Creative leadership the value design brigns to business

1. CREATIVE LEADERSHIP:  THE VALUE DESIGN  BRINGS TO BUSINESS Nathan Shedroﬀ nathan@nathan.com @nathanshedroff

2. MY BACKGROUND

6. 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 2008 Edition Dictionary of Sustainable Management Design Strategy in Action Edited by Nathan Shedroff A publication from the MBA in Design Strategy program California College of the Arts 2011

8. NATHAN SHEDROFF nathan.com @nathanshedroff deluxe TOMORROW  WORLDS

9. MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT designmba.cca.edu

10. BUSINESS DESIGN

11. BUSINESS (DESIGN, ARCH, ENG…)

12. BUSINESS DESIGN

13. BUSINESS DESIGNDESIGN

14. “BEAN COUNTERS” “CREATIVES”

15. OPTIMIZATION IMAGINATION

16. CERTAINTY AMBIGUITY

17. MINIMAL VIABLE PRODUCT EXPERIENCE PROTOTYPE

18. functional financial

19. 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)

20. 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.

21. functional financial emotional identity meaningful VALUE

22. RELATIONSHIP functional financial emotional identity meaningful

23. RELATIONSHIP functional financial emotional identity meaningful R E X PEIEN E C R E X PEIEN E C

24. YOU ARE IN THE RELATIONSHIP BUSINESS

25. Commodity Product Service Experience YOU ARE IN THE EXPERIENCE BUSINESS From: The Experience Economy, Pine and Gilmore

26. Commodity Product Service Event/Experience YOU ARE IN THE EXPERIENCE BUSINESS Experience

27. functional financial emotional identity meaningful

28. functional financial emotional identity meaningful

29. functional (Does this do what I need…?)

30. financial (…at a price that’s worth it?)

31. emotional (How does this make me feel?)

32. identity (Is this me?)

33. meaningful (Does this ﬁt into my world?)

34. functional financial emotional identity meaningful $1.1B TOTAL VALUE: Instagram

35. functional financial emotional identity meaningful $1.1B $86M TOTAL VALUE: Instagram

36. functional financial emotional identity meaningful $1.1B $1.01B $86M TOTAL VALUE: Instagram

37. functional financial emotional identity meaningful $1.1B $1.01B $86M Quantitative Qualitative TOTAL VALUE: Instagram

38. functional financial emotional identity meaningful $1.1B $1.01B $86M Quantitative Qualitative (Premium) Instagram TOTAL VALUE:

39. “GOOD WILL” “BOOK VALUE”

40. QUALITATIVE QUANTITATIVE

41. BUSINESS + DESIGN

42. 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

43. 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

44. VALUE

45. TOTAL VALUE

46. RELATIONSHIP

47. EXPERIENCE

48. INNOVATION

49. 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

50. 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

51. 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

52. 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

53. 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

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

57. 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

58. 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)

59. 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%

60. 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%

61. 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%

62. 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%

63. 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%

64. IT’S MORE IMPORTANT FOR AN ORGANIZATION TO KNOW ITSELF THAN TO BE ANY SPECIFIC TYPE

65. ORGANIZATIONS, DEPARTMENTS, TEAMS, & INDIVIDUALS MAY HAVE DIFFERENT CULTURES

66. 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

67. 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

68. • Invest time and budget   toward design efforts • Support design efforts  in other org divisions • Regular dialog throughout   divisions Operations

69. • 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

70. • 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

71. • Explore new business models • Explore new funding models • Abandon “command and  control” for a service mentality Finance

72. • 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

73. • 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

74. QUALITATIVE QUANTITATIVE VS.

75. QUALITATIVE QUANTITATIVE AND

76. NATHAN SHEDROFF nathan.com @nathanshedroff QUANTITATIVE

77. YOU CAN ONLY INNOVATE FOR THAT WHICH YOU CARE ARE WHERE YOUR DRIVES ENERGY FOLLOWS ATTENTION IS LEADERS AN GENERATE CONVER- SATIONS WHICH CREATE VALUE COMMIT- MENTS WHICH ENABLE ACTIONS WHICH DRIVE GENERATIVEOF RESULTS INNOVATION WHICH ONLY EXISTS RELATION- SHIP WITHIN AN AWARENESS CREATES CHOICE IS AN ASSESSMENT THAT PROVOKES IS GROUNDED FOR ACTION WITH THE PROPER FRAME DOMAIN PURPOSE AND SUPPORTING ASSERTIONS INTRA- PRENEURS EXPERIENCE SEEK ARE CLEARLY SEEK ENTRE- PRENEURS SEEK OPPOR- TUNITIES OPPOR- TUNITIES MUST WORK WITHIN THE CULTURE FOR CONVER- SATIONS DECLARE ORGANIZ- ATIONS LEADERS FOR BETWEEN A FOR MANAGERS GROWTH EFFICIENCY ORGANIZ- ATIONS WITHIN THE ORGAN- IZATION INI NEW TEAMS ARE GROUPS WITH A SHARED OF FUTURE MEANING IS AN ASSESSMENT OF REALITY WHOSE PRIORIT- IZATION AND EXPRESSION MANIFESTS IN VALUES PEOPLE TO WHICH OTHERS COMMIT AND VALUES BREAK- DOWNS RESULT FROM COGITIVE BLINDNESS DOMAIN BLINDNESS OF THEIR COMMIT- MENTS NEGLECTING TO MODIFY COMMIT TO SHARED MISSIONS & GOALS VISIONS ACTIONS WITHIN THE ORGAN- IZATION OWNERSHIP ROLES & STRUCTURES CUSTOMERS MAKE A FOR ACTIONS WITH A REQUEST BASED ON DECLAR -ATIONS WITH ARE MET WITH AN WITHIN A RELATION- SHIP CONDITIONS FOR SATISFACTION OFFER WHICH FOLLOWED BY A PERFORMERS PROMISE MEET WITH A PROMISE CUSTOMERS CAN ACCEPT DECLINE COUNTER OFFER COUNTER OFFER OR COMMIT TO COMMIT OR COMMIT TO COMMIT ...we (effectively or not) have or not. The cause of all outcomes (positive & negative) are the... Awareness and attention shape the kind of observers and actors we are. Types of value: functional, financial, emotional, identity, and meaningful. Whether they acknowledge it or not, all organizations are in the relationship business. Whether they acknowledge it or not, all organizations are in the experience business. ... can be measured (unlike many things) • passion & ownership • lack of commitment • compliance & obligation If you don’t change actions, you can’t chance results. ...is action, not intent. You only care for those things in which you invest energy, time, or sometimes money. Conversations for Action include: a request for participation, negotiation, performance, & acceptance. (defer until later) ... should display, confidence,authenticity, and centeredness. (in accordance with standard community practices) (requires a speaker and a hearer and should articulate the concern to be addressed) (of future action, to accept decline, etc. withinset time period and resources) How the people and things that you CARE about connect to your experience. 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 performer + individual listener + performer’s promise + background of obviousnss + conversation for action The conditions people ask others to commit to so that their concerns are cared for. (does the assessment fit the listener’s beliefs?) (to what community,event, discourse, discussion, or situation, does it apply?) Shouldberelevanttothedomain andpurposeandconsistentwith commonstandards. Assertionsarenevertrueorfalse butshapeyourposturetoward futurepossibilities.Listeners orientthemselveswithinthe assertion’sframeopeningand closingotheropportunities. Thereareatleastsixdimensions ofeveryexperience:intensity, duration,breadth,interaction, value,andtriggers. A fact for which you offer to provide evidence if requested. (what’s the point and concerns? does anyone care?) Generative systems naturally generate change and interaction by their use. Innovation is the adaptation of a new practice within a community. Innovation processes involve: • Sensing: bringing forth new possibilities that bring value to the community • Envisioning: building compelling stories of how things could be • Offering: presenting a proposed practice to community(leaders), who commit to consider it • Adopting: community members commit to trying the new practice for the first time • Sustaining: (Adopting) for its useful life • Executing: carrying-out action plans that produce and sustain adoption • Leading: Proactively working to produce the outcomes of the previous 6 practices and overcoming the struggles along the way • Embodying: achieving a level of skill at each practice that makes them automatic, habitual, and effective even in chaotic situations. CAN ONLY TRANSFER WITHIN A MAPA ...to coordinating actions (including declarations of authority within the team)(including processes) (including the assessment of these) Howthepeopleandthingsthat youcareaboutconnecttoyour experience. Thereare15coremeanings thatdefinehowpeopleframe theworldaroundthem. Peoplecanprioritizethesame coremeaningsyetexpress themdifferently. Any number of people can collaborate but they aren’t automatically a team. 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. Those who make offers commit to be satisfied when these are delivered. People commit to fulfill offers made and accepted by others. ...hasbecomeitsowngoal insteadofjustameanstoa largergoal. (failing to discontinue or modify obsolete practices or business models) acceptance, performance, conditions of satisfaction, etc.) (missing conversations, cutomers, performers, requests, promises,

78. YOU CAN ONLY INNOVATE FOR THAT WHICH YOU CARE ARE WHERE YOUR DRIVES ENERGY FOLLOWS ATTENTION IS LEADERS AN GENERATE CONVER- SATIONS WHICH CREATE VALUE COMMIT- MENTS WHICH ENABLE ACTIONS WHICH DRIVE GENERATIVEOF RESULTS INNOVATION WHICH ONLY EXISTS RELATION- SHIP WITHIN AN AWARENESS CREATES CHOICE IS AN ASSESSMENT THAT PROVOKES IS GROUNDED FOR ACTION WITH THE PROPER FRAME DOMAIN PURPOSE AND SUPPORTING ASSERTIONS INTRA- PRENEURS EXPERIENCE SEEK ARE CLEARLY SEEK ENTRE- PRENEURS SEEK OPPOR- TUNITIES OPPOR- TUNITIES MUST WORK WITHIN THE CULTURE FOR CONVER- SATIONS DECLARE ORGANIZ- ATIONS LEADERS FOR BETWEEN A FOR MANAGERS GROWTH EFFICIENCY ORGANIZ- ATIONS WITHIN THE ORGAN- IZATION INI NEW TEAMS ARE GROUPS WITH A SHARED OF FUTURE MEANING IS AN ASSESSMENT OF REALITY WHOSE PRIORIT- IZATION AND EXPRESSION MANIFESTS IN VALUES PEOPLE TO WHICH OTHERS COMMIT AND VALUES BREAK- DOWNS RESULT FROM COGITIVE BLINDNESS DOMAIN BLINDNESS OF THEIR COMMIT- MENTS NEGLECTING TO MODIFY COMMIT TO SHARED MISSIONS & GOALS VISIONS ACTIONS WITHIN THE ORGAN- IZATION OWNERSHIP ROLES & STRUCTURES CUSTOMERS MAKE A FOR ACTIONS WITH A REQUEST BASED ON DECLAR -ATIONS WITH ARE MET WITH AN WITHIN A RELATION- SHIP CONDITIONS FOR SATISFACTION OFFER WHICH FOLLOWED BY A PERFORMERS PROMISE MEET WITH A PROMISE CUSTOMERS CAN ACCEPT DECLINE COUNTER OFFER COUNTER OFFER OR COMMIT TO COMMIT OR COMMIT TO COMMIT ...we (effectively or not) have or not. The cause of all outcomes (positive & negative) are the... Awareness and attention shape the kind of observers and actors we are. Types of value: functional, financial, emotional, identity, and meaningful. Whether they acknowledge it or not, all organizations are in the relationship business. Whether they acknowledge it or not, all organizations are in the experience business. ... can be measured (unlike many things) • passion & ownership • lack of commitment • compliance & obligation If you don’t change actions, you can’t chance results. ...is action, not intent. You only care for those things in which you invest energy, time, or sometimes money. Conversations for Action include: a request for participation, negotiation, performance, & acceptance. (defer until later) ... should display, confidence,authenticity, and centeredness. (in accordance with standard community practices) (requires a speaker and a hearer and should articulate the concern to be addressed) (of future action, to accept decline, etc. withinset time period and resources) How the people and things that you CARE about connect to your experience. 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 performer + individual listener + performer’s promise + background of obviousnss + conversation for action The conditions people ask others to commit to so that their concerns are cared for. (does the assessment fit the listener’s beliefs?) (to what community,event, discourse, discussion, or situation, does it apply?) Shouldberelevanttothedomain andpurposeandconsistentwith commonstandards. Assertionsarenevertrueorfalse butshapeyourposturetoward futurepossibilities.Listeners orientthemselveswithinthe assertion’sframeopeningand closingotheropportunities. Thereareatleastsixdimensions ofeveryexperience:intensity, duration,breadth,interaction, value,andtriggers. A fact for which you offer to provide evidence if requested. (what’s the point and concerns? does anyone care?) Generative systems naturally generate change and interaction by their use. Innovation is the adaptation of a new practice within a community. Innovation processes involve: • Sensing: bringing forth new possibilities that bring value to the community • Envisioning: building compelling stories of how things could be • Offering: presenting a proposed practice to community(leaders), who commit to consider it • Adopting: community members commit to trying the new practice for the first time • Sustaining: (Adopting) for its useful life • Executing: carrying-out action plans that produce and sustain adoption • Leading: Proactively working to produce the outcomes of the previous 6 practices and overcoming the struggles along the way • Embodying: achieving a level of skill at each practice that makes them automatic, habitual, and effective even in chaotic situations. CAN ONLY TRANSFER WITHIN A MAPA ...to coordinating actions (including declarations of authority within the team)(including processes) (including the assessment of these) Howthepeopleandthingsthat youcareaboutconnecttoyour experience. Thereare15coremeanings thatdefinehowpeopleframe theworldaroundthem. Peoplecanprioritizethesame coremeaningsyetexpress themdifferently. Any number of people can collaborate but they aren’t automatically a team. 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. Those who make offers commit to be satisfied when these are delivered. People commit to fulfill offers made and accepted by others. ...hasbecomeitsowngoal insteadofjustameanstoa largergoal. (failing to discontinue or modify obsolete practices or business models) acceptance, performance, conditions of satisfaction, etc.) (missing conversations, cutomers, performers, requests, promises,

79. 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

80. 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 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, 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 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, 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 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, 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. 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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

81. Strategic Focus Corporate Meaning Priorities Team & Partner Meaning Priorities Customer Meaning Priorities Competitors’ Meaning Priorities MEANING STRATEGY

82. INTEGRATED BOTTOM LINE

83. DESIGN THINKING DESIGN RESEARCH “NEW BUSINESS” NEW LEADERSHIP SYSTEMS THINKING SUSTAINABILITY

84. Nathan Shedroff nathan@nathan.com @nathanshedroff 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

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