What you need to know building Strategy is in crisis for your startups and businesses. By Nathan Shedroff, prepared for Go Global World Community at a request of Danil Kislinskiy (Founder of GGW) The recording is available on our Youtube: https://www.youtube.com/channel/UColq7QFvaAWuwz8z0PojFPA/videos Join us at www.goglobal.world Global Chats: Facebook Chat: www.facebook.com/groups/goglobalworldchat/ Telegram Chat: https://t.me/GoGlobalWorldChat LinkedIn Chat: https://www.linkedin.com/groups/13862213/ Openland Chat: https://openland.com/goglobalchat Announcements: www.goglobal.world Facebook Page: www.facebook.com/groups/goglobalworldchat/ Telegram Channel: https://t.me/GoGlobalWorld LinkedIn Page: https://www.linkedin.com/company/go-global-world/ Openland: https://openland.com/goglobalworld/

1. Nathan Shedroff
nathan@nathan.com
@nathanshedroff
STRATEGY IS IN CRISIS:
We Need New Tools To Identify
New Opportunities For Value

5. MAKE IT SO
Interaction Design Lessons from Science Fiction
by NATHAN SHEDROFF & CHRISTOPHER NOESSEL
foreword by Bruce Sterling
Many designers enjoy the interfaces seen in science fiction films
and television shows. Freed from the rigorous constraints of designing
for real users, sci-fi production designers develop blue-sky interfaces
that are inspiring, humorous, and even instructive. By carefully studying
these “outsider” user interfaces, designers can derive lessons that make
their real-world designs more cutting edge and successful.
“Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and
informative book on how interaction design in sci-fi movies informs interaction design in the real
world.... You will find it as useful as any design textbook, but a whole lot more fun.”
ALAN COOPER
“Father of Visual Basic” and author of The Inmates Are Running the Asylum
“Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinating
investigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s
machine interfaces.”
ANNALEE NEWITZ
Editor, io9 blog
“Shedroff and Noessel have created one of the most thorough and insightful studies ever made
of this domain.”
MARK COLERAN
Visual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)
“Every geek’s wet dream: a science fiction and interface design book rolled into one.”
MARIA GIUDICE
CEO and Founder, Hot Studio
www.rosenfeldmedia.com
MORE ON MAKE IT SO
www.rosenfeldmedia.com/books/science-fiction-interface/
MAKEITSObyNATHANSHEDROFF&CHRISTOPHERNOESSEL
Experience Design 1.1
a manifesto for the design of experiences
by Nathan Shedroff
product taxonomies 16
user behavior 116
100 years 22
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
product taxonomies 16
user behavior 116
experiences 4
experience taxonomies 10
100 years 22
wisdom 54
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
2008 Edition
Dictionary of
Sustainable Management
Design Strategy in Action
Edited by Nathan Shedroff
A publication from the MBA in Design Strategy program
California College of the Arts
2011

7. 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
DRABIK ANNA GARCIA ANNA IBRAHIM ANNE STEEVES ANNU YADAV ANTHONY JAGODA ANTHONY SALAZAR ARASH SHIRINBAB ARDAVAN SOBHANI ARNE SALONEN ARTURO LOVAZZANO
ARTURO LOVAZZANO ARYA ABDOO ASA WIHLBECK ASHLEY HATHAWAY ASHLEY JOBE ASHLEY WELLS ATIIM WILEY AUDREY MA AUSTINA KANG AYANO HATTORI BEN ROSENTHAL BETH
BERREAN BRAD PALLADINO, BRANDY DAVIS-BALSAMO BRIAN SCHMIERER BRIANA COONAN BRITTANAE VEAL BRYAN SATTLER CALVIN MAYS CAMILLE BRITO CAMILLE GRIGSBY-ROCCA
CANDELARIA OCHOA CARA BROWN CARINA WONG CARLA VOORHEES CARLEY JACOBSON CAROLINE DANDO CASEY FLAHERTY CATHERINE NOLAN CESAR RIVERA CHAHN CHUNG
CHANDRIMA DEURI CHANGLIN LIU CHARLENE PELUSO CHHAVI ARYA CHI-CHING OU CHIRAPRAT (MON) VORRATNCHAIPHAN CHRISTIE MCALLISTER CHRISTIN NOLASCO CHRISTINA CHARLTON
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
DAVID ROSELLE DEVIN HARVATH DHAVAL SHAH DI WANG DI WU DIANNE QUE DIOGO RIBEIRO DOLLY PARIKH DONNA KWOK EDA GOKSEL EHSAN DARBANDI ELAINE GODDARD ELISE GILL
ELIZABETH DEMAKOS ELIZABETH KUKKA ELIZABETH MADSEN ELIZABETH THAPLIYAL ELYSA SOFFER EMIL ALEX EMILY ROBIN ERIC DORF ERIC ELLIS ERIC PERSHA ERICA FRYE ERICA
MEADE ERIK EHRKE ERIN JACOBS-MAY ESTELA HARTLEY EVAN BROWN EWA GUZEK FANGSHU ZHU FARZANEH KIA FATIMA SAYEED FAYAZ ASHRAF FEMI EMIOLA FRANZI SESSLER
GABRIEL AVILA GABRIELA ASCHENBERGER GAGANVIR MAULI GAURAV SINHA GERALD CARVALHO GIRISH SHEETAL GRAHAM GARDNER GREGORY STOCK GUAN WANG GUILLAUME DRISCOLL
GWEN ARMBRUSTER HACHEM MAHFOUD HAILEY HARMON HANNAH ROBINSON HANNAH STROBEL HARI ARCHIT HARIPRASAD KANTUBHUKTA HAROLD GALLIVAN HAVEN SIMSAR HEE SEUNG
LIM HEIKE RAPP-WURM HENRY LIU HERACLIO ATENCIO HSING CHANG HUSSEIN ISMAIL IAN SMITH INGRID DRAGOTTA IRA OPAL ISAAC BUWEMBO ISABEL HARVEY ISABELLE SHU
ISHITA MAHAJAN ISMAR MAHMUTOOVIC IVAN YIP JACOB GUERNSEY JACLYN DAB JACQUELINE CISNEROS JAMES BIERBOWER JAMES CHOWDRY JAMES LANE JAMILA SMITH JARED 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 THARP JOYCE LU
JOYCE PEDERSEN JOYCELIN TSAI JUAN GALARZA JUDITH BASLER JULI SHERRY JULIA SNIPPEN JULIA WEST JULIAN GONÇALVES JULIE GRANT JULIE HUTCHISON 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 MAISEE XIONG MARCIE CHIN MARCO
GUADARRAMA MARIA CHERCOLES MARIA DEL CARMEN SIERRA LARIS MARIA GUIJARRO AGUIRRE MARIA LA ROTTA MARIA MACEDO MARIA MUNOZ MARIANA QUIROGA MARIANETH CROCKETT
MARIMAR SUAREZ PENALVA MARISA LAVALLEE MARK GABRIEL MARK TOLENTINO MARY CLAIRE ABBOTT MARTIN DIAZ MATTHEW DE LA PEZA 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 MINJUNG KWAK MUTHAMMA THIMMAIAH NAMRATA
NARAYANAN NAOMI KIESER NAYANIKA SHARMA NAZANIN OVEISI NEHA BRAHMWAR NEIL STRAGHALIS NICHOLAS RAWITSCH NICHOLAS VIEIRA NICK LAWRENCE NICK OLIVIERE-BROOKS
NICOLE CHEN NICOLE SHIFLETT NICOLE TRAUTSCH NIKHIL GOWDA NIKKI-NICOLE MILES NOREEN SANTINI NORINNE CHENG NOUR SHIHABI OLIVIA NAVA PABLO PRIETO PAMELA STEINER
PATCHANOK KOYCHUSAKUN PAUL COLANDO PAULA KUHN PAULA NAVIA PAYAL PATEL PHILIP HOFFMAN PHUMELELE MTHIMUNYE PRIYANKA RAO PURNA MEHTA QUOC-THANG DO RACHEL
KROFT RACHEL GOLD RACHEL POSMAN RACHEL WOLD RAHIM BHIMANI RAPHAEL TEIXERIA RAVIKANTH RAO REBECCA LUOH REBECCA WOLFE REENA MERCHANT REID EVANS REUT
KOVETZ RILEY MOYNES RISA GOODMAN-RICE ROBERT KERLAN ROBIN WALDROUP ROSARIO ESTAY ROWAN EDWARDS RUMAISA SALEEM RYAN BLAD RYAN HOGAN RYAN JAMES RYAN
OPINA RYAN REMINGTON RYAN WILDAY SACHI DECOU SADIA HARPER SALEK ZAHIR SALLY YEE SAM HA SAM IRONS SAMANTHA LAI SAMANTHA WONG SANAM NASSIRPOUR SANDJAR
KOZUBAEV SANDRA NEGRON SARA NAEGELIN SARA SHEMIRANI SARAH GILBERT SARAH KLAUER SARAH MILLER SARAH NUERNBERGER SARAH OLSON SARAH VOGLER SARAH WHITE
SATWIK POLKAMPALLY SEBASTIAN IBLER SERGIO SUAREZ SHAN LENG SHANA FONG SHANE CHASE SHARAREH SHAHFARI SHARAYU DHIMATE SHAWN ARDAIZ SHAYTA ROY SHEILA
MAHOUTCHIAN SHIRA KATES SHIRIN ARDAKANI SHRIBALKRISHNA PATIL SHRUTTEE DADHANIYA SHUO YANG SIDDHARTH PRIYADARSHI SITTIDEJ SOMPRAKIT SOHRAAB WALIA SONIA SIERRA
SILLERO STACEY FISCHER STEPHANIE KNABE STEVE CHOI SUE POLLOCK SUPRIYA KANNAN SUSAN HUANG SUZANNA OKIE SUZANNE RANDOLPH TANIA CRUZ MORALES TANUSHRI
BHATTACHARYA TAYA MUELLER TAYLOR KIKUCHI THOMAS BENDON THOMAS BRYAN MALONG TIM BISHOP TIMOTHY MORSE TOBIN SHREEVE 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

9. WHY IS STRATEGY IN
CRISIS?

10. 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

11. WHY ARE TRADITIONAL
STRATEGY TOOLS SO
DEFICIENT?

12. 1) TOO MUCH OF STRATEGY
TEMPLATE-BASED

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

14. 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 .

15. 3) STRATEGY PROCESSES ARE
OFTEN OUT-OF SEQUENCE
ENVIRONMENTALANALYSIS
CUSTOMERANLAYSIS
CUSTOMERSEGMENTATION
COMPETITIVEANALYSIS
POSITIONING
INFRASTRUCTUREDEVELOPMENT
VISION
MISSION
GOALS
WALUES
ACTIVITIES
EXPERIMENTS
METRICS
LEARNINGS

16. 4) STRATEGY PROCESSES ARE
OFTEN INCOMPLETE
ENVIRONMENTALANALYSIS
CUSTOMERANLAYSIS
CUSTOMERSEGMENTATION
COMPETITIVEANALYSIS
POSITIONING
INFRASTRUCTUREDEVELOPMENT
VISION
MISSION
GOALS
WALUES
ACTIVITIES
EXPERIMENTS
METRICS
LEARNINGS
? ? ? ?

17. 5) MOST STRATEGY ONLY
CONSIDERS QUANTITATIVE DATA
QUANT
RESEARCH
QUANT
RESEARCH
ENVIRONMENTALANALYSIS
CUSTOMERANLAYSIS
CUSTOMERSEGMENTATION
COMPETITIVEANALYSIS
POSITIONING
INFRASTRUCTUREDEVELOPMENT
VISION
MISSION
GOALS
WALUES
ACTIVITIES
EXPERIMENTS
METRICS
LEARNINGS
? ? ? ?

18. 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”

19. 7) MOST STRATEGY IS
DISCONNECTED FROM ACTIVITY
ENVIRONMENTALANALYSIS
CUSTOMERANLAYSIS
CUSTOMERSEGMENTATION
COMPETITIVEANALYSIS
POSITIONING
INFRASTRUCTUREDEVELOPMENT
VISION
MISSION
GOALS
WALUES
ACTIVITIES
EXPERIMENTS
METRICS
LEARNINGS
???
QUANT
RESEARCH
QUANT
RESEARCH

20. 8) MOST STRATEGY IS ONLY
INFREQUENTLY CONSIDERED
CUSTOMERANLAYSIS
CUSTOMERSEGMENTATION
COMPETITIVEANALYSIS
POSITIONING
INFRASTRUCTUREDEVELOPMENT
VISION
MISSION
GOALS
WALUES
ACTIVITIES
EXPERIMENTS
METRICS
LEARNINGS
3-5YEARS
STARTOVER
QUANT
RESEARCH
QUANT
RESEARCH
ENVIRONMENTALANALYSIS
QUANT
RESEARCH
QUANT
RESEARCH

21. 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: little validation of assumptions

22. HOW DO WE FIX
STRATEGY?

23. A NEW MODEL FOR STRATEGY
MISSION
VISION
POSITION
INFRASTRUCTURE COMPETITION
SEGMENTS
CUSTOMER
ENVIRONMENT
FORESIGHT
VALUES
LEARNINGS
METRICSGOALS
EXPERIMENTS
ACTIVITIES
QUAL & QUANT
RESEARCH

24. BETTER STRATEGY REQUIRES
BETTER RESEARCH
MISSION
VISION
POSITION
INFRASTRUCTURE COMPETITION
SEGMENTS
CUSTOMER
ENVIRONMENT
FORESIGHT
VALUES
LEARNINGS
METRICSGOALS
EXPERIMENTS
ACTIVITIES
QUAL & QUANT
RESEARCH

25. MISSION
VISION
POSITION
INFRASTRUCTURE COMPETITION
SEGMENTS
CUSTOMER
ENVIRONMENT
FORESIGHT
VALUES
LEARNINGS
METRICSGOALS
EXPERIMENTS
ACTIVITIES
QUAL & QUANT
RESEARCH
BETTER STRATEGY REQUIRES
BETTER RESEARCH
EVIDENCE!

26. MISSION
VISION
POSITION
INFRASTRUCTURE COMPETITION
SEGMENTS
CUSTOMER
ENVIRONMENT
FORESIGHT
VALUES
LEARNINGS
METRICSGOALS
EXPERIMENTS
ACTIVITIES
SEQUENCE IS CRITICAL

27. THERE IS A NEW FORMULA
FOR BUSINESS:

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

29. THERE ARE 5 KINDS OF VALUE
functional
financial
emotional
identity
meaningful

30. THERE ARE 5 KINDS OF VALUE
functional
(Does this do what I need…?)

31. THERE ARE 5 KINDS OF VALUE
financial
(…at a price I feel is worth it?)

32. THERE ARE 5 KINDS OF VALUE
emotional
(How does this make me feel?)

33. THERE ARE 5 KINDS OF VALUE
identity
(Is this me?)

34. THERE ARE 5 KINDS OF VALUE
meaningful
(Does this fit into my worldview?)

35. THERE ARE 5 KINDS OF VALUE
functional
financial
emotional
identity
meaningful
Quantitative
Qualitative

36. THERE ARE 5 KINDS OF VALUE
functional
financial
emotional
identity
meaningful
features
price
=

37. THERE ARE 5 KINDS OF VALUE
functional
financial
emotional
identity
meaningful
features
price
brand?
=
=

38. THERE ARE 5 KINDS OF VALUE
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

39. THERE ARE 5 KINDS OF VALUE
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.

40. functional
financial
emotional
identity
meaningful
TOTAL VALUE
Instagram

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

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

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

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

45. THERE ARE 5 KINDS OF VALUE
THOSE COMPANIES (AND PEOPLE)
WHO FOCUS ON TOTAL VALUE
CREATE MORE OF IT, MORE OFTEN

46. THOSE COMPANIES (AND PEOPLE)
WHO FOCUS ON PREMIUM VALUE
CREATE MORE OF IT, MORE OFTEN
THERE ARE 5 KINDS OF VALUE

47. TOTAL VALUE SITS WITHIN A
RELATIONSHIP

48. RELATIONSHIPS SIT WITHIN AN
EXPERIENCE

49. VALUE
INTERACTION
DURATION
TRIGGERS BREADTH
INTENSITY
RELATIONSHIPS SIT WITHIN AN
EXPERIENCE

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

51. ALL OF THIS REQUIRES NEW
INSIGHTS

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

53. NEW STRATEGIC TOOLS:
STAKEHOLDER ANALYSIS
WAVELINE
INTEGRATED STRATEGY

54. wholesalers
customers
(end users)
NGOs
media
community
(geographic)
partners
labor unions
retailers
local
government
The
Environment
(Nature)
industry
trade
associations
distributorsregional
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

55. NATHAN SHEDROFF nathan.com @nathanshedroff

56. NATHAN SHEDROFF nathan.com @nathanshedroff
Experience Waveline™ Example
PC Customer Experience Waveline
USEEXPLORATION SETUPPURCHASE
Experiences + Touchpoints
INTENSITY
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,
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”
A non-functioning or
outdated computer
prompt users to set out
on the discovery process
2 Segment B
Internet program install:
Chrome, Adobe Reader,
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amet, consectetur adipi-
scing elit. Sed ullamcor-
per, elit vitae.
Forum Tips and Ticks
Google search Lorem
ipsum dolor sit amet,
consectetur adipiscing
elit. Sed ullamcorper, elit
vitae eleifend euismod
3 Segment C
Family & Friends Lorem
ipsum dolor sit amet,
consectetur adipiscing
elit. Sed ullamcorper, elit
vitae eleifend euismod
Friends & Family are
valued as they provide
only opportunity to see,
touch, and use a variety
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
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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
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 SiteOEM Site
Google
Search
Google
Search
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
Google
Search
Google
Search
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
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
Wonder
Truth
Beauty
Freedom
Frustration Shock
Anxiety
&
Fear
Frustration
Meandering
Boredom
Excitem
ent
Validation
Trust
Excitem
ent
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)
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
INTENSITYDESIRABLE><UNDESIRABLE
STATIC PASSIVE INTERACTIVEACTIVE
THE 6 DIMENSIONS OF EXPERIENCE nathan.com/tool-experience-model

57. RECONSIDERING THE SWOT
Strengths:
• We’re us
• We’re great
• We know stuff
• We’re fast
• We’re easy to use!
Weaknesses:
• We work too much
• We care too much
• We’re perfectionists
Opportunities:
• Own the market
• Expand product lines
• Make more stuff
• License stuff
• Co-brand with Disney
• Create an “experience”
Threats:
• Others can get fast
• Others can be easy to use
• Someone gets to Disney before us
• We don’t have a “big data”
strategy

58. Competitive
Analysis
Environmental
Analysis
Positioning
TOTAL
STRATEGY
Qualitative
Research
Quantitative
Research
RECONSIDERING THE SWOT

59. RECONSIDERING THE SWOT
Strengths:
• Customers are afraid of
making a mistake.
• Customers are
concerned about looking
ignorant.
Weaknesses:
• Customers want less
features and more clarity.
• Customers are concerned
about losing their jobs.
• Customers want
integration w/their
workflow.
Opportunities:
• Co-brand with partners.
• Offer a more focused
experience.
• Message about team value
• Messaging that targets
customers’ bosses.
Threats:
• Partners that already
offer integration with
workflow (and message
about it).
• New entrants with
stronger supplier
relationships.

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

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

62. THE BEST NEW
OPPORTUNITIES WILL
COME FROM BETTER
RELATIONSHIPS &
EXPERIENCES
HERE IS WHAT YOU CAN
& SHOULD DO ABOUT IT:

63. PRIORITIZE QUALITATIVE
RESEARCH OF
CUSTOMERS AND
STAKEHOLDERS
HERE IS WHAT YOU CAN
& SHOULD DO ABOUT IT:

64. DETERMINE YOUR
ORG’S MANAGEMENT
CULTURE
HERE IS WHAT YOU CAN
& 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

65. CONNECT YOUR ACTIVITIES
AND BUDGETS TO CORP
STRATEGY
HERE IS WHAT YOU CAN
& SHOULD DO ABOUT IT:

66. THE BEST NEW
OPPORTUNITIES WILL
COME FROM
UNDERSTANDING THE
“WHY?”
HERE IS WHAT YOU CAN
& SHOULD DO ABOUT IT:

67. NATHAN SHEDROFF nathan.com @nathanshedroff
STRATEGY TOOLS

68. NATHAN SHEDROFF nathan.com @nathanshedroff
LEADERSHIP TOOLS

69. NATHAN SHEDROFF nathan.com @nathanshedroff
SYSTEMS TOOLS

70. THANK YOU
Nathan Shedroff
nathan@nathan.com
@nathanshedroff
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