Redefining Value: Bridging the Innovation Culture Divide (Nathan Shedroff at Enterprise UX 2015)

REDEFINING VALUE:BRIDGING THE INNOVATION

CULTURE DIVIDE

Nathan Shedroff Chair, Design MBA Programs California College of the Arts [email protected] @nathanshedroff

designmba.cca.edu @designmba

http://designmba.cca.edu

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

deluxe

MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT

MBA IN CIVIC INNOVATION

BUSINESS

BUSINESS

DESIGN

BUSINESS

(DESIGN, ARCH, ENG…)

BUSINESS

DESIGN

BUSINESS

DESIGNDESIGN

“BEAN COUNTERS”

“CREATIVES”

OPTIMIZATION

IMAGINATION

CERTAINTY

AMBIGUITY

MINIMAL VIABLE PRODUCT

EXPERIENCE PROTOTYPE

functionalfinancial

functionalCLV = 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

functionalfinancial

emotionalidentity

meaningful

RELATIONSHIP

functionalfinancial

emotionalidentity

meaningful

RELATIONSHIP

functionalfinancial

emotionalidentity

meaningful

RE

XP

EI

EN

EC

RE

XP

EI

EN

EC

functionalfinancial

emotionalidentity

meaningful

functionalfinancial

emotionalidentity

meaningfulQUALITATIVE

QUANTITATIVE

functionalfinancial

emotionalidentity

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?)

functionalfinancial

emotionalidentity

meaningful

Instagram$1.1

functionalfinancial

emotionalidentity

meaningful

Instagram$1.1$86M

functionalfinancial

emotionalidentity

meaningful

Instagram$1.1

$1.01

$86M

functionalfinancial

emotionalidentity

meaningful

Instagram$1.1

$1.01

$86M Quantitative

Qualitative

functionalfinancial

emotionalidentity

meaningful

Instagram$1.1

$1.01

$86M Quantitative

Qualitative(Premium)

“GOOD WILL”

“BOOK VALUE”

QUALITATIVE

QUANTITATIVE

BUSINESS + DESIGN

MYTHS OF BUSINESS

GROWTH IS EVERYTHINGFREE 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

MYTHS OF DESIGN

THE WORK SPEAKS FOR ITSELFDESIGN IS FOCUSED ON CUSTOMERS

DESIGNERS CREATE CULTUREBUSINESSPEOPLE ONLY CARE ABOUT THE NUMBERS

NUMBERS DON’T TELL THE STORYYOU CAN PROTECT AN IDEA

DESIGNERS CREATE AND CONTROL THE EXPERIENCEIT’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

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


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


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)

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


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

ORGANIZATIONS, DEPARTMENTS, TEAMS, & INDIVIDUALS ALL 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

MarketingNew 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

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

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

Technology

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

Finance

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

HR

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

Design

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

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

QUALITATIVE

QUANTITATIVE

VS.

QUALITATIVE

QUANTITATIVE

AND

adopt a new practice

CARE DRIVES CONVERSATIONS WHICH CREATE COMMITMENTS

WHICH ENABLE ACTIONS WHICH DRIVES RESULTS

The root cause of all outcomes (positive and neagtive), are the conversations we (effectively or not) have or don’t have.

YOU CANONLY

INNOVATE

FOR THATWHICH YOU

• passion and ownership• lack of commitment• compliance & obligation

If you don’t change actions, you can’t change results.

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

© Scansion 2014 Confidential 39

Experience Waveline™ Example

PC Customer Experience Waveline

©2014 TechCo. CORPORATION CONFIDENTIAL - INTERNAL USE ONLY

USEEXPLORATION SETUPPURCHASE

Experiences + Touchpoints

IN

TE

NS

IT

Y

T I M E

This Waveline provides TechCo. with a visual representation of the experi-

ences felt by customers over the lifetime of their PC. It shows the progres-

sion of a customer’s complex experiential relationship with all the touch-

points along the journey. It maps a breath of experiences at four distinct

phases of the journey. While each customer has their own unique journey

this map provides us with a framework in order to navigate the way

customer’s learn and interact with the various touchpoints over time.

HOW TO READ THIS MAP

Retail

OEM

Digital

Personal

Video

Powerpoint

More Detail

LEGEND Touchpoint Categories

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


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






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.




has




1

1

2 3

45

6

78

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 A1 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



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 B2 Segment B




per, elit vitae.

Forum Tips and Ticks

Google search Lorem




vitae eleifend euismod

3 Segment C

Family & Friends Lorem





3 Segment C

Opportunities





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 Lorem ipsum dolor sit




euismod





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









Google

Search

Google

Search









Sales associateSales associate









Friends &

Family

Friends &

Family









Friends &

Family

Friends &

Family









Brick and MortarBrick and Mortar









Wonder

Truth

Beauty

Freedom

Frustrat ion Shock

A

nxiety &

Fear

Frustration

M

eandering

Boredom

Excit

eme

nt

Val id

ation

Trust

E x c i te

m

en

t

Disco

ver y

Freedom & Oneness C

omfort

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

© Scansion 2014 Confidential 39

Experience Waveline™ Example

PC Customer Experience Waveline

©2014 TechCo. CORPORATION CONFIDENTIAL - INTERNAL USE ONLY

USEEXPLORATION SETUPPURCHASE

Experiences + Touchpoints

IN

TE

NS

IT

Y

This Waveline provides TechCo. with a visual representation of the experi-

ences felt by customers over the lifetime of their PC. It shows the progres-

sion of a customer’s complex experiential relationship with all the touch-

points along the journey. It maps a breath of experiences at four distinct

phases of the journey. While each customer has their own unique journey

this map provides us with a framework in order to navigate the way

customer’s learn and interact with the various touchpoints over time.

HOW TO READ THIS MAP

Retail

OEM

Digital

Personal

Video

Powerpoint

More Detail

LEGEND Touchpoint Categories



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


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







at this stage






at this stage




has







has




1

1

2 3

45

6

78

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





of computers before

purchase.

Program install: Chrome, Adobe Reader, Lorem




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 A1 Segment A

WiDi is highly preferred

because of ability to do

specific searches and

serve up applicable, con-

textual information.





euismod




per, elit vitae.

OEM manual is

referenced to find

the “don’t do’s”

A non-functioning or outdated computer

prompt users to set out

on the discovery process

2 Segment B2 Segment B




per, elit vitae.

Forum Tips and Ticks

Google search Lorem





3 Segment C

Family & Friends Lorem





3 Segment C

Opportunities





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 Lorem ipsum dolor sit




euismod





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









OEM SiteOEM Site

Google

Search

Google

Search









Google

Search

Google

Search









Sales associateSales associate









Friends &

Family

Friends &

Family









Friends &

Family

Friends &

Family









Brick and MortarBrick and Mortar









Wonder

Truth

Beauty

Freedom

Frustrat ion Shock

A

nxiety &

Fear

Frustration

M

eandering

Boredom

Excit

eme

nt

Val id

ation

Trust

E x c i te

m

en

t

Disco

ver y

Freedom & Oneness C

omfort

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

INTEGRATED BOTTOM LINE

Stage 0:Unsustainable

“Business as Usual”Stage 1:

ExplorationStage 2:

ExperimentationStage 3:

LeadershipStage 4:

Restoration

High degree of organizational alignment

Stakeholders & CommunitiesGovernance and ManagementOperations and FacilitiesDesign and Process Innovation

Human Resources and Corporate CultureMarketing and CommunicationsPartnerships and Stakeholder Engagement

MBA IN DESIGN STRATEGY MBA IN STRATEGIC FORESIGHT

MBA IN CIVIC INNOVATION

Strategic FocusCorporate

Meaning Priorities

Team & Partner Meaning Priorities

Customer Meaning Priorities

Competitors’ Meaning Priorities

MEANING STRATEGY

DESIGN THINKINGDESIGN RESEARCH

“NEW BUSINESS”NEW LEADERSHIP

SYSTEMS THINKINGSUSTAINABILITY

Nathan Shedroff Chair, Design MBA Programs California College of the Arts [email protected] @nathanshedroff

designmba.cca.edu @designmba

THANK YOU

http://designmba.cca.edu