Bridging the innovation culture divide

BRIDGING THE INNOVATION
CULTURE DIVIDE
Nathan Shedroﬀ
Chair, Design MBA Programs
California College of the Arts
nathan@nathan.com
@nathanshedroff
designmba.cca.edu 
@designmba

www.slideshare.net/NathanShedroff/bridging-the-innovation-culture-divide

MAKE IT SO
Interaction Design Lessons from Science Fiction
by NATHAN SHEDROFF & CHRISTOPHER NOESSEL
foreword by Bruce Sterling
Many designers enjoy the interfaces seen in science fiction films
and television shows. Freed from the rigorous constraints of designing
for real users, sci-fi production designers develop blue-sky interfaces
that are inspiring, humorous, and even instructive. By carefully studying
these “outsider” user interfaces, designers can derive lessons that make
their real-world designs more cutting edge and successful.
“Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and
informative book on how interaction design in sci-fi movies informs interaction design in the real
world.... You will find it as useful as any design textbook, but a whole lot more fun.”
ALAN COOPER
“Father of Visual Basic” and author of The Inmates Are Running the Asylum
“Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinating
investigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s
machine interfaces.”
ANNALEE NEWITZ
Editor, io9 blog
“Shedroff and Noessel have created one of the most thorough and insightful studies ever made
of this domain.”
MARK COLERAN
Visual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)
“Every geek’s wet dream: a science fiction and interface design book rolled into one.”
MARIA GIUDICE
CEO and Founder, Hot Studio
www.rosenfeldmedia.com
MORE ON MAKE IT SO
www.rosenfeldmedia.com/books/science-fiction-interface/
MAKEITSObyNATHANSHEDROFF&CHRISTOPHERNOESSEL
Experience Design 1.1
a manifesto for the design of experiences
by Nathan Shedroff
product taxonomies 16
user behavior 116
100 years 22
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
Design Strategy in Action
Edited by Nathan Shedroff
A publication from the MBA in Design Strategy program
2011
user behavior 116
experiences 4
experience taxonomies 10
100 years 22
wisdom 54
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
2008 Edition
Dictionary of
Sustainable Management

NATHAN SHEDROFF nathan.com @nathanshedroff
deluxe
TOMORROW 
WORLDS

MBA IN DESIGN STRATEGY
MBA IN STRATEGIC FORESIGHT

BUSINESS
(DESIGN, ARCH, ENG…)

“BEAN COUNTERS”
“CREATIVES”

MINIMAL VIABLE PRODUCT
EXPERIENCE PROTOTYPE

functional
CLV = GC • - M •∑
i = 0
n
(1 + d)i
ri
∑
i = 1
n
GC = gross contribution per customer
M = (relevant) retention costs per customer per year
n = horizon (in years)
r = yearly retention rate
d = yearly discount rate.
(1 + d)i - 0.5
r i - 1
(Lifetime Customer Value)

functional
{ (V/S)b - (V/S)g}* Sales
(Brand Value)
(V/S)b = Enterprise Value / Sales ratio of the firm with the benefit of the brand name 
(V/S)g = Enterprise Value / Sales ratio of the firm with the generic product
Let's use as an example branded cereals maker like Kellogg (K) against a generic provider like Ralcorp (RAH).
Value of Kellogg brand name = (1.78 - 1.32)(13846) = $6,369 Million 
Thus, (6369/24200) or 26% of the value of the company is derived from brand equity.

functional
financial
emotional
identity
meaningful

RELATIONSHIP
functional
financial
emotional
identity
meaningful

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

YOU ARE IN THE
RELATIONSHIP BUSINESS

Commodity Product Service Experience
YOU ARE IN THE
EXPERIENCE BUSINESS
From: The Experience Economy, Pine and Gilmore

Commodity Product Service Event/Experience
YOU ARE IN THE
EXPERIENCE BUSINESS
Experience

functional
(Does this do what I need…?)

financial
(…at a price that’s worth it?)

emotional
(How does this make me feel?)

meaningful
(Does this ﬁt into my world?)

functional
financial
emotional
identity
meaningful
$1.1B TOTAL VALUE:
Instagram

functional
financial
emotional
identity
meaningful
$1.1B
$86M
TOTAL VALUE:
Instagram

functional
financial
emotional
identity
meaningful
$1.1B
$1.01B
$86M
TOTAL VALUE:
Instagram

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

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

“GOOD WILL”
“BOOK VALUE”

GROWTH IS EVERYTHING
FREE MARKETS ARE EFFICIENT
MARKETS OPTIMIZE EVERYTHING
“THE BUSINESS OF BUSINESS IS BUSINESS”
“CORPORATIONS ARE PEOPLE MY FRIEND”
THE FOUNDING FATHERS (USA) WERE PRO-BUSINESS

THE GPD MEASURES PROGRESS

RICH PEOPLE CREATE JOBS

THE NUMBERS TELL THE STORY

MARKETING & SALES ARE SIMILAR

BUSINESSES ARE MORE EFFICIENT THAN GOVERNMENTS
FOCUS ON MINIMAL VIABLE PRODUCT

COOPERATION IS FOR WUSSES

MYTHS OF BUSINESS

THE WORK SPEAKS FOR ITSELF
DESIGN IS FOCUSED ON CUSTOMERS
DESIGNERS CREATE CULTURE
BUSINESSPEOPLE ONLY CARE ABOUT THE NUMBERS
NUMBERS DON’T TELL THE STORY
YOU CAN PROTECT AN IDEA
DESIGNERS CREATE AND CONTROL THE EXPERIENCE
IT’S GOTTA LOOK NICE
THE BEST SOLUTION ALWAYS WINS
MYTHS OF DESIGN

Lessons from The Catalyst:
The Behaviors That Foster Innovation 
Within Orgs Are Often Fireable 
Oﬀenses:
• 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. Finance
Dir.
Operations
Dir.
Marketing
Dir. 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.
Marketing
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.
Operations
Dir.
Marketing
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.
Operations
Dir.
Marketing
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)

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
8%
10%
18%
26%
39%

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
8%
10%
18%
26%
39%

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
8%
10%
18%
26%
39%

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)
8%
10%
18%
26%
39%

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
8%
10%
18%
26%
39%

IT’S MORE IMPORTANT FOR AN
ORGANIZATION TO KNOW ITSELF
THAN TO BE ANY SPECIFIC TYPE

ORGANIZATIONS, DEPARTMENTS,
TEAMS, & INDIVIDUALS MAY
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

New 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
Marketing

• Invest time and budget  
toward design efforts
• Support design efforts 
in other org divisions
• Regular dialog throughout  
divisions
Operations

• 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!
R&D

• 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!
Technology

• Explore new business models
• Explore new funding models
• Abandon “command and 
control” for a service mentality
Finance

• 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
HR

• 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!
Design

QUANTITATIVE

Must lso be fair, honest,
just, and respectful of
others’ intrests
performer + individul
listener + performer’s
promise + background
of obviousnss +
conversation for action
for some future action
(to accept, decline, etc.)
and time, resources to
have a promise fulfilled
compared to other
possibble commitments
(including doing nothing)
How the people and
things that you CARE
about connect to your
experience.
DRIVES
CONVER-
SATIONS
WHICH
ENABLE
ACTIONSCOMMITMENTSDRIVES
CONVER-
SATIONS
WHICH
ENABLE
CONVER-
SATIONS
WHICH
ENABLE
CONVER-
SATIONS
WHICH
ENABLE
ACTIONSCOMMITMENTS
FOR
THAT
WHICH
YOU
CAN
ONLY
ARE
WHERE
YOUR
IS
ANINNOVATE LEADERS
YOU ATTENTION
DRIVES
GENERATE
FOR
ACTION
WITH A
REQUEST
BASED
ON
CONVER-
SATIONS
ARE MET
WITH AN
OFFER
FOLLOWED
BY A
PROMISE
DECLAR-
ATIONS
WHICH
ENABLE
WHICH
DRIVE
ACTIONS RESULTSCARE IS THE OF COMPETENCESINCERITYRESULT ANDRELIABILITYTRUST
IS
AN
VALUE
ASSESSMENT
RELATIONSHIP
THAT
PROVOKES
is action, not intent. You
ony care for those things
in which you invest energy,
time, or sometimes money.
DRIVESDRIVESDRIVESDRIVESMAKE A
CONDITIONS
FOR
SATISFACTION
DRIVESDRIVESDRIVESDRIVESWITH PERFORMERSDRIVESDRIVESDRIVESDRIVESWHICHCUSTOMERS
There are types: functional,
financial, emotional,
identity, meaningful
The root cause of all out-
comes (positive and
negative), are the
conversations we
(effectively or not) have or
don’t have.
Awareness and attention
shape the kind of oservers
and actors we are.
• passion and ownership
• lack of commitment
• compliance & obligation
If you don’t change
actions, you can’t change
results.
opinion based on evidence
made by a listner/customer,
assessebt of a promise’s
impact on the listener’s ability
(power) to take care of their
concenrs in the future, and is
an additional assessment of
what the listener is willng to
commit to have this promis
fulfilled compared to other
potential promises they can
commit to
Anatomy of a Promise:
1. Speaker and Hearer (identity). The
Speaker is in the role of Performer, the
Hearer is in the role of Customer. Future
action is performed by the Speaker.
2. Conditions of Satisfaction in accordance
with the standard practices of a community.
3. Background of obviousness. 4. Specified
time for fulfillment of the promise.
COMMIT-
MENTS
WHICH
CREATE
Many things cannot
be measured but
commitments can.
Conversations for Action
include: a request for
participation, negotiation,
performance, & acceptance.
define...
WITHIN
A
MEET
WITH A
DECLINEPROMISE OR
OR
COMMIT
TO
COMMIT
COUNTER-
OFFER
COUNTER-
OFFER
(defer until later)
COMMIT
TO
COMMIT
CUSTOMERS
ACCEPT
CAN
WITH A
DECLARE A FUTURE TO WHICH
OTHERS
ARE
GROUPS
TEAMS
SHAREDLEADERS CLEARLY
share a vision, mission,
values, trust and
commitments..
Any number of people can
collaborate but they aren’t
automatically a team.
for some future action (to accept, decline, etc.) and time, resources to have a
promise fulfilledcompared to other possibble commitments (including doing nothing)
Must lso be fair, honest, just,
and respectful of others’ intrests
Sharing requires clear
communication, care, and
personal investement.
Declarations are acts that
change expectations for
action.
Visions, declarations, &
offers which aren’t clear
cannot be committed to.
...regardless of authority,
from anywhere inside or
outside an organization.
Anyone clearly declaring
a vision others want to
follow becomes a leader...
Language is the primary
mechanism for changing
behavior and the future.
Both requestor & promisor
reset expectations of the
future due to commitments.
The future is changed by
promises of action focused
on new possibilities.
Conversations for change
come from outside the
organization (context).
An organization’s structure
&conversations determine
how and how quickly it
changes.
ARE
ORGNIZ-
ATIONS
BETWEEN OF
???
PEOPLE
CONVER-
SATIONS
ACTION
IS AN
VALUES
ASSESSMENT
OF REALITY
WHOSE
IS
GROUNDED
FOR
FRAME DOMAIN PURPOSEWITH THE
PROPER
AND
SUPPORTING
EXPRESSION
MANIFESTS
IN
How the people and things
that you CARE about
connect to your
experience.
ASSERTIONS
(does the assessment fit
the listiner’s beliefs?)
(to what community,event,
discourse, discussion, or
situation, does it apply?)
Should be relevant to the
domain and purpose and
consistent with common standards.
A judgment; it ís never true or false; it shapes your posture towards a future possibility.
ìThis product is really a tough sell.î
The speaker will now orient herself with that interpretation in mind, which will either close down or open up certain possibilities in how she
A fact for which you offer
to provide evidence if
requested.
(what’s the point and
concerns? does anyone
care?)
PRIORITI-
ZATION
RESULT
FROM
DOMAIN
BLINDNESS
COGNITIVE
BLINDNESS
BREAK-
DOWNS
OR
NEGLECTING
TO MODIFY
COMMIT-
MENTS
LACK OF
LEADERSHIP
CONTINUITY(failing to discontinue or
modify obsolete practices
or business models)
acceptance, performance,
conditions of satisfaction,
etc.)
(missing conversations,
cutomers, performers,
requests, promises,
The conditions people ask
others to commit to so that
their concerns are taken care of.
Does the performer or
speaker display confidence,
authenticity, & centeredness?
Teams coordinate actions
toward shared promises
and satisfying customers.
A team is constituted by a shared promise.
Commitments that generate an effective team are commitments to:
1. A shared vision, mission, and values.
2. Coordinating action for the sake of a shared promise and satisfying the customers of the team.
3. Owning the shared promise.
4. Fulfilling their role in the teamís structure of promises.
5. Developing and carrying on practices for anticipation (planning, learning, innovation)
6. The teamís structure of authority and to the declarations of authority in the team.
7. Evoking and producing trust.
8. A mood for success in the mission and fulfilling the teamís promise. 9. The teamís standards for assessment.
9. The teamís standards for assessment.
10. The future of the company, the team, and peopleís careers.

QUANTITATIVE
Business Model Generation, Alexander Osterwalder
businessmodelgeneration.com
}44
The Business Model Canvas
Cost
Structure
Key
Partners
Key
Resources
Channels
Key
Activities
Value
Proposition
Customer
Relationships
Customer
Segments
Revenue
Streams

©2014 ScanscionConsumer Experience Waveline
Waveline
Opportunities Opportunity 1 Opportunity 2 Opportunity 3
Touchpoints
USEEXPLORATION SETUPPURCHASE
Lorem ipsum dolor sit amet, consec-
tetur adipiscing elit. Duis lacinia lacinia
mauris non faucibus. Cras sed mattis
lectus. Nunc ac ornare risus. Nulla
rutrum commodo odio, et vestibulum
augue aliquet nec.
augue aliquet nec.
augue aliquet nec.
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augue aliquet nec.
augue aliquet nec.
tetur adipiscing elit. Duis lacinia lacin-
ia mauris non faucibus. Cras sed
mattis lectus. Nunc ac ornare risus.
Nulla rutrum commodo odio, et vestib-
ulum augue aliquet nec.
augue aliquet nec.
Lorem ipsum dolor sit amet, con-
sectetur adipiscing elit. Duis lacinia
lacinia mauris non faucibus. Cras
sed mattis lectus. Nunc ac ornare
risus. Nulla rutrum commodo odio,
et vestibulum augue aliquet nec.
et vestibulum augue aliquet nec.Lorem ipsum dolor sit amet, con-
augue aliquet nec.
augue aliquet nec.
augue aliquet nec.
augue aliquet nec.
augue aliquet nec.
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augue aliquet nec.
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et vestibulum augue aliquet nec.Lorem ipsum dolor sit amet, con-
augue aliquet nec.
augue aliquet nec.
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tetur adipiscing elit. D
mauris non faucibus
lectus. Nunc ac orna
rutrum commodo od
augue aliquet nec.
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tetur adipiscing elit. D
mauris non faucibus
lectus. Nunc ac orna
rutrum commodo od
augue aliquet nec.
augue aliquet nec.
Lorem ipsum dolor
sectetur adipiscing e
lacinia mauris non fa
sed mattis lectus. Nu
risus. Nulla rutrum c
et vestibulum augue
Lorem ipsum dolor
sectetur adipiscing e
lacinia mauris non fa
sed mattis lectus. Nu
risus. Nulla rutrum c
et vestibulum augue
Confusion
Anxiety
Frustration
Boredo
INTENSITY
T I M E
2 3
1
2
1
3
Beauty
Wonder Creation Accomplishment
Ideal Consumer
Experience Waveline
Customer Segment 1
Customer Segment 1
Customer Segment 1
Computer crashes
All the touchpoints
are important
Retail confusion
around products
Which computers
have integrative
features
Struggling to setup
WiFi
The excitement of
a new computer
Exploring new
features
New products and
integration
Company Experience
after product
upgrades
Adjusting to new
product betas
The forum takes you
right to the answer
F
On software things
just disappear
Explaining the key
touchpoints during
exploration
PC Learning
Experience
Video
Getting diverse
opinions
Exploring the
touchpoints
PC Learning
Experience
Powerpoint

Strategic Focus
Corporate
Meaning Priorities
Team & Partner
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’ Meaning
Priorities
MEANING STRATEGY

DESIGN THINKING
DESIGN RESEARCH
“NEW BUSINESS”
NEW LEADERSHIP
SYSTEMS THINKING
SUSTAINABILITY

Nathan Shedroff
Chair, Design MBA Programs
nathan@nathan.com
@nathanshedroff
designmba.cca.edu 
@designmba
THANK YOU
MAKE IT SO
Interaction Design Lessons from Science Fiction
by NATHAN SHEDROFF & CHRISTOPHER NOESSEL
foreword by Bruce Sterling
Many designers enjoy the interfaces seen in science fiction films
and television shows. Freed from the rigorous constraints of designing
for real users, sci-fi production designers develop blue-sky interfaces
that are inspiring, humorous, and even instructive. By carefully studying
these “outsider” user interfaces, designers can derive lessons that make
their real-world designs more cutting edge and successful.
“Designers who love science fiction will go bananas over Shedroff and Noessel’s delightful and
informative book on how interaction design in sci-fi movies informs interaction design in the real
world.... You will find it as useful as any design textbook, but a whole lot more fun.”
ALAN COOPER
“Father of Visual Basic” and author of The Inmates Are Running the Asylum
“Part futurist treatise, part design manual, and part cultural analysis, Make It So is a fascinating
investigation of an often-overlooked topic: how sci-fi influences the development of tomorrow’s
machine interfaces.”
ANNALEE NEWITZ
Editor, io9 blog
“Shedroff and Noessel have created one of the most thorough and insightful studies ever made
of this domain.”
MARK COLERAN
Visual designer of interfaces for movies (credits include The Bourne Identity, The Island, and Lara Croft: Tomb Raider)
“Every geek’s wet dream: a science fiction and interface design book rolled into one.”
MARIA GIUDICE
CEO and Founder, Hot Studio
www.rosenfeldmedia.com
MORE ON MAKE IT SO
www.rosenfeldmedia.com/books/science-fiction-interface/
MAKEITSObyNATHANSHEDROFF&CHRISTOPHERNOESSEL
Experience Design 1.1
a manifesto for the design of experiences
by Nathan Shedroff
user behavior 116
100 years 22
information 42
takeaways 28
data 36
knowledge 48
subjectivity 78
consistency 96
navigation 84
Design Strategy in Action
Edited by Nathan Shedroff
A publication from the MBA in Design Strategy program
2011
www.slideshare.net/NathanShedroff/bridging-the-innovation-culture-divide

Bridging the innovation culture divide

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