JSpinks MA 748Final Project

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Final ProjectSEEKING VALIDITY:SAVANNAH COLLEGE OF ART AND DESIGNSAVANNAH, GAMARCH 2014

BY: J. SPINKS

A NEW MODEL FOR CONNECTING THESTARTUP AND DESIGN COMMUNITIES.

SUBMITTED TO THE FACULTY OF THE DESIGN MANAGEMENTPROGRAM AT THE SAVANNAH COLLEGE OF ART AND DESIGNIN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THEDEGREE OF MASTER OF ARTS


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ContentsINTRODUCTION Abstract . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4

FRAMING Title of Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Subject of Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Problem Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Target Audience . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Scope . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Signicance of Study . . . . . . . . . . . . . . . . . . . . . . . . . . 7

POSITIONING

Market Analysis . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Project Positioning . . . . . . . . . . . . . . . . . . . . . . . . . . . 25

RESEARCH PLANNING & SYNTHESISResearch S pace . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27

Research Methodology . . . . . . . . . . . . . . . . . . . . . . . 28 Research Questions . . . . . . . . . . . . . . . . . . . . . . . . . . 28 Data Collection Methods . . . . . . . . . . . . . . . . . . . . . . 29 Research Synthesis . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Research Findings at a Glance. . . . . . . . . . . . . . . . . . 61

DESIGN OPPORTUNITIES, DESIGN CRITERIA& REFRAMING Opportunit ies for Design . . . . . . . . . . . . . . . . . . . . . . 64 Communication & Design Criteria for Prototype . . . . 65 Reframing . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67

PROTOTYPE DEVELOPMENT & TESTING Prototype Ideas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Exploration of Diverse Concepts . . . . . . . . . . . . . . . . 71 Chosen Concept Development . . . . . . . . . . . . . . . . . . 77 Concept Testing with Target Audience . . . . . . . . . . . 84 Concept Test ing Findings . . . . . . . . . . . . . . . . . . . . . . 85 Validation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86

FINAL DESIGN TO MARKET Final Prototype . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Business Model Canvas . . . . . . . . . . . . . . . . . . . . . . . 99 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100

CONCLUSION & RECOMMENDATIONS Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108 Recommendations . . . . . . . . . . . . . . . . . . . . . . . . . . 109

REFERENCES Annota ted Bibl iography . . .

APPENDICES Appendix A: Project Roadm Appendix B: Creat ive Brief Appendix C: Target Audien Appendix D: Research Plan Appendix E: Survey Quest Appendix F: Interview Que Appendix G: Business Mod Appendix H: LaunchHour D Appendix I: Working Walls

Appendix J : Consent Form Appendix K: Synthesis Tes Appendix L: Literary Conc Appendix M: Lis t of Figure

ACKNOWLEDGMEN D edication . . . . . . . . . . . . . Acknowledgments . . . . . . .

M.A. FINAL PROJECT:SEEKING VALIDITY


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M.A. FINAL PROJECT

INTRODUCTION


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AbstractM.A. FINAL PROJECT:INTRODUCTION

The purpose of this case study is to explore the values, beliefs and attitudes of the startupand design communities to create a new model for interaction that supports connection,collaboration and shared value creation.

Primary research, conducted in the Columbus, Ohio, area during January and February2014, includes an online survey as well as open-ended and semistructured interviews withrepresentatives of each community. Secondary sources include peer-reviewed academicpapers and popular books relevant to establishing current theoretical and methodologicalpractice in startups and design.

Data analysis and synthesis of ndings revealed areas of convergence and divergence invalues and practice related to the quality of, and approach to, work, the type of learningsought from these activities, how each community relates to the management of capital,costs and equity, insights into the beliefs and attitudes that motivate behavior andopportunities for learning and collaboration.

This resulted in the exploration of an event concept designed entry experience for designers and entrepreneurs that would funderstanding between these communities, offer networking aa forum for advancing knowledge around the value of design stage startups.

From this, we conclude that there is potential to make meaningeneration of entrepreneurs and exposing them to the value ofan innovative way to change the fundamental relationship betthe future.

It is recommended that both communities work collaborativethat supports validated learning, new shared-value models thaas integral to entrepreneurship, and methods for advancing anas a means of driving startup success by leveraging design as the

A CASE STUDY OF STARTUP & DESIGN CULTURE


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M.A. FINAL PROJECT

FRAMING


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Overview

SUBJECT OF STUDYGroups like Startup Weekend facilitate multi-disciplinary collaborationengagement with the design community and design managers positivel

TARGET AUDIENCEFour groups were identied as target audiences for this case study. TheEntrepreneurs, Seasoned Creatives, Startup Leaders and Designers.Established Entrepreneurs are successful leaders of several startups (fomentors, team builders and experts in lean startup practice. They underpeople and how to invest. A diverse set of experiences and backgroundSeasoned Creatives posses a deep understanding of agencies within theor design space. They are viewed as mentors, team leaders and expertsunderstand design thinking, process and implementation in order to creStartup Leaders may have started and failed in one or a few startups. Thhow to assemble a team and manage a business. They may or may not bpractice. Focus is li kely on a particular user or customer segment, prodinvestment. This group has a limited experience and is seeking growth Designers likely work in a studio or agency, carry titles like designer afreelancer. They understand design from a functional viewpoint, and hasupport the creative process. This group is developing, or has developedomain and has a background and eduction in design, which informs th

TITLE OF PROJECTSeeking Validity: A new model for connecting the startup and design communities.

PROBLEM STATEMENTThe idea for exploring this problem arose from personal experiencean inability to engage a group Iworked with at Startup Weekend to continue pursuing a promising project with an interested market.While at SW, I witnessed a disproportionate number of tech and business people to designersa ratioof approximately 3:1. Conversations revealed that the startup community may have a challenge engagingdesigners, and virtually no one seemed to know what design thinking or design management is.After thinking about this challenge, a connection was made to a recurring theme in design thinking andbusiness books: Everyone is saying design isthe competitive advantage , but how are we moving thistheoretical advantage forward? In startup terms, we need to gure out how to ship.As a culture, we idolize Apple as the paragon of design. Business leaders such as A.G. Laey areinterviewed, studied and praised ad nauseamwere enamored with these outliers, but too manybusiness people simply dont understand design or design thinking. As a discipline, we simply dont havethe numbers to change this.1 We need an ally.Therefore, the purpose of this study is to engage the startup community, contribute to mutual learning,facilitate connection back to the design community and raise the prole of the design managementdiscipline as an essential partner in developing innovation. If the concept is successful, then there willbe greater collaboration between the design community, design managers and startups. There will alsobe a broader understanding in the startup community of design thinking and how it can contribute to thesuccess of startups in the future.

1 See Chapter 5 of Martins The Design of Business (2009), showing that American schools produce about 1,000 MFAs versus 140,000 MBAs annually.

M.A. FINAL PROJECT:FRAMING


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Overview

SIGNIFICANCE TO DESIGN MANAGERThis study prepares me as a design manager for next steps by utilizing the courses in the design management program and applying them in a me to stretch my skills in planning research thus far and has facilitatedcommunity. I hope the result will be new expertise, and an opportunitycollaboration in the future.

SIGNIFICANCE TO DESIGN MANAGEMENTThis project has the potential to benet two multi-disciplinary groups tbusiness community, and further the reach of the design management dpicture benet, and where I see an opportunity to make meaning, is in eentrepreneurs and exposing them to the value of design and design thinchange the fundamental relationship between design and business in th

M.A. FINAL PROJECT:FRAMING

PURPOSE (FOCUS)The focus area is how the startup and design communities in central Ohio currently function in relation toone another, and how through the process of research, analysis and synthesis, insights can be gained andopportunities identied for creating a new model of interaction.

SCOPEThe scope of the project is roughly dened as engagement with active members of the Columbus, Daytonand Cleveland startup communities and the Columbus design community. The time frame for the project isJanuary 6 through March 13, 2014.The startup community includes members of several startups, representatives of The Ohio StateUniversitys Technology Commercialization and Knowledge Transfer Center, TECH Columbus and arepresentative of the Columbus District SBA.

The design community includes members of the Columbus Society of Communicating Arts (CSCA), workingdesign professionals and members of The Ohio State Universitys Department of Design.

HUNT STATEMENTI am going to research the startup and design communities so that I can l earn how to create a new modelof collaboration.


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M.A. FINAL PROJECT

POSITIONING


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Seek validity, all thingsare seldom equal.

DEFINING THE OPPORTUNITYAn opportunity exists to conduct research within the startupcommunity in the Columbus and central Ohio markets, as well aswithin the design community. By employing design thinking andmanagement process to identify potential opportunities, a new modelfor engagement is sought.

This study can contribute to the eld of design and designmanagement in two ways:> Act as a road map for entrepreneurs and designers in how to

effectively engage one another.> Raise awareness of the discipline of design management and its

ability to drive innovation and competitive advantage.Big picture benet: An opportunity to make meaning by engaging ayoung generation of entrepreneurs and exposing them to the valueof design and design thinking as an innovative way to change thefundamental relationship between design and business in the future(longer term).

Market Analysis: Opportunity StatementM.A. FINAL PROJECT:POSITIONING


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O T E S

Site URL:

ObjectivesWhat is their networks value?

ApproachHow do they create value?

MembersWhat categories do they fall into?

ChannelWhat is the entry point to their network?

LessonsWhat can they teach us for our network?

Collaboration OpportunitiesWhere do we overlap?

Competitor/Collaborator Analysisccad.edu/#mm

Connecting design students with entrepreneursEducating students in startup practiceProviding a forum for discussions on creativityand business

Creative educationAcademic startup incubatorAcademic designLow-cost resourceCollaboration

TeachersStudentsEntrepreneurs

Online presencePhysical spaceNetworking

Collaborative environmentMulti-pronged approach combines design,ideation and enterprise

Interest in design and startup cultureDesign skillsIdeation practice

CCADs Minunder the direit was compriThe Incubator

The Design Lweek class prbusinesses.

The Incubatobusiness coacand design-ba

The Thought collaborativebusiness com

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Site URL:







Competitor/Collaborator Analysiscolumbusideafoundry.com

Providing hands-on instruction in a variety of art-and craft-related disciplines

Knowledge sharingFacilitating collaborationProviding retail space for artists and craftsmen

ArtistsCraftsmenEntrepreneurs

Online presenceRetail spaceWork spaceMembershipClasses

Meeting unmet needs for training does nothave to take place i n a traditional educationalenvironmentCollaboration is appealing to people

Providing space for learning and developingskills

TheColumbupeople to learthat are primaaccess to convwelding, wootechnology-folaser cutter anprinters.

The facility hclassroom spaand 11,000-sq



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Site URL:







Competitor/Collaborator Analysiscscarts.org

Promotion of the communicating artsRaise the quality of creative work in Columbus

Monthly venue for top creative talent fromaround the country to speak locallyEngender excellence via Creative Best awards

DesignersWritersIllustratorsPhotographersArt DirectorsCreative Directors

Online presenceMembershipMonthly events

How to assemble a diverse group withoverlapping interests around a unied interest

Platform for reaching their members to increasecollaboration with startup community

Columbus Soa nonprot oto elevating thcentral Ohio aof the contextcommerce, in

The organizatcreative profeare given a foan annual awgenerally judgspeakers incluKyle Cooper,Dana Arnett, Mary Ellen M



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Site URL:







Competitor/Collaborator Analysisdecindublin.com

Providing co-working space and a collaborativeenvironment for startups and entrepreneurs inorder to accelerate development

Access to collaborative workspaceProviding ofce space for a multi-disciplinarygroup of people in a single locationShared services and technologyWeekly events

EntrepreneursTechnologistsConsultantsDesignersBusiness sponsors

Event attendanceMonthly, no-cost jelly days for co-workingRenting workshop spaceLeasing ofce space

Solving a problem for startups (need forworkspace and access to technology) can drawthem together

Space for startups to workForum for conducting workshops

The Dublin Enco-working cstartups. Its efor collaboratthat most starto assemble o



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Site URL:







Competitor/Collaborator Analysisfundable.com

An online funding platform for small businesses

Offering an alternate to venture capital forfundraisingPublic platform allows for broader reach whenseeking funding

Small business ownersEntrepreneursDesignersTechnologists

Online presence

There is value in providing a public platform forfundraising in the startup spaceStartups can help each other (Fundable was astartup)

A resource for capital generation

Fundable prostartups with of raising capoffer rewards



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Site URL:







Competitor/Collaborator Analysisnbia.org

Promote business incubation andentrepreneurship

Conferences for membersStartup and business-specic publications formembersBusiness assessmentTraining and workshops

Incubator developers, managers and staffEconomic development professionalsConsultantsEducators

Online presenceMembership

There is a need for greater knowledge sharing inthe startup communityBusiness owners cant be experts at everythingand need a forum for connecting with others

Interest in incubation of startupsVenue for developing an audience through theirexisting platform and reach to members

TheNational is focused on organization sadvocacy and

NBIA serves incubator man

and offers conconsulting ser



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Site URL:







Competitor/Collaborator Analysisdevelopment.ohio.gov

Stimulate economic development in the state ofOhio

Supporting economic growthEducation for entrepreneursCommercialization activities for innovationCreating conditions that can attract an advancedworkforce

Government employeesEconomic development professionalsBusiness ownersStartup incubatorsInvestorsTechnology developers

Online presenceGovernment programs

Government has an interest in innovations thatcreate jobs and wealth

Interest in innovation and startups

TheOhio Devto advance thof the state. Othe Ohio Thiron technologicompanies, ucreate innova

The agencys innovation, cdevelopment.



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Site URL:







Competitor/Collaborator Analysistco.osu.edu

Commercialization of innovation supported bythe research activities of a university

Drive economic development by supportingstartupsCommercialize output of research collegesInvolve students in the process to supportlearningCreate a platform for startups to pitch work

ResearchersInventorsStartup communityStudentsFacultyDesigners

Wakeup StartupStartup Weekend

There is a direct link between learning andinnovationLarge organizations can produce innovationIn some ways TCO acts as a model for multi-disciplinary collaborationHaving a platform that allows startups to pitchpublicly attracts l ike-minded professionals

Pitch opportunitiesGrowth space for design within the startupcommunity

TheOSU Techis a collaboraculture of inncommunity p

These efforts traditional wo

contract negothat include sstartup develostudents.



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Site URL:







Competitor/Collaborator Analysisportfolioiscreative.com

Connect creative talent with businesses

Facilitating connection between companies thatneed creative staff and the creative communityStreamlining billing and payment for freelancers

DesignersWritersIllustratorsPhotographersArt Directors

Online presenceMeeting with a recruiter or account rep

Startups owned by creative people can focus onsomething other than becoming an ad, brand ormarketing agencyConnecting service providers with companies inneed has value

Connecting designers with startupsPresenting information on how designers canwork with startups at I llumination Bureau events

Portfolio Creathat specializresource for fand photogra

The staff partcommunity o

Bureau, whicand crash coucommunity.



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Site URL:







Competitor/Collaborator Analysistechcolumbus.org

Help turn entrepreneurial ideas into productsand products into high-growth business

Investment in early stage startupsOfce, lab and manufacturing spaceMentorship and advisingPitch platform

InvestorsTechnologistsSubject matter expertsStrategistsAnalystsEntrepreneurs

Online presenceEventsPitching startup ideas

How to support startups by forming anecosystem populated with investors, experts andsupport staff

Introducing design and design thinking as a keycomponent to their ecosystemWorkshop facilitation for their startups

TechColumbufocused on stacceleration.

Entrepreneursbeyond capitaThese include

ofces, labs, mprograms desadvisors, expmembers in th



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KE

CAPABILITIES CCADMIND MARKETCOLUMBUS

IDEA FOUNDRY CSCA DEC FUNDABLE NBIA OHIO DSA OSU TCOPORTFOLIOCREATIVE SBA SP

ADVISING/MENTORS a l 6 a 6 l a a l a a

COLLABORATIVE SPACE a a 6 a 6 6 6 a 6 a a

EDUCATION a a l 6 l a a a l a

DESIGN a a a 6 6 6 6 l a 6

DESIGN THINKING l 6 l 6 6 6 6 l 6 6

IDEATION a 6 6 l 6 6 6 a 6 6

INDUSTRIAL SPACE 6 a 6 6 6 6 6 6 6 6 6

LICENSING & PATENTS 6 6 6 6 6 6 6 a 6 6 6NETWORKING EVENTS l a a a 6 a a a 6 6

OFFICE SPACE 6 6 6 a 6 6 6 6 6 6 6

PITCH PLATFORM l 6 6 6 a 6 6 a 6 6 6

CAPITAL 6 6 6 6 a 6 a l 6 a

WORKSHOPS 6 a a a 6 a a 6 a 6

Startup Incubation Capabilities MatrixM.A. FINAL PROJECT:POSITIONING

Figure 1. Startup incubation


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1 WHO ARE

YOU? 2 WHAT DOYOU DO?

3 WHATS YOU

VISION?

WHATARERID

6 WHAT MA

YOU THE O

WHOT

BRAN

7 WHAT SHOULD

YOU ADD ORSUBTRACT?

8 WHO LOVES

YOU?9

WHOS THEENEMY?

11HOW DO

YOU EXPLAINYOURSELF? 10

WHAT DOTHEY

CALL YOU?

12HOW DO

YOU SPREADTHE WORD?

13HOW DO

PEOPLE ENGAGE WITH YOU?

14 WHAT DO

THEYEXPERIENCE?

16HOW DO

YOU EXTENDSUCCESS?

15HOW DO

YOU EARN THEIRLOYALTY?

17HOW DO YOU

PROTECTYOUR

PORTFOLIO?

17-STEP PROCESS

STARTUP & DESIGNCOLLABORATIVE

We act as an entrpoint for greate

collaborationbetween

entrepreneurs andesigners.

Success can beextended by

scaling up to conductLaunchHoursin other cities.

By consistently providingopportunities for relevant

connection betweenstartups and design.

A free learning,collaboration and

networking opportunity.

60-minute, speed-datingstyle exchanges between

communities.

Pitching in personat startup and designcommunity events, via

social media, guest blogseries, event stickers.

Add brinteractilines o

Subtractcom

We dissolve barriersto connection between

communities ofentrepreneurs and

designers.

Entrepreneurs, designers,developers and investors.

LaunchHourSiloed, uncollaborative

experts who perpetuatemisconception.

I am a design t hinkerwho is dedicated to

the pursuit of learningin order to bridge

communities and creategreater collaboration.

LaunchHour isdesigned to beemulated. It is

intended to fostercollaboration, notlimit interaction.

SUMMARYThroughout the ZAG process, steps were informed by the insight that thereis a need for an actionable way to begin to engage both the startup anddesign communities that features a forum for efciently extending theconversation about the insights and opportunities revealed in this casestudy.In order to be effective and collaborative with efforts that currently existin the local startup community, it must address an unmet need: facilitatingconnection where little or no opportunity currently exists.It is believed that the experience should feature a low barrier to entry, asevidenced by geographic accessibility and limited-time commitment, andshould maximize potential to benet both communities. In short, answeringthe old question, Whats in it for me? is essential.Modeled after the idea of a design charette,1 this concept applies principlesof speed datingmultiple brief, structured points of contactwith astreamlined Pecha Kucha style presentation designed to set the tone forinteraction.

1 See Design Charette in Martin and Haningtons Universal Methods of Design (2012).

ZAG StepsM.A. FINAL PROJECT:POSITIONING

Figure 2. ZAG steps for startup &


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Project Positioning: Value Proposition & Onliness St

For entrepreneurs and designerswho are seeking ways to collaborate in order to createdisruptive innovation,our events offer a new model for interaction designed to dissolvebarriers and facilitate connection.

We do this by facilitating a maximum number of connections between entrepreneurs anddesigners in a structured, informative format that requires a very limited time commitment.

Unlike other organizations that operate in frameworks primarily dedicated to eitherdiscipline, which tend to stratify participants by function, our approach is based in researchthat revealed the underlying mental models that each group holds in relation to the other inorder to suggest opportunities for how we might change our perceptionsso that we mayincrease the odds of success in startupsby integrating design and design thinking as a key

competitive advantage.

This is the only collaborative project that creates a new modeentrepreneurs and designers in the United States who seek disin an era of siloed practice.

WHAT: The only collaborative event

HOW: that creates a new model of interaction

WHO: for entrepreneurs and designers

WHERE: in the United States

WHY: who seek disruptive innovation

WHEN:in an era of siloed practice

VALUE PROPOSITION ONLINESS STATEMENT



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M.A. FINAL PROJECT

RESEARCH PLANNING & SY


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MEANING MAKING> Godin (2012)> Kawasaki (2004)> Martin (2009)

INNOVATION> Buchanan (1992)> Christensen & Overdorf (200> Johansson (2006)> Martin (2009)> Meyer & Marion (2010)> Pink (2006)> Prather (2009)> Rogers (2003)

ITERATION> Duck (2012)> Jones (2011)> Meyer & Marion (2010)> Ries (2011)

FRAMEWORKS> Bann (2009)> Duck (2012)> Jones (2011)> Martin (2009)> Neumeier (2007)> Osterwalder & Pigneur (2010)> Ries (2011)

MENTAL MODELS> Gladwell (2013)> Godin (2012)> Martin (2009)

INTEGRATED THINKIN> Heath & Heath (2010)> Martin (2009)> Osterwalder & Pigneur (2010> Pink (2006)

BALANCED APPROACH:ANALYTICAL & INTUITIVE> Johansson (2006)> Martin (2009)> Meyer & Marion (2010)> Pink (2006)

CHANGE/MANAGEMENT> Christensen & Overdorf (2000)> Godin (2012)> Heath & Heath (2010)> Linder (2004)> Pink (2006)> Prather (2009)> Yamashita & Spataro (2004)

HUMAN CONNECTION& INFLUENCE> Beaudine (2009)> Chrisman & McMullan (2004)> Godin (2012)

COLLABORATION> Duck (2012)> Heath & Heath (2010)> Martin (2009)> Meyer & Marion (2010)> Yamashita & Spataro (2004)

BRAND/DIFFERENTIATION> Greene (2010)> Neumeier (2007)> Rode & Vallaster (2005)

VALUES> Bann (2009)> Hudson, Schroeder &

Van de Ven (1984)> Kawasaki (2004)> Korunka, Frank, Lueger &

Mugler (2003)> Martin (2009)> Ries (2011)> Rode & Vallaster (2005)

CAPITAL> Christensen & Overdorf (2000)> Kawasaki (2004)> Martin (2009)> Ries (2011)> Rode & Vallaster (2005)> Osterwalder & Pigneur (2010)

STARTUP PROCESS> Hudson, Schroeder &

Van de Ven (1984)> Kawasaki (2004)> Korunka, Frank, Lueger &

Mugler (2003)> Linder (2004)> Ries (2011)

SUCCESS FACTORS> Chrisman & McMullan (2004)> Hudson, Schroeder &

Van de Ven (1984)> Rode & Vallaster (2005)

DETERMINATE/ INDETERMINATENATURE OF WORK> Buchanan (1992)

INTERACTION

ISOLATION

DESIGN

MENTALMODEL

STARTUPS

MENTALMODEL

HUMANBEHAVIOR

COMMUNITY 1

MENTALMODEL

HUMANBEHAVIOR

COMMUNITY 2

MENTALMODEL

HUMANBEHAVIOR

COMMUNITY 2

MENTALMODEL

COMMUNITY 1

MENTALMODEL

HUMANBEHAVIOR

Research Space

ECOSYSTEM MAPThe ecosystem for this case study focuses on research intotwo communities, Startup and Design. A key componentto understanding the mental models is secondary researchidentied by concept and author. Primary research is focusedon exploring the beliefs, values and attitudes that a samplepopulation from these groups hold.

M.A. FINAL PROJECT:RESEARCH PLANNING & SYNTHESIS

Figure


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Research Methodology

MAIN RESEARCH QUESTIONHow could the startup and design communities interact to increase the in business?

SUB RESEARCH QUESTIONS1. How does the startup community currently interact with the design c

> How are they connected? What mental model exists? 2. How does the design community view the startup community? > Why are they not currently interacting more with the startup com 3. How could both communities interact to increase the value of desi 4. Do both communities, as assumed, have an interest in innovation? 5. How engaged with innovation are each of these communities? 6. How are each of the respective communities perceived by the othe 7. Who are the agents of stability and agents of change within these c 8. What quantitative data is available about the success of startups? > What percentage of startups move forward? What is their lifespa > How many succeed in obtaining funding? 9. Who are the active venture capitalists in the community? > What projects have they funded? How successful have these effo 10. What organizations currently connect the two communities?

Fordata collection methods see following page or Research Planning Matrix, 1221Fordetails see Interview and Survey Questions, 124127.

RESEARCH METHODOLOGYThe research methodology is a case study with lenses of ethnographic study and critical qualitativeresearch.This mixed methodology is appropriate for several reasons. The case study is focused on the descriptionand analysis of two groups: entrepreneurs and designers. The case is bound by location and time and theunit of analysis is the startup and design communities each of these groups work within locally. There isan ethnographic lens in use as the study is focused on the beliefs, values and attitudes that these groupspossess about themselves and each other. The critical qualitative approach is derived from the intentto examine and critique the social and cultural assumption of these two groups in order to understandthe way these factors structure and limit each groups way of thinking and being. The ultimate goal is toempower change to the social context of collaboration for these groups.1

RESEARCH ACTIVITIES

> An online survey was conducted from January 23 at 9 pm EST through January 30 at 9 pm EST.> Open-ended interviews were conducted with a representative of the startup and design communities.> Semistructured interviews were conducted with 4 members of the startup community.> Semistructured interviews were conducted with 3 members of the design community.> Secondary research was conducted into 12 community organizations that represent or interact with

members of each community.> An annotated bibliography was created for each of 37 secondary research sources.

1 See Chapter 1 of Merriams Qualitative Research in Practice (2002), describing Case Study, Ethnographic Study and Critical Qualitative Research.



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Data Collection Methods

PARTICIPANTS: WHOS INVOLVED?The startup community includes members of several startups, representatives of The Ohio StateUniversitys Technology Commercialization and Knowledge Transfer Center, TECH Columbus and arepresentative of the Columbus District SBA.The design community includes members of the Columbus Society of Communicating Arts (CSCA), workingdesign professionals and members of The Ohio State Universitys Department of Design.

METHODS: HOW WILL DATA BE COLLECTED?Qualitative data will be collected via open-ended and semistructured interviews, and an online surveydesigned to reveal i nsights between communities.Quantitative data will be collected via secondary research, an online survey and from communitystakeholders during semistructured interviews.

DATA: HOW WILL IT BE PROCESSED AND ANALYZED?Data will be analyzed by combining results from qualitative and quantitative research using iterativeworking wall process, a unique method of analysis will be created to parse, analyze and visualize datafrom the online survey, ecosystem maps, value continuums, ZAG steps, Business Model Canvas analysis,SWOTS and, nally, a Venn diagram model will be created to identify key concepts and issues relevant toboth communities in order to reveal insights and opportunities.



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SURVEY RESULTS


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QUESTION 1: CONSENT FORM

Online Survey ResultsM.A. FINAL PROJECT:RESEARCH PLANNING & SYNTHESIS

Figure 5. Question 1: On


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QUESTION 2: SELF-IDENTIFICATION OF COMMUNITY AFFILIATION

Online Survey Results Survey respobeing membeinterviews winecessary bas(gap).

These resultsrespondents vcategorized aquestions 47


F


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QUESTION 3: MOTIVATION

Online Survey Results This questionreveal an orieor stability anrunning behav

These roughlfollowers or gtypes in any o



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QUESTION 4: RELATIONSHIP TO QUALITY QUESTION 5: RELATIONSHIP TO RISK

Online Survey Results These questiorespondents levels in workas they relateopportunities

These are impin secondary process, chan

These results



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N O T E S

QUESTION 6: BELIEFS ABOUT STARTUPS AND ENTREPRENEURS

Online Survey Results To understandthemselves an6 and 7 were each with regvernacular asand perceptioinvestors.

These results



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N O T E S

QUESTION 7: BELIEFS ABOUT DESIGN AND DESIGNERS

Online Survey Results Here the focuengage with avernacular asstartup work ideas to inves

These results



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N O T E S

QUESTION 9: COMMUNITY AFFILIATIONS

Online Survey Results

QUESTION 8: ADOPTER CATEGORIES

Question 8 wAdopter categ

Question 9 woverlap therecommunity in



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M.A. FINAL PROJECT

SYNTHESIS


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#1 #2 #3 #4

#6 #7 #8 #9

#11 #12 #13 #14

#16 #17 #18 #19

#21 #22 #23 #24

DESIGNER

RESEARCHERINVESTOR

INVENTORPROGRAMMER

WRITEROTHER

ENTREPRENEUR

Synthesis: Survey Question 2

SELF-IDENTIFICATIONQuestion 2 provided respondents with the option to self-identify as a creativeperson (designer, writer, researcher), entrepreneur (inventor, programmer,investor) or some combination of related disciplines.The eight possible answers were mapped onto an eight-pointed pattern and thenon-relevant points were removed to form an initial pattern for signifying type.This simple visualization reveals similarities between respondents perceptionsof themselves.

KEY TAKEAWAYS> People are not one dimensional.> Allowing multiple selections resulted in richer data.

QUESTION2. Im a:(check all that apply) O DesignerO WriterO ResearcherO InventorO EntrepreneurO ProgrammerO InvestorO Other(Text Entry Box)

EIGHT-POINT PATTERN


Figure 14. Synthesis of self


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#1 #2 #3 #4 #5

#6 #7 #8 #9 #10

#11 #12 #13 #14 #15

#16 #17 #18 #19 #20

#21 #22 #23 #24 #25

ENTREPRENEUR BLENDEDDESIGNER

CATEGORIZING RESPONDENTSAn initial attempt was made to categorize respondents byInnovation Adopter categories based on responses to question8 (see appendix), but this yielded too many data points thatobscured efforts to reveal patterns.To simplify data interpretation, each eight-point pattern wasanalyzed and assigned one of three possible colors to representidentity categories as follows:

A pattern was formed from the 5 x 5 grid of 25 respondentsand then converted into small multiples. This pattern was thenused to reveal patterns of belief, opinion and attitude present inrespondents answers to questions 47.

Synthesis: Survey Question 2M.A. FINAL PROJECT:RESEARCH PLANNING & SYNTHESIS

Figure 15. Synthesis to categori


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STABILITY

CHANGE

V A L I D I T Y

CREATE NEW

MEETEXPECTATIONS

CREATEVALUE

COLLABORATEPROBLEMSOLVE

NEW SYSTEMLEARN

RUN SYSTEM

EIGHT-POINT PATTERN


Synthesis: Survey Question 3

OPINIONS ABOUT WORK (QUALITY)Aligning the eight-point pattern mapping with a 2x2 axis chart, revealsmotivation vertically on a continuum from Agent of Change to Agent of Stabilityand horizontally against Validity Seeking vs. Algorithm Running activity.

KEY TAKEAWAYS> While generally all over the map, the chart does reveal that entrepreneurs

are less likely to be motivated by meeting expectations and are more orientedtoward validity and change.

> Designers show a stronger orientation to work change within a system andless afnity toward validity.


Figure 17. 2x2 Axis chart synthesis of opinions abo


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NEVER ALMOST NEVER SOMETIMES

Respondent #10 did not answer questions 4C, 4D.

4A. Doing great workleads to more work

4B. Sometimes good isgood enough

4C. The end goal is moreimportant than the

steps along the way

4D. Its criticallyimportant to getit right beforerevealing it

OPINIONS ABOUT WORK (QUALITY)Primary and secondary research reveal that expectations about quality appearto be a key point of differentiation between entrepreneurs and designers whofollow iterative processes (design and lean startup MVP).It was assumed that designers desire the highest quality product beforeit is reviewed by an audience as they are seeking client approval, whileentrepreneurs have a more elastic standard of quality as they are seekingvalidated learning.Question 4 was designed to gauge whether these concepts would test outacross both communities at a small scale.

KEY TAKEAWAYS> 4A: Both communities tended to agree that doing great work would lead to

opportunity.

> 4B: Both agreed that there were times when good is good enough, though thisquestion should likely have been structured to exclude the word Sometimesas it was also one of the optional Likert scale responses.

> 4C: Entrepreneurs who follow Lean Startup methodology would likely haveseen the end goal as more important than the individual steps, yet they areanswered all along the continuum. Designers appear to be split here.

> 4D: These responses generally follow what was expected, with entrepreneursanswering in line with Startup MVP methodology and designers leaningtoward getting it right before its revealed.Note that no entrepreneurs orblended respondents answered Almost Always or Always to this question.


Figure 18. Synthesis of opinions about work (qua


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5A. Id rather risk failurethan not accomplishmy goals

5B. Its not a risk unlessyou have skin inthe game

5C. A companysreputation and numberof years in businessmake it less risky towork for

5D. The size of therisk is proportionalto the size of thereward

5E. The opportunity tolearn and grow faroutweigh any riskswhen working in astartup

ATTITUDES TOWARD RISKStartups often attempt to manage failure on a small scale in order to achievevalidated learning and later success. Many successful entrepreneurs have failedin the past. How designers approach failure could be an indication of whats atstake in their workgiven their assumed need to consistently produce work ofa high quality, is managing quality levels a hedge against failure?

KEY TAKEAWAYS> 5A: Entrepreneurs in general tended to have a higher stated tolerance for

failure than designers.> 5B: Designers appeared to believe more strongly that having stake in the

failure correlated to risk levels.> 5C: This question acts as a gauge for how respondents perceive risk in

relation to a companys maturity level. This is relevant as disruptive innovationgenerated by startups changes the context in which mature organizationsoperate. Entrepreneurs tend to believe the statement in this question lessthan designers.

> 5D: Both communities seemed to hold this as true i n general, with a fewentrepreneurs exhibiting diverging attitudes.

> 5E: Most respondents from both communities seemed to think thatstartups offered an opportunity to learn and grow that outweighed therisks Sometimes, Almost Always or Always. This could indicate that bothcommunities place a value on growth and learning, but that some designersmay work in cultures that are failure- or risk-averse.


Figure 19. Synthesis of attitudes about wo


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Respondent #12 did not answer questions 6A, 6B, 6C. Respondent #19 did not answer any questions in Section 6.

6A. Most startupsare searching forfunding via venturecapital or angelinvestors

6B. Its more importantto ship and learnthan to get it rightout of the box

6C. Startups have theirown language thatmakes it difcult tounderstand their work

6D. Early stage startupscant afford to paya designer for whatthe work is worth

6E. The founderspassion for thestartup is the mostimportant part ofselling ideas toinvestors

BELIEFS ABOUT STARTUPS & ENTREPRENEURSThese questions were designed in parallel with questions about design anddesigners to try to understand how each community views themselves and theother community.

KEY TAKEAWAYS> 6A: Some of the designers and entrepreneurs perceive this statement to be

true, though secondary research shows only about 6% of startups sourcecapital via venture funding.

> 6B: This question illustrates the core principle of validated learning. It wasassumed that most of the entrepreneurs would agree with this statement, butthey do not. Designers appear to be split on this belief.

> 6C: The key insight here may be that the respondents who represent ablended identity think that sometimes entrepreneurs use vernacular.

> 6D: Responses here may indicate that entrepreneurs and blended identityrespondents dont value design for what the work i s worth as strongly asdesigners.

> 6E: Both communities responded across the continuum here, indicatingthat this may not be an area where either community possesses a strongunderstanding of the dynamics of the pitch process.


Figure 20. Synthesis of beliefs about startups and entreprene


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7A. A startup shouldwait to work with adesigner until theyhave funding

7B. Design is expensiveand often too slowto be effective

7C. Designers have theirown language thatmakes it difcult tounderstand their work

7D. Design is notrelevant to earlystage startup work

7E. Well-designedpresentations sella startups ideas toinvestors


Survey Synthesis Question 7

Respondent #19 did not answer any questions in Section 7.

BELIEFS ABOUT DESIGN AND DESIGNERSThese questions were designed in parallel with questions about startups andentrepreneurs to try to understand how each community views themselves andthe other community.

KEY TAKEAWAYS> 7A: In general it appears the responses here are mixed, though there is a

trend of designers believing that startups should wait to engage designersand entrepreneurs believing that they shouldnt. This may indicate thatthe startup community is more receptive to collaboration than the designcommunity.

> 7B: Responses to this question may indicate that there is an opportunity fordesign to be more agile and effective.

> 7C: Again clustering of the blended identity respondents here may indicatethat those who have an understanding of both communities see areas wherevernacular could be a barrier.

> 7D: Both communities seem to believe design is relevant to early stagestartup work. This presents itself as an area of alignment and opportunity fordesign.

> 7E: Designers seem to believe in the power of their work to sell a startupsideas to investors, as do some of the entrepreneurs. Blended identityrespondents may have a better understanding of the pitch process here asindicated by their moderate response.


Figure 21. Synthesis of beliefs about design and d


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INNOVATOR EARLY ADOPTER EARLY MAJORITY


Survey Synthesis: Question 8

8. When I hear about something innovative:

INNOVATION ADOPTER CATEGORIESResponses to question 8 were designed to determine a respondents generalattitude toward innovations based on Rogers Innovation Adopter categories.

KEY TAKEAWAYS> Entrepreneurs tend to be more likely to adopt innovation earlier.> Designers and blended identity respondents tended to be more evenly

dispersed across categories. No designers identied as innovators.> Color-coded Innovation Adopter categories as applied to question 4 results

can be found in the Appendix.

A. I want to jump inand try it as soonas possible, nomatter the cost

B. I want to use itand create aninformed opinionI can share withmy local network

D. I want to knthat it has wfor others bI make a ch

C. I want to learnmore about it soI can then put itto effective use

Respondent #19 did not answer Section 8.


Figure 22. Synthesis of innovation adopter categor


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M.A. FINAL PROJECT

INTERVIEW INSIGHTS

49 M A FINAL PROJECTRESEARCH PLANNING & SYNTHESIS


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Perfect is the enemy of anyon trying to build anything.

Dan R.

You need money to build and to sell.You dont need money to think.

Carl L.

Getting qis u

Quality doesnit should b

consumer to

CapitalA recurring theme in interviews was capital. When do you needmoney? How is i t best useddesign or development? What do youdo when you lack capital?> There seemed to be a sense that working with designers was a

challenge because startups are often bootstrapping.> Resource allocation is a challenge.> Design may need to explore new ways of working with startups in

early stages.

ProcessEntrepreneurs focused on several areas of design and startup process,and how collaboration is inuenced by academic institutions as wellas with a lens toward validated learning stemming from lean process.> Is there a way to apply lean startup methods to design?> Design tends to be systematic and often startups are chaotic.> Design students might be able to offer value for money to the

startup community, but are often too busy with schoolwork toengage in a meaningful way.

QualityClearly entrepreneurs have differentquality as they are building. They serelationship between design and quacurrently practiced.> How might design engage in a way

of its utility in building startups?

Its really tough to ask a designer to get emotionally involved in astartup in the current way that

design is taught. Carl L.

Design looks at startupsand they are doingeverything wrong.

Dan R.

Startup Community Interview Insights

In essence, when you say designers andstartups, what youre really asking is,

How do you get designers to work for free? Carl L.

Too often in the startup worlddesign is not at the table until the

big money shows up. Dan R.

We have to nda way to do leanstartup design.

Dan R.


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You learn by doing it. Carl L.

Out of all the components,business, design and tech the holy trinity of startups

design is the most powerfulin creating that emotional

reaction. Its an impulse buy. Carl L.

PitchingPitching to investors is often a critical activity for startups. Thereseem to be conicting opinions within the startup community on howits done, whats needed and what best practices are.> Could pitching be taught like any other skill?> Conversations with investors and venture capitalists may be needed

to gain additional insights into the role of founders and the designof presentation decks in gaining buy-in.

Entrepreneurs on StartupsIts clear that passion and dreams are the lifeblood of startups. Oneinterviewee expressed that team members belief in the startup ismore critical than customers to early stage startups.> Designers tend to be passionate people. Why are they not

connecting with startups?> Entrepreneurs understand the power of harnessing ideas that

people believe in.

Entrepreneurs on DesignThese are just a sample of some of tharound design and how it interacts w> Design may lack credibility with s

including nancial accessibility, a may conict with a startups need t

> Empathy is essential to good desigbeing preoccupied with establishin

Can we have a coherentconversation, gather some ideas

and get people behind them? Dan R.

Designers are extremelyThe ones that are not aky a

are one, expensive, an Carl C

There are barriers in howdesign presents itself.Design doesnt want tolook like an idiot while

everyone else does.That destroys empathy.

Dan R.

Arli

are

Startups eatpeoples passions

and dreams. Dan R.

Startup Community Interview Insights

The deck doesntmatter. People stay

focused on you.Are you doing art

or are you buildinga business?

Dan R.Startups areabout selling

a dream. Carl L.




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Design Community Interview Insights

You have to make sowill work for your a

that they can affoimportantly, that th

Nand D

In startups thereare too many tough

decisions. You have tohave skin in the game.

Paul R.

Design only hgood enou

Paul R., quoting

CapitalThe design community also recognizes that there are challengeswith capital in the startup space. Adding the historic challenges thatdesign has had with valuation only makes the issue murkier.> There may be an opportunity for design to become more ingrained

with startups by rethinking how work is valued and billed.> Design may view itself as invaluable, but in a business context it

needs to become more adept at communicating value as that is thelanguage of business.

ProcessDesign can be an essential partner in creating any enterprise andthrough simplication appears to be an ideal partner for lean process.It can also muddle process when it loses focus.> The practice of design should solve problems, not create them.> Design may need to rethink where its core skills are applicable.

QualityDesign and designers may be more than they are commonly given credit> A more pragmatic approach to des

the conversation with startups.> Design is aware of affordability is> Design needs to manage quality ex

studio and into the world earlier in

They created a circusact around not addressing

the problem. Paul R.

Where is the linein design process

where good enoughhas been reached?

Paul R.

Design is when you can take awayeverything so all that is left is the function

that a person needs. Nand D.

It is difcult tomonetize or put a valueon what great designcan do for a product.

Nand D.

Design becomes aconnective thread.

Nand D.

We need to challenge, not perpetuate, the idea that creative services have to be fee-for-service. Paul R.




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Design Community Interview Insights

PitchingThe other side of pitching from a design perspective is how designmay detract from the core focus of a business.> Design can put on a show for venture capital, but it should remain

focused on the core business not presentations.> Is this an opportunity for design to practice good enough.> Pitching is ne, but if design wants to be considered valid it needs

to be committed to a business.

Designers on StartupsThere appears to be opportunity and a place to contribute for designin startups from a designers perspective.> Design needs new ways to partner with startups other than

ownership.> Design may need to become more educational in a startup context

in order to allay the perception that it is unapproachable.

Designers on DesignDesigners see opportunity where othcurious and they can tell a great stor> Designers innate abilities should

collaboration not limit them. Balan> Design tells a story. Startups need

customers and capital.

In startups you have to bewilling to ask for help, lookvulnerable, be super humble

and bluntly sincere. Paul R.

The best designabout things o

Design requires balancebetween humility and ego

and desire to learnevery day.

Paul R.

I see two types of startups. Designers as intrinsicpartners or technicalwhere marketing andadvertising are tertiary.

Nand D.

Statistics around successrates tend to get lost in theglamour of venture capital.

Focus on the business. Paul R.

Design is valuable instartups because weallow thinking about

what if? Paul R.

If I am going to invest,I want to know you will

be the last one out. Paul R.



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M.A. FINAL PROJECT

PERSONAS & JOURNEY M

54 M.A. FINAL PROJECT:RESEARCH PLANNING & SYNTHESIS


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Persona 1TODD MARTIN28 years oldSingle

App developerAvid gamer and techieMakes 66k a yearLives in a town home with a roommatePlays kickballEnjoys craft beerFavorite blog is theverge.com

NARRATIVETodd is seeking the big opportunity to create a killerapp that will help him to sprint to the next level in his

career. Hes doing ne nancially, but wants to break outon his own and dene his own path in the world of techwith a business partner or a startup that is innovative.He knows that the company he is working for is good,but he wonders if they will be able to stay ahead of thecompetition in the long runbecause as they growhe sees more and more bureaucracy creeping into anorganization that was once pretty lean.

PAIN POINTS> Not being able to nd a designer > Past reliability issues with design> Balancing work and personal pro> Not having enough capital to brea

SATISFACTION POINTS> Developing apps for himself base> Thinking about really making a n> Looking to make a difference for> Following tech as an avenue for i

NEEDS> A more diverse network that is cross-disciplinary> Support for and critique of ideas from a network> Effective collaboration with a designer

> A way to visualize his ideas more effectively> A deeper understanding of how design works

MOTIVATIONS> The freedom to express himself through code, almost like art> Seeing opportunities to change how people interact> To be challenged in his work




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Persona 2ELLEN LAI24 years oldSingle

Recent graphic design gradAspiring foodieMakes 34k a yearLives in an apartment near campusFollows the BuckeyesWrites for a community newspaperFavorite websites are Etsy and Pinterest

NARRATIVEEllen is social, connected to her community and isactively pursuing many interests. She dreams of starting

her own Etsy store or having some kind of creativebusiness. Last spring she attended a Startup Weekendand really enjoyed the experience, but wasnt sure howshe could really bring value to her team other thandesigning a web page. Shes interested in social mediaand technology, but has no developer or programmingskills.

PAIN POINTS> Having a passion to create something new, but has limited connections> Not nding an outlet for her creativity that is protable> Wanting to make more money so she can buy a condo> Wanting to do more than production work at her job

SATISFACTION POINTS> Expressing her creativity through cooking and writing> Knowing whats happing in her community> Staying connected with classmates who have not yet graduated> Collaborating with people who have different backgrounds

NEEDS> A stronger understanding of the> Exposure to more business mod> Experience as a graphic designe

> Opportunities to work on differe

MOTIVATIONS> Being in the know on whats hap> Getting to the next step in her ca> Working with bigger clients> Collaborating with others on ne

Figure 24. Silvia PellegrCreative Commons At



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Persona 3GARY BARTLETT41 years oldMarried

Entrepreneur with a day jobBackground in design and businessMakes 104k a yearLives in the suburbsStill jams with the band from collegeAugmenting his kids education with artsFavorite website is qz.com

NARRATIVEGary has a diverse background in both the businessand design worlds. He is a managing director for an

architectural rm and believes he can make a differencein his community by changing the way houses are builtfor low-income residents. His expertise makes himuniquely qualied to effect change, but his ability tosell his ideas without a support structure around himis limited. Ideally he would merge his day job with hisentrepreneurial pursuits.

PAIN POINTS> Managing his day job and his sta> Trying to nd a developer with de> The grind of pitching for investm

SATISFACTION POINTS> Being able to pursue his startup d> Having the support of his family > Connecting with other entreprene> Building a better future for his ch

NEEDS> Streamlined process for developing ideas> A partner with complementary skills and a divergent background> Startup capital

> Doers to implement his thinking

MOTIVATIONS> Making his community a better place for all> Giving back by using his experience for good> Seeing his vision for how design can create value realized> Being an example for his children



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L O W

T O U C H

H I G H T O U C H

T O U C H P O I N T S

Journey Map: Persona 1TODD MARTIN28 years old

App developerMakes 66k a year

THINK & FEEL

PARTNER EVENTPROMOTION

WORD-OF-MOUTH

SOCIALMEDIA

WEBSITEOR BLOG HIT

GOOGLESEARCH

BRANDEDSTICKER

UNAWARE

HEAR SEE

SAY & DO

> Good designersare hard to nd

> Designers areexpensive

> Entrepreneursneed your skills

> Theres a lot ofopportunity intech

> My company islagging behind

> Other startupssucceeding

Start: Trying to nd a designerto partner with on a project

Encounters a designer with a LaunchHoursticker on his bag at Starbucks, but doesntrecognize event name or brand

Hearing about anevent from a personwith past experience,even a stranger, helpsmitigate risk

Sees the same designer at Starbuckthe next morning and strikes up aconversation about LaunchHour

Todds orientation towardchange made him morereceptive to risk

Returand snext

Spends a few minutes on website andtweets his network to ask if anyone hasexperience with LaunchHour

No response fromthe Twitterverse

Reticular activationworks to begin makingthe unfamiliar seemfamiliar and less risky

Sees the LaunchHour logo online andclicks on a link for the website

> I have a great

idea for an app> Reads tech blogs

> Programs on the

weekends

> I can create akiller app

> I need a designer

> I need a change> I cant risk too

much for change

NEEDS> A more diverse network that is cross-disciplinary> Support for and critique of ideas from a network> Effective collaboration with a designer> A way to visualize his ideas more effectively> A deeper understanding of how design works

MOTIVATIONS> The freedom to express himself through code, almost like art> Seeing opportunities to change how people interact> To be challenged in his work

DAY 1 DAY 2

Figure 26. Journey



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L O W

T O U C H

H I G H T O U C H


Journey Map: Persona 2ELLEN LAI24 years oldRecent graphic design gradMakes 34k a year

THINK & FEEL

HEAR SEE

SAY & DO

> Startups willwant you towork for free

> Startups offera great creativefreedom

> Other designersworking well atSW events

> Her SW teamnot following up

> Great designinnovation

NEEDS> A stronger understanding of the value of design in a business context> Exposure to more business models> Experience as a graphic designer> Opportunities to work on different types of design projects

MOTIVATIONS> Being in the know on whats happening as social currency> Getting to the next step in her career> Working with bigger clients> Collaborating with others on new projects

DAY 1 DAY 2

A single contact with thestartup community was notenough to motivate action

Start: Motivated by a latent desire tosolve the problem of failing to followthrough after Startup Weekend

Attends a startupmeet up to try to makenew connections

Checks out theLaunchHour website,but is still unsure

Connects with anotherdesigner who tells herabout LaunchHour

Reconnects with contactfrom startup meet-upwho directs her to theConversation Blog onLaunchHour

Checks to see if hercontact will attend

LaunchHour

> Stays connected

via social media> Buys newest iPad

> I could design

that better thanwhoever did it

> I want to createfor myself

> I need experience

> I dont know howto add value to astartup yet


WORD-OF-MOUTH

SOCIALMEDIA

WEBSITEOR BLOG HIT

GOOGLESEARCH

BRANDEDSTICKER

UNAWARE

Follows LaunchHour Twitterconversation blog for an afternoon

The expemov

Establishing trust withpotential team membersis important to createconditions for action

Figure 27. Journey



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L O W

T O U C H

H I G H T O U C H


Journey Map: Persona 3GARY BARTLETT41 years oldEntrepreneur with day jobMakes 104k a year

THINK & FEEL

HEAR SEE

SAY & DO

> People in mycommunityneed affordablehousing

> You have to keepworking until thissucceeds

> A lack of actionto help others

> His kids growingup quickly

> An opportunity tobe an example

NEEDS> Streamlined process for developing ideas> A partner with complementary skills and a divergent background> Startup capital> Doers to implement his thinking

MOTIVATIONS> Making his community a better place for all> Giving back by using his experience for good> Seeing his vision for how design can create value realized> Being an example for his children

> I have to securemy kids future

> Attends events

> Together we canmake a difference

> Builds his network

> I just have tomanage this longenough to launch

> I need help> Ive got to nd a

developer


WORD-OF-MOUTH

SOCIALMEDIA

WEBSITEOR BLOG HIT

GOOGLESEARCH

BRANDEDSTICKER

UNAWARE

DAY 1 DAY 2DAY 1 DAY 2

Start: Actively looking for newopportunities to connect withdesigners and developers

A busy schedule prevents himfrom following up

Hears about an eventfrom a tweet sharedby a co-worker

Connects with his co-workerthe following day

The credibility of Garysexisting network allowshim to quickly engagewith this opportunity

Reviews the websiteand signs up for thenext event

Figure 28. Journey


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RESEARCH FINDINGS AT A



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Perfect is the enemy of anyone trying to build anything.

Can we have a coherentconversation, gather some

ideas and get peoplebehind them?

Whein de

wherehas be

Design becomes aconnective thread.

I to heb

Design is valuable instartups because weallow thinking about

what if?

We need to chaperpetuate, the idea

services have to be fe

Out of all thecomponents,

business, design and techthe holy trinity

of startupsdesignis the most powerful

in creating that

emotional reaction.Its an impulse buy.

Key Insights From Research

KEY FINDINGS THAT INFORMED PROTOTYPE DEVELOPMENT

> Entrepreneurs generally value the work of designers andmay havea better understanding of the challenges toworking together than designers do.

> Design thinking should be wrestling with the concept ofgood enough. Issues of approachability and affordabilitymust be solved oropportunities to do great work maybe missed .

> Both communities aremotivated by meaning making .> There isa persistent perception that design is fee-

for-service .> Startup Weekends are intense, three-day events. They

work well for participants and theres no need to tryto reinvent or compete. However, this 54-hour timecommitment may be a barrier to entry and could beworking against getting people behind ideas long-term.

> Both communities wouldbenet from thinking ofdesign in broader terms , beyond visual communication.



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On selling the ideaA.K.A.

PITCHING

Relational Visual Map

SUMMARY

The relational visual map represents much of the data synthesisto this point. Identication of how insights derived from researchinform opportunities will aid in the development of models ofbelief for each community. This analysis will be used to createprototypes to be tested with members of the startup and designcommunities.

Figure 29. Rel

STARTUPS DESIGN

EXPENSIVECLIENT-DRIVEN

ITERATIONINNOVATION

CHANGEORIENTEDPROBLEMSOLVING

BOOTSTRAPINTRINSICMOTIVATION

We should

explore leandesign.

Ive got a dream . . .I need help!

Me too!

We both need,developers, capital

and mentors tosucceed in this space.

Why are designers soexpensive and busy?

Why arso ch

Were thestars!

Were theheroes!


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DESIGN OPPORTUNITIEDESIGN CRITERIA & REFR

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Opportunities for Design

INSIGHTS HOW MIGHT WE . . . OPPORTUNITIE

Entrepreneurs generally value the work of designers andmay havea better understanding of the challenges toworking together than designers do.

Design thinking should be wrestling with the concept ofgood enough. Issues of approachability and affordabilitymust be solved oropportunities to do great work may bemissed .

Both communities aremotivated by meaning making .

There isa persistent perception that design isfee-for-service .

Startup Weekends are intense, three-day events. They workwell for participants and theres no need to try to reinvent orcompete. However, this 54-hour time commitment maybe a barrier to entry and could be working against gettingpeople behind ideas long-term.

Both communities wouldbenet from thinking of designin broader terms , beyond visual communication.

How might we connect both communities around areas ofshared interest and motivation?

There is an opportunity to crebeyond monetization and into

How might we re-imagine value creation by creatingalternate business concepts? There is an opportunity to expexchange, including partnersh

How might we create a low-barrier entry point for eachcommunity to connect that feeds into experiences likeStartup Weekend?

There is an opportunity to crewhere entrepreneurs and desigone another in a structured fo

How might we reframe the context in which design is viewedin order to create value for both communities?

There is an opportunity to incof design and design thinking

How might we help designers to understand that outputquality should be exible depending on context?How might we empower designers to create work designedto validate learning as part of the startup process?

There is an opportunity to redwith startups by opening the lcritical issues that currently a

How might we educate designers on where their blind spotsare and how they can adapt their approach and work ow tomeet the needs of startups?

There is an opportunity to revthe context of startups.



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Startup Model

QUALITY

CAPITALLEARNING

VALIDITY

COST

APPROACH EQUITY

COMMUNICATION CRITERIA

After completion of development, testing and validation of the prototypes,models were created to highlight areas of alignment and divergence. Thesemodels informed the creation of the following communication criteria:> The nal direction needs to communicate the areas in which startups and

design align or diverge, and how each community can work to create sharedunderstanding and meaning

> Opportunities for collaboration should be clearly present for both communities> It should be acknowledged that each community will need to acculturate and

create conditions conducive to this objective> Context should be clearly conveyed as early stage startups and design that

support the creation of a range of startup-related needs that extend beyondvisual touchpoints to include business model innovation, operationalization,systems, process, planning, user experience, conceptualization and prototypes

> The creation of a method for creating shared vernacular or translation ofterminology between communities should be explored

> The presentation of data should be revised to reduce emphasis on researchoutcomes and increase focus on relevant cultural issues, e.g. the concept ofgood enough, ego and empathy balance, vulnerability in collaboration

LEARNING> Validated learning is the primary output

startups seek as a result of activity

Takeaway for Designers > Validated learning is the path forward

that can provide designers with theopportunity to do original, meaningfulwork of the highest quality

CAPIT> Startu

informcapita

> Carefuessentextend

Takeaw> Desig

with eopporprincito aid altern

EQUIT> A long

to be pin quadevelo

Takeaw> There

practistage of des

APPROACH> Through iterative process, validated

learning is prioritized over consistentlyhigh-quality production of prototypes

Takeaway for Designers > Designers should collaborate with

entrepreneurs to identify areas wherequality is crucial to learning outcomes,and then apply design principles todesign prototypes that maximizevalidated learning

QUALITY> The approach to quality is more exible and

often the highest quality work is concentratedon consumer touchpoints

Takeaway for Designers > Understanding the context in which startups

function and learning when good enough isbest is a key takeaway for designers

COST> Value is placed on validated learning and is

therefore an essential core cost for startups

Takeaway for Designers > Supporting validated learning efforts by

developing lean design principles and practiceis an area of opportunity for design

Figure 30. Startup model with takea



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Design Model

QUALITY

CAPITALLEARNING

VALIDITY

COST

APPROACH EQUITY

DESIGN CRITERIA

LEARNING> Validated learning is a component in

the iterative process of design, not theprimary deliverable

Takeaway for Entrepreneurs > Designers generally work within the

framework of a creative brief whereambiguity may exist, but iterative designprocesses seek to enable successfuldelivery of a dened product

> When designers do engage in highlyambiguous projects, they often engagein contextual research with designresearchers to create validated learning

CAPIT> Capita

easilythey aestabl

Takeaw> Desig

fee-fo> Entrep

formsand padesignseekinmetho

EQUIT> Desig

projecequitybusine

Takeaw> Entrep

value to crepartne

APPROACH> Through iterative process quality is

increased incrementally and ultimatelyprioritized as the end result of thedesign process

Takeaway for Entrepreneurs > Learning to clearly communicate which

type of prototype is neededlow-,mid- or high-delitycan empower anentrepreneur to get what he or she needsfrom collaboration with a designer

QUALITY> The level of quality in the work produced by

designers is crucial to determining the valueof the work

Takeaway for Entrepreneurs > Understanding that a designers training

informs the approach to quality can helpan entrepreneur identify how and where toeffectively engage with a designer

COST> Projects are managed to conform with

predetermined budgets that include hoursestimates and cost controls related to scope

Takeaway for Entrepreneurs > Clear denition and communication of

expectations can help entrepreneurs anddesigners to collaborate more effectively

Design criteria support the goals of communication and collaboration betweenthe two communities.> The design needs to render the information presented and the experience

offered accessible to both communities> Visual language should support easy identication and recollection of

information that represents the beliefs, values and attitudes of each distinctcommunity

> Models should clearly visualize data in context for each community> The relevance of data presented should be supported by clear connections

between research-driven insights and opportunities for change> Visualizations should act as entry points for conversations around

collaboration, mutual understanding and shared meaning making

Figure 31. Design model with takeawa


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M.A. FINAL PROJECT

PROTOTYPE DEVELOPM& TESTING

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Prototype Ideas with PMI Analysis

CONCEPT 1: Collaborative Workshops

As a means of facilitating collaboration, one-day workshopscould provide entrepreneurs and designers with a forum forbeginning to collaborate.

PLUS > Opportunity for meaningful connectionover a longer time period (+3)

> Acts as an experience for modeling whata working relationship might be like (+2)+5

MINUS > Longer time commitment mightdeter participation for valid, workingparticipants (-3)

> Duplicates events already offered inmarket at a smaller scale (StartupWeekend) (-5)

> Signicant time commitment to set upand facilitate (-4)

> Possible venue expenses translate intohigher costs and additional barriers (-4) -16

INTERESTING> Could be an effective business idea (+2)> Could facilitate connection between the

two communities in a new way (+4)> Market could be limited and require

sponsorship to be viable long-term (-3) +3

-8

CONCEPT 2: Startup Design Consultancy

Viewed as a business opportunity, a design consultancy couldcreate opportunities for design by engaging startups withstreamlined service offerings.

PLUS > Expertise in design and design thinkingcould create competitive advantage forboth the consultancy and its clients (+5)

> Could establish leadership in marketthrough innovative funding that createsshared value (+3) +8

MINUS > Requires signicant capital to engage andretain expertise (-5)

> Capital requirements could make theservice offering unsustainable withoutalternate revenue streams (-3) -8

INTERESTING> Real-world opportunities to advance theconversation around the value of design instartups (+3)

> Competing in a white space market bysolving a problem (ZAG) (+4)

> Opportunities for collaboration withexisting incubators and VC groups (+3)

> Competition for startups capital is intensein many markets (-4)

+6

+6

CONCEPT 3: Speed-D

As a way to simply connect thebarrier-to-entry event, speed-dawide audience to engage with m

PLUS > Creates opthe startup initially co

> Creates a linteraction

MINUS > Limited-timmeaningfu

> Requires adiffusion a

INTERESTING> Could funcstartup and

> Could creawith Startufeeder pro

> Empowersthrough adhaving to c

> Opportunitexisting in


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M.A. FINAL PROJECT

EXPLORATION OF DIVERSE

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Project Management Lens

HYPOTHETICAL STARTUP & DESIGNCOLLABORATION ISSUESTraditional project management as presented by Stone, based onPMI practice, involves scope, time and cost.1 Using this concept,I thought it would be useful to combine the issues around eachof these with some of the elements of research data. Thisconcept led to the creation of the triads on the next page.Of particular interest are the challenges of project planning,expectations of quality and the potential for a startup to pivot.These contribute to the somewhat ambiguous nature of startupwork. While many designers are accustomed to working withindeterminate outcomes in ambiguous workow, in a startupcontext this becomes challenging when overlaid with cost-control issues, lean practice and the capital management needspresent in early stage startups.

1 See Chapter 1 of Stones Managing the Design Process: Implementing Design (2010),showing constraints in project management.

T I M E

CHALLENGES FORCOLLABORATION

in startupand design

C O S T

SCOPE

MANAGING TIME> Number of hours> Number of designers> Planning process> Milestones> Go/No Go decisions

CONTROLLING COSTS> Bootstrapping> Time commitment> Number of designers> Level of detail> Quality expectations> Form of payment> Equipment needed> Resources

DEFINING SCOPE> Length of project> Depth of project> Number of touchpoints> Features to be delivered> Functionality> Testing> Potential for signicant pivot

Figure 32. Hypothetical startup and design

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Triads: Time

QUALITY, COST & LEARNINGIN STARTUP & DESIGN CONTEXTThe idea of mapping values into triads has been something Ihave been thinking about since reading the Detailed DesignProject Management Triangle in Managing the Design Process:Implementing Design earlier in the semester.

JSpinks MA 748Final Project

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