Using the Waveline (talk)

Us 
The Value Design 
Brings to Business
N e
nathan@nathan.com
@nathanshedroff
droﬀ
Wą e

MBA IN DESIGN STRATEGY
MBA IN STRATEGIC FORESIGHT
designmba.cca.edu

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
2008 Edition
Dictionary of
Sustainable Management
Design Strategy in Action
Edited by Nathan Shedroff
A publication from the MBA in Design Strategy program
California College of the Arts
2011

e a
”Design” & “Business”?
de ¾t

e a
de ¾t
(hint: it’s about “culture”)

e a
de ¾t
(hint: it’s about “culture”) 
(and tools)

e a
de ¾t
(hint: it’s about “culture”) 
(and tools) 
(but, mostly “culture”)

BUSINESS
(DESIGN, ARCH, ENG…)

BUSINESS
(PRODUCT) DEVELOPMENT

“BEAN COUNTERS”
@i“ e ”

MINIMAL VIABLE PRODUCT
EXPERIENCE PROTOTYPE

functional
CLV = GC • - M •∑
i = 0
n
(1 + d)i
ri
∑
i = 1
n
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.
(1 + d)i - 0.5
r 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 Million 
Thus, (6369/24200) or 26% of the value of the company is derived from brand equity.

functional
financial
emotional
identity
meaningful
VALUE

RELATIONSHIP
functional
financial
emotional
identity
meaningful

functional
financial
emotional
identity
meaningful
R
E
X
PEIEN
E
C
R
E
X
PEIEN
E
C
RELATIONSHIP

WE ARE IN THE
RELATIONSHIP BUSINESS

WE ARE IN THE
ąll
>

WE ARE IN THE
(it’s only one w ¾ )
ąll
>

Commodity Product Service Experience
WE’RE a ARE IN THE
EXPERIENCE BUSINESS
From: The Experience Economy, Pine and Gilmore
lso

Commodity Product Service Event/Environment
Experience
WE’RE a ARE IN THE
EXPERIENCE BUSINESS
lso

functional
financial
emotional
identity
meaningful

functional
financial
emotional
identity
meaningful
Quantitative
Qualitative
(Premium)

functional
financial
emotional
identity
meaningful
$1.1B
Instagram TOTAL VALUE:
Quantitative
Qualitative
(Premium)

functional
financial
emotional
identity
meaningful
$1.01B
$86M Quantitative
Qualitative
(Premium)
TOTAL VALUE:
$1.1B
Instagram

Core Meanings
Triggers
Emotions

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

Start(walkintothestore)
End(walkoutofthestore)

Start(wantorneedsomething
End(boughtit,usedit,
ﬁnallyuseditup)

End?
Heardaboutit—orsomething
else
Sawitorsomethinglikeit
Foundone,touchedit
—probablysomeoneelse’s
Wentonline
Wentintothestore
Sawanadvertisement
Boughtit
Usedit
Repairedit
Leantit
Replacedit

CustomerDies
Heardaboutit—orsomething
else
Sawitorsomethinglikeit
Foundone,touchedit
—probablysomeoneelse’s
Wentonline
Wentintothestore
Sawanadvertisement
Boughtit
Usedit
Repairedit
Leantit
Replacedit

Ordinary World Extraordinary World
Everyday,IntheOrdinaryWorld
CalltoAdventure
Refusal
MeetingWithTheMentor
CrossingTheThreshold
Tests,Allies,andEnemies
ApproachToInmostCave
Ordeal
Reward(SeekingTheSword)
TheRoadBack
Resurrection
ReturnWithTheElixir

Agenda

Script

Presentation

Scenario

Storyboard

Beat Chart

Tempo Map

Flow Chart

Experience Blueprint

Journey Canvas

Film Experience Chart

Architectural Model

Walkthrough

TRANSMEDIA
EXPERIENCE
ARCHITECTURE
#ALGREN
LEGEND ...
= MONOMEDIA
= INTEGRATED MEDIA
= TRANSMEDIA
1
3
2
= PERSONA INFLUENCE
= NARRATIVE INFLUENCE
= PRODUCT
= MEME
= COLLABORATIVE INTENTION
THINKSTATE // 2011.03.08
CORE NARRATIVE
chapter & verse
STORYWORLD
PARTICIPATORY
CH
CH
CH
CH
CH
CAUSE
CAUSE
CAUSE
CAUSE
CAUSE
CAUSECAUSE
SCHOOL
CONTEST
ACTING
JOHNNY DEPP
CAUSE
SOCIAL ??
POLITICAL ?
?
?
?
COUNTER CULTURE ?
BLOGS ?
?
?
?
ABSTRACTS
INSTITUTION
TV
ART SHOP
MUSIC CONTEST
?
WIKIS ?
MICHAEL MANN ?
?
WILLIAM FRIEDKIN ?
PHILIP KAUFMAN ?
CHCHCH
EP EP
eBOOK
graphic novels
abstracts
METANARRATIVE
METANARRATIVE
3
1
FILM
documentary ( NF )
feature ( F )
3WEBISODIC
algren centric
artist centric
32
2
2
2
STORYWORLD
CH
CAUSEWIKI
WIKI
WIKI
WIKI
WIKI
CH CH CH
LIVE EVENTS
gallery
concerts
MEMETIC MEDIA
lumines
memes
phenoms
3
1
3
1 1
3
2
3
2
GAMING
LARP
ARG
BAR
MATCH
POETRY COMPETITION
? EP
? EP
? ?
EP
?
EP
EP
EP
?
? ?
?
?
LOU REED?
?
TOM WAITS?
?
?
PARTICIPATORY
PARTICIPATORY PARTICIPATORY
?
WIKI
WIKI
INSTITUTE
?? ???
PERFORMANCE ART

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

© SCANSION 2014Consumer Experience Waveline
Waveline
Opportunities Opportunity 1 Opportunity 2 Opportunity 3
Touchpoints
USEEXPLORATION SETUPPURCHASE
Lorem ipsum dolor sit amet, consec-
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augue aliquet nec.
augue aliquet nec.
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tetur adipiscing elit. Duis lacinia lacin-
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mattis lectus. Nunc ac ornare risus.
Nulla rutrum commodo odio, et vestib-
ulum augue aliquet nec.
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.
et vestibulum augue aliquet nec.Lorem ipsum dolor sit amet, con-
augue aliquet nec.
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Confusion
Anxiety
Frustration
INTENSITY
T I M E
2 3
1
2
1
3
Beauty
Wonder Creation Acco
Ideal Consumer
Experience Waveline
Customer Segment 1
Customer Segment 1
Customer Segment 1
Computer crashes
All the touchpoints
are important
Retail confusion
around products
Which computers
have integrative
features
Struggling to setup
WiFi
The excitement of
a new computer
Exploring new
features
New products and
integration
Company Experience
after product
upgrades
Adjusting to new
product betas
The f
right
Explaining the key
touchpoints during
exploration
PC Learning
Experience
Video
Getting diverse
opinions
Exploring the
touchpoints
PC Learning
Experience
Powerpoint

Learn outcome
Obtain
ballot
Vote
Watch ongoing
tally
Parents/Family Travel TravelDo itSchool Find out how
Learn & Develop Awareness VoteRegister to Vote Tally Results
Dad annoyed,
doesn’t want to
be interrupted
when he reads
the newspaper
Watches dad
read newspaper
Attend to parents
Election Day party
Starts using
facebook
Sees campaign
ads on lawns
Brother comes
back from
Sees campaign
ads on TV that
look interesting
Watch the
Election
reports on
TV, party with
parents and
friends
Sees TV ad
that’s un-
fairly criticiz-
es favorite
presidential
candidate
See TV ad that
unfairly criti-
cizes favorite
president
candidate
Sees analysis of
the election and
begins to see a
balanced view
of what hap-
Reads her
name in the
local paper
Read about
Ebola on FB
Reads about have
Ebola on FB will be
contained
Friends didn’t
do well either
on assignment
Talk to friends
whose parents
rent reacted
the same cay
Friend blocks Jill
on FB
Parents upset of the
presidential candi-
date who won
Studies Government
5yh grade and does
poorly on assign-
ment
Government class
teacher gives her
C- on current events
assignment
+
0
-

CURRENT vs IDEAL
INITIATION ENGAGEMENT CONCLUSION
SUMMONS APPEAR SELECTION TRIAL DELIBERATION VERDICT
4-8 WEEKS 1-2 DAYS 1-4 DAYS 1 WEEK
DISMISSEDNOT CALLED IN
1 DAY - 2 WEEKS
NOTIFIED
SCHEDULING
IMMERSION
PRE-SUMMONS
APPEAR
WAIT
SELECTED TRIAL
DELIBERATE
VERDICT
POST
DISMISSED
POST
JURY DELIGHT | MEANING STRATEGY | EXPERIENCES STUDIO 21
With the new waveline, even people who do not serve on a case ﬁnd the
experience meaningful
• All three personas are satisﬁed

Current Experience Waveline
Ideal (Best) Experience Waveline

Touchpoint
Opportunity 1
Touchpoint
Opportunity 2
Touchpoint
Opportunity 3
Current Experience Waveline
Ideal (Best) Experience Waveline

You’re already doing this 
(somewhat)

Now go it ¾
You’re already doing this 
(somewhat)

NATHAN SHEDROFF nathan.com @nathanshedroff
QUANTITATIVE
Opportunity 1 Opportunity 2 Opportunity 3 Opportunity 4
USEATION SETUPPURCHASE
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augue aliquet nec.
augue aliquet nec.
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tetur adipiscing elit. D
mauris non faucibus.
lectus. Nunc ac ornare
rutrum commodo odio
augue aliquet nec.
Lorem ipsum dolor s
rutrum commodo odio
augue aliquet nec.
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rutrum commodo odio
augue aliquet nec.
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Confusion
Anxiety
Frustration
Boredom
2 3 4
1
2
4
1
3
Beauty
Wonder Creation Accomplishment
Computer crashes
All the touchpoints
are important
Retail confusion
around products
Which computers
have integrative
features
Struggling to setup
WiFi
The excitement of
a new computer
Exploring new
features
New products and
integration
Company Experience
after product
upgrades
Adjusting to new
product betas
The forum takes you
right to the answer
Form vs Function
Company & Tech
On software things
just disappear
Just search it...
Explaining the key
touchpoints during
exploration
Getting diverse
opinions
Exploring the
touchpoints
blindspotbook.org

YOU
CAN
ONLY
INNOVATE
FOR
THAT
WHICH
YOU
CARE
ARE
WHERE
YOUR
DRIVES
ENERGY
FOLLOWS
ATTENTION IS
LEADERS AN
GENERATE
CONVER-
SATIONS
WHICH
CREATE
VALUE
COMMIT-
MENTS
WHICH
ENABLE
ACTIONS
WHICH
DRIVE
GENERATIVEOF
RESULTS
INNOVATION
WHICH
ONLY
EXISTS
RELATION-
SHIP
WITHIN AN
AWARENESS CREATES CHOICE
IS AN
ASSESSMENT
THAT
PROVOKES
IS
GROUNDED
FOR
ACTION
WITH
THE
PROPER
FRAME DOMAIN PURPOSE
AND
SUPPORTING
ASSERTIONS
AND
INTRA-
PRENEURS
EXPERIENCE
PERFORMERS
SEEK
ARE
CLEARLY
CAN
STILL
SEEK
ENTRE-
PRENEURS
SEEK
OPPOR-
TUNITIES
OPPOR-
TUNITIES
MUST WORK
WITHIN THE
CULTURE
FOR
CONVER-
SATIONS
DECLARE
ORGANIZ-
ATIONS
LEADERS
REVOKE
FOR
BETWEEN
A
A
FOR
MANAGERS
GROWTH
EFFICIENCY
ORGANIZ-
ATIONS
WITHIN
THE
ORGAN-
IZATION
INI
NEW
TEAMS
ARE
GROUPS
WITH A
SHARED
CLEAR
PROMISE
OF
FUTURE
IF
MEANING
IS AN
ASSESSMENT
OF REALITY
WHOSE
PRIORIT-
IZATION
AND
EXPRESSION
MANIFESTS
IN
VALUES
PEOPLE
TO WHICH
OTHERS
CONDITIONS
COMMIT
CHANGE
AND
VALUES
BREAK-
DOWNS
RESULT
FROM
COGITIVE
BLINDNESS
DOMAIN
BLINDNESS
OF
THEIR
COMMIT-
MENTS
NEGLECTING
TO MODIFY
COMMIT
TO
SHARED
MISSIONS
& GOALS
VISIONS ACTIONS
WITHIN
THE
ORGAN-
IZATION OWNERSHIP
ROLES &
STRUCTURES
TRUST
IS
THE
RESULT
OF
SINCERITY
COMPETENCE
RELIABILITY
AND
THE
FUTURE
CUSTOMERS MAKE A
FOR
ACTIONS
WITH A
REQUEST
BASED ON
DECLAR
-ATIONS
WITH
ARE MET
WITH AN
WITHIN
A
RELATION-
SHIP
CONDITIONS
FOR
SATISFACTION
OFFER
WHICH
FOLLOWED
BY A
PERFORMERS
PROMISE
MEET
WITH A
PROMISE
AFTER A
CUSTOMERS
CAN
ACCEPT
DECLINE
NEGOTIATION
COUNTER
OFFER
COUNTER
OFFER
OR
COMMIT
TO
COMMIT
DURING A
CUSTOMERS
OR
CAN
STILL
COMMIT
TO
COMMIT
CANCEL
...we (effectively or not)
have or not.
The cause of all outcomes
(positive & negative) are the...
Awareness and attention
shape the kind of observers
and actors we are.
Types of value: functional,
financial, emotional,
identity, and meaningful.
Whether they acknowledge
it or not, all organizations are
in the relationship business.
Whether they acknowledge
it or not, all organizations are
in the experience business.
... can be measured
(unlike many things)
• passion & ownership
• lack of commitment
• compliance & obligation
If you don’t change actions,
you can’t chance results.
...is action, not intent. You
only care for those things
in which you invest energy,
time, or sometimes money.
Conversations for Action
include: a request for
participation, negotiation,
performance, & acceptance.
(defer until later)
... should display,
confidence,authenticity,
and centeredness.
(in accordance with standard
community practices)
(requires a speaker and a
hearer and should articulate
the concern to be addressed)
..are one kind of stakeholder.
Others include employees,
NGOs, suppliers, partners,
(of future action, to accept
decline, etc. withinset time
period and resources)
How the people and
things that you CARE
about connect to your
experience.
opinion based on evidence
made by a listner/customer,
assessebt of a promise’s
impact on the listener’s ability
(power) to take care of their
concenrs in the future, and is
an additional assessment of
what the listener is willng to
commit to have this promis
fulfilled compared to other
potential promises they can
commit to
performer + individual
listener + performer’s
promise + background
of obviousnss +
conversation for action
The conditions people ask
others to commit to so that
their concerns are cared for.
(does the assessment fit
the listener’s beliefs?)
(to what community,event,
discourse, discussion, or
situation, does it apply?)
Shouldberelevanttothedomain
andpurposeandconsistentwith
commonstandards.
Assertionsarenevertrueorfalse
butshapeyourposturetoward
futurepossibilities.Listeners
orientthemselveswithinthe
assertion’sframeopeningand
closingotheropportunities.
Thereareatleastsixdimensions
ofeveryexperience:intensity,
duration,breadth,interaction,
value,andtriggers.
A fact for which you offer
to provide evidence if
requested.
(what’s the point and
concerns? does anyone
care?)
Generative systems
naturally generate change
and interaction by their use.
Innovation is the adaptation
of a new practice within a
community.
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.
CAN
ONLY
TRANSFER
WITHIN A
MAPA
...to coordinating actions
(including declarations of
authority within the team)
(of the organization, team,
and the people within them)
(people must also be fair,
honest, just and respectful
of others’ interests)
(including processes)
(including the assessment
of these)
Howthepeopleandthingsthat
youcareaboutconnecttoyour
experience.
Thereare15coremeanings
thatdefinehowpeopleframe
theworldaroundthem.
Peoplecanprioritizethesame
coremeaningsyetexpress
themdifferently.
Any number of people can
collaborate but they aren’t
automatically a team.
“Clear” and “simple” are
different. Clarity can exist
regardless of complexity.
Sharing requires clear
communication, care, and
personal investement.
Declarations are acts that
change expectations for
action.
Visions, declarations, &
offers which aren’t clear
cannot be committed to.
...regardless of authority,
from anywhere inside or
outside an organization.
Anyone clearly declaring
a vision others want to
follow becomes a leader...
Language is the primary
mechanism for changing
behavior and the future.
Both requestor & promisor
reset expectations of the
future due to commitments.
The future is changed by
promises of action focused
on new possibilities.
Those who make offers
commit to be satisfied
when these are delivered.
People commit to fulfill
offers made and accepted
by others.
...is the chief reason for
contracts to have so many
...hasbecomeitsowngoal
insteadofjustameanstoa
largergoal.
(failing to discontinue or
modify obsolete practices
or business models)
acceptance, performance,
conditions of satisfaction,
etc.)
(missing conversations,
cutomers, performers,
requests, promises,
The ability to clearly communicate 
a vision of the future others 
want to follow
Lead ip

THANK YOU
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
California College of the Arts
2011
N edroff
nathan@nathan.com
@nathanshedroff

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