Creative leadership the value design brigns to business

CREATIVE LEADERSHIP: THE VALUE DESIGNBRINGS TO BUSINESS

Nathan Shedroff

[email protected] @nathanshedroff

MY BACKGROUND

M A K E I T S O Interaction Design Lessons from Science Fiction

b y N AT H A N S H E DR OF F & C H R I S TOP H E R NOE S S E L

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 fascinatinginvestigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s machine interfaces.”

ANNALEE NEWITZEditor, io9 blog

“Shedroff and Noessel have created one of the most thorough and insightful studies ever made of this domain.”

MARK COLERANVisual 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 GIUDICECEO and Founder, Hot Studio

www.rosenfeldmedia.com

MORE ON MAKE IT SOwww.rosenfeldmedia.com/books/science-fiction-interface/

MAK

E IT SO

by NATH

AN SH

EDR

OFF &

CHR

ISTOPH

ER N

OESSEL

Experience Design 1.1a 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 96navigation 84

2008 Edition

Dictionary ofSustainable ManagementDesign Strategy in Action

Edited by Nathan Shedroff

A publication from the MBA in Design Strategy programCalifornia College of the Arts

2011

NATHAN SHEDROFF nathan.com @nathanshedroff

deluxe

TOMORROWWORLDS

MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT

designmba.cca.edu

http://designmba.cca.edu

BUSINESS

DESIGN

BUSINESS

(DESIGN, ARCH, ENG…)

BUSINESS

DESIGN

BUSINESS

DESIGNDESIGN

“BEAN COUNTERS”

“CREATIVES”

OPTIMIZATION

IMAGINATION

CERTAINTY

AMBIGUITY

MINIMAL VIABLE PRODUCT

EXPERIENCE PROTOTYPE

functional financial

functional CLV = GC • - M •∑

i = 0

n

(1 + d)ir i ∑

i = 1

n

GC = gross contribution per customerM = (relevant) retention costs per customer per year n = horizon (in years)r = yearly retention rated = yearly discount rate.

(1 + d) i - 0.5r i - 1

(Lifetime Customer Value)

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 MillionThus, (6369/24200) or 26% of the value of the company is derived from brand equity.

http://seekingalpha.com/symbol/k

http://seekingalpha.com/symbol/rah


emotional identity

meaningful

VALUE

RELATIONSHIP


emotional identity

meaningful

RELATIONSHIP


emotional identity

meaningful

RE

XP

EI

EN

EC

RE

XP

EI

EN

EC

YOU ARE IN THE RELATIONSHIP BUSINESS

Commodity Product Service Experience

YOU ARE IN THE EXPERIENCE BUSINESS

From: The Experience Economy, Pine and Gilmore

Commodity Product Service Event/Experience

YOU ARE IN THE EXPERIENCE BUSINESS

Experience


emotional identity

meaningful


emotional identity

meaningful

functional (Does this do what I need…?)

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

emotional (How does this make me feel?)

identity (Is this me?)

meaningful (Does this fit into my world?)


emotional identity

meaningful

$1.1B TOTAL VALUE:

Instagram


emotional identity

meaningful

$1.1B$86M

TOTAL VALUE:

Instagram


emotional identity

meaningful

$1.1B

$1.01B

$86M

TOTAL VALUE:

Instagram


emotional identity

meaningful

$1.1B

$1.01B

$86M Quantitative

Qualitative

TOTAL VALUE:

Instagram


emotional identity

meaningful

$1.1B

$1.01B

$86M Quantitative

Qualitative(Premium)

Instagram

TOTAL VALUE:

“GOOD WILL”

“BOOK VALUE”

QUALITATIVE

QUANTITATIVE

BUSINESS + DESIGN

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-BUSINESSTHE GPD MEASURES PROGRESS

RICH PEOPLE CREATE JOBSTHE NUMBERS TELL THE STORY

MARKETING & SALES ARE SIMILARBUSINESSES ARE MORE EFFICIENT THAN GOVERNMENTS

FOCUS ON MINIMAL VIABLE PRODUCTCOOPERATION IS FOR WUSSES

LEADERSHIP COMES FROM AUTHORITY

MYTHS OF BUSINESS

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

VALUE

TOTAL VALUE

RELATIONSHIP

EXPERIENCE

INNOVATION

Lessons from The Catalyst:

The Behaviors That Foster InnovationWithin Orgs Are Often FireableOffenses: • Hiding budget • Working on projects after they’re cancelled • Going “out of bounds” for mentors, partners, and conspirators • Reframing the original opportunity

Product Development

Board

CEO

Dir. LegalDir. HRDir. FinanceDir. Operations

Dir. MarketingDir. 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

Product Development

Board

CEO



ContractsManufact.

Purchasing

Distribution

Warehouse

Quality Control

Acc. Payables

Acc. Receivables

Recruiting

Training

Health & Safety

Network Admin.

Training

Support

Community Relations



Customer Insight

Marketing Commun,

Advertising

Customer Support

Compliance


Market Research

PR

Social Media

Brand Strategy

Customers

Dir. Operations

Product Development

Board

CEO

Dir. LegalDir. HRDir. Finance Dir. MarketingDir. StrategyDir. IT

ContractsManufact.

Purchasing

Distribution

Warehouse

Quality Control

Acc. Payables

Acc. Receivables

Recruiting

Training

Health & Safety

Network Admin.

Training

Support

Community Relations



Customer Insight

Marketing Commun,

Advertising

Customer Support

Compliance


Market Research

PR

Social Media

Brand Strategy

Customers

Dir. Operations

Product Development

Board

CEO

Dir. LegalDir. HRDir. Finance Dir. MarketingDir. StrategyDir. IT

ContractsManufact.

Purchasing

Distribution

Warehouse

Quality Control

Acc. Payables

Acc. Receivables

Recruiting

Training

Health & Safety

Network Admin.

Training

Support

Community Relations



Customer Insight

Marketing Commun,

Advertising

Customer Support

Compliance


Market Research

PR

Social Media

Brand Strategy

Customers

Marketing Commun,

Advertising


PR

Product Development

Board

CEO



ContractsManufact.

Purchasing

Distribution

Warehouse

Quality Control

Acc. Payables

Acc. Receivables

Recruiting

Training

Health & Safety

Network Admin.

Training

Support

Community Relations



Customer Insight

Customer Support

Compliance

Market Research

Social Media

Brand Strategy

Customers

Marketing Commun,

Advertising


PR

Product Development

Board

CEO



ContractsManufact.

Purchasing

Distribution

Warehouse

Quality Control

Acc. Payables

Acc. Receivables

Recruiting

Training

Health & Safety

Network Admin.

Training

Support

Community Relations



Customer Insight

Customer Support

Compliance

Market Research

Social Media

Brand Strategy

Customers

Marketing Commun,

Advertising


PR

Product Development

Board

CEO



ContractsManufact.

Purchasing

Distribution

Warehouse

Quality Control

Acc. Payables

Acc. Receivables

Recruiting

Training

Health & Safety

Network Admin.

Training

Support

Community Relations



Customer Insight

Customer Support

Compliance

Market Research

Social Media

Brand Strategy

Customers

Marketing Commun,

Advertising


PR

Product Development

Board

CEO



ContractsManufact.

Purchasing

Distribution

Warehouse

Quality Control

Acc. Payables

Acc. Receivables

Recruiting

Training

Health & Safety

Network Admin.

Training

Support

Community Relations



Customer Insight

Customer Support

Compliance

Market Research

Social Media

Brand Strategy

Customers

Shareholders Stakeholders

INNOVATION CULTURES:39% Dynamic Innovators

26% Creative Innovators

18% Structured Innovators

10% Ad Hoc Innovators

8% Innovation Outsourcers

8%10%

18%

26%

39%

Research: Cheskin (2008)


INNOVATION CULTURES:39% Dynamic Innovators(innovation is lead by executives and cross-functional teams, strategic innovators, integrating innovation right into their corporate strategy) ex: GAP, Pepsi• Strategic Thinking Guides Overall Process• Led by Senior Management with Cross-Functional Teams• Cross-Functional Collaboration Critical• Creative Environment Important• Innovation is not Dependent on a “Big Idea”• Risk-Taking is Accepted

8%10%

18%

26%

39%

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


8%10%

18%

26%

39%

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


8%10%

18%

26%

39%

INNOVATION CULTURES:10% Ad-Hoc Innovators(occasionally, and haphazardly create breakthroughs, no set process and often don’t know how they did it and can’t replicate it, don’t always understand why an offering is successful (or not). ex: Healthcare providers, utilities, retailers, most auto companies• Innovation Approached in Isolation (internally and externally)• Leadership by Middle Management, R&D, and Technology Departments• Cross-Functional Collaboration is Non-Existent• Qualitative Metrics Only• Risk AdverseResearch: Cheskin (2008)

8%10%

18%

26%

39%

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


8%10%

18%

26%

39%

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

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

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

New approaches that support Innovative Opportunities:• Qualitative Marketing Insight (not merely Quantitative Research)•“Design Research” Techniques• Customer Insight Before Technological Development (Augmenting “Agile” Development)• Separating Marketing from Sales

Marketing

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

Operations

• Build and maintain a culture that attracts and enables integrative and divergent thinkers• Provide “cover” for development• Work with Marketing, Customer Support, and Customers directly• Prototype and deploy!

R&D

• Abandon “command and control” for a service mentality: Explore and deploy in the service of departmental and customer needs (not merely the needs of the IT dept.)• Consider the experience!

Technology

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

Finance

• Understand and Develop appropriate hiring procedures• Develop and deploy new review and reward structures• Source creatively and dynamically• Work closely with design leads• Abandon process when necessary

HR

• Understand business process, issues, and terminology• Develop new ways of communicating customer experience to non-designer peers• Respect the need (and time) for

quantitative metrics and decisions• Work closely with non-designers• Focus on Total Value!

Design

QUALITATIVE

QUANTITATIVE

VS.

QUALITATIVE

QUANTITATIVE

AND


QUANTITATIVE

YOU

CANONLY

INNOVATE

FORTHAT

WHICHYOU

CARE

AREWHEREYOUR

DRIVES

ENERGYFOLLOWS

ATTENTION IS

LEADERS AN

GENERATE

CONVER-SATIONS

WHICHCREATE

VALUE

COMMIT-MENTS

WHICHENABLE ACTIONS

WHICHDRIVE

GENERATIVEOF

RESULTS

INNOVATION

WHICHONLY

EXISTS

RELATION-SHIP

WITHIN AN

AWARENESS CREATES CHOICE

IS AN

ASSESSMENT

THATPROVOKES

ISGROUNDED

FORACTION

WITHTHE

PROPERFRAME DOMAIN PURPOSE AND

SUPPORTING ASSERTIONS

AND

INTRA-PRENEURS

EXPERIENCE

PERFORMERS

DECLARE

COMPLETION

SEEK

ARE

CLEARLY

CANSTILL

SEEK

ENTRE-PRENEURS

SEEK

OPPOR-TUNITIES

OPPOR-TUNITIES

MUST WORKWITHIN THE

CULTURE

FOR

CONVER-SATIONS

DECLARE

ORGANIZ-ATIONS

LEADERS

REVOKE

FOR

BETWEEN

A

A

FOR

MANAGERS

GROWTH

EFFICIENCY ORGANIZ-ATIONS

WITHINTHE

ORGAN-IZATION

ININEW

TEAMS

ARE

GROUPS

WITH A

SHARED

CLEAR

PROMISE

OF

FUTURE

IF

MEANING

IS AN

ASSESSMENT

OF REALITYWHOSE

PRIORIT-IZATION

AND

EXPRESSION

MANIFESTSIN

VALUES

PEOPLE

TO WHICHOTHERS

CONDITIONS

COMMIT

CHANGE

AND

VALUES

BREAK-DOWNS

RESULTFROM

COGITIVEBLINDNESS

DOMAINBLINDNESS

OFTHEIR

COMMIT-MENTS

NEGLECTINGTO MODIFY

COMMIT TOSHARED

MISSIONS& GOALS VISIONS ACTIONS

WITHINTHE

ORGAN-IZATION OWNERSHIP ROLES &

STRUCTURES TRUST

ISTHE

RESULT

OF

SINCERITY

COMPETENCE

RELIABILITY

AND

TOLERANCEFOR RISK

ANDTHE FUTURE

CUSTOMERS MAKE A

FOR

ACTIONS

WITH A

REQUEST

BASED ON

DECLAR-ATIONS

WITH

ARE METWITH AN

WITHINA

RELATION-SHIP

CONDITIONSFOR

SATISFACTION

OFFER

WHICH

FOLLOWEDBY A

PERFORMERS

PROMISE

MEETWITH A PROMISE

AFTER A

CUSTOMERS

CAN

ACCEPT

DECLINE

NEGOTIATION

COUNTEROFFER

COUNTEROFFER

OR

COMMITTO

COMMIT

DURING A

CUSTOMERS

DECLARE

SATISFACTION

OR

CANSTILL

COMMITTO

COMMIT

CANCEL

...we (effectively or not)have or not.

The cause of all outcomes(positive & negative) are the...

Awareness and attentionshape the kind of observersand actors we are.

Types of value: functional,financial, emotional,identity, and meaningful.

Whether they acknowledgeit or not, all organizations are in the relationship business.

Whether they acknowledgeit 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. Youonly care for those thingsin which you invest energy,time, or sometimes money.

Conversations for Actioninclude: a request forparticipation, negotiation,performance, & acceptance.

(defer until later)

... should display,confidence,authenticity,and centeredness.

(in accordance with standardcommunity practices)

(requires a speaker and ahearer and should articulatethe concern to be addressed)

..are one kind of stakeholder.Others include employees,NGOs, suppliers, partners,government media, Nature...

(of future action, to acceptdecline, etc. withinset time

period and resources)

How the people and things that you CARE about connect to your experience.

opinion based on evidencemade 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 askothers to commit to so thattheir concerns are cared for.

(does the assessment fitthe listener’s beliefs?)

(to what community,event,discourse, discussion, orsituation, does it apply?)

Should be relevant to the domainand purpose and consistent withcommon standards.

Assertions are never true or falsebut shape your posture towardfuture possibilities. Listenersorient themselves within theassertion’s frame opening and closing other opportunities.

There are at least six dimensionsof every experience: intensity,duration, breadth, interaction,value, and triggers.

A fact for which you offerto provide evidence ifrequested.

(what’s the point andconcerns? does anyonecare?)

Generative systemsnaturally generate changeand interaction by their use.

Innovation is the adaptationof a new practice within acommunity.

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.

CANONLY

TRANSFERWITHIN A

MAPA

...to coordinating actions(including declarations ofauthority within the team)

(of the organization, team,and the people within them)

(people must also be fair,honest, just and respectfulof others’ interests)

(including processes)(including the assessmentof these)

How the people and things thatyou care about connect to yourexperience.

There are 15 core meaningsthat define how people framethe world around them.

People can prioritize the samecore meanings yet expressthem differently.

(or disatisfaction, in whichperformers can takeaddittional action to satisfy)

Any number of people cancollaborate but they aren’tautomatically a team.

“Clear” and “simple” aredifferent. Clarity can existregardless of complexity.

Sharing requires clearcommunication, care, andpersonal investement.

Declarations are acts thatchange expectations foraction.

Visions, declarations, &offers which aren’t clearcannot be committed to.

...regardless of authority,from anywhere inside oroutside an organization.

Anyone clearly declaringa vision others want tofollow becomes a leader...

Language is the primarymechanism for changingbehavior and the future.

Both requestor & promisorreset expectations of thefuture due to commitments.

The future is changed bypromises of action focusedon new possibilities.

Those who make offerscommit to be satisfiedwhen these are delivered.

People commit to fulfill offers made and acceptedby others.

...is the chief reason forcontracts to have so manystipulations.

...has become its own goalinstead of just a means to alarger goal.

(failing to discontinue ormodify obsolete practicesor business models)

acceptance, performance,conditions of satisfaction,etc.)

(missing conversations, cutomers, performers, requests, promises,

YOU

CANONLY

INNOVATE

FORTHAT

WHICHYOU

CARE

AREWHEREYOUR

DRIVES

ENERGYFOLLOWS

ATTENTION IS

LEADERS AN

GENERATE

CONVER-SATIONS

WHICHCREATE

VALUE

COMMIT-MENTS

WHICHENABLE ACTIONS

WHICHDRIVE

GENERATIVEOF

RESULTS

INNOVATION

WHICHONLY

EXISTS

RELATION-SHIP

WITHIN AN

AWARENESS CREATES CHOICE

IS AN

ASSESSMENT

THATPROVOKES

ISGROUNDED

FORACTION

WITHTHE

PROPERFRAME DOMAIN PURPOSE AND

SUPPORTING ASSERTIONS

AND

INTRA-PRENEURS

EXPERIENCE

PERFORMERS

DECLARE

COMPLETION

SEEK

ARE

CLEARLY

CANSTILL

SEEK

ENTRE-PRENEURS

SEEK

OPPOR-TUNITIES

OPPOR-TUNITIES

MUST WORKWITHIN THE

CULTURE

FOR

CONVER-SATIONS

DECLARE

ORGANIZ-ATIONS

LEADERS

REVOKE

FOR

BETWEEN

A

A

FOR

MANAGERS

GROWTH

EFFICIENCY ORGANIZ-ATIONS

WITHINTHE

ORGAN-IZATION

ININEW

TEAMS

ARE

GROUPS

WITH A

SHARED

CLEAR

PROMISE

OF

FUTURE

IF

MEANING

IS AN

ASSESSMENT

OF REALITYWHOSE

PRIORIT-IZATION

AND

EXPRESSION

MANIFESTSIN

VALUES

PEOPLE

TO WHICHOTHERS

CONDITIONS

COMMIT

CHANGE

AND

VALUES

BREAK-DOWNS

RESULTFROM

COGITIVEBLINDNESS

DOMAINBLINDNESS

OFTHEIR

COMMIT-MENTS

NEGLECTINGTO MODIFY

COMMIT TOSHARED

MISSIONS& GOALS VISIONS ACTIONS

WITHINTHE

ORGAN-IZATION OWNERSHIP ROLES &

STRUCTURES TRUST

ISTHE

RESULT

OF

SINCERITY

COMPETENCE

RELIABILITY

AND

TOLERANCEFOR RISK

ANDTHE FUTURE

CUSTOMERS MAKE A

FOR

ACTIONS

WITH A

REQUEST

BASED ON

DECLAR-ATIONS

WITH

ARE METWITH AN

WITHINA

RELATION-SHIP

CONDITIONSFOR

SATISFACTION

OFFER

WHICH

FOLLOWEDBY A

PERFORMERS

PROMISE

MEETWITH A PROMISE

AFTER A

CUSTOMERS

CAN

ACCEPT

DECLINE

NEGOTIATION

COUNTEROFFER

COUNTEROFFER

OR

COMMITTO

COMMIT

DURING A

CUSTOMERS

DECLARE

SATISFACTION

OR

CANSTILL

COMMITTO

COMMIT

CANCEL

...we (effectively or not)have or not.

The cause of all outcomes(positive & negative) are the...

Awareness and attentionshape the kind of observersand actors we are.

Types of value: functional,financial, emotional,identity, and meaningful.

Whether they acknowledgeit or not, all organizations are in the relationship business.

Whether they acknowledgeit 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. Youonly care for those thingsin which you invest energy,time, or sometimes money.

Conversations for Actioninclude: a request forparticipation, negotiation,performance, & acceptance.

(defer until later)

... should display,confidence,authenticity,and centeredness.

(in accordance with standardcommunity practices)

(requires a speaker and ahearer and should articulatethe concern to be addressed)

..are one kind of stakeholder.Others include employees,NGOs, suppliers, partners,government media, Nature...

(of future action, to acceptdecline, etc. withinset time

period and resources)

How the people and things that you CARE about connect to your experience.

opinion based on evidencemade 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 askothers to commit to so thattheir concerns are cared for.

(does the assessment fitthe listener’s beliefs?)

(to what community,event,discourse, discussion, orsituation, does it apply?)

Should be relevant to the domainand purpose and consistent withcommon standards.

Assertions are never true or falsebut shape your posture towardfuture possibilities. Listenersorient themselves within theassertion’s frame opening and closing other opportunities.

There are at least six dimensionsof every experience: intensity,duration, breadth, interaction,value, and triggers.

A fact for which you offerto provide evidence ifrequested.

(what’s the point andconcerns? does anyonecare?)

Generative systemsnaturally generate changeand interaction by their use.

Innovation is the adaptationof a new practice within acommunity.

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.

CANONLY

TRANSFERWITHIN A

MAPA

...to coordinating actions(including declarations ofauthority within the team)

(of the organization, team,and the people within them)

(people must also be fair,honest, just and respectfulof others’ interests)

(including processes)(including the assessmentof these)

How the people and things thatyou care about connect to yourexperience.

There are 15 core meaningsthat define how people framethe world around them.

People can prioritize the samecore meanings yet expressthem differently.

(or disatisfaction, in whichperformers can takeaddittional action to satisfy)

Any number of people cancollaborate but they aren’tautomatically a team.

“Clear” and “simple” aredifferent. Clarity can existregardless of complexity.

Sharing requires clearcommunication, care, andpersonal investement.

Declarations are acts thatchange expectations foraction.

Visions, declarations, &offers which aren’t clearcannot be committed to.

...regardless of authority,from anywhere inside oroutside an organization.

Anyone clearly declaringa vision others want tofollow becomes a leader...

Language is the primarymechanism for changingbehavior and the future.

Both requestor & promisorreset expectations of thefuture due to commitments.

The future is changed bypromises of action focusedon new possibilities.

Those who make offerscommit to be satisfiedwhen these are delivered.

People commit to fulfill offers made and acceptedby others.

...is the chief reason forcontracts to have so manystipulations.

...has become its own goalinstead of just a means to alarger goal.

(failing to discontinue ormodify obsolete practicesor business models)

acceptance, performance,conditions of satisfaction,etc.)

(missing conversations, cutomers, performers, requests, promises,


QUANTITATIVE

Business Model Generation, Alexander Osterwalder businessmodelgeneration.com

} 44The Business Model Canvas

Cost Structure

Key Partners

Key Resources

Channels

Key Activities

Value Proposition

Customer Relationships

CustomerSegments

Revenue Streams

http://businessmodelgeneration.com


©2014 ScanscionConsumer Experience Waveline

Waveline

Opportunities Opportunity 1 Opportunity 2 Opportunity 3 Opportunity 4

Touchpoints

USEEXPLORATION SETUPPURCHASE

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Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.Lorem ipsum dolor sit amet, con-

sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.













































Confusion

Anxiety

Frustration

Boredom

INT

EN

SIT

Y

T I M E

2 3 4

12

4

1

3 Beauty Wonder Creation Accomplishment

Ideal ConsumerExperience Waveline

Customer Segment 1

Customer Segment 1

Customer Segment 1

Computer crashes

All the touchpointsare important

Retail confusionaround products

Which computershave integrativefeatures

Struggling to setupWiFi

The excitement ofa new computer

Exploring new features

New products andintegration

Company Experienceafter productupgrades

Adjusting to newproduct betas

The forum takes youright to the answer

Form vs Function

Company & Tech

On software things just disappear

Just search it...

How information is presented vs howpeople really learn

Explaining the keytouchpoints duringexploration

PC LearningExperienceVideo

Getting diverseopinions

Exploring thetouchpoints

PC LearningExperiencePowerpoint

Strategic FocusCorporate

Meaning Priorities

Team & Partner Meaning Priorities

Customer Meaning Priorities

Competitors’ Meaning Priorities

MEANING STRATEGY

INTEGRATED BOTTOM LINE

DESIGN THINKING DESIGN RESEARCH

“NEW BUSINESS” NEW LEADERSHIP

SYSTEMS THINKING SUSTAINABILITY

Nathan Shedroff

[email protected] @nathanshedroff

THANK YOU

M A K E I T S O Interaction Design Lessons from Science Fiction

b y N AT H A N S H E DR OF F & C H R I S TOP H E R NOE S S E L

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 fascinatinginvestigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s machine interfaces.”

ANNALEE NEWITZEditor, io9 blog

“Shedroff and Noessel have created one of the most thorough and insightful studies ever made of this domain.”

MARK COLERANVisual 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 GIUDICECEO and Founder, Hot Studio

www.rosenfeldmedia.com

MORE ON MAKE IT SOwww.rosenfeldmedia.com/books/science-fiction-interface/

MAK

E IT SO

by NATH

AN SH

EDR

OFF &

CHR

ISTOPH

ER N

OESSEL

Experience Design 1.1a 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 84Design Strategy in Action

Edited by Nathan Shedroff

A publication from the MBA in Design Strategy programCalifornia College of the Arts

2011