21st Century Business Workshop

N e
nathan@nathan.com
@nathanshedroff
droﬀ
21st CENTURY BUSINESS:
TOOLS FOR THE FUTURE

WORKSHOP9:00
LUNCH
MEANING
RESEARCH TECHNIQUES
MEANING STRATEGY & SEGMENTATION
INTRODUCTIONS
5 KINDS OF VALUE
EXPERIENCE DESIGN /EXERCISE
DESIGN > STRATEGY
WORKING IN BUSINESS CULTURES
BREAK
USING THE WAVELINE
END
10:30 BREAK
12:00
14:30
13:00
17:00

“Problems cannot be solved
with the same mind set that
created them.”
—Albert Einstein

NATHAN SHEDROFF nathan.com @nathanshedroff
STRATEGY TOOLS

LEADERSHIP TOOLS

SYSTEMS TOOLS

WHAT IS VALUE?
functional
financial

WHAT IS VALUE?
functional
financial
emotional
identity
meaningful

functional
financial
emotional
identity
meaningful
TOTAL VALUE
Instagram

functional
financial
emotional
identity
meaningful
TOTAL VALUE$1.1B
Instagram

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

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

WHAT IS VALUE?
THOSE COMPANIES (AND PEOPLE) 
WHO FOCUS ON TOTAL VALUE
CREATE MORE OF IT, MORE OFTEN

WHAT IS VALUE?
THOSE COMPANIES (AND PEOPLE) 
WHO FOCUS ON PREMIUM VALUE
CREATE MORE OF IT, MORE OFTEN

Strategy/Intent

Strategy/Intent Design Research/
Qualitative Customer Research/
Market Insight

Strategy/Intent Reframing!

Strategy/Intent Prototyping & Iteration

DESIGN CAN TEACH
BUSINESS IMPORTANT
LESSONS

• Design research
• Qualitative context
• Reframing
• Prototyping
• Critique
• Agile & MVP are incomplete
• New Models
WHAT DESIGN CAN
TEACH BUSINESS:

WHAT BUSINESS
CAN TEACH DESIGN

MARKETS CAN
OPTIMIZE RESOURCES

5
5Saturday, May 7, 2011
NUMBERS ARE
IMPORTANT, NOT
SCARY

5
5Saturday, May 7, 2011
(BUT, NUMBERS
CAN’T MAKE THE
DECISIONS)

STRATEGY AND
TACTICS ARE
DIFFERENT

YOU CAN’T
PROTECT AN IDEA

WHAT IS EXPERIENCE?
WE CANNOT CONTROL  
THE EXPERIENCE

WHAT IS EXPERIENCE?
WE CANNOT CONTROL  
THE EXPERIENCE
BUT WE CAN
STILL DESIGN IT

WHAT IS EXPERIENCE?
VALUE
INTERACTION
DURATION
TRIGGERS BREADTH
INTENSITY

WHAT IS EXPERIENCE?
BREADTH
Product
Service
Brand
Name(s)
Channel/Environment
(Space)
Promotion
Price

WHAT IS EXPERIENCE?
TRIGGERS
Sight
Sound
Smell
Taste
Touch
Concepts
Symbols

Edward Louis Bernays
(November 22, 1891 – March 9, 1995), was an American
pioneer in the field of public relations and propaganda along
with Ivy Lee, referred to in his obituary as "the father of public
relations".[1] Combining the ideas of Gustave Le Bon and
Wilfred Trotter on crowd psychology with the psychoanalytical
ideas of his uncle, Dr. Sigmund Freud, Bernays was one of the
first to attempt to manipulate public opinion by appealing to, and
attempting to influence, the unconscious.
http://en.wikipedia.org/wiki/Edward_Bernays

Louis Cheskin was a
scientiﬁc researcher, clinical psychologist, and
important marketing innovator. Born in Ukraine on
February 17, 1907, he was a one-time Works
Progress Administration (WPA) artistic supervisor.
[1] He died of a heart attack at Stanford University
Hospital on October 10, 1981, age 72.
He observed that people’s perceptions of
products and services were directly related to
aesthetic design, and named this relationship
sensation transference.
Cheskin spent most of his life investigating how
design elements impacted people's perceptions of
value, appeal, and relevance. He also discovered
that most people could not resist transferring their
feelings towards the packaging to the product
itself.
http://en.wikipedia.org/wiki/Louis_Cheskin

WHAT IS EXPERIENCE?
REMINDER:
YOU’RE DESIGNING FOR OTHERS,
NOT FOR YOURSELVES

WHAT IS EXPERIENCE?
DATA INFORMS YOUR PROCESS
AND CHOICES.
IT DOESN’T MAKE THEM FOR
YOU.

WHAT IS EXPERIENCE?
INTENSITY
Reﬂex
Habit
Engagement

WHAT IS EXPERIENCE?
INTERACTION
Passive
Active
Interactive

WHAT IS EXPERIENCE?
DURATION
Initiation
Immersion
Conclusion
Continuation

WHAT IS EXPERIENCE?
VALUE
Meaning
Status/Identity
Emotion/Lifestyle
Price
Function

VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

Does this do what I need...?
VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

...at a price that’s worth it?
VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

How does this make me feel?
VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

Is this me?
VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

Does this ﬁt into my world?
VALUE:
MEANINGFUL
IDENTITY
EMOTIONAL
FINANCIAL
FUNCTIONAL

WHAT IS EXPERIENCE?
VALUE
INTERACTION
DURATION
TRIGGERS BREADTH
INTENSITY
Product
Service
Brand
Name(s)
Channel/Environment
(Space)
Promotion
Price
Passive
Active
Interactive
Meaning
Status/Identity
Emotion/Lifestyle
Price
Function
Sight
Sound
Smell
Taste
Touch
Concepts
Symbols
Reﬂex
Habit
Engagement
Initiation
Immersion
Conclusion
Continuation

WHAT IS MEANING?
Accomplishment
Beauty
Creation
Community
Duty
Enlightenment
Freedom
Harmony
Justice
Oneness
Redemption
Security
Truth
Validation
Wonder
15 CORE MEANINGS:
Deﬁnitions: makingmeaning.org

WHAT IS MEANING?
Accomplishment
Beauty
Creation
Community
Duty
Enlightenment
Freedom
Harmony
Justice
Oneness
Redemption
Security
Truth
Validation
Wonder
15 CORE MEANINGS:
MEANING IS THE DEEPEST
CONNECTION YOU CAN MAKE
WITH A CUSTOMER/USER/
AUDIENCE

WHAT IS MEANING?
Accomplishment
Beauty
Creation
Community
Duty
Enlightenment
Freedom
Harmony
Justice
Oneness
Redemption
Security
Truth
Validation
Wonder
15 CORE MEANINGS:
OUR VALUES ARE DERIVED FROM
OUR CORE MEANINGS

WHAT IS MEANING?
ALL DESIGN IS THE PROCESS 
OF EVOKING MEANING

Research Techniques:
Interviews
Careful Surveys
Shadowing
Laddering
Games, etc.
The Meaning of Things
by Mihaly Csikszentmihalyi

MEANING STRATEGY

WHAT MEANINGS DO YOUR
CUSTOMERS PRIORITIZE?
MEANING STRATEGY
Customer
Meaning
Priorities

WHAT MEANINGS DOES YOUR
ORGANIZATION PRIORITIZE?
MEANING STRATEGYCorporate
Meaning Priorities
Customer
Meaning
Priorities

WHAT MEANINGS DO 
YOU PRIORITIZE?
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities

WHAT MEANINGS DO YOUR
COMPETITORS TRIGGER?
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities

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

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
Community
Wonder
Security
Accomplishment
Security
Wonder
Security
Community
Accomplishment
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
Security
Community
Security
Accomplishment
Security
Wonder
Community
Wonder
Security
Accomplishment
Security
Wonder
Security
Community
Accomplishment
Security
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
Community
Wonder
Accomplishment
Beauty
Accomplishment
Enlightenment
Community
Wonder
Security
Wonder
Accomplishment
Community
Accomplishment
Community
Wonder
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
Community
Wonder
Beauty
Accomplishment
Duty
Enlightenment
Security
Harmony
Accomplishment
Accomplishment
MEANING STRATEGY

Corporate
Meaning Priorities
Team
Meaning
Priorities
Customer
Meaning
Priorities
Competitors’
Meaning Priorities
Community
Wonder
Security
Accomplishment
Security
Wonder
Security
Community
Accomplishment
Security
Security
Community
Security
Accomplishment
Security
Wonder
Community
Security
MEANING STRATEGY

FREEDOM COMMUNITY

JUSTICE ONENESS

Flavor
Bright/
Saturated
Hard,
Artiﬁcial,
Natural
Curvaceous/
Smooth,
Solid,
Sharp/Pointed
Loud,
Simple/Clear,
Musical/Melodious,
Mechanical
Musky,
Bright,
Alcohol,
Forest/Plants
Meaty,
Salty
Accomplishment Triggers
SoundColor Materials Form Aroma

Flavor
Primary Hard Complex Loud Forest/Plants Sweet - Sugar
Community Triggers

Flavor
Muted/
Desaturated Plastic Porous Natural/Organic
Natural,
Floral
Salty
Harmony Triggers

WHAT IS STRATEGY
REALLY?

(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
STRATEGY

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

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…

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.

DESIGN INVIGORATES
STRATEGY

STRATEGY IS 
A HIGH-LEVEL PLAN
(FOR ACTION)

DESIGN IS
A PLAN FOR ACTION
Charles Eames

STRATEGY IS 
ABOUT CONTEXT

TACTICSTRATEGY
Business Strategy
Product Strategy
Design Strategy
Business Plan
Product Strategy
Implementation Plan
Design Strategy
Design Methods

TACTIC
Operational Effectiveness & Productivity
Products & Services (Offerings)
Features/Performance
Price
STRATEGY
Intent, Goals, Mission, Vision, & Culture
Systems
Stakeholders (employees, investors, media,
communities, etc.)

TACTIC
How to make, deliver, and support the best
<offering> possible
STRATEGY
What we should be in the business of

TACTIC
How to make, deliver, and support the best
<offering> possible
STRATEGY
What we should be in the business of (to
begin with)
THE ORGANIZATION
THE OFFERINGS

EXPERIENCE CREATES VALUE

THE SWOT ANALYSIS

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

Competitive
Analysis
TYPICALLY, THESE
ARE SEPARATE:
Environmental
Analysis
Positioning

REGIS MCKENNA: 
CRUSH
Competitive
Analysis
Environmental
Analysis
Positioning
FOCUS! FOCUS! FOCUS!

REGIS MCKENNA: 
CRUSH
Competitive
Analysis
Environmental
Analysis
Positioning
# √

REGIS MCKENNA: 
CRUSH
Competitive
Analysis
Environmental
Analysis
Positioning
!
Qualitative
Research
Quantitative
Research

REGIS MCKENNA: 
CRUSH
Competitive
Analysis
Environmental
Analysis
Positioning
 
TOTAL
STRATEGY
Qualitative
Research
Quantitative
Research

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

ENVIRONMENTAL
ANALYSIS
Uncover Customer Decision Drivers so
you can use them as the basis of your
strategy.

ENVIRONMENTAL
ANALYSIS
In order to build Premium Value, these
decision drivers must explore qualitative
value!
This requires qualitative design research.

ENVIRONMENTAL
ANALYSIS
• Customers seek clarity
• Customers are afraid of technology
• RIM is out, HTML5 is in
• Customers want validation
• Customers worried about their future
• etc.

ENVIRONMENTAL
ANALYSIS
• Clarity
• Fear of technology
• HTML5
• Validation
• Reassuring
X
X
X
X
√
√
√
√
X
X
X
X
X
√
X
X
X
√
X
X
√
√
X
X
X

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

• Clarity • Fear of technology
• HTML5
• Loan Help
• Reassuring
Opportunities
(Biggest
Strengths vs.
Biggest
Weaknesses)
Threats
(Biggest
Weaknesses
vs. Biggest
Strengths)

Better
Worse
Smaller Bigger

Better
Worse
Smaller 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

For Professor Plum that needs to 
kill someone , our noose
is a solution that is silent .
Unlike, Miss Scarlett , our noose  
is purple
.
MADLIBS OF
POSITIONING

EXERCISE 1: 
ENV. ANLAYSIS

ENVIRONMENTAL ANALYSIS
LIST: the top 5 decision-drivers in each:
• Customer Needs and Desires
• Political/Legal
• Technological
• Economic
• Industry-specific
(What are driving change and decisions?)
Note: This must come from research!

ENVIRONMENTAL ANALYSIS
RANK: which have the most impacts
on customer decision-making and
relationships?

EXERCISE 2: 
COMP. ANLAYSIS

COMPARE: how do you rate (on these)
vs. competitors? (0-5)
COMPETITIVE ANALYSIS
YOU:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5
COMP 1:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5
COMP 2:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5
COMP X:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5

YOU:
0
5
3
5
1
COMP 1:
3
4
0
1
4
COMP 2:
0
1
5
3
3
COMP X:
5
3
4
5
5
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5

Issue 1
Issue 3
Issue 5
Issue 2
Issue 4

Issue 1
Issue 3
Issue 5
Issue 2
Issue 4
Issue 1
Issue 5
Issue 4

POSITIONING
For <type of customer/audience>
that <need/care about...>,
our <product, service, company>
delivers <biggest opportunities>.
Unlike, <list weak competitor(s)>,
our <product, service, company>
delivers <biggest strengths>.

EXERCISE 4: 
OPERATIONAL
STRATEGY

OPERATIONAL (INTERNAL) ANALYSIS
LIST: the top 5 issues in each area:
• Operational Effectiveness
• Resource Effectiveness
• Revenue/ROI ($) Effectiveness
• Production/Manuf. Effectiveness
• Delivery/Sales/Support Effectiveness
• Network/Partnership Effectiveness
(What are driving change and decisions?)

YOU:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5
COMP 1:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5
COMP 2:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5
COMP X:
Issue 1
Issue 2
Issue 3
Issue 4
Issue 5
OPERATIONAL (INTERNAL)

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

ﬂourishingbusiness.org
FLOURISHING BUSINESS CANVAS

WORKING WITHIN
“BUSINESS CULTURE”

e a
”Design” & “Business”?
de ¾t

e a
de ¾t
(hint: it’s about “culture”)

e a
de ¾t
(hint: it’s about “culture”) 
(and tools)

e a
de ¾t
(hint: it’s about “culture”) 
(and tools) 
(but, mostly “culture”)

BUSINESS
(DESIGN, ARCH, ENG…)

BUSINESS
(PRODUCT) DEVELOPMENT

“BEAN COUNTERS”
@i“ e ”

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
VALUE

RELATIONSHIP
functional
financial
emotional
identity
meaningful

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

WE ARE IN THE
RELATIONSHIP BUSINESS

WE ARE IN THE
ąll
>

WE ARE IN THE
(it’s only one w ¾ )
ąll
>

Commodity Product Service Experience
WE’RE a ARE IN THE
EXPERIENCE BUSINESS
From: The Experience Economy, Pine and Gilmore
lso

Commodity Product Service Event/Environment
Experience
WE’RE a ARE IN THE
EXPERIENCE BUSINESS
lso

39% Dynamic Innovators
26% Creative Innovators
18% Structured Innovators
10% Ad Hoc Innovators
8% Innovation Outsourcers
8%
10%
18%
26%
39%
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
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 Adverse
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%

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
Insight
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
Insight
Social Media
Brand
Strategy
Customers
Shareholders Stakeholders

Leadership
• Support innovation 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

Design-led Innovation
• Understand business process, 
issues, and terminology
• Develop new ways of com- 
municating customer experience
to non-design peers
• Respect the need (and time) for 
quantitative metrics and decisions
• Work closely with non-designers
• Focus on Total Value!

• Invest time and budget  
toward innovation efforts
• Support innovation efforts 
in other org departments
• Regular dialog throughout  
and within departments
Operations

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

• 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 innovation
leads
• Abandon process when  
necessary
HR

• A person who possesses
hybrid skills of a strategic
business executive and a
creative, problem solving
designer
• a person who puts the
importance of design at the
center of the company
• a catalyst for transformation
and the agent of cultural
change

IF THE RELATIONSHIP IS SO
IMPORTANT, HOW DO YOU
DESIGN A LASTING ONE?

Core Meanings
Triggers
Emotions

Accomplishment
Beauty
Creation
Community
Duty
Enlightenment
Freedom
Harmony
Justice
Oneness
Redemption
Security
Truth
Validation
Wonder
15 CORE MEANINGS:

Start(walkintothestore)
End(walkoutofthestore)

Start(wantorneedsomething
End(boughtit,usedit,
ﬁnallyuseditup)

End?
Heardaboutit—orsomething
else
Sawitorsomethinglikeit
Foundone,touchedit
—probablysomeoneelse’s
Wentonline
Wentintothestore
Sawanadvertisement
Boughtit
Usedit
Repairedit
Leantit
Replacedit

CustomerDies
Heardaboutit—orsomething
else
Sawitorsomethinglikeit
Foundone,touchedit
—probablysomeoneelse’s
Wentonline
Wentintothestore
Sawanadvertisement
Boughtit
Usedit
Repairedit
Leantit
Replacedit

Ordinary World Extraordinary World
Everyday,IntheOrdinaryWorld
CalltoAdventure
Refusal
MeetingWithTheMentor
CrossingTheThreshold
Tests,Allies,andEnemies
ApproachToInmostCave
Ordeal
Reward(SeekingTheSword)
TheRoadBack
Resurrection
ReturnWithTheElixir

TRANSMEDIA
EXPERIENCE
ARCHITECTURE
#ALGREN
LEGEND ...
= MONOMEDIA
= INTEGRATED MEDIA
= TRANSMEDIA
1
3
2
= PERSONA INFLUENCE
= NARRATIVE INFLUENCE
= PRODUCT
= MEME
= COLLABORATIVE INTENTION
THINKSTATE // 2011.03.08
CORE NARRATIVE
chapter & verse
STORYWORLD
PARTICIPATORY
CH
CH
CH
CH
CH
CAUSE
CAUSE
CAUSE
CAUSE
CAUSE
CAUSECAUSE
SCHOOL
CONTEST
ACTING
JOHNNY DEPP
CAUSE
SOCIAL ??
POLITICAL ?
?
?
?
COUNTER CULTURE ?
BLOGS ?
?
?
?
ABSTRACTS
INSTITUTION
TV
ART SHOP
MUSIC CONTEST
?
WIKIS ?
MICHAEL MANN ?
?
WILLIAM FRIEDKIN ?
PHILIP KAUFMAN ?
CHCHCH
EP EP
eBOOK
graphic novels
abstracts
METANARRATIVE
METANARRATIVE
3
1
FILM
documentary ( NF )
feature ( F )
3WEBISODIC
algren centric
artist centric
32
2
2
2
STORYWORLD
CH
CAUSEWIKI
WIKI
WIKI
WIKI
WIKI
CH CH CH
LIVE EVENTS
gallery
concerts
MEMETIC MEDIA
lumines
memes
phenoms
3
1
3
1 1
3
2
3
2
GAMING
LARP
ARG
BAR
MATCH
POETRY COMPETITION
? EP
? EP
? ?
EP
?
EP
EP
EP
?
? ?
?
?
LOU REED?
?
TOM WAITS?
?
?
PARTICIPATORY
PARTICIPATORY PARTICIPATORY
?
WIKI
WIKI
INSTITUTE
?? ???
PERFORMANCE ART

JOURNEY MAP vs WAVELINE
•Maps touchpoints
•Maps functions
•Design 4 touchpoints
•Design 4 relationships
•Maps experiences 
(“change in people”)
•Maps emotions,  
values & meaning
•Maps value  
(and, opportunities)
• Can map triggers
• Places opportunities  
in context & time

© SCANSION 2014Consumer 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.
augue aliquet nec.
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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Confusion
Anxiety
Frustration
INTENSITY
T I M E
2 3
1
2
1
3
Beauty
Wonder Creation Acco
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 f
right
Explaining the key
touchpoints during
exploration
PC Learning
Experience
Video
Getting diverse
opinions
Exploring the
touchpoints
PC Learning
Experience
Powerpoint

Learn outcome
Obtain
ballot
Vote
Watch ongoing
tally
Parents/Family Travel TravelDo itSchool Find out how
Learn & Develop Awareness VoteRegister to Vote Tally Results
Dad annoyed,
doesn’t want to
be interrupted
when he reads
the newspaper
Watches dad
read newspaper
Attend to parents
Election Day party
Starts using
facebook
Sees campaign
ads on lawns
Brother comes
back from
Sees campaign
ads on TV that
look interesting
Watch the
Election
reports on
TV, party with
parents and
friends
Sees TV ad
that’s un-
fairly criticiz-
es favorite
presidential
candidate
See TV ad that
unfairly criti-
cizes favorite
president
candidate
Sees analysis of
the election and
begins to see a
balanced view
of what hap-
Reads her
name in the
local paper
Read about
Ebola on FB
Reads about have
Ebola on FB will be
contained
Friends didn’t
do well either
on assignment
Talk to friends
whose parents
rent reacted
the same cay
Friend blocks Jill
on FB
Parents upset of the
presidential candi-
date who won
Studies Government
5yh grade and does
poorly on assign-
ment
Government class
teacher gives her
C- on current events
assignment
+
0
-

CURRENT vs IDEAL
INITIATION ENGAGEMENT CONCLUSION
SUMMONS APPEAR SELECTION TRIAL DELIBERATION VERDICT
4-8 WEEKS 1-2 DAYS 1-4 DAYS 1 WEEK
DISMISSEDNOT CALLED IN
1 DAY - 2 WEEKS
NOTIFIED
SCHEDULING
IMMERSION
PRE-SUMMONS
APPEAR
WAIT
SELECTED TRIAL
DELIBERATE
VERDICT
POST
DISMISSED
POST
JURY DELIGHT | MEANING STRATEGY | EXPERIENCES STUDIO 21
With the new waveline, even people who do not serve on a case ﬁnd the
experience meaningful
• All three personas are satisﬁed

Current Experience Waveline
Ideal (Best) Experience Waveline

Touchpoint
Opportunity 1
Touchpoint
Opportunity 2
Touchpoint
Opportunity 3
Current Experience Waveline
Ideal (Best) Experience Waveline

You’re already doing this 
(somewhat)

Now go it ¾
You’re already doing this 
(somewhat)

QUANTITATIVE
Opportunity 1 Opportunity 2 Opportunity 3 Opportunity 4
USEATION SETUPPURCHASE
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tibulum
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nia lacinia
d mattis
Nulla
tibulum
consec-
nia lacinia
d mattis
Nulla
tibulum
consec-
nia lacinia
d mattis
Nulla
tibulum
augue aliquet nec.
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augue aliquet nec.
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tetur adipiscing elit. D
mauris non faucibus. C
lectus. Nunc ac ornare
rutrum commodo odio
augue aliquet nec.
Lorem ipsum dolor s
rutrum commodo odio
augue aliquet nec.
Lorem ipsum dolor s
rutrum commodo odio
augue aliquet nec.
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rutrum commodo odio
augue aliquet nec.
augue aliquet nec.
augue aliquet nec.
augue aliquet nec.
Confusion
Anxiety
Frustration
Boredom
2 3 4
1
2
4
1
3
Beauty
Wonder Creation Accomplishment
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
Form vs Function
Company & Tech
On software things
just disappear
Just search it...
Explaining the key
touchpoints during
exploration
Getting diverse
opinions
Exploring the
touchpoints
blindspotbook.org

Your
Company
customers
(end users)
NGOs
media
community
(geographic)
partners
labor unions
retailers
local
government
wholesalers
the
Environment
lobbyists
trade
associations
employees
distributors
regional
government
courts suppliers &
manufacturers
insurers &
reinsurers
shareholders
banks
investors
institutional
investors
competitors
Your 
Company
industry
STAKEHOLDER ANALYSIS

Competitive
Analysis
Environmental
Analysis
Positioning
!
Qualitative Research
Quantitative Research
INTEGRATED MARKET STRATGY

PC Customer Experience Waveline
USEEXPLORATION SETUPPURCHASE
Experiences + Touchpoints
INTENSITY
T I M E
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.
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
4
5
6
2 3 4 5 6
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 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
1 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,
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 B
Google search Lorem
ipsum dolor sit amet,
consectetur adipiscing
elit. Sed ullamcorper, elit
vitae eleifend euismod
3 Segment C
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
euismod
Windows 8 two modes
euismod
Go
cus
dir
find
the
ma
thi
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
Google
Search
Google
Search
Google
Search
Google
Search
Sales associateSales associate
Friends &
Family
Friends &
Family
Friend
Famil
Friend
Famil
sometime used by th
customer as a resour
to make sure the pro
sets are being follow
to get computer set
Wonder
Truth
Beauty
Frustration Shock
Anxiety
&
Fear
Frustration
Meandering
Excitem
ent
Validation
Trust
Excitem
ent
Discovery
Freedom & Oneness Com
Computer crashing #5
WiDi confusion #3
Key touchpoints #4
Video #1
#2 Calling store to get
information about WiDi
#6 Excitement about
new computer
Video Jim
@ 58 minutes
Video Jim @ 58 minutes
setting up #7
Dragon setup #13
WiDi works #16
Internet Explorer - can’t
delete #12
© SCANSION 2014
WAVELINE

This Sustainability Scorecard is intended to help critically evaluate proposed project solutions across multiple concerns
of sustainability and value-creation. The objective is to arrive at a score for each of the strategies below with notes
about the solution’s impacts.
Instructions: Self-rate the positive impacts and performance of your solution, from 0-4, in each of the following
twenty principles along the four scoring levels (to the right).
Credits: Based on the AIGA Living Principles (thanks to Phil Hamlett and Gaby Brink), Natural Capitalism Solutions
and Presidio Graduate School’s Sustainability Helix, and the book Design is the Problem.
Sustainability Scorecard www.designmba.org
140314
Material Substitution
System Solution
Need & Usefulness
Cultural Vitality
Atoms to Bits
Project Name:
Localization
Value / Benefits
System Solution
Governance
Transparency
System Solution
Waste to Food
Durability
Reuse
Recyclability
Disassembly
Dematerialization
Financial Vitality
Desirability
Meaning
Product > Service
Business Model Innovation
Diversity > Reslience
Stakeholder Engagement
Justice
Diversity > Reslience
To what extent have you minimized materials and energy throughout manufacturing, distribution, use,
recycling, and disposal? What more an be eliminated?
To what extent have you minimized transportation throughout manufacturing, distribution, use, recycling,
and disposal? Can products be used, serviced, repaired, recycled, remade, and disposed of locally?
Can physical products be transformed into digital ones (informationalization) and provide the same or more
value for less energy and material impact? Can you send the “recipe” for local manufacturing instead?
Did you consider a rental, leasing, or service model to manage physical products more efficiently across
more users throughout its lifecycle (amortizing the impacts of materials and energy across more use)?
To what extent does the solution reduce or eliminate waste? Have you designed through the lifecycle for
when the solution’s life span is complete? Are the waste products designed as inputs for other processes?
How much recycled content is used in the manufacturing process and throughout the lifecycle? Are the
materials, sub-assemblies, or parts used easily recylcable in standard recylcing systems?
Have materials and energy sources been selected based on their ecological impacts? Does the project
justify the physical materials involved or, if it can, would it better exist digitally or virtually?
To what extent do the values of yourself, your client, and/or the owner of this project support the values of
its intended audience and customers throughout its life cycle? Is the solution healthy and just?
On what levels does the solution create value? Is it measured? Is value considered and reported in addition
to profit? Does the project provide short- and long-term economic benefits in sustainable ways?
Does the solution communicate meaning, and how are your customers and stakeholders acting upon
them? Are positive emotional reactions triggered? Are negative impacts addressed?
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
0 1 2 3 4
How easy is it to disassemble your product once discarded? Are the materials clearly labeled, the parts
easy to take apart? Are they made of only one material or several?
How well does the solution fulfill individual and societal needs via product, message, service, or experi-
ence? Does this project enhance the lives of its makers and users in the long term?
Do the impacts of the solution and organization hurt others, denigrate, or enslave others? Does it promote
the resolution of conflicts among communities and stakeholders?
Do you, the client, and/or the organization that owns and implements the solution have structures and poli-
cies to govern its affairs in appropriately diverse and inclusive ways?
Do you, the client, and/or the organization that owns and implements the solution have structures and poli-
cies to engage and consider impacts and value on multiple stakeholders (and not merely shareholders)?
Does the project promote cultural diversity over homogenity? Does the solution and the organizations con-
nected to it incorporate diverse cultural needs?
To what extent does this project create prositive impacts on all stakeholders and communities throughout
its life cycle, from makers to users to those involved in its disposal?
Is this solution developed to sustain itself financially? Does it rely on hidden costs and externalities to be
cost-effective? Does the solution offset external costs in some way?
Was the economic system around this solution considered, and do the financial impacts benefit a sustain-
able economy? Who gains economic value from this solution?
In what ways does this project compel people to transition to a more sustainable lifestyle choices? To what
extent does it promote and represent resilience, justice, and cultural vitality of all stakeholders?
To what extent has the solution been designed to have a secondary uses (when its primary use is done)?
To what extent has the solution been designed with materials that allow it to have an extended lifespan. Is it
repairable, upgradable, and servicable?
To what extent has the solution represent what the audience or customers actually want? Is the solution
designed to appeal to customers for a long time (in order to keep it relevant in their lives)?
Does the solution and the organization that implements it communicate transparently and honestly about its
intents and impacts? Are policies and activities stated and reported transparent?
Does the solution promote positive attitudes and values, both in intent and execution? Does this project
take into consideration the unique needs of various or local cultures?
BusinessasUsual
ExploringConcepts
ImplementingSolutions
ExhibitingLeadership
AchievingRestoration
ECOLOGICAL Strategies & Impacts
FINANCIAL Strategies & Impacts
SOCIAL Strategies & Impacts
CULTURAL Strategies & Impacts
Actions and issues that affect natural systems, including climate change,
preservation, carbon footprint, and restoration of natural resources.
Actions and issues that affect how people and organizations meet their basic needs, evolve,
and define economic success, value, and growth.
Does the business model for this solution innovatively add value and serve stakeholders in better ways? Is
it designed to sustain value in the long-term?
CORPORATE Strategies & Impacts
Actions and issues that affect all aspects of society, including poverty, violence, injustice, edu-
cation, healthcare, safe housing, labor and human rights.
Actions and issues that affect how communities manifest identity, preserve and cultivate tradi-
tions, and develop belief systems and commonly accepted values.
Actions and issues that affect how corporations create value, organize themselves, and respond
to the values of the communities around them.
SUSTAINABILITY SCORECARD

Integrated Bottom Line Accounting
INTEGRATED BOTTOM LINE

QUANTITATIVE
Implementing
Getting things done
Optimizing
Turning abstract
ideas into practical
solutions and plans
Generating
Getting things started,
finding new problems
and opportunities
Conceptualizing
Defining problems and
putting ideas together
Basadur Creative Problem-Solving Profiles:
www.basadurprofile.com

Implementing
Getting things done
Optimizing
Turning abstract
solutions and plans
Generating
and opportunities
Conceptualizing

QUANTITATIVE
Implementing
Getting things done
Optimizing
Turning abstract
solutions and plans
Generating
and opportunities
Conceptualizing

YOU
CAN
ONLY
INNOVATE
FOR
THAT
WHICH
YOU
CARE
ARE
WHERE
YOUR
DRIVES
ENERGY
FOLLOWS
ATTENTION IS
LEADERS AN
GENERATE
CONVER-
SATIONS
WHICH
CREATE
VALUE
COMMIT-
MENTS
WHICH
ENABLE
ACTIONS
WHICH
DRIVE
GENERATIVEOF
RESULTS
INNOVATION
WHICH
ONLY
EXISTS
RELATION-
SHIP
WITHIN AN
AWARENESS CREATES CHOICE
IS AN
ASSESSMENT
THAT
PROVOKES
IS
GROUNDED
FOR
ACTION
WITH
THE
PROPER
FRAME DOMAIN PURPOSE
AND
SUPPORTING
ASSERTIONS
AND
INTRA-
PRENEURS
EXPERIENCE
PERFORMERS
SEEK
ARE
CLEARLY
CAN
STILL
SEEK
ENTRE-
PRENEURS
SEEK
OPPOR-
TUNITIES
OPPOR-
TUNITIES
MUST WORK
WITHIN THE
CULTURE
FOR
CONVER-
SATIONS
DECLARE
ORGANIZ-
ATIONS
LEADERS
REVOKE
FOR
BETWEEN
A
A
FOR
MANAGERS
GROWTH
EFFICIENCY
ORGANIZ-
ATIONS
WITHIN
THE
ORGAN-
IZATION
INI
NEW
TEAMS
ARE
GROUPS
WITH A
SHARED
CLEAR
PROMISE
OF
FUTURE
IF
MEANING
IS AN
ASSESSMENT
OF REALITY
WHOSE
PRIORIT-
IZATION
AND
EXPRESSION
MANIFESTS
IN
VALUES
PEOPLE
TO WHICH
OTHERS
CONDITIONS
COMMIT
CHANGE
AND
VALUES
BREAK-
DOWNS
RESULT
FROM
COGITIVE
BLINDNESS
DOMAIN
BLINDNESS
OF
THEIR
COMMIT-
MENTS
NEGLECTING
TO MODIFY
COMMIT
TO
SHARED
MISSIONS
& GOALS
VISIONS ACTIONS
WITHIN
THE
ORGAN-
IZATION OWNERSHIP
ROLES &
STRUCTURES
TRUST
IS
THE
RESULT
OF
SINCERITY
COMPETENCE
RELIABILITY
AND
THE
FUTURE
CUSTOMERS MAKE A
FOR
ACTIONS
WITH A
REQUEST
BASED ON
DECLAR
-ATIONS
WITH
ARE MET
WITH AN
WITHIN
A
RELATION-
SHIP
CONDITIONS
FOR
SATISFACTION
OFFER
WHICH
FOLLOWED
BY A
PERFORMERS
PROMISE
MEET
WITH A
PROMISE
AFTER A
CUSTOMERS
CAN
ACCEPT
DECLINE
NEGOTIATION
COUNTER
OFFER
COUNTER
OFFER
OR
COMMIT
TO
COMMIT
DURING A
CUSTOMERS
OR
CAN
STILL
COMMIT
TO
COMMIT
CANCEL
...we (effectively or not)
have or not.
The cause of all outcomes
(positive & negative) are the...
Awareness and attention
shape the kind of observers
and actors we are.
Types of value: functional,
financial, emotional,
identity, and meaningful.
Whether they acknowledge
it or not, all organizations are
in the relationship business.
Whether they acknowledge
it or not, all organizations are
in the experience business.
... can be measured
(unlike many things)
• passion & ownership
• lack of commitment
• compliance & obligation
If you don’t change actions,
you can’t chance results.
...is action, not intent. You
only care for those things
in which you invest energy,
time, or sometimes money.
Conversations for Action
include: a request for
participation, negotiation,
performance, & acceptance.
(defer until later)
... should display,
confidence,authenticity,
and centeredness.
(in accordance with standard
community practices)
(requires a speaker and a
hearer and should articulate
the concern to be addressed)
..are one kind of stakeholder.
Others include employees,
NGOs, suppliers, partners,
government media, Nature...
(of future action, to accept
decline, etc. withinset time
period and resources)
How the people and
things that you CARE
about connect to your
experience.
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
performer + individual
listener + performer’s
promise + background
of obviousnss +
conversation for action
The conditions people ask
others to commit to so that
their concerns are cared for.
(does the assessment fit
the listener’s beliefs?)
(to what community,event,
discourse, discussion, or
situation, does it apply?)
Shouldberelevanttothedomain
andpurposeandconsistentwith
commonstandards.
Assertionsarenevertrueorfalse
butshapeyourposturetoward
futurepossibilities.Listeners
orientthemselveswithinthe
assertion’sframeopeningand
closingotheropportunities.
Thereareatleastsixdimensions
ofeveryexperience:intensity,
duration,breadth,interaction,
value,andtriggers.
A fact for which you offer
to provide evidence if
requested.
(what’s the point and
concerns? does anyone
care?)
Generative systems
naturally generate change
and interaction by their use.
Innovation is the adaptation
of a new practice within a
community.
Innovation processes involve:
• Sensing: bringing forth new possibilities that bring value to the community
• Envisioning: building compelling stories of how things could be
• Offering: presenting a proposed practice to community(leaders), who commit to consider it
• Adopting: community members commit to trying the new practice for the first time
• Sustaining: (Adopting) for its useful life
• Executing: carrying-out action plans that produce and sustain adoption
• Leading: Proactively working to produce the outcomes of the previous 6 practices and overcoming the struggles along the way
• Embodying: achieving a level of skill at each practice that makes them automatic, habitual, and effective even in chaotic situations.
CAN
ONLY
TRANSFER
WITHIN A
MAPA
...to coordinating actions
(including declarations of
authority within the team)
(of the organization, team,
and the people within them)
(people must also be fair,
honest, just and respectful
of others’ interests)
(including processes)
(including the assessment
of these)
Howthepeopleandthingsthat
youcareaboutconnecttoyour
experience.
Thereare15coremeanings
thatdefinehowpeopleframe
theworldaroundthem.
Peoplecanprioritizethesame
coremeaningsyetexpress
themdifferently.
Any number of people can
collaborate but they aren’t
automatically a team.
“Clear” and “simple” are
different. Clarity can exist
regardless of complexity.
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.
Those who make offers
commit to be satisfied
when these are delivered.
People commit to fulfill
offers made and accepted
by others.
...is the chief reason for
contracts to have so many
stipulations.
...hasbecomeitsowngoal
insteadofjustameanstoa
largergoal.
(failing to discontinue or
modify obsolete practices
or business models)
acceptance, performance,
conditions of satisfaction,
etc.)
(missing conversations,
cutomers, performers,
requests, promises,
GENERATIVE COMMUNICATIONS

SUSTAINABILITY HELIX
Stage 0:
Unsustainable
“Business as Usual”
Stage 1:
Exploration
Stage 2:
Experimentation
Stage 3:
Leadership
Stage 4:
Restoration
High degree of organizational alignment
Stakeholders & CommunitiesGovernance and Management
Operations and Facilities
Design and Process Innovation
Human Resources and Corporate Culture
Marketing and Communications
Partnerships and Stakeholder Engagement
www.natcapsolutions.org/tools/management-helix/

LASER MANUAL
www.natcapsolutions.org/tools/laser-local-action-for-sustainable-economic-renewal/

SOCIAL IMPACT ASSESSMENT
Activities
What do people do
with your solution?
What activities are
involved?
What positive
impacts result from
those activities (in
both ﬁnancial and
non-ﬁnancial forms)?
How do these
results accumulate?
How are these
measured?
Impacts Accumulated Results> >

MEANING STRATEGY
Accomplishment
Beauty
Creation
Community
Duty
Enlightenment
Freedom
Harmony
Justice
Oneness
Redemption
Security
Truth
Validation
Wonder
15 CORE MEANINGS:

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

EXPERIENCE MODEL
BREADTH
Product
Service
Event
Place
DURATION
Initiation
Immersion
Conclusion
Continuation
TRIGGERS
Sight
Sound
Smell
Taste
Touch
Concepts
Symbols
Name(s)
Price
VALUE
Meaningful
Identity
Emotional
Financial
Functional
INTENSITY
Reﬂex
Habit
Engagement
INTERACTION
Passive
Active
Interactive

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