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.
From my November 22 talk at ISA 14 in Buenos Aires...
Business people often have a blindspot for the very value they seek to create because it lies in the qualitative nature of relationships and not the quantitative techniques and tools theyâve been taught to focus upon. As a result, they often make strategic and tactical decisions alike that reduce the value they provide to customers, the value they can build, and the value that designers create.
New tools and approaches can help designers of all types change the conversation around their work and itâs value to our business colleagues, in order to create a better relationship as well as a better context for great design to be valued and realized.
This talk will discuss how designers can participate more fully in strategic business decisions by reframing what they do and how they work and by introducing new tools for designers to be more strategic.
What is Means to be Strategic and Create Value (UX Strat Summit, SF 2014)Nathan Shedroff
Â
Designers are already inherently connected to strategy. They just need to know how to get into the room. Note: the talking points in the notes field isn't a full transcript. They're mostly just notes for myself while presenting.
From my November 22 talk at ISA 14 in Buenos Aires...
Business people often have a blindspot for the very value they seek to create because it lies in the qualitative nature of relationships and not the quantitative techniques and tools theyâve been taught to focus upon. As a result, they often make strategic and tactical decisions alike that reduce the value they provide to customers, the value they can build, and the value that designers create.
New tools and approaches can help designers of all types change the conversation around their work and itâs value to our business colleagues, in order to create a better relationship as well as a better context for great design to be valued and realized.
This talk will discuss how designers can participate more fully in strategic business decisions by reframing what they do and how they work and by introducing new tools for designers to be more strategic.
What is Means to be Strategic and Create Value (UX Strat Summit, SF 2014)Nathan Shedroff
Â
Designers are already inherently connected to strategy. They just need to know how to get into the room. Note: the talking points in the notes field isn't a full transcript. They're mostly just notes for myself while presenting.
This is information from the Design MBA program at CCA information night in San Francisco. This is up-to-date as of May 2009 but may be updated in the Fall.
A key to surviving disruption is understanding the tasks customers are trying accomplish: they âhireâ products to get a job done. Jobs to be done (JTBD) is a growing field of study and increasingly seen as a source for business growth.
Luckily, UX strategists have the skills to analyze customer behavior and correlate this to business opportunity using JTBD theory. This allows us to maximize opportunity by finding jobs that are most important to users, but with which they are least satisfied. Focus on delivering value for those jobs first.
This talk outlines JTBD theory and practice, and shows its relevance to UX strategy. Through examples, Iâll show how to prioritize efforts in a way that has real impact.
Mapping the customer experience: innovate using customer experience journey mapsJoyce Hostyn
Â
Do you know what your organization looks like from your customerâs perspective? In the digital age, silos and organizational bureaucracy manifest themselves through your digital presence. You can bridge these silos and overcome a bureaucratic inside-out mindset by visualizing the customer (learner, elder, citizen, patient, employee) experience through a customer experience journey map that captures both actual and emotional aspects of the customer experience. Then, map in hand, you can use it to design great outside-in customer experiences for your organization.
Designing Around Storytelling - UCD2013, London 08 Oct 2013Anna DahlstrĂśm
Â
Slides from my talk around storytelling in design at the UCD 2013 Conference in London http://2013.ucduk.org.
Stories have played an important part in our societies and development through history. In the last few years it's gained attention as a tool for and important aspect in communication, and rightfully so. But it's also an integral part of the design process and at UCD 2013 I talked about why as well as how we can use it, from the start, during definition and development as well as going forwards.
This is my talk from the Sustainable Brands conference in June 2009. This was one third of the session on Rethinking the Consumption Compulsion and dealt with how we create visions of a more sustainable, meaningful, and post-consumer world.
These are notes from the Make It So presentation Chris Noessel and I have given at SXSW as well as a few other venues. Because the presentation itself isn't in a format that is easily savable, these notes are a better way to share the content.
Beyond the buzzword, consistency is about one of the fundamental tenets of good UX - learnability. But with our userâs journeys spanning so many devices, platforms and touch points, it can seem like an unattainable aspiration for a lot of teams. On the other end of the spectrum, forcing consistency without flexibility is a trap that is easy to fall into. This talk will explore three things you can do to create more consistent experiences across touch points without losing contextual relevancy.
Be a designer without becoming a 'designer'Nirish Shakya
Â
In this presentation, Nirish shares 3 lean UX techniques you can use to become more user-centric and design minded without having the title of a 'designer'.
Building Authentic Connections with Visitors through Design ThinkingDana Mitroff Silvers
Â
Slides from the 2015 Museum Computer Network (MCN) Annual Conference. This workshop combined tools and methods from the design thinking process with theories and strategies from game design.
We (Patty, Lorraine and Mike) have presented at UX Scotland on UX patterns library we have established at Royal London. Presentation was held on 21.06.2013 at Dynamic Earth, Edinburgh; http://uxscotland.net/sessions/index.php?session=19
UX STRAT 2016 - Turning CX Strategy to CX Reality at ShellTim Loo
Â
Shell's Commercial Fleet business serves and supports millions of business customers around the globe with fuel cards, fleet products and services across its fuels retail network - the world's largest.
Sarah Oey, Shell and Tim Loo, Strategy Director at Foolproof, will share their experience in creating the global customer experience strategy at Shell Commercial Fleet and the ongoing challenges, breakthroughs and pitfalls of making that strategy a valuable customer reality at one of the world's biggest companies.
This is information from the Design MBA program at CCA information night in San Francisco. This is up-to-date as of May 2009 but may be updated in the Fall.
A key to surviving disruption is understanding the tasks customers are trying accomplish: they âhireâ products to get a job done. Jobs to be done (JTBD) is a growing field of study and increasingly seen as a source for business growth.
Luckily, UX strategists have the skills to analyze customer behavior and correlate this to business opportunity using JTBD theory. This allows us to maximize opportunity by finding jobs that are most important to users, but with which they are least satisfied. Focus on delivering value for those jobs first.
This talk outlines JTBD theory and practice, and shows its relevance to UX strategy. Through examples, Iâll show how to prioritize efforts in a way that has real impact.
Mapping the customer experience: innovate using customer experience journey mapsJoyce Hostyn
Â
Do you know what your organization looks like from your customerâs perspective? In the digital age, silos and organizational bureaucracy manifest themselves through your digital presence. You can bridge these silos and overcome a bureaucratic inside-out mindset by visualizing the customer (learner, elder, citizen, patient, employee) experience through a customer experience journey map that captures both actual and emotional aspects of the customer experience. Then, map in hand, you can use it to design great outside-in customer experiences for your organization.
Designing Around Storytelling - UCD2013, London 08 Oct 2013Anna DahlstrĂśm
Â
Slides from my talk around storytelling in design at the UCD 2013 Conference in London http://2013.ucduk.org.
Stories have played an important part in our societies and development through history. In the last few years it's gained attention as a tool for and important aspect in communication, and rightfully so. But it's also an integral part of the design process and at UCD 2013 I talked about why as well as how we can use it, from the start, during definition and development as well as going forwards.
This is my talk from the Sustainable Brands conference in June 2009. This was one third of the session on Rethinking the Consumption Compulsion and dealt with how we create visions of a more sustainable, meaningful, and post-consumer world.
These are notes from the Make It So presentation Chris Noessel and I have given at SXSW as well as a few other venues. Because the presentation itself isn't in a format that is easily savable, these notes are a better way to share the content.
Beyond the buzzword, consistency is about one of the fundamental tenets of good UX - learnability. But with our userâs journeys spanning so many devices, platforms and touch points, it can seem like an unattainable aspiration for a lot of teams. On the other end of the spectrum, forcing consistency without flexibility is a trap that is easy to fall into. This talk will explore three things you can do to create more consistent experiences across touch points without losing contextual relevancy.
Be a designer without becoming a 'designer'Nirish Shakya
Â
In this presentation, Nirish shares 3 lean UX techniques you can use to become more user-centric and design minded without having the title of a 'designer'.
Building Authentic Connections with Visitors through Design ThinkingDana Mitroff Silvers
Â
Slides from the 2015 Museum Computer Network (MCN) Annual Conference. This workshop combined tools and methods from the design thinking process with theories and strategies from game design.
We (Patty, Lorraine and Mike) have presented at UX Scotland on UX patterns library we have established at Royal London. Presentation was held on 21.06.2013 at Dynamic Earth, Edinburgh; http://uxscotland.net/sessions/index.php?session=19
UX STRAT 2016 - Turning CX Strategy to CX Reality at ShellTim Loo
Â
Shell's Commercial Fleet business serves and supports millions of business customers around the globe with fuel cards, fleet products and services across its fuels retail network - the world's largest.
Sarah Oey, Shell and Tim Loo, Strategy Director at Foolproof, will share their experience in creating the global customer experience strategy at Shell Commercial Fleet and the ongoing challenges, breakthroughs and pitfalls of making that strategy a valuable customer reality at one of the world's biggest companies.
These are the slides from a webinar on Sustainable Design, based on the book Design is the Problem. These include updated graphics, from both the book and the webinar. More about the webinar here: http://www.rosenfeldmedia.com/webinars/sustainable-design-webinar/
Version 2.0 of Emotion Driven Design (an earlier talk)
Are we getting the intended emotional response we set out to achieve? In this seminar, we explore the powerful effects of emotion-driven design on human behavior.
Our decisions are based off of 10% logic and 90% emotion. Reversal Theory helps us understand how we constantly change from being ÂŤgoal focusedÂť to ÂŤexplorativeÂť and how we need to design for both of these states of mind.
Through methods and examples, we gain a greater understanding for how we create engaging experiences and long term commitments by focusing on emotional design.
WordCamp SF 2014 talk on the foundational principles of personas in design and development and a simple way to setup a WordPress site to support their diffusion.
ISA14 BUENOS AIRES - Interaction South AmericaMateus Iglesias
Â
Algumas das principais ideias compartilhadas no Interaction South America de 2014 em Buenos Aires.
*Desculpem a mistura de inglĂŞs, castelhano e portuguĂŞs :)
Slides from Wayne Hodgins presentation to the San Francisco Bay Area Manufacturing User Group (BAMUG) on Oct.16, 2007. See Off Course - On Target at www.autodesk.com/waynehodgins for a full write up and more.
slides from Wayne Hodgins's presentation to the San Francisco Bay Area Manufacturing User Group (BAMUG) meeting Oct. 16, 2007. See Off Course - On Target at www.autodesk.com/waynehodgins for more
What Board Games can Teach Us about Designing ExperiencesStephen Anderson
Â
Thereâs a reason so many board gamers show up UX events. The same skills that make us great information wranglers are the same things that make board games like Catan, Pandemic and yes, even Exploding Kittens so appealing! It should come as no surprise that weâve seen prominent UX leaders cross over into board game design (Matt Leacock, Dirk Knemeyer).
If we scratch beneath the surface, thereâs a set of shared skills (and struggles) common to these different professions. Specifically: the spatial arrangement of information, visual encoding of information, creating designed spaces, a systems view, playtesting / user testing, competing tensions, triggering emotional responses, and many more.
Okay, so what? Sure, itâs kind of neat that we have so much in common. But how might this change what I do at $largecompany? Hereâs the honest truth: The game design profession is just a little bit farther down the road than us, and we have a lot to learn from this group if we can look past the superficial differences. We talk about designing for emotions, but letâs face it, game designers are actually winning at this. Processes? We talk about lean and agile, but game designers have mastered playtesting (and the design to playtest ratio should make us embarrassed at how little we actually iterate with users). And thereâs plenty more. Iâm confident that if we can look our our own profession through the lens of game design, weâll see plenty of glaring opportunities for improvement, and a few tricks we might pick up, as well.
Whether it's radical innovation or incremental innovation you are looking for, empathy and experiment are always the core of what you need to do. And the space and culture are also very important for making the magic happen. The USER model, User & Empathy, Space & culture, Experiment and Repeat, is the way we think could really foster innovation.
Designing Beyond Products: A Case Study in Restorative JusticeClinton Carlson
Â
A presentation from BigDesign 2021, that explores community-activated design methods and design for micro-communities based on restorative justice circle practices.
A presentation I gave on design thinking for technology, business, and entrepreneurship students at NYU.
These slides were accompanied by a lot of group participation, Q&A, and a design challenge, so some slides may feel a little sparse.
These slides are adapted from a design thinking presentation co-authored with Melanie Kahl in 2011. Thanks for viewing!
Ten minute presentation that attempts to distill a handful of IxD14 talks down into 30 second snippets then questions what it means when people say design is part art and part science. Special thanks to the legends: Bernard Lahousse, Christina Wodtke, Klaus Krippendorff, Stephanie Akkaoui Hughes, Giles Colborne, Dan Rosenberg, Irene Au, Peter Bilâak, Antonio de Pasquale, Jason Mesut and Dave Malouf.
Coming off the Island: principles for a more collaborative, fast approachHeidi Hackemer
Â
I speak for Hyper Island Master Classes in New York. This is the presentation that I've developed (through several drafts) of how to take the theory of working together better for our evolved landscape and being more nimble/collaborative/smart into actual practice.
Similar to Bridging the innovation culture divide (20)
Strategy is in Crisis and Design Can Solve ItNathan Shedroff
Â
Design brings essential, missing tools, processes, and understandings to traditional business strategy and can identify new opportunities and create vastly more and new value.
This is a growing list of important examples of Conversational User Interfaces from fiction and fact throughout history. CUIs (or bots) have been imagined for millennia as a natural way to deal with others and technology.
This is a presentation Davis Masten and I originally gave at the 2010 annual IDSA conference. It's based on the Brand Futures workshops we ran for the AIGA.
This is the latest version of my many presentation about how strategic innovation can be driven via meaningful experiences. In included update material I've presented in the USA, Belgium, Chile, Buenos Aires, and Korea, etc. (May 2009)
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
Â
Experience unparalleled EXTENDED STAY and comfort at Skye Residences located just minutes from Toronto Airport. Discover sophisticated accommodations tailored for discerning travelers.
Website Link :
https://skyeresidences.com/
https://skyeresidences.com/about-us/
https://skyeresidences.com/gallery/
https://skyeresidences.com/rooms/
https://skyeresidences.com/near-by-attractions/
https://skyeresidences.com/commute/
https://skyeresidences.com/contact/
https://skyeresidences.com/queen-suite-with-sofa-bed/
https://skyeresidences.com/queen-suite-with-sofa-bed-and-balcony/
https://skyeresidences.com/queen-suite-with-sofa-bed-accessible/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-king-queen-suite-with-sofa-bed/
https://skyeresidences.com/2-bedroom-deluxe-queen-suite-with-sofa-bed-accessible/
#Skye Residences Etobicoke, #Skye Residences Near Toronto Airport, #Skye Residences Toronto, #Skye Hotel Toronto, #Skye Hotel Near Toronto Airport, #Hotel Near Toronto Airport, #Near Toronto Airport Accommodation, #Suites Near Toronto Airport, #Etobicoke Suites Near Airport, #Hotel Near Toronto Pearson International Airport, #Toronto Airport Suite Rentals, #Pearson Airport Hotel Suites
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Â
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
"đŠđŹđŽđźđľ đžđ°đťđŻ đťđą đ°đş đŻđ¨đłđ đŤđśđľđŹ"
đđ đđ¨đŚđŹ (đđ đđ¨đŚđŚđŽđ§đ˘đđđđ˘đ¨đ§đŹ) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
đđ đđ¨đŚđŹ provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
â đ đđđđŽđŤđđ đŠđŤđ¨đŁđđđđŹ:
⢠2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
⢠SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
â˘FreenBecky 1st Fan Meeting in Vietnam
â˘CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
⢠WOW K-Music Festival 2023
⢠Winner [CROSS] Tour in HCM
⢠Super Show 9 in HCM with Super Junior
⢠HCMC - Gyeongsangbuk-do Culture and Tourism Festival
⢠Korean Vietnam Partnership - Fair with LG
⢠Korean President visits Samsung Electronics R&D Center
⢠Vietnam Food Expo with Lotte Wellfood
"đđŻđđŤđ˛ đđŻđđ§đ đ˘đŹ đ đŹđđ¨đŤđ˛, đ đŹđŠđđđ˘đđĽ đŁđ¨đŽđŤđ§đđ˛. đđ đđĽđ°đđ˛đŹ đđđĽđ˘đđŻđ đđĄđđ đŹđĄđ¨đŤđđĽđ˛ đ˛đ¨đŽ đ°đ˘đĽđĽ đđ đ đŠđđŤđ đ¨đ đ¨đŽđŤ đŹđđ¨đŤđ˘đđŹ."
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Â
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
đ˘ Email Access
đ˘ Bank Added
đ˘ Card Verified
đ˘ Full SSN Provided
đ˘ Phone Number Access
đ˘ Driving License Copy
đ˘ Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1âŞ(218) 203-5951âŹ
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujaratâs DholeraAvirahi City Dholera
Â
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isnât just any project; itâs a potential game changer for Indiaâs chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Â
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
Â
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Â
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.đ¤Ż
We will dig deeper into:
1. How to capture video testimonials that convert from your audience đĽ
2. How to leverage your testimonials to boost your sales đ˛
3. How you can capture more CRM data to understand your audience better through video testimonials. đ
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
Â
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Â
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, youâll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Discover the innovative and creative projects that highlight my journey throu...
Â
Bridging the innovation culture divide
1. BRIDGING THE INNOVATION
CULTURE DIVIDE
Nathan ShedroďŹ
Chair, Design MBA Programs
California College of the Arts
nathan@nathan.com
@nathanshedroff
designmba.cca.eduâ¨
@designmba
7. 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 âoutsiderâ user interfaces, designers can derive lessons that make
their real-world designs more cutting edge and successful.
âDesigners who love science ďŹction will go bananas over Shedroff and Noesselâs delightful and
informative book on how interaction design in sci-ďŹ movies informs interaction design in the real
world.... You will ďŹnd it as useful as any design textbook, but a whole lot more fun.â
ALAN COOPER
âFather of Visual Basicâ and author of The Inmates Are Running the Asylum
âPart futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinating
investigation of an often-overlooked topic: how sci-ďŹ inďŹuences the development of tomorrowâs
machine interfaces.â
ANNALEE NEWITZ
Editor, io9 blog
âShedroff and Noessel have created one of the most thorough and insightful studies ever made
of this domain.â
MARK COLERAN
Visual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)
âEvery geekâs wet dream: a science ďŹction and interface design book rolled into one.â
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
20. functional
CLV = GC ⢠- M â˘â
i = 0
n
(1 + d)i
ri
â
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)
21. functional
{ (V/S)b - (V/S)g}* Sales
(Brand Value)
(V/S)b = Enterprise Value / Sales ratio of the ďŹrm with the beneďŹt of the brand nameâ¨
(V/S)g = Enterprise Value / Sales ratio of the ďŹrm 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 Millionâ¨
Thus, (6369/24200) or 26% of the value of the company is derived from brand equity.
43. GROWTH IS EVERYTHING
FREE MARKETS ARE EFFICIENT
MARKETS OPTIMIZE EVERYTHING
âTHE BUSINESS OF BUSINESS IS BUSINESSâ
âCORPORATIONS ARE PEOPLE MY FRIENDâ
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
44. THE WORK SPEAKS FOR ITSELF
DESIGN IS FOCUSED ON CUSTOMERS
DESIGNERS CREATE CULTURE
BUSINESSPEOPLE ONLY CARE ABOUT THE NUMBERS
NUMBERS DONâT TELL THE STORY
YOU CAN PROTECT AN IDEA
DESIGNERS CREATE AND CONTROL THE EXPERIENCE
ITâS GOTTA LOOK NICE
THE BEST SOLUTION ALWAYS WINS
MYTHS OF DESIGN
50. Lessons from The Catalyst:
The Behaviors That Foster Innovationâ¨
Within Orgs Are Often Fireableâ¨
OďŹenses:
â˘Â Hiding budget
â˘Â Working on projects after theyâre â¨
cancelled
â˘Â Going âout of boundsâ for mentors, â¨
partners, and conspirators
⢠Reframing the original opportunity
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. 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
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. 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
55. 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
56. 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
58. 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
60. 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
â˘Â Led by Senior Management with Cross-Functional â¨
Teams
⢠Cross-Functional Collaboration Critical
â˘Â Creative Environment Important
â˘Â Innovation is not Dependent on a âBig Ideaâ
⢠ Risk-Taking is Accepted
8%
10%
18%
26%
39%
61. INNOVATION CULTURES:
26% Creative Innovators
(more spontaneous and build innovation around inspiration
and instinct derived from one or a few âgeniuses,â intuitively
aware of trends and customersâ cultures, act quickly,
decisively, and creatively) ex: Apple, numerous start-ups
⢠âBig Ideasâ Inspire Most Innovation Initiatives
â˘Â Led by Senior Management
⢠ Exertion is Often Ad-Hoc and Doesnât Follow a Set Process
â˘Â Creativity and Curiosity are more Important Than Analytics
â˘Â Risk-Taking is Encouraged
â˘Â Design is recognized and respected as a partner
Research: Cheskin (2008)
8%
10%
18%
26%
39%
62. INNOVATION CULTURES:
18% Structured Innovators
(meticulous processes in the hands of middle managers,
Research & Development, Information Technology, or
Product Development groups) ex: NestlĂŠ, Kraft, Boeing
⢠ Innovation is the Outcome of a Formal Process
â˘Â Leadership by Middle Management, R&D, and â¨
Technology Departments
⢠ Cross-Functional Collaboration is Not Emphasized
⢠Analytic Evaluations are Usually More Important Than â¨
Creativity
⢠Most Innovations Are Iterative and Risk is Minimized
Research: Cheskin (2008)
8%
10%
18%
26%
39%
63. INNOVATION CULTURES:
10% Ad-Hoc Innovators
(occasionally, and haphazardly create breakthroughs, noâ¨
set process and often donât know how they did it and canât
replicate it, donât always understand why an offering is
successful (or not). ex: Healthcare providers, utilities,
retailers, most auto companies
⢠Innovation Approached in Isolation (internally and externally)
â˘Â Leadership by Middle Management, R&D, and â¨
Technology Departments
â˘Â Cross-Functional Collaboration is Non-Existent
⢠Qualitative Metrics Only
⢠Risk AdverseResearch: Cheskin (2008)
8%
10%
18%
26%
39%
64. INNOVATION CULTURES:
8% Innovation Outsourcers
(just canât innovate inside the company, culture doesnât 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 ďŹrms, or pure marketers, most
ďŹnancial services
â˘Â Risk adverse
â˘Â Quantitatively managed and focused (only)
â˘Â No real support for innovation across all divisions
⢠Innovators often leave for other opportunities
Research: Cheskin (2008)
8%
10%
18%
26%
39%
65. ITâS MORE IMPORTANT FOR AN
ORGANIZATION TO KNOW ITSELF
THAN TO BE ANY SPECIFIC TYPE
67. Leadership
â˘Â Support design from the top
â˘Â Communicate vision and values â¨
internally (all parts of the org)
â˘Â Support qualitative metrics for â¨
success (not only quantitative)
â˘Â Ensure all aspects of the org â¨
understand who is expected toâ¨
innovate and the rewards
â˘Â Donât make design decisions
but ensure theyâre being made
⢠Temper legal advice
68. New approaches that support
Innovative Opportunities:
â˘Â Qualitative Marketing Insightâ¨
(not merely Quantitative Research)
â˘âDesign Researchâ Techniques
â˘Â Customer Insight Before â¨
Technological Developmentâ¨
(Augmenting âAgileâ Development)
â˘Â Separating Marketing from Sales
Marketing
69. â˘Â Invest time and budget â¨
toward design efforts
â˘Â Support design effortsâ¨
in other org divisions
â˘Â Regular dialog throughout â¨
divisions
Operations
70. â˘Â Build and maintain a cultureâ¨
that attracts and enablesâ¨
integrative and divergentâ¨
thinkers
â˘Â Provide âcoverâ for development
â˘Â Work with Marketing, Customer â¨
Support, and Customers directly
â˘Â Prototype and deploy!
R&D
71. â˘Â Abandon âcommand and
controlâ for a service mentality:
Explore and deploy in the
service of departmental and
customer needs (not merely
the needs of the IT dept.)
â˘Â Consider the experience!
Technology
72. â˘Â Explore new business models
⢠Explore new funding models
â˘Â Abandon âcommand andâ¨
controlâ for a service mentality
Finance
73. â˘Â Understand and Develop â¨
appropriate hiring procedures
â˘Â Develop and deploy new â¨
review and reward structures
⢠Source creatively and â¨
dynamically
â˘Â Work closely with design leads
â˘Â Abandon process when â¨
necessary
HR
74. â˘Â Understand business process,â¨
issues, and terminology
â˘Â Develop new ways of communicating â¨
customer experience to non-designerâ¨
peers
⢠Respect the need (and time) forâ¨
quantitative metrics and decisions
â˘Â Work closely with non-designers
â˘Â Focus on Total Value!
Design
78. Must lso be fair, honest,
just, and respectful of
othersâ intrests
performer + individul
listener + performerâs
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
donât have.
Awareness and attention
shape the kind of oservers
and actors we are.
⢠passion and ownership
⢠lack of commitment
⢠compliance & obligation
If you donât change
actions, you canât change
results.
opinion based on evidence
made by a listner/customer,
assessebt of a promiseâs
impact on the listenerâs 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 arenât
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 othersâ intrests
Sharing requires clear
communication, care, and
personal investement.
Declarations are acts that
change expectations for
action.
Visions, declarations, &
offers which arenât 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 organizationâs 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 listinerâs 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 Ăs never true or false; it shapes your posture towards a future possibility.
ĂŹThis product is really a tough sell.ĂŽ
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.
(whatâs 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 teamĂs structure of promises.
5. Developing and carrying on practices for anticipation (planning, learning, innovation)
6. The teamĂs 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 teamĂs promise. 9. The teamĂs standards for assessment.
9. The teamĂs standards for assessment.
10. The future of the company, the team, and peopleĂs careers.
79. Must lso be fair, honest,
just, and respectful of
othersâ intrests
performer + individul
listener + performerâs
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
donât have.
Awareness and attention
shape the kind of oservers
and actors we are.
⢠passion and ownership
⢠lack of commitment
⢠compliance & obligation
If you donât change
actions, you canât change
results.
opinion based on evidence
made by a listner/customer,
assessebt of a promiseâs
impact on the listenerâs 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 arenât
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 othersâ intrests
Sharing requires clear
communication, care, and
personal investement.
Declarations are acts that
change expectations for
action.
Visions, declarations, &
offers which arenât 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 organizationâs 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 listinerâs 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 Ăs never true or false; it shapes your posture towards a future possibility.
ĂŹThis product is really a tough sell.ĂŽ
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.
(whatâs 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 teamĂs structure of promises.
5. Developing and carrying on practices for anticipation (planning, learning, innovation)
6. The teamĂs 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 teamĂs promise. 9. The teamĂs standards for assessment.
9. The teamĂs standards for assessment.
10. The future of the company, the team, and peopleĂs careers.
80. 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
81. NATHAN SHEDROFF nathan.com @nathanshedroff
Š2014 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.
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, 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.
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.
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
sectetur adipiscing e
lacinia mauris non fa
sed mattis lectus. Nu
risus. Nulla rutrum c
et vestibulum augue
Lorem ipsum dolor
sectetur adipiscing e
lacinia mauris non fa
sed mattis lectus. Nu
risus. 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
86. Nathan ShedroďŹ
Chair, Design MBA Programs
California College of the Arts
nathan@nathan.com
@nathanshedroff
designmba.cca.eduâ¨
@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 âoutsiderâ user interfaces, designers can derive lessons that make
their real-world designs more cutting edge and successful.
âDesigners who love science ďŹction will go bananas over Shedroff and Noesselâs delightful and
informative book on how interaction design in sci-ďŹ movies informs interaction design in the real
world.... You will ďŹnd it as useful as any design textbook, but a whole lot more fun.â
ALAN COOPER
âFather of Visual Basicâ and author of The Inmates Are Running the Asylum
âPart futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinating
investigation of an often-overlooked topic: how sci-ďŹ inďŹuences the development of tomorrowâs
machine interfaces.â
ANNALEE NEWITZ
Editor, io9 blog
âShedroff and Noessel have created one of the most thorough and insightful studies ever made
of this domain.â
MARK COLERAN
Visual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)
âEvery geekâs wet dream: a science ďŹction and interface design book rolled into one.â
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