Designing and Driving UX Careers: A Framework for Empowering UX Teams (Ian Sw...Rosenfeld Media
Ian Swinson: "Designing and Driving UX Careers: A Framework for Empowering UX Teams"
Enterprise UX 2016 • June 8, 2016 • San Antonio, TX, USA
http://2016.enterpriseux.net
Exploring Cadence: You, Your Team, and Your Enterprise (Elizabeth Churchill a...Rosenfeld Media
Elizabeth Churchill: "Exploring Cadence: You, Your Team, and Your Enterprise"
Enterprise UX 2017 • June 9, 2017 • San Francisco, CA, USA
http://2017.enterpriseux.net
Evaluating the Impact of Design Thinking in ActionDavid Allan Chin
Design thinking offers a problem-solving approach widely adopted by the most innovative companies and organizations - but how do we truly measure its impact?
Professor Jeanne Liedtka of the University of Virginia’s Darden School of Business reports on the results of research conducted at UVA over the past 6 years of over 30 organizations using design thinking in practice.
This presentation shared during a MURAL webinar hosted by Jeanne Liedtka on 12/24/18.
“It’s More of a Mindset Than a Method”: UX Practitioners’ Conception of Desig...colin gray
There has been increasing interest in the work practices of user experience (UX) designers, particularly in relation to approaches that support adoption of human-centered principles in corporate environments. This paper addresses the ways in which UX designers conceive of methods that support their practice, and the methods they consider necessary as a baseline competency for beginning user experience designers. Interviews were conducted with practitioners in a range of companies, with differing levels of expertise and educational backgrounds represented. Interviewees were asked about their use of design methods in practice, and the methods they considered to be core of their practice; in addition, they were asked what set of methods would be vital for beginning designers joining their company. Based on these interviews, I evaluate practitioner conceptions of design methods, proposing an appropriation-oriented mindset that drives the use of tool knowledge, supporting designers’ practice in a variety of corporate contexts. Opportunities are considered for future research in the study of UX practice and training of students in human-computer interaction programs.
Designing and Driving UX Careers: A Framework for Empowering UX Teams (Ian Sw...Rosenfeld Media
Ian Swinson: "Designing and Driving UX Careers: A Framework for Empowering UX Teams"
Enterprise UX 2016 • June 8, 2016 • San Antonio, TX, USA
http://2016.enterpriseux.net
Exploring Cadence: You, Your Team, and Your Enterprise (Elizabeth Churchill a...Rosenfeld Media
Elizabeth Churchill: "Exploring Cadence: You, Your Team, and Your Enterprise"
Enterprise UX 2017 • June 9, 2017 • San Francisco, CA, USA
http://2017.enterpriseux.net
Evaluating the Impact of Design Thinking in ActionDavid Allan Chin
Design thinking offers a problem-solving approach widely adopted by the most innovative companies and organizations - but how do we truly measure its impact?
Professor Jeanne Liedtka of the University of Virginia’s Darden School of Business reports on the results of research conducted at UVA over the past 6 years of over 30 organizations using design thinking in practice.
This presentation shared during a MURAL webinar hosted by Jeanne Liedtka on 12/24/18.
“It’s More of a Mindset Than a Method”: UX Practitioners’ Conception of Desig...colin gray
There has been increasing interest in the work practices of user experience (UX) designers, particularly in relation to approaches that support adoption of human-centered principles in corporate environments. This paper addresses the ways in which UX designers conceive of methods that support their practice, and the methods they consider necessary as a baseline competency for beginning user experience designers. Interviews were conducted with practitioners in a range of companies, with differing levels of expertise and educational backgrounds represented. Interviewees were asked about their use of design methods in practice, and the methods they considered to be core of their practice; in addition, they were asked what set of methods would be vital for beginning designers joining their company. Based on these interviews, I evaluate practitioner conceptions of design methods, proposing an appropriation-oriented mindset that drives the use of tool knowledge, supporting designers’ practice in a variety of corporate contexts. Opportunities are considered for future research in the study of UX practice and training of students in human-computer interaction programs.
As organizations continue to establish and mature their in-house design teams, it turns out there’s very little common wisdom on what makes for a successful design organization. Books and presentations tend to focus on process, methods, tools, and outcomes, leaving a gap of knowledge when it comes to organizational and operational matters.
In this talk, Kristin Skinner discusses how to coordinate efforts and structure teams within large organizations. She covers:
- Realizing the Potential of Design
- Organizational Models / The Centralized Partnership
- The 5 Stages of Design Organizations
- The 12 Qualities of Effective Design Organizations
She also stresses the impact that design can have on business and highlights the importance of design managers in coordinating in-house efforts, advocating for quality, and enabling culture.
More information can be found in Kristin's book with Peter Merholz, Org Design for Design Orgs: Building and Managing In-House Design Teams, published by O'Reilly in August 2016.
http://orgdesignfordesignorgs.com/
Karen Bachmann and Lisa McMichael presented different types of listening skills and how those techniques help UXers at the December amUX meetup.
Like many UX practitioners, you are continuously engaged in user research, meetings and workshops. These activities require observing and taking good notes, and listening. But are you really listening or simply hearing what people have to say? For most of us it’s the latter. During the Listen up! Workshop, we’ll discuss the obvious and nuanced differences between listening and hearing, along with some of the barriers and causes that affect attuned listening. And, we’ll get you out of your seat to practice listening methods so that when you leave, you’ll be armed with a better mechanism for listening.
What does your job title really mean? / Ben Fausone & Yannic ScheffelService Experience Camp
This is Ben Fausone & Yannic Scheffel’s presentation from Service Experience Camp 2016 on What does your job title really mean, held on Day 1 in Raum 5.
Design Thinking 2017: New to Design Thinkingbrightspot
Introduction to design thinking that fosters quick wins while building momentum for ongoing success. Amanda Kross, Amanda Wirth, and Anders Tse presented "New to Design Thinking" at Design Thinking 2017.
A Deep Dive Into Value and Outcomes (Kristin Skinner and Kamdyn Moore at Desi...Rosenfeld Media
Kristin Skinner and Kamdyn Moore: “A Deep Dive Into Value and Outcomes”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Making ourselves redundant: Delivering impact by building design capabilities...Service Experience Camp
This is Simone Carrier’s key talk from Service Experience Camp 2016 on Delivering impact by building design capabilities, held on Day 2 on the big stage.
"Design at scale" is perhaps the most interesting challenge facing the design industry right now. How do you maintain quality and not get bogged down as your team grows? Much of the discussion focuses on systems and processes, but that can play into a mechanistic orientation that ends up limiting design's impact. In this talk, I stress how "Design at Scale" is humanism at scale, and share what's needed to keep people at the center of this work.
Utilize service design methods, processes, and tools for DesignOps
Roadmapping, 2×2 prioritization, and data analysis all sound too familiar for product development teams; these are the same essential skills for running a successful Design operation org, especially if we are the DesignOps team-of-one. The product management skills create stability, scalability, and maps out a process.
Care personally and challenge directly is what Kim Scott taught people managers; this is the heart of a DesignOps manager, even if we are the DesignOps team-of-one who doesn’t manage any reports. We lead the entire design team with influence, and we care for the design team with empathy.
How to choose if we had to make a hard decision between people and process? This talk tells my story of transitioning from a product-lead to a DesignOps-lead and lessons I’ve learned in my day-to-day decisions while leading and supporting my design team.
From team-of-one to team-of-ten: growing a design team in a product-driven ...Franco Papeschi
This talk presents a series of challenges and opportunities that are emerging for design leaders, managers (and their teams) in a context where startups and established companies are changing their organisations to be lean, modular, product-driven and customer-centric.
It consolidates learnings both from my experience in creating a design team in a eduTech company, and from a collection of case studies and opinions gathered among other design managers in agencies and companies: culture, process, cross-team collaboration, accountability, impact on the company are some of the key topics of discussion.
This is a common slide deck from a series of different talks, at UX Scotland '15 and UXPA 2015.
People>Processes>Tooling
Practical tactics of how DesignOps can help the design team to thrive in a highly technical tech company. Build-Measure-Learn, us the same service design principles to guide designops.
Design for solving the right problem
with Raine Qian
Presented on March 07 2015
at FITC's Spotlight UX/UI event
More info at www.fitc.ca
OVERVIEW
UX designers working on software applications, constantly face complex problems with a large number of constraints. How do UX designers solve problems? Functionality is not the solution. Focusing on the interface is not the solution. In order to design an optimal user experience, the first step is identifying the right problem to solve.
In this presentation I give you an in depth explanation with case studies to illustrate how our design teams solve real problems and how we carve out novel mobile UX strategies that align both business goals and user goals.
OBJECTIVE
To understand the importance of identifying the right problem at inception. To learn how to select the right UX approach to solve the right problem.
TARGET AUDIENCE
Application UX/UI designers; Anyone who is passionate about UX design.
ASSUMED AUDIENCE KNOWLEDGE
Basic knowledge of UI/UX design processes.
FIVE THINGS THAT THE AUDIENCE WILL LEARN
Why it is critical to identify the correct problem to solve
How to frame, or reframe a given design problem
Fundamentals of UX design process
The interplay between research and design
My perspective on synthesizing design solutions
Design Toolbox — teaching design, its processes & methodsMartin Jordan
‘Design Toolbox’ was a 3-week design class that examined a practical understanding of design, its process and methods through inputs, hands-on sessions and small assignments.
Taught at University of Applied Sciences Potsdam, Germany in October 2013.
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.
As organizations continue to establish and mature their in-house design teams, it turns out there’s very little common wisdom on what makes for a successful design organization. Books and presentations tend to focus on process, methods, tools, and outcomes, leaving a gap of knowledge when it comes to organizational and operational matters.
In this talk, Kristin Skinner discusses how to coordinate efforts and structure teams within large organizations. She covers:
- Realizing the Potential of Design
- Organizational Models / The Centralized Partnership
- The 5 Stages of Design Organizations
- The 12 Qualities of Effective Design Organizations
She also stresses the impact that design can have on business and highlights the importance of design managers in coordinating in-house efforts, advocating for quality, and enabling culture.
More information can be found in Kristin's book with Peter Merholz, Org Design for Design Orgs: Building and Managing In-House Design Teams, published by O'Reilly in August 2016.
http://orgdesignfordesignorgs.com/
Karen Bachmann and Lisa McMichael presented different types of listening skills and how those techniques help UXers at the December amUX meetup.
Like many UX practitioners, you are continuously engaged in user research, meetings and workshops. These activities require observing and taking good notes, and listening. But are you really listening or simply hearing what people have to say? For most of us it’s the latter. During the Listen up! Workshop, we’ll discuss the obvious and nuanced differences between listening and hearing, along with some of the barriers and causes that affect attuned listening. And, we’ll get you out of your seat to practice listening methods so that when you leave, you’ll be armed with a better mechanism for listening.
What does your job title really mean? / Ben Fausone & Yannic ScheffelService Experience Camp
This is Ben Fausone & Yannic Scheffel’s presentation from Service Experience Camp 2016 on What does your job title really mean, held on Day 1 in Raum 5.
Design Thinking 2017: New to Design Thinkingbrightspot
Introduction to design thinking that fosters quick wins while building momentum for ongoing success. Amanda Kross, Amanda Wirth, and Anders Tse presented "New to Design Thinking" at Design Thinking 2017.
A Deep Dive Into Value and Outcomes (Kristin Skinner and Kamdyn Moore at Desi...Rosenfeld Media
Kristin Skinner and Kamdyn Moore: “A Deep Dive Into Value and Outcomes”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Making ourselves redundant: Delivering impact by building design capabilities...Service Experience Camp
This is Simone Carrier’s key talk from Service Experience Camp 2016 on Delivering impact by building design capabilities, held on Day 2 on the big stage.
"Design at scale" is perhaps the most interesting challenge facing the design industry right now. How do you maintain quality and not get bogged down as your team grows? Much of the discussion focuses on systems and processes, but that can play into a mechanistic orientation that ends up limiting design's impact. In this talk, I stress how "Design at Scale" is humanism at scale, and share what's needed to keep people at the center of this work.
Utilize service design methods, processes, and tools for DesignOps
Roadmapping, 2×2 prioritization, and data analysis all sound too familiar for product development teams; these are the same essential skills for running a successful Design operation org, especially if we are the DesignOps team-of-one. The product management skills create stability, scalability, and maps out a process.
Care personally and challenge directly is what Kim Scott taught people managers; this is the heart of a DesignOps manager, even if we are the DesignOps team-of-one who doesn’t manage any reports. We lead the entire design team with influence, and we care for the design team with empathy.
How to choose if we had to make a hard decision between people and process? This talk tells my story of transitioning from a product-lead to a DesignOps-lead and lessons I’ve learned in my day-to-day decisions while leading and supporting my design team.
From team-of-one to team-of-ten: growing a design team in a product-driven ...Franco Papeschi
This talk presents a series of challenges and opportunities that are emerging for design leaders, managers (and their teams) in a context where startups and established companies are changing their organisations to be lean, modular, product-driven and customer-centric.
It consolidates learnings both from my experience in creating a design team in a eduTech company, and from a collection of case studies and opinions gathered among other design managers in agencies and companies: culture, process, cross-team collaboration, accountability, impact on the company are some of the key topics of discussion.
This is a common slide deck from a series of different talks, at UX Scotland '15 and UXPA 2015.
People>Processes>Tooling
Practical tactics of how DesignOps can help the design team to thrive in a highly technical tech company. Build-Measure-Learn, us the same service design principles to guide designops.
Design for solving the right problem
with Raine Qian
Presented on March 07 2015
at FITC's Spotlight UX/UI event
More info at www.fitc.ca
OVERVIEW
UX designers working on software applications, constantly face complex problems with a large number of constraints. How do UX designers solve problems? Functionality is not the solution. Focusing on the interface is not the solution. In order to design an optimal user experience, the first step is identifying the right problem to solve.
In this presentation I give you an in depth explanation with case studies to illustrate how our design teams solve real problems and how we carve out novel mobile UX strategies that align both business goals and user goals.
OBJECTIVE
To understand the importance of identifying the right problem at inception. To learn how to select the right UX approach to solve the right problem.
TARGET AUDIENCE
Application UX/UI designers; Anyone who is passionate about UX design.
ASSUMED AUDIENCE KNOWLEDGE
Basic knowledge of UI/UX design processes.
FIVE THINGS THAT THE AUDIENCE WILL LEARN
Why it is critical to identify the correct problem to solve
How to frame, or reframe a given design problem
Fundamentals of UX design process
The interplay between research and design
My perspective on synthesizing design solutions
Design Toolbox — teaching design, its processes & methodsMartin Jordan
‘Design Toolbox’ was a 3-week design class that examined a practical understanding of design, its process and methods through inputs, hands-on sessions and small assignments.
Taught at University of Applied Sciences Potsdam, Germany in October 2013.
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 they’ve 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 it’s 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.
ISA14 BUENOS AIRES - Interaction South AmericaMateus Iglesias
Algumas das principais ideias compartilhadas no Interaction South America de 2014 em Buenos Aires.
*Desculpem a mistura de inglês, castelhano e português :)
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
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 Bil’ak, Antonio de Pasquale, Jason Mesut and Dave Malouf.
Designing Beyond Products: A Case Study in Restorative JusticeClinton Carlson
A presentation from BigDesign 2021, that explores community-activated design methods and design for micro-communities based on restorative justice circle practices.
What is Means to be Strategic and Create Value (UX Strat Summit, SF 2014)Nathan Shedroff
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.
Real Talk: Proving Value through a Scrappy Playbook (Dianne Que at DesignOps ...Rosenfeld Media
Dianne Que: “Real Talk: Proving Value through a Scrappy Playbook”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Design is Not the Frosting on the Scaled Agile Layer Cake (Erin Hauber at Des...Rosenfeld Media
Erin Hauber: “Design is Not the Frosting on the Scaled Agile Layer Cake”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Setting the Table for Dynamic Change (Jacqui Frey and Alison Rand at DesignOp...Rosenfeld Media
Jacqui Frey and Alison Rand: “Setting the Table for Dynamic Change”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Transforming Strategic Research Capacity through Democratization (Marjorie St...Rosenfeld Media
Marjorie Stainback and Kelsey Kingman: “Transforming Strategic Research Capacity through Democratization”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Lessons From the DesignOps Journey of the World’s Largest Travel Site (Eniola...Rosenfeld Media
Eniola Oluwole: “Lessons From the DesignOps Journey of the World’s Largest Travel Site”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
DesignOps in Wonderland (Carla Casariego and Sarah Spencer at DesignOps Summi...Rosenfeld Media
Carla Casariego and Sarah Spencer: “DesignOps in Wonderland”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Debunking the Myths of Cross-Disciplinary Collaboration (Alastair Simpson at ...Rosenfeld Media
Alastair Simpson: “Debunking the Myths of Cross-Disciplinary Collaboration”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Distributed Design Operations Management (Jilanna Wilson at DesignOps Summit ...Rosenfeld Media
Jilanna Wilson: “Distributed Design Operations Management”
DesignOps Summit 2019 • October 23-24, 2019 • New York, NY, USA
http://www.designopssummit.com
Jazz Improvisation as a Model for Team Collaboration (Jim Kalbach at Enterpri...Rosenfeld Media
Jim Kalbach: "Jazz Improvisation as a Model for Team Collaboration"
Enterprise Experience 2019 • June 3-4, 2019 • San Francisco, CA, USA
http://www.enterpriseexperience.net
We’ve Never Done This Before (Nova Wehman-Brown and Ken Hoffmann at Enterpris...Rosenfeld Media
Nova Wehman-Brown and Ken Hoffmann: "We’ve Never Done This Before"
Enterprise Experience 2019 • June 3-4, 2019 • San Francisco, CA, USA
http://www.enterpriseexperience.net
How UX Research Hit It Big in Las Vegas (Melissa Schmidt and Adam Menter at E...Rosenfeld Media
Melissa Schmidt and Adam Menter: "How UX Research Hit It Big in Las Vegas"
Enterprise Experience 2019 • June 3-4, 2019 • San Francisco, CA, USA
http://www.enterpriseexperience.net
Enterprise UX Storytelling Sessions (Dan Willis et al. at Enterprise Experien...Rosenfeld Media
Dan Willis et al.: "Enterprise UX Storytelling Sessions"
Enterprise Experience 2019 • June 3-4, 2019 • San Francisco, CA, USA
http://www.enterpriseexperience.net
Teams Work How People Work (Kevin Hoffman et al. at Enterprise Experience 2019)Rosenfeld Media
Kevin Hoffman et al.: "Teams Work How People Work"
Enterprise Experience 2019 • June 3-4, 2019 • San Francisco, CA, USA
http://www.enterpriseexperience.net
Can AI do good? at 'offtheCanvas' India HCI preludeAlan Dix
Invited talk at 'offtheCanvas' IndiaHCI prelude, 29th June 2024.
https://www.alandix.com/academic/talks/offtheCanvas-IndiaHCI2024/
The world is being changed fundamentally by AI and we are constantly faced with newspaper headlines about its harmful effects. However, there is also the potential to both ameliorate theses harms and use the new abilities of AI to transform society for the good. Can you make the difference?
Visual Style and Aesthetics: Basics of Visual Design
Visual Design for Enterprise Applications
Range of Visual Styles.
Mobile Interfaces:
Challenges and Opportunities of Mobile Design
Approach to Mobile Design
Patterns
Explore the essential graphic design tools and software that can elevate your creative projects. Discover industry favorites and innovative solutions for stunning design results.
EASY TUTORIAL OF HOW TO USE CAPCUT BY: FEBLESS HERNANEFebless Hernane
CapCut is an easy-to-use video editing app perfect for beginners. To start, download and open CapCut on your phone. Tap "New Project" and select the videos or photos you want to edit. You can trim clips by dragging the edges, add text by tapping "Text," and include music by selecting "Audio." Enhance your video with filters and effects from the "Effects" menu. When you're happy with your video, tap the export button to save and share it. CapCut makes video editing simple and fun for everyone!
Maximize Your Content with Beautiful Assets : Content & Asset for Landing Page pmgdscunsri
Figma is a cloud-based design tool widely used by designers for prototyping, UI/UX design, and real-time collaboration. With features such as precision pen tools, grid system, and reusable components, Figma makes it easy for teams to work together on design projects. Its flexibility and accessibility make Figma a top choice in the digital age.
Storytelling For The Web: Integrate Storytelling in your Design ProcessChiara Aliotta
In this slides I explain how I have used storytelling techniques to elevate websites and brands and create memorable user experiences. You can discover practical tips as I showcase the elements of good storytelling and its applied to some examples of diverse brands/projects..
Redefining Value: Bridging the Innovation Culture Divide (Nathan Shedroff at Enterprise UX 2015)
1. REDEFINING VALUE:
BRIDGING THE INNOVATION
CULTURE DIVIDE
Nathan Shedroff
Chair, Design MBA Programs
California College of the Arts
nathan@nathan.com
@nathanshedroff
designmba.cca.edu
@designmba
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
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 •∑
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)
21. 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.
44. 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
47. 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
58. 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
59. 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
60. 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
61. 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
62. 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
63. 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
64. 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
65. 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
66. 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
68. 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
69. 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)
70. 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)
71. 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)
72. 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)
73. IT’S MORE IMPORTANT FOR AN
ORGANIZATION TO KNOW ITSELF
THAN TO BE ANY SPECIFIC TYPE
75. 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
76. Marketing
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
77. Operations
• Invest time and budget
toward design efforts
• Support design efforts
in other org divisions
• Regular dialog throughout
divisions
78. R&D
• 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!
79. Technology
• 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!
80. Finance
• Explore new business models
• Explore new funding models
• Abandon “command and
control” for a service mentality
81. HR
• 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
82. Design
• 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!
86. adopt a new
practice
CARE DRIVES CONVERSATIONS WHICH CREATE COMMITMENTS
WHICH ENABLE ACTIONS WHICH DRIVES RESULTS
The root cause of all outcomes
(positive and neagtive), are the
conversations we (effectively or not)
have or don’t have.
YOU CAN
ONLY
INNOVATE
FOR THAT
WHICH YOU
• passion and ownership
• lack of commitment
• compliance & obligation
If you don’t change actions, you
can’t change results.
87. 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
89. ne
CONFIDENTIAL - INTERNAL USE ONLY
USESETUPPURCHASE
This Waveline provides Te
ences felt by customers ov
sion of a customer’s comp
points along the journey.
phases of the journey. Wh
this map provides us wit
customer’s learn and inter
HOW TO READ THIS M
LEGEND
Ideal Customer
Experience
The customer is looking for a trusted agent
to them through the purchase process.
TechCo. can work with channel partners to
educated sales staff and deliver consistent
collateral and information at the point of
sale so there is truth for the customer.
The customer has difficulties
navigating complex user inter-
face. OEM information embed-
ded on the computer often
looks like marketing materials.
TechCo. can help simplify.
Answer the questions directly
around TechCo. supported
and promoted software. Work
closely with the OEMs to take
ownership of the customers
experience at this stage.
The customer has difficulties navigating
complex user interface. OEM informa-
tion embedded on the computer often
looks like marketing materials.
TechCo. can help simplify and answer
the questions directly around TechCo.
supported and promoted software.
Work closely with the OEMs to take
ownership of the customers experience
at this stage
TechCo. can help simplify and answer
the questions directly around TechCo.
supported and promoted software.
Work closely with the OEMs to take
ownership of the customers experience
at this stage
mer is looking for an
opinion about where to
d information. TechCo.
unity to provide
dations and resources
be valuable.
3
4
5
6
7
8
3 4 5 6 7 8
WiDi once set up allows
users to access content
on their computer such as
downloaded movies and
music. It creates a mirror
display on your HDTV
Friends & Family are
valued as they provide
only opportunity to see,
touch, and use a variety
of computers before
purchase.
Program install: Chrome,
Adobe Reader, Lorem
ipsum dolor sit amet,
consectetur adipiscing
elit. Sed ullamcorper, elit
vitae.
WiDi trying to find WiDi
and set it up is extremely
difficult for users
Google is used to find specific
technical information that is not
listed on the product display
cards, like info on graphics
cards, RPM on hard drives, etc.
Upgrade from Win8 to
Win 8.1 During the install
process the drives from
were not updated, this
caused problems with
finding WiDi
Windows 8 two modes is
highly preferred because
of ability to do specific
searches and serve up
applicable, contextual
information.
1 Segment A
WiDi is highly preferred
because of ability to do
specific searches and
serve up applicable, con-
textual information.
Windows 8 two modes
Lorem ipsum dolor sit
amet, consectetur adipi-
scing elit. Sed ullamcor-
per, elit vitae eleifend
euismod
Internet program install:
Chrome, Adobe Reader,
Lorem ipsum dolor sit
amet, consectetur adipi-
scing elit. Sed ullamcor-
per, elit vitae.
OEM manual is
referenced to find
the “don’t do’s”
2 Segment B
Internet program install:
Chrome, Adobe Reader,
Lorem ipsum dolor sit
amet, consectetur adipi-
scing elit. Sed ullamcor-
per, elit vitae.
Forum Tips and Ticks
Family & Friends Lorem
ipsum dolor sit amet,
consectetur adipiscing
elit. Sed ullamcorper, elit
vitae eleifend euismod
3 Segment C
Opportunities
Friends & Family are
valued as they provide
only opportunity to see,
touch, and use a variety
of computers before
purchase.
Product display card
were inconsistent in the
depth of information
between different
computers, for others it
was a good guide
Windows 8 Setup Wizard
Lorem ipsum dolor sit
amet, consectetur adipi-
scing elit. Sed ullamcor-
per, elit vitae eleifend
euismod
Windows 8 two modes
Lorem ipsum dolor sit
amet, consectetur adipi-
scing elit. Sed ullamcor-
per, elit vitae eleifend
euismod
Google allows
customers to
directly search and
find the answers
they need, it
matches their
thinking style
YouTube provides customers
with a visual walk through of
how to accomplish basic to
complex task without
contacting the OEM
Sales Associates often provide
misleading, conflicting, or
down-right untrue information
(with WiDi, for example). When
knowledgeable and articulate,
though, a sales associate can
persuade someone to make a
purchase and instill excitement.
Wayfinding Signage is
often unclear and pro-
vides little in the way of
helping customers make
selections or navigate the
space more effectively
ssed
to
ine
inding
h
Forums/Reviews are a
resource that help provide
contextually relevant
information and carry a
perception of being
unbiased as compared to
the manufacturer for
others it is a necessary evil
OEM Packaging can
set expectation about
the process or the
experience the cus-
tomer is about start
Computer customers
are looking for light,
sleek, attractive form
factor computers. The
look and feel can make
or break deals
Computer customers are
looking for light, sleek,
attractive form factor
computers. The look and
feel can make or brake
deals
Google
Search
Google
Search
rt Guide is
used by the
as a resource
ure the proper
eing followed
mputer set up. It
rough the
perly to get
Sales associateSales associate
Quick Start Guide is
sometime used by the
customer as a resource
to make sure the proper
sets are being followed
to get computer set up. It
is going through the
steps properly to get
Friends &
Family
Friends &
Family
Quick Start Guide is
sometime used by the
customer as a resource
to make sure the proper
sets are being followed
to get computer set up. It
is going through the
steps properly to get
Friends &
Family
Friends &
Family
Quick Start Guide is
sometime used by the
customer as a resource
to make sure the proper
sets are being followed
to get computer set up. It
is going through the
steps properly to get
Brick and MortarBrick and Mortar
Quick Start Guide is
sometime used by the
customer as a resource
to make sure the proper
sets are being followed
to get computer set up. It
is going through the
steps properly to get
Truth
Beauty
Freedom
Anxiety
&
Fear
Frustration
Meandering
Boredom
Trust
Excitem
ent
Discovery
Freedom & Oneness Comfort
Key touchpoints #4
TechCo. WiDi details
#10
#2 Calling store to get
information about WiDi
#6 Excitement about
new computer
Video Jim
@ 58 minutes
Video Jim @ 58 minutes
setting up #7
Win8 two modes #9 Learning styles #14
Dragon setup #13
Spoiled by Apple TV #11
WiDi works #16
Internet Explorer - can’t
delete #12
91. Stage 0:
Unsustainable
“Business as Usual”
Stage 1:
Exploration
Stage 2:
Experimentation
Stage 3:
Leadership
Stage 4:
Restoration
High degree of organizational alignment
Stakeholders & CommunitiesGovernance and Management
Operations and Facilities
Design and Process Innovation
Human Resources and Corporate Culture
Marketing and Communications
Partnerships and Stakeholder Engagement
92. MBA IN DESIGN STRATEGY
MBA IN STRATEGIC FORESIGHT
MBA IN CIVIC INNOVATION