ISA 14: Bridging Strategy With Design

BRIDGING STRATEGY
WITH DESIGN
(HOW DESIGNERS CREATE
VALUE FOR BUSINESSES)
Nathan Shedroﬀ
California College of the Arts
nathan@nathan.com
@nathanshedroff
designmba.org

NATHAN SHEDROFF nathan.com @nathanshedroff Interaction14South America

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

MBA IN DESIGN STRATEGY
MBA IN STRATEGIC FORESIGHT
MBA IN CIVIC INNOVATION

Instagram

Instagram
$1.1B

Instagram
~$86M

Instagram
$1.01B
~$86M

Pixar
$2.27B
$1.97B

Nextel
$29.7B
$5.3B

RELATIONSHIPS

VALUE

$ £ ¤ ¥
Photo: epsos (Flickr)


$ £ ¤ ¥
function
Photo: bengt-re (Flickr)


function
CLV = GC • - M •∑
i = 0
n
(1 + d) i
r i
∑
i = 1
n
(1 + d) i - 0.5
r i - 1
GC = gross contribution per customer
M = (relevant) retention costs per customer per year
n = horizon (in years)
r = yearly retention rate
d = yearly discount rate.
(Lifetime Customer Value)
Photo: southernfoodwaysalliance (Flickr)


(V/S)b = Enterprise Value / Sales ratio of the firm with the benefit of the brand name 
(V/S)g = Enterprise Value / Sales ratio of the firm with the generic product
Let's use as an example branded cereals maker like Kellogg (K) against a generic provider like Ralcorp (RAH).
Value of Kellogg brand name = (1.78 - 1.32)(13846) = $6,369 Million 
Thus, (6369/24200) or 26% of the value of the company is derived from brand equity.
{ (V/S)b - (V/S)g}* Sales
$ £ ¤ ¥
function
(BRAND)

meaningful
identity
emotional
financial
functional

meaningful
identity
emotional
financial
functional
Photo: mynameisharsha (Flickr)


meaningful
identity
emotional
financial
functional
Photo: kheelcenter (Flickr)


meaningful
identity
emotional
financial
functional
Photo: gsfc (Flickr)


meaningful
identity
emotional
financial
functional
NEEDSOFFER
INTENT

meaningful
identity
emotional
financial
functional
INTENT
OFFER NEEDS

meaningful
identity
emotional
financial
functional
NEEDSOFFER
INTENT
RELATIONSHIP

EXPERIENCE
meaningful
identity
emotional
financial
functional
NEEDSOFFER
INTENT
RELATIONSHIP

EXPERIENCE
meaningful
identity
emotional
financial
functional
NEEDSOFFER
INTENT
user
customer
audience
participant
employee
citizen
company
NGO
agency
brand
family
friend
stranger
user
customer
audience
participant
employee
citizen
company
NGO
agency
brand
family
friend
strangerNATHAN SHEDROFF nathan.com @nathanshedroff Interaction14South America
RELATIONSHIP

Photo: 36081663@N00 (Flickr)


Juabar


meaning
identity
emotion
price
function

meaningful
identity
emotional
financial
functional
QUANTITATIVE QUALITATIVE

Photo: hypophyse (Flickr)


TOTAL VALUE
(PREMIUM VALUE)
FUNCTIONAL VALUE
+ FINANCIAL VALUE
+ EMOTIONAL VALUE
+ IDENTITY VALUE
+ MEANINGFUL VALUE
=
QUANTITATIVE
QUALITATIVE

TOTAL VALUE
FUNCTIONAL VALUE
+ FINANCIAL VALUE
+ EMOTIONAL VALUE
+ IDENTITY VALUE
+ MEANINGFUL VALUE
=
“BOOK VALUE”
“GOOD WILL”

TOTAL VALUE
FUNCTIONAL VALUE
+ FINANCIAL VALUE
+ EMOTIONAL VALUE
+ IDENTITY VALUE
+ MEANINGFUL VALUE
$1.1
Instagram
=
$86M
$1.01B

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

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

WE’RE ALL IN THE
RELATIONSHIP
BUSINESS 

RELATIONSHIPS
ARE STRATEGIC
Photo: yeahbouyee IFlickr)


EXPERIENCE IS
STRATEGIC

From: The Experience Economy, Pine and Gilmore
Commodity Product Service Experience
Price/Value/Loyalty
EXPERIENCE IS STRATEGIC

EXPERIENCE IS STRATEGIC
Commodity Product Service Event/
Environment
Experience
Price/Value/Loyalty

meaningful
identity
emotional
financial
functional
NEEDSOFFER
INTENT
RELATIONSHIP
R IE E
P
XE
N
CE
BREADTH
Product
Service
Brand
Channel/Environment
(Space)
Promotion
TRIGGERS
Sight
Sound
Smell
Taste
Touch
Concepts
Name(s)
Symbols
Price
VALUE
Meaning
Status/Identity
Emotion/
Lifestyle
Price
Function
INTENSITY
Reflex
Habit
Engagement
INTERACTION
Passive
Active
Interactive
DURATION
Initiation
Immersion
Conclusion
Continuation

WE NEED BETTER
TOOLS TO
UNDERSTAND
TOTAL VALUE

WE MUST COLLECT
MORE & NEW 
INFORMATION

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

QUALITATIVE RESEARCH
TECHNIQUES:
Interviews
Careful Surveys
Shadowing
Laddering
Games, etc.
Book: The Meaning of Things
by Mihaly Csikszentmihalyi

Flavor
Bright/
Saturated
Hard,
Artiﬁcial,
Natural
Curvaceous/
Smooth,
Solid,
Sharp/Pointed
Loud,
Simple/Clear,
Musical/Melodious,
Mechanical
Musky,
Bright,
Alcohol,
Forest/Plants
Meaty,
Salty
Accomplishment Triggers
SoundColor Materials Form Aroma

Flavor
Primary Hard Complex Loud Forest/Plants Sweet - Sugar
Community Triggers

Flavor
Muted/
Desaturated Plastic Porous Natural/Organic
Natural,
Floral
Salty
Harmony Triggers

CCA LEADING BY DESIGN
FELLOWS PROGRAM
www.cca.edu/fellowsprogram
EXPERIENCE WORKBOOK
OBSERVATIONS AND
OPPORTUNITIES IN
EXPERIENCE DESIGN
15
THE 6 DIMENSIONS OF EXPERIENCE:
There are 6 dimensions of every experience, whether these are natural or
man-made adn whether these are business-oriented to not. This workbook
will help you explore and analyze the experiences around you and aide
you in developing better experiences for customers.
SIGNIFICANCE
Meaning
Status/Identity
Emotions/Lifestyle
Price/Value
Function
DURATION (TIME)
Initiation
Immersion
Conclusion
Continuation
TRIGGERS
Sight
Sound
Smell
Taste
Touch
Concepts
Symbols
BREADTH
Prodcut
Service
Brand
Name
Channel/Environment
Promotion
Price
INTENSITY
Reflex
Habit
Engagement
INTERACTION
Static
Passive
Active
Interactive
For each of the dimensions above, observe your customers/users/audience
when and where they experience needs and current solutions.
EXPERIENCE OBSERVATION
INTENSITY
Is the experience...
REFLEX? HABIT? ENGAGEMENT?
If so, there is likely no design
opportunity.
If so, can this experience be
turned into an engagement
experience?
This is where the vast number
of opportunities lie.
DURATION (TIME)
opportunity.
experience?
1 14
BUSINESS MODEL:
With these new elements of experience, are their threats to your gurrent
business model?
Are there new opportunities?
designmba.org/open-source-curricula

WE NEED NEW
TOOLS TO DESIGN
EXPERIENCES

Customer
Media-
Touchpoint
Time Indicator
Role1Role2Role3Role4
Waitress
Cook
Manager
+
–
Fail Line
Media-
Touchpoint
Media-
Touchpoint
Media-
Touchpoint
TableReservationOnline
00:00
15:00
00:00
02:30
03:30
07:00
08:00
09:00
15:00
35:00
35:30
37:00
38:30
41:00
50:00
50:30
01:15:00
01:17:00
ConfirmationbySMS
Enterrestaurant,shortwait
atreception
OrderAperetiv
Givenmenu
Aperetivcomeswithextras
Guestissurprised/deligted
Foodisserved
Correctdishserved
Guestissatisfiedagain
Wrongsidedish.
Guestcomplains
Waitressgreetsguestand
leadsthemtotable
Waitresstakesthefood
order
Foodordersentthroughto
kitchen
Messageanddishsentback
tokitchen
KellnerstreichteinenTeil
derRechnung
MealPrepared
Chefagitatedandother
mealspushedlateinorder
tore-doside-dish.
Communication
failureinkitchen
Correctside-dishprepared

EXPERIENCE
AFFECTS “STATE OF MIND”

STATE OF MIND (SOM) IS
WHAT YOU FEEL AND
THINKING AT ANY MOMENT

ResponseResponse
Response
Stimuli

State of Mind:
Memory
Emotions
Perceptual Bias
Behavioral Response
Mental Models

State of Mind:
Memory
Emotions
Perceptual Bias
Behavioral Response
Mental Models
State of Mind:
Emotions
Behavioral Response
Mental Models
Stimuli:
Sights
Sounds
Smells
Tastes
Touch
Concepts
Symbols

State of Mind:
Memory
Emotions
Perceptual Bias
Behavioral Response
Mental Models
State of Mind:
Emotions
Behavioral Response
Mental Models
(Triggers)

Core Meanings
State of Mind:
Memory
Emotions
Perceptual Bias
Behavioral Response
Mental Models
State of Mind:
Emotions
Behavioral Response
Mental Models

INITIATION (EXPECTATIONS)
STATE OF MIND (CONTEXT):
TOUCHPOINT ECOSYSTEM: PRODUCT, SERVICE, EVENT, NAME, IDENTITY/SYMBOL
MEDIA: SOCIAL, ETC?
LOCATION
ENGAGEMENT
TIME > > >
ACTUAL
DESIRED
EXPECTED
PLANNED
INTENSITY
DESIRABLE>>><<<UNDESIRABLE
Trepidation
Anticipation
Boredom
Frustration
Anger
Hope
Relief
Frustration
Contempt

MEDIA: SOCIAL, ETC?
LOCATION
ENGAGEMENT
TIME > > >
ACTUAL
DESIRED
EXPECTED
PLANNED
INTENSITY
Accomplishment Wonder Creation Validation Trust

MEDIA: SOCIAL, ETC?
LOCATION
ENGAGEMENT
TIME > > >
ACTUAL
DESIRED
EXPECTED
PLANNED
INTENSITY
Accomplishment Wonder Creation Validation Trust
Feature Service ProductPromotion EventWebsite Feature

PC Customer Experience Waveline
EXPLORATION SETUPPURCHASE
Experiences + Touchpoints
INTENSITY
T I M E
Ideal Customer
Experience
The customer is looking for a trusted agent
to them through the purchase process.
TechCo. can work with channel partners to
educated sales staff and deliver consistent
collateral and information at the point of
sale so there is truth for the customer.
The customer has difficulties
navigating complex user inter-
face. OEM information embed-
ded on the computer often
looks like marketing materials.
TechCo. can help simplify.
The customer is looking for an
unbiased opinion about where to
turn to find information. TechCo.
has
an opportunity to provide
recommendations and resources
that might be valuable.
The customer is looking for an
unbiased opinion about where to
turn to find information. TechCo.
has
an opportunity to provide
recommendations and resources
that might be valuable.
1
1
2 3
4
5
2 3 4 5
Opportunities
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.
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.
1 Segment A
OEM man
reference
the “don’
A non-functioning or
outdated computer
prompt users to set out
on the discovery process
2 Segment B
Google search Lorem
ipsum dolor sit amet,
consectetur adipiscing
elit. Sed ullamcorper, elit
vitae eleifend euismod
3 Segment C
Friends & Family are
valued as they provide
only opportunity to see,
touch, and use a variety
of computers before
purchase.
OEM websites come with
mixed reviews, some see
them as marketing while
other like to see options
vs. pricing tools
Product display card
were inconsistent in the
depth of information
between different
computers, for others it
was a good guide
Windows 8 Setup Wizard
Lorem ipsum dolor sit
amet, consectetur adipi-
scing elit. Sed ullamcor-
per, elit vitae eleifend
euismod
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
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
Quick
some
custo
to ma
sets a
to get
is goin
steps
Wonder
Truth
Frustration Shock
Anxiety
&
Fear
Frustration
Excitem
ent
Validation
Trust
Excitem
ent
Discovery
Computer crashing #5
WiDi confusion #3
Key touchpoints #4
Video #1
#2 Calling store to get
information about WiDi
#6 Excitement about
new computer
V
s
© SCANSION 2014

JOURNEY MAP vs WAVELINE
• Maps touchpoints
• Maps functions
• Design 4 touchpts
• Maps experiences
(“change in people”)
• Maps emotions,
values & meaning
• Maps value
(and, opportunities)
• Can map triggers
• Places opportunities
in context and time
• Design 4 relationships

BACKSTAGE:
MEDIA: SOCIAL, ETC?
LOCATION
EMOTIONS
TRIGGERS: VISUAL (COLOR, TYPE, LAYOUT, IMAGE, PATTERN), AUDIO, AROMA, TASTE, TOUCH, CONCEPT
MEMORY, BIAS, MENTAL MODELS
GOAL/VALUE
AGENT
ACTION/RESPONSE:
ENGAGEMENT CONCLUDE/REFLECT CONTINUATION (REPEAT)
TIME > > >
ROX
WAVELINE TEMPLATE
PROJECT:
TASK:
INTENSITY>>>
PLANNED
ACTUAL
PERSONA/ACTOR:

Corporate
Decision Drivers
Team
Decision
Drivers
Customer
Decision
Drivers
Competitors’
Decision Drivers
Strategic Focus
STRATEGIC MEANING ALIGNMENT

Corporate
Decision Drivers
Team
Decision
Drivers
Customer
Decision
Drivers
Competitors’
Decision Drivers
STRATEGIC MEANING ALIGNMENT
Community
Wonder
Accomplishment
Beauty
Accomplishment
Enlightenment
Community
Wonder
Security
Wonder
Accomplishment
Community
Accomplishment
Community
Wonder

BACKSTAGE:
MEDIA: SOCIAL, ETC?
LOCATION
EMOTIONS
TRIGGERS: VISUAL (COLOR, TYPE, LAYOUT, IMAGE, PATTERN), AUDIO, AROMA, TASTE, TOUCH, CONCEPT
MEMORY, BIAS, MENTAL MODELS
GOAL/VALUE
AGENT
ACTION/RESPONSE:
ENGAGEMENT CONCLUDE/REFLECT CONTINUATION (REPEAT)
TIME > > >
ROX
WAVELINE TEMPLATE
PROJECT:
TASK:
INTENSITY>>>
PLANNED
ACTUAL
PERSONA/ACTOR:
FREEDOM
CCA LEADING BY DESIGN
FELLOWS PROGRAM
www.cca.edu/fellowsprogram
EXPERIENCE WORKBOOK
OBSERVATIONS AND
OPPORTUNITIES IN
EXPERIENCE DESIGN
15
THE 6 DIMENSIONS OF EXPERIENCE:
There are 6 dimensions of every experience, whether these are natural or
man-made adn whether these are business-oriented to not. This workbook
will help you explore and analyze the experiences around you and aide
you in developing better experiences for customers.
SIGNIFICANCE
Meaning
Status/Identity
Emotions/Lifestyle
Price/Value
Function
DURATION (TIME)
Initiation
Immersion
Conclusion
Continuation
TRIGGERS
Sight
Sound
Smell
Taste
Touch
Concepts
Symbols
BREADTH
Prodcut
Service
Brand
Name
Channel/Environment
Promotion
Price
INTENSITY
Reflex
Habit
Engagement
INTERACTION
Static
Passive
Active
Interactive
For each of the dimensions above, observe your customers/users/audience
when and where they experience needs and current solutions.
EXPERIENCE OBSERVATION
INTENSITY
opportunity.
experience?
DURATION (TIME)
opportunity.
experience?
1 14
BUSINESS MODEL:
With these new elements of experience, are their threats to your gurrent
business model?
Are there new opportunities?
Flavor
Primary Hard Complex Loud Forest/Plants Sweet - Sugar
Community Triggers

WE NEED TO DO THE
WORK TO BRIDGE OUR
DIFFERENT WORLDS

BUSINESSPEOPLE ARE
EXTREMELY
CONFIDENT ABOUT
THINGS THAT AREN’T
TRUE

MYTHS OF BUSINESS
Cooperation is for wusses
Growth is everything
The Free Market (exists)
Markets optimize efﬁciently
Businesses are more efﬁcient than Government
“The business of business is business”
Rich people create jobs
“Corporations are people, my friend”
The Founding Fathers were pro-business
Leadership is based on authority

MARKETING IS NOT
SALES, ADVERTISING
& PR!

MARKETING IS THE
INHALE,

MARKETING IS THE
INHALE,
SALES, ADVERTISING
& PR ARE THE EXHALE

STRATEGY IS 
A HIGH-LEVEL PLAN
(FOR ACTION)

“DESIGN IS
A PLAN FOR ACTION”
Charles Eames

TACTIC
STRATEGY

TACTIC
Usability
STRATEGY

TACTIC
Usability
Design (Craft)
STRATEGY
Experience/Relationship
Design (Strategy/“Thinking”)

TACTIC
Operational Effectiveness & Productivity
Products & Services (Offerings)
Features/Performance
Price
STRATEGY
Intent, Goals, Mission, Vision, & Culture
Systems
Stakeholders (employees, investors, media,
communities, etc.)

TACTIC
How do we make, deliver, and support
the best <oﬀering> possible?
STRATEGY
What business should we in
(to begin with)?

THE ORGANIZATION
THE OFFERINGS
TACTIC
How do we make, deliver, and support
the best <oﬀering> possible?
STRATEGY
What business should we in
(to begin with)?

Your
Company
customers
(end users)
NGOs
media
community
(geographic)
partners
labor unions
retailers
local
government
wholesalers
the
Environment
industry
trade
associations
employees
distributors
regional
government
courts suppliers &
manufacturers
insurers &
reinsurers
shareholders
banks
investors
institutional
investors
competitors
Your 
Company
customers
(service
providers)

WE ALSO NEED TO
HELP BUILD NEW
BUSINESS TOOLS

The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
Business Model Generation, Alexander Osterwalder
businessmodelgeneration.com

Strengths Weaknesses
Opportunities Threats

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

ENVIRONMENTAL
ANALYSIS
Social Issues: Customer Needs and Wants
Political Issues: Legal, Regulations...
Tech. Issues: Technology trends, opps...
Economic Issues: Market trends, opps...
Industry-Specific Issues: ???

ENVIRONMENTAL
ANALYSIS
• Customers seek clarity
• Customers are afraid of technology
• RIM is out, HTML5 is in
• Lending is slowing
• Customers worried about their future
• etc.

COMPETITIVE
ANALYSIS
• Clarity
• Fear of technology
• HTML5
• Loan Help
• Reassuring
X
X
X
X
√
√
√
√
X
X
X
X
X
√
X
X
X
√
X
X
√
√
X
X
X

• Clarity • Fear of technology
• HTML5
• Loan Help
• Reassuring

Opportunities
(Biggest
Strengths vs.
Biggest
Weaknesses)
Threats
(Biggest
Weaknesses
vs. Biggest
Strengths)
• Clarity • Fear of technology
• HTML5
• Loan Help
• Reassuring

For <target customers> that <need/
care about> , our <product, service>,
company> is a solution that <benefit> .
Unlike, <our competitor> , our <product,
service>, company> is <unique
differentiator> .
POSITIONING
STATEMENT

For our users that need the most
features , our app is a solution that is
fast and inexpensive.
Unlike our competitors , our app is in
the cloud.
POSITIONING
STATEMENT

For Professor Plum that needs to 
kill someone , our noose
is a solution that is silent .
Unlike, Miss Scarlett , our noose  
is purple.
POSITIONING
STATEMENT

POSITIONING
STATEMENT
For <type of customer/audience>
that <need/care about...>,
our <product, service, company>
delivers <biggest opportunities>.
Unlike, <list weak competitor(s)>,
our <product, service, company>
delivers <biggest strengths>.

VALUE
IS MORE THAN
FINANCIAL

EVERYONE IS IN THE
RELATIONSHIP
BUSINESS

EVERYONE IS IN THE
EXPERIENCE
BUSINESS

QUALITATIVE
VS.
QUANTITATIVE

QUALITATIVE
AND
QUANTITATIVE

WE NEED NEW TOOLS
FOR RESEARCH,
DESIGN, & BUSINESS

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

No deje de completar su evaluación online
isa.ixda.org/encuesta
¡Muchas gracias!
Interaction14South America
B U E N O S A I R E S
Bridging Strategy with Design
Nathan Shedroff

ISA 14: Bridging Strategy With Design

Recommended

Recommended

More Related Content

What's hot

What's hot (20)

Viewers also liked

Viewers also liked (20)

Similar to ISA 14: Bridging Strategy With Design

Similar to ISA 14: Bridging Strategy With Design (20)

More from Nathan Shedroff

More from Nathan Shedroff (16)

Recently uploaded

Recently uploaded (20)

ISA 14: Bridging Strategy With Design