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Nathan Shedroff's keynote presentation at UX STRAT 2013
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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
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
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