CATALYST Thesis Presentation

The modern world possesses a multitude of environmental, social, and economic problems.

The modern world possesses a multitude of environmental, social, and economic problems.

The UN Millennium Development Goals were set forth in an effort to address these issues

U.N. Millennium

Development Goals

U.N. Millennium

Development Goals

Triple Bottom

Line

Triple Bottom line practices address problems from people, profit, and planet perspective

U.N. Millennium

Development Goals

Triple Bottom

Line

StrategicDesign


Strategic design has the power to greatly affect these problems through triple bottom line solutions

U.N. Millennium

Development Goals

Triple Bottom

Line

StrategicDesign



CATALYST connects these three entities through its original content



CATALYST connects these three entities through its original content

U.N. Millennium

Development Goals

Triple Bottom

Line

StrategicDesign

Understanding of The value of

Strategic Design is not widespread

How can we raise awareness of the connection between

strategic design, the triple bottom line, and

UN Millennium goals?

agenda

Discover Define Design Deliver

agendaCATALYST background

Current Landscape of the Publication Communication ChannelsPublication Value ChainDirection of the Publishing industry


agendaCATALYST background

Current Landscape of the Publication Communication ChannelsPublication Value ChainDirection of the Publishing industry

Opportunities Qualifying Strategies


agenda


CATALYST backgroundCurrent Landscape of the Publication Communication ChannelsPublication Value ChainDirection of the Publishing industry


External Growth Strategies> SEO> Social Media> C-Space> eNewsletter

agenda


CATALYST backgroundCurrent Landscape of the Publication Communication ChannelsPublication Value ChainDirection of the Publishing industry


External Growth Strategies> SEO> Social Media> C-Space> eNewsletter

ResultsNext Steps

Discover

Catalyst Perspective

3 CATALYSTsdr.com

The Three Ps of Desire: Progeny,Power,andPurposeDesire, in contemporary psychology, is often grouped into the following three cate-gories: Progeny, Power, and Purpose. They represent at the highest level, the desires of all human beings, with all other desires falling underneath them or acting as a way of obtaining them. The desire for these three things are the impetus for all other desires such as possession, love, connection, money, and other worldly things.

These desires spark innovation in a number of different design fields. The desire for progeny can be fed through fashion, clothing, and other ways of projecting a desirable sexual image of ones self. Power can also be fed in this manner, but also through the design of cars, homes, and similar status symbols. Purpose is often met with designs that enable people and provide access to information that opens avenues of exploration and growth, and provide connection with other people who share their mission.

1. ProgenyDescendants or Children. Offspring

2. PowerPossession of control,authority, or influence over others

3. PurposeSomething set up as on object or end to be attained

Each component fulfils a function, thetechnology remains transparent, and the

pure form driving pleasure by adapting manyof the design and engineering techniques

used in the KTM motorcycle family.

Designers review product development.

FEEDBACK

COMPANY COMMUNICATIONS

FEEDBACK


36 CATALYSTsdr.com

DigiTAL DeSigN : The DeSigNer iS The L iSTeNer

The DNA of Desire and Design 37

Ira Kaufman PhD

President, Digital Marketing strategist,

Entwine Digital (www.entwineinc.com)

Ira challenges senior executives in business

and organizations to clarify their goals and

translate them into a consistent Brand

and Integrated Media Marketing strategy. He combines 30 years of rich experiences with

businesses and nonprof-its to leverage the power

of social technologies for marketing, recruit-

ment and organizational development.

Ira collaborates with a team of experts to design interactive environments

that create long-term value and rOI. He has a passion for digital/social

media and how it can make a positive impact on businesses and the

global environment. His strong values and

sensitivity to organization innovation and change

are the foundation of his work. Ira serves as a con-

sultant, trainer, public speaker, and lecturer for

companies and senior executive programs.

Digital Design Process

the next Catalyst theme will be Designing Desire. Please submit article concepts and Ventures and exploration notes to: [email protected]

04 10 18 30

Catalyst:Designing Desire: TheDNAofDesireandDesign

What to ExpectCatalyst was designed to stimulate thinking and encourage conversation about the role of strategic design in defining and develop-ing an economically, socially and environmentally sustainable future. we have included numerous external links throughout the text and in the form of “related resources” at the end of each article. Catalyst is accompanied by a blog that is our means of continuing the conversation between publications. Blog posts are related to, as well as unique from, those in the digital publication. you can find the Catalyst blog on our website: http://www.Catalystsdr.com.

01 Catalyzing the Conversation

02 Catalyst Perspective

04 From the Catalyst Blog

06 Catalyst VoicesDefiningDesireinthe21stCenturyTheDesiretobe#1

10 The Economies of Desire

18 Establishing a Creative Economy

30 Design is the Listener

40 Infographic: WhereAmericansareSpendingtheirmoney

42 Tools for CatalyzingChange:Drive, Frozen Desire, The Fearful Rise of Markets

44 CatalystsAndréCorrêad’AlmeidaMarcelloMinoliti


Catalyzing the Conversation

Designing wellbeing requires an understanding of interconnect-edness and interdependency. Wellbeing cannot be designed in after business strategy. Ideally, the intention of wellbeing informs all we shape, make and use. In this issue of CATALYST, we explore how the strategic design of products and processes can create eco-nomic value while enhancing wellbeing.

When strategic design intelligence is used at the “fuzzy front end,” it can create alternatives that are cost effective and toxin free. Chemicals of concern can be screened out and wellbeing designed in. This issue provides examples of food-based paint that smells like a milk shake and contains no polyvinyl acrylic and welding processes that reduce the use of argon gas to zero. Both alternatives are cost effective and contribute to wellbeing.

This issue of CATALYST demonstrates that it is possible to design a future with robust wellbeing as the core of the design brief. We present research that argues that design-driven innovation is essential to the engagement of users in the selection of choices and adoption of behaviors that enhance wellbeing.

As we send out this issue, we watch the petrochemical economy threaten the livelihoods of citizens and the security of states as BP continues to mop up its mess. The petrochemical economy is, at core, an unsustainable one. It now produces economic value for a few at a significant cost to the many. It trades off human health for limited short-term return on investment. And, as we now see with BP, it puts our world at risk.

We invite you, our readers, to move beyond petroleum and its politics of loss. We invite you to read about the individuals and organizations designing for a new economy and redefining the role strategic design plays in policy-making and social innovation in communities and countries around our shared world. We invite you to act on your intuition, inspire each other and use your skills and intelligence to change the way we trade, exchange and create eco-nomic value.

Dr. Mary McBride

© the Design Management Program of Pratt Institute, December 2010

Executive Editor: adam Zoltowski

Managing Editor: Kevin rorick

Editorial Board: Dante Clemons Giselle Carr Mary McBride Denise tahara

Visual Design: anke stohlmann

Editors: eileen Kiley & Denise tahara

Dr. Mary McBrideDirector of the Design Management Program at Pratt Institute

6 CATALYSTsdr.com The DNA of Desire and Design 7

to light exactly how advertisers use our underlying needs to sell us things we may or may not need. There is an amazing scene at the end of season two of the show, where Don Draper, the enigmatic Creative Director of Sterling Cooper pitches their idea for the Kodak Carousel, a slide projector that in years to come would become an incredibly popular product. The presentation he delivers plays bril-liantly on the desire to connect with days that have passed us by, the desire for nostalgia, with the product acting as the activator of desire:

“Nostalgia - it’s delicate, but potent…”nostalgia” literally means “the pain from an old wound.” It’s a twinge in your heart far more powerful than memory alone. This device isn’t a spaceship, it’s a time machine. It goes backwards, and forwards... it takes us to a place where we ache to go again. It’s not called the wheel, it’s called the carousel. It let’s us travel the way a child travels - around and around, and back home again, to a place where we know are loved.”2

It’s a powerful moment, one that plays off of the most basic of human desires, the Desire for love, the desire for connection and security. Platforms like Facebook, Myspace, and other online portals serve the same need, just in a different way. We desire that space to connect, a place where we can feel human, and facebook gives that to us in the closest way possible.

Yet, much like the carousel has died away, so will destinations like Facebook, replaced with new ways to fill those same needs. Social media is already evolving to include point of purchase experiences. It is moving beyond the desire for connection and possession by combining the two into one online social experience. Desires

1%3%6%

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3%

60%

3%2%7%

9%

9%

15%

22%

33%

Recent Polls

Catalyst Voices:AdamZoltowski

Desire mea ns different things to different people. Taken at face value, the word desire is typically associated with sexuality. Yet desire takes many forms: the desire for connection, the desire to obtain a certain image in the eyes of others, and the desire for more coveted items and products. Compa-nies that use design well understand and use desires to sell goods and services that they believe will benefit their consumer’s lives.

Think about all of the things you own, or have bought in your life. Did you want the television, or is it some other thing that the television gives you that you desire. The television could serve several purposes: an escape from the mundane for some, a symbol of status for others, or an excuse to have guests on Sunday to watch football. We don’t desire the television itself, with all of its circuitry and sleek technology, but rather the result that we believe owning the television will give us.

In marketing and advertising, it is

understood that companies need to sell on the promise of fulfilling human need. Apple has been able to create a cult of users obsessed with the image of being a ‘mac-head’. Whether or not Apple products are indeed superior to other brands is not the point. They are instantly recognizable and help create a sense of inclusion, a sense of cool in their possession. I can recall the days before I owned an iPhone, watching my friends use their new toy as if it was the greatest thing on earth. I didn’t need one, but deep down I desired one. I wanted to experience the same thing as they were experiencing. I wanted to be a part of the club. Now that I do own an iPhone, that sense of belonging or inclusion is taken for granted, and a desire for a new form of inclusion is likely to occur. The hot new item of this year, the iPad, is a likely successor.

Before my enrollment in The Pratt Institute, I worked in the field of politi-

cal web design and online advertis-ing. In that industry, the desires of voters are played upon constantly to elect public officials. Barack Obama’s historic 2008 campaign played off of the nationwide desire for change after eight years of George W. Bush. That desire was so strong that it picked up a grassroots swell of support. The now infamous poster by Shephard Fairey was plastered everywhere, and the Obama campaign used new media to a revolutionary degree to help win the election. They turned online enthusi-asm into on the ground support that brought voters together in a way that hadn’t been done before.1 That cam-paign understood how to use design to appeal to voters desires, while the McCain campaign did not. Though as effective as their online design efforts were in recognizing desires, they failed at first to recognize the power of the Fairey poster, initially not wanting to use it at all. Had they not, it would have been a different election altogether.

The Desire for ConnectionDesign can make us buy things, elect leaders. Design shapes our behaviors. How many times have you bought products because they have a better package or a better designed adver-tisement? Probably more than you realize. The popularity of Mad Men over the last four years has brought

Defining Desire in the 21st Century

We desire that space to connect, a place where we can feel human, and facebook gives that to us in the closest way possible.

Adam Zoltowski is the executive editor of Catalyst and is a participant in the Pratt Institutes Design Management Program. Prior to his involvement with Catalyst he was a web designer in washington, DC where he specialized in online advertising for political candidates and non-profit organizations.

18 CATALYSTsdr.com

Executive Summarysteve Masterson, CeO of Kiska, discusses the need to balance the desires of designers with the desires of consumers and our envi-ronment. Masterson offers a brief history of product design and speaks to its ability to create desire in consumers. He emphasizes need for organizations to marry their business and design strategies in an effective, sustainable, and eco-conscious manner.

Establishing a Creative Economy

By sTEVE MAsTERsOn

Designing Desire’ implies two things: creating a design that responds to the rational and technical demands of a product, and creating desire in people for that product.

Companies that develop an integrated design process to capture that emotion within their design strategy create desire for products that people will want to possess.

Product designers understand desire. They work to align the technical demands and ergonomics of a

product with targeted, tailored and enticing aesthetics. A good design captures the attention of the user. It

has the ability to stimulate sales, influence emotion and develop brand value.

Great design meets desire at

Discover

Catalyst Perspective

3 CATALYSTsdr.com

The Three Ps of Desire: Progeny,Power,andPurposeDesire, in contemporary psychology, is often grouped into the following three cate-gories: Progeny, Power, and Purpose. They represent at the highest level, the desires of all human beings, with all other desires falling underneath them or acting as a way of obtaining them. The desire for these three things are the impetus for all other desires such as possession, love, connection, money, and other worldly things.

These desires spark innovation in a number of different design fields. The desire for progeny can be fed through fashion, clothing, and other ways of projecting a desirable sexual image of ones self. Power can also be fed in this manner, but also through the design of cars, homes, and similar status symbols. Purpose is often met with designs that enable people and provide access to information that opens avenues of exploration and growth, and provide connection with other people who share their mission.

1. ProgenyDescendants or Children. Offspring

2. PowerPossession of control,authority, or influence over others

3. PurposeSomething set up as on object or end to be attained

Each component fulfils a function, thetechnology remains transparent, and the

pure form driving pleasure by adapting manyof the design and engineering techniques

used in the KTM motorcycle family.

Designers review product development.

FEEDBACK


FEEDBACK


36 CATALYSTsdr.com

DigiTAL DeSigN : The DeSigNer iS The L iSTeNer


Ira Kaufman PhD

President, Digital Marketing strategist,

Entwine Digital (www.entwineinc.com)

Ira challenges senior executives in business

and organizations to clarify their goals and

translate them into a consistent Brand

and Integrated Media Marketing strategy. He combines 30 years of rich experiences with

businesses and nonprof-its to leverage the power

of social technologies for marketing, recruit-

ment and organizational development.

Ira collaborates with a team of experts to design interactive environments

that create long-term value and rOI. He has a passion for digital/social

media and how it can make a positive impact on businesses and the

global environment. His strong values and

sensitivity to organization innovation and change

are the foundation of his work. Ira serves as a con-

sultant, trainer, public speaker, and lecturer for

companies and senior executive programs.

Digital Design Process

the next Catalyst theme will be Designing Desire. Please submit article concepts and Ventures and exploration notes to: [email protected]

04 10 18 30

Catalyst:Designing Desire: TheDNAofDesireandDesign

What to ExpectCatalyst was designed to stimulate thinking and encourage conversation about the role of strategic design in defining and develop-ing an economically, socially and environmentally sustainable future. we have included numerous external links throughout the text and in the form of “related resources” at the end of each article. Catalyst is accompanied by a blog that is our means of continuing the conversation between publications. Blog posts are related to, as well as unique from, those in the digital publication. you can find the Catalyst blog on our website: http://www.Catalystsdr.com.

01 Catalyzing the Conversation

02 Catalyst Perspective

04 From the Catalyst Blog

06 Catalyst VoicesDefiningDesireinthe21stCenturyTheDesiretobe#1

10 The Economies of Desire

18 Establishing a Creative Economy

30 Design is the Listener

40 Infographic: WhereAmericansareSpendingtheirmoney

42 Tools for CatalyzingChange:Drive, Frozen Desire, The Fearful Rise of Markets

44 CatalystsAndréCorrêad’AlmeidaMarcelloMinoliti


Catalyzing the Conversation

Designing wellbeing requires an understanding of interconnect-edness and interdependency. Wellbeing cannot be designed in after business strategy. Ideally, the intention of wellbeing informs all we shape, make and use. In this issue of CATALYST, we explore how the strategic design of products and processes can create eco-nomic value while enhancing wellbeing.

When strategic design intelligence is used at the “fuzzy front end,” it can create alternatives that are cost effective and toxin free. Chemicals of concern can be screened out and wellbeing designed in. This issue provides examples of food-based paint that smells like a milk shake and contains no polyvinyl acrylic and welding processes that reduce the use of argon gas to zero. Both alternatives are cost effective and contribute to wellbeing.

This issue of CATALYST demonstrates that it is possible to design a future with robust wellbeing as the core of the design brief. We present research that argues that design-driven innovation is essential to the engagement of users in the selection of choices and adoption of behaviors that enhance wellbeing.

As we send out this issue, we watch the petrochemical economy threaten the livelihoods of citizens and the security of states as BP continues to mop up its mess. The petrochemical economy is, at core, an unsustainable one. It now produces economic value for a few at a significant cost to the many. It trades off human health for limited short-term return on investment. And, as we now see with BP, it puts our world at risk.

We invite you, our readers, to move beyond petroleum and its politics of loss. We invite you to read about the individuals and organizations designing for a new economy and redefining the role strategic design plays in policy-making and social innovation in communities and countries around our shared world. We invite you to act on your intuition, inspire each other and use your skills and intelligence to change the way we trade, exchange and create eco-nomic value.

Dr. Mary McBride

© the Design Management Program of Pratt Institute, December 2010

Executive Editor: adam Zoltowski

Managing Editor: Kevin rorick

Editorial Board: Dante Clemons Giselle Carr Mary McBride Denise tahara

Visual Design: anke stohlmann

Editors: eileen Kiley & Denise tahara

Dr. Mary McBrideDirector of the Design Management Program at Pratt Institute

6 CATALYSTsdr.com The DNA of Desire and Design 7

to light exactly how advertisers use our underlying needs to sell us things we may or may not need. There is an amazing scene at the end of season two of the show, where Don Draper, the enigmatic Creative Director of Sterling Cooper pitches their idea for the Kodak Carousel, a slide projector that in years to come would become an incredibly popular product. The presentation he delivers plays bril-liantly on the desire to connect with days that have passed us by, the desire for nostalgia, with the product acting as the activator of desire:

“Nostalgia - it’s delicate, but potent…”nostalgia” literally means “the pain from an old wound.” It’s a twinge in your heart far more powerful than memory alone. This device isn’t a spaceship, it’s a time machine. It goes backwards, and forwards... it takes us to a place where we ache to go again. It’s not called the wheel, it’s called the carousel. It let’s us travel the way a child travels - around and around, and back home again, to a place where we know are loved.”2

It’s a powerful moment, one that plays off of the most basic of human desires, the Desire for love, the desire for connection and security. Platforms like Facebook, Myspace, and other online portals serve the same need, just in a different way. We desire that space to connect, a place where we can feel human, and facebook gives that to us in the closest way possible.

Yet, much like the carousel has died away, so will destinations like Facebook, replaced with new ways to fill those same needs. Social media is already evolving to include point of purchase experiences. It is moving beyond the desire for connection and possession by combining the two into one online social experience. Desires

1%3%6%

9%

9%

10%

11%

50%

4%

24%

3%

3%

3%

3%

60%

3%2%7%

9%

9%

15%

22%

33%

1%3%6%

9%

9%

10%

11%

50%

4%

24%

3%

3%

3%

3%

60%

3%2%7%

9%

9%

15%

22%

33%

1%3%6%

9%

9%

10%

11%

50%

4%

24%

3%

3%

3%

3%

60%

3%2%7%

9%

9%

15%

22%

33%

Recent Polls

Catalyst Voices:AdamZoltowski

Desire mea ns different things to different people. Taken at face value, the word desire is typically associated with sexuality. Yet desire takes many forms: the desire for connection, the desire to obtain a certain image in the eyes of others, and the desire for more coveted items and products. Compa-nies that use design well understand and use desires to sell goods and services that they believe will benefit their consumer’s lives.

Think about all of the things you own, or have bought in your life. Did you want the television, or is it some other thing that the television gives you that you desire. The television could serve several purposes: an escape from the mundane for some, a symbol of status for others, or an excuse to have guests on Sunday to watch football. We don’t desire the television itself, with all of its circuitry and sleek technology, but rather the result that we believe owning the television will give us.

In marketing and advertising, it is

understood that companies need to sell on the promise of fulfilling human need. Apple has been able to create a cult of users obsessed with the image of being a ‘mac-head’. Whether or not Apple products are indeed superior to other brands is not the point. They are instantly recognizable and help create a sense of inclusion, a sense of cool in their possession. I can recall the days before I owned an iPhone, watching my friends use their new toy as if it was the greatest thing on earth. I didn’t need one, but deep down I desired one. I wanted to experience the same thing as they were experiencing. I wanted to be a part of the club. Now that I do own an iPhone, that sense of belonging or inclusion is taken for granted, and a desire for a new form of inclusion is likely to occur. The hot new item of this year, the iPad, is a likely successor.

Before my enrollment in The Pratt Institute, I worked in the field of politi-

cal web design and online advertis-ing. In that industry, the desires of voters are played upon constantly to elect public officials. Barack Obama’s historic 2008 campaign played off of the nationwide desire for change after eight years of George W. Bush. That desire was so strong that it picked up a grassroots swell of support. The now infamous poster by Shephard Fairey was plastered everywhere, and the Obama campaign used new media to a revolutionary degree to help win the election. They turned online enthusi-asm into on the ground support that brought voters together in a way that hadn’t been done before.1 That cam-paign understood how to use design to appeal to voters desires, while the McCain campaign did not. Though as effective as their online design efforts were in recognizing desires, they failed at first to recognize the power of the Fairey poster, initially not wanting to use it at all. Had they not, it would have been a different election altogether.

The Desire for ConnectionDesign can make us buy things, elect leaders. Design shapes our behaviors. How many times have you bought products because they have a better package or a better designed adver-tisement? Probably more than you realize. The popularity of Mad Men over the last four years has brought

Defining Desire in the 21st Century

We desire that space to connect, a place where we can feel human, and facebook gives that to us in the closest way possible.

Adam Zoltowski is the executive editor of Catalyst and is a participant in the Pratt Institutes Design Management Program. Prior to his involvement with Catalyst he was a web designer in washington, DC where he specialized in online advertising for political candidates and non-profit organizations.

18 CATALYSTsdr.com

Executive Summarysteve Masterson, CeO of Kiska, discusses the need to balance the desires of designers with the desires of consumers and our envi-ronment. Masterson offers a brief history of product design and speaks to its ability to create desire in consumers. He emphasizes need for organizations to marry their business and design strategies in an effective, sustainable, and eco-conscious manner.

Establishing a Creative Economy

By sTEVE MAsTERsOn

Designing Desire’ implies two things: creating a design that responds to the rational and technical demands of a product, and creating desire in people for that product.

Companies that develop an integrated design process to capture that emotion within their design strategy create desire for products that people will want to possess.

Product designers understand desire. They work to align the technical demands and ergonomics of a

product with targeted, tailored and enticing aesthetics. A good design captures the attention of the user. It

has the ability to stimulate sales, influence emotion and develop brand value.

Great design meets desire at

Issue 6 I wInter 2010

Designing Desire:The DNA of Desire and Design

Strategic Design Review

Discover

Discover

The mission of CATALYST Strategic Design Review is to stimulate thinking and encourage

conversation about the role of strategic design in defining and developing an economically, socially

and environmentally sustainable future.

aug Sept Oct NOv Dec JaN Feb March april

Discover

The mission of CATALYST Strategic Design Review is to stimulate thinking and encourage

conversation about the role of strategic design in defining and developing an economically, socially

and environmentally sustainable future.

CATALYST discusses how strategic design have a meaningful impact on people, profit and planet,

and focuses squarely on the UN Millennium Development Goals


Slide 15-18Match goals with articles via left and right columns(need information)

Discover


Catalyst Strategic Design ReviewPublication History | Current Team

Weekly eNewsletter

Online

Social Media

CATALYST’s communication channels

C Space

Discover


Discover





Discover

Design Management

Leadership and Team Building

Strategic Technology

Design Operations

Management

Leadership & Team Building

Managing Innovation &

Change

Negotiating

Directed Research




Design leaders Business leaders

Digital

Print

CATALYST’s competitive landscapeDiscover


CATALYST’s Value Chain

SuppORT SySTeMS:Systems Development: Development of computerized internal communicationsHuman Resource Management: Recruitment, Training, personal Development, Development of Skills

Supply Chain

AuthorsContentNetworks of people

Design & production

WebsiteeNewsletterprint publication

Distribution

CATALyST WebsiteCATALyST printeNewsletterSocial Media Chanels

Sales & Marketing

Content SharingeNewsletter promotionevent promotionCo-publishingpress mentions

Discover


Internal RefinementsFirst Impressions | SWOT Analysis | Focus Moving Forward | Reflections on Internal Challenges

Strengths. Pratt Institute as a brand name to sup-port CATALYST

Thought leadership through Program

Human capital through students: Knowledge of content, design and production skill-sets

Willingness of the participants to con-tribute their time on a pro bono basis

Passion for the mission of the publica-tion on behalf of the team

Weaknesses.Untested/unproved transition strategy (experimental)

Interview process for leadership participants too short/not thorough to adequately identify leadership

Reliance on incoming Program partici-pants

No capital investment/compensation from Pratt Institute

Decision-making process: Exist-ing hierarchical structure resulted in conflicts between Program participants and confusion amongst the leadership team as to who had authority to make “executive” decisions.

Accurate Time Commitment: The organizational structure as originally presented was based on a full-time job commitment. As many of the Program participants already have full-time jobs, this presented barriers to those wanting to contribute only occasionally.

Operational Roles and Responsibilities: roles and responsibilities as defined had the effect of isolating team members. This prevented communication and created deficiencies. It also contributed to the duplication and confusion of operational tasks amongst the manage-ment team.

Opportunities.Leverage ambitions of incoming Pro-gram participants

Leverage relationship with Pratt’s De-sign Management Program alumni Pratt Institute’s reputation as a backer in reaching out to partnerships (edito-rial/marketing opportunities)

Opportunity for Program participants to apply lessons from Program to “live” project

Resume-builder/Experience

Threats.

Lack of interest from current Program participants

Management team is constantly changing

Time Commitment/Time as a scarce resource for participants

Human Capital retention and participation

Financial: Lack of funding

CATALYST SWOT AnalysisDiscover


Discover


insight:CATALYST’s audience is consuming digital

content most

Define


opportunity:To implement strategies aimed at achieving growth and increased traffic to the CATALYST website and

to begin a transition from print to digital

Define

Strategies for ImplementationExternal GrowthCATALYSTsdr.com | Social Media | eNewsletter | Strategic Partnerships

Strategies in Action>> Search Engine

Optimization (SEO)

t>> Social Media

>> eNewsletter

SeOTransition

and Staffing

eNewsletter C-Space

Social Media Strategic partnerships

Define

Search Engine Optimization:

What is it?the process of improving traffic to a given website by increasing the site’s visibility in search engine results.


Define

Define Search Engine Optimization:

Why use it?can be accomplished at minimal cost

Most organic way to gain readership foran online content provider

Directly related to the organization andstructuring of content on the site

Search Engine Optimization:


aNticipateD reSultSincrease in site traffic by 25% or more

achieve ‘backlinks’ from otherorganizations

increase in the number of pages beingindexed by search engines

increase of 10% or more in userengagement as defined by time spent onthe site

Search Engine Optimization:Define


External GrowthCATALYSTsdr.com | Social Media | eNewsletter | Strategic Partnerships

Strategies in Action>> Clear purpose

>> Know your audience

>> Clear message

>> Carefully curate content

>> Multi-message campaigns

eNewsletter


Define

Why use it?ensure regularity and consistency

executed at low cost

constant reminder of brand presence

eNewsletter


Define

anticipated results20% increase in newsletter subscriptionduring the project’s lifespan

10% increase in ‘click-throughs’ tocatalyst sdr.com

eNewsletter


Define

Social Media

What is it?Online networks and communities that connect friends, colleagues, and people of similar interests around the world.


Define

Social Media



Define

Social Media


three largest and valuable to catalYSt:Facebook, Linkedin, and Twitter


Define

Social Media

Why use it?provides an ancillary channel of communication

allows for more casual conversation around the topic

enables more word of mouth promotion of catalYSt at minimal cost

Define


Social Media

anticipated results 15% increase number of “likes” (memberships)

20% increase in number of daily users

20% increase in daily activity, as indicatedby people commenting on posts or sharingthem with others

increase as source of site traffic of 5-10%

Define


Strategic Partnerships

What are they?Strategic alignments with organizations, companies, and individuals whom, through mutually beneficial exchange can help promote the publication

Define


Strategic Partnerships

Why use themprovide access to undiscovered, untapped audience

accomplished through little to no finances

act as a support function for SeO, Social Media efforts, and eNewsletter content

Define


Transition and Staffing Planning

What is ita succinct, strategic plan to staff the team with the right talent, through successful identification of creative assets, as well as how to transfer ownership at year’s end.

Define


Transition and Staffing Planning

Why is it important?better enables teams to accomplish tasks by assigning the right members

ensures successful continuation and consistency in the publishing of catalYSt

Define


C-Space


Define

Design




UN Millennium goals through digital platforms?

Design

Initiated a testing period, beginning November, 1st, 2010 and lasting until

February 1st, 2011

Design


This period was be benchmarked against the period of July 31st - Oct 31st, 2010

Design


SEO Strategies - Data GatheringDesign


SEO Strategies - Keywords and Blog GuidelinesDesign

cradle to cradleeconomic development

management toolsstrategic management

design managementstrategic marketingbusiness leadership

social capitaltbl

innovation managementdesign strategy

life cycle analysisstrategic leadership

biomimicrytriple bottom linedesign leadership

strategic designnatural capital

sustainable competitive advantageinternational business strategy

creative economiesbusiness ecology


SEO Strategies - Site ReorganizationDesign


Navigation as of Nov. 1st 2010 Navigation as of Nov. 17th 2010

SEO Strategies - Content RedesignDesign

SOCIAL TECHNOLOGY ENVIRONMENTAL ECONOMIC POLITICAL

Strategic Designin Action: StarbucksRe-design your life

Bruce Mau at Pratt

CATALYST AnnouncesBig Screen Project

PIERS Conference Recap

L2 Innovation Forum Inspires Disruption

Virtual Office

PSFK: New Model?

Wikileaks

Lighting the Way out of poverty

The Ark

Monocle Forecasts end of Digital

Smart Clothing

JetBlue’s Hiring Strategy

Political Responsibilityof Design

Minding your Business

Day to Day Supervisionno longer needed

How Toxic are your toysthis holiday season?

Infographic: HolidayConsumers

Standardization atStarbucks

Charity Water

Nordic Design Now

SEE Bulletin #5

HIGH

LOW


Social Media - Channel PrioritizationDesign

#1 #2

#3


Social Media - Tactical ApproachDesign

treated channels as forums for discussion - asked Questions

engaged audiences of ancillary organizations

treated as independent channels and as a site traffic source

Worked in sync and was scheduled with website


eNewsletter - StrategyDesign

began publishing once a week, at consistent times of day

content reflected new mix on the website

Was geared towards engagement of audience


eNewsletter - Tactical ApproachDesign

Define your purpose

Know Your audience

crystallize your message

carefully chunk content

Send multi-message campaigns



Strategic Partnerships - IdentificationDesign

ADSA

PALSCONFERENCE

ALUMNI ORSCHOOL

RELATIONSHIP

AUTHOR

ORGOR TRADE

ASSOCIATION

LIKE MINDED PUB


Strategic Partnerships - EvaluationDesign

not connected connected

high

low

ADSA

CONFERENCE

Strategic Partnerships - Content SharingDesign


Strategic Partnerships - eNewsletter promotions - DMI

Design



Strategic Partnerships - DMI Event Promotions Design

Strategic Partnerships - Co-Publishing with Core77Design


Staff Identification and TransitionDesign

Met with 1st year students in the fall of 2010

brought in members early, to work towards goals together

Drew from 1st year talent base for implementations

utilized pre-existing transition model


Deliver


SEOAnticipated

Results>> Increase in site

traffic by 25% or more

>> Identify amount of ‘backlinks’ from other

organizations

>> Increase in the number of pages being indexed by

search engines

>> Increase of 10% or more in user engagement as

defined by time spent on the site

RESULTS

406

303 279

342

414440

August September October

145

CATALYSTsdr.com Weekly Site Traffic. July 31st, 2010 - Feb 1st, 2011

November December

Testing Period

January

47%3,947 visitors

Benchmarking Period

2,683 visitors

increase in traffic

Deliver Web Traffic Results



SEOAnticipated




organizations


search engines



RESULTS

of CATALYSTsdr.com are indexed by Google

Page Indexing ResultsDeliver



SEOAnticipated




organizations


search engines



RESULTS

backlinksDesign Management Institute (DMI)

frog Design

Design Observer

InSource

Fast Company

American Society of Interior Designers (ASID)

Organization backlinking include:

Backlink ResultsDeliver



0

50

100

150

200

0

75

150

225

300

CATALYSTsdr.com Facebook Membership and Interaction GrowthJuly 31 - Oct 31, 2010

vsNov 1st, 2010 - Feb 1st, 2011

Daily User Interactions

New MembershipJuly 31st, 2010 - October 31st, 2010November 1st, 2010 - Feb 1st, 2011

July 31st, 2010 - October 31st, 2010November 1st, 2010 - Feb 1st, 2011

Facebook

AnticipatedResults

>> 15% Increasein number of “likes”

>> 20% Increase in number of

daily users

>> Increase as source of site traffi c of 5-10%

RESULTS increase in ‘likes’

Facebook Membership ResultsDeliver


0

50

100

150

200

0

75

150

225

300

CATALYSTsdr.com Facebook Membership and Interaction GrowthJuly 31 - Oct 31, 2010

vsNov 1st, 2010 - Feb 1st, 2011

Daily User Interactions

New MembershipJuly 31st, 2010 - October 31st, 2010November 1st, 2010 - Feb 1st, 2011

July 31st, 2010 - October 31st, 2010November 1st, 2010 - Feb 1st, 2011

Facebook

AnticipatedResults

>> 15% Increasein number of “likes”

>> 20% Increase in number of

daily users

>> Increase as source of site traffi c of 5-10%


RESULTS increase in daily users114%

Facebook Engagement ResultsDeliver


Social Media Site Traffic Results

Facebook

Deliver


eNewsletter Contact Sign-upsDeliver


eNewsletter Click Through ResultsDeliver


Strategic Partnership Impact

CATALYSTsdr.com DMI Site ImpactNov 26th, 2010 - Dec 9th, 2010

Nov. 26th Dec. 2nd Dec. 9th

26

105

73

DMI Newsletter Goes out

CATALYSTsdr.com Site Growth vs. Newsletter sign up trendsNov 1st, 2010 - Feb. 1st, 2011

Newsletter Contacts

Site Traffic

November 1st, 2010 February 1st, 2011

December 2, 2010

Deliver


C-SpaceDeliver


New Team Taking Over Deliver

discussion

discussion



UN Millennium goals through digital platforms?

CATALYST is reaching its audience through a now wide-spread, interconnected network. discussion

discussion

With each new implementation and refinement we expand that network and increase strategic design awareness in-line with current trends in media and

publishing.

Design Management: Prepared us with a tool kit to review large problems and find opportunity space, how to break down large problems

Leadership and Team Building: Identify, mentor and transition successfully new program participants into CATALYST management team

Strategic Technology: Digital channels

Management Communication: Working across departments, communicating effectively

Advertising and Promotion: Collateral development, understanding our audience and what they want. Helped us position ourselves to strategic partners

Managing Innovation & Change: Kotters or Tuckman

Int’l Environments of Business: STEEP, informed our content mix

Design Operations: Scheduling or content across channels

Design Tools – DM Principles applied


Negotiation: Partnerships

Directed Research: Target audience response, as to how they use CATALYST

Business Law: CAN-SPAM, additionally helped us understand the legality issues surrounding content distribution

Intellectual Property: Helped us in solidifying our methods in acquiring work from authors. Refined language to make article acquisition easier for us by removing excessive language

Managerial Decision Making: We were able to identify faulty process and refine them

Strategic Marketing: Importance of branding across channels, importance of measuring, (anticipated results)

Business Strategy: Value Chain, Bubble Chart, Peer Analysis

Design Futures: Defining need, opportunity, vision and recommendations for their implementations. Creating a vision for the future of CATALYST that we want to see in reality


Thesis Topic Chosen- Directed research

Opportunity Identified- Design Management

Channel Chosen- Strategic technology

Partnerships formed- ieb

Transition begins- innovation and change

Process Refinementsand implementations- Decision Making


next steps

next steps

Strategic partnerships

use of tiered structure approach, with an emphasis on partners directlyor secondarily connected to catalYSt

continue to categorize and prioritize potential partners based on thebenefit of the relationship

approach each partner with specific and individualized ideas for the partnership

next steps

SeO & Web Refinements

continue collection of data and metrics

exploration and research of additional keywords to beimplemented into content

Monthly assessment of SeO performance and quality

explore the possibility of new site architecture with SeO considerations built into the site’s structure

next steps

Content Mix

Focus on content that is newsworthy to the public and relevant to strategic design

content should utilize the site’s keyword strategy and

team members and contributors should specialize in topic areas,

continue to explore the use of the Steep model as a categorization model

next steps

Content Mix

Maintain focus on Facebook, linkedin, and twitter

approach each social media network as its own communication channel with unique content offerings

identify one team member to manage all three network’s

Design content schedules specific to each networks audience behavior

encouraging action or engagement on behalf of the audience

Measure and analyze

next steps

Content Mix

re-design of eNewsletter redesign that allows more content to appear‘above the fold’ withinin subscribers inboxes

testing of keywords in titles

experiment with content mix

next steps

C-Space

continue to use as a Strategic channel

Solicit content with adaptation in mind

build capacities into team

next steps

Staffing and Transitioning

identify new members early

utilize mentorship model of easing new members into team roles

learn from new team members

Planet

conclusion

Planet Performance

conclusion

Planet Performance

People

conclusion

Documents

CATALYST Thesis Presentation