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


The modern world possesses a multitude of environmental, social, and economic problems. The UN Millennium Development Goals were set forth in an effort to address these issues


U.N. Millennium Development Goals


U.N. Millennium Development Goals

Triple Bottom Line

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


U.N. Millennium Development Goals

Strategic Design

Triple Bottom Line

Triple Bottom line practices address problems from people, profit, and planet perspective Strategic design has the power to greatly affect these problems through triple bottom line solutions


U.N. Millennium Development Goals

Strategic Design

Triple Bottom Line

Triple Bottom line practices address problems from people, profit, and planet perspective Strategic design has the power to greatly affect these problems through triple bottom line solutions

CATALYST

connects these three entities through its original content


U.N. Millennium Development Goals

Strategic Design

Triple Bottom Line

Triple Bottom line practices address problems from people, profit, and planet perspective Strategic design has the power to greatly affect these problems through triple bottom line solutions

CATALYST

connects these three entities through its original content


Understanding of The value of Strategic Design is not widespread


How can we raise awareness of the connection between strategic design, the triple bottom line, and UN Millennium goals?


agenda Discover

Define

Design

Deliver


agenda

CATALYST background

Current Landscape of the Publication Communication Channels Publication Value Chain Direction of the Publishing industry

Discover

Define

Design

Deliver


agenda

CATALYST background

Current Landscape of the Publication Communication Channels Publication Value Chain Direction of the Publishing industry

Discover

Define Opportunities Qualifying Strategies

Design

Deliver


agenda

CATALYST background

Current Landscape of the Publication Communication Channels Publication Value Chain Direction of the Publishing industry

Discover

Define Opportunities Qualifying Strategies

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

Deliver


agenda

CATALYST background

Current Landscape of the Publication Communication Channels Publication Value Chain Direction of the Publishing industry

Discover

Define Opportunities Qualifying Strategies

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

Deliver Results Next Steps


Discover


Catalyst: Designing Desire:

The DNA of Desire and Design

Discover

Catalyzing the Conversation

What to Expect

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

04

10

18

30 © the Design Management Program of Pratt Institute, December 2010

01 Catalyzing the Conversation 02 Catalyst Perspective 04 From the Catalyst Blog

06 Catalyst Voices Defining Desire in the 21st Century The Desire to be #1

40 Infographic: Where Americans are Spending their money

10 The Economies of Desire

42 Tools for Catalyzing Change:

the next Catalyst theme will be Designing Desire. Please submit article concepts and Ventures and exploration notes to: Catalystsdr@gmail.com

Establishing a Creative Economy The Three Ps of Desire: Progeny, Power, and Purpose Catalyst Perspective

Managing Editor: Kevin rorick Editorial Board: Dante Clemons Giselle Carr Mary McBride Denise tahara Visual Design: anke stohlmann Editors: eileen Kiley & Denise tahara

Dr. Mary McBride Director of the Design Management Program at Pratt Institute

Catalyst Voices: Adam Zoltowski

This issue of CATALYST demonstrates that it is possible to design a future with robust wellbeing as the core of the design brief. We present research that argues that design-driven innovation is essential to the engagement of users in the selection of choices and adoption of behaviors that enhance wellbeing. As we send out this issue, we watch the petrochemical economy threaten the livelihoods of citizens and the security of states as BP continues to mop up its mess. The petrochemical economy is, at core, an unsustainable one. It now produces economic value for a few at a significant cost to the many. It trades off human health for limited short-term return on investment. And, as we now see with BP, it puts our world at risk.

Defining Desire in the 21st Century

We invite you, our readers, to move beyond petroleum and its politics of loss. We invite you to read about the individuals and organizations designing for a new economy and redefining the role strategic design plays in policy-making and social innovation in communities and countries D around oura shared world. We invite esire me ns different things to you We desire that space cal web design and online advertisto act on your intuition, inspire eachpeople. other and useatyour different Taken face skills value, and ing. In that industry, the desires of 44 the word desireexchange is typically intelligence to change the way we trade, andassociated create eco- to connect, a place voters are played upon constantly to Catalysts with sexuality. Yet desire takes many elect public officials. Barack Obama’s nomic value. where we can feel forms: the desire for connection, the historic 2008 campaign played off of the Listener André Corrêa desire to obtain a certain image in the the nationwide desire for change after human, and facebook d’Almeida eight years of George W. Bush. That Dr. Mary McBride eyes of others, and the desire for more gives that to us in the coveted items and products. Compadesire was so strong that it picked up Marcello Minoliti nies that use design well understand a grassroots swell of support. The now closest way possible. and use desires to sell goods and infamous poster by Shephard Fairey services that they believe will benefit was plastered everywhere, and the their consumer’s lives. Obama campaign used new media to understood that companies need to Think about all of the things you a revolutionary degree to help win the The DNA of Desire and Design 1 sell on the promise of fulfilling human own, or have bought in your life. Did election. They turned online enthusineed. Apple has been able to create a you want the television, or is it some asm into on the ground support that cult of users obsessed with the image other thing that the television gives you brought voters together in a way that of being a ‘mac-head’. Whether or not that you desire. The television could hadn’t been done before.1 That camExecutive Summary Apple products are indeed superior to serve several purposes: an escape from paign understood how to use design steve Masterson, CeO of Kiska, discusses the need to balance the desires of designers with the desires of consumers and our enviother brands is not the point. They are the mundane for some, a symbol of to appeal to voters desires, while the ronment. Masterson offers a brief history of product design and speaks to its ability to create desire in consumers. He emphasizes instantly recognizable and help create status for others, or an excuse to have McCain campaign did not. Though as By sTEVE MAsTERsOn need for organizations to marry their business and design strategies in an effective, sustainable, and eco-conscious manner. a sense of inclusion, a sense of cool in guests on Sunday to watch football. We effective as their online design efforts their possession. I can recall the days don’t desire the television itself, with all were in recognizing desires, they failed before owned an creating iPhone, watching of its circuitry and sleekD technology, but at firstresponds to recognizeto thethe power of the Designing esire’ implies twoIthings: a design that rational my friends use their new toy as if it was rather the result that we believe owning Fairey poster, initially not wanting to and technical demands of a product, and creating desire in people for that product. the greatest thing on earth. I didn’t the television will give us. use it at all. Had they not, it would have need but deep down I desired one. tobeen In marketing and advertising, is a different altogether. Companies thatit develop anone, integrated design process capture thatelection emotion within I wanted to experience the same thing their design strategy create desire for products that people will want to possess. as they were experiencing. I wanted The Desire for Connection to be a part of Product the club. Now that I do understand Design can make us buyThey things,work elect designers desire. Adam Zoltowski is the executive editor own an iPhone, that sense of belonging leaders. Design shapes our behaviors. of Catalyst and is a participant in the toisalign the technical demands and ergonomics of a or inclusion taken for granted, and How many times have you bought Pratt Institutes Design Management a desire for a new form of inclusion is products because they have a better product with targeted, tailored and enticing aesthetics. Program. Prior to his involvement with likely to occur. The hot new item of this package or a better designed adverCatalyst he was a web designer in A good design captures the attention of the user. It year, the iPad, is a likely successor. tisement? Probably more than you washington, DC where he specialized in Before my enrollmenthas in The Pratt The popularity Mad Men online advertising for political candidates the ability realize. to stimulate sales,of influence i g i TA L Dfour eSigN : T h ehas DeS igNer iS The and non-profit organizations. Institute, I worked in the field of politioverDthe last years brought

18 Establishing a Creative Economy 30 Design is

Drive, Frozen Desire, The Fearful Rise of Markets

Executive Editor: adam Zoltowski

Designing wellbeing requires an understanding of interconnectedness and interdependency. Wellbeing cannot be designed in after business strategy. Ideally, the intention of wellbeing informs all we shape, make and use. In this issue of CATALYST, we explore how the strategic design of products and processes can create economic value while enhancing wellbeing. When strategic design intelligence is used at the “fuzzy front end,” it can create alternatives that are cost effective and toxin free. Chemicals of concern can be screened out and wellbeing designed in. This issue provides examples of food-based paint that smells like a milk shake and contains no polyvinyl acrylic and welding processes that reduce the use of argon gas to zero. Both alternatives are cost effective and contribute to wellbeing.

Desire, in contemporary psychology, is often grouped into the following three categories: Progeny, Power, and Purpose. They represent at the highest level, the desires of all human beings, with all other desires falling underneath them or acting as a way of obtaining them. The desire for these three things are the impetus for all other desires such as possession, love, connection, money, and other worldly things. These desires spark innovation in a number of different design fields. The desire for progeny can be fed through fashion, clothing, and other ways of projecting a desirable sexual image of ones self. Power can also be fed in this manner, but also through the design of cars, homes, and similar status symbols. Purpose is often met with designs that enable people and provide access to information that opens avenues of exploration 18 CATALYSTsdr.com and growth, and provide connection with other people who share their mission.

1. Progeny

2. Power

3. Purpose

Descendants or

Possession of control,

Something set up

6 CATALYSTsdr.com

emotion and develop brand value. Great design meets desire at

L i ST e N e r

to light exactly how advertisers use our underlying needs to sell us things we may or may not need. There is an amazing scene at the end of season two of the show, where Don Draper, the enigmatic Creative Director of Sterling Cooper pitches their idea for the Kodak Carousel, a slide projector that in years to come would become an incredibly popular product. The presentation he delivers plays brilliantly on the desire to connect with days that have passed us by, the desire for nostalgia, with the product acting as the activator of desire: “Nostalgia - it’s delicate, but potent… ”nostalgia” literally means “the pain from an old wound.” It’s a twinge in your heart far more powerful than memory alone. This device isn’t a spaceship, it’s a time machine. It goes backwards, and forwards... it takes us to a place where we ache to go again. It’s not called the wheel, it’s called the carousel. It let’s us travel the way a child travels - around and around, and back home again, to a place where we know are loved.”2 It’s a powerful moment, one that plays off of the most basic of human desires, the Desire for love, the desire for connection and security. Platforms like Facebook, Myspace, and other online portals serve the same need, just in a different way. We desire that space to connect, a place where we can feel human, and facebook gives that to us in the closest way possible. Yet, much like the carousel has died away, so will destinations like Facebook, replaced with new ways to fill those same needs. Social media is already evolving to include point of purchase experiences. It is moving beyond the desire for connection and possession by combining the two into one online social experience. Desires

Digital Design Process

Ira Kaufman PhD President, Digital Marketing strategist, Entwine Digital (www.entwineinc.com) Ira challenges senior executives in business and organizations to clarify their goals and translate them into a consistent Brand and Integrated Media Marketing strategy. He combines 30 years of rich experiences with businesses and nonprofits to leverage the power of social technologies for marketing, recruitment and organizational development. Ira collaborates with a team of experts to design interactive environments that create long-term value and rOI. He has a passion for digital/social media and how it can make a positive impact

Recent Polls 4% 4% 4%

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The DNA of Desire and Design 7


Catalyst: Designing Desire:

The DNA of Desire and Design

Discover

Catalyzing the Conversation

What to Expect

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

04

10

18

30 © the Design Management Program of Pratt Institute, December 2010

01 Catalyzing the Conversation 02 Catalyst Perspective 04 From the Catalyst Blog

Executive Editor:

06 Catalyst Voices Defining Desire in the 21st Century The Desire to be #1

adam Zoltowski 40 Issue 6 I wInter 2010 Managing Editor: Infographic: Kevin rorick Where Americans Editorial Board: Dante Clemons are Spending Giselle Carr Mary McBride their money

10 The Economies of Desire

42 Tools for Catalyzing Change:

the next Catalyst theme will be Designing Desire. Please submit article concepts and Ventures and exploration notes to: Catalystsdr@gmail.com

Drive, Frozen Desire, The Fearful Rise of Markets

Visual Design: anke stohlmann Editors: eileen Kiley & Denise tahara

Director of the Design Management Program at Pratt Institute

Strategic Design Review Catalyst Voices: Adam Zoltowski

This issue of CATALYST demonstrates that it is possible to design a future with robust wellbeing as the core of the design brief. We present research that argues that design-driven innovation is essential to the engagement of users in the selection of choices and adoption of behaviors that enhance wellbeing. As we send out this issue, we watch the petrochemical economy threaten the livelihoods of citizens and the security of states as BP continues to mop up its mess. The petrochemical economy is, at core, an unsustainable one. It now produces economic value for a few at a significant cost to the many. It trades off human health for limited short-term return on investment. And, as we now see with BP, it puts our world at risk.

Defining Desire in the 21st Century

Establishing a Creative Economy Designing The Three Ps of Desire: Desire: Progeny, Power, The DNA of Desire and Purpose and Design Catalyst Perspective

Dr. Mary McBride

We invite you, our readers, to move beyond petroleum and its politics of loss. We invite you to read about the individuals and organizations designing for a new economy and redefining the role strategic design plays in policy-making and social innovation in communities and countries D around oura shared world. We invite esire me ns different things to you We desire that space cal web design and online advertisto act on your intuition, inspire eachpeople. other and useatyour different Taken face skills value, and ing. In that industry, the desires of 44 the word desireexchange is typically intelligence to change the way we trade, andassociated create eco- to connect, a place voters are played upon constantly to Catalysts with sexuality. Yet desire takes many elect public officials. Barack Obama’s nomic value. where we can feel forms: the desire for connection, the historic 2008 campaign played off of the Listener André Corrêa desire to obtain a certain image in the the nationwide desire for change after human, and facebook d’Almeida eight years of George W. Bush. That Dr. Mary McBride eyes of others, and the desire for more gives that to us in the coveted items and products. Compadesire was so strong that it picked up Marcello Minoliti nies that use design well understand a grassroots swell of support. The now closest way possible. and use desires to sell goods and infamous poster by Shephard Fairey services that they believe will benefit was plastered everywhere, and the their consumer’s lives. Obama campaign used new media to understood that companies need to Think about all of the things you a revolutionary degree to help win the The DNA of Desire and Design 1 sell on the promise of fulfilling human own, or have bought in your life. Did election. They turned online enthusineed. Apple has been able to create a you want the television, or is it some asm into on the ground support that cult of users obsessed with the image other thing that the television gives you brought voters together in a way that of being a ‘mac-head’. Whether or not that you desire. The television could hadn’t been done before.1 That camExecutive Summary Apple products are indeed superior to serve several purposes: an escape from paign understood how to use design steve Masterson, CeO of Kiska, discusses the need to balance the desires of designers with the desires of consumers and our enviother brands is not the point. They are the mundane for some, a symbol of to appeal to voters desires, while the ronment. Masterson offers a brief history of product design and speaks to its ability to create desire in consumers. He emphasizes instantly recognizable and help create status for others, or an excuse to have McCain campaign did not. Though as By sTEVE MAsTERsOn need for organizations to marry their business and design strategies in an effective, sustainable, and eco-conscious manner. a sense of inclusion, a sense of cool in guests on Sunday to watch football. We effective as their online design efforts their possession. I can recall the days don’t desire the television itself, with all were in recognizing desires, they failed before owned an creating iPhone, watching of its circuitry and sleekD technology, but at firstresponds to recognizeto thethe power of the Designing esire’ implies twoIthings: a design that rational my friends use their new toy as if it was rather the result that we believe owning Fairey poster, initially not wanting to and technical demands of a product, and creating desire in people for that product. the greatest thing on earth. I didn’t the television will give us. use it at all. Had they not, it would have need but deep down I desired one. tobeen In marketing and advertising, is a different altogether. Companies thatit develop anone, integrated design process capture thatelection emotion within I wanted to experience the same thing their design strategy create desire for products that people will want to possess. as they were experiencing. I wanted The Desire for Connection to be a part of Product the club. Now that I do understand Design can make us buyThey things,work elect designers desire. Adam Zoltowski is the executive editor own an iPhone, that sense of belonging leaders. Design shapes our behaviors. of Catalyst and is a participant in the toisalign the technical demands and ergonomics of a or inclusion taken for granted, and How many times have you bought Pratt Institutes Design Management a desire for a new form of inclusion is products because they have a better product with targeted, tailored and enticing aesthetics. Program. Prior to his involvement with likely to occur. The hot new item of this package or a better designed adverCatalyst he was a web designer in A good design captures the attention of the user. It year, the iPad, is a likely successor. tisement? Probably more than you washington, DC where he specialized in Before my enrollmenthas in The Pratt The popularity Mad Men online advertising for political candidates the ability realize. to stimulate sales,of influence i g i TA L Dfour eSigN : T h ehas DeS igNer iS The and non-profit organizations. Institute, I worked in the field of politioverDthe last years brought

18 Establishing a Creative Economy 30 Design is

Denise tahara

Designing wellbeing requires an understanding of interconnectedness and interdependency. Wellbeing cannot be designed in after business strategy. Ideally, the intention of wellbeing informs all we shape, make and use. In this issue of CATALYST, we explore how the strategic design of products and processes can create economic value while enhancing wellbeing. When strategic design intelligence is used at the “fuzzy front end,” it can create alternatives that are cost effective and toxin free. Chemicals of concern can be screened out and wellbeing designed in. This issue provides examples of food-based paint that smells like a milk shake and contains no polyvinyl acrylic and welding processes that reduce the use of argon gas to zero. Both alternatives are cost effective and contribute to wellbeing.

6 CATALYSTsdr.com

Desire, in contemporary psychology, is often grouped into the following three categories: Progeny, Power, and Purpose. They represent at the highest level, the desires of all human beings, with all other desires falling underneath them or acting as a way of obtaining them. The desire for these three things are the impetus for all other desires such as possession, love, connection, money, and other worldly things. These desires spark innovation in a number of different design fields. The desire for progeny can be fed through fashion, clothing, and other ways of projecting a desirable sexual image of ones self. Power can also be fed in this manner, but also through the design of cars, homes, and similar status symbols. Purpose is often met with designs that enable people and provide access to information that opens avenues of exploration 18 CATALYSTsdr.com and growth, and provide connection with other people who share their mission.

1. Progeny

2. Power

3. Purpose

Descendants or

Possession of control,

Something set up

emotion and develop brand value. Great design meets desire at

L i ST e N e r

to light exactly how advertisers use our underlying needs to sell us things we may or may not need. There is an amazing scene at the end of season two of the show, where Don Draper, the enigmatic Creative Director of Sterling Cooper pitches their idea for the Kodak Carousel, a slide projector that in years to come would become an incredibly popular product. The presentation he delivers plays brilliantly on the desire to connect with days that have passed us by, the desire for nostalgia, with the product acting as the activator of desire: “Nostalgia - it’s delicate, but potent… ”nostalgia” literally means “the pain from an old wound.” It’s a twinge in your heart far more powerful than memory alone. This device isn’t a spaceship, it’s a time machine. It goes backwards, and forwards... it takes us to a place where we ache to go again. It’s not called the wheel, it’s called the carousel. It let’s us travel the way a child travels - around and around, and back home again, to a place where we know are loved.”2 It’s a powerful moment, one that plays off of the most basic of human desires, the Desire for love, the desire for connection and security. Platforms like Facebook, Myspace, and other online portals serve the same need, just in a different way. We desire that space to connect, a place where we can feel human, and facebook gives that to us in the closest way possible. Yet, much like the carousel has died away, so will destinations like Facebook, replaced with new ways to fill those same needs. Social media is already evolving to include point of purchase experiences. It is moving beyond the desire for connection and possession by combining the two into one online social experience. Desires

Digital Design Process

Ira Kaufman PhD President, Digital Marketing strategist, Entwine Digital (www.entwineinc.com) Ira challenges senior executives in business and organizations to clarify their goals and translate them into a consistent Brand and Integrated Media Marketing strategy. He combines 30 years of rich experiences with businesses and nonprofits to leverage the power of social technologies for marketing, recruitment and organizational development. Ira collaborates with a team of experts to design interactive environments that create long-term value and rOI. He has a passion for digital/social media and how it can make a positive impact

Recent Polls 4% 4% 4%

24% 24% 24%

3% 3% 3% 3% 3%3% 3%

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11% 11% 11%

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2% 3% 3% 2% 3% 2%

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15% 15% 15%

33% 33% 33%

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22% 22% 22%

The DNA of Desire and Design 7


Discover

The mission of CATALYST Strategic Design Review is to stimulate thinking and encourage conversation about the role of strategic design in defining and developing an economically, socially and environmentally sustainable future.

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Discover

The mission of CATALYST Strategic Design Review is to stimulate thinking and encourage conversation about the role of strategic design in defining and developing an economically, socially and environmentally sustainable future. CATALYST discusses how strategic design have a meaningful impact on people, profit and planet, and focuses squarely on the UN Millennium Development Goals aug

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Discover

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

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Catalyst Strategic Design Review CATALYSTâ&#x20AC;&#x2122;s communication channels Discover Publication History | Current Team

Online Weekly eNewsletter

Social Media

aug

Sept

C Space

Oct

Nov

Dec

Jan

Feb

March

April


Discover

How can we raise awareness of the connection between strategic design, the triple bottom line, and UN Millennium goals?

aug

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Jan

Feb

March

April


Strategic Technology

Discover Design Operations Management

Leadership & Team Building

Leadership and Team Building

How can we raise awareness of the connection between strategic design, the triple bottom line, and UN Millennium goals?

Managing Innovation & Change

Design Management

Directed Research Negotiating


Discover

CATALYSTâ&#x20AC;&#x2122;s competitive landscape Digital

Design leaders

Business leaders

Print aug

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Oct

Nov

Dec

Jan

Feb

March

April


Discover

CATALYSTâ&#x20AC;&#x2122;s Value Chain

Supply Chain

Design & Production

Distribution

Sales & Marketing

Authors Content Networks of People

Website eNewsletter Print Publication

CATALYST Website CATALYST Print eNewsletter Social Media Chanels

Content Sharing eNewsletter Promotion Event promotion Co-publishing Press mentions

Support Systems: Systems Development: Development of computerized internal communications Human Resource Management: Recruitment, Training, Personal Development, Development of Skills

aug

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Discover

CATALYST SWOT Analysis Internal Refinements First Impressions | SWOT Analysis | Focus Moving Forward | Reflections on Internal Challenges

Strengths.

Weaknesses.

Opportunities.

Threats.

Pratt Institute as a brand name to support CATALYST

Untested/unproved transition strategy (experimental)

Leverage ambitions of incoming Program participants

Lack of interest from current Program participants

Thought leadership through Program

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

Leverage relationship with Pratt’s Design Management Program alumni

Management team is constantly changing

Pratt Institute’s reputation as a backer in reaching out to partnerships (editorial/marketing opportunities)

Time Commitment/Time as a scarce resource for participants

Human capital through students: Knowledge of content, design and production skill-sets Willingness of the participants to contribute their time on a pro bono basis Passion for the mission of the publication on behalf of the team

Reliance on incoming Program participants No capital investment/compensation from Pratt Institute Decision-making process: Existing hierarchical structure resulted in conflicts between Program participants and confusion amongst the leadership team as to who had authority to make “executive” decisions.

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

Human Capital retention and participation Financial: Lack of funding

Resume-builder/Experience

Accurate Time Commitment: The organizational structure as originally presented was based on a full-time job commitment. As many of the Program participants already have full-time jobs, this presented barriers to those wanting to contribute only occasionally. Operational Roles and Responsibilities: roles and responsibilities as defined had the effect of isolating team members. This prevented communication and created deficiencies. It also contributed to the duplication and confusion of operational tasks amongst the management team.

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Discover

insight: CATALYSTâ&#x20AC;&#x2122;s audience is consuming digital content most

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April


Define


Define

opportunity: To implement strategies aimed at achieving growth and increased traffic to the CATALYST website and to begin a transition from print to digital

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

Strategies for Growth Implementation External CATALYSTsdr.com | Social Media | eNewsletter | Strategic Partnerships

Strategies in Action >> Search Engine Optimization (SEO) t>> Social Media >> eNewsletter

Transition and Staffing

SEO

eNewsletter

C-Space

Social Media

Strategic Partnerships


Define

Search Engine Optimization: What is it? The process of improving traffic to a given website by increasing the siteâ&#x20AC;&#x2122;s visibility in search engine results.

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Define

Search Engine Optimization: Why use it? Can be accomplished at minimal cost Most organic way to gain readership for an online content provider Directly related to the organization and structuring of content on the site

aug

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Define

Search Engine Optimization: ANTICIPATED RESULTS Increase in site traffic by 25% or more Achieve â&#x20AC;&#x2DC;backlinksâ&#x20AC;&#x2122; from other organizations Increase in the number of pages being indexed by search engines Increase of 10% or more in user engagement as defined by time spent on the site

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

eNewsletter External Growth CATALYSTsdr.com | Social Media | eNewsletter | Strategic Partnerships

Strategies in Action >> Clear purpose >> Know your audience >> Clear message >> Carefully curate content >> Multi-message campaigns

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

eNewsletter Why use it? Ensure regularity and consistency Executed at low cost Constant reminder of brand presence

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

eNewsletter Anticipated Results 20% increase in newsletter subscription during the project’s lifespan 10% Increase in ‘click-throughs’ to Catalyst sdr.com

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

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

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

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

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

Social Media What is it? Online networks and communities that connect friends, colleagues, and people of similar interests around the world. Three largest and valuable to CATALYST: Facebook, Linkedin, and Twitter

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

Social Media Why use it? Provides an ancillary channel of communication Allows for more casual conversation around the topic Enables more word of mouth promotion of CATALYST at minimal cost

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

Social Media Anticipated Results

15% Increase number of â&#x20AC;&#x153;likesâ&#x20AC;? (memberships) 20% Increase in number of daily users 20% Increase in daily activity, as indicated by people commenting on posts or sharing them with others Increase as source of site traffic of 5-10%

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

Strategic Partnerships What are they?

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

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

Strategic Partnerships Why use them

Provide access to undiscovered, untapped audience Accomplished through little to no finances Act as a support function for SEO, Social Media efforts, and eNewsletter content

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Define

Transition and Staffing Planning What is it

A succinct, strategic plan to staff the team with the right talent, through successful identification of creative assets, as well as how to transfer ownership at yearâ&#x20AC;&#x2122;s end.

aug

Sept

Oct

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Dec

Jan

Feb

March

April


Define

Transition and Staffing Planning Why is it important?

Better enables teams to accomplish tasks by assigning the right members Ensures successful continuation and consistency in the publishing of CATALYST

aug

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Oct

Nov

Dec

Jan

Feb

March

April


Define

aug

C-Space

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design


Design

How can we raise awareness of the connection between strategic design, the triple bottom line, and UN Millennium goals through digital platforms?

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

Initiated a testing period, beginning November, 1st, 2010 and lasting until February 1st, 2011

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

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

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

aug

SEO Strategies - Data Gathering

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

SEO Strategies - Keywords and Blog Guidelines cradle to cradle economic development management tools strategic management design management strategic marketing business leadership social capital tbl innovation management design strategy life cycle analysis strategic leadership biomimicry triple bottom line design leadership strategic design natural capital sustainable competitive advantage international business strategy creative economies business ecology

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

SEO Strategies - Site Reorganization Navigation as of Nov. 1st 2010

aug

Sept

Oct

Nov

Dec

Jan

Feb

Navigation as of Nov. 17th 2010

March

April


Design

SEO Strategies - Content Redesign SOCIAL

TECHNOLOGY

ENVIRONMENTAL

HIGH Re-design your life

CATALYST Announces Big Screen Project

PIERS Conference Recap The Ark

L2 Innovation Forum Inspires Disruption Bruce Mau at Pratt

ECONOMIC

POLITICAL

Strategic Design in Action: Starbucks

Wikileaks

PSFK: New Model?

Lighting the Way out of poverty

Minding your Business

Virtual Office

Nordic Design Now

Standardization at Starbucks

Charity Water

Political Responsibility of Design

Smart Clothing Monocle Forecasts end of Digital

SEE Bulletin #5 How Toxic are your toys this holiday season?

Infographic: Holiday Consumers Day to Day Supervision no longer needed

JetBlueâ&#x20AC;&#x2122;s Hiring Strategy

LOW

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

Social Media - Channel Prioritization

#2

#1

#3

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

Social Media - Tactical Approach Treated channels as forums for discussion Asked Questions Engaged audiences of ancillary organizations Treated as independent channels and as a site traffic source Worked in sync and was scheduled with website

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

eNewsletter - Strategy Began publishing once a week, at consistent times of day Content reflected new mix on the website Was geared towards engagement of audience

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

eNewsletter - Tactical Approach Define your Purpose Know Your Audience Crystallize your message Carefully chunk content Send multi-message campaigns

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

Strategic Partnerships - Identification AUTHOR

PALS CONFERENCE

ALUMNI OR SCHOOL RELATIONSHIP

LIKE MINDED PUB

ADSA

ORG OR TRADE ASSOCIATION

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

Strategic Partnerships - Evaluation high CONFERENCE

ADSA

not connected

connected

low

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

aug

Strategic Partnerships - Content Sharing

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

Strategic Partnerships -

eNewsletter promotions - DMI

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

aug

Strategic Partnerships - DMI Event Promotions

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

aug

Strategic Partnerships - Co-Publishing with Core77

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Design

Staff Identification and Transition

Met with 1st year students in the fall of 2010 Brought in members early, to work towards goals together Drew from 1st year talent base for implementations Utilized pre-existing transition model aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Deliver


External Growth Deliver

Web Traffic Results

CATALYSTsdr.com | Social Media | eNewsletter | Strategic Partnerships

SEO

increase in traffic

RESULTS

Anticipated Results >> Increase in site traffic by 25% or more >> Identify amount of â&#x20AC;&#x2DC;backlinksâ&#x20AC;&#x2122; from other organizations >> Increase in the number of pages being indexed by search engines >> Increase of 10% or more in user engagement as defined by time spent on the site

aug

Sept

440

414

406 303

342 279

145

August

September

October

2,683 visitors

November

3,947 visitors

Nov

January

47%

Testing Period

Benchmarking Period

Oct

December

Dec

Jan

Feb

CATALYSTsdr.com Weekly Site Traffic.

March

April


External Growth CATALYSTsdr.com | Social Media | eNewsletter | Strategic Partnerships

Deliver

Page Indexing Results

SEO

RESULTS

Anticipated Results >> Increase in site traffic by 25% or more >> Identify amount of ‘backlinks’ from other organizations >> Increase in the number of pages being indexed by search engines

of CATALYSTsdr.com are indexed by Google

>> Increase of 10% or more in user engagement as defined by time spent on the site aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


CATALYSTsdr.com | Social Media | eNewsletter | Strategic Partnerships

Deliver

Backlink Results

SEO

RESULTS

Anticipated Results >> Increase in site traffic by 25% or more >> Identify amount of â&#x20AC;&#x2DC;backlinksâ&#x20AC;&#x2122; from other organizations >> Increase in the number of pages being indexed by search engines >> Increase of 10% or more in user engagement as defined by time spent on the site

aug

Sept

backlinks Organization backlinking include:

Design Management Institute (DMI) frog Design Design Observer InSource Fast Company American Society of Interior Designers (ASID) Oct

Nov

Dec

Jan

Feb

March

April


External Growth

100 | Strategic Partnerships CATALYSTsdr.com | Social Media | eNewsletter

Deliver

Facebook Membership Results 50

0

Facebook RESULTS

increase in ‘likes’

Daily User Interactions July 31st, 2010 - October 31st, 2010 November 1st, 2010 - Feb 1st, 2011

Anticipated Results >> 15% Increase in number of “likes”

300

>> 20% Increase in number of daily users

225

>> Increase as source of site traffic of 5-10%

150

75

0 New Membership July 31st, 2010 - October 31st, 2010 November 1st, 2010 - Feb 1st, 2011

aug

Sept

Oct

Nov

Dec

Jan

Feb

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

March

April


External Growth CATALYSTsdr.com | Social Media | eNewsletter | Strategic Partnerships

Deliver

Facebook Engagement Results

Facebook RESULTS Anticipated Results

114

%

>> 15% Increase in number of “likes”

200

>> 20% Increase in number of daily users

150

>> Increase as source of site traffic of 5-10%

increase in daily users

100

50

0 Daily User Interactions July 31st, 2010 - October 31st, 2010 November 1st, 2010 - Feb 1st, 2011

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Deliver

Social Media Site Traffic Results

Facebook

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Deliver

aug

eNewsletter Contact Sign-ups

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Deliver

aug

eNewsletter Click Through Results

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Deliver

Strategic Partnership Impact

105

DMI Newsletter Goes out

73 26 Nov. 26th

Dec. 2nd

Dec. 9th

CATALYSTsdr.com DMI Site Impact Nov 26th, 2010 - Dec 9th, 2010 November 1st, 2010

February 1st, 2011

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

Newsletter Contacts Site Traffic

December 2, 2010 aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


C-Space

Deliver

aug

Sept

Oct

Nov

Dec

Jan

Feb

March

April


Deliver

New Team Taking Over


discussion


discussion How can we raise awareness of the connection between strategic design, the triple bottom line, and UN Millennium goals through digital platforms?


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

discussion


discussion With each new implementation and refinement we expand that network and increase strategic design awareness inline with current trends in media and publishing.


Design Tools â&#x20AC;&#x201C; DM Principles applied

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

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

Strategic Technology: Digital channels

Management Communication: Working across departments, communicating effectively

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

Managing Innovation & Change: Kotters or Tuckman Intâ&#x20AC;&#x2122;l Environments of Business: STEEP, informed our content mix

Design Operations: Scheduling or content across channels


Design Tools â&#x20AC;&#x201C; DM Principles applied

Negotiation: Partnerships

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

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

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

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

Strategic Marketing: Importance of branding across channels, importance of measuring, (anticipated results) Business Strategy: Value Chain, Bubble Chart, Peer Analysis Design Futures: Defining need, opportunity, vision and recommendations for their implementations. Creating a vision for the future of CATALYST that we want to see in reality


Design Tools â&#x20AC;&#x201C; DM Principles applied Thesis Topic Chosen - Directed Research

Opportunity Identified - Design Management Channel Chosen - Strategic Technology Process Refinements and implementations - Decision Making Partnerships formed - IEB Transition begins - Innovation and Change

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April


next steps


next steps Strategic Partnerships Use of tiered structure approach, with an emphasis on partners directlyor secondarily connected to CATALYST Continue to categorize and prioritize potential partners based on thebenefit of the relationship Approach each partner with specific and individualized ideas for the partnership


next steps SEO & Web Refinements Continue collection of data and metrics Exploration and research of additional keywords to be implemented into content Monthly assessment of SEO performance and quality Explore the possibility of new site architecture with SEO considerations built into the siteâ&#x20AC;&#x2122;s structure


next steps Content Mix Focus on content that is newsworthy to the public and relevant to strategic design Content should utilize the siteâ&#x20AC;&#x2122;s keyword strategy and Team members and contributors should specialize in topic areas, Continue to explore the use of the STEEP model as a categorization model


next steps Content Mix Maintain focus on Facebook, Linkedin, and Twitter Approach each social media network as its own communication channel with unique content offerings Identify one team member to manage all three networkâ&#x20AC;&#x2122;s Design content schedules specific to each networks audience behavior Encouraging action or engagement on behalf of the audience Measure and analyze


next steps Content Mix Re-design of eNewsletter redesign that allows more content to appear â&#x20AC;&#x2DC;above the foldâ&#x20AC;&#x2122; withinin subscribers inboxes Testing of keywords in titles Experiment with content mix


next steps C-Space Continue to use as a Strategic Channel Solicit content with adaptation in mind Build capacities into team


next steps Staffing and Transitioning Identify new members early Utilize mentorship model of easing new members into team roles Learn from new team members


conclusion

Planet


conclusion

Planet

Performance


conclusion

Planet

Performance

People



CATALYST Thesis Presentation