Better by Measure: Becoming Better by Measure (Class 1, SVA Products of Design 2014)
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The document outlines the 'Better by Measure' class, emphasizing a shift from traditional business models that prioritize shareholder value to those that create stakeholder value through collaboration and sustainability. It discusses systemic issues affecting industries, particularly in Michigan, while promoting the importance of reframing sustainability as a business opportunity. The course aims to develop students' leadership and analytical skills while fostering academic integrity and hands-on learning through iterative design and prototyping.
Better by Measure: Becoming Better by Measure (Class 1, SVA Products of Design 2014)
- 1. BETTER BY MEASURE BECOMING BETTER BY MEASURE Class 1 | September 4, 2014 BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014
- 2. BETTER BY MEASURE MANIFESTO PART ONE BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014
- 3. MANIFESTO FOR BETTER BY MEASURE BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 3 WE ARE TRANSITIONING BETWEEN TWO WAYS OF SEEING THE WORLD.
- 4. MANIFESTO FOR BETTER BY MEASURE BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 4 FROM: • Organization as machine • “The purpose of a business is to increase shareholder value.” • Hierarchy in control • Scarce resources TO: • Society as ecosystem • The purpose of a business is to create value for stakeholders • Collaboration and co-creation • Zero marginal costs, abundant resources
- 5. “THE PURPOSE OF A BUSINESS IS TO INCREASE SHAREHOLDER VALUE.” BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014
- 6. “THE PURPOSE OF A BUSINESS IS TO INCREASE SHAREHOLDER VALUE.” BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014
- 7. MANIFESTO FOR BETTER BY MEASURE BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 7 We’re optimistic. We were born before you (probably), but we are millenials. Purposeful. Mission-driven. Entitled to create. Optimistic.
- 8. MANIFESTO FOR BETTER BY MEASURE BUT WE HAVE BEEN LIVING MOSTLY IN THE WORLD OF “FROM.” BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 8 ARAL SEA: 1989 ONE OF LARGEST FOUR LAKES IN THE WORLD. ARAL SEA: 1989 10% OF ORIGINAL SIZE.
- 9. WHERE WE’RE FROM REBECCA SILVER JENNIFER VAN DER MEER BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014
- 10. REBECCA SILVER: I AM A MICHIGANDER LANSING WAS THE HOME OF OLDSMOBILE FROM 1897 - 1998. 1970 to 2010 POPULATION: 131,500 to 114,000 = 13% decrease 1970 to 2010 MANUFACTURING JOBS: 32,100 to 18,400 = 43% decrease THIS PROBLEM IS SYSTEMIC. MICHIGAN IS THE ONLY STATE WITH A DECREASING POPULATION. BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 10 10
- 11. WHAT HAPPENED? THE CLEAN AIR ACT PASSED IN 1970 AND IN THE 1973 ARAB OIL EMBARGO SHOOK THE AUTO INDUSTRY. LARGE, GAS-GUZZLING CARS GAVE WAY TO SMALL, FUEL-EFFICIENT JAPANESE IMPORTS. TODAY WE OUTSOURCE OUR ENVIRONMENTAL IMPACTS. BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 11 11
- 12. MAKING BETTER THINGS NOT MAKING THINGS BETTER I WORK WITH COMPANIES TO REFRAME SUSTAINABILITY AS A BUSINESS OPPORTUNITY, TO CREATE VALUE RATHER THAN TO REDUCE IMPACT. I HAVE WORKED FOR ADIDAS, THE NRDC, THE CFDA, WALMART, EDF AND OTHERS. I TEACH AT SVA & PARSONS. BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 12 12 BFA IN INDUSTRIAL DESIGN (RISD). MBA & MS IN BUSINESS & ENVIRONMENTAL SCIENCE (UofM). I THINK VISUALLY & SCIENTIFICALLY. SHOW ME THE EVIDENCE THEN COMMUNICATE IT BEAUTIFULLY.
- 13. JEN VAN DER MEER BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 13 13
- 14. About Jen REASON STREET ORGANIC INC. ECONOMIST BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 14 TECH ANALYST MBA – HEC MOM ITP PITCHFEST OPEN DATA DRILLTEAM LUMINARY LABS DACHIS WEST VILLAGE DESIGNERS ACCORD SYSTEMS THINKING SUBURBAN CHILDHOOD FROG DESIGN SUSTAINABILITY BA COMP RELIGION
- 15. BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014
- 16. BETTER BY MEASURE MANIFESTO PART TWO BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014
- 17. PROVOCATION YOU HAVE THE ENTHUSIASM, SKILLS AND WORLDVIEW TO MAKE THE CHANGE YOU WANT TO SEE IN THE WORLD. BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 17
- 18. WHAT WILL STOP YOU BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 18 Incumbent thinking. Unquestioned heuristics about how the business world works. Mindless observance of guidelines and measures. Low expectations. Pessimism. Despair.
- 19. WHAT WE WILL GIVE YOU BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 19 Leadership skills. Persuasion, influence. Hope. Measurement. Argument building: evidence that your path is the true way forward.
- 20. THERE WILL BE MATH BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 20
- 21. EVIDENCE BUILDING IS A SKILLSET BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 21 You will use valid sources. Wikipedia is not a valid source. You will document all sources and embed the sources in your presentations. You will document your assumptions carefully. You will document data gaps. You will document all calculations and you will show your math. You will edit and spellcheck your work or we will make you do it again. And we will help you build and practice these skills.
- 22. WHAT WE EXPECT OF YOU BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 22 Academic integrity. Hard work (ask the graduates). Learning through doing, and hope will come later if you do not have it yet.
- 23. THE CLASS WILL RUN AS A START-UP ACCELLERATOR BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 23 CONGRATULATIONS, YOU HAVE BEEN ACCEPTED INTO BETTER BY MEASURE’S FALL ‘14 CLASS. BETTER BY MEASURE
- 24. BETTER BY MEASURE: OVERVIEW BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 24 PART 1 – CONCEPT: Breaking down business models + concept development • September 4: Introductions • September 11: Value Creation • September 18: Measured Risk • September 25: Intro to Lean PART 2 – VALIDATE: Building business models back up + validation • October 2: Lean Customer Discover 1 • October 9: Lean Customer Discovery 2 • October 16: Measured Impact • October 23: Midterm PART 3 – CHARETTE: Iterative redesign through stakeholder charettes • October 30: Design for Trees and Bees (Environment) • November 6: Design for Jane Jacobs (Civic Engagement) • November 13: Design for the Body (Health) • November 20: Physical Prototype Critique PART 4 – PROTOTYPE: Prototype, test, demo day • November 27: Thanksgiving (No Class), One-on-ones • December 4: Prototype Test Critique (Prep for Final) • December 11: Marketing Test Critique (Final)
- 25. NOW ENOUGH ABOUT US. BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 25 INTERVIEW TIME. We will be matching teams for our accellerator class based on skills, interests, and motivations. We will now be interviewing each one of you to compose startup teams. Are you a Maker, Marketer, or Mover Shaker?
- 26. CLASS RULES JUST A FEW BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014
- 27. CLASS RULES BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 27 • Questions are always welcome so ask them at any time. • Be ready on time for class, including having presentation materials up on the board or loaded on the class computer prior to the start of class. • No laptops, lids down. • No phones during class. • Food is just fine, except when there are guests/speakers present. • EMAIL IN ADVANCE OF CLASS if you will be late or miss a class.
- 28. HOMEWORK FIRST ASSIGNMENT BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014
- 29. BREAKING DOWN A BUSINESS MODEL BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 29
- 30. RESEARCH & PRESENT THE ANSWERS TO: BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 30 HOW DOES THE COMPANY MAKE MONEY? WHAT DO THEY DO FOR THE WORLD THAT IS GOOD? THEN CREATE A BUSINESS MODEL CANVAS FOR THE COMPANY. SUBMIT TO THE DROPBOX BY 4PM ON THE DAY OF CLASS.
- 31. THE BUSINESS MODEL CANVAS BETTER BY MEASURE | WEEK 1: SEPTEMBER 4, 2014 31 KEY PARTNERS KEY ACTIVITIES VALUE PROPOSITIONS CUSTOMER RELATIONSHIPS KEY RESOURCES CHANNELS COST STRUCTURE REVENUE STREAMS CUSTOMER SEGMENTS Who are our key partners? Who are our key suppliers? Which key resources are we acquiring from our partners? Which key activities do our partners perform? What value do we deliver to the customer? Which one of our customers’ problems are we helping to solve? What bundles of products and services are we offering to each segment? Which customer needs are we satisfying? What is the minimum viable product? For whom are we creating value? Who are our most important customers? What are the customer archetypes? What key activities do our value propositions require? Our distribution channels? Customer relationships? Revenue Streams? What key resources do our value propositions require? Our distribution channels? Customer relationships? Revenue Streams? How do we get, keep, and grow customers? Which customer relationships have we established? How are they integrated with the rest of our business model? How costly are they? Through which channels do our customer segments want to be reached? How do other companies reach them now? Which ones work best? Which ones are most cost-effective How are we integrating them with customer routines? What are the most important costs inherent to our business model? Which key resources are most expensive? Which key activities are most expensive? For what value are our customers really willing to pay? For what do they currently play? What is the revenue model? What are the pricing tactics? SOURCE: www.businessmodelgeneration.com//canvas | Canvas concepts developed by Alexander Osterwalder and Yves Pigneur.
Editor's Notes
- #9: Formerly one of the 4th largest lakes in the world, the lake is now 10% of its original size.
- #11: Last year detroit filed for bankruptcy. There are an estimated 78,000 abandoned buildings in the city. 40% of the street lights don’t work.
- #12: The Photo on the left is on a clear day over china (my trip there in 2012). http://www.theguardian.com/world/2009/dec/04/china-manufacturing-factories-africa
- #30: Rules – you’re assigned a product but you can trade; by end of class you must commit to your product
- #31: Rules – you’re assigned a product but you can trade; by end of class you must commit to your product
- #32: Rules – you’re assigned a product but you can trade; by end of class you must commit to your product