SEEKING VALIDITY:

A NEW MODEL FOR CONNECTING THE

Final Project
SUBMITTED TO THE FACULTY OF THE DESIGN MANAGEMENT
PROGRAM AT THE SAVANNAH COLLEGE OF ART AND DESIGN

STARTUP AND DESIGN COMMUNITIES. IN PARTIAL FULFILLMENT OF THE REQUIREMENTS FOR THE
DEGREE OF MASTER OF ARTS

BY: J. SPINKS SAVANNAH COLLEGE OF ART AND DESIGN

SAVANNAH, GA
MARCH 2014
2 M.A. FINAL PROJECT: SEEKING VALIDITY

Contents
INTRODUCTION DESIGN OPPORTUNITIES, DESIGN CRITERIA REFERENCES
Abstract. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 & REFRAMING Annotated Bibliography. . . . . . . . . . . . . . . . . . . . . . . 111
Opportunities for Design. . . . . . . . . . . . . . . . . . . . . . . 64
FRAMING Communication & Design Criteria for Prototype. . . . . 65 APPENDICES
Title of Study . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Appendix A: Project Roadmap. . . . . . . . . . . . . . . . . . 118
Reframing. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 67
Subject of Study. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Appendix B: Creative Brief. . . . . . . . . . . . . . . . . . . . . 119
Problem Statement . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 PROTOTYPE DEVELOPMENT & TESTING Appendix C: Target Audience Profiles. . . . . . . . . . . . 121
Target Audience. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 Prototype Ideas . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 69 Appendix D: Research Planning Matrix. . . . . . . . . . . 122
Purpose. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Exploration of Diverse Concepts. . . . . . . . . . . . . . . . . 71 Appendix E: Survey Questions. . . . . . . . . . . . . . . . . . 124
Scope. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Chosen Concept Development. . . . . . . . . . . . . . . . . . . 77 Appendix F: Interview Questions. . . . . . . . . . . . . . . . 126
Significance of Study. . . . . . . . . . . . . . . . . . . . . . . . . . . 7 Concept Testing with Target Audience . . . . . . . . . . . . 84 Appendix G: Business Model Canvas SWOT. . . . . . . 128
Concept Testing Findings. . . . . . . . . . . . . . . . . . . . . . . 85 Appendix H: LaunchHour Detailed Design . . . . . . . . 138
POSITIONING Validation. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 86 Appendix I: Working Walls in Progress. . . . . . . . . . . 140
Market Analysis. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9 Appendix J: Consent Form. . . . . . . . . . . . . . . . . . . . . 146
Project Positioning. . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 FINAL DESIGN TO MARKET Appendix K: Synthesis Testing. . . . . . . . . . . . . . . . . . 148
Final Prototype. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 88 Appendix L: Literary Concept Map. . . . . . . . . . . . . . . 149
RESEARCH PLANNING & SYNTHESIS Business Model Canvas. . . . . . . . . . . . . . . . . . . . . . . . 99 Appendix M: List of Figures. . . . . . . . . . . . . . . . . . . . 150
Research Space. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 Implementation . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 100
Research Methodology . . . . . . . . . . . . . . . . . . . . . . . . 28 ACKNOWLEDGMENTS
Research Questions. . . . . . . . . . . . . . . . . . . . . . . . . . . 28 CONCLUSION & RECOMMENDATIONS Dedication . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 152
Data Collection Methods. . . . . . . . . . . . . . . . . . . . . . . 29 Conclusions . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 108 Acknowledgments. . . . . . . . . . . . . . . . . . . . . . . . . . . 153
Research Synthesis. . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Recommendations. . . . . . . . . . . . . . . . . . . . . . . . . . . 109
Research Findings at a Glance. . . . . . . . . . . . . . . . . . . 61
 M.A. FINAL PROJECT

INTRODUCTION
4 M.A. FINAL PROJECT: INTRODUCTION

Abstract
A CASE STUDY OF STARTUP & DESIGN CULTURE
The purpose of this case study is to explore the values, beliefs and attitudes of the startup This resulted in the exploration of an event concept designed to create a low-barrier-to-
and design communities to create a new model for interaction that supports connection, entry experience for designers and entrepreneurs that would facilitate creation of shared
collaboration and shared value creation. understanding between these communities, offer networking as a value add, and act as
a forum for advancing knowledge around the value of design and design thinking in early
Primary research, conducted in the Columbus, Ohio, area during January and February
stage startups.
2014, includes an online survey as well as open-ended and semistructured interviews with
representatives of each community. Secondary sources include peer-reviewed academic From this, we conclude that there is potential to make meaning by engaging a young
papers and popular books relevant to establishing current theoretical and methodological generation of entrepreneurs and exposing them to the value of design and design thinking as
practice in startups and design. an innovative way to change the fundamental relationship between design and business in
the future.
Data analysis and synthesis of findings revealed areas of convergence and divergence in
values and practice related to the quality of, and approach to, work, the type of learning It is recommended that both communities work collaboratively to create lean design practice
sought from these activities, how each community relates to the management of capital, that supports validated learning, new shared-value models that create equity for designers
costs and equity, insights into the beliefs and attitudes that motivate behavior and as integral to entrepreneurship, and methods for advancing and disseminating this learning
opportunities for learning and collaboration. as a means of driving startup success by leveraging design as the competitive advantage.
M.A. FINAL PROJECT

FRAMING
6 M.A. FINAL PROJECT: FRAMING

Overview
TITLE OF PROJECT SUBJECT OF STUDY
Seeking Validity: A new model for connecting the startup and design communities. Groups like Startup Weekend facilitate multi-disciplinary collaboration, but many startups still fail. Could
engagement with the design community and design managers positively influence this trend?

PROBLEM STATEMENT
TARGET AUDIENCE
The idea for exploring this problem arose from personal experience—an inability to engage a group I
worked with at Startup Weekend to continue pursuing a promising project with an interested market. Four groups were identified as target audiences for this case study. These have been named Established
While at SW, I witnessed a disproportionate number of tech and business people to designers—a ratio Entrepreneurs, Seasoned Creatives, Startup Leaders and Designers.
of approximately 3:1. Conversations revealed that the startup community may have a challenge engaging Established Entrepreneurs are successful leaders of several startups (founders or partners), viewed as
designers, and virtually no one seemed to know what design thinking or design management is. mentors, team builders and experts in lean startup practice. They understand the culture, how to connect
After thinking about this challenge, a connection was made to a recurring theme in design thinking and people and how to invest. A diverse set of experiences and backgrounds inform their approach.
business books: Everyone is saying design is the competitive advantage, but how are we moving this Seasoned Creatives posses a deep understanding of agencies within the brand, strategy, advertising
theoretical advantage forward? In startup terms, we need to figure out how to ship. or design space. They are viewed as mentors, team leaders and experts in design and strategy. They
As a culture, we idolize Apple as the paragon of design. Business leaders such as A.G. Lafley are understand design thinking, process and implementation in order to create competitive advantage.
interviewed, studied and praised ad nauseam—we’re enamored with these outliers, but too many Startup Leaders may have started and failed in one or a few startups. They are entrepreneurs, learning
business people simply don’t understand design or design thinking. As a discipline, we simply don’t have how to assemble a team and manage a business. They may or may not be familiar with lean startup
the numbers to change this.1 We need an ally. practice. Focus is likely on a particular user or customer segment, product development and how to secure
Therefore, the purpose of this study is to engage the startup community, contribute to mutual learning, investment. This group has a limited experience and is seeking growth through their approach.
facilitate connection back to the design community and raise the profile of the design management Designers likely work in a studio or agency, carry titles like designer and art director, or may be a
discipline as an essential partner in developing innovation. If the concept is successful, then there will freelancer. They understand design from a functional viewpoint, and have practical expertise and skills to
be greater collaboration between the design community, design managers and startups. There will also support the creative process. This group is developing, or has developed, specific expertise in a narrow
be a broader understanding in the startup community of design thinking and how it can contribute to the domain and has a background and eduction in design, which informs their approach.
success of startups in the future.

1 See Chapter 5 of Martin’s The Design of Business (2009), showing that American schools produce about 1,000 MFAs versus 140,000 MBAs annually.
7 M.A. FINAL PROJECT: FRAMING

Overview
PURPOSE (FOCUS) SIGNIFICANCE TO DESIGN MANAGER
The focus area is how the startup and design communities in central Ohio currently function in relation to This study prepares me as a design manager for next steps by utilizing all of the skills developed across
one another, and how through the process of research, analysis and synthesis, insights can be gained and the courses in the design management program and applying them in a real-world context. It has allowed
opportunities identified for creating a new model of interaction. me to stretch my skills in planning research thus far and has facilitated network building within a new
community. I hope the result will be new expertise, and an opportunity for cross-disciplinary learning and
collaboration in the future.
SCOPE
The scope of the project is roughly defined as engagement with active members of the Columbus, Dayton SIGNIFICANCE TO DESIGN MANAGEMENT
and Cleveland startup communities and the Columbus design community. The time frame for the project is
January 6 through March 13, 2014. This project has the potential to benefit two multi-disciplinary groups that are active within the Columbus
The startup community includes members of several startups, representatives of The Ohio State business community, and further the reach of the design management discipline into both. The bigger
University’s Technology Commercialization and Knowledge Transfer Center, TECH Columbus and a picture benefit, and where I see an opportunity to make meaning, is in engaging a young generation of
representative of the Columbus District SBA. entrepreneurs and exposing them to the value of design and design thinking as an innovative way to
change the fundamental relationship between design and business in the future (longer term).
The design community includes members of the Columbus Society of Communicating Arts (CSCA), working
design professionals and members of The Ohio State University’s Department of Design.

HUNT STATEMENT
I am going to research the startup and design communities so that I can learn how to create a new model
of collaboration.
 M.A. FINAL PROJECT

POSITIONING
9 M.A. FINAL PROJECT: POSITIONING

Market Analysis: Opportunity Statement

DEFINING THE OPPORTUNITY
An opportunity exists to conduct research within the startup
community in the Columbus and central Ohio markets, as well as
within the design community. By employing design thinking and “Seek validity, all things
management process to identify potential opportunities, a new model
for engagement is sought.
are seldom equal.”
This study can contribute to the field of design and design
management 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 benefit: An opportunity to make meaning by engaging a
young generation of entrepreneurs and exposing them to the value
of design and design thinking as an innovative way to change the
fundamental relationship between design and business in the future
(longer term).
10 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
CCAD’s Mind Market is currently being revamped
under the direction of a new chairperson. In the past
it was comprised of three elements: The Design Lab,
Site URL: ccad.edu/#mm The Incubator and The Thought Lab.

Objectives Members Lessons The Design Lab offered design charettes, 16-
What is their network’s value? What categories do they fall into? What can they teach us for our network? week class projects and partnerships with local
Connecting design students with entrepreneurs Teachers Collaborative environment businesses.
Educating students in startup practice Students Multi-pronged approach combines design,
Providing a forum for discussions on creativity Entrepreneurs ideation and enterprise The Incubator existed to provide mentorship,
and business business coaching and professional services to art-
and design-based startups.

The Thought Lab acted as a open forum for

collaborative conversations between the design and
business communities.

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Creative education Online presence Interest in design and startup culture
Academic startup incubator Physical space Design skills
Academic design Networking Ideation practice
Low-cost resource
Collaboration

NOTES
11 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
The Columbus Idea Foundry provides space for
people to learn and work on a variety of projects
that are primarily hands-on. The facility provides
Site URL: columbusideafoundry.com access to conventional workshops for metal work,
welding, woodworking and blacksmithing, as well as
Objectives Members Lessons technology-focused production via a CNC ShopBot,
What is their network’s value? What categories do they fall into? What can they teach us for our network? laser cutter and engraver, and 3-D prototyping
Providing hands-on instruction in a variety of art- Artists Meeting unmet needs for training does not printers.
and craft-related disciplines Craftsmen have to take place in a traditional educational
Entrepreneurs environment The facility has 4,000-square-feet of gallery and
Collaboration is appealing to people classroom space, 10,000-square-feet of studio space
and 11,000-square-feet of workshop space.

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Knowledge sharing Online presence Providing space for learning and developing
Facilitating collaboration Retail space skills
Providing retail space for artists and craftsmen Work space
Membership
Classes

NOTES
12 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
Columbus Society of Communicating Arts is
“a nonprofit organization of professionals devoted
to elevating the standard of communications within
Site URL: cscarts.org central Ohio and to promote a better understanding
of the context and function of the visual arts in
Objectives Members Lessons commerce, industry, education and the community.”
What is their network’s value? What categories do they fall into? What can they teach us for our network?

Promotion of the communicating arts Designers How to assemble a diverse group with The organization holds monthly events where
Raise the quality of creative work in Columbus Writers overlapping interests around a unified interest creative professionals from around the country
Illustrators are given a forum for speaking. They also conduct
Photographers an annual awards show, Creative Best, which is
Art Directors generally judged by some of the year’s speakers. Past
Creative Directors speakers include Massimo Vignelli, Debbie Millman,
Kyle Cooper, Scott Stowell, Armin Vit, Chip Kidd,
Dana Arnett, Stefan Sagmeister, Steff Geissbuhler,
Mary Ellen Mark, Wink and Jessica Hische.

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Monthly venue for top creative talent from Online presence Platform for reaching their members to increase
around the country to speak locally Membership collaboration with startup community
Engender excellence via Creative Best awards Monthly events

NOTES
13 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
The Dublin Entrepreneurial Center is a
co-working center focused on innovation and
startups. Its essential function is to provide space
Site URL: decindublin.com for collaboration and access to office amenities
that most startups need, but would find a hassle
Objectives Members Lessons to assemble on their own.
What is their network’s value? What categories do they fall into? What can they teach us for our network?

Providing co-working space and a collaborative Entrepreneurs Solving a problem for startups (need for
environment for startups and entrepreneurs in Technologists workspace and access to technology) can draw
order to accelerate development Consultants them together
Designers
Business sponsors

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Access to collaborative workspace Event attendance Space for startups to work
Providing office space for a multi-disciplinary Monthly, no-cost “jelly” days for co-working Forum for conducting workshops
group of people in a single location Renting workshop space
Shared services and technology Leasing office space
Weekly events

NOTES
14 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
Fundable provides small business owners and
startups with an alternative to the Kickstarter model
of raising capital. With Fundable, entrepreneurs can
Site URL: fundable.com offer rewards or equity in exchange for funding.

Objectives Members Lessons

What is their network’s value? What categories do they fall into? What can they teach us for our network?

An online funding platform for small businesses Small business owners There is value in providing a public platform for
Entrepreneurs fundraising in the startup space
Designers Startups can help each other (Fundable was a
Technologists startup)

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Offering an alternate to venture capital for Online presence A resource for capital generation
fundraising
Public platform allows for broader reach when
seeking funding

NOTES
15 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
The National Business Incubation Association
is focused on incubation and entrepreneurship. The
organization shares information, provides education,
Site URL: nbia.org advocacy and networking resources to its members.

Objectives Members Lessons NBIA serves as a “clearinghouse of information on

What is their network’s value? What categories do they fall into? What can they teach us for our network? incubator management and development issues”
Promote business incubation and Incubator developers, managers and staff There is a need for greater knowledge sharing in and offers conferences and training, research and
entrepreneurship Economic development professionals the startup community consulting services.
Consultants Business owners can’t be experts at everything
Educators and need a forum for connecting with others

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Conferences for members Online presence Interest in incubation of startups
Startup and business-specific publications for Membership Venue for developing an audience through their
members existing platform and reach to members
Business assessment
Training and workshops

NOTES
16 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
The Ohio Development Services Agency exists
to advance the economic development strategy
of the state. Of particular interest to startups is
Site URL: development.ohio.gov the Ohio Third Frontier program, which focuses
on technological innovation and works with tech
Objectives Members Lessons companies, university and non-profit organizations to
What is their network’s value? What categories do they fall into? What can they teach us for our network? create innovation.
Stimulate economic development in the state of Government employees Government has an interest in innovations that
Ohio Economic development professionals create jobs and wealth The agency’s programs focus on four areas:
Business owners innovation, commercialization, capital and talent
Startup incubators development.
Investors
Technology developers

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Supporting economic growth Online presence Interest in innovation and startups
Education for entrepreneurs Government programs
Commercialization activities for innovation
Creating conditions that can attract an advanced
workforce

NOTES
17 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
The OSU Technology Commercialization Office
is a collaborative effort focused on building a
culture of innovation within the university and with
Site URL: tco.osu.edu community partners.

Objectives Members Lessons These efforts are manifest in several ways, including
What is their network’s value? What categories do they fall into? What can they teach us for our network? traditional work in the areas of patents, licensing and
Commercialization of innovation supported by Researchers There is a direct link between learning and contract negotiation, as well as new areas of focus
the research activities of a university Inventors innovation that include software development, design ideation,
Startup community Large organizations can produce innovation startup development and integrated learning for
Students In some ways TCO acts as a model for multi- students.
Faculty disciplinary collaboration
Designers Having a platform that allows startups to pitch
publicly attracts like-minded professionals

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Drive economic development by supporting Wakeup Startup Pitch opportunities
startups Startup Weekend Growth space for design within the startup
Commercialize output of research colleges community
Involve students in the process to support
learning

NOTES
Create a platform for startups to pitch work
18 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
Portfolio Creative is a staffing agency in Columbus
that specializes in creative services. It is an essential
resource for freelance designers, writers, illustrators
Site URL: portfolioiscreative.com and photographers.

Objectives Members Lessons The staff partners with members of the creative
What is their network’s value? What categories do they fall into? What can they teach us for our network? community on a regular basis to run the Illumination
Connect creative talent with businesses Designers Startups owned by creative people can focus on Bureau, which provides classes, lunch and learns,
Writers something other than becoming an ad, brand or and crash courses relevant to the working creative
Illustrators marketing agency community.
Photographers Connecting service providers with companies in
Art Directors need has value

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Facilitating connection between companies that Online presence Connecting designers with startups
need creative staff and the creative community Meeting with a recruiter or account rep Presenting information on how designers can
Streamlining billing and payment for freelancers work with startups at Illumination Bureau events

NOTES
19 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
The Small Business Administration is an
essential resource for starting a company, securing
loans, and learning about managing and operating a
Site URL: sba.gov/about-offices-content/2/3138 business.

Objectives Members Lessons The SBA is generally more focused on small business
What is their network’s value? What categories do they fall into? What can they teach us for our network? and less focused on startups. This stems from the
Support the growth of small business Small business owners Risk is a factor in funding no matter what type of agency’s relationships with commercial banks. When
Bank representatives business is being built a small business seeks capital a bank can generally
Entrepreneurs It is important to match risk tolerance with risk review the performance of other businesses in the
Consultants assessment when seeking sources of capital same category and use past history of these entities
to assess risk. With startups, which are generally
focused on innovation or disruptive innovation this
becomes a difficult process and is less likely to
succeed in securing commercial funding.

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Providing access to capital resources Online presence Helping businesses to operate once demand for
Education and training Meeting with an SBA representative a product of service has been established

NOTES
20 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
Spark Camp is best described in its own words:

“Spark Camp is a next-generation convener. We

Site URL: sparkcamp.com engineer productive collisions of talented people to
tackle provocative questions, develop meaningful
Objectives Members Lessons relationships and lead ideas into action. We facilitate
What is their network’s value? What categories do they fall into? What can they teach us for our network? important conversations that propel society forward.
Facilitating networking toward problem solving Innovators Innovation is enhanced by multi-disciplinary We challenge convention. We value intimacy. We
Philanthropists collaboration have fun. And we form an enduring and diverse
Technologists network of innovative thinkers set on bringing about
Entrepreneurs positive change in their worlds.”
Journalists
Authors The events are by invitation only and could be
Designers considered an organically growing network as the
Bloggers web site features a prominent link to “Suggest an
Invitee.”

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Facilitating connection of multi-disciplinary Invitation only Events focused on producing innovation through
teams Online presence collaboration
Providing time and space for ideation focused on
problem solving
Network building

NOTES
21 M.A. FINAL PROJECT: POSITIONING

Competitor/Collaborator Analysis
TechColumbus is a hybrid organization that is
focused on startups, early stage investment and
acceleration.
Site URL: techcolumbus.org
Entrepreneurs have a wealth of assets that extend
Objectives Members Lessons beyond capital available through TechColumbus.
What is their network’s value? What categories do they fall into? What can they teach us for our network? These include SpringBox Labs, which provides
Help turn entrepreneurial ideas into products Investors How to support startups by forming an offices, labs, manufacturing space and three
and products into high-growth business Technologists ecosystem populated with investors, experts and programs designed to help startups network with
Subject matter experts support staff advisors, experts, key customers and industry
Strategists members in their target markets.
Analysts
Entrepreneurs

Approach Channel Collaboration Opportunities

How do they create value? What is the entry point to their network? Where do we overlap?
Investment in early stage startups Online presence Introducing design and design thinking as a key
Office, lab and manufacturing space Events component to their ecosystem
Mentorship and advising Pitching startup ideas Workshop facilitation for their startups
Pitch platform

NOTES
22 M.A. FINAL PROJECT: POSITIONING

Startup Incubation Capabilities Matrix KEY

YES NO SOMEWHAT

CCAD COLUMBUS PORTFOLIO TECH

CAPABILITIES CSCA DEC FUNDABLE NBIA OHIO DSA OSU TCO SBA SPARK CAMP
MIND MARKET IDEA FOUNDRY CREATIVE COLUMBUS

ADVISING/MENTORS a l 6 a 6 l a a l a a a
COLLABORATIVE SPACE a a 6 a 6 6 6 a 6 a a a
EDUCATION a a l 6 l a a a l a l a
DESIGN a a a 6 6 6 6 l a 6 l 6
DESIGN THINKING l 6 l 6 6 6 6 l 6 6 l 6
IDEATION a 6 6 l 6 6 6 a 6 6 a l
INDUSTRIAL SPACE 6 a 6 6 6 6 6 6 6 6 6 a
LICENSING & PATENTS 6 6 6 6 6 6 6 a 6 6 6 l
NETWORKING EVENTS l a a a 6 a a a 6 6 a a
OFFICE SPACE 6 6 6 a 6 6 6 6 6 6 6 a
PITCH PLATFORM l 6 6 6 a 6 6 a 6 6 6 l
CAPITAL 6 6 6 6 a 6 a l 6 a 6 a
WORKSHOPS 6 a a a 6 a a 6 a 6 a 6

Figure 1. Startup incubation capabilities matrix. Author’s image, March 11, 2014.
 LaunchHour is I am a design thinker
designed to be who is dedicated to
23 M.A. FINAL PROJECT: POSITIONING emulated. It is
intended to foster
the pursuit of learning
in order to bridge
Success can be collaboration, not communities and create We act as an entry

ZAG Steps
extended by limit interaction. greater collaboration. point for greater
scaling up to conduct collaboration
LaunchHours between
in other cities. entrepreneurs and
17 designers.
HOW DO YOU
PROTECT 1
16 YOUR WHO ARE
By consistently providing YOU? 2 Design as a catalyst for
opportunities for relevant HOW DO PORTFOLIO?
connection between YOU EXTEND WHAT DO success in startups.
startups and design. SUCCESS? YOU DO?
SUMMARY 15
HOW DO 3
YOU EARN THEIR WHAT’S YOUR
Throughout the ZAG process, steps were informed by the insight that there LOYALTY? VISION? The trend toward design as
is a need for an actionable way to begin to engage both the startup and A free learning, the competitive advantage
collaboration and as evidenced by the cultural
design communities that features a forum for efficiently extending the networking opportunity. 14 4 phenomenon of addressing
conversation about the insights and opportunities revealed in this case WHAT DO WHAT WAVE needs consumers never
THEY ARE YOU knew they had via design
study. EXPERIENCE? 17-STEP PROCESS RIDING? thinking process.
In order to be effective and collaborative with efforts that currently exist
in the local startup community, it must address an unmet need: facilitating
connection where little or no opportunity currently exists. 60-minute, speed-dating
13 STARTUP & DESIGN 5

COLLABORATIVE
HOW DO WHO SHARES
style exchanges between THE CCAD Mind Market
communities. PEOPLE ENGAGE
It is believed that the experience should feature a low barrier to entry, as WITH YOU? BRANDSCAPE? OSU TCO
evidenced by geographic accessibility and limited-time commitment, and Startup Weekend
should maximize potential to benefit both communities. In short, answering 12 6
the old question, “What’s in it for me?” is essential. HOW DO WHAT MAKES
YOU SPREAD YOU THE “ONLY”?
Modeled after the idea of a design charette,1 this concept applies principles THE WORD? The only collaborative
Pitching in person event that creates a new
of speed dating—multiple brief, structured points of contact—with a at startup and design model of interaction for
community events, via 11 7 entrepreneurs and designers
streamlined Pecha Kucha style presentation designed to set the tone for social media, guest blog HOW DO WHAT SHOULD in the U.S. who seek
interaction. series, event stickers. YOU EXPLAIN YOU ADD OR disruptive innovation in an
YOURSELF? SUBTRACT? era of siloed practice.
10
8
WHAT DO 9
THEY WHO LOVES
We dissolve barriers CALL YOU? WHO’S THE YOU? Add brief, structured
to connection between ENEMY? interactions to open the
communities of lines of collaboration.
entrepreneurs and Subtract multi-day time
designers. commitments.

LaunchHour Entrepreneurs, designers,

developers and investors.
Siloed, uncollaborative
experts who perpetuate
1 See Design Charette in Martin and Hanington’s Universal Methods of Design (2012). misconception.

Figure 2. ZAG steps for startup & design collaborative. Author’s image, March 11, 2014.
24 M.A. FINAL PROJECT: POSITIONING

2x2 Axis Chart: Organizational Focus

STARTUP FOCUS includes engagement in
activities such as advising and mentoring,
rental of industrial or office space in a central
STARTUP VS. DESIGN ORIENTATION location, license and patent expertise, events
to foster networking and facilitate pitching,
HIGH
access to or relationships with venture
CCAD
capital, angel funding or business loans, and
CSCA
startup workshops.

PORTFOLIO DESIGN FOCUS includes education in

CREATIVE
design, design practice, design thinking,
ideation process or labs, networking events
and creative workshops.

IDEA
FOUNDRY POTENTIAL TARGET AREA
DESIGN

LOW HIGH

OSU
SPARK TECH
CAMP COLUMBUS
FUNDABLE

DEC

NOTES
OHIO
DSA

SBA NBIA

LOW

STARTUPS Figure 3. 2x2 Axis chart showing organizational focus.

Author’s image, March 11, 2014.
25 M.A. FINAL PROJECT: POSITIONING

Project Positioning: Value Proposition & Onliness Statement

VALUE PROPOSITION ONLINESS STATEMENT
For entrepreneurs and designers who are seeking ways to collaborate in order to create This is the only collaborative project that creates a new model of interaction for
disruptive innovation, our events offer a new model for interaction designed to dissolve entrepreneurs and designers in the United States who seek disruptive innovation
barriers and facilitate connection. in an era of siloed practice.
We do this by facilitating a maximum number of connections between entrepreneurs and WHAT: The only collaborative event
designers in a structured, informative format that requires a very limited time commitment.
HOW: that creates a new model of interaction
Unlike other organizations that operate in frameworks primarily dedicated to either
WHO: for entrepreneurs and designers
discipline, which tend to stratify participants by function, our approach is based in research
that revealed the underlying mental models that each group holds in relation to the other in WHERE: in the United States
order to suggest opportunities for how we might change our perceptions—so that we may
WHY: who seek disruptive innovation
increase the odds of success in startups—by integrating design and design thinking as a key
competitive advantage. WHEN: in an era of siloed practice
 M.A. FINAL PROJECT

RESEARCH PLANNING & SYNTHESIS

 CHANGE/MANAGEMENT
> Christensen & Overdorf (2000)
> Godin (2012)
27 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS > Heath & Heath (2010)
> Linder (2004)
> Pink (2006)
> Prather (2009)

Research Space
> Yamashita & Spataro (2004)

COLLABORATION HUMAN CONNECTION

STARTUP PROCESS > Duck (2012) & INFLUENCE
> Hudson, Schroeder & > Heath & Heath (2010) > Beaudine (2009)
Van de Ven (1984) > Martin (2009) > Chrisman & McMullan (2004)
SUCCESS FACTORS > Kawasaki (2004) > Meyer & Marion (2010) > Godin (2012)
> Chrisman & McMullan (2004) > Korunka, Frank, Lueger & > Yamashita & Spataro (2004)
> Hudson, Schroeder & Mugler (2003) DESIGN PROCESS
Van de Ven (1984) > Linder (2004) > Duck (2012)
ECOSYSTEM MAP > Rode & Vallaster (2005) > Ries (2011) > Jones (2011)
> Laurel (2003)
> Meyer & Marion (2010)
The ecosystem for this case study focuses on research into VALUES
> Schensul & Le Compte (1999)
CAPITAL
two communities, Startup and Design. A key component > Christensen & Overdorf (2000) > Bann (2009)
> Kawasaki (2004) > Hudson, Schroeder &
to understanding the mental models is secondary research > Martin (2009) Van de Ven (1984) DESIGN & DESIGN THINKING
identified by concept and author. Primary research is focused > Ries (2011) > Kawasaki (2004)
> Korunka, Frank, Lueger &
STARTUPS DESIGN COMPETITIVE ADVANTAGE
> Rode & Vallaster (2005) > Buchanan (1992)
on exploring the beliefs, values and attitudes that a sample > Osterwalder & Pigneur (2010) Mugler (2003) > Duck (2012)
> Martin (2009) > Greene (2010)
population from these groups hold. > Ries (2011) > Martin (2009)
> Rode & Vallaster (2005) > Meyer & Marion (2010)

ISOLATION
HUMAN
BEHAVIOR
COMMUNITY 1 COMMUNITY 2

MENTAL MENTAL
HUMAN
BEHAVIOR
HUMAN
BEHAVIOR MODEL MODEL
MENTAL MENTAL
MODEL MODEL

BALANCED APPROACH: FRAMEWORKS DETERMINATE/ INTEGRATED THINKING MASTERY & STANDARDS

INTERACTION ANALYTICAL & INTUITIVE > Bann (2009) INDETERMINATE > Heath & Heath (2010) > Godin (2007)
> Johansson (2006) > Duck (2012) NATURE OF WORK > Martin (2009) > Martin (2009)
> Martin (2009) > Jones (2011) > Buchanan (1992) > Osterwalder & Pigneur (2010) > Meyer & Marion (2010)
> Meyer & Marion (2010) > Martin (2009) > Pink (2006) > Tufte (2001)
> Pink (2006) > Neumeier (2007)
COMMUNITY 1 COMMUNITY 2 > Osterwalder & Pigneur (2010)
> Ries (2011) MEANING MAKING
> Godin (2012) INNOVATION THE UNSEEN ADVANTAGE
HUMAN BRAND/DIFFERENTIATION > Kawasaki (2004) > Buchanan (1992) > De Bono (1973)
BEHAVIOR > Greene (2010) > Martin (2009) > Christensen & Overdorf (2000) > Gladwell (2013)
> Neumeier (2007) MENTAL MODELS > Johansson (2006)
> Rode & Vallaster (2005) > Gladwell (2013) > Martin (2009)
MENTAL MENTAL > Godin (2012) > Meyer & Marion (2010)
MODEL MODEL > Martin (2009) ITERATION > Pink (2006)
> Duck (2012) > Prather (2009)
> Jones (2011) > Rogers (2003)
> Meyer & Marion (2010)
> Ries (2011)
Figure 4. Ecosystem map. Author’s image, March 11, 2014.
28 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Research Methodology
RESEARCH METHODOLOGY MAIN RESEARCH QUESTION
The research methodology is a case study with lenses of ethnographic study and critical qualitative How could the startup and design communities interact to increase the value of design and design thinking
research. in business?
This mixed methodology is appropriate for several reasons. The case study is focused on the description
and analysis of two groups: entrepreneurs and designers. The case is bound by location and time and the
unit of analysis is the startup and design communities each of these groups work within locally. There is SUB RESEARCH QUESTIONS
an ethnographic lens in use as the study is focused on the beliefs, values and attitudes that these groups 1. How does the startup community currently interact with the design community?
possess about themselves and each other. The critical qualitative approach is derived from the intent
> How are they connected? What mental model exists?
to examine and critique the social and cultural assumption of these two groups in order to understand
the way these factors structure and limit each groups way of thinking and being. The ultimate goal is to 2. How does the design community view the startup community?
empower change to the social context of collaboration for these groups.1 > Why are they not currently interacting more with the startup community? What mental model exists?
3. How could both communities interact to increase the value of design and design thinking in business?
RESEARCH ACTIVITIES 4. Do both communities, as assumed, have an interest in innovation?
5. How engaged with innovation are each of these communities?
> An online survey was conducted from January 23 at 9 pm EST through January 30 at 9 pm EST.
6. How are each of the respective communities perceived by the other?
> Open-ended interviews were conducted with a representative of the startup and design communities.
7. Who are the agents of stability and agents of change within these communities?
> Semistructured interviews were conducted with 4 members of the startup community.
8. What quantitative data is available about the success of startups?
> Semistructured interviews were conducted with 3 members of the design community.
> What percentage of startups move forward? What is their lifespan?
> S econdary research was conducted into 12 community organizations that represent or interact with
members of each community. > How many succeed in obtaining funding?
> An annotated bibliography was created for each of 37 secondary research sources. 9. Who are the active venture capitalists in the community?
> What projects have they funded? How successful have these efforts been?
10. What organizations currently connect the two communities?

1 See Chapter 1 of Merriam’s Qualitative Research in Practice (2002), describing Case Study, Ethnographic Study and Critical Qualitative Research. For data collection methods see following page or Research Planning Matrix, 122–123.
For details see Interview and Survey Questions, 124–127.
29 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Data Collection Methods

PARTICIPANTS: WHO’S INVOLVED?
The startup community includes members of several startups, representatives of The Ohio State
University’s Technology Commercialization and Knowledge Transfer Center, TECH Columbus and a
representative of the Columbus District SBA.
The design community includes members of the Columbus Society of Communicating Arts (CSCA), working
design professionals and members of The Ohio State University’s Department of Design.

METHODS: HOW WILL DATA BE COLLECTED?

Qualitative data will be collected via open-ended and semistructured interviews, and an online survey
designed to reveal insights between communities.
Quantitative data will be collected via secondary research, an online survey and from community
stakeholders during semistructured interviews.

DATA: HOW WILL IT BE PROCESSED AND ANALYZED?

Data will be analyzed by combining results from qualitative and quantitative research using iterative
working wall process, a unique method of analysis will be created to parse, analyze and visualize data
from the online survey, ecosystem maps, value continuums, ZAG steps, Business Model Canvas analysis,
SWOTS and, finally, a Venn diagram model will be created to identify key concepts and issues relevant to
both communities in order to reveal insights and opportunities.
 M.A. FINAL PROJECT

SURVEY RESULTS
31 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Online Survey Results

QUESTION 1: CONSENT FORM

Figure 5. Question 1: Online consent form. Author’s image, January 28, 2014.
32 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Online Survey Results

Survey respondents tended to skew slightly toward
being members of the design community. Additional
interviews with the startup community may be
necessary based on the data currently available
(gap).

These results were further analyzed to reveal how

QUESTION 2: SELF-IDENTIFICATION OF COMMUNITY AFFILIATION respondents viewed themselves in composite,
categorized and then used to synthesize data for
questions 4–7.

NOTES
Figure 6. Question 2: Self-identification of community
affiliation. Author’s image, January 28, 2014.
33 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Online Survey Results

This question offered respondents several ways to
reveal an orientation toward being agents of change
or stability and toward validity-seeking or algorithm-
running behavior.

These roughly equate to the renegades, rule

followers or glue-that-holds-an-organization-together
QUESTION 3: MOTIVATION types in any organization.

NOTES
Figure 7. Question 3: Motivation.
Author’s image, January 28, 2014.
34 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Online Survey Results

These questions were designed to reveal
respondents’ opinions and attitudes about quality
levels in work and levels of risk in different areas
as they relate to failure, workplace stability and the
opportunities for growth that startups can offer.

These are important themes that commonly occur

QUESTION 4: RELATIONSHIP TO QUALITY QUESTION 5: RELATIONSHIP TO RISK in secondary research into startup process, design
process, change management and collaboration.

These results were synthesized with identity data.

NOTES
Figure 8. Question 4: Relationship to quality.
Author’s image, January 28, 2014.

Figure 9. Question 5: Relationship to risk.

Author’s image, January 28, 2014.
35 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Online Survey Results

To understand what each community believes about
themselves and the other community, questions
6 and 7 were designed to reveal similar data for
each with regard to capital, learning/MVP process,
vernacular as a potential barrier, value of work
and perceptions of what sells a startup’s ideas to
investors.
QUESTION 6: BELIEFS ABOUT STARTUPS AND ENTREPRENEURS
These results were synthesized with identity data.

NOTES
Figure 10. Question 6: Beliefs about startups
and entrepreneurs.
Author’s image, January 28, 2014.
36 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Online Survey Results

Here the focus is on when a startup should
engage with a designer, the cost/benefit of design,
vernacular as a barrier, relevancy to early stage
startup work and perceptions of what sells a startup’s
ideas to investors.

These results were synthesized with identity data.

QUESTION 7: BELIEFS ABOUT DESIGN AND DESIGNERS

NOTES
Figure 11. Question 6: Beliefs about design
and designers.
Author’s image, January 28, 2014.
37 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Online Survey Results

Question 8 was designed to establish Innovation
Adopter category information for each respondent.

Question 9 was designed to establish how much

overlap there is between members of each
community in event attendance.

QUESTION 8: ADOPTER CATEGORIES QUESTION 9: COMMUNITY AFFILIATIONS

NOTES
Figure 12. Question 8: Adopter categories.
Author’s image, January 28, 2014.

Figure 13. Question 9: Community affiliations.

Author’s image, January 28, 2014.
M.A. FINAL PROJECT

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

Synthesis: Survey Question 2

#1 #2 #3 #4 #5
SELF-IDENTIFICATION
Question 2 provided respondents with the option to self-identify as a creative
person (designer, writer, researcher), entrepreneur (inventor, programmer,
investor) or some combination of related disciplines.
#6 #7 #8 #9 #10
The eight possible answers were mapped onto an eight-pointed pattern and the
non-relevant points were removed to form an initial pattern for signifying type.
This simple visualization reveals similarities between respondents’ perceptions
of themselves.

KEY TAKEAWAYS #11 #12 #13 #14 #15

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

QUESTION EIGHT-POINT PATTERN

2. I’m a:
DESIGNER
(check all that apply) OTHER WRITER #16 #17 #18 #19 #20
O Designer
O Writer INVESTOR RESEARCHER
O Researcher
O Inventor PROGRAMMER INVENTOR
O Entrepreneur ENTREPRENEUR
#21 #22 #23 #24 #25
O Programmer
O Investor
O Other (Text Entry Box)

Figure 14. Synthesis of self-identification data. Author’s image, March 11, 2014.
40 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Synthesis: Survey Question 2

#1 #2 #3 #4 #5
CATEGORIZING RESPONDENTS
An initial attempt was made to categorize respondents by
Innovation Adopter categories based on responses to question
8 (see appendix), but this yielded too many data points that
obscured efforts to reveal patterns. 1 2 3 4 5
#6 #7 #8 #9 #10
To simplify data interpretation, each eight-point pattern was
6 7 8 9 10
analyzed and assigned one of three possible colors to represent
identity categories as follows:
11 12 13 14 15

ENTREPRENEUR DESIGNER BLENDED

#11 #12 #13 #14 #15 16 17 18 19 20

A pattern was formed from the 5 x 5 grid of 25 respondents 21 22 23 24 25

and then converted into small multiples. This pattern was then
used to reveal patterns of belief, opinion and attitude present in
respondents’ answers to questions 4–7.
#16 #17 #18 #19 #20

#21 #22 #23 #24 #25

Figure 15. Synthesis to categorize respondent data. Author’s image, March 11, 2014.
41 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Synthesis: Survey Question 3

#1 #2 #3 #4 #5
OPINIONS ABOUT WORK (QUALITY)
How each community views and relates to issues of quality is a key metric
for understanding the approach they take to work; how much value they place
on learning and value creation and whether or not they are agents of change,
agents of stability or act as “organizational glue” able to work equally well in #6 #7 #8 #9 #10
either role.

KEY TAKEAWAYS
> Motivations, like self-concept are often multi-faceted.
> Mapping these trends with other variables reveals additional data (next page).
#11 #12 #13 #14 #15

QUESTION EIGHT-POINT PATTERN

3. In my work I am motivated by
CREATE NEW
the opportunity to:
LEARN NEW SYSTEM
(check all that apply) #16 #17 #18 #19 #20
CREATE MEET
O Create something new VALUE EXPECTATIONS
O Meet expectations for a well-defined deliverable
O Make sure everything runs smoothly PROBLEM COLLABORATE
SOLVE
O Learn from experience RUN SYSTEM
O Establish a new system
O Collaborate #21 #22 #23 #24 #25
O Create value
O Other (Text Entry Box)

ENTREPRENEUR DESIGNER BLENDED

Figure 16. Synthesis of opinions about work (quality) data. Author’s image, March 11, 2014.
42 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Synthesis: Survey Question 3 CHANGE

OPINIONS ABOUT WORK (QUALITY)

Aligning the eight-point pattern mapping with a 2x2 axis chart, reveals
motivation vertically on a continuum from Agent of Change to Agent of Stability
and horizontally against Validity Seeking vs. Algorithm Running activity.

KEY TAKEAWAYS
>W  hile generally all over the map, the chart does reveal that entrepreneurs
are less likely to be motivated by meeting expectations and are more oriented
toward validity and change.
> Designers show a stronger orientation to work change within a system and

ALGORITHM
VALIDITY
less affinity toward validity.

EIGHT-POINT PATTERN
CREATE NEW
LEARN NEW SYSTEM

CREATE MEET
VALUE EXPECTATIONS

PROBLEM COLLABORATE
SOLVE
RUN SYSTEM

ENTREPRENEUR DESIGNER BLENDED

STABILITY
Figure 17. 2x2 Axis chart synthesis of opinions about work (quality) data. Author’s image, March 11, 2014.
43 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Synthesis: Survey Question 4

OPINIONS ABOUT WORK (QUALITY) NEVER ALMOST NEVER SOMETIMES ALMOST ALWAYS ALWAYS

4A. Doing great work

Primary and secondary research reveal that expectations about quality appear leads to more work
to be a key point of differentiation between entrepreneurs and designers who
follow iterative processes (design and lean startup MVP).
It was assumed that designers desire the highest quality product before
it is reviewed by an audience as they are seeking client approval, while
entrepreneurs have a more elastic standard of quality as they are seeking
4B. Sometimes good is
validated learning. good enough
Question 4 was designed to gauge whether these concepts would test out
across both communities at a small scale.

KEY TAKEAWAYS
> 4A: Both communities tended to agree that doing great work would lead to
opportunity. 4C. The end goal is more
important than the
> 4B: Both agreed that there were times when good is good enough, though this steps along the way
question should likely have been structured to exclude the word “Sometimes”
as it was also one of the optional Likert scale responses.
> 4C: Entrepreneurs who follow Lean Startup methodology would likely have
seen the end goal as more important than the individual steps, yet they are
answered all along the continuum. Designers appear to be split here. 4D. It’s critically
important to get
> 4 D: These responses generally follow what was expected, with entrepreneurs it right before
answering in line with Startup MVP methodology and designers leaning revealing it
toward getting it right before it’s revealed. Note that no entrepreneurs or
blended respondents answered Almost Always or Always to this question.

ENTREPRENEUR DESIGNER BLENDED

Respondent #10 did not answer questions 4C, 4D. Figure 18. Synthesis of opinions about work (quality) data by response. Author’s image, March 11, 2014.
44 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Synthesis: Survey Question 5

NEVER ALMOST NEVER SOMETIMES ALMOST ALWAYS ALWAYS

5A. I’d rather risk failure

than not accomplish
ATTITUDES TOWARD RISK my goals

Startups often attempt to manage failure on a small scale in order to achieve

validated learning and later success. Many successful entrepreneurs have failed
in the past. How designers approach failure could be an indication of what’s at
stake in their work—given their assumed need to consistently produce work of 5B. It’s not a risk unless
a high quality, is managing quality levels a hedge against failure? you have “skin in
the game”

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 5C. A company’s
failure correlated to risk levels. reputation and number
of years in business
> 5C: This question acts as a gauge for how respondents perceive risk in make it less risky to
relation to a company’s maturity level. This is relevant as disruptive innovation work for
generated by startups changes the context in which mature organizations
operate. Entrepreneurs tend to believe the statement in this question less
than designers. 5D. The size of the
> 5D: Both communities seemed to hold this as true in general, with a few risk is proportional
entrepreneurs exhibiting diverging attitudes. to the size of the
reward
> 5E: Most respondents from both communities seemed to think that
startups offered an opportunity to learn and grow that outweighed the
risks Sometimes, Almost Always or Always. This could indicate that both
communities place a value on growth and learning, but that some designers 5E. The opportunity to
may work in cultures that are failure- or risk-averse. learn and grow far
outweigh any risks
when working in a
ENTREPRENEUR DESIGNER BLENDED startup

Figure 19. Synthesis of attitudes about work data by response. Author’s image, march 11, 2014.
45 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Synthesis: Survey Question 6

NEVER ALMOST NEVER SOMETIMES ALMOST ALWAYS ALWAYS

6A. Most startups

are searching for
BELIEFS ABOUT STARTUPS & ENTREPRENEURS funding via venture
capital or angel
investors
These questions were designed in parallel with questions about design and
designers to try to understand how each community views themselves and the
other community.
6B. It’s more important
to “ship and learn”
KEY TAKEAWAYS than to get it right
> 6A: Some of the designers and entrepreneurs perceive this statement to be out of the box
true, though secondary research shows only about 6% of startups source
capital via venture funding.
> 6B: This question illustrates the core principle of validated learning. It was
assumed that most of the entrepreneurs would agree with this statement, but 6C. Startups have their
they do not. Designers appear to be split on this belief. own language that
makes it difficult to
> 6C: The key insight here may be that the respondents who represent a understand their work
blended identity think that sometimes entrepreneurs use vernacular.
> 6D: Responses here may indicate that entrepreneurs and blended identity
respondents don’t value design for “what the work is worth” as strongly as
designers. 6D. Early stage startups
can’t afford to pay
> 6E: Both communities responded across the continuum here, indicating a designer for what
that this may not be an area where either community possesses a strong the work is worth
understanding of the dynamics of the pitch process.

6E. The founder’s

passion for the
startup is the most
important part of
ENTREPRENEUR DESIGNER BLENDED selling ideas to
investors
Respondent #12 did not answer questions 6A, 6B, 6C. Respondent #19 did not answer any questions in Section 6. Figure 20. Synthesis of beliefs about startups and entrepreneurs data by response. Author’s image, March 11, 2014.
46 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Survey Synthesis Question 7

NEVER ALMOST NEVER SOMETIMES ALMOST ALWAYS ALWAYS

7A. A startup should

wait to work with a
BELIEFS ABOUT DESIGN AND DESIGNERS designer until they
have funding
These questions were designed in parallel with questions about startups and
entrepreneurs to try to understand how each community views themselves and
the other community.
7B. Design is expensive
and often too slow
KEY TAKEAWAYS to be effective
> 7A: In general it appears the responses here are mixed, though there is a
trend of designers believing that startups should wait to engage designers
and entrepreneurs believing that they shouldn’t. This may indicate that
the startup community is more receptive to collaboration than the design
community. 7C. Designers have their
> 7B: Responses to this question may indicate that there is an opportunity for own language that
design to be more agile and effective. makes it difficult to
understand their work
> 7C: Again clustering of the blended identity respondents here may indicate
that those who have an understanding of both communities see areas where
vernacular could be a barrier.
> 7D: Both communities seem to believe design is relevant to early stage 7D. Design is not
startup work. This presents itself as an area of alignment and opportunity for relevant to early
design. stage startup work

> 7E: Designers seem to believe in the power of their work to sell a startup’s
ideas to investors, as do some of the entrepreneurs. Blended identity
respondents may have a better understanding of the pitch process here as
indicated by their moderate response. 7E. Well-designed
presentations sell
a startup’s ideas to
investors
ENTREPRENEUR DESIGNER BLENDED

Respondent #19 did not answer any questions in Section 7. Figure 21. Synthesis of beliefs about design and designers by response. Author’s image, March 11, 2014.
47 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Survey Synthesis: Question 8

INNOVATION ADOPTER CATEGORIES
Responses to question 8 were designed to determine a respondent’s general 8. When I hear about something innovative:
attitude toward innovations based on Roger’s Innovation Adopter categories.
A. B. C. D. E.
I want to jump in I want to use it I want to learn I want to know I want to
KEY TAKEAWAYS and try it as soon and create an more about it so that it has worked continue to use
> Entrepreneurs tend to be more likely to adopt innovation earlier. as possible, no informed opinion I can then put it for others before what I know
matter the cost I can share with to effective use I make a change works until the
> Designers and blended identity respondents tended to be more evenly my local network innovation has
dispersed across categories. No designers identified as innovators. become the norm
> Color-coded Innovation Adopter categories as applied to question 4 results
can be found in the Appendix. INNOVATOR EARLY ADOPTER EARLY MAJORITY LATE MAJORITY LAGGARDS

ENTREPRENEUR DESIGNER BLENDED

Respondent #19 did not answer Section 8. Figure 22. Synthesis of innovation adopter categories data by response. Author’s image, March 11, 2014.
 M.A. FINAL PROJECT

INTERVIEW INSIGHTS
49 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Startup Community Interview Insights

“Getting quick design out
“You need money to build and to sell. “Design looks at startups is useless.”
You don’t need money to think.” and they are doing — Carl L.
— Carl L. everything wrong.”
— Dan R.

“Perfect is the enemy of anyone

“In essence, when you say designers and trying to build anything.”
startups, what you’re really asking is, — Dan R.
‘How do you get designers to work for free?’ ” “It’s really tough to ask a designer
— Carl L. to get emotionally involved in a
startup in the current way that
“We have to find design is taught.”
— Carl L. “Quality doesn’t matter early on,
a way to do lean it should be mostly in
“Too often in the startup world startup design.”
design is not at the table until the consumer touch points.”
— Dan R.
big money shows up.” — Dan R.
— Dan R.

Capital Process Quality

A recurring theme in interviews was capital. When do you need Entrepreneurs focused on several areas of design and startup process, Clearly entrepreneurs have different needs and expectations about
money? How is it best used—design or development? What do you and how collaboration is influenced by academic institutions as well quality as they are building. They seem to understand that the
do when you lack capital? as with a lens toward validated learning stemming from lean process. relationship between design and quality may limit its usefulness as
> There seemed to be a sense that working with designers was a > Is there a way to apply lean startup methods to design? currently practiced.
challenge because startups are often bootstrapping. > Design tends to be systematic and often startups are chaotic. > How might design engage in a way that will change the perception
> Resource allocation is a challenge. of its utility in building startups?
> Design students might be able to offer value for money to the
> Design may need to explore new ways of working with startups in startup community, but are often too busy with schoolwork to
early stages. engage in a meaningful way.
50 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Startup Community Interview Insights

“Are design people really
like entrepreneurs…
“There are barriers in how are they leap off the cliff
“You learn by doing it.”
design presents itself. kind of people?”
— Carl L. “Can we have a coherent
Design doesn’t want to — Carl C.
conversation, gather some ideas
look like an idiot while
and get people behind them?”
everyone else does.
— Dan R.
That destroys empathy.”
“The deck doesn’t — Dan R.
matter. People stay
focused on you.
Are you doing art “Out of all the components,
business, design and tech— “Startups eat
or are you building people’s passions
a business?” the holy trinity of startups “Designers are extremely difficult to find.
—design is the most powerful and dreams.” “Startups are
— Dan R. about selling The ones that are not flaky and are professional
— Dan R.
in creating that emotional are one, expensive, and two, busy.”
reaction. It’s an impulse buy.” a dream.”
— Carl C.
— Carl L.
— Carl L.

Pitching Entrepreneurs on Startups Entrepreneurs on Design

Pitching to investors is often a critical activity for startups. There It’s clear that passion and dreams are the lifeblood of startups. One These are just a sample of some of the issues raised by interviewees
seem to be conflicting opinions within the startup community on how interviewee expressed that team members’ belief in the startup is around design and how it interacts with startups.
it’s done, what’s needed and what best practices are. more critical than customers to early stage startups. > Design may lack credibility with startups for a number of reasons
> Could pitching be taught like any other skill? > Designers tend to be passionate people. Why are they not including financial accessibility, a need to “be professional” that
> Conversations with investors and venture capitalists may be needed connecting with startups? may conflict with a startup’s need to fail and learn.
to gain additional insights into the role of founders and the design > Entrepreneurs understand the power of harnessing ideas that > Empathy is essential to good design. Is design sabotaging itself by
of presentation decks in gaining buy-in. people believe in. being preoccupied with establishing credibility?
51 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Design Community Interview Insights “Design only has to be

good enough.”
— Paul R., quoting a professor

“Do enough to get

an MVP and get
“We need to challenge, not perpetuate, the idea “They created a circus product out. You
that creative services have to be fee-for-service.” act around not addressing are not solving
“Where is the line anything with a
— Paul R. the problem.” in design process
“Design becomes a — Paul R. product drawing
where good enough on a desk.”
connective thread.” has been reached?” — Paul R.
— Nand D. — Paul R.
“It is difficult to
monetize or put a value
on what great design
can do for a product.” “In startups there
— Nand D. “Design is when you can take away “You have to make something that
are too many tough everything so all that is left is the function will work for your audience…
decisions. You have to that a person needs.” that they can afford. More
have skin in the game.” — Nand D. importantly, that they need.”
— Paul R. — Nand D.

Capital Process Quality

The design community also recognizes that there are challenges Design can be an essential partner in creating any enterprise and Design and designers may be more flexible with quality expectations
with capital in the startup space. Adding the historic challenges that through simplification appears to be an ideal partner for lean process. than they are commonly given credit for.
design has had with valuation only makes the issue murkier. It can also muddle process when it loses focus. > A more pragmatic approach to design may be essential to changing
> There may be an opportunity for design to become more ingrained > The practice of design should solve problems, not create them. the conversation with startups.
with startups by rethinking how work is valued and billed. > Design may need to rethink where its core skills are applicable. > Design is aware of affordability issues on multiple levels.
> Design may view itself as invaluable, but in a business context it > Design needs to manage quality expectations, to move out of the
needs to become more adept at communicating value as that is the studio and into the world earlier in order to gain insights.
language of business.
52 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Design Community Interview Insights

“There is a clear
narrative delivered by
“I see two types of startups. Designers as intrinsic great design.”
“If I am going to invest, partners or technical—where marketing and — Nand D.
I want to know you will “Design requires balance
advertising are tertiary.” between humility and ego
be the last one out.” — Nand D.
— Paul R.
and desire to learn
every day.”
— Paul R.

“Statistics around success

rates tend to get lost in the “In startups you have to be “Design is valuable in
glamour of venture capital. willing to ask for help, look startups because we “The best design happens when you think
Focus on the business.” vulnerable, be super humble allow thinking about about things others don’t think about.”
— Paul R. and bluntly sincere.” ‘what if?’ ” — Paul R.
— Paul R. — Paul R.

Pitching Designers on Startups Designers on Design

The other side of pitching from a design perspective is how design There appears to be opportunity and a place to contribute for design Designers see opportunity where others don’t. The best designers are
may detract from the core focus of a business. in startups from a designer’s perspective. curious and they can tell a great story.
> Design can put on a show for venture capital, but it should remain > Design needs new ways to partner with startups other than > Designers’ innate abilities should expand possibilities for
focused on the core business not presentations. ownership. collaboration not limit them. Balance is needed.
> Is this an opportunity for design to practice “good enough.” > Design may need to become more educational in a startup context > Design tells a story. Startups need to tell their stories to attract
> Pitching is fine, but if design wants to be considered valid it needs in order to allay the perception that it is unapproachable. customers and capital.
to be committed to a business.
 M.A. FINAL PROJECT

PERSONAS & JOURNEY MAPS

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

Persona 1
PAIN POINTS
> Not being able to find a designer to work with
> Past reliability issues with designers
> Balancing work and personal projects
TODD MARTIN
> Not having enough capital to break out on his own yet
28 years old
Single SATISFACTION POINTS
App developer > Developing apps for himself based on perceived opportunity
Avid gamer and techie > Thinking about really making a name for himself in startups
Makes 66k a year > Looking to make a difference for the good of his community
Lives in a town home with a roommate > Following tech as an avenue for innovation
Plays kickball
Enjoys craft beer
Favorite blog is theverge.com

NEEDS
NARRATIVE > A more diverse network that is cross-disciplinary
Todd is seeking the big opportunity to create a killer > Support for and critique of ideas from a network
app that will help him to sprint to the next level in his > Effective collaboration with a designer
career. He’s doing fine financially, but wants to break out > A way to visualize his ideas more effectively
on his own and define his own path in the world of tech > A deeper understanding of how design works
with a business partner or a startup that is innovative.
He knows that the company he is working for is good, MOTIVATIONS
but he wonders if they will be able to stay ahead of the
> The freedom to express himself through code, almost like art
competition in the long run—because as they grow
> Seeing opportunities to change how people interact
he sees more and more bureaucracy creeping into an
organization that was once pretty lean. > To be challenged in his work

Figure 23. Portrait of a man. Reprinted from flickr, Y. Samoilov, 2009,

Retrieved from http://bit.ly/1grqvUa. Creative Commons Attribution
2.0 Generic by Yuri Samoilov. Reprinted with permission.
55 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Persona 2
PAIN POINTS
> Having a passion to create something new, but has limited connections
> Not finding an outlet for her creativity that is profitable
ELLEN LAI > Wanting to make more money so she can buy a condo
> Wanting to do more than production work at her job
24 years old
Single
SATISFACTION POINTS
Recent graphic design grad
> Expressing her creativity through cooking and writing
Aspiring foodie
> Knowing what’s happing in her community
Makes 34k a year
> Staying connected with classmates who have not yet graduated
Lives in an apartment near campus
> Collaborating with people who have different backgrounds
Follows the Buckeyes
Writes for a community newspaper
Favorite websites are Etsy and Pinterest

NEEDS
NARRATIVE
> A stronger understanding of the value of design in a business context
Ellen is social, connected to her community and is > Exposure to more business models
actively pursuing many interests. She dreams of starting > Experience as a graphic designer
her own Etsy store or having some kind of creative > Opportunities to work on different types of design projects
business. Last spring she attended a Startup Weekend
and really enjoyed the experience, but wasn’t sure how
MOTIVATIONS
she could really bring value to her team other than
> Being in the know on what’s happening as social currency
designing a web page. She’s interested in social media
and technology, but has no developer or programming > Getting to the next step in her career
skills. > Working with bigger clients
> Collaborating with others on new projects

Figure 24. Silvia Pellegrino. Reprinted from flickr, K. Kesiak, 2011, Retrieved from http://bit.ly/1lBAqLk.
Creative Commons Attribution-NonCommercial 2.0 Generic by Kris Kesiak. Reprinted with permission.
56 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Persona 3 PAIN POINTS

> Managing his day job and his startup
GARY BARTLETT > Trying to find a developer with design sense
> The grind of pitching for investment funds
41 years old
Married
SATISFACTION POINTS
Entrepreneur with a day job
> Being able to pursue his startup dreams while working a day job
Background in design and business
> Having the support of his family as he goes for his dream
Makes 104k a year
> Connecting with other entrepreneurs at networking events
Lives in the suburbs
> Building a better future for his children
Still jams with “the band” from college
Augmenting his kids’ education with arts
Favorite website is qz.com

NEEDS
NARRATIVE
> Streamlined process for developing ideas
Gary has a diverse background in both the business > A partner with complementary skills and a divergent background
and design worlds. He is a managing director for an > Startup capital
architectural firm and believes he can make a difference > “Doers” to implement his thinking
in his community by changing the way houses are built
for low-income residents. His expertise makes him
MOTIVATIONS
uniquely qualified to effect change, but his ability to
> Making his community a better place for all
sell his ideas without a support structure around him
is limited. Ideally he would merge his day job with his > Giving back by using his experience for good
entrepreneurial pursuits. > Seeing his vision for how design can create value realized
> Being an example for his children

Figure 25. Darryl #1 Sharp Dressed Man. Reprinted from flickr, L.

DeLeeuw, 2009, Retrieved from http://bit.ly/1fUEMxA.
Creative Commons Attribution-NonCommercial-ShareAlike 2.0 Generic
by Luc De Leeuw. Reprinted with permission.
57 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Journey Map: Persona 1 Hearing about an

event from a person
with past experience,
even a stranger, helps
mitigate risk

TODD MARTIN

HIGH TOUCH
28 years old WORD-OF- Sees the same designer at Starbucks
App developer MOUTH the next morning and strikes up a
conversation about LaunchHour
Makes 66k a year
PARTNER EVENT
> I can create a > I need a change PROMOTION
“killer app” > I can’t risk too
> I need a designer much for change
Todd’s orientation toward
THINK & FEEL > There’s a lot of SOCIAL change made him more
No response from
> Good designers opportunity in MEDIA the Twitterverse receptive to risk
are hard to find tech
> Designers are HEAR SEE > My company is Reticular activation

TOUCHPOINTS
expensive lagging behind works to begin making
> Entrepreneurs > Other startups WEBSITE the unfamiliar seem Spends a few minutes on website and Returns to the website
need your skills succeeding OR BLOG HIT familiar and less risky tweets his network to ask if anyone has and signs up for the
SAY & DO next event
experience with LaunchHour

> I have a great > Programs on the

idea for an app weekends
> Reads tech blogs GOOGLE Sees the LaunchHour logo online and
SEARCH clicks on a link for the website

NEEDS
> A more diverse network that is cross-disciplinary
> Support for and critique of ideas from a network
> Effective collaboration with a designer BRANDED Encounters a designer with a LaunchHour
STICKER sticker on his bag at Starbucks, but doesn’t
> A way to visualize his ideas more effectively recognize event name or brand
> A deeper understanding of how design works
LOW TOUCH

MOTIVATIONS
> The freedom to express himself through code, almost like art UNAWARE Start: Trying to find a designer
> Seeing opportunities to change how people interact to partner with on a project
> To be challenged in his work
DAY 1 DAY 2 DAY 3

Figure 26. Journey map of Persona 1. Author’s image, March 11, 2014.
58 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Journey Map: Persona 2 Establishing trust with

potential team members
is important to create
conditions for action

ELLEN LAI

HIGH TOUCH
24 years old WORD-OF- Connects with another Reconnects with contact
Recent graphic design grad MOUTH designer who tells her from startup meet-up
about LaunchHour who directs her to the
Makes 34k a year Conversation Blog on
LaunchHour
The social interaction Ellen has
PARTNER EVENT Attends a startup
experienced enables her to
> I want to create > I don’t know how PROMOTION meet up to try to make move forward with confidence
new connections
for myself to add value to a
> I need experience startup yet

THINK & FEEL SOCIAL Checks to see if her

> Other designers MEDIA
> Startups will contact will attend
working well at LaunchHour
want you to
SW events
work for free HEAR SEE > Her SW team

TOUCHPOINTS
> Startups offer
not following up
a great creative WEBSITE
> Great design Checks out the
freedom OR BLOG HIT LaunchHour website,
SAY & DO innovation
but is still unsure Follows LaunchHour Twitter Returns to the website
conversation blog for an afternoon and signs up for the
> Stays connected > I could design next event
via social media that better than
> Buys newest iPad whoever did it GOOGLE
SEARCH
NEEDS
> A stronger understanding of the value of design in a business context A single contact with the
> Exposure to more business models startup community was not
> Experience as a graphic designer BRANDED
STICKER enough to motivate action
> Opportunities to work on different types of design projects

MOTIVATIONS
LOW TOUCH

> Being in the know on what’s happening as social currency

> Getting to the next step in her career UNAWARE Start: Motivated by a latent desire to
> Working with bigger clients solve the problem of failing to follow
> Collaborating with others on new projects through after Startup Weekend

DAY 1 DAY 2 DAY 3

Figure 27. Journey map of Persona 2. Author’s image, March 11, 2014.
59 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Journey Map: Persona 3 The credibility of Gary’s

existing network allows
him to quickly engage
with this opportunity

GARY BARTLETT

HIGH TOUCH
41 years old WORD-OF- A busy schedule prevents him Connects with his co-worker
Entrepreneur with day job MOUTH from following up the following day

Makes 104k a year

PARTNER EVENT
> I just have to > I need help PROMOTION
manage this long > I’ve got to find a
enough to launch developer

THINK & FEEL SOCIAL Hears about an event

> People in my MEDIA
> A lack of action from a tweet shared
community by a co-worker
to help others
need affordable
HEAR SEE > His kids growing
housing

TOUCHPOINTS
up quickly
> You have to keep
> An opportunity to WEBSITE
working until this Reviews the website
be an example OR BLOG HIT and signs up for the
succeeds SAY & DO next event

> I have to secure > Together we can

my kids’ future make a difference
> Attends events > Builds his network GOOGLE
SEARCH
NEEDS
> Streamlined process for developing ideas
> A partner with complementary skills and a divergent background
> Startup capital BRANDED
STICKER
> “Doers” to implement his thinking

MOTIVATIONS
LOW TOUCH

> Making his community a better place for all

> Giving back by using his experience for good UNAWARE Start: Actively looking for new
> Seeing his vision for how design can create value realized opportunities to connect with
> Being an example for his children designers and developers

DAY 1 DAY 2 DAY 3

Figure 28. Journey map of Persona 3. Author’s image, March 11, 2014.
 M.A. FINAL PROJECT

RESEARCH FINDINGS AT A GLANCE

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

Key Insights From Research “Can we have a coherent

conversation, gather some
ideas and get people
behind them?”
“We need to challenge, not
perpetuate, the idea that creative
services have to be fee-for-service.”
KEY FINDINGS THAT INFORMED PROTOTYPE DEVELOPMENT
> E ntrepreneurs generally value the work of designers and
may have a better understanding of the challenges to “Perfect is the enemy of anyone
working together than designers do. trying to build anything.”
>D  esign thinking should be wrestling with the concept of
“good enough.” Issues of approachability and affordability
“In startups you have
must be solved or opportunities to do great work may “Out of all the to be willing to ask for
be missed. components, help, look vulnerable,
business, design and
> B oth communities are motivated by meaning making. tech—the holy trinity be super humble and
of startups—design bluntly sincere.”
> T here is a persistent perception that design is fee- “Design becomes a is the most powerful
for-service. connective thread.” in creating that
emotional reaction.
It’s an impulse buy.”
> S tartup Weekends are intense, three-day events. They “Where is the line
work well for participants and there’s no need to try in design process
to reinvent or compete. However, this 54-hour time where good enough
“Design is valuable in has been reached?”
commitment may be a barrier to entry and could be startups because we
working against getting people behind ideas long-term. allow thinking about
‘what if?’ ”
> B oth communities would benefit from thinking of
design in broader terms, beyond visual communication.
62 M.A. FINAL PROJECT: RESEARCH PLANNING & SYNTHESIS

Relational Visual Map On selling the idea

A.K.A.
We’re the PITCHING We’re the
heroes! stars!

SUMMARY
The relational visual map represents much of the data synthesis
to this point. Identification of how insights derived from research
inform opportunities will aid in the development of models of
belief for each community. This analysis will be used to create ITERATION
prototypes to be tested with members of the startup and design
Why are designers so BOOTSTRAP
INNOVATION Why are startups
communities. EXPENSIVE
expensive and busy? CHANGE so chaotic?
INTRINSIC
ORIENTED CLIENT-DRIVEN
MOTIVATION
PROBLEM
SOLVING

STARTUPS DESIGN
I’ve got a dream . . . We should
I need help! explore lean
design.
We both need,
developers, capital
Me too! and mentors to
succeed in this space. What’s
that?

ENTREPRENEUR DESIGNER

Figure 29. Relational visual map. Author’s image, March 11, 2014.
 M.A. FINAL PROJECT

DESIGN OPPORTUNITIES,
DESIGN CRITERIA & REFRAMING
64 M.A. FINAL PROJECT: DESIGN OPPORTUNITIES, DESIGN CRITERIA & REFRAMING

Opportunities for Design

INSIGHTS HOW MIGHT WE . . . OPPORTUNITIES
Entrepreneurs generally value the work of designers and How might we educate designers on where their blind spots There is an opportunity to reveal the true value of design in
may have a better understanding of the challenges to are and how they can adapt their approach and work flow to the context of startups.
working together than designers do. meet the needs of startups?

Design thinking should be wrestling with the concept of How might we help designers to understand that output There is an opportunity to redefine how designers work
“good enough.” Issues of approachability and affordability quality should be flexible depending on context? with startups by opening the lines of communication around
must be solved or opportunities to do great work may be How might we empower designers to create work designed critical issues that currently act as barriers to entry.
missed. to validate learning as part of the startup process?

Both communities are motivated by meaning making. How might we connect both communities around areas of There is an opportunity to create shared value that extends
shared interest and motivation? beyond monetization and into purposeful work.

T here is a persistent perception that design is How might we re-imagine value creation by creating There is an opportunity to explore alternate forms of value
fee-for-service. alternate business concepts? exchange, including partnership, equity or exchange.

Startup Weekends are intense, three-day events. They work How might we create a low-barrier entry point for each There is an opportunity to create “speed dating” style events
well for participants and there’s no need to try to reinvent or community to connect that feeds into experiences like where entrepreneurs and designers can meet, learn about
compete. However, this 54-hour time commitment may Startup Weekend? one another in a structured format and network.
be a barrier to entry and could be working against getting
people behind ideas long-term.

B oth communities would benefit from thinking of design How might we reframe the context in which design is viewed There is an opportunity to increase the scope and relevance
in broader terms, beyond visual communication. in order to create value for both communities? of design and design thinking in the context of business.
65 M.A. FINAL PROJECT: DESIGN OPPORTUNITIES, DESIGN CRITERIA & REFRAMING

Startup Model QUALITY

> The approach to quality is more flexible and
often the highest quality work is concentrated
on consumer touchpoints

Takeaway for Designers

> Understanding the context in which startups
function and learning when “good enough” is
APPROACH best is a key takeaway for designers EQUITY
COMMUNICATION CRITERIA > Through iterative process, validated > A long-term view is taken where capital is
learning is prioritized over consistently to be preserved through limiting expense
high-quality production of prototypes in quality creation during early stage
After completion of development, testing and validation of the prototypes, development
models were created to highlight areas of alignment and divergence. These Takeaway for Designers
models informed the creation of the following communication criteria: > Designers should collaborate with
QUALITY Takeaway for Designers
entrepreneurs to identify areas where > There is a need to develop lean design
> The final direction needs to communicate the areas in which startups and quality is crucial to learning outcomes, practice to support development in early
and then apply design principles to stage startups and demonstrate the value
design align or diverge, and how each community can work to create shared design prototypes that maximize of design
understanding and meaning validated learning
APPROACH EQUITY
> 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 VALIDITY
> Context should be clearly conveyed as early stage startups and design that LEARNING CAPITAL
> Validated learning is the primary output LEARNING CAPITAL > Startups tend to function in low-
support the creation of a range of startup-related needs that extend beyond startups seek as a result of activity information, high-risk situations where
visual touchpoints to include business model innovation, operationalization, COST capital is often a scarce resource
systems, process, planning, user experience, conceptualization and prototypes Takeaway for Designers > Careful management of capital is an
> Validated learning is the path forward essential tactic for any startup seeking to
> The creation of a method for creating shared vernacular or translation of that can provide designers with the extend its runway
opportunity to do original, meaningful
terminology between communities should be explored work of the highest quality Takeaway for Designers
> The presentation of data should be revised to reduce emphasis on research > Designers should work in collaboration
outcomes and increase focus on relevant cultural issues, e.g. the concept of with entrepreneurs to identify
opportunities to apply lean startup
good enough, ego and empathy balance, vulnerability in collaboration COST principles in design, apply design thinking
> Value is placed on validated learning and is
therefore an essential core cost for startups to aid in reducing risk and to create
alternate forms of value creation

Takeaway for Designers

> Supporting validated learning efforts by
developing lean design principles and practice
is an area of opportunity for design

Figure 30. Startup model with takeaways for designers. Author’s image, March 11, 2014.
66 M.A. FINAL PROJECT: DESIGN OPPORTUNITIES, DESIGN CRITERIA & REFRAMING

Design Model QUALITY

> The level of quality in the work produced by
designers is crucial to determining the value
of the work

Takeaway for Entrepreneurs

> Understanding that a designer’s training
informs the approach to quality can help
APPROACH an entrepreneur identify how and where to EQUITY
DESIGN CRITERIA > Through iterative process quality is effectively engage with a designer > Designers tend to focus on short-term
increased incrementally and ultimately project deliverables and less on building
prioritized as the end result of the equity unless they are partners in a
Design criteria support the goals of communication and collaboration between design process business
the two communities.
Takeaway for Entrepreneurs QUALITY Takeaway for Entrepreneurs
> The design needs to render the information presented and the experience > Learning to clearly communicate which > Entrepreneurs should communicate the
offered accessible to both communities type of prototype is needed—low-, value of long-term thinking and seek
mid- or high-fidelity—can empower an to create opportunities for equity
> Visual language should support easy identification and recollection of entrepreneur to get what he or she needs partnerships with the design community
from collaboration with a designer
information that represents the beliefs, values and attitudes of each distinct APPROACH EQUITY
community
> Models should clearly visualize data in context for each community
VALIDITY
> The relevance of data presented should be supported by clear connections
between research-driven insights and opportunities for change LEARNING CAPITAL
> Validated learning is a component in LEARNING CAPITAL > Capital is generally readily available or
> Visualizations should act as entry points for conversations around the iterative process of design, not the easily generated by designers because
primary deliverable COST they are working in a discipline with
collaboration, mutual understanding and shared meaning making established economic value
Takeaway for Entrepreneurs
> Designers generally work within the Takeaway for Entrepreneurs
framework of a creative brief where > Designers are accustomed to working in a
ambiguity may exist, but iterative design fee-for-service model
processes seek to enable successful > Entrepreneurs working to create alternate
delivery of a defined product forms of value creation should be flexible
> When designers do engage in highly COST and patient in their approach to engaging
ambiguous projects, they often engage > Projects are managed to conform with designers who they are essentially
in contextual research with design predetermined budgets that include hours seeking to acculturate to lean startup
researchers to create validated learning estimates and cost controls related to scope methodology

Takeaway for Entrepreneurs

> Clear definition and communication of
expectations can help entrepreneurs and
designers to collaborate more effectively

Figure 31. Design model with takeaways for entrepreneurs. Author’s image, March 11, 2014.
67 M.A. FINAL PROJECT: DESIGN OPPORTUNITIES, DESIGN CRITERIA & REFRAMING

Reframing
SUMMARY
Reframing the project to extend to exploration of how to create
conditions conducive to realizing the opportunities presented by
the process of research, analysis, synthesis and insight. This may
include deeper discovery of the issues surrounding perceptions
of the two communities and with a goal of increasing dialogue
before a model of collaboration can be effectively developed.
More input from the startup and investment communities may be
needed.
 M.A. FINAL PROJECT

PROTOTYPE DEVELOPMENT
& TESTING
69 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Prototype Ideas with PMI Analysis

CONCEPT 1: Collaborative Workshops CONCEPT 2: Startup Design Consultancy CONCEPT 3: Speed-Dating Style Meetups
As a means of facilitating collaboration, one-day workshops Viewed as a business opportunity, a design consultancy could As a way to simply connect the two communities with a low-
could provide entrepreneurs and designers with a forum for create opportunities for design by engaging startups with barrier-to-entry event, speed-dating style meetups would allow a
beginning to collaborate. streamlined service offerings. wide audience to engage with minimal time commitment.

PLUS > Opportunity for meaningful connection PLUS > Expertise in design and design thinking PLUS > Creates opportunity and redefines how
over a longer time period (+3) could create competitive advantage for the startup and design communities
> Acts as an experience for modeling what both the consultancy and its clients (+5) initially come into contact (+4)
a working relationship might be like (+2) +5 > Could establish leadership in market > Creates a low-barrier-to-entry model for
MINUS > Longer time commitment might through innovative funding that creates interaction (+4) +8
deter participation for valid, working shared value (+3) +8 MINUS > Limited-time interaction could also limit
participants (-3) MINUS > Requires significant capital to engage and meaningfulness of interactions (-3)
> Duplicates events already offered in retain expertise (-5) > Requires a wide platform for message
market at a smaller scale (Startup > Capital requirements could make the diffusion and partners to host events (-4) -7
Weekend) (-5) service offering unsustainable without INTERESTING > Could function in collaboration with other
> Significant time commitment to set up alternate revenue streams (-3) -8 startup and design community events (+2)
and facilitate (-4) INTERESTING > Real-world opportunities to advance the > Could create an opportunity to partner
> Possible venue expenses translate into conversation around the value of design in with Startup Weekend and act as a
higher costs and additional barriers (-4) -16 startups (+3) “feeder program” (+4)
INTERESTING > Could be an effective business idea (+2) > C ompeting in a “white space” market by > Empowers communities to connect
> Could facilitate connection between the solving a problem (ZAG) (+4) through advocacy and facilitation without
two communities in a new way (+4) > Opportunities for collaboration with having to control the outcomes (+2)
> Market could be limited and require existing incubators and VC groups (+3) > Opportunities for collaboration with
sponsorship to be viable long-term (-3) +3 > Competition for startup’s capital is intense existing incubators and VC groups (+3) +11
in many markets (-4)
-8 +6 +12

+6
 M.A. FINAL PROJECT

EXPLORATION OF DIVERSE CONCEPTS

71 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Project Management Lens

HYPOTHETICAL STARTUP & DESIGN
COLLABORATION ISSUES DEFINING SCOPE
> Length of project
Traditional project management as presented by Stone, based on > Depth of project
> Number of touchpoints
PMI practice, involves scope, time and cost.1 Using this concept, > Features to be delivered
> Functionality
I thought it would be useful to combine the issues around each > Testing
of these with some of the elements of research data. This > Potential for significant pivot

concept led to the creation of the triads on the next page. SCOPE
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 startup MANAGING TIME
> Number of hours
CHALLENGES FOR CONTROLLING COSTS
> Bootstrapping
work. While many designers are accustomed to working with > Number of designers COLLABORATION > Time commitment
> Planning process in startup > Number of designers
indeterminate outcomes in ambiguous workflow, in a startup > Milestones and design > Level of detail

TIM

ST
> Go/No Go decisions > Quality expectations
context this becomes challenging when overlaid with cost- > Form of payment

CO
control issues, lean practice and the capital management needs

E
> Equipment needed
> Resources
present in early stage startups.

1 See Chapter 1 of Stone’s Managing the Design Process: Implementing Design (2010),
showing constraints in project management. Figure 32. Hypothetical startup and design collaboration issues. Author’s image, March 11, 2014.
72 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Triads: Time
> Flexible approach
QUALITY, COST & LEARNING > Changes over time
> Applied to key areas > Significant initial quality
IN STARTUP & DESIGN CONTEXT > Consumer touchpoints > Expected to improve over time

QUALITY QUALITY
The idea of mapping values into triads has been something I
have been thinking about since reading the Detailed Design
Project Management Triangle in Managing the Design Process: > Bootstrapping
TIME > Must be validated
TIME > Expert approach
in startup in design

ING

ING
Implementing Design earlier in the semester. This is rooted > Cost control context > Essential to success > Fee-based control context > Research based

CO

CO
> Burn rate > Must build over time > Estimating is key > Usually rapid

RN

RN
in the idea that issues are often more complex than can be > Contextual > Well-defined scope > Contextual

ST

ST
LEA

LEA
efficiently mapped onto a continuum.
Two versions are shown here. The more detailed version
attempts to chart factors affected by time that each community
has in relation to quality, costs and learning. The simplified
version below them is another experiment with small multiples,
where a dot inside the triangle represents the level of Q Q
importance between the three elements to each community.

C L C L

ENTREPRENEUR DESIGNER

Figure 33. Quality, cost and learning in startup and design context. Author’s image, March 11, 2014.
73 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Process Lens
DESIGN PROCESS WITH STARTUP VIEW TYPICAL PROJECT
ENTRY POINT FOR
After a meeting with Liz Sanders, a professor in the research DESIGNERS IN STARTUPS
design field at The Ohio State University, in which we discussed > Concept and idea established
> Overall go/no go decision essentially made
co-design as a potential area of exploration, I created this
process-based interpretation of how the design and startup ADDITIONAL DATA POINTS
> MVP process in progress
communities see iterative process.1 What was great about this > Validated learning
meeting was that Professor Sanders co-created the initial sketch
with me.
The model visualizes the difference between the typical entry
point for designers in the development of a project, versus the
entry point they are often brought in at in a startup context.

TYPICAL PROJECT ADDITIONAL DATA POINTS GO/NO GO DECISIONS

ENTRY POINT FOR > Low- or mid-fidelity prototype testing > High-fidelity prototypes
DESIGNERS > Consumer feedback > Insights and refinements
> Research > Insights and refinements
> Analysis
> Synthesis
> Insights

DATA COLLECTION PHASES ITERATIVE PROCESS PHASE

ENTREPRENEUR DESIGNER

1 See Chapter 1 of Sanders’ Convivial Toolbox: Generative Research for the Front End of
Design (2013), figure 1.4 showing the design development process. Figure 34. Design process with startup view. Author’s image, March 11, 2014.
74 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Continuums
DIVERGENCE CHARTING
Continuums are effective in estimating each community’s COST MANAGEMENT EXPECTATIONS OF QUALITY
relationship to different values, attitudes and beliefs. Here I
have added notes that place each of these concepts in context to Extend runway
Slow burn rate
Increased risk
of failure Validated learning Risk wasting capital
demonstrate where the two communities diverge in key areas of
cost management, expectations of quality, iterative process, and
attitude and approach.
LOW HIGH LOW HIGH
COST COST QUALITY QUALITY
Struggle to survive Profitable business Not good work Great work

ITERATIVE PROCESS ATTITUDE AND APPROACH

Less learning More learning Collaboration Can’t hear designer

FEW MANY EMPATHY EGO

ITERATIONS ITERATIONS
Inaccurate Validity Indecisive Co-design Can’t hear user

ENTREPRENEUR DESIGNER

Figure 35. Divergence charting of startup and design issues. Author’s image, March 11, 2014.
75 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Theory of Change: Scenarios

SUMMARY STARTUPS DESIGN
While exploring the link in this unit to Jon Kolko’s Wicked LOW-COLLABORATION HIGH-COLLABORATION LOW-COLLABORATION HIGH-COLLABORATION
Problem’s website, I came across a framework for his Theory of
Change.1 I took this framework and overlaid two scenarios for > S tartup forms with a specific > S tartup forms with a multi- >D  esigner working in isolation >D  esigner works with a multi-
each of my communities within it to produce short- and long- idea disciplinary team > L imited or little ability to conduct disciplinary team

ACTIVITIES
> L eadership has a single area > Areas of expertise represented deep research > Areas of expertise represented
term outcomes based on low- and high-collaboration work flows.
of expertise may include business, may include research, strategy,
technology and design and client collaboration

> P roduct with limited viability > P roduct with more robust > R educed creative output > F aster, more creative output
or low validated learning opportunity to test and learn via > F ewer options from which to >M  ore exploratory work resulting

OUTPUTS
> S ingular focus on specific MVP model choose most promising concepts in many concept options
features or feature clutter > E ffective BML loop execution >H  igher chance of missing targets > Increased chance of connecting
> B alanced perspectives >A  dditional revision cycles with target audience
> F ewer revisions, delegated

SHORT-TERM OUTCOME
> R educed validated learning per >M  ore validated learning > F ewer opportunities >M  ore opportunities
prototype cycle > F aster prototype cycles > L ess cost effective if scope of > C ost effective if scope and
>A  dditional cycles needed to > S lower burn rate enables work is not managed well budget are managed well
achieve validated learning additional BML loops > P otential for attrition or churn >G  rowing team members skills
> F aster burn rate as startup seeks > F rustration >A  dditional perspectives
to acquire skills/resources

LONG-TERM OUTCOME
> Shortened runway > E xtend runway > L imited growth as a design >G  rowth of team capabilities
>M ore failure cycles > P otential to reduce the risk of professional, less diverse > P otentially high margin
failure > Potentially low margin > L arger network, more
> S maller network, reduced opportunity based in diverse
opportunity output

1 See the Theory of Change model in Kolko’s Wicked Problems: Problems Worth Solving
(2012). Figure 36. Theory of change: Scenarios. Author’s image, March 11, 2014.
 M.A. FINAL PROJECT

PROTOTYPING
77 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Chosen Concept: Prototype Overview

ENGAGE PERSUADE CONNECT ACTIVATE

TWITTER-
PECHA STARTUP
FED GUEST STARTUPS DESIGN
KUCHA COMMUNITY
BLOG

LAUNCHHOUR EVENTS

Engage potential community members in a Persuade community members to consider Connect communities via low barrier to entry, Present additional opportunities
neutral setting with a platform that offers a further engagement by involving subject one-hour, speed-dating style events where for engagement with the startup community
wide reach for entering into discussion about matter experts in debate around the entrepreneurs and designers can connect. through various events like Startup Weekend,
the challenges surrounding collaboration challenges. Wakeup Startup or Sundown Rundown.
between startups and design.

Figure 37. Prototype overview. Author’s image, March 11, 2014.

78 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Pecha Kucha-Style Presentation Test Prototype

Innovation Adopter Categories

SUMMARY “Are design people

really like entrepreneurs…
are they leap off the cliff
kind of people?” Aha!
INNOVATOR EARLY ADOPTER EARLY MAJORITY LATE MAJORITY LAGGARDS

54 Hours
A Pecha Kucha style presentation will act as both a way to ENTREPRENEUR DESIGNER BLENDED

introduce key insights and opportunities for the startup and

design communities, and as a platform for introducing the In November of 2013, I attended Startup Weekend. Design as a discipline was

under-represented and so I decided to take a deep dive into researching the

That’s when I had the aha moment that design thinkers strive for—we have

a culture that applauds the rarefied company that makes design the competitive
So, I dive into the research and synthesis, and this was my first surprise.

Looking at this data visualization, we see entrepreneurs are generally earlier

Has anyone experienced Startup Weekend?

I love Startup Weekend and I have nothing bad to say about it, but if you’re not a

concept of LaunchHour events. attitudes, beliefs and values of the startup and design communities in order advantage—think Apple or Herman Miller—but who’s working to change innovation adopters than designers. natural innovator, how likely would you be to make this sort of low-information,

to create a new model of interaction as my final project for my M.A. in Design the culture in business now, so that the next generation of entrepreneurs high-risk decision to commit 54 hours to a startup?

Five slides showing key concept takeaways will be developed Management. values design?

to test the insights derived from research with each of the

communities and provide a means of feedback.

PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1

PAGE 1 PAGE 2 PAGE 3 PAGE 4

“Out of all the

components:
“Can we have a coherent “In startup stage, business, design and
STARTUPS DESIGN

conversation, gather some team matters more tech—the holy trinity

ideas and get people than customers— of startups—design HUMAN
behind them?” belief is critical.” is the most powerful BEHAVIOR
in creating that
emotional reaction.” MENTAL MENTAL
MODEL MODEL

SHARED
MEANING

In other words, how can we lower the barrier to entry to get more designers Lets rewind a bit. Here’s a quote from an interview about how we might work Because after all, we need each other. If we want to get to “Yes” so that we can collaborate more effectively,

involved? And by lower the barrier to entry, I don’t mean creating Startup together as designers and entrepreneurs. I think we have to create a shared understanding
Afternoon. I mean how can we connect the two communities, create shared of where we align and where we diverge in a few crucial areas:

meaning and increase engagement? After reflecting on that quote, right now, I believe the answer is “Not likely.” quality, capital, attitude and approach.

As a design thinker, I don’t like that result. How can we change not likely into

“Yes”?

PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1

PAGE 5 PAGE 6 PAGE 7 PAGE 8

Figure 38. Pecha Kucha-Style Presentation Test Prototype. Author’s image, March 11, 2014.
79 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Pecha Kucha-Style Presentation Test Prototype

Time: Value creation sought
Minimal learning Validated learning
“Design is valuable in Q Q
Validated learning Risk wasting capital
Extend runway
Slow burn rate
Increased risk
of failure

startups because we “Perfect is the enemy of anyone

allow thinking about trying to build anything.”
LOW HIGH LOW HIGH
FEW
ITERATIONS
MANY
ITERATIONS ‘what if?’ ” QUALITY QUALITY COST COST

Inaccurate Valid Indecisive Not good work Great work Increased risk Profitable business
C L C L of failure

STARTUPS DESIGN

Let’s begin with approach. Design and lean startup methodology share a common All this iteration costs time and time is related to money. How each community These are Triads—a tool I created to visualize how a community assigns value Understanding this relationship to quality is key because how and where time is If designers can understand the context in which they are working and act more Now, this is where we really diverge. One of the biggest constraints many startups

belief in the value of iterative process to produce valid results. Where they diverge spends time and the value they are seeking as a return on that investment to factors that affect its success. spent to create quality is an area of opportunity for design. like entrepreneurs in early stage startups, that creates greater opportunities for face is capital. Where to get it, where to spend it, where to get more of it.
is around how much iteration is needed to establish validity. tells us more about where they diverge. collaboration and, by extension, design as a discipline. So they bootstrap everything, including design.

Most of you have heard you can get design good, fast or cheap; pick two.
This is my version, except here we have quality, cost and learning. After all, creativity blossoms under constraints. Design is often at the opposite end of the continuum.

Startups are trying to convert time into learning and have a more flexible

relationship with quality. Design is all about converting time into quality and profit.

PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1

PAGE 9 PAGE 10 PAGE 11 PAGE 12 PAGE 13 PAGE 14

“In startups you have

Collaboration Can’t hear designer
to be willing to ask for “Design becomes a
“We need to challenge, not help, look vulnerable,
perpetuate, the idea that creative connective thread.”
be super humble and
services have to be fee-for-service.” EMPATHY EGO
bluntly sincere.”
Co-design Can’t hear user

As a design manager, I believe opportunity often looks a lot like a challenge. Last continuum . . . This is a quote about the interactions of anyone working in a startup, So what’s the solution? I think design, if it does what it does best, I believe in this idea. I believe in it so much that I’m now working on ways If anything you’ve heard resonated, let’s chat.

It’s an attitude. but I think it has wider application. can solve that in collaboration with startups. to lower the barriers to entry into the startup community for designers, If you heard something that didn’t, let’s chat.
create conversation around the issues identified here

and engage both communities in co-design of solutions. Thanks.

PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1 PECHA KUCHA PRESO DRAFT V1

PAGE 15 PAGE 16 PAGE 17 PAGE 18 PAGE 19 PAGE 20

Figure 38. Pecha Kucha-Style Presentation Test Prototype. Author’s image, March 11, 2014.
80 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Launch Hour: Conversations Designed for Startups

SUMMARY
Launch hour is a 60-minute event designed to allow
entrepreneurs and designers to interact and build their networks. Facilitator
Entrepreneurs
The format is simple: a catered lunch, four minutes of
introductions, a Pecha Kucha style presentation and 50 minutes
of “speed-dating style” conversation.
At the end participants can elect to exchange contact
information with others and will be provided with information
about other local startup and design events. Every participant
receives an event sticker and a call to action to follow the
Launch Hour Conversation Blog.

Designers

Figure 39. LaunchHour events: Conversations designed for startups showing event facilitation setup. Author’s image, March 11, 2014.
81 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Stickers
SUMMARY
Stickers: they can be conversation starters, badges of honor and
visible identification of tribe status.
Every Launch Hour Series will have a unique sticker, designed by
a Launch Hour alumni that will be distributed to attendees of the
event.
As a simple, low-cost touchpoint stickers will act as a way to
involve participants in shaping the identity of the brand, build a
community around the events and as a form of advertising.

Figure 40. Decals. Reprinted from flickr, D. Tan, 2013, Retrieved from http://bit.ly/1i7AUI5.
Creative Commons Attribution-NonCommercial-NoDerivs 2.0 Generic by David Tan. Reprinted with permission.
82 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Launch Hour Conversation: Blog Wireframes

SUMMARY LANDING PAGE TWITTER DISCUSSION FEED
Launch Hour Conversation is a concept blog. Populated by
a topical Twitter exchange between an entrepreneur and a
designer or design thinker, it’s limited-character guest blogging
designed to offer readers a running commentary on issues
relevant to collaboration between these communities.
Exchanges would take place over a three day period, be limited
to 10 tweets per participant and would be brief enough that
readers could stay up-to-date with the blog during their lunch
hour smart phone time.

Figure 41. LaunchHour conversation: Blog wireframes. Author’s image, March 11, 2014.
 M.A. FINAL PROJECT

CONCEPT TESTING
84 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Concept Testing: Results

SUMMARY
Testing was conducted with two design research students from
The Ohio State University on February 21, 2014, and with an
early stage entrepreneur on February 24, 2014. Each participant
was provided with an overview of the project, the Pecha Kucha
presentation, blog wireframes and journey maps. 15–20 minutes
were allotted for review of the prototype materials with limited
interaction with the facilitator. Post-it notes and markers
were provided to facilitate markup, feedback and discussion.
Participants were required to sign SCAD Consent forms.
Concept testing of the prototypes primarily focused on the
Pecha Kucha presentation, which contains the essential insights
and opportunities for startups and design. An overview of the
complete prototype experience, additional models that were
relevant to discussions, and journey maps were reviewed to
support discussions and act as a litmus test for validity.
The working wall shows the resulting marked-up test pages,
as well as sticky notes showing comments derived from post-
review discussions with reviewers.

REVIEWER NOTES FACILITATOR NOTES ANALYSIS NOTES

Figure 42. Concept testing working wall. Author’s image, March 11, 2014.
85 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Concept Testing: Analysis

OBSERVATIONS TAKEAWAYS
Recurring themes that emerged from the review of the prototypes included: Broad takeaways from testing include:
> It may be unclear in some touchpoints how startups and design are being defined > Overall the concepts resonated with representatives of both communities

> Some of the models are too simple and some of the models are too complex > Each community tended to focus on the areas of the prototypes that were relevant to its
discipline
> Some of the data points in the models may be redundant
> Consideration of the reviewer’s perspective during prototype testing and analysis is crucial
> Financial measures may be convoluted and need clarification
to formulating relevant takeaways
> There needs to be a stronger connection between the classification of respondents
> Continuity in models across the presentation (i.e. all continuums) is not as important as
into Innovation Adopter Categories and the relevance to the behavior of designers
creating models that effectively visualize the data in context for each community
> Color-coding may not be overt enough for viewers
> Less focus on the visualization of research outcomes and greater focus on presentation of
> Some presentation elements may need alternate visual support (photos) change opportunities in both communities could make the presentation more accessible to
a wider audience
> Presentation may be too focused on research
> Revised design criteria based on prototype testing should be used to guide model revision
> Some additional concepts to consider: good enough, ego, asking for help
86 M.A. FINAL PROJECT: PROTOTYPE DEVELOPMENT & TESTING

Concept Testing: Validation

CORRELATION WITH RESEARCH-BASED KEY INSIGHTS KEY INSIGHTS
Concept testing supports that there is a need to lower the barriers to entry into the startup > E ntrepreneurs generally value the work of designers and may have a better
community for designers, and that there is an opportunity for designers to adapt their understanding of the challenges to working together than designers do.
approach to work in order to create value. With both communities, these themes were > Design
 thinking should be wrestling with the concept of “good enough.” Issues of
broadly defined as issues of quality, capital, attitude and approach. After further analysis,
approachability and affordability must be solved or opportunities to do great work may
two mental models have been created to illustrate where the communities align and diverge
be missed.
in order to inform the creation of final design criteria.
> B oth communities are motivated by meaning making.
> T here is a persistent perception that design is fee-for-service.
> S tartup Weekends are intense, three-day events. They work well for participants and
there’s no need to try to reinvent or compete. However, this 54-hour time commitment
may be a barrier to entry and could be working against getting people behind ideas
long-term.
> B oth communities would benefit from thinking of design in broader terms, beyond
visual communication.
 M.A. FINAL PROJECT

FINAL DESIGN TO MARKET

88 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

Final Prototype
SUMMARY
The final direction based on prototype testing of LaunchHour is to primarily create a meetup
venue for members of the startup and design communities, where multi-disciplinary
networking can begin. This goal will be supported by live presentations, social media
exchange and event facilitation. The organization itself is intended to function as a lean
startup so as to be a real-world demonstration of the application of learning from this case
study. Initial Minimum Viable Product touchpoints will include:
> A revised Pecha Kucha presentation designed to educate and incite conversation and
collaboration
> A detailed design for facilitation of LaunchHour events

> Brand identity and relevant touchpoints as presented in journey maps

> Creation of mid-fidelity wireframes for the LaunchHour blog

Each of these touchpoints should aid in advancing conversation about the issues of quality,
capital, attitude and approach in the two communities.
89 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

LaunchHour Identity
RATIONALE LOGOTYPE CLEARSPACE
Our logo is not our brand, but it is a representation
of who we are. We are connected, collaborative and
curious.
We believe the stylized capital L overlapping the H is
both iconic and curious—a symbol designed to invite
inquiry and act as an identifier for those “in the know”
about startup and design culture. It is something to be
decoded, intentionally not immediately obvious, and
rewarding for those who are curious enough to uncover
its latent meaning.
A note on process: As a test of lean design process the identity
for LaunchHour was created, tested and revised in one day.

SIGNATURE MARK

Figure 43. LaunchHour Identity. Author’s image, March 11, 2014.

90 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

LaunchHour Typography
OFFLINE ONLINE

STARTUP WITH
DESIGN
PRINT HEADLINES: FF DIN LIGHT & BOLD WEB HEADLINES: GOOGLE FONTS SOURCE SANS PRO LIGHT 300 & SEMI-BOLD 600
ALL CAPS (LEADING = TO TYPEFACE SIZE, OPTICAL ALIGNMENT) ALT HELVETICA & HELVETICA BOLD

Fuel the design of your startup Fuel the design of your startup at
at LaunchHour March 13, 1pm. LaunchHour March 13, 1pm.
PRINT HEADLINES: FF DIN MEDIUM WEB SUBHEADS & MOBILE TITLES: ARIAL REGULAR
U/lc (LEADING = TO TYPEFACE SIZE, OPTICAL ALIGNMENT) U/lc

We connect entrepreneurs and designers, help them to create We connect entrepreneurs and designers, help them to create
shared meaning and empower collaboration. Join us at Location, shared meaning and empower collaboration. Join us at Location,
Street, City ZIP ZIP to discover how you can startup with design. Street, City ZIP ZIP to discover how you can startup with design.
PRINT TEXT: FF DIN LIGHT WEB TEXT: ARIAL REGULAR
U/lc (LEADING = AUTO, METRICS ALIGNMENT) U/lc
91 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

LaunchHour Graphic & Color Standards

GRAPHICS EVENT MAPS CMYK PRIMARY PALETTE CMYK SECONDARY PALETTE

0/90/95/0 0/0/0/100 0/0/0/0 0/0/0/70 0/10/100/30 100/9/46/65

RGB PRIMARY PALETTE RGB SECONDARY PALETTE

234/82/42 0/0/0 255/255/255 109/109/109 191/165/0 0/77/74

COLOR HIERARCHY

CANDID BLACK & WHITE EVENT PHOTOS STAMEN MAPS

Halftone screen treatment Toner style

Figure 44. Candid event photo. Reprinted from flickr, ttnk, 2012, Retrieved from http://bit.ly/1frZ0ZI.
Creative Commons Attribution-NonCommercial 2.0 Generic by ttnk. Reprinted with permission.

Figure 45. Stamen maps 10th & Peachtree St, Atlanta, GA. Reprinted from maps.stamen.com, 2014, Retrieved from http://maps.stamen.com/toner/#16/33.7830/-84.3836.
Creative Commons Attribution 3.0 Unported by Stamen Design. Reprinted with permission.
.
92 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

LaunchHour Pecha Kucha-Style Presentation Storyboard: 1–4

SUMMARY
Aha!
“Are design people
really like entrepreneurs…
are they leap off the cliff
The final Pecha Kucha-style presentation has been revised to compress the kind of people?”

presentation of research data into key points and add emphasis on areas
of alignment and divergence between the communities, and to present
opportunities relevant to these insights.
00:20 00:40
The presentation will act as both a way to introduce these key insights and
provide opportunities for the startup and design communities, and as a platform Slide 1
In November of 2013 I participated in Startup Weekend. Design as a discipline Slide 2 I had the A-ha moment that designer strive for—we have a culture
That’s when
for engaging audience members in further discussion. This is not a sales pitch VO: In November
was under represented ofand
2013, I participated
so I decided in Startup
to take a deep Weekend.the
dive into researching Vthat
O: That’s
applauds when I had
companies thedesign
where aha ismoment that designer
the competitive strive
advantage, think Apple or
for LaunchHour, but rather a forum for engaging in discussions that can broaden Design as a discipline was under-represented and so I decided for—we have a culture that applauds companies where design
toattitudes,
take a beliefs
deep anddivevalues
intoofresearching
the early-stagethe
startup and design
attitudes, communities
beliefs and is theHerman Miller, but advantage—think
competitive who’s working to changeApple
the culture in businessMiller—
or Herman now,
the appeal of collaboration with startups for designers. The goal is to create values of the early stage startup and design communities
in order to create a new model of interaction as my final project but who’ssoworking to change
that the next generationthe culture in business
of entrepreneurs now,
value design?
awareness within the startup community about design’s ability to contribute in order to create a new model of interaction as my final so that the next generation of entrepreneurs values design?
for my M.A. in Design Management.
value in the context of startups and to help designers understand this context. project for my M.A. in Design Management.

Innovation Adopter Categories

INNOVATOR EARLY ADOPTER EARLY MAJORITY LATE MAJORITY LAGGARDS
54 Hours?
PECHA KUCHA PRESO DRAFT V2 PECHA KUCHA PRESO DRAFT V2

ENTREPRENEUR DESIGNER BLENDED

01:00 01:20

SlideSo,3I dive into the research and synthesis and this was my first surprise. Slide 4 Has anyone experienced Startup Weekend?
VO: So,
LookingI at
dive
this into the research
data visualization, andentrepreneurs
we see synthesis,areand this was
generally earlier VO: Has anyone experienced
I love Startup Weekend StartupbadWeekend?
and I have nothing to say about Iit,love
but ifStartup
you’re a
my first surprise. Looking at this data visualization, we see Weekend and I have nothing bad to say about it, but if you’re
entrepreneurs are innovation
generallyadopters
earlierthan designers. adopters than
innovation adesigner
designer and not
anda natural innovator, innovator,
not a natural how likely would
howyoulikely
be to make
would thisyou
sort of
designers. be to make this sorthigh-risk
low-information, of low-information,
decision to commithigh-risk
54 hours to decision
a startup? to
commit 54 hours to a startup?
Figure 46. LaunchHour Pecha Kucha-Style Presentation Storyboards. Author’s image, March 11, 2014.
93 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

LaunchHour Pecha Kucha-Style Presentation Storyboard: 5–12

“Out of all the Iterative Process “Design is valuable in
components: startups because we
ENTREPRENEUR DESIGNER “In startup stage, business, design and allow thinking about
team matters more tech—the holy trinity
than customers— of startups—design
‘what if?’ ”
SHARED
MEANING belief is critical.” is the most powerful
in creating that
MENTAL MENTAL emotional reaction.”
MODEL MODEL

01:40 02:00 02:20 02:40

Slide 5 words, how can we lower the barrier to entry to get more designers
In other Slide 6 Because after all, we need each other. Slide 7 with approach. Design and lean startup methodology align around a
Let’s begin Slide
Validity 8
is important to both communities, but it plays a crucial role in the life of a
VO: In other words, how can we lower the barrier to entry to
involved? To do this I think we have to create shared meaning by beginning to
VO: Because, after all, we need each other. Vshared
O: Let’s begin with approach. Design and lean startup
belief in the value of iterative process to produce valid results. Where they
Vstartup.
O: Validity is important to both communities, but it plays
How each community spends time in pursuit of validity and the value they
get more designers involved? To do this I think we have to methodology align around a shared belief in the value of a crucial role in the life of a startup. How each community
create sharedwhere
understand meaning
we alignbyand
beginning to understand
where we diverge where
in a few crucial areas: iterative process
diverge to how
is around produce valid results.
much iteration is neededWhere they
to establish diverge
validity. spends
are seeking time
as a in pursuit
return on thatofinvestment
validity tells
andusthe value
more aboutitwhere
is seeking
they diverge.
we align and
iterative wherethewe
approach, diverge
value of time,in a few crucial
expectations areas:
of quality and capital. is around how much iteration is needed to establish validity. as a return on that investment tells us more about where it
iterative approach, the value of time, expectations of quality diverges.
and capital.

“In startups you have

“Perfect is the enemy of anyone to be willing to ask for
“We need to challenge, not help, look vulnerable,
trying to build anything.” perpetuate, the idea that creative
PECHA KUCHA PRESO DRAFT V2 be super humble
PECHA and
PECHA KUCHA PRESO DRAFT V2
services PECHA
haveKUCHA PRESO DRAFT V2
to be fee-for-service.” bluntly sincere.”
KUCHA PRESO DRAFT V2

03:00 03:20 03:40 04:00

Slide 9 are trying to convert time spent in iterative process into validated
Startups Slide 10 this relationship to quality is key because how and where time is
Understanding Slide
After all,11
creativity blossoms under constraints. And, one of the biggest constraints Slide
So, with12
all of these divergent goals and values, what can each group do to create
VO: Startups
learning. are trying
Design to convert
is all about time
converting timespent in iterative
into quality and profit. VO: Understanding this
spent to create relationship
quality is an area ofto quality for
opportunity is key because
design.
Vmany
O: After all, creativity blossoms under constraints. And, one
startups are navigating is capital. Where to get it, where to spend it, where
VO: So, with all of these divergent goals and values, what
shared meaning that enables collaboration in the startup space ? As a design
process into validated learning. Design is all about converting how and where time is spent to create quality is an area of of the biggest constraints many startups are navigating is can each group do to create shared meaning that enables
time into quality and profit. opportunity for design. If designers can understand the context capital.toWhere
get moretoofget
it. Soit,they
where to spend
bootstrap it, where
everything, includingto get more
design. collaboration
manager I believein opportunity
the startup space
often looks a? lot
Aslikea adesign manager,
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It’s an attitude.
In practical terms this means that startups tend to have inIf which
designersthey are working
can understand and act
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in which likeareentrepreneurs
working and act more of it. So they bootstrap everything, including design. believe opportunity often looks a lot like a challenge. It’s an
In practical terms this means that startups tend to have a more in early stage startups, that creates greater opportunities for attitude.
a more flexible relationship with quality. like entrepreneurs in early stage startups, that creates greater opportunities for
flexible relationship with quality. collaboration and, by extension design, as a discipline.
collaboration and by extension design as a discipline. Figure 46. LaunchHour Pecha Kucha-Style Presentation Storyboards. Author’s image, March 11, 2014.
94 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

LaunchHour Pecha Kucha-Style Presentation Storyboard: 13–20

Iterative Process

04:20 04:40 05:00 05:20

SlideFrom13 a design perspective, there is a need to become more versatile Slide 14 development space Balsamic is a great example. It’s essentially drag
In the online Slide 15also a need for the discipline of design to grapple with the concept of
There’s Slide From 16 a startup perspective, entrepreneurs need to understand that
VO: From
by pushingapast
design perspective,
the boundaries there
of Creative is aandneed
Suite to become
into other more
existing tools VO: Inandthe online
drop development
visual language space,
for creating Balsamic
low-fidelity is a great
wireframes. Brilliant. VO: There’s also a need for“Good the enough.”
discipline of design to grapple Vpart
O: From
of what adrives
startup perspective,
designers entrepreneurs
in iterative process is that they need toinformation.
thrive on
versatile by pushing past the boundaries of Creative Suite and example. It’s essentially drag and drop visual language for with the concept of “Good enough.” We need to balance our understand that part of what drives designers in iterative
into other existing tools that thatspeed
speediteration.
iteration. creating low-fidelity wireframes. Brilliant. ingrained need to always seek the highest quality, with an processInformation
is thatis crucial to a designers.
they thrive Good designers consider context as
on information.
What’s the customer journey map version of this? understanding that
We need to balance ourwithin
ingrainedearly
need stage startup
to always seek thecontext thesewith
highest quality a key element in their decision process.
What’s the customer journey map version of this? tendencies work against success. Good enough is a valid Information is crucial to a designers. Good designers consider
an understanding that within early-stage startup context these tendencies work
design decision in this context. context as a key element in their decision process.
against success. Good enough is a valid design decision in this context.

“Can we have a coherent

conversation, gather some
PECHA KUCHA PRESO DRAFT V2 PECHA KUCHA PRESO DRAFT V2
ideas and get people
PECHA KUCHA PRESO DRAFT V2 PECHA KUCHA PRESO DRAFT V2
behind them?”

05:40 06:00 06:20 06:40

Slide 17hold back. Share everything you know about the project. This type of
So don’t Slide
Startups18also need to be more transparent about capitalization and more receptive Slide 19 thought, here’s a quote from an interview about how we might work
As a closing Slide 20now working on ways to lower the barriers to entry into the startup
So, I’m
VO: So don’t hold
collaborative back.
approach Share
prevents everything
duplication youandknow
of effort about
preserves capital. VtoO: Startups also
alternate forms needexchange
of value to be more
with thetransparent about
design community. Some alternate
VO: As a closingtogether
thought, here’s aand
as designers quote from an interview
entrepreneurs. VO: So, I’m now working on ways to lower the barriers to entry
community for designers, create conversation around the issues identified here
the project. This type of collaborative approach prevents capitalization and more receptive to alternate forms of value about how we might work together as designers and into the startup community for designers, create conversation
duplication of effort and preserves capital. exchange models include
with the work for equity,
design royalty agreements
community. and licensing.
Some alternate models entrepreneurs. around theand issues identified
engage here and
both communities engageof both
in co-design communities
solutions.
include work for equity, royalty agreements and licensing. I think we can. in co-design of solutions. If anything you’ve heard resonated,
“I think we can.” let’s chat. If you heard something that didn’t, let’s chat. Thanks.
If anything you’ve heard resonated, let’s chat.
Figure 46. LaunchHour Pecha Kucha-Style
If you heardPresentation Storyboards.
something that Author’s
didn’t, let’s image, March 11, 2014.
chat. Thanks.
95 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

LaunchHour Conversation: Mid-fidelity Blog Prototype

SUMMARY
LaunchHour Conversation is a concept blog. Upon review
with test users, it was well received and remains unchanged
from prototype with the exception of moving from low-fidelity
wireframes to a mid-fidelity mockup.
Populated by a topical Twitter exchange between an
entrepreneur and a designer or design thinker, it is limited-
character guest blogging designed to offer readers a running
commentary on issues relevant to collaboration between these
communities.
Exchanges would take place over a three-day period, be limited
to 10 Tweets per participant and would be brief enough that
readers could stay up to date with the blog during their lunch
hour smartphone time.

Figure 47. LaunchHour Conversation: Mid-fidelity Blog Prototype. Author’s image, March 11, 2014.
96 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

LaunchHour Events: Conversations Designed for Startups

SUMMARY
LaunchHour is a 60-minute event designed to allow
entrepreneurs and designers to interact and build their networks. Facilitator
Entrepreneurs
The format is simple: a catered lunch, four minutes of
introductions, a Pecha Kucha-style presentation and 50 minutes
of “speed-dating style” conversation.
At the end, participants can elect to exchange contact
information with others and will be provided with information
about other local startup and design events. Every participant
receives an event sticker and a call to action to follow the
LaunchHour Conversation Blog.

Screen or TV

Designers

Figure 48. LaunchHour Events: Conversations Designed for Startups. Author’s image, March 11, 2014.
97 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

LaunchHour Events: Facilitation Plan

OVERVIEW KEY IDEA
LaunchHour is an hour-long, speed-dating style event designed to help participants connect and create LaunchHour provides an opportunity for initial engagement between entrepreneurs and designers that
a shared understanding of how entrepreneurs and designers can collaborate. By briefly presenting four supports learning and features a minimal time commitment to create a low-barrier-to-entry event that
key themes for discussion and then providing 50 minutes of time in which participants can make 5 new introduces entrepreneurs to designers, and designers to the startup community.
network connections, we’re creating conditions for collaboration and change.

SUPPLIES & RESOURCES

> Catered lunch > Laptop
> Name tags > Projector or TV
> 5 tables & 11 chairs > Partner event slides

ACTIVITY PLAN (See Appendix for Detailed Design)

STEP TIME FACILITATOR’S INSTRUCTIONS PARTICIPANT ACTIONS

1. Pre-event welcome and sign in. 10 minutes Welcome participants, sign them in, instruct them to help themselves to lunch and find a seat. Sign in, grab lunch, find a seat.

2. Introduction to event and format 2 minutes Introduce the event, its format and goal. Lunch and listen.

3. Theme presentation 6 minutes Present Pecha Kucha-style presentation of background and discussion themes. Lunch and listen.

Meet fellow participants, discuss themes of their choosing,

4. 10-minute participant interactions (x5) 50 minutes Provide instructions, time exchange sessions, provide 1-minute warnings.
change seats when cued by facilitator.
Present potential next steps and startup community opportunities, Listen to event wrap-up and exchange information
5. Partner promotion and wrap-up 2 minutes
thank participants and wrap up event. with new network contacts of their choosing.
98 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

LaunchHour Stickers & Buttons

SUMMARY
As conversation starters, badges of honor and visible

CAP
identification of tribe status, stickers and buttons are an
economical and iconic tactic for building brand recognition.

C ITY KICKOFF
Every LaunchHour Series will have a unique sticker, designed by
a LaunchHour alumni, that will be distributed to attendees of the
event.
As a simple, low-cost touchpoint, stickers will act as a way to
involve participants in shaping the identity of the brand, build a
community around the events and be a form of advertising.
Buttons provide another collectible touchpoint for the brand.

Figure 49. LaunchHour Stickers and Buttons. Author’s image, March 11, 2014.
99 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

Business Model Canvas

FILLING IN THE GAPS
SWOT analysis of each of the Business Model Canvas building
blocks revealed additional opportunities for collaboration around
shared value creation and, in particular, a specific partner that
could benefit from content creation, as well as the creation of
new market opportunities that could complement their core
business.
The analysis also revealed gaps in planning that most startup
ventures need to address, including making financial projections
and areas of resources and activities that could effectively be
outsourced to a partner.
Clearer focus in the areas of aligning Customer Segments,
Customer Relationships and Channels also resulted.

Figure 50. Business model canvas. Reprinted from Business Model Generation, 2014, Retrieved from http://www.businessmodelgeneration.com/canvas.
Creative Commons Attribution-ShareAlike 3.0 Unported by Business Model Foundry. Reprinted with permission.
.
100 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

Implementation: Executive Summary

LAUNCHHOUR
LaunchHour is an event concept intended to facilitate connection, collaboration and shared To support these efforts, high-touch, personal assistance customer relationships will be
value creation within the startup and design communities. It has its roots in a case study pursued and augmented with social media and guerrilla marketing tactics. Integral to
conducted by a design management graduate student into the values, beliefs and attitudes the business model is the creation of strategic alliances with existing startup and design
of each of these communities, and is intended to create an entry point into startup culture communities. We are not looking to create competitive events, but rather to contribute to the
that can act as a gateway to deeper engagement. overall good of each community in a social entrepreneurship role.
Research-based insights revealed key areas of opportunity to create a low-barrier-to- The long-term vision of the project is to create a scalable movement that can be replicated
entry experience for designers and entrepreneurs that would facilitate creation of shared nationwide, feed into events like Startup Weekend, and that will ultimately make meaning
understanding between these communities, offer networking as a value add, and act as a by engaging a young generation of entrepreneurs and exposing them to the value of design
forum for advancing knowledge around the value design and design thinking can bring in and design thinking as an innovative way to change the fundamental relationship between
early stage startups through conversation and collaboration. design and business in the future.
101 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

Implementation: Executive Summary

MANAGEMENT PROFILE WHY WE ARE A WINNING TEAM
Startup Lead We have a passion for startups and design. The team brings deep, relevant subject
An MBA graduate of The Ohio State University’s Fisher College of Business, our startup lead matter expertise backed by more than 30 years of real-world experience to the creation of
has worked as a concept director, social media strategist and a successful entrepreneur. LaunchHour. Combined, we have created four successful startups and are currently involved
With deep expertise in consumer packaged goods, banking and social media spaces, she in two more.
brings a unique perspective to the business that is informed by more than 15 years of
We are integrated with the local and national startup and design communities, consistently
experience. Her most recent startup effort is currently in beta testing with 1,000 users.
demonstrate thought leadership as bloggers or guest bloggers, and have worked as
Design Lead organizers of Startup Weekend.
Our design lead created his first startup in his late 20s and has worked as a designer,
We also believe in the principle of multi-disciplinary collaboration, and bring together a team
creative director and entrepreneur. His brand-building experience spans the education,
with a diverse background and a wide range of professional experiences that span multiple
financial, healthcare, insurance, professional sports and restaurant verticals. He is a
industry verticals and markets.
graduate of Savannah College of Art and Design’s MA Design Management program and
runs a successful design thinking consultancy in Columbus, Ohio. In short, we are serial entrepreneurs. We understand the big picture challenges that startups
navigate, as well as the intricacies of running lean. And, we believe in the power of design
Facilitator
and design thinking to create competitive advantage.
A self-professed “startup junkie,” our facilitator has attended or organized more than
20 Startup Weekend events, and has worked as a professional facilitator for 6 years.
Her previous experience as a founding member of a successful startup in the social
entrepreneurship space, and her experience as a user engagement manager, make her a
smart addition to the team. She is a graduate of Purdue University’s Krannert School of
Management.
102 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

Implementation: Business Model

VISION VALUE PROPOSITION
Our vision is to support design as a catalyst for success in startups. For entrepreneurs and designers who are seeking ways to collaborate in order to create
disruptive innovation, our events offer a new model for interaction designed to dissolve
barriers and facilitate connection.
MISSION
We do this by facilitating a maximum number of connections between entrepreneurs and
Our mission is to create greater collaboration between entrepreneurs and designers by designers in a structured, informative format that requires a very limited time commitment.
facilitating connection, supporting learning, and continually adapting our approach to create
meaningful connections that result in the creation of competitive advantages in the startup Unlike other organizations that operate in frameworks primarily dedicated to either
space. discipline, which tend to stratify participants by function, our approach is based in research
that revealed the underlying mental models that each group holds in relation to the other in
order to suggest opportunities for how we might change our perceptions—so that we may
VALUES increase the odds of success in startups—by integrating design and design thinking as a key
We believe in the power of design and design thinking to create competitive advantage. competitive advantage.

We value multi-disciplinary collaboration, continual learning, lean practice, intuitive thinking

and logical action that supports the creation of shared meaning and value creation for our
communities.
We provide opportunities for the startup and design communities to connect, collaborate and
create shared value.
103 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

Implementation: Business Model

HOW OUR BUSINESS MODEL WORKS
Our model works by creating value for two niche
communities in a multi-sided platform model through
problem solving and by facilitating connections. It offers
key partners an opportunity to create strategic alliances
and joint ventures.
The business is designed to support social
entrepreneurship and is ultimately meant to be scalable,
and is designed to be replicated in other communities.
It may support consultancy efforts for the founders, but
ultimately is meant to benefit the startup and design
communities by sharing knowledge about design
thinking and lean methodology in order to create new
opportunities for design within the startup space.

Figure 50. Business model canvas. Reprinted from Business Model Generation, 2014, Retrieved from http://www.businessmodelgeneration.com/canvas.
Creative Commons Attribution-ShareAlike 3.0 Unported by Business Model Foundry. Reprinted with permission.
.
104 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

Implementation: External Environment

THE ECONOMY COMPETITOR ANALYSIS
The local economy as it relates to startup activity is vibrant and growing. TechColumbus Competitor analysis revealed a robust local startup and design community. While there are
offers access to multiple sources of venture capital, including the Technology Concept areas of overlap in the strategic offerings of these organizations, no single entity is currently
Fund—a $1 million fund that is a joint venture of The Ohio State University and Ohio Third doing what LaunchHour is proposing in the market. It is believed that rather than view
Frontier. Fundable, an active business crowd-funding platform, is also based in Columbus. these entities as competitors, they should be viewed as potential collaborators. An in-depth
competitor analysis can be found on pages 10–22 of the process book.

MARKET ANALYSIS & KEY TRENDS

COMPETITIVE ADVANTAGES
Within the market, there are organizations that offer a diverse range of services and
experiences including: access to advising and mentors, collaborative space, education, By positioning LaunchHour as an organization intended to create a flow of potential new
design, ideation, industrial space, licensing and patent consulting, networking events, office participants from the design community into existing startup community events, LaunchHour
space, pitch platforms, capital and workshops. No one organization specializes in design both targets white space within the existing market and creates the opportunity for strategic
thinking as a core discipline. alliances that support its partners’ core businesses.
Key trends include:
> A recognition of design as the competitive advantage, as evidenced by the cultural
phenomenon of addressing needs consumers never knew they had via design thinking
process.
> General and growing interest in startups and innovation from a heterogeneous population
of entrepreneurs, engineers, scientists, designers and developers as evidenced by the
popularity of events like Wakeup Startup, Sundown Rundown and Startup Weekend.
105 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

Implementation: Roadmap
PROJECTS MILESTONES
Financial Analysis > Creation of a presentation deck and supporting financial analysis to enable pitching of the
A detailed financial analysis that includes a break-even analysis, financial projections, LaunchHour concept.
capital spending, operating costs and funding requirements must be created to support
> Creation of strategic alliances within the local startup and design communities to support
pitching of the concept to strategic partners or investors.
further development of LaunchHour.
Brand Refinement
> Identification of, and partnership with, a local organization to produce an inaugural
Continued refinement of the brand and its identity is recommended before consumer-facing
LaunchHour event.
touchpoints can be used to promote the concept of LaunchHour.
> Presentation of the LaunchHour concept at local Pecha Kucha, Wakeup Startup or
Additional Pecha Kucha-style Presentation Testing and Refinement
Sundown Rundown events.
Testing and refinement of the Pecha Kucha-style presentation should be conducted with a
wider user base to validate initial learning and inform refinement of the message. Separate, > Completion of four subsequent LaunchHour events that produce validated learning through
audience-specific presentations may be needed to effectively communicate the idea of lean methodology to inform final concept prototype beta testing.
LaunchHour in contexts appropriate to each community.
> Successfully pitch LaunchHour to an incubator or startup event organizer as a viable
Pitch Creation extension of its core offering.
A pitch oriented toward strategic partners and investors should be created to support further
development of the concept.
106 M.A. FINAL PROJECT: FINAL DESIGN TO MARKET

Implementation: Risk Analysis

LIMITING FACTORS SPECIFIC RISKS & COUNTERMEASURES
Limiting factors in the development of LaunchHour include the possibility that there is a A very real risk for LaunchHour is that it will be perceived by other organizations within
finite local market for events, and that the ability to scale up to other locations will depend the startup and design space as a competitor. In order to counteract this possibility, key
on the level of support and exposure partner organizations are willing to engage in. stakeholders in the startup, design and venture capital space should be engaged to create
strategic alliances that will support the development of LaunchHour as a partner.
Another limiting factor could be that there is a market saturation for events oriented toward
startups and that LaunchHour would need to prove its value proposition before garnering the
community support that would lead to wider adoption and diffusion of the concept.

CRITICAL SUCCESS FACTORS

Critical to the success of LaunchHour is the need to clearly communicate its value in the
context of early stage startup design.
The need to gain alignment and support from key local stakeholders in each community, and
then the ability to convert that support into action.
The ability to use early events as lean, validated learning opportunities that can then be
used to support pitching the concept to a national event producer as a complementary
experience that feeds into national startup culture events such as Startup Weekend.
 M.A. FINAL PROJECT

CONCLUSIONS & RECOMMENDATIONS

108 M.A. FINAL PROJECT: CONCLUSIONS & RECOMMENDATIONS

Conclusions QUALITY
> The level of quality in the work produced
should be matched to the target audience,
learning outcomes sought and cost
considerations

Takeaway for Collaboration

> Clear, detailed communication about the
APPROACH level of quality required to meet objectives EQUITY
COLLABORATION MODEL: LEAN DESIGN > Iterative process should be designed is essential to success > A shared vision for both short- and long-
to serve the objectives of any project term objectives creates meaning and
in which entrepreneurs and designers context when managing quality
Engagements between entrepreneurs and designers should connect quality collaborate expectations and equity discussions
and capital management to validated learning to facilitate discussions about
approach, equity and cost management issues. Creating these conditions for Takeaway for Collaboration QUALITY Takeaway for Collaboration
> The focus of collaborative projects > Getting on the same page about the
clear understanding are the initial steps toward the types of meaning making between entrepreneurs and designers value sought through collaboration is a
that will inform collaborative working relationships in a startup context. should be the outcomes, not the good place to start for entrepreneurs
process itself per se and designers

APPROACH EQUITY
FINAL THOUGHTS
The genesis of this case study was curiosity about why there was not more
VALIDITY
visible collaboration between designers and startups. By engaging both
communities in research an opportunity for mutual learning and connection was LEARNING CAPITAL
> Understanding the context and outcomes LEARNING CAPITAL > Discussions about capital should be
created. One tangible initial outcome has been the creation of a connection being sought is essential for creating transparent and frequent, to maintain
between the organizers of Startup Weekend and CSCA resulting in promotion of validated learning COST lines of communication between
entrepreneurs and designers
Startup Weekend to CSCA members via event emails.
Takeaway for Collaboration
> A framework that connects quality and Takeaway for Collaboration
Synthesis of data revealed areas of convergence and divergences that lead to capital management to validated learning > Effective management of capital creates
provides context for both entrepreneur opportunity for the startup and for design
insights about the beliefs, values and attitudes that motivate behavior within and designer as a discipline to connect design practice
these communities. These insights revealed opportunities for the creation of a COST to innovation in a tangible business
context
> Defining scope while remaining flexible in
new model of interaction informed by shared understanding and value creation. ambiguous workflow, where there is shared
equity, makes cost management a priority for
both entrepreneur and designer
The final prototype, LaunchHour, is designed to create conditions for
engagement and innovative collaboration between the communities, rather Takeaway for Collaboration
than attempting to apply design thinking to solve the specific challenges each > Creating shared equity also creates focus on
cost management for all collaborators and
community will grapple with. Individual awareness and discussion of these can help to guide decision making
challenges are the first steps toward greater collaboration.

Figure 51. Collaboration model for entrepreneurs and designers. Author’s image, March 11, 2014.
109 M.A. FINAL PROJECT: CONCLUSIONS & RECOMMENDATIONS

Recommendations
SUMMARY
There is opportunity for design management as a discipline to create the conditions for As a final recommendation, the ideas presented here should be shared. In lean startup
meaning making and innovation by engaging a young generation of entrepreneurs and practice the minimum viable product is designed to aid startups in shipping quickly to
exposing them to the value of design and design thinking as the pathway to change the generate validated learning. LaunchHour should function as a lean startup. In doing so, it
fundamental relationship between design and business in the future. has the opportunity to not only act as a forum for advancing knowledge around the value of
design and design thinking in early stage startups, but also as a real-world demonstration of
It is recommended that both communities work collaboratively to create lean design practice
how collaboration between entrepreneurs and designers can create shared value.
that supports validated learning, new shared-value models that create equity for designers
as integral to entrepreneurship, and methods for advancing and disseminating this learning
as a means of driving startup success by leveraging design as the competitive advantage.
Readers of this case study should:
> Use, or seek out designers who use, and understand the value of lean design tools, e.g.
Balsamiq Mockups, GraphicBurger.com
> Support the creation of Creative Commons material like the Business Model Canvas
> Consider startup opportunities to create resources that facilitate lean design i.e. drag and
drop visual language tools, rapid prototyping, improved online surveys
> Explore tools that facilitate collaboration at a distance, e.g. Mural.ly, Huddle.net
 M.A. FINAL PROJECT

REFERENCES
111 M.A. FINAL PROJECT: REFERENCES

Annotated Bibliography
ALPHABETICAL WITH SUMMARIES
Bann, C. L. (2009). An innovative view of the entrepreneur Buchanan, R. (1992). Wicked problems in design thinking. Design overcome in order to succeed. Four areas are identified as
through exploration of the “lived experience” of the entrepreneur Issues, 8 (2), 5–21. potential gaps: know-why, know-what are explicit and can be
in startup of the business. Journal of Business & Economic SUMMARY
shared and are unlikely to support competitive advantage; know-
Studies, 15 (2), 62–82. Wicked Problems in Design Thinking establishes historical how and know-who are tacit and, as such, have the potential to
SUMMARY context for how design and other disciplines (arts and sciences) support the development of sustained competitive advantage.
This phenomenological study examines the lived experiences think and relate, and the role of design in contemporary society. The article supports these assumptions with quantitative
of entrepreneurs in early stage startups and provides a wealth The key concept of Rittel’s “wicked problems” is introduced and data culled from the study and concludes there is a causal
of first-person quotes to support the identification of eight reveals the indeterminate nature of much of the work designers relationship between outsider assistance and long-term survival.
Emergent Entrepreneurial Themes found in the research. These and design thinkers do, i.e. not linear, problem/solution type
include areas of motivation, self-perception and identity, thought but rather seeking to understand the relevance of Christensen, C. & Overdorf, M. (2000, March-April). Meeting
societal interaction, values and empowerment. This provides knowledge from other disciplines, and then conceive and plan the Challenge of Disruptive Change. Harvard Business Review,
a framework for viewing the emotional and rational aspects for a future that does not yet exist. Design thinking must be March 2000, 103–129.
of entrepreneurship, an understanding of the challenges and integrative in its consideration of ideas about products, their
SUMMARY
rewards entrepreneurs experience, and an insight that they are operational logic and how a person’s desire and ability to use
motivated by a need for meaning making and value creation. products relate to their personal and social views. Meeting the Challenge of Disruptive Change examines how
resources, processes and values can limit a large company’s
ability to manage the disruptive change (innovations) that smaller,
Beaudine, B. (2009). The power of who: You already know Chrisman, J. J., & McMullan, W. E. (2004). Outsider assistance more nimble organizations often introduce into established
everyone you need to know. New York, NY: Center Street. as a knowledge resource for new venture survival. Journal of markets. Sustaining innovations are the playground of these
SUMMARY
Small Business Management, 42 (3), 229–244. large companies, but disruptive innovations cause the markets
Mentorship and the theory of spheres of influence is the SUMMARY
around them to change and, therefore, fundamentally change the
focus in The Power of Who. Core to the idea is that everyone Chrisman and McMullan use data from a longitudinal study of types of problems large companies are adept at. What’s more,
has an inner circle of 12-3-1: Close friends, trusted advisors an outsider assistance program to support a theory that these the predictable, process-driven nature of established companies
and a best friend. From there, spheres of influence radiate programs act as a unique knowledge resource for entrepreneurs does not have a routine process for handling these intermittent
out to include Friends, Allies, Advocates, Acquaintances and by providing both tacit and explicit knowledge to support higher changes—which is disruptive. A model for addressing these
Fans. Understanding the power of each of these groups will survival rates and better performance. A key concept presented types of changes is outlined and presented as a 2x2 that
enable people to achieve their dreams and goals, according to in the article is that knowledge often has value only when measures an organization’s values and process to map what
Beaudine. presented in context of a specific venturing decision. It assumes type of team—lightweight or heavyweight—and what type of
entrepreneurs often have a knowledge gap that needs to be approach—internal or spinout—is appropriate.
112 M.A. FINAL PROJECT: REFERENCES
De Bono, E. (1973). Lateral thinking: Creativity step by step. New view that facilitates focus on significance; holding lightly to Godin, S. (2012). The icarus deception: How high will you fly?
York, NY: Harper & Row. plans while being flexible enough to respond to new information; New York, NY: Penguin Group
SUMMARY
carefully naming project scope elements (agreeing on scope SUMMARY
Lateral thinking is De Bono’s framework for approaching problem and focus) as these often define solutions and when working Godin theorizes that we have been taught only part of the myth
solving in which a thinker changes perceptual thought in order with wicked problems this can be detrimental to validity; of Icarus. That there is in fact a second part, rarely taught, in
to change patterns. Skills include intuitive leaps, iteration, non- collaboration and conversation as central to constructing well- which Daedalus also instructs Icarus not to fly too low as sea
sequential logic, holistic consideration and a focus on what’s designed team interactions that result in effectively addressing spray may saturate his wings and cause him to crash. From this
possible and probable. “big open questions” in the context of the project. As an worldview he builds a framework around every person being
approach to project management, the potential conflict with an “artist” when they engage in the art of pursuing meaningful
senior project managers who believe their value is in knowing work and genuine connection.
Dubberly, H., Evenson, S. & Robinson, R. (2008) The analysis- all the answers is acknowledged. Designers are admonished
synthesis bridge model. Interactions, 15 (2), 1–5. to realize that they need to take an ongoing role in complex
projects and the question of “good enough” is raised. The Greene, J. (2010). Design is how it works: How smart companies
SUMMARY
ultimate goal is identified as delivering work with confidence turn products into icons. New York, NY: Portfolio Penguin.
In this article by researchers Dubberly, Evenson and Robinson,
several models of design process are presented, most in a 2x2 (relevancy) as opposed to simply with control. SUMMARY
format. These include the Robinson, Beer, Alexander, Kumar, Design as the ultimate competitive advantage is the focus—
Kaiser-IDEO, Suri-IDEO and Analysis-Synthesis Bridge Models. Gladwell, M. (2013). David & goliath: Underdogs, misfits, and the with case studies of some of the most iconic brands operating
Each model presents a unique perspective on how designers and art of battling giants. New York, NY: Little, Brown and Company. today—across a variety of industry verticals in Design is How it
design thinkers move from the concrete to the conceptual. Works. As Greene weaves the stories of these brands together
SUMMARY across case studies, he builds a compelling case for how design
These models provide insightful and versatile tools for framing
RAS process. Gladwell’s David & Goliath delves into the concept that what is more than just decoration and at its pinnacle it is design
we have traditionally thought of as advantages can, at times, thinking that informs the world-class design practice.
actually be disadvantages. He offers a variety of cases from
Duck, K. (2012). Executing strategy: What designers can teach multiple cultural viewpoints to support his hypothesis.
project managers. Design Management Review, 23 (2), 28–36. Heath, C. & Heath, D. (2010). Switch: How to change things
when change is hard. New York, NY: Random House.
SUMMARY Godin, S. (2007). The dip: A little book that teaches you when to
This article compares traditional approaches to project SUMMARY
quit (and when to stick). New York, NY: Penguin Group.
management in the context of complex, highly ambiguous In Switch, Heath and Heath create a framework for managing
projects with design-based methodology. A key insight is that SUMMARY change. Beginning with the truism that for change to happen,
project managers are skilled in working on projects that function Godin’s premise is that in order to truly succeed (be the best in “someone has to start acting differently.” They frame the core
in an environment of certainty and control, where risk can be the world at something), people need to change how they quit. problem as one of personal conflict in which even if a person’s
managed and minimized. Criteria are provided for identifying He introduces the concept of “the Dip”: the long slog between situation or environment is conducive to change, it is often
a mismatch between project environments, examples of five starting and mastery and the Cul-de-Sac: more or less a dead- impeded by disagreements between heart and mind. They create
misguided approaches to problem solving in these situations are end. He urges readers to become strategic about their decisions a framework that involves three key metaphors: The Rider,
reviewed and five new approaches derived from design practice of what to start and when to quit (not in the Dip). The Elephant and The Path. These represent our rational side,
are presented. These include fostering belief; simplifying and emotional side and our situation respectively. In order to effect
visualizing complex issues into a holistic, layered, physical, living change, an effective appeal to both sides needs to be made and
these need to connect to a path that is clear.
113 M.A. FINAL PROJECT: REFERENCES
Hudson, R., Schroeder, D. M., & Van de Ven, A. H. (1984). stage development, but that in the long run these firms may Kawasaki, G. (2004). The art of the start: The time-tested, battle-
Designing new business startups: Entrepreneurial, be more successful due to the effects of having more diverse hardened guide for anyone starting anything. New York, NY:
organizational, and ecological considerations. Journal of development (skills) as a result of collaboration. Penguin Group.
Management, 10 (1), 87–107. SUMMARY
SUMMARY Johansson, F. (2006). The medici effect: What elephants & The book on startups, circa 2004. Most of the principles and
The perspectives in this article are derived from a study of epidemics can teach us about innovation. Boston, MA: Harvard practices outlined are directed at entrepreneurs and contain
the startup process from three approaches: entrepreneurial, Business School Publishing. salient topics, which include the principle of having a balanced
organizational and ecological. This is somewhat unique data approach, causation, the concept of making meaning, pitching,
SUMMARY
because it combines knowledge derived from more than one bootstrapping, recruiting, raising capital, partnering and giving
approach. Five stages of development are identified within the The Medici Effect makes a case for multi-disciplinary back. These ideas and a few others are elegantly organized as
context of startups developing educational software. These collaboration as a means to produce innovation. The book Causation, Articulation, Activation, Proliferation and Obligation.
include: gestation, planning, contract, proprietary and multiple presents compelling case studies that highlight the power An essential resource for acculturation to how the startup
product stages. Average time lines are established for each. of heterophily to spark insight, break down barriers between community thinks and (should) act.
disciplines and ignite change. As a practical guide, it also
The article identifies key factors from the entrepreneurial recommends that to achieve the effect a person’s network may
view that lead to success as being diverse backgrounds need to evolve and change. Korunka, C., Frank, H., Lueger, M., & Mugler, J. (2003). The
and experiences possessed by the founder, a relatively low entrepreneurial personality in the context of resources,
perception of risk based in having a high internal locus of environment, and the startup process—a configurational
control, a broader understanding of the business idea in context, Johnston, G., (2011, October 28). Doing rapid ethnography. approach. Entrepreneurship Theory and Practice, 28 (1), 23–42.
and a correlation between levels of personal investment and Retrieved from http://anthrostrategy.com/2011/10/28/doing-
levels of success. rapid-ethnography/ SUMMARY
This interdisciplinary study uses a configurational approach to
In the organizational view, most followed the basic steps of SUMMARY
analyze the personality of the entrepreneur in the context of
a PPM model, but more successful entrepreneurs paid less A brief article on how to best structure rapid ethnography resources, environment and the startup process. The data shows
attention to formal and careful documentation and more for success, Doing Rapid Ethnography includes principles for that within the configuration of the group studied that members
attention to external factors, including having a broader network creating a concise field guide and field book to focus research on were characterized by strong personality traits, including a
of potential customers and consultants as well as a tendency the “why” in question, seeking outliers or liminal group members need for achievement, locus of control, personal initiative and
to begin by developing a market niche. Once the startup moved who may have generated keen insights into behavior, and a medium risk-taking propensity. They were more motivated by
forward, these entrepreneurs had greater personnel stability consideration of using multiple techniques that might be unique self-realization than by a need for security. The study clustered
in their organizations, had been almost twice as effective in methods to quickly generate triangulation. entrepreneurs into three categories. The most successful of
preserving capital in early stage development (bootstrapping), these was C3: The Networking Nascent Entrepreneurs with Risk
had a single leader as the controlling manager, and tended to Avoidance Patterns, which is characterized by a person having a
work harder and allocate time more effectively. good preconception of the conditions for the startup, a positive
Finally, the ecological view compares two approaches: the position of security, strong resources and little outside pressure.
population ecology model (competitive) and the collective
action view (collaborative). Each model has advantages and
disadvantages, but in the end it was found that the collective
action approach tended to put startups at a disadvantage in early
114 M.A. FINAL PROJECT: REFERENCES
Laurel, B. (2003). Design research: Methods and perspectives. Martin, B. & Hanington, B. (2012). Universal methods of design: opposing ideas in mind while working to create a new, better
Cambridge, MA: The MIT Press. 100 ways to research complex problems, develop innovative mental model that solves the weaknesses in opposing models
SUMMARY
ideas, and design effective solutions. Beverly, MA: Rockport while retaining their individual strengths.
This is an in-depth look at the practice of design research that Publishers.
includes the concept of the “Fuzzy Front End” and the Advanced SUMMARY Meyer, M. H., & Marion, T. J. (2010). Innovating for
Development Funnel (similar to Martin’s Knowledge Funnel). Universal Methods presents an array of the most time-tested effectiveness: Lessons from design firms. Resource-Technology
Practical methodology of divergent and convergent thinking are and experimental methods of conducting research, analysis and Management, 53 (5), 21–28.
covered and the issue of indeterminacy surfaces in the form of synthesis in the design process—an invaluable resource for
SUMMARY
how disruptive change often involves the low-information, high- design thinking.
risk decisions that lead to innovation. Tools such as scenarios, This article reports the findings from a study of innovation
models and prototypes are espoused as helpful in lowering the practice within design firms. The article identifies several
information barrier. Martin, R. (2009). The design of business: Why design thinking is advantages derived from this approach. First, the use of
the next competitive advantage. Boston, MA: Harvard Business contextual research, empathic design and deep, focused
Press. interviewing often lead to the uncovering of latent user needs
LeCompte, M. & Schensul J. (1999). Designing and conducting that lead to innovation. Second, thinking big—creating an
SUMMARY
ethnographic research. Walnut Creek, CA: AltaMira Press. entire use case and focusing on business model or process
Design of Business makes the case for design thinking as
SUMMARY integral to solving the tendencies of business to overwhelmingly transformation—and then once large scale issues are tentatively
An essential guide for the design of effective ethnographic seek reliability at the cost of validity. Centering on the concept settled, shifting focus to every detail of the design in order to
fieldwork. The book focuses on how to plan and execute of the Knowledge Funnel, Martin breaks down the typical path move from just good to great. Third, by having flat, meritocratic
successful ethnography, provides examples of various methods businesses take in creating value, and unpacks why established organizations’ design firms leverage multi-disciplinary teams to
and approaches based on the types of qualitative data being businesses and MBA programs train managers to seek reliability create communities of expertise. Fourth, these firms approach
sought and as a practical guide to feasibility. and shun validity even though this practice ultimately leads work in an agile, fluid manner that facilitates quickly building,
to irrelevance. He then proposes a new model that balances testing, improving and retesting in order to maximize learning
the quest for reliability with the quest for validity with an and minimize time to market. Finally, successful teams were
Linder, J. C. (2004). Transformational outsourcing. MIT Sloan self-governed and used balance and judgment to navigate from
Management Review, Winter 2004, 52–58. organization’s structure, processes and culture.
the fuzzy front end of design through to completion.
SUMMARY
This article focuses on three areas of business where Martin, R. (2009). The opposable mind: Winning through
integrative thinking. Boston, MA: Harvard Business Press. Neumeier, M. (2007). Zag: The number-one strategy of high-
transformational outsourcing is an effective change strategy. Of
performance brands. Berkley, CA: New Riders.
interest here is its application to startups. In this context, it is SUMMARY
useful to facilitate significant, rapid change as an organization SUMMARY
In The Opposable Mind, the idea that integrative thinking, a The collective brand strategy wisdom of Neumeier and many of
scales up. In the example business provided, TiVo has mastered
balanced left-brain/right-brain approach, is introduced along his contemporaries is assembled here as a quick guide to what
the ability to have open-ended dialogues and investigative
with a model for developing the necessary components to is termed ZAG: an approach to branding based in the idea that
problem solving within the realm of customer service. Within
become an integrative thinker. Martin calls these components companies must find white space to occupy where they can
this context, the company outsources this capability in order
the thinker’s Personal Knowledge System. The system is establish onliness and operate in the good/different quadrant
to preserve first-mover advantage, gain benefits from flexible
comprised of the Stance, Tools and Experiences of the of consumer experience. The book outlines ZAG as a 17-step
capacity and variable cost without having to use capital and
practitioner and enables him/her to effectively hold two process for ensuring differentiation.
management time to build this capacity from scratch internally.
115 M.A. FINAL PROJECT: REFERENCES
Osterwalder, A. & Pigneur, Y. (2010). Business model generation: in traditional MBA programs to solve. Therefore, creativity, as corporate design requires alignment of visual elements with
A handbook for visionaries, game changers and challengers. evidenced by design thinking, is necessary to innovate. the defined business concept, values and philosophy, while
Hoboken, NJ: John Wiley & Sons. considering budget constraints.
SUMMARY Rode, V., & Vallaster, C. (2005). Corporate branding for start-ups:
A book that models what is possible when multi-disciplinary The crucial role of entrepreneurs. Corporate Reputation Review, Rogers, E. M. (2003). Diffusion of innovations. New York, NY:
groups collaborate to create a framework for understanding 8 (2), 121–135. Free Press.
business models. The resulting Business Model Canvas is a
SUMMARY SUMMARY
powerful tool for understanding the interconnected nature of
the building blocks in any business. The book also covers the This article outlines the results of a qualitative case study based The definitive work on innovation and how innovations diffuse
patterns of organization (categories) that most businesses in a theory-generating mode of inquiry. It examines corporate within society. Rogers’ supports his framework of the diffusion
follow, practical approaches to using the canvas to design brand as a sum of corporate identity and image. Identity being of innovations with case studies and research.
a business, tools for strategic evaluation of models and an the internal elements of corporate culture, design, behavior and
overview of the entire process. communication, while image is the result of external interactions
with the company’s audience. Ries, E. (2011). The lean startup: How today’s entrepreneurs use
continuous innovation to create radically successful businesses.
Within the realm of corporate culture, a clear articulation New York, NY: Crown Business.
Prather, C. (2009). Manager’s guide to fostering innovation and of the company’s core business, values and market position
creativity in teams. New York, NY: McGraw Hill Professional. are identified as essential while operating within the highly SUMMARY

SUMMARY uncertain environment of startups. A lack of financial resources The Lean Startup represents a shift in emphasis for startups
Prather’s book is part theoretical approach to problem solving were often cited as a barrier in this area, as is the propensity for compelled by current economic realities and rooted in the
and part practical guide to managing innovation process with early stage startups to experience considerable change in these lean manufacturing practice developed by Ohno and Shingo at
teams. There is a focus on abductive and modal reasoning (a areas as a company matures and responds to market conditions. Toyota. The book presents a framework for rapid development in
part of Martin’s framework as well), ideation, pattern breaking, startups that centers on principles like the build-measure-learn
Corporate design is an area where startups are particularly loop and the pivot.
focusing on the right problem and creating a climate that is unstable. Everything from logo design to company names
conducive to innovation. He also unpacks the theory of Coping experience significant churn. Often this is driven by the need for
Energy as it relates to a continuum populated by agents of something to quickly communicate the company’s presence in Schensul, S., Schensul J. & LeCompte, M. (1999). Essential
stability at one end and agents of change at the other. This idea a market. The most successful company exhibited significantly ethnographic methods: Observations, interviews and
is based on the work of Dr. Michael Kirton’s work, Adaptation- different behavior in this area— the most successful company questionnaires. Walnut Creek, CA: AltaMira Press.
Innovation Theory that divides people’s problem-solving engaged a professional agency to develop a corporate identity SUMMARY
approaches across the continuum. that was developed collaboratively and documented. The focus on observations, interviews and questionnaires makes
Data about corporate behavior reveals a lack of experience on this book a practical guide for how to design specific elements of
Pink, D. (2006). A whole new mind: Why right-brainers will rule the part of many entrepreneurs in developing HR management research and how to functionally approach execution.
the future. New York, NY: Penguin Group. process, salary systems and recruitment.
SUMMARY The most critical factor in corporate communication is
Pink’s seminal work theorizes that right-brain thinking skills transparency and openness as a means of maintaining employee
are essential connectors to the future. That the complexities of motivation and identification with the company.
our current world are too large for L-directed thinking taught A key insight from this article is the finding that sustainable
116 M.A. FINAL PROJECT: REFERENCES
Stone, T. (2010). Managing the design process: Concept Yamashita, K. & Spataro, S. (2004). Unstuck: A tool for yourself,
development: Beverly, MA: Rockport Publishers. your team and your world. New York, NY: Penguin Group.
SUMMARY SUMMARY
A practical overview of the design process from concept through A practical guide to managing change in an organizational
completion that includes relevant data on research, strategy, context that is part workbook, part philosophy and part
exploration, development and refinement, as well as production, case studies. Developed by Sandra Spataro, a professor of
manufacture and launch. These processes are divided into 4 organizational management, and Keith Yamashita, co-founder
broad phases: Discover, Define, Develop and Deliver, with the of SY/Partners, an organizational management consultancy, the
final, 9th step being completion. book is rooted in work created by the authors for an MBA class
focused on how to “flex leadership and communications skills in
complicated times.”
Stone, T. (2010). Managing the design process concept
development: Implementing design. Beverly, MA: Rockport
Publishers.
SUMMARY
This companion book to Managing the Design Process: Concept
Development applies a lens of project management and business
to the subject. It includes practical topics related to the process
including: project management, setup, planning, budgeting and
team dynamics. It also covers management of creative people,
clients and a short chapter on profitability in design. These topics
are supported with case studies from real-world projects.

Tufte, E. (2001). The visual display of quantitative information:

Second edition. Cheshire, CT: Graphics Press.
SUMMARY
Tufte’s renown in design circles is legendary. The Visual Display
of Quantitative Information acts as a touchstone for the design
and presentation of data in both an efficient and ethical manner.
 M.A. FINAL PROJECT

APPENDICES
118 M.A. FINAL PROJECT: APPENDIX A

Figure 52. Gantt Chart. Author’s image, March 11, 2014.

119 M.A. FINAL PROJECT: APPENDIX B

Creative Brief
BACKGROUND (Overview & Summary) PROBLEM TARGETS (Drivers, Audience)
The idea for exploring this problem arose from personal experience— Groups like Startup Weekend facilitate multi-disciplinary collaboration, The target audience for this ethnographic study includes established
an inability to engage a group I worked with at Startup Weekend to but still many startups fail. How could engagement with the design entrepreneurs, seasoned creatives, startup leaders and designers who
continue pursuing a promising project with an interested market. community and design managers positively influence this trend? How are seeking a way to collaborate in a meaningful way in order to create
While at SW, I witnessed a disproportionate number of tech can we increase the odds of success? more successful startups.
and business people to designers—a ratio of approximately 3:1.
Conversations revealed that the startup community may have a
challenge engaging designers, and virtually no one seemed to know OPPORTUNITY FOCUS
what design thinking or design management is. An opportunity exists to conduct research within the startup community The focus area is how the startup and design communities in central
After thinking about this challenge, a connection was made to a in the Columbus and central Ohio markets, as well as within the design Ohio currently function in relation to one another, and how through RAS
recurring theme in design thinking and business books: Everyone is community. By employing design thinking and management process to process opportunities can be identified and a new model of interaction
saying design is the competitive advantage, but how are we moving this identify potential opportunities, a new model for engagement is sought. could be established.
theoretical advantage forward? In startup terms, we need to figure out This study can contribute to both communities in two ways:
how to ship. > Act as a road map for entrepreneurs and designers in how to
As a culture, we idolize Apple as the paragon of design. Business leaders effectively engage one another. SCOPE
such as A.G. Lafley are interviewed, studied and praised ad nauseam— > Raise awareness of the discipline of design management and its The scope of the project is roughly defined as engagement with active
we’re enamored with these outliers, but too many business people ability to drive innovation. members of the Columbus, Dayton and Cleveland startup communities
simply don’t understand design or design thinking. As a discipline, we > Create a framework of understanding for testing how design thinking and the Columbus design community.
simply don’t have the numbers to change this.1 We need an ally. can increase the odds of success in startups.
The startup community includes members of several startups,
Therefore, the purpose of this study is to engage the startup community, Big picture benefit: An opportunity to make meaning by engaging a representatives of The Ohio State University’s Technology
contribute to mutual learning, facilitate connection back to the design young generation of entrepreneurs and exposing them to the value Commercialization and Knowledge Transfer Center, TECH Columbus and
community and raise the profile of the design management discipline of design and design thinking as an innovative way to change the a representative of the Columbus District SBA.
as an essential partner in developing innovation. If the concept is fundamental relationship between design and business in the future
The design community includes members of the Columbus Society of
successful, then there will be greater collaboration between the design (longer term).
Communicating Arts (CSCA), working design professionals and members
community, design managers and startups. There will also be a broader
of The Ohio State University’s Department of Design.
understanding in the startup community of the discipline thinking and
how it can contribute to the success of startups in the future.

1 See Chapter 5 of Martin’s The Design of Business (2009), showing that American schools produce
about 1,000 MFAs versus 140,000 MBAs annually.
120 M.A. FINAL PROJECT: APPENDIX B

Creative Brief
KEY OBJECTIVES STRUCTURE (Deliverables, People)
> Research each group to establish existing models that inform behavior. Deliverables
> Create a new model of collaboration based on insights gained through 1/19/2014 – Research & Synthesis
analysis and synthesis of data that can be shared with each group. 1/26/2014 – Positioning, ZAG Process & Value Proposition
> Stretch Goal: Create cross-pollination by encouraging each group to 2/2/2014 – Research & Synthesis
attend the other’s existing events. 2/9/2014 – Midterm Video and Concept Exploratory
The following information will be considered in the design of this 2/16/2014 – Concept Testing & Prototype Development
ethnographic research: 2/23/2014 – Business Model Canvas SWOT
3/2/2014 – Final Model
Patterns 3/9/2014 – Business Plan & Video
> Low representation of designers at startup-focused events like 3/12/2014 – Process Book & Grad Poster
Wakeup Startup and Startup Weekend.
> Low representation of entrepreneurs at design-focused events like Entrepreneur & Startup Community
monthly Columbus Society of Communicating Arts meetings. > Dan Rockwell
> Trend of designers to enter traditional work roles upon graduation in > Doug Sapp
the field of advertising, branding, or marketing in print or online space. > Jordi Arimany
> Carl Lewis
> Brightest and most entrepreneurial students leaving college before
> Derrick Brazeal
graduation to pursue business.
Influences Creative & Design Community
> Growing popularity of Startup Weekend as measured by increased > Paul Reeder
attendance and frequency of events. > Liz Sanders
> Presence of an active startup community in region as evidenced by > Fumi Ariga & Karl Hein
growth of TECH Columbus, Ohio State’s TCO and CCAD’s Mind Market. > Kristen Harris & Catherine Lang-Cline
> Desire for open, collaborative sharing of new knowledge—Pecha > Nand Dussault
Kucha, TED, TEDx.
> Ohio State establishing a dormitory specifically designed to foster
collaboration among 40 entrepreneurial undergrads.
121 M.A. FINAL PROJECT: APPENDIX C

Target Audience
Group 1 Group 2 Group 3 Group 4
Established Entrepreneurs Seasoned Creatives Startup Leaders Designers
Age Range: 40+ Age Range: 40+ Age Range: 20+ Age Range: 20+
Gender: Any Gender: Any Gender: Any Gender: Any
Ethnicities: Any Ethnicities: Any Ethnicities: Any Ethnicities: Any
Occupation or Industry: Occupation or Industry: Occupation or Industry: Occupation or Industry:
Entrepreneurship, incubators, venture capital Design, creative direction, strategy Startup founders, partners, key staff Designers, art directors, freelancers
Characteristics: Characteristics: Characteristics: Characteristics:
Successful leadership of several startups Deep understanding of agencies within the May have started and failed in one or a few Likely work in a design studio or agency, viewed
(founders or partners), viewed as a mentor, brand, strategy, advertising or design space. startups, viewed as an entrepreneur, may be as a designer or art director, may be a freelancer.
team builder and expert in lean startup practice. Viewed as a mentor, team leader and expert in learning how to assemble a team and manage a Understands design from a functional viewpoint
Understands startup culture, how to connect design and strategy. Understands design thinking, business for the first time. May be or may not be and has practical expertise and skills to support
people and how to invest. This group has a process and implementation in order to create familiar with lean startup practice. Focus is likely the creative process. This group is developing
diverse set of experiences and backgrounds, competitive advantage for clients. This group has on a particular user or customer segment, product or has developed specific expertise in a narrow
which inform their approach. specific expertise and varied backgrounds, which development and how to secure investment. This domain and has a background and eduction in
inform their approach. group has a limited experience and is seeking design, which informs their approach.
growth through their approach.

THINKING PRIMARY FOCUS OF WORK DOING

Figure 53. Target Audience. Visualizing target audiences.

122 M.A. FINAL PROJECT: APPENDIX D

Research Design & Planning

RESEARCH QUESTIONS WHAT DO I WHY DO I NEED WHAT TYPE OF DATA WHERE CAN I WHAT TYPE OF WHO DO I CONTACT WHEN DO I
NEED TO KNOW? TO KNOW THIS? IS NEEDED? FIND THE DATA? DATA COLLECTION? FOR ACCESS? NEED TO KNOW?

How could the startup and design What’s possible? How might we change Qualitative: > Gatekeepers > Open-ended Interviews > Gatekeepers January 31, 2014
communities interact to increase the the existing dynamic? What are the beliefs, >M embers of both > Semistructured >M embers of both
value of design and design thinking in values and attitudes that communities Interviews communities
business? inform each community’s > Survey
existing mental models?

How does the startup community currently  ow are they

H To understand each Qualitative: > Gatekeepers > Open-ended Interviews > Gatekeepers January 31, 2014
interact with the design community? connected? community’s current Examples or stories of >M embers of both > Semistructured >M embers of both
behavior interaction communities Interviews communities

How does the startup community view the What mental model > T o understand the Qualitative/Quantitative: > Gatekeepers > Open-ended Interviews > Gatekeepers Qualitative:
design community? exists? opinions, beliefs, Ethnographic and >M embers of both > Semistructured > Members of both January 31, 2014
values and social psychographic data that communities Interviews communities
How does the design community view the norms at work within can be triangulated with > Survey > Online community Quantitative:
startup community? this community aggregate trends January 27, 2014
> T o establish baseline
data

How do members of each of these What is the tolerance > To gain insight into Qualitative/Quantitative: > Gatekeepers > Open-ended Interviews > Gatekeepers January 31, 2014
communities address failure, learning for risk and what role how flexible each Ethnographic and >M embers of both > Semistructured > Members of both
and risk? does failure play? culture may be when psychographic data that communities Interviews communities
testing new ideas can be triangulated with > Survey > Online community
and models of aggregate trends
understanding

Do both communities, as assumed, have an Does an area of To identify an area of Qualitative/Quantitative: >M
 embers of both > Semistructured >M embers of both Qualitative:
interest in innovation? common interest exist? overlap that could drive Ethnographic and communities Interviews communities January 31, 2014
interaction/collaboration psychographic data that > Survey > Online community
between communities can be triangulated with Quantitative:
aggregate trends January 27, 2014
123 M.A. FINAL PROJECT: APPENDIX D

Research Design & Planning

RESEARCH QUESTIONS WHAT DO I WHY DO I NEED WHAT TYPE OF DATA WHERE CAN I WHAT TYPE OF WHO DO I CONTACT WHEN DO I
NEED TO KNOW? TO KNOW THIS? IS NEEDED? FIND THE DATA? DATA COLLECTION? FOR ACCESS? NEED TO KNOW?

How engaged with innovation are each of What value do these To establish strength of Qualitative/Quantitative: >M
 embers of both > Semistructured >M embers of both Qualitative:
these communities? communities place on interest in an area of Ethnographic and communities Interviews communities January 31, 2014
innovation? potential overlap psychographic data that > Survey > Online community
can be triangulated with Quantitative:
aggregate trends January 27, 2014

Who are the agents of change within these Who are the stakehold- To understand who Qualitative: > Gatekeepers > Open-ended > Gatekeepers January 31, 2014
communities? ers and what positions might be interested in Social structure and norms Interviews
do they occupy? collaborating > Survey

Who are the active venture capitalists in the >W

 hat projects have To understand how and Qualitative/Quantitative: > Gatekeepers > Open-ended > Gatekeepers January 31, 2014
community? they funded? where the business Who is involved and what Interviews
>H
 ow successful have side of the community are they doing?
these efforts been? assigns value

What organizations currently work to connect Who else might be Who are the potential Qualitative/Quantitative: > Gatekeepers > Open-ended Interviews > Gatekeepers January 31, 2014
the two communities? working toward similar allies for change? Who is involved and what >M embers of both > Semistructured >M embers of both
goals? are they doing? communities Interviews communities
> Secondary Research

What quantitative data is available about the How has the To understand the Quantitative: > Online Secondary Research > Gatekeepers January 27, 2014
success of startups? community performed context in which the > Performance metrics > SBA > SBA Representative
> What percentage of startups move forward? in the past. startup community > Historical data > Kauffman > Kauffman Foundation
> What is their lifespan? operates > Trends Foundation
> How many succeed in obtaining funding?
124 M.A. FINAL PROJECT: APPENDIX E

Survey Questions
TARGET QUESTIONS
The survey will be open to members of each of the target audience groups. 1. Online Consent Form
I voluntarily agree to participate in this survey performed by students at the Savannah College of Art and
Design. I understand that this survey is being conducted by J. Spinks in order to identify opportunities for
BACKGROUND design as part of DMGT-748 M.A. Final Project, Winter 2014.
To understand the beliefs, values and attitudes of the startup and design communities, a single survey has I grant permission for the evaluation data generated from the above methods to be used in an educational
been designed to gather data that will be used to inform the creation of existing mental models and to setting. I understand that any identifiable information in regard to my name and/or company name will be
serve as a method of triangulation for the data gathered in open-ended and semistructured interviews. removed from any material that is made available to those not directly involved in this study.
By completing the survey, you are agreeing to participate in the research. Confidentiality will be maintained
to the degree permitted by the technology used. Your participation in this online survey involves risks
VALIDATION similar to a person’s everyday use of the Internet.
Establishing the mental model the respondents hold of themselves will be the key method of validating the Please select one:
subsequent responses to the survey questions. Validation will be performed in Question 1. This data will O I agree O I do not agree
also be used to map respondents into the target categories.

2. I’m a: 3. In my work, I am motivated by the

SURVEY TOPICS opportunity to:
(check all that apply)
> Startups, Design, Design Thinking (check all that apply)
O Designer
> Iterative Process O Writer O Create something new
O Researcher O Meet expectations for a well-defined deliverable
> Relationship to Quality
O Inventor O Make sure everything runs smoothly
> Risk Tolerance, Failure, Change O Learn from experience
O Entrepreneur
> Bright Spots: Areas of success O Programmer O Establish a new system
O Investor O Collaborate
> Ambiguity: Areas of challenge
O Other (Text Entry Box) O Create value
O Other (Text Entry Box)
125 M.A. FINAL PROJECT: APPENDIX E

Survey Questions
4. Opinions About Work 6. Beliefs About Startups and Entrepreneurs 8. When I hear about something innovative:
Never | Almost Never | Sometimes | Almost Always | Always (Likert Scale) Never | Almost Never | Sometimes | Almost Always | Always (Likert Scale) O I want to jump in and try it as soon as possible, no matter the cost
> Doing great work leads to more work O Most startups are searching for funding via venture capital or angel O I want to use it and create an informed opinion I can share with my
> Sometimes good is good enough investors local network
> The end goal is more important than the steps along the way O It’s more important to “ship and learn” than to get it right out of the O I want to learn more about it so I can then put it to effective use
box O I want to know that it has worked for others before I make a change
> It’s critically important to get it right before revealing it
O Startups have their own language that makes it difficult to understand O I want to continue to use what I know works until the innovation has
their work become the norm
5. Attitudes Toward Risk O Early stage startups can’t afford to pay a designer for what the work
Never | Almost Never | Sometimes | Almost Always | Always (Likert Scale) is worth
9. What organizations are you a member in or events do you
> I’d rather risk failure than not accomplish my goals O The founder’s passion for the startup is the most important part of attend:
> It’s not a risk unless you have “skin in the game” selling ideas to investors
O Startup Weekend
> A company’s reputation and number of years in business make it less O Wakeup Startup
risky to work for 7. Beliefs About Design and Designers O Startup Grind
> The size of the risk is proportional to the size of the reward Never | Almost Never | Sometimes | Almost Always | Always (Likert Scale) O Code Day
O Ignite Columbus
> The opportunity to learn and grow far outweigh any risks when O A startup should wait to work with a designer until they have funding
O CSCA
working in a startup O Design is expensive and often too slow to be effective O AAF (Adfed)
O Designers have their own language that makes it difficult to O AIGA
understand their work O TEDx
O Pecha Kucha
O Design is not relevant to early stage startup work
O Well-designed presentations sell a startup’s ideas to investors
126 M.A. FINAL PROJECT: APPENDIX F

Open-Ended Interviews
TARGET INTERVIEW TOPICS
Gatekeepers are representative members of the startup and design communities. These are the > Startups, Design, Design Thinking
established entrepreneurs and seasoned creatives target groups. > Iterative Process
> Relationship to Quality
BACKGROUND > Risk Tolerance, Failure, Change
It is important to quickly build trust and understanding with the gatekeepers that represent the startup and > Bright Spots: Areas of success
design communities in order to facilitate greater access to their core audiences. Open-ended interviewing > Ambiguity: Areas of challenge
techniques will be used with this audience to allow them greater freedom to elaborate and express their
opinions on the topics of focus for the study. This audience could be considered outliers in that they
represent the highest levels of achievement within their respective domains. POTENTIAL QUESTIONS TO GUIDE CONVERSATION
1. What is the current perception of how startups interact with design and design thinking?
VALIDATION 2. What are your thoughts on the similarities and differences in iterative process in design and with lean
startup MVP methodology?
Establish the background and experience level of the interviewee by reviewing resumes and by listening
3. Tell me about the importance of quality, and when and were it might be more or less important?
for cues to the following information in the course of the interview:
4. Have you ever risked your professional reputation to pursue an innovative idea you believed in? Did
> Higher eduction degrees earned, areas of focus, research
you invest your own money in the idea in a startup context?
> Previous work experience, companies, network
5. How do you react when you fail? Provide an example from past experience.
> Locations, date and scope of work experience
6. Talk about where you’ve seen successful collaboration around design, design thinking and startups.
> Industry segments and sectors worked in
7. What do you view as the biggest challenges in integrating design and design thinking with startup
culture?
8. Who do you view as a person who can effect change within this arena?
9. Who is actively funding startups in Columbus and central Ohio?
127 M.A. FINAL PROJECT: APPENDIX F

Semistructured Interview Questions

TARGET QUESTIONS
These are the startup leaders and designers that represent the active “doers” within the target groups. 1. Tell me about your education and your current occupation.
2. a) What is your perception of how startups interact with designers?
BACKGROUND b) Are you familiar with the concept of design thinking? If so, how do you perceive design thinking’s
role in startups?
Semistructured interviews are an effective tool for consistently and efficiently guiding the conversation 3. What are your thoughts on the similarities and differences in iterative process in design and lean
with leaders in startup organizations and busy working professional designers. startup MVP methodology?
4. a) How important is quality to the work you do?
VALIDATION b) Under what circumstances might you relax your expectations about quality?
At the beginning of each interview, the interviewees will be asked specific questions about their 5. a) How much personal risk to your reputation would you be willing to take to pursue an innovative idea
educational background and current occupation. you believed in?
b) How likely would you be to invest your own money in a promising startup?
c) How do you react when you fail? Provide an example from past experience.
INTERVIEW TOPICS
6. Talk about where you’ve seen successful collaboration around design, design thinking and startups.
> Startups, Design, Design Thinking 7. What do you view as the biggest challenges in integrating design and design thinking with startup
> Iterative Process culture?
> Relationship to Quality 8. Who do you view as a person who can effect change within this arena?
> Risk Tolerance, Failure, Change
> Bright Spots: Areas of success
> Ambiguity: Areas of challenge
128 M.A. FINAL PROJECT: APPENDIX G

Initial Business Model Canvas

SUMMARY
The initial business model canvas is focused on developing
LaunchHour as an event-based organization that partners
with local startup organizations to facilitate collaboration
opportunities within the startup and design communities.
This model was useful for initially exploring how the Revenue
Streams and Cost Structure of the organization might function,
as well as in exploring elements from prototype 2 (Startup
Design Consultancy) that might extend the reach of LaunchHour
via Key Partners. This also exposed other potential Customer
Segments, helped define the types of Customer Relationships
that would be beneficial, and revealed that the Key Activity of
problem solving aligned with the overall vision of the project.
In the SWOT analysis that follows, these ideas will be explored
further.

Figure 54. Initial Business Model Canvas. Author’s image, March 11, 2014.
129 M.A. FINAL PROJECT: APPENDIX G

SWOT: Customer Segments

BLOCK
> A diverse and segmented customer base exists > Unproven concept with little track record in
connecting communities
> Entrepreneurs recognize the value of design to
their startups > Churn rate could be intense
> Ability to bridge communities to create shared > Lack of research to prove need outside of
value across domains boundary of case study
> Providing deep knowledge of one community to
another community
SUMMARY
The customer segments for LaunchHour could be STRENGTHS WEAKNESSES
viewed as either niche market or a multi-sided platform.
After reviewing the SWOT analysis of this block in OPPORTUNITIES THREATS
relation to the business model as a whole, it is believed
that MVP methodology should be followed to establish
demand for events before a consultancy is established > Opportunity to meet a need for facilitating
that would function as a niche market business. connection, as evidenced in research from
representatives of both communities > Other existing hybrid incubators that offer design
and design thinking capabilities could enter the
> Offer niche service that creates value for other market from other locations
customer segments such as incubators and VC
> Market trend toward building in-house
> Ride wave of interest in startups and activity in innovation teams could limit consultancy
local entrepreneurial community to scale up business
130 M.A. FINAL PROJECT: APPENDIX G

SWOT: Value Proposition

BLOCK
> There is assumed alignment with the needs of > The value proposition relies on the assumption
customers based on research that by lowering the barrier to entry into the
startup community that designers will engage
> We provide value by networking
> This assumption is untested and is based on
> We have begun to establish a reputation that
insights grounded in research
is based in expertise and genuine interest in
creating collaboration

SUMMARY
The value proposition relies heavily on a perceived STRENGTHS WEAKNESSES
barrier to entry for designers into the startup community
based on several factors uncovered in research. OPPORTUNITIES THREATS
Ultimately, the central idea that there is value in
connecting entrepreneurs with designers in a limited-
time commitment, collaborative environment would > There is an opportunity to explore partnership
need to be tested with a potential partner using MVP with organizations like Startup Weekend
practice. > Recurring revenue could be generated through an
integrated offering to event participants in the
form of a consultancy practice
> Value could be extended by offering design > There are existing options for both communities
services with key partners or staff to connect in other venues like Startup Weekend
131 M.A. FINAL PROJECT: APPENDIX G

SWOT: Channels
BLOCK
> The proposed channels offer efficient and > Economy of scope may be difficult to realize
effective reach matched to Customer Segments unless events scale up
> The idea of the LaunchHour blog is an innovative > Some prospects may fail to notice touchpoints
approach that fits the ethos of easy engagement in some channels based on general lack of
and limited time commitment awareness
>M
 ultiple touchpoints offer diversified channels of
delivery matched to Channel Phases
SUMMARY
The chosen channels of delivery for early stage, real- STRENGTHS WEAKNESSES
world testing of concept are matched to the Customer
Segments and the desired Customer Relationship model OPPORTUNITIES THREATS
of Personal Assistance and Co-Creation. Upon gaining
validated learning these channels may need to be
reviewed to attain efficiency in order to scale up.

> Channel relevance is assumed. Focus on two

> There could be an opportunity to extend reach specific channels, Awareness and Evaluation,
by creating partnerships as complementary needs to be assessed once initial validated
channels learning is gained
> Channel effectiveness could be improved by > Other organizations with established delivery
scaling up to increase awareness and reach channels could co-opt concept
132 M.A. FINAL PROJECT: APPENDIX G

SWOT: Customer Relationships

BLOCK
> Customer relationship quality is aligned with > Brand is unknown and will need to be built
Customer Segments and Channels
> It is unknown if existing relationships will
> Strong existing relationships have been fostered bind customers to other organizations due to
within the design community switching costs
> Initial relationships with members of the startup
community are positive and growing

SUMMARY
Customer Relationships are essential to the concept STRENGTHS WEAKNESSES
as evidenced in the high-touch nature of many of the
interactions within the customer journey map. Further OPPORTUNITIES THREATS
establishing credibility and extending the growth of
relationships is critical to early stage success.

> There is an opportunity to strengthen existing

relationships and tighten ties with some
potential organizational partners
> Some existing organizations could view this as
> T here is an opportunity to ride the wave a threat to their business model and would need
of startup interest in order to create new to be identified and engaged effectively to foster
relationships and scale collaboration
133 M.A. FINAL PROJECT: APPENDIX G

SWOT: Revenue Streams

BLOCK
> Revenue streams could be diversified by serving > No financial statements or projections currently
multiple Customer Segments with specific niche exist on which to base margin analysis
offerings and profitability; therefore, revenues are
unpredictable
> The size of the market and sustainability of the
business model are unknown and will need to be
MVP tested before revenue can be generated
> It is unknown what customers are willing to pay
SUMMARY
Essentially, LaunchHour is a startup organization. STRENGTHS WEAKNESSES
As such, Revenue Stream data is based purely on
projection and judgment, and would need to be modeled OPPORTUNITIES THREATS
and tested using Lean Startup methodology to establish
relevance and validity.

> Licensing of intellectual property or equity

partnerships could offer innovative revenue
streams
> Sponsorship of events could allow the use of > It is unclear if there is demand for this offering
other people’s brand equity to extend brand that could not be easily co-opted by competitors
while generating revenue > This could threaten future revenue
134 M.A. FINAL PROJECT: APPENDIX G

SWOT: Key Resources

BLOCK
> The Key Resources are both human and > Potentially susceptible to low demand
intellectual, making it difficult for competitors to
replicate
> Deployment of resources is on-demand and
therefore predictable and timely

SUMMARY
In early stage work, the Key Resources are the STRENGTHS WEAKNESSES
experience and expertise of the founder. Areas of
the business model that fall outside of this should be OPPORTUNITIES THREATS
examined for outsourcing. An example of this is venue
and catering services.

> Venues and catering for events are resources

that can be outsourced to key partners
> E arly stage design work could be outsourced to > Careful vetting of key resource suppliers for
a partner or network of partners with bandwidth events is needed to ensure alignment with brand
and appropriate skill sets values and goals
135 M.A. FINAL PROJECT: APPENDIX G

SWOT: Key Activities

BLOCK
> Key Activities in early stage testing will > Initial Key Activities will be almost exclusively
be efficiently executed using Lean Startup in-house and will need to be rebalanced as
methodology business scales
>Key Activities, based in Key Resources that are
knowledge-based, would be difficult to copy
> Quality of execution will be matched to
validated learning objectives in customer-facing
touchpoints
SUMMARY
Key Activities in early stage work include establishing STRENGTHS WEAKNESSES
content for the Pecha Kucha presentation, creating a
format and detailed design for activities, identifying OPPORTUNITIES THREATS
opportunities, building network contacts, scheduling
presentations, and creating the brand and its
touchpoints. These activities can all be performed in-
house. Once the concept is ready for testing, other key
activities can be outsourced.

> Key Activities will be standardized as validated > Key Activities could be disrupted if there is a
learning is attained, e.g. presentations and event change in work flow for founders or there is lack
facilitation of demand for events
136 M.A. FINAL PROJECT: APPENDIX G

SWOT: Key Partnerships

BLOCK
> The focus of early stage work is clear and > Clear conversations still need to occur with
potential partners are likely to be receptive potential key partners
based on previous interactions

SUMMARY
Key Partners could provide access to Customer STRENGTHS WEAKNESSES
Segments, venues and resources for shared value
creation. One potential partner could benefit from OPPORTUNITIES THREATS
content creation for an existing workshop series as well
as from activities complementary to their core business.
Others have natural channel access and facilities for
hosting events. > There are opportunities to leverage partners’
natural audiences within partner Channels to
create momentum and cross-selling
> Potential partners complement the value
proposition as demonstrated by Channels, > Partners may choose not to collaborate
Customer Segments and quality of service > There may be unknown competitors for
offerings collaboration space
137 M.A. FINAL PROJECT: APPENDIX G

SWOT: Cost Structure

BLOCK
> By following minimum viable product > It is unknown if the revenue streams and cost
methodology the cost of initial startup will be structure will match the business model until
minimal and cost-efficient real-world concept testing is implemented and
projections can be established
> Early stage operating costs will be scaled in
parallel with revenue streams

SUMMARY
As with any startup venture, bootstrapping will be a key STRENGTHS WEAKNESSES
success factor in order to control costs while seeking
validated learning from testing. OPPORTUNITIES THREATS
A cost structure that scales with revenue streams
is essential and will be value-driven in nature, as
evidenced by a business model that relies on Personal
Assistance and collaboration.

> Costs in early stage startup will be controlled > Venue costs are unknown and need to be
through utilizing existing resources and expertise explored in the context of partnership
138 M.A. FINAL PROJECT: APPENDIX H

LaunchHour Detailed Design

LaunchHour Event Facilitation Time Intent Method and Steps Materials Set-up

Startup with Design

1:08-1:18 (10) • To begin discussion • Instruct participants to begin • Tables set up in
between participants design charette style
• Provide a 1-minute warning when
Problem Statement Participants • To introduce them to session is about to end
others’ viewpoints
• Many entrepreneurs find it difficult to connect with members • Entrepreneurs from early stage startups
of the design community and often there are misconceptions • Designers, art directors, creative directors
about design and how designers work.
• Many designers do not understand the context in which 1:18-1:28 (10) • To provide an • Instruct participants from the design • Tables set up in
opportunity for community to move one chair to the design charette style
entrepreneurs work as they create startups and how to
participants to meet left
effectively engage with them to create shared value.
and network with the • Provide a 1-minute warning when
next participant session is about to end

Event location and date TBD

1:28-1:38 (10) • To provide an • Instruct participants from the startup • Tables set up in
opportunity for community to move one chair to the design charette style
Time Intent Method and Steps Materials Set-up
participants to meet right
and network with the • Provide a 1-minute warning when
12:50-1:00 (10) • To allow participants • Welcome participants upon arrival and • Catered lunch • Tables set up in next participant session is about to end
to enter venue, get sign them in to event • Name tags design charette style
lunch and find a seat • Provide instructions to participants to • 5 tables
help themselves to lunch and find a seat
• Chairs • Tables set up in
based upon their role (entrepreneur or 1:38-1:48 (10) • To provide an • Instruct participants from the design
designer) opportunity for community to move one chair to the design charette style
participants to meet left
and network with the • Provide a 1-minute warning when
1:00-1:02 (2) • To set up the format Facilitator introduces himself/herself and
next participant session is about to end
for the hour-long explains the format for the hour:
event • A brief Pecha Kucha-style introduction
• Five 10-minute opportunities to meet,
discuss themes and network with others 1:48-1:58 (10) • To provide an • Instruct participants from the startup • Tables set up in
opportunity for community to move one chair to the design charette style
participants to meet right
and network with the • Provide a 1-minute warning when
1:02-1:08 (6) • To introduce the • Present event themes in PK style • Laptop • Ensure screen is next participant session is about to end
discussion themes • Projector or TV viewable for
for the hour participants

 
LaunchHour Event: Startup with Design March 3, 2014 Page 1 of 3 LaunchHour Event: Startup with Design March 3, 2014 Page 2 of 3
139 M.A. FINAL PROJECT: APPENDIX H

LaunchHour Detailed Design

Time Intent Method and Steps Materials Set-up

1:58-2:00 (2) • Present potential next • Present and invite participants to the • Laptop
steps and startup next three startup events available for • Projector
community participants from partner organizations
• Partner event
opportunities • Suggest that participants exchange slides
• Wrap-up of event contact information with others
• Thank participants for attending

LaunchHour Event: Startup with Design March 3, 2014 Page 3 of 3

140 M.A. FINAL PROJECT: APPENDIX I

Part 1: Working Wall Update

The initial working wall ecosystem map links the
Thinking, Methodology and People that constitute the
elements of the project.

Thinking represents the core ecosystem required for

the project outline. Methodology and People were
added to the working wall to add context, but have
not been included in the digital version in order
to facilitate clear connections between the main
concepts.

NOTES
Figure 55. Working Wall Update 1.
Author’s image, March 11, 2014.
141 M.A. FINAL PROJECT: APPENDIX I

Part 2: Working Wall Update

This week’s working wall developed along the lines
of the assignments to include secondary research,
some models based on readings and conversations
with gatekeepers, and an outline for target audience
classification.

I’m planning to revisit my ecosystem map now that

the research has gained clarity. More exists in each
of these areas, but is still being developed and will
be added once the ecosystem map is revisited to
provide context.

NOTES
Figure 56. Working Wall Update 2.
Author’s image, March 11, 2014.
142 M.A. FINAL PROJECT: APPENDIX I

Part 3: Working Wall Update

The majority of my time this week was spent in
interviews with startup community members and
scheduling additional interviews.

My working wall update this week is primarily

focused on researching the competition and
collaborative space in Columbus. I discovered new
connections and links in this process that I think will
enhance my revised Ecosystem Map.

NOTES
Figure 57. Working Wall Update 3.
Author’s image, March 11, 2014.
143 M.A. FINAL PROJECT: APPENDIX I

Part 4: Survey Synthesis Working Wall Update

Hand mapping survey data to synthesize respondent
categorization.

NOTES
Figure 58. Working Wall Update 4.
Author’s image, March 11, 2014.
144 M.A. FINAL PROJECT: APPENDIX I

Part 4: Survey Synthesis Working Wall Update

NOTES
Figure 58. Working Wall Update 4.
Author’s image, March 11, 2014.
145 M.A. FINAL PROJECT: APPENDIX I

Part 4: Interview Data Working Wall Update

Interviews for two representatives of each
community have been reviewed and synthesized to
gain insights. Additional interviews will be reviewed
and synthesized.

NOTES
Figure 59. Working Wall Update 4.
Author’s image, March 11, 2014.
146 M.A. FINAL PROJECT: APPENDIX J

Consent Form

Informed Consent Form

I voluntarily agree to participate in an interview/inquiry performed by students at the

Savannah College of Art and Design. I understand that this interview/inquiry is being

conducted by _______________________________, in order to identify

opportunities for design.

I understand that the evaluation methods which may involve me include:

1. the recorded (audio and/or video) observations of my work

2. my completion of an evaluation questionnaire(s) and/or

3. my participation in a 30-90 minute interview.

I grant permission for the interview/inquiry to be recorded and transcribed, and to

be used only by _______________________________for analysis of interview data.

I grant permission for the evaluation data generated from the above methods to be

used in an educational setting.

I understand that any identifiable information in regard to my name and/or company

name will be removed from any material that is made available to those not

directly involved in this study.

_______________________________________
Research Participant Name

_______________________________________
Date

Informed Consent Form

147 M.A. FINAL PROJECT: APPENDIX J

Online Survey Consent Form

QUESTION 1: CONSENT FORM

Figure 5. Question 1: Online Consent. Author’s image, January 28, 2014.

148 M.A. FINAL PROJECT: APPENDIX K

Synthesis Test of Survey Question 4

OPINIONS ABOUT WORK (QUALITY) NEVER ALMOST NEVER SOMETIMES ALMOST ALWAYS ALWAYS

4A. Doing great work

Initial attempts to use the Innovation Adopter categories to reveal patterns leads to more work
in respondent data resulted in too many data points to be efficiently
synthesized, based on the focus of the case study being the startup and
design communities.

KEY TAKEAWAYS
> While orientation to innovation may be relevant to understanding the 4B. Sometimes good is
good enough
relationship of each community to innovation, it did not reveal useful
patterns of opinion relevant to quality as it pertains to how the two
communities interact.

4C. The end goal is more

important than the
steps along the way

4D. It’s critically

important to get
it right before
revealing it

Respondent #10 did not answer questions 4C, 4D. Figure 60. Synthesis Test of Survey Question 4. Author’s image, March 11, 2014.
 ART OF THE START
149 M.A. FINAL PROJECT: APPENDIX L KAWASAKI (2004)
> Startup mindset
> Meaning making

Literary Concept Map THE LEAN STARTUP

RIES (2011)
> New model, BML loop
> Rapid, iterative innovation

DIFFUSION OF
MEETING CHALLENGE OF INNOVATIONS
DISRUPTIVE CHANGE ROGERS (2003)
CHRISTENSEN/OVERDORF (2000) > How innovation happens
> Immense resources, process and METHODS
values as limiting
> Values dictate cost-structure THE MEDICI EFFECT
A WHOLE NEW MIND CORE IDEAS DESIGN OF BUSINESS > Susceptibility to market shifts/ JOHANSSON (2006)
PINK (2006) MARTIN (2009) innovation > Multi-disciplinary collaboration
> Rapid change > Knowledge funnel: Mystery, > Fostering innovation
> Innovation requires new thinking Heuristic, Algorithm FRAMEWORKS
> Left Brain/Right Brain > Balanced thinking SWITCH
Balance = Advantage > Abductive reasoning/logical leap HEATH & HEATH (2010)
> Mastery > Managing change ZAG
> Integrated analytical, emotional NEUMEIER (2007)
THE ICARUS DECEPTION and situational approach > Onliness, differentiation, white
GODIN (2012) TOOLS space of brand as competitive
> A changed world WICKED PROBLEMS OPPOSABLE MIND advantage = innovation BUSINESS MODEL
> Connection BUCHANAN (1992) MARTIN (2009) UNSTUCK GENERATION
> Meaningful work > Determinate/Indeterminate > Models YAMASHITA & SPATARO (2004) OSTERWALDER & PIGNEUR (2010)
> Our mental model of the world nature of work > Stance: Tools, Experience, > Diagnose stagnant culture > Integrated holistic view of any
may not reflect new reality > Design thinking > Managing change FOSTERING INNOVATION business
Mastery & CREATIVITY IN TEAMS
> Integrative/Design Thinking PRATHER (2009)
> Methodology/Theory
DAVID & GOLIATH > Practical process for managing
GLADWELL (2013) innovation
> The unseen advantage/limits > Agents of stability/change
> New models are possible VISUAL DISPLAY OF
QUANTITATIVE INFO
THE DIP DESIGN IS HOW IT WORKS TUFTE (2001)
GREENE (2010) > Ethical, aesthetic and efficient
LATERAL THINKING GODIN (2007)
> Design as competitive advantage data display
DE BONO (1973) > Strategic quitting
> Focused starting/best in world > Design thinking
> Learning to see the unseen > Iconic brands (best)
> Thinking differently than trained > Space between start & mastery
ESSENTIAL
INTENT ETHNOGRAPHIC METHODS
STANDARDS SCHENSUL & LE COMPTE (1999)
THE POWER OF WHO > Practical guide to ethnography
BEAUDINE (2009)
> Creating connections DESIGN RESEARCH
> Spheres of influence LAUREL (2003)
> The Fuzzy Front End MANAGING DESIGN
PROCESS
JONES (2011)
> Concept through completion in
design process

THEORETICAL THINKING PRACTICAL

Figure 61. Literary Concept Map. Author’s image, March 11, 2014.
150 M.A. FINAL PROJECT: APPENDIX M

List of Figures
Figure 1. Startup incubation capabilities matrix depicting competitor and Figure 20. Synthesis of beliefs about startups and entrepreneurs data by Figure 39. LaunchHour events: Conversations designed for startups showing
collaborator capabilities. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 response visualizing survey respondents’ answers. . . . . . . . . . . . . . . . . . . . . . . 45 event facilitation setup. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 80
Figure 2. Startup & design collaborative ZAG steps . . . . . . . . . . . . . . . . . . . . . . 23 Figure 21. Synthesis of beliefs about design and designers by response Figure 40. Examples of stickers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 81
Figure 3. 2x2 Axis chart of organizational focus showing opportunity space.. . . 24 visualizing survey respondents’ answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 46 Figure 41. LaunchHour blog wireframes visualizing prototype elements . . . . . . 82
Figure 4. Ecosystem map depicting interaction between startup and design Figure 22. Synthesis of innovation adopter categories data by response Figure 42. Concept testing working wall showing analysis of prototype
and supporting concepts. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 visualizing survey respondents’ answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 47 testing results. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 84
Figure 5. Question 1: Online consent form showing consent to terms of Figure 23. Todd Martin persona image.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 54 Figure 43. LaunchHour identity final brand elements. . . . . . . . . . . . . . . . . . . . . . 89
survey . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 31, 147 Figure 24. Ellen Lai persona image.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 55 Figure 44. Candid black and white event photo visualizing half-tone
Figure 6. Question 2: Self-identification of community affiliation showing Figure 25. Gary Bartlett persona image.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 56 treatment. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .91
survey respondents’ answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 32 Figure 26. Journey map of Persona 1 visualizing interaction with touchpoints Figure 45. Examples of map graphic treatment.. . . . . . . . . . . . . . . . . . . . . . . . . . 91
Figure 7. Question 3: Motivation showing survey respondents’ answers. . . . . . 33 across a 3-day period.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 57 Figure 46. LaunchHour Pecha Kucha-style presentation storyboards
Figure 8. Question 4: Relationship to quality showing survey respondents’ Figure 27. Journey map of Persona 2 visualizing interaction with touchpoints showing final brand elements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .92, 93, 94
answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 across a 3-day period.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 58 Figure 47. LaunchHour conversation: Mid-fidelity blog prototype showing
Figure 9. Question 5: Relationship to risk showing survey respondents’ Figure 28. Journey map of Persona 3 visualizing interaction with touchpoints final brand elements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 95
answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 34 across a 3-day period.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 59 Figure 48. LaunchHour events: Conversations designed for startups showing
Figure 10. Question 6: Beliefs About Startups and Entrepreneurs. Showing Figure 29. Relational visual map visualizing key concepts revealed in event facilitation and functional elements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 96
survey respondents’ answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 35 research. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .62 Figure 49. LaunchHour stickers and buttons final brand elements . . . . . . . . . . . 98
Figure 11. Question 6: Beliefs about design and designers showing survey Figure 30. Startup model visualizing values, beliefs and attitudes within the Figure 50. Business model canvas visualizing LaunchHour business
respondents’ answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 36 startup community.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 65 model development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .99, 103
Figure 12. Question 8: Adopter categories showing survey respondents’ Figure 31. Design model visualizing values, beliefs and attitudes within the Figure 51. Collaboration model with key takeaways for both communities. . . 108
answers . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 design community. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 66
Figure 52. Gantt chart showing project planning. . . . . . . . . . . . . . . . . . . . . . . . 118
Figure 13. Question 9: Community affiliations showing survey respondents’ Figure 32. Hypothetical startup and design collaboration issues visualizing
answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 37 challenges in terms of scope, time and cost through a project management Figure 53. Target audiences created to support creative brief. . . . . . . . . . . . . . 121
Figure 14. Synthesis of self-identification data visualizing survey respondents’ lens.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 71 Figure 54. Initial business model canvas visualizing LaunchHour business
answers.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 39 Figure 33. Triad models of quality, cost and learning objectives in startup and model development. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .128
Figure 15. Synthesis to categorize respondent data visualizing survey design context.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 72 Figure 55. Working wall update 1 visualizing the project ecosystem.. . . . . . . . 140
respondents’ answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 40 Figure 34. Design process with startup view of data collection and iterative Figure 56. Working wall update 2 of secondary research and stakeholder
Figure 16. Synthesis of opinions about work (quality) data visualizing survey process phases.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .73 identification. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 141
respondents’ answers.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 41 Figure 35. Charting areas of divergence between startup and design culture Figure 57. Working wall update 3 of competitor analysis work.. . . . . . . . . . . . 142
Figure 17. 2x2 Axis chart synthesis of opinions about work (quality) data across continuums.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 74
Figure 58. Working wall update 4 synthesis of survey data.. . . . . . . . . . . 143, 144
visualizing survey respondents’ answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 42 Figure 36. Theory of change: Scenarios used to chart low- and
high-collaboration work flows.. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 75 Figure 59. Working wall update 4 synthesis of interview data.. . . . . . . . . . . . . 145
Figure 18. Synthesis of opinions about work (quality) data by response
visualizing survey respondents’ answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 43 Figure 37. Prototype overview visualizing prototype elements.. . . . . . . . . . . . . . 77 Figure 60. Synthesis test of survey question 4 visualizing respondent data
with multiple color codes. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 148
Figure 19. Synthesis of attitudes about work data by response visualizing Figure 38. Pecha Kucha-style presentation test prototype visualizing
survey respondents’ answers. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 44 prototype elements. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 78, 79 Figure 61. Literary concept map connections across literary sources. . . . . . . . 149
 M.A. FINAL PROJECT

ACKNOWLEDGMENTS
152 M.A. FINAL PROJECT: ACKNOWLEDGMENTS

Dedication

I dedicate this work to my girls. You are the central characters in the storyline
of all of my dreams and have graciously sacrificed many hours of family time
so I could pursue one part of that dream. It is my sincerest hope that the gift of
time you have given will be returned tenfold as a lifetime of experiences made
possible because your father and husband had the moxie to never settle.
153 M.A. FINAL PROJECT: ACKNOWLEDGMENTS

Acknowledgments

A deep and heartfelt thanks to my mentor, David Brincks, for encouraging me Sandra Cooperman, my editor, contributed untold hours wading through the
to pursue my degree and for spending endless hours listening, encouraging, initial draft and stuck with it at crunch time. Thank you.
questioning, and providing the perspective and boundless wisdom I needed Special thanks to the Peterson brothers for all of the love, laughs and timely
as I endeavored to make meaning—if we only knew then what we know breaks during the last 18-plus months.
now. I’m ready for the next chapter and I look forward to writing it with you.
Much love to my parents, John and Cheryle, for always supporting me in the
To the members of the startup and design communities in Columbus that pursuit of my dreams, regardless of how far or wide they ranged.
were so receptive and supportive of this project, I extend my gratitude. You
know who you are. I look forward to collaborating with you in the future as And finally, many thanks to my professor, Dr. Regina Rowland, who not
we work to make the vision presented here a reality. only supported the development of this project and guided my thinking in
countless email and online conversations, but who also contributed personal
To my classmates at SCAD, who have jokingly referred to me as their Most time to help me develop a vision for my work. It will act as a touchstone and
Intimidating, Most Pedantic and Most Visible Classmate, this part may be guide that will inform my path as I move forward.
done, but know I am always here for you.