redefining value: bridging the innovation culture divide (nathan shedroff at enterprise ux 2015)
TRANSCRIPT
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
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.
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
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
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)
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)
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
Research: Cheskin (2008)
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
© 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
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
looks like marketing materials.
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
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
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
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
amet, consectetur adipi-
scing elit. Sed ullamcor-
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
Internet program install: Chrome, Adobe Reader, Lorem ipsum dolor sit
amet, consectetur adipi-
scing elit. Sed ullamcor-
per, elit vitae.
Forum Tips and Ticks
Google search Lorem
ipsum dolor sit amet,
consectetur adipiscing
elit. Sed ullamcorper, elit
vitae eleifend euismod
3 Segment C
Family & Friends Lorem
ipsum dolor sit amet,
consectetur adipiscing
elit. Sed ullamcorper, elit
vitae eleifend euismod
3 Segment C
Opportunities
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
Windows 8 two modes Lorem ipsum dolor sit
amet, consectetur adipi-
scing elit. Sed ullamcor-
per, elit vitae eleifend
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
Search
Search
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
Search
Search
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
Sales associateSales associate
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
Friends &
Family
Friends &
Family
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
Friends &
Family
Friends &
Family
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
Brick and MortarBrick and Mortar
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
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
Ideal Customer Experience
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
looks like marketing materials.
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
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
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
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
amet, consectetur adipi-
scing elit. Sed ullamcor-
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
Internet program install: Chrome, Adobe Reader, Lorem ipsum dolor sit
amet, consectetur adipi-
scing elit. Sed ullamcor-
per, elit vitae.
Forum Tips and Ticks
Google search Lorem
ipsum dolor sit amet,
consectetur adipiscing
elit. Sed ullamcorper, elit
vitae eleifend euismod
3 Segment C
Family & Friends Lorem
ipsum dolor sit amet,
consectetur adipiscing
elit. Sed ullamcorper, elit
vitae eleifend euismod
3 Segment C
Opportunities
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
Windows 8 two modes Lorem ipsum dolor sit
amet, consectetur adipi-
scing elit. Sed ullamcor-
per, elit vitae eleifend
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
Search
Search
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
Search
Search
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
Sales associateSales associate
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
Friends &
Family
Friends &
Family
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
Friends &
Family
Friends &
Family
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
Brick and MortarBrick and Mortar
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
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