research: Cheskin (2008) 8% 10% 18% 26% 39%
  59. 59. INNOVATION CULTURES: 10% Ad-Hoc Innovators (occasionally, and haphazardly create breakthroughs, no
 set process and often don’t know how they did it and can’t replicate it, don’t always understand why an offering is successful (or not). ex: Healthcare providers, utilities, retailers, most auto companies • Innovation Approached in Isolation (internally and externally) •  Leadership by Middle Management, R&D, and 
 Technology Departments •  Cross-Functional Collaboration is Non-Existent • Qualitative Metrics Only • Risk AdverseResearch: Cheskin (2008) 8% 10% 18% 26% 39%
  60. 60. INNOVATION CULTURES: 8% Innovation Outsourcers (just can’t innovate inside the company, culture doesn’t trust or value innovation processes, regularly hire or acquire innovation expertise or solutions from the outside, concentrate mostly on sales, promotion, and brand strategies) ex: many fashion houses, older technology firms, or pure marketers, most financial services •  Risk adverse •  Quantitatively managed and focused (only) •  No real support for innovation across all divisions • Innovators often leave for other opportunities Research: Cheskin (2008) 8% 10% 18% 26% 39%
  61. 61. IT’S MORE IMPORTANT FOR AN ORGANIZATION TO KNOW ITSELF THAN TO BE ANY SPECIFIC TYPE
  62. 62. ORGANIZATIONS, DEPARTMENTS, TEAMS, & INDIVIDUALS MAY HAVE DIFFERENT CULTURES
  63. 63. Leadership •  Support design from the top •  Communicate vision and values 
 internally (all parts of the org) •  Support qualitative metrics for 
 success (not only quantitative) •  Ensure all aspects of the org 
 understand who is expected to
 innovate and the rewards •  Don’t make design decisions but ensure they’re being made • Temper legal advice
  64. 64. New approaches that support Innovative Opportunities: •  Qualitative Marketing Insight
 (not merely Quantitative Research) •“Design Research” Techniques •  Customer Insight Before 
 Technological Development
 (Augmenting “Agile” Development) •  Separating Marketing from Sales Marketing
  65. 65. •  Invest time and budget 
 toward design efforts •  Support design efforts
 in other org divisions •  Regular dialog throughout 
 divisions Operations
  66. 66. •  Build and maintain a culture
 that attracts and enables
 integrative and divergent
 thinkers •  Provide “cover” for development •  Work with Marketing, Customer 
 Support, and Customers directly •  Prototype and deploy! R&D
  67. 67. •  Abandon “command and control” for a service mentality: Explore and deploy in the service of departmental and customer needs (not merely the needs of the IT dept.) • Consider the experience! Technology
  68. 68. •  Explore new business models • Explore new funding models •  Abandon “command and
 control” for a service mentality Finance
  69. 69. •  Understand and Develop 
 appropriate hiring procedures •  Develop and deploy new 
 review and reward structures • Source creatively and 
 dynamically •  Work closely with design leads •  Abandon process when 
 necessary HR
  70. 70. •  Understand business process,
 issues, and terminology •  Develop new ways of communicating 
 customer experience to non-designer
 peers • Respect the need (and time) for
 quantitative metrics and decisions •  Work closely with non-designers •  Focus on Total Value! Design
  71. 71. QUALITATIVE QUANTITATIVE VS.
  72. 72. QUALITATIVE QUANTITATIVE AND
  73. 73. NATHAN SHEDROFF nathan.com @nathanshedroff QUANTITATIVE
  74. 74. Must lso be fair, honest, just, and respectful of others’ intrests performer + individul listener + performer’s promise + background of obviousnss + conversation for action for some future action (to accept, decline, etc.) and time, resources to have a promise fulfilled compared to other possibble commitments (including doing nothing) How the people and things that you CARE about connect to your experience. DRIVES CONVER- SATIONS WHICH ENABLE ACTIONSCOMMITMENTSDRIVES CONVER- SATIONS WHICH ENABLE ACTIONSCOMMITMENTSDRIVES CONVER- SATIONS WHICH ENABLE ACTIONSCOMMITMENTSDRIVES CONVER- SATIONS WHICH ENABLE ACTIONSCOMMITMENTS FOR THAT WHICH YOU CAN ONLY ARE WHERE YOUR IS ANINNOVATE LEADERS YOU ATTENTION DRIVES GENERATE FOR ACTION WITH A REQUEST BASED ON CONVER- SATIONS ARE MET WITH AN OFFER FOLLOWED BY A PROMISE DECLAR- ATIONS WHICH ENABLE WHICH DRIVE ACTIONS RESULTSCARE IS THE OF COMPETENCESINCERITYRESULT ANDRELIABILITYTRUST IS AN VALUE ASSESSMENT RELATIONSHIP THAT PROVOKES is action, not intent. You ony care for those things in which you invest energy, time, or sometimes money. DRIVESDRIVESDRIVESDRIVESMAKE A CONDITIONS FOR SATISFACTION DRIVESDRIVESDRIVESDRIVESWITH PERFORMERSDRIVESDRIVESDRIVESDRIVESWHICHCUSTOMERS There are types: functional, financial, emotional, identity, meaningful The root cause of all out- comes (positive and negative), are the conversations we (effectively or not) have or don’t have. Awareness and attention shape the kind of oservers and actors we are. • passion and ownership • lack of commitment • compliance & obligation If you don’t change actions, you can’t change results. opinion based on evidence made by a listner/customer, assessebt of a promise’s impact on the listener’s ability (power) to take care of their concenrs in the future, and is an additional assessment of what the listener is willng to commit to have this promis fulfilled compared to other potential promises they can commit to Anatomy of a Promise: 1. Speaker and Hearer (identity). The Speaker is in the role of Performer, the Hearer is in the role of Customer. Future action is performed by the Speaker. 2. Conditions of Satisfaction in accordance with the standard practices of a community. 3. Background of obviousness. 4. Specified time for fulfillment of the promise. COMMIT- MENTS WHICH CREATE Many things cannot be measured but commitments can. Conversations for Action include: a request for participation, negotiation, performance, & acceptance. define... WITHIN A MEET WITH A DECLINEPROMISE OR OR COMMIT TO COMMIT COUNTER- OFFER COUNTER- OFFER (defer until later) COMMIT TO COMMIT CUSTOMERS ACCEPT CAN WITH A DECLARE A FUTURE TO WHICH OTHERS ARE GROUPS TEAMS SHAREDLEADERS CLEARLY share a vision, mission, values, trust and commitments.. Any number of people can collaborate but they aren’t automatically a team. for some future action (to accept, decline, etc.) and time, resources to have a promise fulfilledcompared to other possibble commitments (including doing nothing) Must lso be fair, honest, just, and respectful of others’ intrests Sharing requires clear communication, care, and personal investement. Declarations are acts that change expectations for action. Visions, declarations, & offers which aren’t clear cannot be committed to. ...regardless of authority, from anywhere inside or outside an organization. Anyone clearly declaring a vision others want to follow becomes a leader... Language is the primary mechanism for changing behavior and the future. Both requestor & promisor reset expectations of the future due to commitments. The future is changed by promises of action focused on new possibilities. Conversations for change come from outside the organization (context). An organization’s structure &conversations determine how and how quickly it changes. ARE ORGNIZ- ATIONS BETWEEN OF ??? PEOPLE CONVER- SATIONS ACTION IS AN VALUES ASSESSMENT OF REALITY WHOSE IS GROUNDED FOR FRAME DOMAIN PURPOSEWITH THE PROPER AND SUPPORTING EXPRESSION MANIFESTS IN How the people and things that you CARE about connect to your experience. ASSERTIONS (does the assessment fit the listiner’s beliefs?) (to what community,event, discourse, discussion, or situation, does it apply?) Should be relevant to the domain and purpose and consistent with common standards. A judgment; it ís never true or false; it shapes your posture towards a future possibility. ìThis product is really a tough sell.î The speaker will now orient herself with that interpretation in mind, which will either close down or open up certain possibilities in how she A fact for which you offer to provide evidence if requested. (what’s the point and concerns? does anyone care?) PRIORITI- ZATION RESULT FROM DOMAIN BLINDNESS COGNITIVE BLINDNESS BREAK- DOWNS OR NEGLECTING TO MODIFY COMMIT- MENTS LACK OF LEADERSHIP CONTINUITY(failing to discontinue or modify obsolete practices or business models) acceptance, performance, conditions of satisfaction, etc.) (missing conversations, cutomers, performers, requests, promises, The conditions people ask others to commit to so that their concerns are taken care of. Does the performer or speaker display confidence, authenticity, & centeredness? Teams coordinate actions toward shared promises and satisfying customers. A team is constituted by a shared promise. Commitments that generate an effective team are commitments to: 1. A shared vision, mission, and values. 2. Coordinating action for the sake of a shared promise and satisfying the customers of the team. 3. Owning the shared promise. 4. Fulfilling their role in the teamís structure of promises. 5. Developing and carrying on practices for anticipation (planning, learning, innovation) 6. The teamís structure of authority and to the declarations of authority in the team. 7. Evoking and producing trust. 8. A mood for success in the mission and fulfilling the teamís promise. 9. The teamís standards for assessment. 9. The teamís standards for assessment. 10. The future of the company, the team, and peopleís careers.
  75. 75. Must lso be fair, honest, just, and respectful of others’ intrests performer + individul listener + performer’s promise + background of obviousnss + conversation for action for some future action (to accept, decline, etc.) and time, resources to have a promise fulfilled compared to other possibble commitments (including doing nothing) How the people and things that you CARE about connect to your experience. DRIVES CONVER- SATIONS WHICH ENABLE ACTIONSCOMMITMENTSDRIVES CONVER- SATIONS WHICH ENABLE ACTIONSCOMMITMENTSDRIVES CONVER- SATIONS WHICH ENABLE ACTIONSCOMMITMENTSDRIVES CONVER- SATIONS WHICH ENABLE ACTIONSCOMMITMENTS FOR THAT WHICH YOU CAN ONLY ARE WHERE YOUR IS ANINNOVATE LEADERS YOU ATTENTION DRIVES GENERATE FOR ACTION WITH A REQUEST BASED ON CONVER- SATIONS ARE MET WITH AN OFFER FOLLOWED BY A PROMISE DECLAR- ATIONS WHICH ENABLE WHICH DRIVE ACTIONS RESULTSCARE IS THE OF COMPETENCESINCERITYRESULT ANDRELIABILITYTRUST IS AN VALUE ASSESSMENT RELATIONSHIP THAT PROVOKES is action, not intent. You ony care for those things in which you invest energy, time, or sometimes money. DRIVESDRIVESDRIVESDRIVESMAKE A CONDITIONS FOR SATISFACTION DRIVESDRIVESDRIVESDRIVESWITH PERFORMERSDRIVESDRIVESDRIVESDRIVESWHICHCUSTOMERS There are types: functional, financial, emotional, identity, meaningful The root cause of all out- comes (positive and negative), are the conversations we (effectively or not) have or don’t have. Awareness and attention shape the kind of oservers and actors we are. • passion and ownership • lack of commitment • compliance & obligation If you don’t change actions, you can’t change results. opinion based on evidence made by a listner/customer, assessebt of a promise’s impact on the listener’s ability (power) to take care of their concenrs in the future, and is an additional assessment of what the listener is willng to commit to have this promis fulfilled compared to other potential promises they can commit to Anatomy of a Promise: 1. Speaker and Hearer (identity). The Speaker is in the role of Performer, the Hearer is in the role of Customer. Future action is performed by the Speaker. 2. Conditions of Satisfaction in accordance with the standard practices of a community. 3. Background of obviousness. 4. Specified time for fulfillment of the promise. COMMIT- MENTS WHICH CREATE Many things cannot be measured but commitments can. Conversations for Action include: a request for participation, negotiation, performance, & acceptance. define... WITHIN A MEET WITH A DECLINEPROMISE OR OR COMMIT TO COMMIT COUNTER- OFFER COUNTER- OFFER (defer until later) COMMIT TO COMMIT CUSTOMERS ACCEPT CAN WITH A DECLARE A FUTURE TO WHICH OTHERS ARE GROUPS TEAMS SHAREDLEADERS CLEARLY share a vision, mission, values, trust and commitments.. Any number of people can collaborate but they aren’t automatically a team. for some future action (to accept, decline, etc.) and time, resources to have a promise fulfilledcompared to other possibble commitments (including doing nothing) Must lso be fair, honest, just, and respectful of others’ intrests Sharing requires clear communication, care, and personal investement. Declarations are acts that change expectations for action. Visions, declarations, & offers which aren’t clear cannot be committed to. ...regardless of authority, from anywhere inside or outside an organization. Anyone clearly declaring a vision others want to follow becomes a leader... Language is the primary mechanism for changing behavior and the future. Both requestor & promisor reset expectations of the future due to commitments. The future is changed by promises of action focused on new possibilities. Conversations for change come from outside the organization (context). An organization’s structure &conversations determine how and how quickly it changes. ARE ORGNIZ- ATIONS BETWEEN OF ??? PEOPLE CONVER- SATIONS ACTION IS AN VALUES ASSESSMENT OF REALITY WHOSE IS GROUNDED FOR FRAME DOMAIN PURPOSEWITH THE PROPER AND SUPPORTING EXPRESSION MANIFESTS IN How the people and things that you CARE about connect to your experience. ASSERTIONS (does the assessment fit the listiner’s beliefs?) (to what community,event, discourse, discussion, or situation, does it apply?) Should be relevant to the domain and purpose and consistent with common standards. A judgment; it ís never true or false; it shapes your posture towards a future possibility. ìThis product is really a tough sell.î The speaker will now orient herself with that interpretation in mind, which will either close down or open up certain possibilities in how she A fact for which you offer to provide evidence if requested. (what’s the point and concerns? does anyone care?) PRIORITI- ZATION RESULT FROM DOMAIN BLINDNESS COGNITIVE BLINDNESS BREAK- DOWNS OR NEGLECTING TO MODIFY COMMIT- MENTS LACK OF LEADERSHIP CONTINUITY(failing to discontinue or modify obsolete practices or business models) acceptance, performance, conditions of satisfaction, etc.) (missing conversations, cutomers, performers, requests, promises, The conditions people ask others to commit to so that their concerns are taken care of. Does the performer or speaker display confidence, authenticity, & centeredness? Teams coordinate actions toward shared promises and satisfying customers. A team is constituted by a shared promise. Commitments that generate an effective team are commitments to: 1. A shared vision, mission, and values. 2. Coordinating action for the sake of a shared promise and satisfying the customers of the team. 3. Owning the shared promise. 4. Fulfilling their role in the teamís structure of promises. 5. Developing and carrying on practices for anticipation (planning, learning, innovation) 6. The teamís structure of authority and to the declarations of authority in the team. 7. Evoking and producing trust. 8. A mood for success in the mission and fulfilling the teamís promise. 9. The teamís standards for assessment. 9. The teamís standards for assessment. 10. The future of the company, the team, and peopleís careers.
  76. 76. NATHAN SHEDROFF nathan.com @nathanshedroff QUANTITATIVE Business Model Generation, Alexander Osterwalder businessmodelgeneration.com }44 The Business Model Canvas Cost Structure Key Partners Key Resources Channels Key Activities Value Proposition Customer Relationships Customer Segments Revenue Streams
  77. 77. NATHAN SHEDROFF nathan.com @nathanshedroff ©2014 ScanscionConsumer Experience Waveline Waveline Opportunities Opportunity 1 Opportunity 2 Opportunity 3 Touchpoints USEEXPLORATION SETUPPURCHASE Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacin- ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib- ulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacin- ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib- ulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. 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Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. 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Duis lacinia lacin- ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib- ulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, con- sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec. Lorem ipsum dolor tetur adipiscing elit. D mauris non faucibus lectus. Nunc ac orna rutrum commodo od augue aliquet nec. Lorem ipsum dolor tetur adipiscing elit. D mauris non faucibus lectus. Nunc ac orna rutrum commodo od augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacin- ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib- ulum augue aliquet nec. Lorem ipsum dolor sit amet, consec- tetur adipiscing elit. Duis lacinia lacin- ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib- ulum augue aliquet nec. 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Nulla rutrum c et vestibulum augue Confusion Anxiety Frustration Boredo INTENSITY T I M E 2 3 1 2 1 3 Beauty Wonder Creation Accomplishment Ideal Consumer Experience Waveline Customer Segment 1 Customer Segment 1 Customer Segment 1 Computer crashes All the touchpoints are important Retail confusion around products Which computers have integrative features Struggling to setup WiFi The excitement of a new computer Exploring new features New products and integration Company Experience after product upgrades Adjusting to new product betas The forum takes you right to the answer F On software things just disappear Explaining the key touchpoints during exploration PC Learning Experience Video Getting diverse opinions Exploring the touchpoints PC Learning Experience Powerpoint
  78. 78. Strategic Focus Corporate Meaning Priorities Team & Partner Meaning Priorities Customer Meaning Priorities Competitors’ Meaning Priorities MEANING STRATEGY
  79. 79. INTEGRATED BOTTOM LINE
  80. 80. MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT
  81. 81. DESIGN THINKING DESIGN RESEARCH “NEW BUSINESS” NEW LEADERSHIP SYSTEMS THINKING SUSTAINABILITY
  82. 82. Nathan Shedroff Chair, Design MBA Programs California College of the Arts nathan@nathan.com @nathanshedroff designmba.cca.edu
 @designmba THANK YOU 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 Design Strategy in Action Edited by Nathan Shedroff A publication from the MBA in Design Strategy program California College of the Arts 2011 www.slideshare.net/NathanShedroff/bridging-the-innovation-culture-divide

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