bridging the innovation culture divide
TRANSCRIPT
BRIDGING THE INNOVATION CULTURE DIVIDE
Nathan Shedroff Chair, Design MBA Programs California College of the Arts [email protected] @nathanshedroff
designmba.cca.edu@designmba
www.slideshare.net/NathanShedroff/bridging-the-innovation-culture-divide
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 Design Strategy in ActionEdited by Nathan Shedroff
A publication from the MBA in Design Strategy programCalifornia College of the Arts
2011
product taxonomies 16
user behavior 116
experiences 4
experience taxonomies 10
100 years 22
wisdom 54
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96navigation 84
2008 Edition
Dictionary ofSustainable Management
NATHAN SHEDROFF nathan.com @nathanshedroff
deluxe
TOMORROWWORLDS
MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT
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.
functional financial
emotional identity
meaningful
RELATIONSHIP
functional financial
emotional identity
meaningful
RELATIONSHIP
functional financial
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
functional financial
emotional identity
meaningful
functional financial
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?)
functional financial
emotional identity
meaningful
$1.1B TOTAL VALUE:
functional financial
emotional identity
meaningful
$1.1B$86M
TOTAL VALUE:
functional financial
emotional identity
meaningful
$1.1B
$1.01B
$86M
TOTAL VALUE:
functional financial
emotional identity
meaningful
$1.1B
$1.01B
$86M Quantitative
Qualitative
TOTAL VALUE:
functional financial
emotional identity
meaningful
$1.1B
$1.01B
$86M Quantitative
Qualitative(Premium)
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
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
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
Research & Development
Strategic Partnerships
Customer Insight
Marketing Commun,
Advertising
Customer Support
Compliance
Business Development
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
Research & Development
Strategic Partnerships
Customer Insight
Marketing Commun,
Advertising
Customer Support
Compliance
Business Development
Market Research
PR
Social Media
Brand Strategy
Customers
Marketing Commun,
Advertising
Business Development
PR
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
Customer Support
Compliance
Market Research
Social Media
Brand Strategy
Customers
Marketing Commun,
Advertising
Business Development
PR
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
Customer Support
Compliance
Market Research
Social Media
Brand Strategy
Customers
Marketing Commun,
Advertising
Business Development
PR
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
Customer Support
Compliance
Market Research
Social Media
Brand Strategy
Customers
Marketing Commun,
Advertising
Business Development
PR
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
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)
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
Research: Cheskin (2008)
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
Research: Cheskin (2008)
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
Research: Cheskin (2008)
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
NATHAN SHEDROFF nathan.com @nathanshedroff
QUANTITATIVE
Must lso be fair, honest, just, and respectful of others’ intrests
performer + individul listener + performer’s promise + background of obviousnss + conversation for action
for some future action (to accept, decline, etc.) and time, resources to have a promise fulfilledcompared to other possibble commitments (including doing nothing)
How the people and things that you CARE about connect to your experience.
DRIVES CONVER-SATIONS
WHICH ENABLE ACTIONSCOMMITMENTSDRIVES CONVER-
SATIONSWHICH
ENABLE ACTIONSCOMMITMENTSDRIVES CONVER-SATIONS
WHICH ENABLE ACTIONSCOMMITMENTSDRIVES CONVER-
SATIONSWHICH
ENABLE ACTIONSCOMMITMENTS
practices create new possiblilities through conversations that reveal opportunities.
FORTHAT
WHICHYOU
CANONLY
AREWHEREYOUR
ENERGYFOLLOWS
IS
ANINNOVATE LEADERS
YOU ATTENTION
DRIVES
GENERATE
FOR
ACTION
WITH A
REQUEST
BASEDON
CONVER-SATIONS
ARE MET WITH AN OFFER FOLLOWED
BY A PROMISEDECLAR-ATIONS
WHICH ENABLE
WHICHDRIVEACTIONS RESULTSCARE IS THE OF COMPETENCESINCERITYRESULT AND TOLERANCE
FOR RISKRELIABILITYTRUST
ISAN
VALUE
ASSESSMENT
RELATIONSHIP
THATPROVOKES
GENERATIVEA MAP OF INNOVATION
is action, not intent. You ony care for those things in which you invest energy, time, or sometimes money.
DRIVESDRIVESDRIVESDRIVESMAKE ACONDITIONS
FORSATISFACTION
DRIVESDRIVESDRIVESDRIVESWITH PERFORMERSDRIVESDRIVESDRIVESDRIVESWHICHCUSTOMERS
There are types: functional, financial, emotional, identity, meaningful
The root cause of all out-comes (positive and negative), are the conversations we (effectively or not) have or don’t have.
Awareness and attention shape the kind of oservers and actors we are.
• passion and ownership• lack of commitment• compliance & obligation
If you don’t change actions, you can’t change results.
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
Anatomy of a Promise:1. Speaker and Hearer (identity). The Speaker is in the role of Performer, the Hearer is in the role of Customer. Future action is performed by the Speaker.2. Conditions of Satisfaction in accordance with the standard practices of a community.3. Background of obviousness. 4. Specified time for fulfillment of the promise.
COMMIT-MENTS
WHICHCREATE
Many things cannotbe measured butcommitments can.
Conversations for Actioninclude: a request forparticipation, negotiation,performance, & acceptance.
define...
WITHINA
Generative systemsnaturally generate change &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.
MEETWITH A DECLINEPROMISE OR
OR
COMMITTO
COMMITCOUNTER-
OFFER
COUNTER-OFFER
(defer until later)
COMMITTO
COMMIT(defer until later)
DURING A
AFTER A ANDNEGOTI-ATION
CUSTOMERS
ACCEPT
CAN
CUSTOMERS CANCELCANSTILL APERFORMERS REVOKECAN
STILL
CHANGECONDITIONSIFPROMISE
DECLARE
COMPLETION
DECLARE
SATIS-FACTION
(or disatisfaction, in whichperformers can takeaddittional action to satisfy)
WITH A
DECLARE A FUTURE TO WHICH OTHERS
ARE
GROUPS
TEAMS
SHARED COMMITLEADERS CLEARLY
CLEAR
CARES: all of the issues that drive people to action and occupy their attentions. People are not open to innovation on issues they do not care aboutCONCERNSPRACTICES: taking on new possibilities or changing habits for new outcomes and benfits
ASSESSMENTS: People make choices based on opinions, evaluations, or judgements they have about their situation, futures, actions available to them, and their possibilities. They make three key assessments when considering offers: Value (they see sufficent new value opportunities), Trust (the are willing to bet that the future will tur out all right)., Satisfaction (they expect outcomes will meet or exceed agreed-upon standards and expectations.
Resistences: los of power or reputation, blinf or ineffective at containing or seducing those who resist, poorly managing expectations., cross
A judgment; it ís never true or false; it shapes your posture towards a future possibility.ìThis product is really a tough sell.îThe speaker will now orient herself with that interpretation in mind, which will either close down or open up certain possibilities in how she moves.
Elements of a Request:1. Speaker (identity) and Hearer. Future action is performed
2. Conditions of Satisfaction in accordance with the standard practices of a community.3. Background of obviousness. 4. Specified time for fulfillment.* For a request to be effective (allowing for commitment to providing satisfaction) also articulate the concern that the request is intended to take care of.
share a vision, mission,values, trust andcommitments..
Any number of people cancollaborate but they aren’tautomatically a team.
for some future action (to accept, decline, etc.) and time, resources to have apromise fulfilledcompared to other possibble commitments (including doing nothing)
Must lso be fair, honest, just,and respectful of others’ intrests
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 satisfied whenthose commitments are delivered.
People commit to fulfill offers made and acceptedby others.
Conversations for change come from outside the organization (context).
An organization’s structure &conversations determine how and how quickly it changes.
AREORGNIZ-ATIONS BETWEEN OF
???
PEOPLECONVER-SATIONS
ENTRE-PRENEURS
Entrepreneurs seek opportunities outside the organization.
MANAGERS
Managers seek efficiency and look inside for opportunities.
CREATESAWARENESS CHOICE
A PRACTICE IS:• pattern of behavior• exercise of a profession or discipline• development of skill by repetition• name of a space of human interactions> recurrent actions that have outcomes• performed by indiviuals or groups• performed at differen skill levels• cope with breakdowns• embodied (not set rules) include mental processes, emotional states, and body reaciontsembedded in context and history of communities
Execution:• setting context and generating possibilities• managing conversations for action• managing the network of conv to coordinate fulfillmnet and deal with change and breakdowns• inviting the right people to be in those conversations and establishing a network of coordination• managing all conv to keep actions moving forward• ensuring that all performers (incuding oneself) have the capacity to deliver• building trust in the promise and its performers• managing breakdowns, changes, and dissatisfaction
ACTION
IS AN
VALUES
MEANING
ASSESSMENT
OF REALITYWHOSE
ISGROUNDED
FORFRAME DOMAIN PURPOSEWITH THE
PROPERAND
SUPPORTING
EXPRESSION
MANIFESTS IN
How the people and things that you CARE about connect to your experience.
ASSERTIONS
(does the assessment fitthe listiner’s beliefs?)
(to what community,event,discourse, discussion, orsituation, does it apply?)
Should be relevant to the domain and purpose andconsistent with common standards.
A judgment; it ís never true or false; it shapes your posture towards a future possibility.ìThis product is really a tough sell.îThe speaker will now orient herself with that interpretation in mind, which will either close down or open up certain possibilities in how she
A fact for which you offerto provide evidence ifrequested.
(what’s the point andconcerns? does anyonecare?)
PRIORITI-ZATION
RESULTFROM
DOMAINBLINDNESS
COGNITIVEBLINDNESS
BREAK-DOWNS
ORNEGLECTINGTO MODIFY
COMMIT-MENTS
LACK OFLEADERSHIPCONTINUITY(failing to discontinue or
modify obsolete practicesor business models)
acceptance, performance,conditions of satisfaction,etc.)
(missing conversations, cutomers, performers, requests, promises,
The conditions people askothers to commit to so thattheir concerns are taken care of.
Does the performer or speaker display confidence,authenticity, & centeredness?
Teams coordinate actionstoward shared promisesand satisfying customers.
Outcomes:• tangible result• state of the world• new practice• any condition of satisfaction
A team is constituted by a shared promise.Commitments that generate an effective team are commitments to:1. A shared vision, mission, and values.2. Coordinating action for the sake of a shared promise and satisfying the customers of the team.3. Owning the shared promise.4. Fulfilling their role in the teamís structure of promises.5. Developing and carrying on practices for anticipation (planning, learning, innovation)6. The teamís structure of authority and to the declarations of authority in the team.7. Evoking and producing trust.8. A mood for success in the mission and fulfilling the teamís promise. 9. The teamís standards for assessment.9. The teamís standards for assessment.10. The future of the company, the team, and peopleís careers.
Must lso be fair, honest, just, and respectful of others’ intrests
performer + individul listener + performer’s promise + background of obviousnss + conversation for action
for some future action (to accept, decline, etc.) and time, resources to have a promise fulfilledcompared to other possibble commitments (including doing nothing)
How the people and things that you CARE about connect to your experience.
DRIVES CONVER-SATIONS
WHICH ENABLE ACTIONSCOMMITMENTSDRIVES CONVER-
SATIONSWHICH
ENABLE ACTIONSCOMMITMENTSDRIVES CONVER-SATIONS
WHICH ENABLE ACTIONSCOMMITMENTSDRIVES CONVER-
SATIONSWHICH
ENABLE ACTIONSCOMMITMENTS
practices create new possiblilities through conversations that reveal opportunities.
FORTHAT
WHICHYOU
CANONLY
AREWHEREYOUR
ENERGYFOLLOWS
IS
ANINNOVATE LEADERS
YOU ATTENTION
DRIVES
GENERATE
FOR
ACTION
WITH A
REQUEST
BASEDON
CONVER-SATIONS
ARE MET WITH AN OFFER FOLLOWED
BY A PROMISEDECLAR-ATIONS
WHICH ENABLE
WHICHDRIVEACTIONS RESULTSCARE IS THE OF COMPETENCESINCERITYRESULT AND TOLERANCE
FOR RISKRELIABILITYTRUST
ISAN
VALUE
ASSESSMENT
RELATIONSHIP
THATPROVOKES
GENERATIVEA MAP OF INNOVATION
is action, not intent. You ony care for those things in which you invest energy, time, or sometimes money.
DRIVESDRIVESDRIVESDRIVESMAKE ACONDITIONS
FORSATISFACTION
DRIVESDRIVESDRIVESDRIVESWITH PERFORMERSDRIVESDRIVESDRIVESDRIVESWHICHCUSTOMERS
There are types: functional, financial, emotional, identity, meaningful
The root cause of all out-comes (positive and negative), are the conversations we (effectively or not) have or don’t have.
Awareness and attention shape the kind of oservers and actors we are.
• passion and ownership• lack of commitment• compliance & obligation
If you don’t change actions, you can’t change results.
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
Anatomy of a Promise:1. Speaker and Hearer (identity). The Speaker is in the role of Performer, the Hearer is in the role of Customer. Future action is performed by the Speaker.2. Conditions of Satisfaction in accordance with the standard practices of a community.3. Background of obviousness. 4. Specified time for fulfillment of the promise.
COMMIT-MENTS
WHICHCREATE
Many things cannotbe measured butcommitments can.
Conversations for Actioninclude: a request forparticipation, negotiation,performance, & acceptance.
define...
WITHINA
Generative systemsnaturally generate change &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.
MEETWITH A DECLINEPROMISE OR
OR
COMMITTO
COMMITCOUNTER-
OFFER
COUNTER-OFFER
(defer until later)
COMMITTO
COMMIT(defer until later)
DURING A
AFTER A ANDNEGOTI-ATION
CUSTOMERS
ACCEPT
CAN
CUSTOMERS CANCELCANSTILL APERFORMERS REVOKECAN
STILL
CHANGECONDITIONSIFPROMISE
DECLARE
COMPLETION
DECLARE
SATIS-FACTION
(or disatisfaction, in whichperformers can takeaddittional action to satisfy)
WITH A
DECLARE A FUTURE TO WHICH OTHERS
ARE
GROUPS
TEAMS
SHARED COMMITLEADERS CLEARLY
CLEAR
CARES: all of the issues that drive people to action and occupy their attentions. People are not open to innovation on issues they do not care aboutCONCERNSPRACTICES: taking on new possibilities or changing habits for new outcomes and benfits
ASSESSMENTS: People make choices based on opinions, evaluations, or judgements they have about their situation, futures, actions available to them, and their possibilities. They make three key assessments when considering offers: Value (they see sufficent new value opportunities), Trust (the are willing to bet that the future will tur out all right)., Satisfaction (they expect outcomes will meet or exceed agreed-upon standards and expectations.
Resistences: los of power or reputation, blinf or ineffective at containing or seducing those who resist, poorly managing expectations., cross
A judgment; it ís never true or false; it shapes your posture towards a future possibility.ìThis product is really a tough sell.îThe speaker will now orient herself with that interpretation in mind, which will either close down or open up certain possibilities in how she moves.
Elements of a Request:1. Speaker (identity) and Hearer. Future action is performed
2. Conditions of Satisfaction in accordance with the standard practices of a community.3. Background of obviousness. 4. Specified time for fulfillment.* For a request to be effective (allowing for commitment to providing satisfaction) also articulate the concern that the request is intended to take care of.
share a vision, mission,values, trust andcommitments..
Any number of people cancollaborate but they aren’tautomatically a team.
for some future action (to accept, decline, etc.) and time, resources to have apromise fulfilledcompared to other possibble commitments (including doing nothing)
Must lso be fair, honest, just,and respectful of others’ intrests
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 satisfied whenthose commitments are delivered.
People commit to fulfill offers made and acceptedby others.
Conversations for change come from outside the organization (context).
An organization’s structure &conversations determine how and how quickly it changes.
AREORGNIZ-ATIONS BETWEEN OF
???
PEOPLECONVER-SATIONS
ENTRE-PRENEURS
Entrepreneurs seek opportunities outside the organization.
MANAGERS
Managers seek efficiency and look inside for opportunities.
CREATESAWARENESS CHOICE
A PRACTICE IS:• pattern of behavior• exercise of a profession or discipline• development of skill by repetition• name of a space of human interactions> recurrent actions that have outcomes• performed by indiviuals or groups• performed at differen skill levels• cope with breakdowns• embodied (not set rules) include mental processes, emotional states, and body reaciontsembedded in context and history of communities
Execution:• setting context and generating possibilities• managing conversations for action• managing the network of conv to coordinate fulfillmnet and deal with change and breakdowns• inviting the right people to be in those conversations and establishing a network of coordination• managing all conv to keep actions moving forward• ensuring that all performers (incuding oneself) have the capacity to deliver• building trust in the promise and its performers• managing breakdowns, changes, and dissatisfaction
ACTION
IS AN
VALUES
MEANING
ASSESSMENT
OF REALITYWHOSE
ISGROUNDED
FORFRAME DOMAIN PURPOSEWITH THE
PROPERAND
SUPPORTING
EXPRESSION
MANIFESTS IN
How the people and things that you CARE about connect to your experience.
ASSERTIONS
(does the assessment fitthe listiner’s beliefs?)
(to what community,event,discourse, discussion, orsituation, does it apply?)
Should be relevant to the domain and purpose andconsistent with common standards.
A judgment; it ís never true or false; it shapes your posture towards a future possibility.ìThis product is really a tough sell.îThe speaker will now orient herself with that interpretation in mind, which will either close down or open up certain possibilities in how she
A fact for which you offerto provide evidence ifrequested.
(what’s the point andconcerns? does anyonecare?)
PRIORITI-ZATION
RESULTFROM
DOMAINBLINDNESS
COGNITIVEBLINDNESS
BREAK-DOWNS
ORNEGLECTINGTO MODIFY
COMMIT-MENTS
LACK OFLEADERSHIPCONTINUITY(failing to discontinue or
modify obsolete practicesor business models)
acceptance, performance,conditions of satisfaction,etc.)
(missing conversations, cutomers, performers, requests, promises,
The conditions people askothers to commit to so thattheir concerns are taken care of.
Does the performer or speaker display confidence,authenticity, & centeredness?
Teams coordinate actionstoward shared promisesand satisfying customers.
Outcomes:• tangible result• state of the world• new practice• any condition of satisfaction
A team is constituted by a shared promise.Commitments that generate an effective team are commitments to:1. A shared vision, mission, and values.2. Coordinating action for the sake of a shared promise and satisfying the customers of the team.3. Owning the shared promise.4. Fulfilling their role in the teamís structure of promises.5. Developing and carrying on practices for anticipation (planning, learning, innovation)6. The teamís structure of authority and to the declarations of authority in the team.7. Evoking and producing trust.8. A mood for success in the mission and fulfilling the teamís promise. 9. The teamís standards for assessment.9. The teamís standards for assessment.10. The future of the company, the team, and peopleís careers.
NATHAN SHEDROFF nathan.com @nathanshedroff
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
NATHAN SHEDROFF nathan.com @nathanshedroff
©2014 ScanscionConsumer Experience Waveline
Waveline
Opportunities Opportunity 1 Opportunity 2 Opportunity 3 Opportunity 4
Touchpoints
USEEXPLORATION SETUPPURCHASE
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacin-ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib-ulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacin-ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib-ulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.Lorem ipsum dolor sit amet, con-
sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacin-ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib-ulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacin-ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib-ulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacin-ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib-ulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacin-ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib-ulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.Lorem ipsum dolor sit amet, con-
sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacin-ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib-ulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacin-ia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestib-ulum augue aliquet nec.
Lorem ipsum dolor sit amet, consec-tetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.Lorem ipsum dolor sit amet, con-
sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
Lorem ipsum dolor sit amet, con-sectetur adipiscing elit. Duis lacinia lacinia mauris non faucibus. Cras sed mattis lectus. Nunc ac ornare risus. Nulla rutrum commodo odio, et vestibulum augue aliquet nec.
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
MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT
DESIGN THINKING DESIGN RESEARCH
“NEW BUSINESS” NEW LEADERSHIP
SYSTEMS THINKING SUSTAINABILITY
Nathan Shedroff Chair, Design MBA Programs California College of the Arts [email protected] @nathanshedroff
designmba.cca.edu@designmba
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
product taxonomies 16
user behavior 116
100 years 22
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84 Design Strategy in ActionEdited by Nathan Shedroff
A publication from the MBA in Design Strategy programCalifornia College of the Arts
2011
www.slideshare.net/NathanShedroff/bridging-the-innovation-culture-divide