Strategy is in Crisis and Design Can Solve It

Nathan Shedroff
nathan@nathan.com
@nathanshedroff
STRATEGY IS IN CRISIS
& DESIGN CAN SOLVE IT

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/
M
A
K
E
I
T
S
O
by
N
ATHAN
SHEDROFF
&
CHRISTOPHER
NOE
S
SEL
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
user behavior 116
experiences 4
experience taxonomies 10
100 years 22
wisdom 54
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
2008 Edition
Dictionary of
Sustainable Management
Design Strategy in Action
Edited by Nathan Shedroff
A publication from the MBA in Design Strategy program
California College of the Arts
2011

AARON KETTL AARON WONG ABINASH PRADHAN ADAM BROIDY ADAM COTE ADAM DOLE ADAM ELMAGRHABY ADAM PIRON ADRIANA SANTAMARIA ADRIENNE BROWN AHMED RIAZ AI
MIYAZAWA AKI AKINOLA AKRITI VORA ALEX PRATT ALEX SCOTT ALEX SHU ALEX VAZQUEZ ALEXANDER NEIMAN ALEXANDER ROSANDICK ALEXANDRA BARNES ALI MUSLEH ALICIA NAVAJAS
ALIDA DRAUDT ALISON SAREWITZ ALLISON COOPER ALVIN CHEUNG ALYSSA BURTT AMANDA FETTERLY AMANDA ZIELINSKI AMBER LESTER AMINA HOROZIC AMODINI CHHABRA AMY
GUITTARD AMY GUSTINCIC ANDREA LEE ANDREW DEMING ANDREW GREENWOOD ANDREW SIU ANDREW YOUNG ANDY COCHRANE ANITA WONG ANN RICH ANNA ACQUISTAPACE ANNA
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CHRISTINA FAEH CHRISTINA GOEBEL CHRISTINA MCCAULEY CHRISTINA RODRIGUEZ CHRISTINE KIM CHRISTINE YOUNG CHRISTINE YUN CHRISTOPHER KROHN CHRISTOPHER RIBAUDO
CHUANG-MING LIU CLARE SATTERTHWAITE CODY BOEGER COREY O’NEAL CORINE PROTHERO CRISTINA WHITELEY CYNTHIA RANDOLPH DAMIAN WOLFGRAM DANE WETSCHLER DANIEL
GOMEZ DANIEL KAMENETZKY DANIEL OLARTESALAMANCA DANIEL QUON DANIELA GOMEZ DANIELLE ZIMMERMAN DAVE REINHARDT DAVID “MITCHELL” GEERE DAVID CHIN DAVID KORSTAD
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HELTON JASMINE PROBST JASON CHAN JASON HUI JASON LINDER JAY WILKINSON JAYMAR CABEBE JEANETTE MELGAREJO JEDDA FOREMAN JENNIFER JOHNIGARN JENNIFER JONES
JENNIFER MUHLER JENNIFER PECHACEK JENNIFER SORENSEN JESS MEYER-APPEL JESSICA BELL JESSICA STRAUS JESSICA WATSON JESSICA YUN-TIEN WEN JIHO JUNG JO MARINI
JOANNA DILLON JOANIE HUDSON JOHN GARVIE JOHN INTRATER JOHNNY XU JON-PIERRE MICUCCI JONATHAN FRISTAD JONJOZUF HADLEY JORGE TORRES PEREZ PALACIOS JOSHUA
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JULIETA COLLART JUSTIN BROWN JUSTIN LOKITZ JUSTIN PAUL JUSTINE KELLER KAAVYA KRISHNAN KARIN SENADO KARL LUDEMAN KATHERINE HERSKOVITZ KATHERINE MCEACHERN
KATHLEEN WATSON KATHRYN HAUTANEN KATJA KRUPPA KEJI ZHENG KELLY MACY KELLY SPAIN KELSEY KAMM KEMI AMIN KHUYEN DANG KIMBERLY NOON KISHORI DE KRISTA
BANGSUND KURT MCCULLOCH KYLE RANSON-WALSH LAMIN MANSARAY LAURA RAMOS LAURA SMITH LAUREL ADAMS LAUREN MORGAN LAUREN NHAM LAURENCE MACSWEEN LETICIA
MURRAY LILIAN TYDINGS LINDA CHANG LINDSAY MCCOMB LINDSAY MELNICK LINNA LI LISA BLOOMQUIST LIZ COMPERCHIO LIZZY (ELIZABETH) HUGHES LOUISE DERRICK LUCY SWEENEY
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MATTHEW RIDENOUR MATTIA NUZZO MAYA JOSEPH-GOTEINER MAYA LAWRENCE MEG CAIN MEGAN MOYER MEGAN TREMELLING MEGHAN LUCE MEI LAN HO-WALKER MEKHALA
DANDEKAR MELISSA BREITENFELD MELISSA LIN MENGFEI DU MICHAEL BURNETT MICHAEL O’HAGAN MICHELLE DAWSON MIKE FUNK MIMI DANH MIN KWAK MINA GHAANI MINA LEE
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VIEIRA NICK LAWRENCE NICK OLIVIERE-BROOKS NICOLE CHEN NICOLE SHIFLETT NICOLE TRAUTSCH NIKHIL GOWDA NIKKI-NICOLE MILES NOREEN SANTINI NORINNE CHENG NOUR SHIHABI
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SARAH OLSON SARAH VOGLER SARAH WHITE SATWIK POLKAMPALLY SEBASTIAN IBLER SERGIO SUAREZ SHAN LENG SHANA FONG SHANE CHASE SHARAREH SHAHFARI SHARAYU
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TONY JIMENEZ TRACY SPARKS TRAVIS KUPP TYLER BRITT TYLER RIVENBARK TYLER WALSETH UZAIR AHMED VALERIE NEUMARK VERA HALABI VERNA BHARGAVA VICTOR CORRAL
VINITHA WATSON VIJAY POOJA VORAPORN KOMAIN WAN-JOU LEE WESTON MCVICKER WILLI COHEN WHITNEY BUSH XIAOYANG CHEN XIMENA SARANGO XINYUN GUO YA YU FENG
YESENIA HERNANDEZ YIPING CHEN YONG (JAMES) LEE YOOKYUNG BANG YUJIA HE YVONNE TRAN ZENG QUAN GUI ZHEXIN LI ZI YANG ZOE BEZPALKO
MBA IN DESIGN STRATEGY
MBA IN STRATEGIC FORESIGHT
LEADING BY DESIGN FELLOWS

ARE YOU A ZOMBIE?
What every CEO needs to know about ‘superstar’ companies
www.mckinsey.com/featured-insights/innovation-and-growth/what-every-ceo-needs-to-know-about-superstar-companies
Also: The rise of zombie firms: causes and consequences www.bis.org/publ/qtrpdf/r_qt1809g.htm

WHY IS TRADITIONAL
STRATEGY SO DEFICIENT?

1) TOO MUCH OF STRATEGY
TEMPLATE-BASED

2) THE TEMPLATES REFECT
OLD THINKING
What really drives customer decisions?
Hint: It’s not identified in any of these!
These mix internal & external factors
Where is the evidence?

2) THE TEMPLATES REFECT
OLD THINKING
For Professor Plum that needs to 
kill someone , our noose
is a solution that is silent .
Unlike, Miss Scarlett’s noose , our noose  
is purple .

3) STRATEGY PROCESSES ARE
OFTEN OUT-OF SEQUENCE
ENVIRONMENTAL
ANALYSIS
CUSTOMER
ANLAYSIS
CUSTOMER
SEGMENTATION
COMPETITIVE
ANALYSIS
POSITIONING
INFRASTRUCTURE
DEVELOPMENT
VISION
MISSION
GOALS
WALUES
ACTIVITIES
EXPERIMENTS
METRICS
LEARNINGS

4) STRATEGY PROCESSES ARE
OFTEN INCOMPLETE
ENVIRONMENTAL
ANALYSIS
CUSTOMER
ANLAYSIS
CUSTOMER
SEGMENTATION
COMPETITIVE
ANALYSIS
POSITIONING
INFRASTRUCTURE
DEVELOPMENT
VISION
MISSION
GOALS
WALUES
ACTIVITIES
EXPERIMENTS
METRICS
LEARNINGS
? ? ? ?

5) MOST STRATEGY ONLY
CONSIDERS QUANT. DATA
QUANT
RESEARCH
QUANT
RESEARCH
ENVIRONMENTAL
ANALYSIS
CUSTOMER
ANLAYSIS
CUSTOMER
SEGMENTATION
COMPETITIVE
ANALYSIS
POSITIONING
INFRASTRUCTURE
DEVELOPMENT
VISION
MISSION
GOALS
WALUES
ACTIVITIES
EXPERIMENTS
METRICS
LEARNINGS
? ? ? ?

6) SOME STRATEGY DOESN’T
USE RESEARCH AT ALL
“We know our business, why do we need to talk to others?”
“The numbers tell us everything we need to know.”
“We can do it ourselves and save the money”

7) MOST STRATEGY IS
DISCONNECTED FROM ACTIVITY
ENVIRONMENTAL
ANALYSIS
CUSTOMER
ANLAYSIS
CUSTOMER
SEGMENTATION
COMPETITIVE
ANALYSIS
POSITIONING
INFRASTRUCTURE
DEVELOPMENT
VISION
MISSION
GOALS
WALUES
ACTIVITIES
EXPERIMENTS
METRICS
LEARNINGS
?
?
?
QUANT
RESEARCH
QUANT
RESEARCH

8) MOST STRATEGY IS ONLY
INFREQUENTLY CONSIDERED
CUSTOMER
ANLAYSIS
CUSTOMER
SEGMENTATION
COMPETITIVE
ANALYSIS
POSITIONING
INFRASTRUCTURE
DEVELOPMENT
VISION
MISSION
GOALS
WALUES
ACTIVITIES
EXPERIMENTS
METRICS
LEARNINGS
3-5
YEARS
START
OVER
QUANT
RESEARCH
QUANT
RESEARCH
ENVIRONMENTAL
ANALYSIS
QUANT
RESEARCH
QUANT
RESEARCH

IN SUMMARY:
• Too few and the wrong people involved in the process
• Too narrow in context and research
• Focused almost exclusively on quantitative data
• Performed or addressed only occasionally (3-5 years)
• Too often reactive, myopic, self-referential & self-fulfilling

• Not customer-centric
• Poorly communicated within the organization

• Poorly connected to day-to-day activities

• Most of all: there is little validation of assumptions

2020 Workshop: Business Strategy California College of Arts nathan.com @nathanshedroff

EXPERIENCE CREATES VALUE

IN APPLE’S CASE, DESIGN
ADDS THE QUALITATIVE
BACK INTO STRATEGY?

A NEW MODEL FOR STRATEGY
CUSTOMERS
LEARNINGS
IMPACT
O
P
E
R
A
T
I
O
N
S
OPPORTUNITIES
P
O
S
I
T
I
O
N
C
O
M
P
E
T
I
T
I
O
N
E
N
V
I
R
O
N
M
E
N
T
EXPERIENCES
MESSAGING
M
I
S
S
I
O
N
&
G
O
A
L
S
I
N
F
R
A
S
T
R
U
C
T
U
R
E
CULTURE & TEAM
METRICS
FORESIGHT
PLANNING
A
C
T
I
V
I
T
I
E
S
A
L
I
G
N
M
E
N
T
ADMINISTRATION
MARKETS

CUSTOMERS
LEARNINGS
IMPACT
P
O
S
I
T
I
O
N
C
O
M
P
E
T
I
T
I
O
N
E
N
V
I
R
O
N
M
E
N
T CULTURE & TEAM
METRICS
FORESIGHT
PLANNING
A
C
T
I
V
I
T
I
E
S
A
L
I
G
N
M
E
N
T
ADMINISTRATION
QUAL & QUANT
RESEARCH
BETTER STRATEGY REQUIRES
BETTER RESEARCH
O
P
E
R
A
T
I
O
N
S
OPPORTUNITIES
EXPERIENCES
MESSAGING
M
I
S
S
I
O
N
&
G
O
A
L
S
I
N
F
R
A
S
T
R
U
C
T
U
R
E
MARKETS

CUSTOMERS
LEARNINGS
IMPACT
P
O
S
I
T
I
O
N
C
O
M
P
E
T
I
T
I
O
N
E
N
V
I
R
O
N
M
E
N
T CULTURE & TEAM
METRICS
FORESIGHT
PLANNING
A
C
T
I
V
I
T
I
E
S
A
L
I
G
N
M
E
N
T
ADMINISTRATION
QUAL & QUANT
RESEARCH
BETTER STRATEGY REQUIRES
BETTER RESEARCH
EVIDENCE!
O
P
E
R
A
T
I
O
N
S
OPPORTUNITIES
EXPERIENCES
MESSAGING
M
I
S
S
I
O
N
&
G
O
A
L
S
I
N
F
R
A
S
T
R
U
C
T
U
R
E
MARKETS

CUSTOMERS
LEARNINGS
IMPACT
E
N
V
I
R
O
N
M
E
N
T CULTURE & TEAM
METRICS
FORESIGHT
PLANNING
A
C
T
I
V
I
T
I
E
S
A
L
I
G
N
M
E
N
T
ADMINISTRATION
QUAL & QUANT
RESEARCH
SEQUENCE IS CRITICAL
P
O
S
I
T
I
O
N
C
O
M
P
E
T
I
T
I
O
N
O
P
E
R
A
T
I
O
N
S
OPPORTUNITIES
EXPERIENCES
MESSAGING
M
I
S
S
I
O
N
&
G
O
A
L
S
I
N
F
R
A
S
T
R
U
C
T
U
R
E
MARKETS

THERE IS A NEW FORMULA
FOR BUSINESS:

THERE IS A NEW FORMULA
FOR BUSINESS:˝
VALUE COMES FROM
RELATIONSHIPS WHICH OCCUR IN
EXPERIENCES

THERE ARE 5 KINDS OF VALUE
functional˝
financial˝
emotional˝
identity˝
meaningful

functional
(Does this do what I need…?)

financial
(…at a price I feel is worth it?)

emotional
(How does this make me feel?)

identity
(Is this me?)

meaningful
(Does this fit into my worldview?)

functional˝
financial˝
emotional˝
identity˝
meaningful
Quantitative
Qualitative

functional˝
financial˝
emotional˝
identity˝
meaningful
features˝
price
=

functional˝
financial˝
emotional˝
identity˝
meaningful
features˝
price˝
brand?
=
=

functional˝
financial˝
emotional˝
identity˝
meaningful
features˝
price˝
=
=
(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.
{ (V/S)b - (V/S)g}* Sales˝

functional˝
financial˝
emotional˝
identity˝
meaningful
features˝
price˝
=
= CLV = GC • - M •
∑
i = 0
n
(1 + d)
i
r i
∑
i = 1
n
(1 + d)
i - 0.5
r i - 1
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.

functional˝
financial˝
emotional˝
identity˝
meaningful
TOTAL VALUE
Instagram

functional˝
financial˝
emotional˝
identity˝
meaningful
$1.1B
Instagram
TOTAL VALUE

functional˝
financial˝
emotional˝
identity˝
meaningful
$1.01B
$86M
Instagram
$1.1B TOTAL VALUE

functional˝
financial˝
emotional˝
identity˝
meaningful
$1.01B
$86M
“Premium”
Instagram
$1.1B TOTAL VALUE

functional˝
financial˝
emotional˝
identity˝
meaningful
$1.01B
$86M Book Value
“Good Will”
Instagram
$1.1B TOTAL VALUE

THOSE COMPANIES (AND PEOPLE)
WHO FOCUS ON TOTAL VALUE
CREATE MORE OF IT, MORE OFTEN

THOSE COMPANIES (AND PEOPLE)
WHO FOCUS ON PREMIUM VALUE
CREATE MORE OF IT, MORE OFTEN

TOTAL VALUE SITS WITHIN
A RELATIONSHIP

RELATIONSHIPS SIT WITHIN AN
EXPERIENCE

VALUE
INTERACTION
DURATION
TRIGGERS BREADTH
INTENSITY
RELATIONSHIPS SIT WITHIN AN
EXPERIENCE

MORE & BETTER VALUE
BETTER RELATIONSHIPS
BETTER EXPERIENCES
NEW OPPORTUNITIES
NEW VALUE

ALL OF THIS REQUIRES NEW
INSIGHTS

ALL OF THIS REQUIRES NEW
INSIGHTS
DESIGN RESEARCH
DESIGN STRATEGY
DESIGN VALUE

NEW STRATEGIC TOOLS:
STAKEHOLDER ANALYSIS
WAVELINE
CONTINUOUS STRATEGY
MEANING STRATEGY

wholesalers
customers
(end users)
NGOs
media
community
(geographic)
partners
labor unions
retailers
local
government
The
Environment
(Nature)
industry
trade
associations
distributors
regional
government
courts
suppliers &
manufacturers
insurers &
reinsurers
shareholders
banks
investors
institutional
investors
competitors
sales
(business
development)
legal
manufacturing
operations
customer
service
marketing
product
development
accounting
human
resources
IT/
technology
board of
directors
strategy
research &
development
Your
Organization
leadership
(management)
ENVIRONMENTAL ANALYSIS NEEDS TO BE
REPLACED BY STAKEHOLDER ANALYSIS

NATHAN SHEDROFF nathan.com @nathanshedroff

Experience Waveline™ Example
PC Customer Experience Waveline
USE
EXPLORATION SETUP
PURCHASE
Experiences + Touchpoints
I
N
T
E
N
S
I
T
Y
T I M E
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
The customer is looking for an
unbiased opinion about where to
turn to find information. TechCo.
has
an opportunity to provide
recommendations and resources
that might be valuable.
The customer is looking for an
unbiased opinion about where to
turn to find information. TechCo.
has
an opportunity to provide
recommendations and resources
that might be valuable.
1
1
2 3
4
5
6
7
8
2 3 4 5 6 7 8
Opportunities
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
Ads gets customers
excited and peak
awareness about new
computers and features
Windows 8 OS creates
curiousity and customers
are interested in explor-
ing the new technology
and how it works with
new form factor
In Store exploration is
used prior to purchase
so customers can get a
good look and feel for
potential options
Sales associate often
give our conflicint
information especially
when it comes to WiDi
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
WiDi is difficult to
find out about, unless
a friend has it or you
come across it on a
blog, chances are you
won’t find out much
about it
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,
per, elit vitae.
OEM manual is
referenced to find
the “don’t do’s”
A non-functioning or
outdated computer
prompt users to set out
on the discovery process
2 Segment B
per, elit vitae.
Forum Tips and Ticks
Google search Lorem
vitae eleifend euismod
3 Segment C
Family & Friends Lorem
of computers before
purchase.
OEM websites come with
mixed reviews, some see
them as marketing while
other like to see options
vs. pricing tools
Product display card
were inconsistent in the
depth of information
between different
computers, for others it
was a good guide
Windows 8 Setup Wizard
euismod
Windows 8 two modes
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
Google is a common starting
spot that helps customers
gain an overview of the
options avaliable and
start navigating the
complex ecosystem
of the PC Retail visit before purchase
test the look and feel of the
products, talk to associates
about what is new, and
check out the selection
Google is accessed
multiple times to
continually refine
the search in finding
the right match
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
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
OEM Site
OEM Site
Google
Search
Google
Search
Google
Search
Google
Search
Sales associate
Sales associate
Friends &
Family
Friends &
Family
Friends &
Family
Friends &
Family
Brick and Mortar
Brick and Mortar
Wonder
Truth
Beauty
Freedom
Frustration Shock
Anxiety
&
Fear
Frustration
Meandering
Boredom
Excitem
ent
Validation
Trust
Excitem
e
n
t
Discovery
Freedom & Oneness Comfort
Computer crashing #5
WiDi confusion #3
Key touchpoints #4
Video #1
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
STRATEGY TOOL: WAVELINE
nathan.com
Wavelines (template)

STRATEGY TOOL: VALUE STRATEGY

STRATEGY TOOL: MEANING STRATEGY
Accomplishment
Beauty
Creation
Community
Duty
Enlightenment
Freedom
Harmony
Justice
Oneness
Redemption
Security
Truth
Validation
Wonder
15 CORE MEANINGS:
Definitions: makingmeaning.org

STRATEGIC TOOL: EXPERIENCE STRATEGY
VALUE:
The most important dimension is the kinds
of value the experience provides to people.
Meaningful
Identity
Emotional
Financial
Functional
TRIGGERS:
All design choices trigger a
reaction in people (often
requiring specialized expertise).
Sight
Sound
Touch
Smell
Taste
Concepts
Symbols
Name
Price
DURATION:
A continuum through time in which people enter, inhabit,
and then exit an experience in four distinct phases:
Initiation
Immersion
Conclusion
Continuation
INTENSITY:
Nearly all designed experiences
engage the consciousness.
Sometimes, you can redesign an
experience that has become
habit back to an engaging one.
BREADTH:
Product/Object
Service
Environment/Place
Event
QUESTIONS: What are all of the touchpoints connected to your organization, brand, or experience for each
person or market segment? Do they feel unified and that they come from the same place? Consistency, here,
is a human one, not an absolute machine-like connection. It’s more about what people expect in each medium.
Describe the elements, triggers, and mental models people experience in each category.
QUESTIONS: Which elements trigger what
reactions in the people you’re designing for?
QUESTIONS: What are people’s decision-drivers for
each segment of people in each of these categories?
NOTE: Those
values closer to
the center are both
more stable and
more “valuable.”
Quant.
Qual.
INSTRUCTIONS: This describes the elements that distinguish and differentiate all experiences. This list can be
used both as an evaluation method for current experiences (especially as experienced by people) and as a
design mnemonic for new experiences. At some point early in the design process, simply run through the
elements and ask how each might help you create a more satisfying experience.
QUESTIONS: Where on this spectrum does the experience exist (for people)? Where should it exist?
If the epxerience is to be interactive, what makes it so? The biggest factors in interactivity are:
Feedback, Control, Communications, Creativity/Productivity, and Adaptivity. How does the
experience exhibit these factors and how can the new design use them to improve the experience?
QUESTION: How can you design smooth
transitions between each phase?
INTERACTION:
A continuum of action and interaction between
a person and a system or another person.
(Never
changes)
(Changes
via user)
(Changing
despite user)
(Changes in response to user
behavior, context, preferences, etc.)
Charting intensity over time is called a Waveline.
REFLEX HABIT ENGAGEMENT
TIME > INITIATION IMMERSION CONCLUSION
CONTINUATION
IDEAL
CURRENT
INTENSITY
DESIRABLE
>
<
UNDESIRABLE
STATIC PASSIVE INTERACTIVE
ACTIVE
THE 6 DIMENSIONS OF EXPERIENCE nathan.com/tool-experience-model
nathan.com
Experience Dimensions (template)
VALUE:
The most important dimension is the kinds
of value the experience provides to people.
Meaningful
Identity
Emotional
Financial
Functional
TRIGGERS:
All design choices trigger a
reaction in people (often
requiring specialized expertise).
Sight
Sound
Touch
Smell
Taste
Concepts
Symbols
Name
Price
DURATION:
A continuum through time in which people enter, inhabit,
and then exit an experience in four distinct phases:
Initiation
Immersion
Conclusion
Continuation
INTENSITY:
Nearly all designed experiences
engage the consciousness.
Sometimes, you can redesign an
experience that has become
habit back to an engaging one.
BREADTH:
Product/Object
Service
Environment/Place
Event
QUESTIONS: What are all of the touchpoints connected to your organization, brand, or experience for each
person or market segment? Do they feel unified and that they come from the same place? Consistency, here,
is a human one, not an absolute machine-like connection. It’s more about what people expect in each medium.
Describe the elements, triggers, and mental models people experience in each category.
QUESTIONS: Which elements trigger what
reactions in the people you’re designing for?
QUESTIONS: What are people’s decision-drivers for
each segment of people in each of these categories?
NOTE: Those
values closer to
the center are both
more stable and
more “valuable.”
Quant.
Qual.
INSTRUCTIONS: This describes the elements that distinguish and differentiate all experiences. This list can be
used both as an evaluation method for current experiences (especially as experienced by people) and as a
design mnemonic for new experiences. At some point early in the design process, simply run through the
elements and ask how each might help you create a more satisfying experience.
QUESTIONS: Where on this spectrum does the experience exist (for people)? Where should it exist?
If the epxerience is to be interactive, what makes it so? The biggest factors in interactivity are:
Feedback, Control, Communications, Creativity/Productivity, and Adaptivity. How does the
experience exhibit these factors and how can the new design use them to improve the experience?
QUESTION: How can you design smooth
transitions between each phase?
INTERACTION:
A continuum of action and interaction between
a person and a system or another person.
(Never
changes)
(Changes
via user)
(Changing
despite user)
(Changes in response to user
behavior, context, preferences, etc.)
Charting intensity over time is called a Waveline.
REFLEX HABIT ENGAGEMENT
TIME > INITIATION IMMERSION CONCLUSION
CONTINUATION
IDEAL
CURRENT
INTENSITY
DESIRABLE
>
<
UNDESIRABLE
STATIC PASSIVE INTERACTIVE
ACTIVE
THE 6 DIMENSIONS OF EXPERIENCE nathan.com/tool-experience-model

HERE IS WHAT YOU CAN
& SHOULD DO ABOUT IT:

EVERYONE (AND EVERY
COMPANY) IS IN THE
RELATIONSHIP
BUSINESS
HERE IS WHAT YOU CAN &
SHOULD DO ABOUT IT:

EVERYONE (AND EVERY
COMPANY) IS IN THE
EXPERIENCE BUSINESS
SHOULD DO ABOUT IT:

THE BEST NEW
OPPORTUNITIES WILL
COME FROM BETTER
RELATIONSHIPS &
EXPERIENCES
SHOULD DO ABOUT IT:

PRIORITIZE QUALITATIVE
RESEARCH OF
CUSTOMERS AND
STAKEHOLDERS
SHOULD DO ABOUT IT:

DETERMINE YOUR
ORG’S MANAGEMENT
CULTURE
SHOULD DO ABOUT IT:
39% Dynamic Innovators
26% Creative Innovators
18% Structured Innovators
10% Ad Hoc Innovators
8% Innovation Outsourcers
8%
10%
18%
26%
39%
Making Meaning (book)
makingmeaning.org

CONNECT YOUR ACTIVITIES
AND BUDGETS TO CORP
STRATEGY
SHOULD DO ABOUT IT:

SHOULD DO ABOUT IT:
LEARN ABOUT
GREAT
STRATEGY ON
YOUR OWN
MISSION

VISION
P
O
S
I
T
I
O
N
INFRASTRUCTURE
C
O
M
P
E
T
I
T
I
O
N
SEGMENTS
C
U
S
T
O
M
E
R
E
N
V
I
R
O
N
M
E
N
T
FORESIGHT
V
A
L
U
E
S
LEARNINGS
METRICS
GOALS
E
X
P
E
R
I
M
E
N
T
S
A
C
T
I
V
I
T
I
E
S
More Coming Soon

LEARN THE VOCABULARY,
FRAMES, & ISSUES OF YOUR
PEERS (AND EXPAND THEM)
SHOULD DO ABOUT IT:
Quantitative Value:˝
Functional˝
Financial˝
Qualitative Value:˝
Emotional˝
Identity˝
Meaningful
Total Value
More: Blind Spot (book)

SHOULD DO ABOUT IT:
Marketing
Advertising
Sale
PR
Product
Board
CEO
Legal
HR
Finance
Operation
Marketing
Strategy
IT
Contracts
Manufact.
Purchasin
Distributio
n
Warehous
Quality
Control
Acc.
Payables
Acc.
Receivable
Recruiting
Training
Health &
Safety
Network
Admin.
Training
Support
Comm.
R & D
Strategic
Partners
Customer
Customer
Support
Complianc
e
Market
Social
Media
Brand
Strategy
BUILD RELATIONSHIPS
WITHIN YOUR ORG’S
LEADERSHIP

SHARE INSIGHTS FROM THE
FIELD…IN INNOVATIVE &
APPROPRIATE WAYS
(INSIGHT REPORTS, ETC.)
SHOULD DO ABOUT IT:

SHARE STORIES
FROM THE FIELD
IN APPROPRIATE
WAYS (LIVING
PERSONAS, ETC.)
SHOULD DO ABOUT IT:

CONTEXTUALIZE YOUR
INSIGHTS (AND WORK)
IN TERMS OF IMPACT
SHOULD DO ABOUT IT:

USE TOOLS THAT
EMPHASIZE OPPORTUNITY
& ACCURACY
SHOULD DO ABOUT IT:
USE
EXPLORATION SETUP
PURCHASE
Experiences + Touchpoints
I
N
T
E
N
S
I
T
Y
Ideal Customer
Experience
1
2 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
Ads gets customers
excited and peak
awareness about new
computers and features
Windows 8 OS creates
curiousity and customers
are interested in explor-
ing the new technology
and how it works with
new form factor
In Store exploration is
used prior to purchase
so customers can get a
good look and feel for
potential options
Sales associate often
give our conflicint
information especially
when it comes to WiDi
WiDi is difficult to
find out about, unless
a friend has it or you
come across it on a
blog, chances are you
won’t find out much
about it
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.
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
euismod
per, elit vitae.
OEM manual is
referenced to find
the “don’t do’s”
A non-functioning or
outdated computer
prompt users to set out
on the discovery process
2 Segment B
per, elit vitae.
Forum Tips and Ticks
Family & Friends Lorem
of computers before
purchase.
OEM websites come with
mixed reviews, some see
them as marketing while
other like to see options
vs. pricing tools
Product display card
were inconsistent in the
depth of information
between different
computers, for others it
was a good guide
Windows 8 Setup Wizard
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
Wayfinding Signage is
often unclear and pro-
vides little in the way of
helping customers make
selections or navigate the
space more effectively
Google is a common starting
spot that helps customers
gain an overview of the
options avaliable and
start navigating the
complex ecosystem
of the PC Retail visit before purchase
test the look and feel of the
products, talk to associates
about what is new, and
check out the selection
Google is accessed
multiple times to
continually refine
the search in finding
the right match
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
OEM Site
OEM Site
Google
Search
Google
Search
Google
Search
Google
Search
Sales associate
Sales associate
Friends &
Family
Friends &
Family
Friends &
Family
Friends &
Family
Brick and Mortar
Brick and Mortar
Wonder
Truth
Beauty
Freedom
r
Frustration
Excitem
ent
Validation
Trust
Excitem
e
n
t
Discovery
Freedom & Oneness Comfort
Key touchpoints #4
Video #1
TechCo. WiDi details
#10
#2 Calling store to get
information about WiDi
#6 Excitement about
new computer
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
© SCANSION 2014

wholesalers
customers
(end users)
NGOs
me
community
(geographic)
partners
labor unions
retailers
local
government
The
Environm
(Nature
industry
trade
associations
distributors
regional
government
courts
suppliers &
manufacturers
insurers &
reinsurers
shareholders
banks
investors
institutional
investors
competitors
sales
(business
development)
legal
manufacturing
operations
customer
service
marketing
product
development
accounting
human
resources
IT/
technology
board of
directors
strategy
research &
development
Your
Organization
leadership
(management)
EXPAND YOUR RESEARCH
TO OTHER STAKEHOLDERS,
WHEN YOU CAN
SHOULD DO ABOUT IT:
nathan.com
Stakeholder Maps (templates)

}44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
LEARN THE CURRENT
BUSINESS TOOLS
SHOULD DO ABOUT IT:
businessmodelgeneration.com
flourishingbusiness.org
Business Model Gen. (book)

SHOULD DO ABOUT IT:
Rise of the DEO (book)
LEARN LEADERSHIP SKILLS

LEARN LEADERSHIP SKILLS
SHOULD DO ABOUT IT:
Rise of the DEO (book)
LEADERSHIP IS THE CLEAR
COMMUNICATION OF A
FUTURE OTHERS WANT TO
FOLLOW

THE BEST NEW
OPPORTUNITIES WILL
COME FROM
UNDERSTANDING THE
“WHY?”
SHOULD DO ABOUT IT:

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/
M
A
K
E
I
T
S
O
by
N
ATHAN
SHEDROFF
&
CHRISTOPHER
NOE
S
SEL
Experience Design 1.1
a manifesto for the design of experiences
by Nathan Shedroff
user behavior 116
100 years 22
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
user behavior 116
experiences 4
experience taxonomies 10
100 years 22
wisdom 54
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
2008 Edition
Dictionary of
Sustainable Management
Design Strategy in Action
Edited by Nathan Shedroff
A publication from the MBA in Design Strategy program
California College of the Arts
2011
THANK YOU nathan@nathan.com
@nathanshedroff

STRATEGY TOOLS

LEADERSHIP TOOLS

SYSTEMS TOOLS

YES, ALL OF THIS IS A
LOT OF EXTRA WORK!

WHAT STANDS IN YOUR
WAY:
“BUSINESS AS USUAL”

WHAT STANDS IN YOUR
WAY:
FEAR OF CHANGE

WHAT STANDS IN YOUR
WAY:
YOUR NETWORK

WHAT STANDS IN YOUR
WAY:
CULTURE:˝
QUANTITATIVE˝
VS˝
QUALITATIVE

WHAT STANDS IN YOUR
WAY:
CULTURE:˝
QUANTITATIVE˝
&˝
QUALITATIVE

STRATEGY TOOL: CONTINUOUS STRATEGY
CUSTOMERS
LEARNINGS
IMPACT
O
P
P
O
R
T
U
N
I
T
I
E
S
POSITION
C
O
M
P
E
T
I
T
I
O
N
M
A
R
K
E
T
S
E
N
V
I
R
O
N
M
E
N
T
COMMUNICATIONS
MISSION & GOALS
V
I
S
I
O
N
I
N
F
R
A
S
T
R
U
C
T
U
R
E
CULTURE & TEAM
METRICS
FORESIGHT
PLANNING
A
C
T
I
V
I
T
I
E
S
A
L
I
G
N
M
E
N
T
ADMINISTRATION
QUAL & QUANT
RESEARCH
SEGMENTATION

STRATEGY TOOL: MEANING STRATEGY
nathan.com
Meaning Strategy (template)

STRATEGY TOOL: STAKEHOLDER STRATEGY
wholesalers
customers
(end users)
NGOs
media
community
(geographic)
partners
labor unions
retailers
local
government
The
Environment
(Nature)
industry
trade
associations
distributors
regional
government
courts
suppliers &
manufacturers
insurers &
reinsurers
shareholders
banks
investors
institutional
investors
competitors
sales
(business
development)
legal
manufacturing
operations
customer
service
marketing
product
development
accounting
human
resources
IT/
technology
board of
directors
strategy
research &
development
Your
Organization
leadership
(management)
nathan.com
Stakeholder Maps (templates)

}44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
STRATEGY TOOL: BUSINESS MODEL CANVAS
strategyzer.com
Business Model Canvas (book)

STRATEGY TOOL: FLOURISHING BUSINESS CANVAS
flourishingbusiness.org
Flourishing Business Canvas

STRATEGY TOOL: SCIENCE FICTION PROTOTYPING

YOU
CAN
ONLY
INNOVATE
FOR
THAT
WHICH
YOU
CARE
ARE
WHERE
YOUR
DRIVES
ENERGY
FOLLOWS
ATTENTION IS
LEADERS AN
GENERATE
CONVER-
SATIONS
WHICH
CREATE
VALUE
COMMIT-
MENTS
WHICH
ENABLE
ACTIONS
WHICH
DRIVE
GENERATIVE
OF
RESULTS
INNOVATION
WHICH
ONLY
EXISTS
RELATION-
SHIP
WITHIN AN
AWARENESS CREATES CHOICE
IS AN
ASSESSMENT
THAT
PROVOKES
IS
GROUNDED
FOR
ACTION
WITH
THE
PROPER
FRAME DOMAIN PURPOSE
AND
SUPPORTING
ASSERTIONS
AND
INTRA-
PRENEURS
EXPERIENCE
PERFORMERS
DECLARE
COMPLETION
SEEK
ARE
CLEARLY
CAN
STILL
SEEK
ENTRE-
PRENEURS
SEEK
OPPOR-
TUNITIES
OPPOR-
TUNITIES
MUST WORK
WITHIN THE
CULTURE
FOR
CONVER-
SATIONS
DECLARE
ORGANIZ-
ATIONS
LEADERS
REVOKE
FOR
BETWEEN
A
A
FOR
MANAGERS
GROWTH
EFFICIENCY
ORGANIZ-
ATIONS
WITHIN
THE
ORGAN-
IZATION
INI
NEW
TEAMS
ARE
GROUPS
WITH A
SHARED
CLEAR
PROMISE
OF
FUTURE
IF
MEANING
IS AN
ASSESSMENT
OF REALITY
WHOSE
PRIORIT-
IZATION
AND
EXPRESSION
MANIFESTS
IN
VALUES
PEOPLE
TO WHICH
OTHERS
CONDITIONS
COMMIT
CHANGE
AND
VALUES
BREAK-
DOWNS
RESULT
FROM
COGITIVE
BLINDNESS
DOMAIN
BLINDNESS
OF
THEIR
COMMIT-
MENTS
NEGLECTING
TO MODIFY
COMMIT
TO
SHARED
MISSIONS
& GOALS
VISIONS ACTIONS
WITHIN
THE
ORGAN-
IZATION OWNERSHIP
ROLES &
STRUCTURES
TRUST
IS
THE
RESULT
OF
SINCERITY
COMPETENCE
RELIABILITY
AND
TOLERANCE
FOR RISK
AND
THE
FUTURE
CUSTOMERS MAKE A
FOR
ACTIONS
WITH A
REQUEST
BASED ON
DECLAR
-ATIONS
WITH
ARE MET
WITH AN
WITHIN
A
RELATION-
SHIP
CONDITIONS
FOR
SATISFACTION
OFFER
WHICH
FOLLOWED
BY A
PERFORMERS
PROMISE
MEET
WITH A
PROMISE
AFTER A
CUSTOMERS
CAN
ACCEPT
DECLINE
NEGOTIATION
COUNTER
OFFER
COUNTER
OFFER
OR
COMMIT
TO
COMMIT
DURING A
CUSTOMERS
DECLARE
SATISFACTION
OR
CAN
STILL
COMMIT
TO
COMMIT
CANCEL
...we (effectively or not)
have or not.
The cause of all outcomes
(positive & negative) are the...
Awareness and attention
shape the kind of observers
and actors we are.
Types of value: functional,
financial, emotional,
identity, and meaningful.
Whether they acknowledge
it or not, all organizations are
in the relationship business.
Whether they acknowledge
it or not, all organizations are
in the experience business.
... can be measured
(unlike many things)
• passion & ownership
• lack of commitment
• compliance & obligation
If you don’t change actions,
you can’t chance results.
...is action, not intent. You
only care for those things
in which you invest energy,
time, or sometimes money.
Conversations for Action
include: a request for
participation, negotiation,
performance, & acceptance.
(defer until later)
... should display,
confidence,authenticity,
and centeredness.
(in accordance with standard
community practices)
(requires a speaker and a
hearer and should articulate
the concern to be addressed)
..are one kind of stakeholder.
Others include employees,
NGOs, suppliers, partners,
government media, Nature...
(of future action, to accept
decline, etc. withinset time
period and resources)
How the people and
things that you CARE
about connect to your
experience.
opinion based on evidence
made by a listner/customer,
assessebt of a promise’s
impact on the listener’s ability
(power) to take care of their
concenrs in the future, and is
an additional assessment of
what the listener is willng to
commit to have this promis
fulfilled compared to other
potential promises they can
commit to
performer + individual
listener + performer’s
promise + background
of obviousnss +
conversation for action
The conditions people ask
others to commit to so that
their concerns are cared for.
(does the assessment fit
the listener’s beliefs?)
(to what community,event,
discourse, discussion, or
situation, does it apply?)
Shouldberelevanttothedomain
andpurposeandconsistentwith
commonstandards.
Assertionsarenevertrueorfalse
butshapeyourposturetoward
futurepossibilities.Listeners
orientthemselveswithinthe
assertion’sframeopeningand
closingotheropportunities.
Thereareatleastsixdimensions
ofeveryexperience:intensity,
duration,breadth,interaction,
value,andtriggers.
A fact for which you offer
to provide evidence if
requested.
(what’s the point and
concerns? does anyone
care?)
Generative systems
naturally generate change
and interaction by their use.
Innovation is the adaptation
of a new practice within a
community.
Innovation processes involve:
• Sensing: bringing forth new possibilities that bring value to the community
• Envisioning: building compelling stories of how things could be
• Offering: presenting a proposed practice to community(leaders), who commit to consider it
• Adopting: community members commit to trying the new practice for the first time
• Sustaining: (Adopting) for its useful life
• Executing: carrying-out action plans that produce and sustain adoption
• Leading: Proactively working to produce the outcomes of the previous 6 practices and overcoming the struggles along the way
• Embodying: achieving a level of skill at each practice that makes them automatic, habitual, and effective even in chaotic situations.
CAN
ONLY
TRANSFER
WITHIN A
MAP
A
...to coordinating actions
(including declarations of
authority within the team)
(of the organization, team,
and the people within them)
(people must also be fair,
honest, just and respectful
of others’ interests)
(including processes)
(including the assessment
of these)
Howthepeopleandthingsthat
youcareaboutconnecttoyour
experience.
Thereare15coremeanings
thatdefinehowpeopleframe
theworldaroundthem.
Peoplecanprioritizethesame
coremeaningsyetexpress
themdifferently.
(or disatisfaction, in which
performers can take
addittional action to satisfy)
Any number of people can
collaborate but they aren’t
automatically a team.
“Clear” and “simple” are
different. Clarity can exist
regardless of complexity.
Sharing requires clear
communication, care, and
personal investement.
Declarations are acts that
change expectations for
action.
Visions, declarations, &
offers which aren’t clear
cannot be committed to.
...regardless of authority,
from anywhere inside or
outside an organization.
Anyone clearly declaring
a vision others want to
follow becomes a leader...
Language is the primary
mechanism for changing
behavior and the future.
Both requestor & promisor
reset expectations of the
future due to commitments.
The future is changed by
promises of action focused
on new possibilities.
Those who make offers
commit to be satisfied
when these are delivered.
People commit to fulfill
offers made and accepted
by others.
...is the chief reason for
contracts to have so many
stipulations.
...hasbecomeitsowngoal
insteadofjustameanstoa
largergoal.
(failing to discontinue or
modify obsolete practices
or business models)
acceptance, performance,
conditions of satisfaction,
etc.)
(missing conversations,
cutomers, performers,
requests, promises,
LEADERSHIP TOOL: GENERATIVE COMMUNICATIONS

Implementing
Getting things done
Optimizing
Turning abstract
ideas into practical
solutions and plans
Generating
Getting things started,
finding new problems
and opportunities
Conceptualizing
Defining problems and
putting ideas together
LEADERSHIP TOOL: BASADUR PROBLEM-SOLVING PROFLIES BASADURPROFILE.COM

LEADERSHIP TOOL: INNOVATION CULTURES
39% Dynamic Innovators
26% Creative Innovators
18% Structured Innovators
10% Ad Hoc Innovators
8% Innovation Outsourcers
8%
10%
18%
26%
39%
Making Meaning (book)
makingmeaning.org

SYSTEM TOOL: UN SUSTAINABLE DEVELOPMENT GOALS

SYSTEM TOOL: LIFE CYCLE ASSESSMENT

IMPACTS
ACTIVITIES RESULTS
! !
! !
! !
SYSTEM TOOL: SOCIAL IMPACT ASSESSMENT

This Sustainability Scorecard is intended to help critically evaluate proposed project solutions across multiple concerns
of sustainability and value-creation. The objective is to arrive at a score for each of the strategies below with notes
about the solution’s impacts.
Instructions: Self-rate the positive impacts and performance of your solution, from 0-4, in each of the following
twenty principles along the four scoring levels (to the right).
Credits: Based on the AIGA Living Principles (thanks to Phil Hamlett and Gaby Brink), Natural Capitalism Solutions
and Presidio Graduate School’s Sustainability Helix, and the book Design is the Problem.
Sustainability Scorecard www.designmba.org
140314
Material Substitution
System Solution
Need & Usefulness
Cultural Vitality
Atoms to Bits
Project Name:
Localization
Value / Benefits
System Solution
Governance
Transparency
System Solution
Waste to Food
Durability
Reuse
Recyclability
Disassembly
Dematerialization
Financial Vitality
Desirability
Meaning
Product > Service
Business Model Innovation
Diversity > Reslience
Stakeholder Engagement
Justice
Diversity > Reslience
To what extent have you minimized materials and energy throughout manufacturing, distribution, use,
recycling, and disposal? What more an be eliminated?
To what extent have you minimized transportation throughout manufacturing, distribution, use, recycling,
and disposal? Can products be used, serviced, repaired, recycled, remade, and disposed of locally?
Can physical products be transformed into digital ones (informationalization) and provide the same or more
value for less energy and material impact? Can you send the “recipe” for local manufacturing instead?
Did you consider a rental, leasing, or service model to manage physical products more efficiently across
more users throughout its lifecycle (amortizing the impacts of materials and energy across more use)?
To what extent does the solution reduce or eliminate waste? Have you designed through the lifecycle for
when the solution’s life span is complete? Are the waste products designed as inputs for other processes?
How much recycled content is used in the manufacturing process and throughout the lifecycle? Are the
materials, sub-assemblies, or parts used easily recylcable in standard recylcing systems?
Have materials and energy sources been selected based on their ecological impacts? Does the project
justify the physical materials involved or, if it can, would it better exist digitally or virtually?
To what extent do the values of yourself, your client, and/or the owner of this project support the values of
its intended audience and customers throughout its life cycle? Is the solution healthy and just?
On what levels does the solution create value? Is it measured? Is value considered and reported in addition
to profit? Does the project provide short- and long-term economic benefits in sustainable ways?
Does the solution communicate meaning, and how are your customers and stakeholders acting upon
them? Are positive emotional reactions triggered? Are negative impacts addressed?
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
How easy is it to disassemble your product once discarded? Are the materials clearly labeled, the parts
easy to take apart? Are they made of only one material or several?
How well does the solution fulfill individual and societal needs via product, message, service, or experi-
ence? Does this project enhance the lives of its makers and users in the long term?
Do the impacts of the solution and organization hurt others, denigrate, or enslave others? Does it promote
the resolution of conflicts among communities and stakeholders?
Do you, the client, and/or the organization that owns and implements the solution have structures and poli-
cies to govern its affairs in appropriately diverse and inclusive ways?
Do you, the client, and/or the organization that owns and implements the solution have structures and poli-
cies to engage and consider impacts and value on multiple stakeholders (and not merely shareholders)?
Does the project promote cultural diversity over homogenity? Does the solution and the organizations con-
nected to it incorporate diverse cultural needs?
To what extent does this project create prositive impacts on all stakeholders and communities throughout
its life cycle, from makers to users to those involved in its disposal?
Is this solution developed to sustain itself financially? Does it rely on hidden costs and externalities to be
cost-effective? Does the solution offset external costs in some way?
Was the economic system around this solution considered, and do the financial impacts benefit a sustain-
able economy? Who gains economic value from this solution?
In what ways does this project compel people to transition to a more sustainable lifestyle choices? To what
extent does it promote and represent resilience, justice, and cultural vitality of all stakeholders?
To what extent has the solution been designed to have a secondary uses (when its primary use is done)?
To what extent has the solution been designed with materials that allow it to have an extended lifespan. Is it
repairable, upgradable, and servicable?
To what extent has the solution represent what the audience or customers actually want? Is the solution
designed to appeal to customers for a long time (in order to keep it relevant in their lives)?
Does the solution and the organization that implements it communicate transparently and honestly about its
intents and impacts? Are policies and activities stated and reported transparent?
Does the solution promote positive attitudes and values, both in intent and execution? Does this project
take into consideration the unique needs of various or local cultures?
Business
as
Usual
Exploring
Concepts
Implementing
Solutions
Exhibiting
Leadership
Achieving
Restoration
ECOLOGICAL Strategies & Impacts
FINANCIAL Strategies & Impacts
SOCIAL Strategies & Impacts
CULTURAL Strategies & Impacts
Actions and issues that affect natural systems, including climate change,
preservation, carbon footprint, and restoration of natural resources.
Actions and issues that affect how people and organizations meet their basic needs, evolve,
and define economic success, value, and growth.
Does the business model for this solution innovatively add value and serve stakeholders in better ways? Is
it designed to sustain value in the long-term?
CORPORATE Strategies & Impacts
Actions and issues that affect all aspects of society, including poverty, violence, injustice, edu-
cation, healthcare, safe housing, labor and human rights.
Actions and issues that affect how communities manifest identity, preserve and cultivate tradi-
tions, and develop belief systems and commonly accepted values.
Actions and issues that affect how corporations create value, organize themselves, and respond
to the values of the communities around them.
SYSTEM TOOL: SUSTAINABILITY SCORECARD
nathan.com
Sustainability Scorecard

SYSTEM TOOL: CIRCULAR ECONOMY

SYSTEM TOOL: TRUE COST ACCOUNTING

SYSTEM TOOL: INTEGRATED BOTTOM LINE ACCOUNTING

SYSTEM TOOL: SUSTAINABILITY HELIX

SYSTEM TOOL: LIVING PRINCIPLES

www.natcapsolutions.org/tools/laser-local-action-for-sustainable-economic-renewal/
SYSTEM TOOL: LASER MANUAL FOR COMMUNITIES

Strategy is in Crisis and Design Can Solve It

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