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The Art of Strategy (AIGA Head Heart Hand)
1. THE ART OF
STRATEGY
Nathan Shedroff
California College of the Arts
designmba.org
(or: What I learned in business school)
2.
3.
4.
5. MAKE IT SO
Interaction Design Lessons from Science Fiction
by NATHAN SHEDROFF & CHRISTOPHER NOESSEL
foreword by Bruce Sterling
Many designers enjoy the interfaces seen in science fiction films
and television shows. Freed from the rigorous constraints of designing
for real users, sci-fi production designers develop blue-sky interfaces
that are inspiring, humorous, and even instructive. By carefully studying
these “outsider” user interfaces, designers can derive lessons that make
their real-world designs more cutting edge and successful.
“Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and
informative book on how interaction design in sci-fi movies informs interaction design in the real
world.... You will find it as useful as any design textbook, but a whole lot more fun.”
ALAN COOPER
“Father of Visual Basic” and author of The Inmates Are Running the Asylum
“Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinating
investigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s
machine interfaces.”
ANNALEE NEWITZ
Editor, io9 blog
“Shedroff and Noessel have created one of the most thorough and insightful studies ever made
of this domain.”
MARK COLERAN
Visual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)
“Every geek’s wet dream: a science fiction and interface design book rolled into one.”
MARIA GIUDICE
CEO and Founder, Hot Studio
www.rosenfeldmedia.com
MORE ON MAKE IT SO
www.rosenfeldmedia.com/books/science-fiction-interface/
MAKEITSObyNATHANSHEDROFF&CHRISTOPHERNOESSEL
Experience Design 1.1
a manifesto for the design of experiences
by Nathan Shedroff
product taxonomies 16
user behavior 116
100 years 22
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
product taxonomies 16
user behavior 116
experiences 4
experience taxonomies 10
100 years 22
wisdom 54
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
Design Strategy in Action
Edited by Nathan Shedroff
A publication from the MBA in Design Strategy program
California College of the Arts
2011
2008 Edition
Dictionary of
Sustainable Management
6.
7. MBA IN DESIGN STRATEGY
MBA IN STRATEGIC FORESIGHT
MBA IN PUBLIC POLICY DESIGN
8. WHERE IS “DESIGN” ON
THE BALANCE SHEET?
ASSET
LIABILITY
OWNER’S EQUITY
9. WHERE IS “DESIGN” ON
THE BALANCE SHEET?
ASSET
LIABILITY
OWNER’S EQUITY
11. Strategy
(Greek “στρατηγία”—stratēgia, “art of
troop leader; office of general, command,
generalship”[1])
is a high level plan to achieve one or
more goals under conditions of
uncertainty.
Strategy is also about attaining and
maintaining a position of advantage over
adversaries through the successive
exploitation of known or emergent
possibilities rather than committing to any
specific fixed plan designed at the outset.
—Wikipedia
12. “a pattern in a stream of decisions”
— Henry Mintzberg of McGill University
13. Strategic management analyzes the major
initiatives taken by a company’s top
management on behalf of owners, involving
resources and performance in internal and
external environments.[1] It entails specifying the
organization’s mission, vision and objectives,
developing policies and plans, often in terms of
projects and programs, which are designed to
achieve these objectives, and then allocating
resources to implement the policies and plans,
projects and programs. A balanced scorecard is
often used to evaluate the overall performance
14. Strategic management analyzes the major
initiatives taken by a company’s top
management on behalf of owners, involving
resources and performance in internal and
external environments.[1] It entails specifying
the organization’s mission, vision and
objectives, developing policies and plans, often
in terms of projects and programs, which are
designed to achieve these objectives, and then
allocating resources to implement the policies
and plans, projects and programs.
22. TACTIC
How to make, deliver, and support the best
<offering> possible
STRATEGY
What we should be in the business of
(to begin with)
23. TACTIC
How to make, deliver, and support the best
<offering> possible
STRATEGY
What we should be in the business of
(to begin with)
THE ORGANIZATION
THE PRODUCTS
33. A B C
3 4 5
F F2 F8
D
6
G
1
2
E
101 44 89 10616
34. You’re holding a handbook for visionaries, game changers,
and challengers striving to defy outmoded business models
and design tomorrow’s enterprises. It’s a book for the…
written by
Alexander Osterwalder & Yves Pigneur
co-created by
An amazing crowd of 470 practitioners from 45 countries
designed by
Alan Smith, The Movement
35. The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
www.businessmodelgeneration.com
40. 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!
41. 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!
42. 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: shifts in
resources, knowledge, practices, etc...
43. ENVIRONMENTAL
ANALYSIS
• Customers seek clarity
• Customers are afraid of technology
• RIM is out, HTML5 is in
• Lending is slowing
• Customers worried about their future
• Mobile, social, global, local, etc.
49. 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
51. Our customers want the most
features possible in a fast ,
inexpensive application delivered
in the cloud .
MADLIBS OF DESIGN
52. Where to start:
• Who is your audience really?
• What is their life life, what do they need,
what do they want?
• What value is being provided to them and
what kind of value can you realistically
provide?
• How can you differentiate yourself based
on this value?
• What’s it going to take to be successful?
• Are you ready? Is it worth doing?
• Do you have the right people (who do
really need)? Do you have the right culture?
53. The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
54. The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams
66. CLV = GC • - M •∑
i = 0
n
(1 + d) i
r i
∑
i = 1
n
(1 + d) i - 0.5
r i - 1
Lifetime Customer Value
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.
EXPERIENCE CREATES VALUE
67. Brand Value = { (V/S)b - (V/S)g } * Sales
(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.
EXPERIENCE CREATES VALUE
78. TAKEAWAYS
• Qualitative AND Quantitative
• Strategy is derived from design research
• Design can (and should) play a role
• Designers need to leave the comfort of
the studio (and learn more about business)
• Leadership is communicating vision
• Relationships and value are built
through experience