I've been teaching entrepreneurship to designers for just over a year now, but I've been amazed at swift and powerful the results are. Designers feel able to participate in hard product discussions, uncover and promote insights to improve the business model and even make better decisions about their personal life, from salary negotiation to budget making. That's bc entrepreneurship is a microcosm of business, simple yet complete. Along with technology and user research, business must be a common core in design education. Entrepreneurship is the best way to do it.
10 reasons to teach entrepreneurship to kidsSlideSupply
This document outlines 10 reasons why entrepreneurship should be taught in classrooms. It argues that entrepreneurial skills are essential for the 21st century job market. Teaching entrepreneurship allows students to learn core subjects like math and language arts through a real-world context. It also fosters skills like teamwork, communication, and financial literacy. Exposing students to entrepreneurship can help uncover talents in underperforming students and make learning fun by bringing concepts to life. Overall, entrepreneurship education provides rewarding benefits for teachers, parents, and students.
This document discusses myths about working in advertising and provides tips for getting a job in the industry. It addresses common misconceptions that advertising is unethical, easy to break into, and always glamorous. The document also outlines the two main career paths in advertising - creative or accounts - and advises researching agencies, sending tailored cover letters and resumes, interning, and dressing professionally for interviews.
SearchLove San Diego 2015 | Jose Caballer & Chris Do, 'Continuous Alignment o...Distilled
Learn how you can create the ultimate marketing team culture, with this unique and interactive micro-workshop. Creative process hackers Chris Do and Jose Caballer will share with you their proven tools to effectively define customer segments and powerful marketing tactics in a collaborative fashion.
The document is an employee handbook for Crispin Porter + Bogusky, an advertising agency. It provides an overview of the agency's culture and approach to work. Some key points include:
- The agency sees itself as a "factory" that produces marketing products for clients, not a service business. Great work is the priority over client demands.
- Employees are expected to have a strong work ethic and passion for advertising. The culture emphasizes creativity, spontaneity, and helping others to produce great work.
- Meetings are kept short and work is the priority. Employees are encouraged to ignore department boundaries and help each other complete projects.
- Deadlines are taken very seriously, as
The document discusses the importance and purpose of creative briefs. It explains that briefs help creatives understand the problem to be solved, the target audience, and the desired response. This allows creatives to focus their efforts and come up with a single, clear proposition or solution (the "single minded proposition") to address the client's needs. The document provides examples of good and bad briefs, and how well-written briefs led to successful ad campaigns.
Bootstrap Business Seminar 5: Creating an Awesome BrandCityStarters
The 5th Seminar in our Bootstrap Business Seminar series looks at how to create an awesome brand with Creative Director at Branding Agency One Ltd, Ben Mumby-Croft.
The document provides guidance on how to write an effective creative brief in 3 steps or less:
1) The creative brief should focus the creatives by including a single-minded proposition, target audience, desired consumer response, and relevant insights in a concise one-page document.
2) An effective brief tells the story of the client's problem and objectives simply without unnecessary details. It inspires rather than instructs creatives.
3) Following a structured approach like the 6.5 STM brief format can help create a clear brief and avoid potential issues that come from an unclear or incorrect brief.
Top 20 tips for entrepreneurship and small businessAhmed Samy
Believe in your business and take control of your work and life through entrepreneurship. Find a supportive business partner to meet with regularly and read both success and failure stories from other entrepreneurs to expand your thinking. Properly manage your time as an entrepreneur by avoiding wasting time on unproductive activities like excessive social media. Entrepreneurship requires stamina and is a marathon rather than a sprint, so focus on continuously building your endurance.
10 reasons to teach entrepreneurship to kidsSlideSupply
This document outlines 10 reasons why entrepreneurship should be taught in classrooms. It argues that entrepreneurial skills are essential for the 21st century job market. Teaching entrepreneurship allows students to learn core subjects like math and language arts through a real-world context. It also fosters skills like teamwork, communication, and financial literacy. Exposing students to entrepreneurship can help uncover talents in underperforming students and make learning fun by bringing concepts to life. Overall, entrepreneurship education provides rewarding benefits for teachers, parents, and students.
This document discusses myths about working in advertising and provides tips for getting a job in the industry. It addresses common misconceptions that advertising is unethical, easy to break into, and always glamorous. The document also outlines the two main career paths in advertising - creative or accounts - and advises researching agencies, sending tailored cover letters and resumes, interning, and dressing professionally for interviews.
SearchLove San Diego 2015 | Jose Caballer & Chris Do, 'Continuous Alignment o...Distilled
Learn how you can create the ultimate marketing team culture, with this unique and interactive micro-workshop. Creative process hackers Chris Do and Jose Caballer will share with you their proven tools to effectively define customer segments and powerful marketing tactics in a collaborative fashion.
The document is an employee handbook for Crispin Porter + Bogusky, an advertising agency. It provides an overview of the agency's culture and approach to work. Some key points include:
- The agency sees itself as a "factory" that produces marketing products for clients, not a service business. Great work is the priority over client demands.
- Employees are expected to have a strong work ethic and passion for advertising. The culture emphasizes creativity, spontaneity, and helping others to produce great work.
- Meetings are kept short and work is the priority. Employees are encouraged to ignore department boundaries and help each other complete projects.
- Deadlines are taken very seriously, as
The document discusses the importance and purpose of creative briefs. It explains that briefs help creatives understand the problem to be solved, the target audience, and the desired response. This allows creatives to focus their efforts and come up with a single, clear proposition or solution (the "single minded proposition") to address the client's needs. The document provides examples of good and bad briefs, and how well-written briefs led to successful ad campaigns.
Bootstrap Business Seminar 5: Creating an Awesome BrandCityStarters
The 5th Seminar in our Bootstrap Business Seminar series looks at how to create an awesome brand with Creative Director at Branding Agency One Ltd, Ben Mumby-Croft.
The document provides guidance on how to write an effective creative brief in 3 steps or less:
1) The creative brief should focus the creatives by including a single-minded proposition, target audience, desired consumer response, and relevant insights in a concise one-page document.
2) An effective brief tells the story of the client's problem and objectives simply without unnecessary details. It inspires rather than instructs creatives.
3) Following a structured approach like the 6.5 STM brief format can help create a clear brief and avoid potential issues that come from an unclear or incorrect brief.
Top 20 tips for entrepreneurship and small businessAhmed Samy
Believe in your business and take control of your work and life through entrepreneurship. Find a supportive business partner to meet with regularly and read both success and failure stories from other entrepreneurs to expand your thinking. Properly manage your time as an entrepreneur by avoiding wasting time on unproductive activities like excessive social media. Entrepreneurship requires stamina and is a marathon rather than a sprint, so focus on continuously building your endurance.
This document provides 10 tips for startup branding. It discusses establishing a brand identity aligned with company goals, developing clear messaging and positioning, focusing on customers, implementing a Net Promoter Score system, managing the brand like a flagship product with ongoing development, ensuring a good user experience, allocating a brand budget, taking a team approach to branding, treating the brand as a living entity that needs ongoing nurturing, and provided resources for further information.
How to Create a Killer Creative Brief with Wild AlchemyUnited Adworkers
United Adworkers had the honor of hosting Lynette Xanders with Wild Alchemy to share her incredible knowledge and insights on "How to Create a Killer Creative Brief". For more information about Wild Alchemy and Lynette Xanders, visit WildAlchemy.com.
This document provides an overview of account planning, including definitions of account planning and related strategy and tactics. It discusses the role of the account planner in an advertising agency and provides examples of their daily responsibilities. Tips are provided on writing briefs, finding real problems, developing insights, and asking the right questions of clients. The importance of considering category, culture, consumer, and company is emphasized for developing effective advertising campaigns.
Entrepreneur's guide to building a memorable startup brandIryna Nezhynska
This guide is my contribution to the global startup community.
The goal: to change the overall early business’s mindset that branding is “always a long and expensive process that is available for big companies only”. It used to be, but it is no longer a truth. Moreover I wanted to remind startups that in the era of product overload, your success depends on how people will perceive you and what emotions will turn them into your customers.
That is why I created this step-by-step guide to building a Minimum Viable Brand for startups. It will help you to create product that people will love.
My personal project.
Please, visit my portfolio: behance.net/eirena
And don't forget to click "Appreciate this", if you really like my work :)
All copy is written by my own. And all
This document provides information about a creative consultancy business and the services it offers. The consultancy believes in starting with customer insights and applying creative perspectives to commercial problems. It can help with market research, creative ideas and execution, public relations, content strategy, and more. The consultancy works with talented designers and directors to ensure creative work is of the highest quality. Examples are provided of past work redesigning brand identities, websites, advertisements, and other projects. Contact details are provided at the end.
If the notion of brand seems a bit abstract to you, this book by https://www.andcards.com/ will fill all the knowledge gaps. You will learn the definition of brand, study examples of bad and good brand positioning and get the right directions to build a powerful brand for your business, be it a coworking space or any other industry.
This document provides information on personal branding and networking. It discusses defining personal attributes and core values to develop a personal brand statement. Personal branding is presented as a way to increase authority and encourage interactions that create opportunities. The document also covers networking best practices, including developing relationships and defining mutual benefits. Challenges some may face in networking related to gender, appearance or personality type are acknowledged, with advice on emphasizing strengths.
Personal Branding - The Secrets to Managing the Brand called YOU! Mo Seetubtim
This document discusses personal branding and how to brand yourself like popular brands. It recommends six steps: 1) Define what makes you distinctive like popular brands do, 2) Increase your visibility through blogging, public speaking, and social media, 3) Maintain consistent branding messages, 4) Project an aura of influence and leadership, 5) Continually enhance your brand's value through new skills and experiences, and 6) Regularly review your personal mission statement and brand perception. The overall message is that you are the CEO of your own brand and should treat yourself like a brand to advance your career.
The document discusses how individuals need to brand themselves as "Me Inc." in today's economy. It emphasizes that each person is the CEO of their own brand and needs to think about what makes their personal brand distinctive from others. Some key points made are:
- Each person needs to understand what their unique value proposition is and how they can distinguish themselves from colleagues through their strengths, accomplishments, work quality, and problem-solving abilities.
- Individuals should think of themselves as a brand and focus on their features and benefits just like corporate brands do - by identifying how what they offer creates value for clients or customers.
- To stand out, a person needs to promote their personal brand and strengths, think
The document discusses how individuals need to continually market themselves and build their personal brand in a changing job market. It emphasizes the importance of networking to learn about different careers and opportunities. Effective networking involves introducing oneself with a brief, memorable metaphor about one's skills and background, followed by an open-ended question to start a conversation. Professional organizations are also recommended for further developing one's network.
We're on a mission to democratize entrepreneurial education.
This the foundr culture deck where we showcase what we believe at foundr and the values that are important to us.
For more information about us go to foundr.com
Welcome To The Future Of Work - Hybrid Work Danny Denhard
2021 is going to reshape business more than any other year in history, here are predictions of what the future of work will look like, why work from anywhere is going to the major trend for years to come and why brands need to connect physical and mental health. Be inspired by the future work co and their approach to work & find out the software of the future
1) The document provides exercises and guidance for personal branding, including defining one's vision, purpose, goals, attributes, values, and passions.
2) It instructs the reader to identify their target audience through demographics like age and location, as well as psychographics like interests and activities.
3) Advice is given on communicating one's brand through becoming an expert, public speaking, and using various communication tools, while continually assessing and improving the brand over time.
This document discusses moving advertising and branding toward more participatory and interactive models. It suggests conceptualizing brands as APIs and platforms that allow users to project themselves. The author advocates for generating campaign models with as little waste as possible using lean startup principles of continuous learning through prototyping, testing and customer interaction. A process of customer discovery is outlined involving generating hypotheses, talking to customers, being honest about findings and repeating the process of learning and building minimal viable products or campaigns.
A Planner's Playbook - Everything I learned about planning at Miami Ad School...Sytse Kooistra
After being in advertising for 4 years, I needed some new guidance and inspiration as a strategist. And that is exactly what I found: I spent the summer of 2013 with 17 other (soon to be) planners from all over the world attending the Account Planning Bootcamp at Miami Ad School New York.
Thanks to the 38 industry heroes and instructors that shared their knowledge and coached us in those 3 months, I learned more than I ever could imagine about planning.
'A Planner's Playbook' is my attempt to summarize all that wisdom in 30 short nuggets (or plays, to stick with the metaphor of a playbook) and share it with you. I left out all the difficult frameworks and models and kept in simple by just stating, in my opinion (and in that of my instructors), what a planner should be and do.
Enjoy reading.
The document discusses bridging the gap between designers and clients. It argues that designers often blame clients for not understanding design, but that it is the designers' responsibility to educate clients and make the design process simple. The author provides five tips for designers: 1) make clients feel involved in ideas, 2) simplify complex processes, 3) understand clients' strategies and goals before designing, 4) communicate designs in ways clients can understand, and 5) truly care about clients' businesses. The goal is for designers and clients to collaborate as a team.
If people are an organization’s greatest asset, why do so many businesses still treat them as a liability? When faced with business downturn or disruption, workforce cuts are wide, deep, and often feel indiscriminate to those left to deal with collateral damage. No wonder the term “Human Capital” is associated with an interchangeable cog in a profit-making machine. But what if organizations treated Human Capital with the same respect assigned other financial assets? Could the emerging Knowledge Age economy demand we reInvent how we value our workforce?
TeachMe is a platform that connects students and teachers for online learning. It allows students to find teachers for a variety of skills and provides a secure payment system. The founders aim to expand the platform to allow teachers to manage students, students to track their progress and rate teachers, and facilitate safe monetary transactions. They plan to generate revenue through payment services, premium features, and certifications/qualifications over time.
This document provides 10 tips for startup branding. It discusses establishing a brand identity aligned with company goals, developing clear messaging and positioning, focusing on customers, implementing a Net Promoter Score system, managing the brand like a flagship product with ongoing development, ensuring a good user experience, allocating a brand budget, taking a team approach to branding, treating the brand as a living entity that needs ongoing nurturing, and provided resources for further information.
How to Create a Killer Creative Brief with Wild AlchemyUnited Adworkers
United Adworkers had the honor of hosting Lynette Xanders with Wild Alchemy to share her incredible knowledge and insights on "How to Create a Killer Creative Brief". For more information about Wild Alchemy and Lynette Xanders, visit WildAlchemy.com.
This document provides an overview of account planning, including definitions of account planning and related strategy and tactics. It discusses the role of the account planner in an advertising agency and provides examples of their daily responsibilities. Tips are provided on writing briefs, finding real problems, developing insights, and asking the right questions of clients. The importance of considering category, culture, consumer, and company is emphasized for developing effective advertising campaigns.
Entrepreneur's guide to building a memorable startup brandIryna Nezhynska
This guide is my contribution to the global startup community.
The goal: to change the overall early business’s mindset that branding is “always a long and expensive process that is available for big companies only”. It used to be, but it is no longer a truth. Moreover I wanted to remind startups that in the era of product overload, your success depends on how people will perceive you and what emotions will turn them into your customers.
That is why I created this step-by-step guide to building a Minimum Viable Brand for startups. It will help you to create product that people will love.
My personal project.
Please, visit my portfolio: behance.net/eirena
And don't forget to click "Appreciate this", if you really like my work :)
All copy is written by my own. And all
This document provides information about a creative consultancy business and the services it offers. The consultancy believes in starting with customer insights and applying creative perspectives to commercial problems. It can help with market research, creative ideas and execution, public relations, content strategy, and more. The consultancy works with talented designers and directors to ensure creative work is of the highest quality. Examples are provided of past work redesigning brand identities, websites, advertisements, and other projects. Contact details are provided at the end.
If the notion of brand seems a bit abstract to you, this book by https://www.andcards.com/ will fill all the knowledge gaps. You will learn the definition of brand, study examples of bad and good brand positioning and get the right directions to build a powerful brand for your business, be it a coworking space or any other industry.
This document provides information on personal branding and networking. It discusses defining personal attributes and core values to develop a personal brand statement. Personal branding is presented as a way to increase authority and encourage interactions that create opportunities. The document also covers networking best practices, including developing relationships and defining mutual benefits. Challenges some may face in networking related to gender, appearance or personality type are acknowledged, with advice on emphasizing strengths.
Personal Branding - The Secrets to Managing the Brand called YOU! Mo Seetubtim
This document discusses personal branding and how to brand yourself like popular brands. It recommends six steps: 1) Define what makes you distinctive like popular brands do, 2) Increase your visibility through blogging, public speaking, and social media, 3) Maintain consistent branding messages, 4) Project an aura of influence and leadership, 5) Continually enhance your brand's value through new skills and experiences, and 6) Regularly review your personal mission statement and brand perception. The overall message is that you are the CEO of your own brand and should treat yourself like a brand to advance your career.
The document discusses how individuals need to brand themselves as "Me Inc." in today's economy. It emphasizes that each person is the CEO of their own brand and needs to think about what makes their personal brand distinctive from others. Some key points made are:
- Each person needs to understand what their unique value proposition is and how they can distinguish themselves from colleagues through their strengths, accomplishments, work quality, and problem-solving abilities.
- Individuals should think of themselves as a brand and focus on their features and benefits just like corporate brands do - by identifying how what they offer creates value for clients or customers.
- To stand out, a person needs to promote their personal brand and strengths, think
The document discusses how individuals need to continually market themselves and build their personal brand in a changing job market. It emphasizes the importance of networking to learn about different careers and opportunities. Effective networking involves introducing oneself with a brief, memorable metaphor about one's skills and background, followed by an open-ended question to start a conversation. Professional organizations are also recommended for further developing one's network.
We're on a mission to democratize entrepreneurial education.
This the foundr culture deck where we showcase what we believe at foundr and the values that are important to us.
For more information about us go to foundr.com
Welcome To The Future Of Work - Hybrid Work Danny Denhard
2021 is going to reshape business more than any other year in history, here are predictions of what the future of work will look like, why work from anywhere is going to the major trend for years to come and why brands need to connect physical and mental health. Be inspired by the future work co and their approach to work & find out the software of the future
1) The document provides exercises and guidance for personal branding, including defining one's vision, purpose, goals, attributes, values, and passions.
2) It instructs the reader to identify their target audience through demographics like age and location, as well as psychographics like interests and activities.
3) Advice is given on communicating one's brand through becoming an expert, public speaking, and using various communication tools, while continually assessing and improving the brand over time.
This document discusses moving advertising and branding toward more participatory and interactive models. It suggests conceptualizing brands as APIs and platforms that allow users to project themselves. The author advocates for generating campaign models with as little waste as possible using lean startup principles of continuous learning through prototyping, testing and customer interaction. A process of customer discovery is outlined involving generating hypotheses, talking to customers, being honest about findings and repeating the process of learning and building minimal viable products or campaigns.
A Planner's Playbook - Everything I learned about planning at Miami Ad School...Sytse Kooistra
After being in advertising for 4 years, I needed some new guidance and inspiration as a strategist. And that is exactly what I found: I spent the summer of 2013 with 17 other (soon to be) planners from all over the world attending the Account Planning Bootcamp at Miami Ad School New York.
Thanks to the 38 industry heroes and instructors that shared their knowledge and coached us in those 3 months, I learned more than I ever could imagine about planning.
'A Planner's Playbook' is my attempt to summarize all that wisdom in 30 short nuggets (or plays, to stick with the metaphor of a playbook) and share it with you. I left out all the difficult frameworks and models and kept in simple by just stating, in my opinion (and in that of my instructors), what a planner should be and do.
Enjoy reading.
The document discusses bridging the gap between designers and clients. It argues that designers often blame clients for not understanding design, but that it is the designers' responsibility to educate clients and make the design process simple. The author provides five tips for designers: 1) make clients feel involved in ideas, 2) simplify complex processes, 3) understand clients' strategies and goals before designing, 4) communicate designs in ways clients can understand, and 5) truly care about clients' businesses. The goal is for designers and clients to collaborate as a team.
If people are an organization’s greatest asset, why do so many businesses still treat them as a liability? When faced with business downturn or disruption, workforce cuts are wide, deep, and often feel indiscriminate to those left to deal with collateral damage. No wonder the term “Human Capital” is associated with an interchangeable cog in a profit-making machine. But what if organizations treated Human Capital with the same respect assigned other financial assets? Could the emerging Knowledge Age economy demand we reInvent how we value our workforce?
TeachMe is a platform that connects students and teachers for online learning. It allows students to find teachers for a variety of skills and provides a secure payment system. The founders aim to expand the platform to allow teachers to manage students, students to track their progress and rate teachers, and facilitate safe monetary transactions. They plan to generate revenue through payment services, premium features, and certifications/qualifications over time.
Rushworth (2009) has argued that the desired outcome of an entrepreneurship education program is not just that students show know things but they should be able to do things. This is another word for ‘capability’ (Stephenson, 1998) – ‘Capability depends much more on our confidence that we can effectively use and develop our skills in complex and changing cir-cumstances than on our mere possession of those skills. Our learners become capable people who have confidence in their ability to take action; explain what they are about; and continue to learn from their experiences.
Bloom's (1956) widely used Taxonomy classifies learning objectives into three 'domains': Cognitive, Affective and Psychomotor (sometimes loosely described as knowing/head, feel-ing/heart and doing/hands respectively). Within the domains, learning at the higher levels is dependent on having attained prerequisite knowledge and skills at lower levels.
How does this apply to teaching entrepreneurs? The problem is that Bloom does not distin-guish well between knowing how to and being able to. 'Knowledge . . . involves the recall of specifics and universals, the recall of methods and processes, or the recall of a pattern, structure or setting (Bloom, 1956, p. 201). Students may be able to compare, analyse, classify and categorise but this does not mean they have the confidence to act in the real world.
Rushworth (2011) believes that a more useful taxonomy for the teaching of capability is Fink’s taxonomy of significant learning (L. Dee Fink, 2003; L.D. Fink, 2003). Whereas Bloom’s taxonomy focuses on mastery of content, Fink’s focuses on application, relationships and on the process of learning.
We agree with Rushworth (2011), who says that entrepreneurship education should:
• be grounded in evidence-based theory (Fiet)
• aim at embedding capability rather than knowledge (Stephenson)
• teach through experiential learning (Kolb)
• teach in the form of significant learning experiences (Fink)
• apply theoretical concepts to problems students expect to encounter in practice (Fiet)
• ideally involving students in the design of these activities (Boyatzis, Cowen, & Kolb, 1995)
Bibliography
Bloom, B. S. (1956). Taxonomy of educational objectives; the classification of educational goals (1st ed.). New York,: Longmans, Green.
Boyatzis, R. E., Cowen, S. S., & Kolb, D. A. (1995). Innovation in professional education : steps on a journey from teaching to learning : the story of change and invention at the Weatherhead School of Management (1st ed.). San Francisco: Jossey-Bass Publishers.
Fink, L. D. (2003). Creating significant learning experiences : an integrated approach to de-signing college courses (1st ed.). San Francisco, Calif.: Jossey-Bass.
Fink, L. D. (2003). A self-directed guide to designing courses for significant learning, 28, from http://www.cccu.org/filefolder/A_Self-Directed_Guide_to_Designing_Courses_for_Significant_Learning.pdf
Rushwo
Have you heard this in your organization?
users hate change.
Usually it’s right before a major release, prepping for the coming storm, or right after a release when the customer service is screaming about all the screaming they are hearing. Or perhaps you are struggling to move customers off an old solution to a new one you've come up with, but adoption just won't happen. Users can’t hate change. If users hated change, Google would have failed, and we’d be happy with Altavista. Facebook would have failed, because Friendster was enough. Paypal would have failed, because, you know, credit cards.
There is a right way and a wrong way to introduce change to your userbase, and sadly the bully-tactics of facebook and Apple have become the norm. But if you are a small company, you can’t afford to impose change sloppily on your userbase. You need to get it right. In this workshop we will cover
The psychology of change, and why users resist it
Change strategies: band-aid removal systems.
Messaging change to emphasize value
Onboarding users to a changed experience
The power of progress to internalize value.
Design for change
This workshop will be highly interactive, with exercises and discussions so we can focus on your goals and needs as you introduce new products and revamp the old.
Intended Audience
Designers & Product Managers seeking to launch redesigns, new features, or new products into existing markets.
The document discusses game-based learning and tutorials. It advocates designing tutorials that blend into the overall gameplay experience rather than frontloading all instructions. Tutorials should use fewer words and hints, challenge the player with opponents and obstacles, and show visible progress through levels, achievements and leaderboards to keep players engaged. The experience should aim to elicit specific emotions like joy, inspiration and confidence through rich sensations, language, pacing and opportunities for reflection.
“When I became a man I put away childish things, including the fear of childishness and the desire to be very grown up.” C. S Lewis
When we become professionals in a modern world of specialization, we set aside many of the things that made us happy as children: play, drawing, storytelling. But is this the right decision? Paintings by Bruegel show adults playing games in the street. Behavioral evolutionists have discovered storytelling is a survival trait. Most great thinkers draw, from Einstein and theoretical mathematicians to composers and choreographers like Merce Cunningham. When we set aside these fundamental human activities, are we really being grownups? Or are we crippling our ability to excel in exchange for the semblance of adulthood?
This document discusses strategies for managing change from a user's perspective. It addresses why users resist change and provides tips for guiding them through changes in a way that considers cognitive and emotional factors. Some key points covered include understanding different user mindsets towards change, using storytelling to frame changes as a heroic journey, motivating users by appealing to growth mindsets, gradually introducing changes through tweaks to existing habits and environments, and rallying social influence to support adoption. The overall message is that for changes to be successfully adopted, users' psychological and emotional needs must be considered and addressed.
The document discusses techniques for visual thinking and idea generation using tools like post-its, walls, and frameworks. It outlines three main techniques: 1) fragmenting and freelisting ideas, 2) chunking ideas into affinity groups, and 3) mapping ideas to frameworks to discover patterns and opportunities. These techniques can be used to generate product ideas by freelisting, sketching concepts, and getting feedback through dotmocracy voting. Visual thinking through drawing and diagramming can unlock insights.
Finding product/market fit is the key to success for new ventures. But it’s often elusive, and understanding the needs and desires of your potential customers is harder than many of us expect. Christina Wodtke, of Wodtke Consulting, shares design techniques to help you glean meaningful insights about your target market.
The Creative Entrepreneur: Stanford Class4 From story to offeringChristina Wodtke
Our product and services help customers in a target segment by addressing their needs and jobs to be done, reducing pain points and increasing gains, in a way that differs from competitors or do-it-yourself solutions. The document discusses wireflows, one minute pitches, dotmocracy voting, key screens like upsell pages, participatory roadmaps to define minimum viable products, and testing with the target market using a business model canvas.
The Creative Entrepreneur: Stanford Class3 New Product IdeationChristina Wodtke
This document summarizes profiles for 3 potential users (Sarah, Scott, and Grace) of Shockwave and AtomFilms websites based on an empathy mapping exercise. It describes each person's demographics, background, technical proficiency, past experiences with the websites, and opportunities for the websites. The goal is to understand different user types to help guide product design and features.
The design thinking approach works great for creating effective pitches, speeches and others kinds of talks!
Form my Stanford Continuing Education Class, Creative Founder.
NOTE: this is NOT the slide deck I presented, rather it's a "extended dance remix version" where many things I cut out for time are put back in.
In 2013, Don Norman updated The Design Of Everyday Things. In 2015, references to "affodances" and "feedback" were everywhere at GDC. As games reacher broader audiences, it's critical that game designers make games accessible to players who are more familiar with Amazon than Fallout 4. A positive user experience can create the next Monument Valley or Clash of Clans.
Norman pointed out that a positive user experience begins with usability, but it doesn't end there. Great user experiences anticipate the user's needs and then go beyond that to delight. User experience designers have evolved a variety of approaches and tools to assure that the a product is "a joy to own, a joy to use."
In this talk, Christina will explore the core principles of user experience design, and how it can create games that are elegant and complete experiences that both serve and delight their players.
Takeaway
She will begin with relevant UXD approaches: Hick's Law, Concept Models, as well as affordances and feedback. She will present an introduction to useful techniques in UXD, from charrettes to journeymaps to usability. Finally, why user experience design is more than just good business, it's a moral prerogative.
Intended Audience
This talk is for game Designer, artists and anyone who has to make decisions about player-facing interfaces. A familiarity with popular games and software is needed, but no advanced knowledge is required. It will be an accessible talk.
This document discusses various aspects of design including distributed cognition, world modeling, design teams, markets, and students learning with prototypes, post-its, and walls. It emphasizes setting clear expectations and providing feedback. It also touches on "wicked problems", courage, and designing worlds. The overall message is about the process of design thinking.
Radical Focus: Accomplish big goals with objectives and key resultsChristina Wodtke
Christina Wodtke demonstrates how to use objectives and key results to tackle and realize big goals in a methodical way, leaving nothing to chance. You’ll learn the beauty of a good fail and how regular check-ins can keep you on track to success.
The Creative Entrepreneur: Stanford Class2 NeedfindingChristina Wodtke
This document contains profiles of three potential users (Sarah, Scott, and Grace) of Shockwave and AtomFilms websites. It describes their personal backgrounds, technical proficiencies, histories with the websites, and opportunities for each website to engage them. The document aims to understand different types of users to help ideate new products or services.
Startup Now: A Guide from the Seedcamp 2011 participantscubesocial
What did you do in 2011?
Here’s what we did, and what we learned building, pitching and growing our own tech start-ups.
We hope it inspires you and others like you to follow your dreams and fulfil your goals in 2012, whatever they are.
Jeff Swystun presented these insights and observations at the International Design Symposium in China. Now in the form of a white paper from Swystun Communications, find out how you can design so each consumer believes what you produced had them specifically in mind.
Building a $100k and flexible design careeradambcarney
This book is a step-by-step overview to how to build a 100k and flexible career in graphic design. It was written by a group of people who actually do it, and is loaded with practical information.
The document summarizes key lessons and takeaways from the Planningness 2014 conference. It discusses 9 things that will change the author's approach to work based on insights from various speakers. These include focusing on describing things interestingly rather than proving things, being radically ordinary to create relatable messaging, making work that makes oneself uncomfortable, embracing unconventional research approaches, moving beyond deck presentations, cultivating conditions for creativity, revisiting the roots of planning, finding real problems not just solutions, and getting hands-on. The author reflects on how these lessons will shape a more thoughtful, risk-taking and impactful approach to planning work.
E book how to attract traffic, engage an audience, and convert fans into cust...Darja Boc
Free E Book
How to attract traffic, engage an audience, and convert fans into customers!Marketing Corner Blog by Darja Boc
http://www.internetiprofits.com
Lloyd irvin – martial arts entrepreneurLloyd Irvin
One of my core, fundamental, base principles is that once you have an idea you have to bring it to life. You have to get started on it within twenty-four to forty-eight hours.
Startup Selling: How to sell if you really, really have to and don't know how...SalesQualia
Are you a start-up CEO? A technical founder with a great product that you need to start selling now? An engineer at a start-up that's been asked to pitch in with the company's sales? Then this book is for you.
While you’re sitting at your desk coding or productizing, the phone might ring every so often or you receive occasional "request for information" emails from your website. Perhaps you’re lucky enough to gain an introduction from your venture capital partner or friends in the industry. What do you do with that new prospect? How do you move from product development to revenue?
This book teaches your about the basic aspects of the sales process, and provides everyday sales strategies you can utilize immediately in your business. It's practical advice that you can start using right now. In the next 20 minutes. Today. This book will make a difference in your business. You will immediately see how inbound callers respond differently and how you're able to decode the decision process. Before you know it, you might actually begin to like sales...
The author is a 10-year veteran in Silicon Valley with more than 15 years of sales experience. You'll love his candid writing style - loaded with specific questions to ask on sales calls and example conversations that you can implement immediately into your customer interactions.
Starting up a business has many challenges and demands. This paper from Swystun Communications provides ways and examples for how branding can better ensure success if the focus is there from the start.
Dunkin Donuts
My name
Institution
Course
Instructor
Date
Introduction
Consumer Reference
Feasibility Test
Market Scope
Testing and Customer Acceptance
Staffing
Roll Out Plan
CUSTOMER PREFERENCE
Market research and analysis
Competitor strategies
There is need to do market analysis so as to understand further what the customers want. Without market research, products and services offered will be null and void. Market research will also help understand what kind of product the customer and it is not being offered by competitors. It helps the business understand the strategies of competitors. The business will find ways of outperforming competitors based on what the customers prefer.
3
FEASIBILITY TEST
Costs of starting the business
Profit projections
It is important to perform a feasibility test so to find out how much the business will cost. This the point that determines whether it is worth investing in the business. This where a forecast will be made to see projections. How long will it take the business to realize profits.
4
MARKET SCOPE
Customers explore new brands
Implement new technologies
Make informed decisions
Undertaking market scope is to find the rational consumers who are keen on trying to explore new brands in the market. This phase helps in implementing new techniques of how to to do business. It will assist the company in making informed decisions hence reducing customer loss. It enables the company to meet customer demands effectively. Satisfied customers will ensure that the business keep growing.
5
CUSTOMER ACCEPTANCE
The ultimate goal for every study is to answer key questions and provide up-to-date and reliable information to support the client’s strategic business planning.
Pricing strategies
The best way for a business to penetrate the market is if the customers accept the products and services that are being offered by the business. Here the business will set prices that are favorable to the customers. Not too high to push away consumers and not too low to avoid making losses.
6
DUNKIN’S STAFFING
Employ qualified employees
Employees who share the visions of the business
Clearly state roles of each employee
Services will not perform themselves. A business needs employees to attend to customers. A business needs qualified employees who relate easily to customers and work faster to meet the requests of customers. Good employees will the reason customers keep coming to buy from the business. If the area is full youths, the business needs youths who can easily understand the demands of customers.
7
ROLL OUT
Identify your niche and make sure the uniqueness of your product stands out.
Brand the product well in order to attract new customers as well.
Perform a SWOT analysis and monitor your products’ life cycle.
After all factors have been considered and observed, it is time to roll out the business. The best to win customers when the business becomes operational is to .
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
This is the presentation I gave to the assembled May 14 at North, hosted by 52ltd. It does not include the fabulous animations, which frankly were integral to the experience. But it gets the gist across.
The document discusses ways for B2B salespeople to get to know their customers better. It recommends identifying a prototype customer user and learning about their job responsibilities. Salespeople should seek to connect face-to-face with 6-8 of these users to understand their problems rather than just talking about the solution. Building relationships with early adopters can help gain a foothold in a company and lead to champions for the product. The key is remembering that people, not companies, are the real customers.
Design Thinking Guide for Successful Professionals- Chapter 1archholy
Design thinking is a powerful thinking tool which could drive a brand, business or an individual forward positively. It is also a part and parcel way of thinking that designers go through in their minds in every single design project. Thinking like a designer can transform the way organizations develop products and services on the front end, while improving processes and strategy to the backend. It is a way of simply thinking and ideating on a solution to address a problem or better meet a customer need. It is a process focused on solutions and not the problem.
This is a 182-page power packed book that will provide insights on how to solve problems creatively using proven design thinking tools
Download PDF Book here: https://payhip.com/b/hM4U
Download iTunes eBook here: https://itunes.apple.com/us/book/complete-design-thinking-guide/id1022432207?ls=1&mt=11
Preview Book here: http://www.emerge-creatives.com/#!design-thinking-guide-for-success/c5jg
Twitter: @designthinkbook
Facebook: https://www.facebook.com/designthinkingbook/
The Accidental Instructional Designer #ASTD2014Cammy Bean
Did you get into the field of eLearning and Instructional Design by accident? You're not alone! Check out some ideas and strategies for putting more intention in your practice.
This papers tells the story of becoming an entrepreneur. It is meant to help people who want to take the entrepreneurship path by telling my history. It is a positive story that show how ordinary people can become business owners.
Lessons Learned From Five of Marketing's Top Minds - starring Robert Rose, An...Workfront
Marketing is a Learning Experience
Great marketing has always been about trial and error and knowing when things are working and when they’re not. This has never been truer than it is now.
Now long ago, the most prominent voices in marketing were fresh out of school, just starting their careers, and making their own share of mistakes. Between then and now, what experiences turned them into the thought leaders they are today?
We asked five of these thought leaders to share with us their most transformative job experiences and what they learned. We hope you enjoy what they shared with us.
As always, fellow marketers, keep experimenting, keep learning, and keep improving!
- Joe Staples, CMO, Workfront
Tim Brown is the CEO of IDEO, an innovation design firm known for projects like the first Apple mouse. Brown discusses how IDEO applies design thinking to solve problems. Design thinking focuses on asking better questions, understanding user experiences through empathy, and prototyping ideas instead of striving for perfection. This process helps mitigate risk by exploring uncertainties and allowing ideas to iteratively improve. Brown believes design thinking is an effective way for organizations to manage risks around unknown future challenges.
Similaire à Why Teaching Entrepreneurship Changes Everything (20)
This document contains tweets from Christina Wodtke discussing game design fundamentals and concepts. It covers the 7 formal elements of games (players, objectives, outcomes, rules, procedures, resources, boundaries), mechanics and dynamics, and the MDA framework for understanding how games create experiences through their mechanics, dynamics and aesthetics. It also discusses elements that make games engaging like challenges, story, characters and conflict.
Comunication & Storytelling for Product Managers (and anyone else)Christina Wodtke
Half-Day Interactive Workshop
“Get ready to actively participate in your transformation from product manager to product leader”
A product manager rarely has any authority beyond what they can talk people into, thus we need to become really strong communicators. In this half-day interactive workshop, we’ll look at the three kinds of communication: managing up, team communications, and the very important roadshow for getting other groups onboard with your vision. We will use the power of story for formal communication and a combination of techniques from NVC (Harvard’s negotiation project) and the GSB’s “touchy feely” class to make sure your message gets through, and that we are listening effectively.
This special half-day training workshop, with product author and lecturer, Christina Wodtke, is specifically designed for product managers who are looking to really level up their communications skills and who want to use story-telling to effectively communicate with others.
This document provides advice on how to influence others without direct authority. It recommends first listening to understand others' needs, wants, and definitions of success and failure. Norm-setting exercises can establish expectations for how groups will work together. Understanding different cultural maps and communication styles is also important. Speaking the language of the environment and finding ways to frame individual and group goals as shared ("make an US") can help build influence. Self-awareness of strengths, weaknesses, body language and how one is perceived by others also plays a role in wielding soft power over hard power.
The document discusses different types of visual models for making sense of complex information and communicating concepts. It provides examples and descriptions of mind maps, concept maps, system maps, mental models, and concept models. For each model type, the document explains the purpose and provides one or more illustrative examples. It emphasizes that visual models are useful tools for gathering thoughts, organizing understanding, mapping systems, understanding mental models, and messaging complex ideas.
The problem with unexpected consequences is that they are unexpected. The time of "move fast and break things" is over, as we have broken everything from hearts to democracy.
It's time for designers, along with their partners - engineers and business - to embrace a new long term approach to bringing change into the world, that focuses less on disruption and more on evolution. In this talk, Christina will explore various approaches to designing more robust and compassionate change.
The document discusses how to reboot a team by setting goals, roles, and norms; checking in weekly; and evaluating and making corrections quarterly. It emphasizes establishing a common purpose, performance goals, and mutual accountability. Teams are encouraged to provide fast, frequent feedback and hold retrospectives to continuously improve. Individual and team feedback should be empathetic and help the group learn and grow over time.
This document provides an overview of using visual models and drawings to communicate complex ideas and concepts. It discusses different types of visual models like mind maps, concept maps, system maps, mental models, and concept models. It provides examples of each type of model and encourages the reader to practice different drawing exercises, like drawing processes, comparisons, and conceptual models. The overall message is that visual models are effective ways to organize thinking, understand relationships, and communicate complex topics in a simple manner.
The document discusses the history and importance of information architecture (IA). It notes that IA was initially an informal practice before becoming a recognized field. However, IA is now more crucial than ever to organize the massive amounts of digital information and data. The document warns that algorithms and search tools are not enough on their own. Effective IA requires considering how organization and classification can impact different groups, employing user-centered design, and acknowledging that IA decisions are political in nature. The overall message is that IA practitioners must work to make information structures meaningful, inclusive and support deeper understanding.
Given at Lean Startup 2017.
Using Lean to Create High-Velocity Teams (Until 2:00pm)
Great products come from great teams, yet very few companies try their hand at at team design. Too often we rip job descriptions off the web, throw people together without preamble, then simmer in passive-aggressive discontent until someone eventually fires the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits. Can Lean show us a better way to get things done?
Christina Wodtke teaches Lean Entrepreneurship at the university level and coaches executives how to create high-performing organizations. From this intersection she has helped a new kind of team emerge: the Lean Team.
What is the Lean Team?
-Hypothesizes about how we do our work, not just what work we’ll do.
-Holds no ao assumptions about the best way to get things done.
-Is constantly iterating.
-Commits to peer-to-peer accountability and coaching.
-Embraces diversity in experience and culture.
-Engages in formal reflection to increase learning velocity.
The best teams don’t just use Lean Startup methods to create breakthrough products. They use the learning cycle to reduce interpersonal conflict, communicate effectively, and get more done. In this breakout session, we’ll look at the best practices that high velocity, high-learning teams use, and how you can bring them back to your company.
#enterprise #startup #leanteams
This was given as a 1.5 hour lecture to the MDES students at CCA, removing the opening game play and the later exercise. It's better at 2-3 one hour lectures, plus game play.
This work is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License.
http://creativecommons.org/licenses/by-nc-sa/4.0/
In school we learn to write as a fundamental building block for communication, and drawing is shunted away to “art class.” But scientists like Darwin and Marie Curie, presidents from Jefferson to Obama, and mathematicians, choreographers, and composers all have used sketching to give form to their ideas. Words are abstract and ambiguous, and can lead to miscommunication. We say a picture is worth a thousand words, so why do we discard this critical tool?
Drawing is not just for so-called creatives. Drawing allows you to ideate, communicate, and collaborate with your team. Stop talking around your vision, and get it on the whiteboard where your team can see it! Whether you’re an entrepreneur, an engineer, or a product manager, drawing will make you better at your job. In this workshop, you will go from “can’t draw a straight line” to visually representing complex ideas. First, we’ll demystify the act of sketching. Through a series of activities and exercises, we’ll cover the fundamental building blocks of visual communication. You’ll learn easy ways to draw the most common images, from people to interfaces. Next, we’ll tackle making storyboards, product flows, and interfaces. We’ll finish by working with charts, mental models, and canvases. This is a hands-on workshop, so come with paper, pencils, and pens, and be ready to make your mark.
Given at UXDC
From Starchitects to Design Gurus, the lone designer-hero has been our model for creating impact. But it’s a complete lie. The complex software, smart devices and connected information environments we create require multidisciplinary teams. So we must spend a lot of time getting teamwork right, right?
Sadly, no.
Instead we rip job descriptions off the web, throw people together without preamble, simmer in passive-aggressive discontent until we eventually fire the person we’ve all been rolling our eyes at. Or worse, we avoid firing him until everyone good quits.
It’s time to give teams the same attention and craft we give our products. Christina will share the lessons from top companies in the Silicon Valley for you to take back to your teams. It doesn’t matter if you are a manager or a peer leader, these approaches will make your team thrive. Awesome products come from awesome teams, so it’s time to stop doing business as usual and design a team for impact.
This document provides an overview and discussion of topics related to developing a business from an initial idea, including:
- Researching customer needs and validating ideas through frameworks and brainstorming techniques.
- Customer development processes like validating minimum viable products and creating shared visions with teams.
- Business model canvases, acquisition channels, revenue streams like marketplace, subscription and advertising models.
- Pricing strategies like determining the unit of exchange and capturing customer value while driving desired behaviors.
- Examples of pricing models for software and lessons on testing pricing through interviews and mockups.
The document discusses various methods for validating assumptions in product development, including landing pages, audience building, concierge testing, Wizard of Oz testing, fake doors, and selling. It provides examples of what each method is good for, how to implement it, and which types of assumptions (problem, solution, or implementation) it helps validate. The document encourages readers to identify the best validation method for their product and create a landing page or other test before the next class.
Teaching Game Design to Teach Interaction DesignChristina Wodtke
This document discusses how teaching game design can be used to teach interaction design. It provides examples of exercises used in classes that have students create simple paper prototype games to explore mechanics like movement, conflict, and feedback. The document argues that game design and interaction design require many of the same skills, including considering affordances, direct manipulation, conceptual models, information architecture, iteration and playtesting. Teaching game design helps students explore difficult topics and stretch their thinking in new directions. Core concepts from game design like mechanics, dynamics and aesthetics can also be applied to interaction design.
2. A Note on these slides
• This talk was given at Interactions 15 at the
Education Summit.
• I have annotated these slides for reading but
they were originally just images.
3. In my opinion, there are two
conversations that are a waste of
time. One is "should designers learn
to code". The other is, "should
designers learn the language of
business."
4. The first is easy to answer.
Architects learn to pour concrete.
5. Painters learn to stretch canvas.
You just have to know your medium
to design well for it.
6. Getting a understanding of code
and databases will make you better
at interaction design. It’s your
medium. Learn it, and then you do
not need to do it again, until your
medium shifts.
8. The second question is harder, because
it's a poorly framed question. Design
rarely asks if it needs to understand
business; there is an implicit feeling
they know enough already.
9.
10. But business is as much a medium
we work in as code. This is not a
linguistic issue. It’s not a culture
issue. It’s a knowledge issue.
11. So, if we ask this new question,
“should designers learn business”,
I'd say yes!
13. When I was at Yahoo, back in 2001 (a cyberspace
odyssey) I was promoted into management. I
took it very seriously, and subscribed to HBR,
read Porter and Drucker and Mintzberg and tried
to use excel.
14. I'd find out later that didn't end well because
I have dyscalculia. I had always thought the
numbers danced around mocking me
because I was a designer, but apparently it
was neurological.
15. The thing was, all that studying of
MBA-type syllabi did not help me
understand why my partners in
business made the choices they made.
?
16. Not once in my career has used the
term ROI, outside of a "talking the
language of design" talks I've attended.
17. Flash forward a few years. I'm
leaving a struggling design agency I
helped found, pregnant with a child
and a startup.
18. My cofounder is an engineer, and
neither of us know enough of the
reality of running a startup, thought
we think we can since we've both
run our own consultancies.
19. We struggle along for awhile, raising
money and signing important people
like Om Malik to our platform.
20. And then a book
comes out, Four
Steps to the
Epiphany and I read
it and it blows my
mind. It's a good
book, but also it was
a book I was ready
to read. For the first
time I had skin in
the game.
21. I have a history
of emailing
people I find
interesting, but
couldn't find
Steve Blank's
email, only a
phone number at
Hass where he
taught.
22. I called it, expecting to reach a
answering machine in his offer. Instead
I got his wife. She said, I think it's one
of your students.
23. I explained who I was, and he invited me out
to his ranch in Pescadero, where he was
staying with his wife. I made some
ridiculous comment like I'd be out there
anyway Wednesday to meet a potential
client and I'd love to swing by and drove out
there to talk to him.
24. We spoke for two hours. It was before
Eric Reis was his student, before he
became the godfather of the startup
surge. But it changed my life.
25. I realized I had no market for the
product as it was. I was a designer
and I had been doing customer
interviews all along. I had all the
facts to tell me that the people I
was targeting couldn't and wouldn't
buy my product.
26. But I hadn’t connected that to my
business health. Because I didn’t
really understand how business
functioned. I'd have to pivot… a
word we didn't use yet… in order to
make money. Or close down.
27. I shopped my company around, and
me, my CTO (my previous cofounder
had left to become a life coach, but
that's another story) and our code base
found a home at Linkedin.
Working for Jeff Weiner again!
28. We informed our customers we were
going away, and we were absorbed into
what would be one of the most
successful IPO's of 2011. Linkedin was
my finishing school, a smart and
nimble company that knew how to
marry mission and money.
29. When I was offered a job at Linkedin, I was
asked a critical question: join design or join
product management.
30. I chose product. I turned my back on
design. After struggling so hard and
long to have my dream come true,
design seemed frivolous and
wrongheaded. They continued to seem
so as I moved through my next few
companies.
31. There were always a few individuals I
loved working with, but most designers
seemed to always be advocating choices
that would break the business model,
destroy revenue or erode competitive
advantage.
32. And once burned, twice shy. I liked
working with engineers, I loved
working with analytics folks, but
designers made me nervous now. Their
choices seemed whimsical and
dangerous.
33. But after leaving
my last job as a
General Manager, I
found myself slowly
returning to my
roots and my early
love. I met with
Kristian Simsarian
to talk about
teaching at CCA.
34. I knew what I'd teach. I'd teach
entrepreneurship. The Designer
Fund had started, AirBnB was the
poster boy for entrepreneurial
designers, and 500 startups kicked
off Warm Gun, declaring design as
the next silver bullet
35. I went to CCA excited to share my hard
earned learning at the newly minted
topic studio, Designer as Founder.
36. Any teacher will tell you: to learn anything well,
teach it. I taught them Steve Blank, Joined by
Eric Reis's Lean Startup and the newly released
Business Model Canvas from Alex Osterwalder.
37. If you don't know the holy trinity, let me give you
the 10000 foot bird eye's view.
38. Steve Blank said you should
talk to your customers as you
develop your offering. He said
there were no answers in the
building, you must go out into
the world if you want to make
something people want.
39. Eric Reis said you should build small things, test them,
learn, then build the next thing until you find successes.
40. It all sounds like Experiential
Learning and UCD, doesn’t it?
From Ed Batista http://www.edbatista.com/2007/10/experiential.html
41. And that’s how I taught it; We
spend 16 weeks in teams trying to
make an business that can fly.
42. Alex Osterwalder said you should
look at all aspects of the business
and design them collectively to
assure a successful ecosystem.
43. While all three hold a distinctly
user-centered design approach,
Osterwalder is the first to state it
unambiguously, using design tools
and innovation games throughout
his book and calling them that. It is
a designed book, in every sense of
the world, and it was written in
collaboration with a group of beta
readers.
44. All three, at their hearts, are user-
centered designers. They just
happen to design business.
45. While it is true my designer students
still balked at doing market sizing, they
were terrific at customer development
and rapid iteration. That said, their
relationship with math changed when I
gave them one key assignment: Map
out their personal burn rate. They had
to, in order to determine how much
money to raise, and how much to
charge for their product.
46. First the first time for many, they
added up their rent and food and
transportation. They went on
salary.com to find out how much an
engineer would cost them (and boy,
were they mad about their major
when they found out.)
47. They had thought they knew what
their business model was. But the
math told them otherwise. If they
were making an ap, they found out
they'd have to sell to everyone on
earth to break even.
48. Job's 99 cent world didn't seem fair
anymore. Advertising had similar
problems.
49. And like Barbie, they said, math is
hard. But for them, it meant the
math of survival is hard.
50. One thing I didn't
expect is that design
students made better
entrepreneurs than
most of the startups
I advised.
Like most senior
people in the Valley,
I had a handful of
startups I spent time
with. Most struggled
to get traction with
their target market.
51. Once designers got
over their prejudice
against business and
fear of spreadsheets
they were fearsome
entrepreneurs.
52. In fact, I took many of
the techniques
developed in that class
as well as a summer
version of it I taught in
Copenhagen at CIID,
and brought them to
the Lean Startup
Conference and to my
Stanford class in the
Leadership program.
High demand at Lean
53. It's not just being user centered that
makes designers great. It's they way
they work. It's the post-its, and the
walls covered with research and photos,
and the drawings and the paper
prototypes.
It's the way we play, and are wrong and
try again.
54. It's how designers think not only with
their minds but with their bodies and
with the world. Call it design thinking,
distributed cognition, or just call it
plain design, but it matters.
55. When I teach business people to act like
designers, they think like
designers. They put the end user in the
center of their thinking. They playfully
experiment, and test their hypothesis
with real people. They develop
empathy, and refine their businesses.
They make better things. Sometimes
they make truly good things.
56. This matters because
we all want a better
world, and right now
entrepreneurship is
the way to accelerate
progress.
57. If we leave it to the
MBAs who should be on
Wall Street pushing
around pretend money,
we abdicate an
opportunity to make
real and lasting change
for the better in the
world, in favor for those
who want to turn
change into another
profit game.
58. But if we choose to teach our
students what a healthy business
ecosystem really can be, they will be
make the next B-corp, or healthy
sustainable nonprofit or maybe
even a business that actually
respects the people it profits form,
rather productizes them.
60. At the end of the Designer as Founder
class I asked my students to write 500
words of a lessons learned for the
class. This sums it up for me:
61. "I think about design differently
in the sense that our design
work doesn't exist inside of a
bubble.
…we influence many aspects of
a business with our work but
they also have huge influence
on what we design...
Whether we like it or not.”
62. Thanks to all who make their work
available via creative commons on Flickr
https://www.flickr.com/photos/library_of_virginia/2899336242/in/photolist-4jyh9H-oeqW8X-oy8QTT-owr5vx-odguSk-odhrca-5qcRDU-oeKmF8-oesbaa-oxZQW4-otTQBW-oeqMa7-ovDw5r-oer5h1-owdfh9-oeUrWt-ovH1oC-oeTwnW-oudcUE-oeCkPT-accPru-
4jySGh-4juPwH-4juPCH-4juPqB-4jySvu-4ibDqN-dBV3K2-6Pcfsw-ovHVV5-oefKEJ-oes2Au-ouL63P-oxwK46-ovLYmV-4jySJC-oesht4-osJdts-otV7cS-odwuHk-od6sUS-odgH9z-osy8dY-5SKagk-oeR5ft-osJ7sQ-ovW3PR-ouJqe5-8Nxjvn-cqnywd
https://www.flickr.com/photos/smithsonian/3117400517/sizes/l
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63. Thank you!
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Notes de l'éditeur
In my opinion, there are two conversations that are a waste of time. One is "should designers learn to code". The other is, "should designers learn the language of business."
The first is easy to answer. Architects learn to pour concrete.
Painters learn to stretch canvas. You just have to know your medium to design well for it.
Getting a understanding of code and databases will make you better at interaction design. It’s our medium. And then you do not need to do it again, until your medium shifts. Which it does.
Getting a understanding of code and databases will make you better at interaction design. It’s our medium. And then you do not need to do it again, until your medium shifts. Which it does.
The second question is harder, because it's a poorly framed question. Design rarely asks if it needs to understand business; there is an implicit feeling they know enough already.
But business is as much a medium we work in as code. This is not a linguistic issue. It’s not a culture issue. It’s a knowledge issue.
So, if we ask this new question, “should designers learn business”, I'd say yes!
When I was at Yahoo, back in 2001 (a cyberspace odyssey) I was promoted into management. I took it very seriously, and subscribed to HBR, read Porter and Drucker and Mintzberg and tried to use excel.
I'd find out later that didn't end well because I have dyscalculia. I had always thought the numbers danced around mocking me because I was a designer, but apparently it was neurological.
The thing was, all that studying of MBA-type syllabi did not help me understand why my partners in business made the choices they made.
Not once in my career has used the term ROI, outside of a "talking the language of design" talks I've attended.
Flash forward a few years. I'm leaving a struggling design agency I helped found, pregnant with a child and a startup. My cofounder is an engineer, and neither of us know enough of the reality of running a startup, thought we think we can since we've both run our own consultancies. We struggle along for awhile, raising money and signing important people like Om Malik to our platform.
Flash forward a few years. I'm leaving a struggling design agency I helped found, pregnant with a child and a startup. My cofounder is an engineer, and neither of us know enough of the reality of running a startup, thought we think we can since we've both run our own consultancies. We struggle along for awhile, raising money and signing important people like Om Malik to our platform.
Flash forward a few years. I'm leaving a struggling design agency I helped found, pregnant with a child and a startup. My cofounder is an engineer, and neither of us know enough of the reality of running a startup, thought we think we can since we've both run our own consultancies. We struggle along for awhile, raising money and signing important people like Om Malik to our platform.
And then a book comes out, Four Steps to the Epiphany and I read it and it blows my mind. It's a good book, but also it was a book I was ready to read. For the first time I had skin in the game. These words weren't theory, they mattered. I have a history of emailing people I find interesting, but couldn't find Steve Blank's email, only a phone number at Hass where he taught. I called it, expecting to reach a answering machine in his offer. Instead I got his wife. She said, I think it's one of your students.
And then a book comes out, Four Steps to the Epiphany and I read it and it blows my mind. It's a good book, but also it was a book I was ready to read. For the first time I had skin in the game. These words weren't theory, they mattered. I have a history of emailing people I find interesting, but couldn't find Steve Blank's email, only a phone number at Hass where he taught. I called it, expecting to reach a answering machine in his offer. Instead I got his wife. She said, I think it's one of your students.
And then a book comes out, Four Steps to the Epiphany and I read it and it blows my mind. It's a good book, but also it was a book I was ready to read. For the first time I had skin in the game. These words weren't theory, they mattered. I have a history of emailing people I find interesting, but couldn't find Steve Blank's email, only a phone number at Hass where he taught. I called it, expecting to reach a answering machine in his offer. Instead I got his wife. She said, I think it's one of your students.
I explained who I was, and he invited me out to his ranch in pescadero, where he was staying with his wife. I made some ridiculous comment like I'd be out there anyway wednesday to meet a potential client and I'd love to swing by and drove out there to talk to him.
We spoke for two hours. It was before Eric Reis was his student, before he became the godfather of the startup surge. But it changed my life.
I realized I had no market for the product as it was. I was a designer and I had been doing customer interviews all along. I had all the facts to tell me that the people I was targeting couldn't and wouldn't buy my product. But I hadn’t connected that to my business health. Because I didn’t really understand how business functioned. I'd have to pivot… a word we didn't use yet… in order to make money. Or close down.
I realized I had no market for the product as it was. I was a designer and I had been doing customer interviews all along. I had all the facts to tell me that the people I was targeting couldn't and wouldn't buy my product. But I hadn’t connected that to my business health. Because I didn’t really understand how business functioned. I'd have to pivot… a word we didn't use yet… in order to make money. Or close down.
I shopped my company around, and me, my CTO (my previous cofounder had left to become a life coach, but that's another story) and our code base found a home at Linkedin. We informed our customers we were going away, and we were absorbed into what would be one of the most successful IPO's of 2011. Linkedin was my finishing school, a smart and nimble company that knew how to marry mission and money.
I shopped my company around, and me, my CTO (my previous cofounder had left to become a life coach, but that's another story) and our code base found a home at Linkedin. We informed our customers we were going away, and we were absorbed into what would be one of the most successful IPO's of 2011. Linkedin was my finishing school, a smart and nimble company that knew how to marry mission and money.
When I was offered a job at Linkedin, I was asked a critical question: join design or join product management.
I chose product. I turned my back on design. After struggling so hard and long to have my dream come true, design seemed frivolous and wrongheaded. They continued to seem so as I moved through my next few companies.
There were always a few individuals I loved working with, but most designers seemed to always be advocating choices that would break the business model, destroy revenue or erode competitive advantage.
And once burned, twice shy. I liked working with engineers, I loved working with analytics folks, but designers made me nervous now. Their choices seemed whimsical and dangerous.
But after leaving my last job as a General Manager, I found myself slowly returning to my roots and my early love. I met with Kristian Simsarian to talk about teaching at CCA.
I knew what I'd teach. I'd teach entrepreneurship. The Designer Fund had started, AirBnB was the poster boy for entrepreneurial designers, and 500 startups kicked off Warm Gun, declaring design as the next silver bullet. I went to CCA excited to share my hard earned learning at the newly minted topic studio, Designer as Founder.
I knew what I'd teach. I'd teach entrepreneurship. The Designer Fund had started, AirBnB was the poster boy for entrepreneurial designers, and 500 startups kicked off Warm Gun, declaring design as the next silver bullet. I went to CCA excited to share my hard earned learning at the newly minted topic studio, Designer as Founder.
Any teacher will tell you: to learn anything well, teach it. I taught them Steve Blank, Joined by Eric Reis's Lean Startup and the newly released Business Model Canvas from Alex Osterwalder.
If you don't know the holy trinity, let me give you the 10000 foot bird eye's view.
Steve Blank said you should talk to your customers as you develop your offering. He said there were no answers in the building, you must go out into the world if you want to make something people want.
Eric Reis said you should build small things, test them, learn, then build the next thing until you find successes.
And that’s how I taught it; We spend 16 weeks in teams trying to make an business that can fly.
Alex Osterwalder said you should look at all aspects of the business and design them collectively to assure a successful ecosystem. While all three hold a distinctly user-centered design approach, Osterwalder is the first to state it unambiguously, using design tools and innovation games throughout his book and calling them that. It is a designed book, in every sense of the world, and it was written in collaboration with a group of beta readers.
Alex Osterwalder said you should look at all aspects of the business and design them collectively to assure a successful ecosystem. While all three hold a distinctly user-centered design approach, Osterwalder is the first to state it unambiguously, using design tools and innovation games throughout his book and calling them that. It is a designed book, in every sense of the world, and it was written in collaboration with a group of beta readers.
All three, at their hearts, are user-centered designers. They just happen to design business.
While it is true my designer students still balked at doing market sizing, they were terrific at customer development and rapid iteration. That said, their relationship with math changed when I gave them one key assignment: Map out their personal burn rate. They had to, in order to determine how much money to raise, and how much to charge for their product.
First the first time for many, they added up their rent and food and transportation. They went on salary.com to find out how much an engineer would cost them (and boy, were they mad about their major when they found out.) They had thought they knew what their business model was. But the math told them otherwise. If they were making an ap, they found out they'd have to sell to everyone on earth to break even. Job's 99 cent world didn't seem fair anymore. Advertising had similar problems.
First the first time for many, they added up their rent and food and transportation. They went on salary.com to find out how much an engineer would cost them (and boy, were they mad about their major when they found out.) They had thought they knew what their business model was. But the math told them otherwise. If they were making an ap, they found out they'd have to sell to everyone on earth to break even. Job's 99 cent world didn't seem fair anymore. Advertising had similar problems.
First the first time for many, they added up their rent and food and transportation. They went on salary.com to find out how much an engineer would cost them (and boy, were they mad about their major when they found out.) They had thought they knew what their business model was. But the math told them otherwise. If they were making an ap, they found out they'd have to sell to everyone on earth to break even. Job's 99 cent world didn't seem fair anymore. Advertising had similar problems.
And like Barbie, they said, math is hard. But for them, it meant the math of survival is hard.
One thing I didn't expect is that they made better entrepreneurs than most of the startups I advised. Like most senior people in the Valley, I had a handful of startups I spent time with. Most struggled to get traction with their target market. Once designers got over their prejudice against business and fear of spreadsheets they were fearsome entrepreneurs.
One thing I didn't expect is that they made better entrepreneurs than most of the startups I advised. Like most senior people in the Valley, I had a handful of startups I spent time with. Most struggled to get traction with their target market. Once designers got over their prejudice against business and fear of spreadsheets they were fearsome entrepreneurs.
In fact, I took many of the techniques developed in that class as well as a summer version of it I taught in Copenhagen at CIID, and brought them to the Lean Startup Conference and to my Stanford class in the Leadership program.
It's not just being user centered that makes them so great. It's they way we work. It's the post-its, and the walls covered with research and photos, and the drawings and the paper prototypes. It's the way we play, and are wrong and try again.
It's how designers think not only with their minds but with their bodies and with the world. Call it design thinking or just call it design, but it matters.
When I teach business people to act like designers, they think like designers. They put the end user in the center of their thinking. They playfully experiment, and test their hypothesis with real people. They develop empathy, and refine their businesses. They make better things. Sometimes they make truly good things.
This matters because we all want a better world, and right now entrepreneurship is the way to accelerate progress. If we leave it to the MBAs who should be on Wall Street pushing around pretend money, we abdicate an opportunity to make real and lasting change for the better in the world, in favor for those who want to turn change into another profit game.
This matters because we all want a better world, and right now entrepreneurship is the way to accelerate progress. If we leave it to the MBAs who should be on Wall Street pushing around pretend money, we abdicate an opportunity to make real and lasting change for the better in the world, in favor for those who want to turn change into another profit game.
But if we choose to teach our students what a healthy business ecosystem really can be, they will be make the next B-corp, or healthy sustainable nonprofit or maybe even a business that actually respects the people it profits form, rather productizes them. We need business an design to come together.
But if we choose to teach our students what a healthy business ecosystem really can be, they will be make the next B-corp, or healthy sustainable nonprofit or maybe even a business that actually respects the people it profits form, rather productizes them. We need business an design to come together.
At the end of the Designer as Founder class I asked my students to write 500 words of a lessons learned for the class. This sums it up for me.