WHAT IT MEANS TO BE STRATEGIC

Nathan ShedroffCalifornia College of the Artsdesignmba.org

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

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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

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

Design Strategy in ActionEdited by Nathan Shedroff

A publication from the MBA in Design Strategy programCalifornia College of the Arts

2011

2008 Edition

Dictionary ofSustainable Management

MBA IN DESIGN STRATEGYMBA IN STRATEGIC FORESIGHTMBA IN PUBLIC POLICY DESIGN

STRATEGY

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

“a pattern in a stream of decisions”— Henry Mintzberg of McGill University

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 of the business and its progress towards objectives. Recent studies and leading management theorists have advocated that strategy needs to start with stakeholders expectations and use a modified balanced scorecard which includes all stakeholders.

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.

STRATEGY ISA HIGH-LEVEL PLAN

(FOR ACTION)

“DESIGN ISA PLAN FOR ACTION”

Charles Eames

STRATEGY ISABOUT CONTEXT

TACTIC

STRATEGY

TACTIC

Usability

STRATEGY

TACTIC

Usability

STRATEGY

Experience

TACTICOperational Effectiveness & Productivity

Products & Services (Offerings)Features/Performance

Price

STRATEGYIntent, Goals, Mission, Vision, & Culture

SystemsStakeholders (employees, investors, media,

communities, etc.)

TACTICHow to make, deliver, and support the best

<offering> possible

STRATEGYWhat we should be in the business of

(to begin with)

TACTICHow to make, deliver, and support the best

<offering> possible

STRATEGYWhat we should be in the business of

(to begin with)

THE ORGANIZATION

THE PRODUCTS

EXPERIENCE CREATES VALUE

EXPERIENCE CREATES VALUE

EXPERIENCE CREATES VALUE

EXPERIENCE CREATES VALUE

YourCompany

customers (end users)

NGOs

media

community (geographic)

partners

labor unions

retailerslocal government

wholesalers

the Environment

industrytrade

associations

employees

distributors

regional government

courts suppliers & manufacturers

insurers & reinsurers

shareholdersbanks

investorsinstitutional investors

competitors

YourCompany

customers (service

providers)

STRATEGY TOOLS

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!

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!

ENVIRONMENTALANALYSIS

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

ENVIRONMENTALANALYSIS

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

COMPETITIVEANALYSIS

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

XXXX√

√√√XX

XXX√X

XX√XX

√√XXX

Strengths Weaknesses• Clarity • Fear of technology

• HTML5• Loan Help• Reassuring

Strengths Weaknesses

Opportunities(Biggest Strengths vs. Biggest Weaknesses)

Threats(Biggest Weaknesses vs. Biggest Strengths)

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

Better

WorseSmaller Bigger

Better

WorseSmaller Bigger

Hey! A Blue Ocean

Strategy!

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

POSITIONING STATEMENT

For Professor Plum that needs tokill someone , our noose is a solution that is silent .Unlike, Miss Scarlett , our noose is purple .

Our users want the most features possible in a fast , inexpensive application delivered in the cloud .

MADLIBS OF UX

Where to start:

• Who is your customer 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?

RELATIONSHIP

EXPERIENCE

RELATIONSHIP

VALUE

EXPERIENCE

TOTAL VALUE

EXPERIENCE

TOTAL VALUE

FUNCTIONAL VALUE +FINANCIAL VALUE +

EMOTIONAL VALUE +IDENTITY VALUE +

MEANINGFUL VALUE =

FUNCTIONAL VALUE +FINANCIAL VALUE +

EMOTIONAL VALUE +IDENTITY VALUE +

MEANINGFUL VALUE =

FUNCTIONAL VALUE +FINANCIAL VALUE + QUANTITATIVE

TOTAL VALUE

FUNCTIONAL VALUE +FINANCIAL VALUE +

EMOTIONAL VALUE +IDENTITY VALUE +

MEANINGFUL VALUE =

FUNCTIONAL VALUE +FINANCIAL VALUE + QUANTITATIVE

EMOTIONAL VALUE +IDENTITY VALUE +

MEANINGFUL VALUE =QUALITATIVE

TOTAL VALUE

QUALITATIVEVS.

QUANTITATIVE

TAKEAWAYS

• Qualitative AND Quantitative• Strategy is derived from research• UX can (and should) play a role• Leadership is communicating vision• Relationships and value are built through experience

THANK YOU