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OPENSPACEINNOVATION CROWDSOURCINGQUIRKY Strategic Design and Management Integrative Studio 1 Spring 2015 Parsons New School for Design Table of contents Introduction 04 10 12 18 40 DESIGN THINKING PARSONS NEW SCHOOL FOR DESIGN Executive Summary inquiry quirky 2.o transition 58 70 74 92 95 Workshop with quirky PROTOTYPingTESTING assessengage conclusion discovery42 AppendixBIbliography Source1 Citrus Content IntroductioNThe Parsons New School for Design Strategic Design and Management graduate program was founded with the vi- sionofprovidingstudentstheknowledgeandskillsneeded to accommodate the rapidly changing economic landscape. Studentsarepressedtoworkontangibleindustryproblems and to collaborate with peers partners and the communi- ty to develop innovative and strategic solutions through blending the practices of design and business. Thank you for taking the time to support our learning process we hope you enjoy the following report of our investigation. Strategic Design Management Intergrative Studio Spring 2015 5 As a key component of the graduate degree students participate in an integrative studio where students meld together diverse academic and professional backgrounds to uncover innovative solutions to complex multidisciplinary projects. Each studio cohort is paired with a live client and divided into research teams that explore the overlaps between business and design. Within the context of a live partners current business model students make use of research methods ideation processes and theoretical frameworks in attempts to test their academic work. This studio group was dealt the challenge of deciphering crowd- sourcing as it stands today and to forecast where the industry will go in the future. The immense economic shifts of the last 5 years coupled with generational changes and shift towards knowledge working have set the stage to welcome crowd- sourcing and creative collaboration into a multitude of sectors. From fashion design peer-to-peer financial lending a slough of car services and even filming and advertising crowdsourcing commodities have cracked many markets wide open. Crowdsourcing allows data informa- tion ideas and resources accessible to all. Joining forces with strangers is now easy and convenient making achieving great feats possible while improving the lives of millions. To take a deeper and practical look at crowdsourcing and creative collab- oration the class chose Quirky as its case study. Through diverse field research intense ideation and proto- typing and iterations upon iteration the team has developed various new concepts and strategic responses for the complex terrain Quirky faces today. We would like to thank Natalia Radywyl of Fjord Design who came to our studio to give us a workshop on basic approaches to research methods. Natalia currently works as a Senior Design Researcher at Fjord leading research efforts to ensure people are at the heart of digital service experiences from telecom- munications and financial services to health retail and tourism. Natalia could not have come at a better time as she came to give us some helpful tips on how to conduct successful stakeholder interviews at the beginning of our research phase. From this workshop we learned how to create a strategic interview outline. Some of the tips included the importance of creating a conversational vibe. She went on to talk about how to ask open-ended questions how not to influence the interviewee being empathetic and attentive to the stakeholder in hopes that they will feel more comfortable sharing information. Natalia then provided us a useful guide on how we should approach our case study with Quirky. She went over the various methods and tools needed to be able to act as a strategic consultancy for Quirky. Some of the things mentioned were the use of interviews market research and learning about the company culture. Natalia then went on to talk about how important it is to gather artifacts and the need to visualize materials to communicate with the client. We would also like to thank Dr. Wolfgang Leidhold who came to our studio class all the way from Germany. As an academic entrepreneur philosopher political scientist and artist. Wolfgang Leidhold has written on the concept of experience religious experience noetic turning empirical metaphysics and the individual and ensemble. Dr. Leidhold gave us a lecture on Creative Practice History Method and Approaches. Dr. Leidhold gave us some valuable advice and tips on the concept of creative practice. He covered many key concepts such as the need for open mindedness and breaking away from routines and tunnel vision seeing that placing too much emphasis on results can hinder your creativity. Dr. Leidhold went on to talk about how creativity is an experience and the desire to get in touch with ones inner self he advised us that being laid back is the first step to creativity. Dr. Leidhold goes on to mention how you must respect everything that comes your way. Love it. Trust it and be patient. To study creativity means you have to confront the question of innovation. We would also like to thank trend analyst Zuzanna Skalska the driving force behind 360 inspirations trends. Zuzanna conducted her Designing Thoughts workshop with the class on trend research. This workshop gave us valuable insights and tips needed to provide strategic advice for future sustainable businesses. Again thank you for all the support throughout the course of this project. Thank you Quirky for welcoming us so warmly into your space and for providing us with such a wonderful learning experience. Special thanks to Sarah Bain Sebastian Hayto Erin Petree Anna Buchbauer Domenick Pontoriero for taking extra time out of already busy days to support our learning. We hope you enjoy the following report for our investigation. Strategic Design Management Intergrative Studio Spring 2015 7 School of Design Strategies httpwww.newschool.eduparsonsmas- ters-design-management Thank You project timeline INITIAL QUIRKY MEETING PROJECTT TRADESHOW FIELD RESEARCH RESEARCH CROWD- SOURCING COMPETITIVE ANALYSIS EMPATHIZE TOWNHALL QUIRKY TRANSITION PERSONAS JOURNEY MAPS TRENDS WORKSHOP TRENDS MATRIX CR M R FEBRUARY FEBRUARY17TH MA TTIMELINE OP S CREATEHOW MIGHTWEs FORALL RESEARCH IDENTIFYTHE OPPORTUNI- TIES BLUESKY IDEATION MIDWAY PRESENTA- TION QUIRKSHOP IDEATE CO-CREATE PROTOTYPE IDENTIFIED OPPORTUNI- TIES TEST PROTOTYPES INFIELD DEFINE IDEATE DEFINE IDEATE PROTOTYPE TEST MAYAPRIL9TH APRIL16THMARCH12TH Executive Summary Project Overview This report focuses on the evaluation and understanding of the crowdsourcing industry. We were fortunate enough to use Quirky as our case study. Through secondary research user insights and hands-on prototyping we developed an evaluation of strategic opportunities as well as possible threats that could possibly face Quirky in the next ten years. Opportunity The recent switch in Quirkys business model has created an ample amount of room for new exploration. Since the new platform emerged Quirky changed its process due to the challenges and limitations that come with trying to develop products in an unlimited number of categories. As Quirky has cut out some of the outdated practices such as removing manufacturing Strategic Design Management Intergrative Studio Spring 2015 11 and e-commerce from their website they now have the opportunity to explore new revenue streams as well as partnerships. We wanted to be able to conduct a comprehensive analysis to identify future opportunities as well as develop a new creative strategy for Quirky. Findings To address the problem above we first had to look at the industry as a whole. We started by identifying who the key companies were. By looking at their strengths we found out what some of the best practices across the industry were. We used these findings as a lens through which we analyzed Quirkys strengths and weaknesses. It allowed us to have a status quo upon which we can build on. It was imperative for us to understand the Quirky demographic process and user experience. By understanding the fundamental drive behind each community member and user not only were we able to identify their successes but also their pain points. Several weeks of research went into conducting surveys personal and employee interviews as well as case study comparisons. This was a way for us to look into Quirky with a pair of fresh eyes and to see the disconnects that were happening. We took these insights to figure out a solution for how Quirky can better position themselves for the future. After careful observation from our interviews surveys and examining the current platforms such as the Quirky website and app we found many strengths and weaknesses. Some of the strengths of Quirky include their global access for inventors the ability to directly collaborate creatively within the community and their overall culture. We identified Quirkys weaknesses to be the lack of their ability to manage change a complex business model a lack of awareness of competitors and lastly their lack of brand awareness Business Case We identified the solutions as a mobile app network establishing trust loyalty to maintain community involvement and future visioning. This became the framework for all of our research and prototyping. Each group was given the task of examining the proposed idea in a way that yielded several solutions. This was the most quantifiable scientific part of the process. From the results we gathered and the solutions that we came up with we believe they will position Quirky for much success in the years to come. DESIGN THINKING NEW SCHOOL FOR DESIGN PARSONS The Masters of Strategic Design and Management program heavily integrates a myriad of Design Thinking processes into course objectives. For those unfamiliar Design Thinking is a set of iterative steps seeking to discover a problems fundamental questions search out opportunities test assumptions validate insights to provide rich feedback on those insights and to rapidly implement sustainable solutions. Strategic Design Management Intergrative Studio Spring 2015 13 Source 3 SDM Design Management DESIGN THINKING PARSONS NEW SCHOOL FOR DESIGN Strategic Design Management Intergrative Studio Spring 2015 15 AccordingtoTimBrownCEOofIDEODesign Thinking is a discipline that uses a design- ers sensibility and methods to match peoples needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity HBR. The Strategic Design and Management program takes a similar mindset of design thinking with an emphasis on design combined with a focus on economics and business. As designers at Par- sons we approach problem solving through the lens of business-anthropologists striving to identify with and better understand those we are solving for to iden- tify their key values needs behaviors and motiva- tions. This unique focus connects us to desired users on fundamental levels that enable us to unlock sustainable business opportunities. Half technical half intuitive the design process is tough to explain. Creating such long-term sustainable value versus striving for short term gains is the ultimate goal of the design thinking process. The current business climate is complex and rife with change leaders need the tools to help manage complexity resistance to change and sustain a competitive advantage. From a strategic standpoint organizations can apply the design thinking process to help or augment the development of new ideas products and services. Radical innovation that earns increased market share the creation of new markets exponentially increased profits and overall improved product performance truly relies on asking the right questions and rapidly testing assumptions. The designer employs a variety of qualitative research methods to uncover opportunities these tools complement quantitative analysis and strategic thinking. They include but are not limited to analogous research problem reframing ethnographic interviews direct observation journey maps personas value chain analysis mind maps brainstorming rapid prototyping and assumption testing. Workshops are fre- quently deployed with key stakeholders to maintain continuous feedback loops andlearn- ingsurroundingpotentialsolu- tions.Thesetoolsaredeployed in a rapid cyclical and iterative manner that enable leaders to keep pace with the rapidly evolving business landscape. These tools will be explained at a later point in this paper. The Design Thinking Process at Parsons The Parsons process is centered on the basic principles of design thinking which embraces questioning reflection and synthesis at each corner. Below are the key steps in our process Discipline that uses a designers sensibility and methods to match peoples needs with what is technologically feasible and what a viable business strategy can convert into customer value and market opportunity Striving to fully understand the experience surrounding users and their nature via observation interaction and immersive ethnographic research techniques. The exploration of ideas by producing high volumes of diverse possible solutions. The analyzing and synthesizing the findings of the empathy phase to form a holistic view of the problem and to reflect on its design. The act of creating physical representations of the solution to gather feedback on the users experiences and interactions with the prototype. Empathize Ideate Prototype TEST The use of high-fidelity prototypes to observe and gather feedback further refine solutions and to learn more about the user. Define 1 3 5 2 4 what is Strategic Design Management Intergrative Studio Spring 2015 17 The InquiryDuring this phase extensive research is conducted on the industry company product and customers. It is important to dig deep and follow your curiocity. Though all of the research is expansive and gener- ative we still want to find out as much as possible about the company we are working with. This is the time for quantative surveys and qualitative interviews. The team ideation sessions throughout this phase are to provide a closer look at our case study. The inquiry is for going wide in terms of concepts and outcomes but still getting quantifiable data upon which we can build on throughout the process. Key visualization tools are used during this phase to bet- ter illustrate our findings. We utilize journey maps personas mind mapping and look at the competi- tieve landcapecpe with the use of the affinity matrix. The DiscoveryThe discovery stage is where brainstorming begins and where the new concept development takes place. It is here that new possibilities and alterna- tive business models come to light. Team members continue to reserve judgment in the brainstorming phase and push to encourage outlandish ideas. As ideas stream in its important to begin clustering or assembling innovative elements together in order to keep an open mind. This is the stage where no idea is a bad idea moto comes to life. The TestingThe testing stage is all about repitition. This is where the prototyping and fleshing out of ideas gets under- way. To truthfully test assumptions it is important to develop a series of rapid prototypes to understand if your ideas are viable in the real world. Whether in regards to service offerings usability or experience soliciting opinions from desired users on a tangible product can highlight the successes or failures of a concept. As the list of positive and negative feed- back grows it is important to reiterate and refine new concepts for yet another round of prototyping. Assess and EngageThis is the process of including the customer directly in the testing and the creation process. This is called Customer Co-creation and allows solutions to further develop through eyes of the customer. By opening yourself up to cusomers critique and evaluation you can faster find potential threats and successes within your prototype and result. DESIGN THINKING As the list of positive and negative feedback grows it is important to reiterate and refine new concepts Inquiry Design Thinking is a human centered process thus it starts with the present not the future. As design strategists we must begin with a holistic assessment of the current crowdsourcing landscape. The cohort investigated what crowdsourcing is today what changes are taking place within the crowdsourcing landscape and what do people want and need from crowdsourcing. Teams assembled into buckets based on product design community marketing web development e-commerce operations and business-to-business partnerships. The small teams worked closely together throughout the inquiry phase and presented visualizations and research artifacts when the teams came together. It was during these meetings that we were able to begin highlighting ideating and building upon what we had found and how it came together. We believe that assessing the users current reality is key for uncovering insights and inspiring the imagination for later phases of the design process. The following research is a summary of our inquiries. Highlighted throughout are key problems understanding potential opportunities and our developing hunches. Journey Mapping Personas Mind Mapping affinity mapping Strategic Design Management Intergrative Studio Spring 2015 19 Crowdsourcing We began this stage of the process by attempting to understand the current situation. This required doing extensive research on crowdsourcing as an industry and further digging into every aspect of the subject. To achieve this we will conduct not only quantitative but also qualitative re- search to get a holistic approach of the material. By definition crowdsourcing is the process of obtaining needed services ideas or content by soliciting contributions from a large group of peo- ple and especially from an online community instead of receiving contributions from traditional employees or suppliers Merriam-Webster. Creat- ing a digital community of strangers and bringing them together around the same focus is one of the most interesting trends nowadays that is expect- ed to grow exponentially over the coming years. While the Internet has played a predominant role in the growth of crowdsourcing in the last few years the shift in dealing with our cognitive surplus has been a major push in that space. People wanted to use their spare time no longer as consumers but as participants they aim to use their skills and stretch their minds to add value and creation. MICRO TASKS Open innovation ASALANDSCAPE A design job is posted designers submit ideas and the client picks the one he likes the best. Breaking up large amounts of work into smaller tasks and outsourcing those tasks to the crowds. Allows people from all aspects of business such as investors designers inventors and marketers to collaborate into a functional profit making product or service. Design Strategic Design Management Intergrative Studio Spring 2015 21 2006 was the year of the twitter launch Pluto declared as a dwarf planet the Saddam Husseins execution and Jeff Howe of Wired Magazine gave a name to crowdsourcing. In his article The Rise of Crowdsourcing Howe explores companies that started to invest their money in collections of random crowdsourced media. Library of pictures and videos that later larger companies like Viacom could buy up the license for and use for their creative content. Simply defined crowdsourcing represents the act of a company or institution taking a function once performed by employees and outsourcing it to an undefined and generally large network of people in the form of an open call. This can take the form of peer-production when the job is performed collaboratively but is also often undertaken by sole individuals. The crucial prerequisite is the use of the open call format and the large network of potential laborers. This was the first time crowdsourcing was referenced to as such but one can find its roots dating all the back to 1714 when European nations were trying to dominate the ocean trade. The British government perplexed by how to measure the longitude for ships offered 20000 to the person who comes up with the best solution. The Board of Longitude was set up which was charged with evaluating peoples submissions and giving out rewards. There is a growing population of crowdworkers. So why the push to participate in crowd efforts As the workforce shifts from full-time 40 hour work weeks to a more multi-contract based career people become invested in their fellow commu- nity members and would rather be doing busi- ness with them rather than large corporations. These crowdsourcing workers tend to mainly be women and those of the millennial generation. This demographic consists of well educated people of- ten holding at least a college degree own smaller than average households are already employed and claim that they are not in it for the money. Mostly women mostly millennials Live in smaller households Are already employed Say it is not about the money Surprisingly skilled and college educated WHO ARE THE CROWDWORKERS Alas the birth of the first crowdsourced solution. This contest is still active today and uses the general public for unsolvable problems. From an early age we are taught that two heads are better one. We are taught to share and work together. So why did it take so long for us to give a name to something that seems like second nature to us It could be said that the internet gave the push that crowdsourcing needed. The ability to connect with people from all over the world with a click of a button has made collaboration process practically seamless. Social media unites countries and people of many different backgrounds. In 2011 social media crowdsourced a physical and life-altering revolution in Egypt. Thousands of people poured to streets of Cairo Alexandria in protest of the Egyptian President Hisno Mubarak. More than 846 people were killed and thousands injured. The result of the revolution was the dissolution of Mubaraks government and the totalitarian regime that Egypt has been under for over 50-years. After the success of Egypts social media led revolution other oppressed countries and regions united together using twitter and facebook to cultivate change. Crowdsourcing since then has been referred to as the power of the crowds and we are only on the brink of all of its possibilities. People are now coming together to collaborate along different stages of the creative process. No longer people are just sharing ideas but they are co-investing and co-owning content. Crowdsourcing can be applied to many industries. One trend that we saw rise during the 2011-2012 was citizen journalism. With easy access to the internet and variety of blogs video platforms like YouTube and social media platforms like twitter people were able to share their opinions stories and become co-creators of the news. Even respected news stations like CNN has turned to citizen journalism for stories. Mostly because citizen journalists can react to stories much faster than traditional news outlets. Since we live in the world where todays news are old news news stations turn to citizen journalism when they need to buy more time while getting a reporter to the source. CNN even took citizen journalism a step further with creation of iReport. iReport is an invitation for you to be a part of CNNs coverage of the stories you care about and an opportunity to be a part of a global community of men and women who are as passionate about the news as you are. At CNN we believe that looking at the news from different angles gives us a deeper understanding of whats going on. We also know that the world is an amazing place filled with interesting people doing fascinating things that dont always make the news. Source CNN.com CROWdsourcing in 2014 2.7B Forms of hybrid crowdsourcing will become commonplace for companies by 2020. In funds raised by crowdsourcing 1M Campaigns started 85 US market volume growth 65 EU market volume growth 15 Of exclusive crowdworker earn their sole income exclusively from crowdsourcing 23 Are using CS as an outlet for their cognitive surplus outside of work 40 Are earning 40-100K per year 131 Of the Worlds Best Global Brands crowdsourced Source Crowdsourcing Industry Report made by crowdsourcing.org The cohort was given Quirky a New York based start up for an in-depth case study. Quirkys ultimate goal is not to crowdsource ideas but instead to make invention accessible by providing a platform for co-creation and collaboration. Community members can participate in many ways with the collective ambition of making better more human-centered unique products. Quirkys positioning is an iterative fun smart process that brings members with different skills perspectives and inputs around the same goal empowering the crowd to generate unique products that satisfy a need. Unlike other crowdsourcing websites Quirkys community members have more control over the creative pro- cess. They are at the origin of the ideas and interact with the creation throughout the development stages. The wisdom of the crowd determines what inventions or ideas go into development what their tag-lines and names become and later help to determine the appropriate price point. Quirky is able to ask people to share their dreams their problems their opinions by incentivizing member participation with a percentage of the inventions sales earnings. Quirkys mission of empowering and rallying individuals to invent and collaborate digitally is a fascinating crowdsourcing case study. quirky WHYQUIRKY As we see many diverse industries turn to the power of the crowd for help. It is no surprise that the finance industry quickly followed. With DonorsChoose.org launching in 2000 it opened a new doors to crowdfunding. Crowdfunding is the practice of funding a project or venture by raising mon- etary contributions from a large number of people typically via the internet.1 One early-stage equity expert described it as the practice of raising funds from two or more people over the internet towards a common Service Project Prod- uct Investment Cause and Experience or SPPICE. With bigger names like Indiegogo launching in 2008 and Kickstartr launching in 2009 a new way to create products movies games and plethora of other things have been created. When Apple announced their move into the smartwatch sector they actually showed up late to the party. In 2013 the pebble technology corporation put together a small Kickstartr campaign asking to raise 500000 to launch their new product. By the end of their campaign Pebble raised 10266845 and was backed by 68929 people. When Pebble 2 campaign posted to Kickstartr in 2015 it raised a whopping 20388986 and was backed by 78471 people. It is said that in 2015 crowdsourcing industry will reach close to 34.4 billion dollars. With industries finding new ways to utilize the crowd every day the future is endless when its comes to power of communities. This trend of co-creation and collaboration is here to stay. source VETlikeme.org Strategic Design Management Intergrative Studio Spring 2015 25 Positive perception of Quirkys restructuring Of users say they would invest in Quirky Would privately fund or support Quirky inventions Would continue to use an app versus desktop 70 Percent 82 Percent 74 Percent 45 Percent What are members are doing Survey Results How they interacT How often do you submit inventions Moderately Very often Slightly often Never How often do you influence Extremely often Moderately often Not often at all See Appendix for more Survey Results 85 55 45 30 1Community Members 2Inventors 3Influencers 4Shop Quirky Products To begin developing a good understanding of the trends and conventions surrounding crowdsourcing the team set out to sense the intent. The cohort studied the current crowdsourcing market future trends and adjacent industries to decipher what changes are happening in the world today. Sensing the changing conditions and observing the surroundings are pivotal for identifying potential innovation opportunities. After careful observation of our high level summary of the current landscape we developed a list of relevant trends and matrices showing factors and forces of society economics politics technology and environment. A convergence map was later used to visualize the opportunities for innovation at the intersections and overlaps. Make WiFi accessible to everyone All products will be personalized tailored Nostalgia as people start to long for simpler less controlled more social past Social media generation Move away from materialism and towards happiness Silver tsunami is a growing market in need of technology education Glocal empower regional community SOCIETY Automation Curated community Connected living work home and city GamificationImmersive Internet TECHNOLOGY 3D printing SensingtheIntent Strategic Design Management Intergrative Studio Spring 2015 27 US economy will slow down Infrastructure big problem and will require serious investments Socially responsible investing Crowd- funding to replace the liquidity that banks usually provide The internet of Everything a more connected world and more globalized online economy Emerging markets Latin America and Southeast Asia India will turn to a manufacturing powerhouse economy Chinese economy will be a consumer economy ECONOMY Obamas incentives for start ups and the maker movement Rising pollution in the developing world Weakening of representative democracy people believe more in companies than in their leaders Intensifying nationalism to preserve communities Persistent jobless growth machines taking over jobs Growing importance of health in the economies POLITICS New power storage solutions New local clean energy sources New energy systems Local Farming Materials New Air Water systems New Environmentally Friendly Materials Build to last Repair Extreme waste and toxic chemical management ENVIRONMENT Corporations using crowdsourcing The platforms are not the only ones that are monetizing on the crowdsourcing trend. Some of the bigger companies in the market are now using similar models when looking to tap into the power of the crowd. General Mills Created the General Mills Worldwide Innovation Network G-WIN The network focuses on generating new ideas in a variety of merchandise commodity or service categories. These ideas can include ingredient suggestions for General mills products Tech suggestions for their IT processes packaging for products. GenMils also has a tab called Submit a Novel Proposal for community members to suggest a product or technology innovation. Nokia The Ideas Project is a global community that focuses on open innovation with a focus on consumer-derived collaboration. Open to 210 nations to improve the viability of Nokia products in all markets. Coca-Cola Shaping a better future challenge asks entrepreneurs to come up with companies with a social good impact that focuses on youth employment education environment or health. Some of the players that we have identified that produce great work and utilize the crowd in an efficient way are Local motorswas the first company to create an open-source car using 3-D printing technology in six months. Community is a core value at Local Motors. Local Motors places a strong emphasis on em- powering their community by providing both digital and physi- cal platforms that enables their community to share an idea on- line and bring the idea to life in one of their micro-factories. 4Platform Highlights - Key Advantages 4Creative Commons license 4Tutorials on how to build wikis and instructional videos 4Good UI-makes collaboration process simple. 4Community members can send collaboration requests for each project if they are in search of a community member. FirstBuildis an online and physical community dedicated to designing engineering building and selling the next generation of home appliances. Community members go through a five-step pro- cess ideate evaluate make produce and sell. 4Platform Highlights- Key Advantages 4Has a co-create section where various challenge are displayed 4They have sections for ideas personal projects challenges and how-tos 4Ideas and challenges sections allow the community members to rate and comment 4Have a maker space where community members can come in and work GrabcadWorlds largest online community of mechanical engineers. Pro- vides a digital platform where engineers can share CAD designs and collaborate with other engineers on products and design. Platform Highlights Key Advantages 4Platform modeled around the workflow of an engineer mak- ing it easy to navigate and collaborate. Includes photos and profiles for each member providing location profile views and comments. 4GrabCad employs gamification mechanics shows badges earned grabcad score. 4Strong emphasis placed on education. Platform provides tuto- rials forums webinars case studies e-books articles CAD de- signs library archives and blogs. 4Partners with bigger companies like GE Tiffanys Pebble and Petterson Medical Strategic Design Management Intergrative Studio Spring 2015 29 Professional Looking at the workers skills actual professionals contributing on projects General public People with no skills are able to contribute on projects Manufacturing Is the power of the crowd utilized to create a physical product Crowdsourcing Crowdsourcingco-creationcollaboration is used only for an idea QUIRKYAMONG ITSCOMPETITORS Understanding the Context After a vast scan of the landscape it came down to focusing on the opportunities and ideas that could be applied to Quirky. Reframing Quirky through a wide lense allows us to gather a deeper under- standing of the context that lives within. To do so we used a business model canvas to get a compre- hensive look at Quirkys current situation. Quirky is a New York based startup with a branch in San Francisco California that has raised 180 million in VC funding since its inception. The mission has remained constant since the beginning to disrupt the way we create products and to make invention accessible. Quirky opens its doors to anyone allowing individuals to join the community submit inventions and influence ideas. Quirky is using crowdsourcing to uncover innovative ideas from the crowd. On average Quirky receives 1500 idea submissions per week which they then review and select the most promising. They believe that creativity can be found everywhere and thus provide the support for regular people to turn their ideas into reality. They leverage the crowdsourcing community by tapping into peoples imagination and marketing products in which the community expresses interest. Crowdtesting Crowdtesting which is becoming a major player in the software world is another example of the utilization of the crowd. Recent studies show that in 2014 55 of companies have adopted crowd- sourcing services and many more plan to utilize crowdtesting in 2015 and moving forward. Crowdtesting is meant to validate that the final product meets the targeted quality standard. In order to achieve this a large number of intuitive test scenarios must take place. By leveraging the crowd testing moves from a focused activity aimed at a few individuals to a hit it all approach. Although crowd testing cannot completely replace traditional testing due to it not being a scientific method it is still a viable option. Therefore organizations need to adopt a strategy that blends traditional and crowd testing approaches to get the best results. In conclusion we examine the crowdsourcing and crowdfunding landscape we find that one of the most important components that sustain these platforms is their community of members. Much emphasis is put on their user experience and the ability to contribute with ease. Each platform and company knows that the happiness of community members directly correlates to the success of products and services that they produce. Strategic Design Management Intergrative Studio Spring 2015 31 If successful submissions are sent for evaluation where the community works together to judge the inventions viability and market success. If the community likes the idea it goes on to be influenced further by the communi- ty and later brought to market by Quirky. The community is at the epicenter of any invention and it influences every stage of the creative process. Quirkys community is broad and diversified hence why it generates a myriad of products ranging from egg separators to smart window air conditioners. Quirky in the crowdsourcing world has truly become a key player. It has made co-invention real and tangible and it succeeded in making the collective imagination palpable and sincere. After the deep dive into Quirkys business model which included an extensive analysis of the current competitive landscape and market positioning a detailed SWOT and benchmark analysis was done on Quirky as well as its direct and indirect competitors. This enabled the team to achieve an unparalleled vantage point that not only allowed us a deeper understanding of the inner workings of Quirkys business but also helped us elucidate ways to secure a competitive edge in the future. We summarize our main findings in the following sections. Despite having such a unique business model focused on harnessing the power of the community and embracing its culture Quirky demonstrably suffers from a lack of brand awareness. While most members have undeniable passion towards Quirky and its culture the firm remains a widely unknown startup. The marketing campaigns devoted to promoting the brand are quirky and fun with a focus on the companys image but ultimately fail to convey a clear strong message leaving the targeted audience confused and longing for more. This weakness is even more perceptible when one considers how clear some competitors like Innocentive or Kickstarter have presented their message and how these companies succeeded in lev- eraging social media to increase their visibility. Through further examination of the landscape we were able to identify another potential threat for Quirky one that revolves around its difficulty of scalability. Quirkys broad range of products separates the firms strategy from that of most competitors who choose to tap into niche markets instead. Innocentive targets engineers as their customer segments while Tongal focuses on videos for advertising purposes. Such a fo- cus allows these firms to scale their operations and to be competitive in those specific sectors. A broad product offering is hampering Quirkys efforts to scale and grow and is weighing on its performance versus its competitors. Finally we believe that Quirkys community is the core of its business. We have identified community man- agement within Quirky as another crucial problem to address. Crowdsourcing companies rely on their com- munities to survive and it is in their best interest to grow an engaged rich interconnected and committed community. Direct and indirect competitors of Quirky have had better success in energizing their communi- ties and were able to leverage a stronger base hence achieving further growth and expansion. We believe that Quirky should go beyond sharing its message and culture with its community but rather actively work to weave closer ties within the community. Quirky needs ot creasing its level of engagement and its overall level of activity and participation. Competitive Analysis Strategic Design Management Intergrative Studio Spring 2015 33 Knowing Quirkys People In order to provide a better experience for crowdsourcing community members and to better identify the main pain points we decided to further pursue our qualitative research and to focus on stakeholders. In order to get a better understanding of the different stakeholders and to achieve a deeper level of empathy we performed a series of workshops. Over 16 interviews were taken with the Quirky team and we conducted 3 surveys around the community. The following is a summary of our main findings. Strategic Design Management Intergrative Studio Spring 2015 35See Appendix for more Personas Journy Maps AAfter identifying key personas within crowdsourcing the team used ethnographic research techniques to reveal intimate details about community members crowdsourcing experiences. According to Vijay Kumars definition a persona is a user personality that enables exploring concepts around them. We created personas that are representative of Quirkys customer segment. Defining personas elevates the understanding of the needs and expectations of the users and helps to frame the opportunity space so that innovation becomes possible. For the sake of empathizing with the community and succeeding in devising better user experiences we used the personas to identify the users goals motivations and how they interact with Quirky. This in turn gave us a better understanding for the motivation and elements of dissatisfaction which is key to uncovering peoples experiences and needs. KNowing Quirkys People The purpose of customer journey map tells the story of the customers experience.Fromtheinitialtouchpointthe customer experiences and throughout the duration of the relationship. Whether the focus is on the beginning or the end of the experience getting a feel for what customers are experience is key to understanding their feelings motivations and needs. Once the interviews surveys and shadowing the customers is complete it is important to visualize the gathered information. Whether by way of infographic or plotted on an axis visually representing the journey makes it easy to see where the journey can be improved. For the sake of creating empathy with the community and succeeding in creating a better user experience vwe created a set of personas to identify the users goals motivations and how they interact with Quirky. This in turn gave us a better understanding of the motivation and element of dissatisfaction which was key to uncovering peoples experiences and needs. We then created journey maps for every persona identified. These maps are a representation in a flowchart or other graphic format of customersexperienceasheorsheinteracts with your company in receive its product or service. These maps are used to depict the customers actual or ideal journey. From our pilot research and analysis of more than 20 journey maps we clustered the most important in- sights. We identified 3 main insights community usability and insights relative to the inventors. Community became a chief focus because we believe that it is at the heart and soul of crowdsourcing. Crowdsourcing plainly cant exist without a passionate community. Essen- tial to obtaining a passionate community is the mode used to foster an empowered community. By doing this we can build a solid base to springboard off to the next level. The community is what Quirky is the sole purpose and at the heart of the company it is the only way to success and we want the opportunity to make it stronger bigger and more powerful. The other focus is usability as we are deeply aware of the importance of communication and believe that to engage the users we need to make the experience more interest- ing challenging and inspiring. To achieve that we would like to explore concepts and solutions that meld the social local and mobile sectors incorporate gamification and set values and instill commitment. We would like to creative an intuitive and powerful experience that will increase not only the customer segment but also the retention rate. Finally the inventors who are vital not only to the commu- nity but also the sustainability of the business model. Such central community members deserve extra attention as it is at the core of the innovation process. These members desire more transparency and clarity throughout the crowdsourcing journey and would also like strong trust and faith surrounding their experiences. With the desire to promote and elevate the community usability and the skilled inventors experience the cohort continued the iterative design thinking process. We learned Strategic Design Management Intergrative Studio Spring 2015 37 Make the community feel important User interface should be beautiful and intuitive More transparency about how the ideas are being used Encourage community engagement Synthesize information in visual guides More intuitive invention submission process Follow up with community and inventors Experiment with gamification Confusion about collaboration style and usage Consider decision fatigue especially when influencing Newcomers still struggle to understand the site Wariness about ideas security Measure community engagement and use data for predictions New platform should reflect companys culture and values Enable more community engagement in the invention process New platform needs to be more user friendly for inventors COMMUNITY USABILITY INVENTORS journey map insights The main purpose of a journey map is to tell the story of the users experience with a focal point. Such a map starts with the initial touchpoint and goes throughout the duration of the relationship. Whether the focus is on the beginning or the end of the experience getting a feel for what customers are experiencing is key to understanding their feelings motivations and needs. Once the interviews surveys and shadowing of the customers is complete it is important to visualize the gathered informa- tion. Whether by way of infographic media or simple plotting on an axis visually representing the journey makes it easier to see where the journey can be improved. Perception of Quirkys site Opportunity to express ideas Decides to submit inventions Looks for information on how to submit ideas Interacts with community for tips on submitting ideas HIGH LOW Strategic Design Management Intergrative Studio Spring 2015 39 By defining themes and insights weve identified problem areas that pose challenges to Quirky. We now want to rephrase the insight statements to How Might We questions to turn those challenges into design opportunities. A properly framed How Might We doesnt suggest a particular solution but rather gives you the perfect frame for innovative thinking. The HMW is the perfect design thinking tool to identify opportunities and start innovative conversations. Goes through the invention submission process Presents entire invention process through the site Believes in Quirkys core concept of crowd invention Influences other inventions Decides to submit another invention the Quirky 2.0 On February 28 2015 Quirky announced their new and improved inven- tion platform Quirky 2.0. The new platform incorporates many new as- pects to Quirkys business model while maintaining their mission to make invention accessible. During the Town Hall meeting Quirky revealed the many challenges and limitations that come with trying to develop products in an unlimited numbers of product categories. Quirky introduced Powered by Quirky or PbQ which will allow consumer product brands to leverage the Quirky platform for product ideation and development. Quirky explained that they will continue to privately develop connected home connected appliances and various consumer electronic under the banner of Quirky Own. It was announced that Quirky 2.0 would also revamp their current invention idea submission and development process. They intend to do this by increasing the standard submission guidelines which consists of requiring more professional guidelines to be met. Quirky is now simultaneously opening up meeting those guidelines to the general community and allowing the inventor to determine collaborator compensation with the hopes of developing a more professional and participatory platform. These are necessary changes that need to take place for Quirky to thrive as an online community invention company. Since Quirkys new business model was announced at the initial phase of our project the cohort pivoted to the research and design thinking process to adjust to the changes and to better understand where Quirky 2.0 would like to go and how it will influence the existing system. We interviewed with the Quirky employees and researched new opportunities to test our assumptions and presumptions about the Quirky 2.0 transformation. By pivoting we further refined our ideas about how we might acquire leading positions and competitive edges in crowdsourcing platforms. Transition Strategic Design Management Intergrative Studio Spring 2015 41 Close e-commerce and focus solely on the invention platform We are going to sunset e-commerce. Why We want to focus on being a community invention company and platform not a retailer. Quirkys product pages will link to our trusted retail partners. Improved invention process transparency Users have more control over inventions. More clarity into the state and future of ideas in Quirkys pipeline. Officially open an invention space for kids Kids will be able to invent on Quirky 2.0. Eliminate the internal step of recognizing similar submissions We are no longer searching the archives for similar submissions. Reorganization for PbQ Internal changes to the Quirky team in order to reposition for PbQ. No more referral payment Since we wont be selling products through Quirky.com it doesnt make sense to have a refer-a- friend program anymore. Focus on developing the best idea not more ideas Will not force 3 virtual launches per week. Now only when the inventions are ready. Change of the cash withdrawal limit on payouts from 75 to 50. Expand idea creation channels from community to staffs and corporate partners Removing the requirement that every product has to start with a community idea member outside of the Quirky team. New Payout Structure with PBQ launching Were changing the payout structure. Why Because PbQ partners will drive a lot more volume than Quirky does. And in the end this means more money for you. 1 2 3 4 5 6 7 8 9 10 Big10changesOfQuirky2.0 discovery Ater thorough exploration of the inquiry section a massive pivot by Quirky the forward thinking began in the discovery phase. This stage is for creative and generative discussions around ideas and new concepts. It aims to surpass simple expressions of new possibilities and to build out robust ideas. Leveraging what we had learned about the industry and Quirky we blue-sky ideated without limitations. While this time may be scary or disorienting at first continuing to remember to treat all ideas equally can lead to incredible breakthroughs. During the discovery stage we turned to the help and guidance of Zuzanna Skalskas workshop on trend mapping. We explored what things might make a crowdsourcing community desirable and what might inspire more people to become involved. We then used these findings to dig deeper into society politics economy technology and environmental trends to build out trend matrices to visualize our predictions. This was a powerful workshop that allowed us to not only to identify the trends that impact crowdsourcing in general but also how they might specifically affect Quirky. We believe that in order to design impactful solutions within the space we absolutely need to understand where we are heading and anticipate eventual changes or disruption. Brainstroming Concept Development BLUE SKY IDEATION Strategic Design Management Intergrative Studio Spring 2015 43 Source 3 SDM Design Management OOn March 5th Parsons happily welcomed Zuzanna Skalska into our studio space for an in depth workshop on Designing Thoughts and future trends. The workshop provided valuable insights and tips needed to provide strategic advice for future sustainable businesses. Zuzanna gave a brilliant lecture on trends and how to conduct trend research in teams. She spoke about where the design industry and creative businesses are headed and how we can take a more human-centered approach in their application. During the first half of the workshop Zuzanna gave an in-depth lecture on trends and how to do trend research. She talked about how the design industry and creative businesses are going towards a more human-centered approach. After the lecture we had the chance to participate in an interesting workshop which consisted of hands-on activities. The class was asked to imagine that we were in 2025 and had to create a trend analysis within economic and technological scenarios. This activity pushed everyone to think outside of the box. This workshop gave us some valuable insights on how to connect the past with the present to be able to predict the future. This included analyzing new economies and their effect on social and business environments. The key take away from Zuzannas workshop was the importance of being in the know. Always being aware of the world and constantly updating yourself on current events in all industries. This is the key to being able to put together the pieces of future trends. As strategic designers it is our duty to understand and to be aware of current changes in society including politics economy and technology. Being constantly aware of current and past events in these sectors are the key components to master trend analysis. In her concluding comments Zuzanna explained why the capitalist economy is heading towards a scandinavism economy and why that sort of sharing networked economy is both the silver lining of todays wicked problems and the hope for the future. workshop with ZuzannaSkalska 45Strategic Design Management Intergrative Studio Spring 2015 Images Source 3 SDM Design Management Strategic Design Management Intergrative Studio Spring 2015 45 DISCOVERING blue Sky ideation Diving deep into the trends and the future ignited a new vision and triggered our ideating process. By combining our insights and our new vision of the world we constructed a new concept for Quirky to embody Quirky- land. Defining a deeper community identity by converting the platform into a new country with its own characteristics could further motivate members. The community would take charge of defining the core values of the country the constitution and members might have some sort of pass- port as a citizen. The passport would allow access not only to the digital platform but also to events and other mani- festations. Having this virtual identity would create a stronger and more dedicated community. Moreover it will give the community more visibility and weight and thus shift Quirkys identity and image to focus more on the commu- nity. In Quirkyland members believe in the power of co-crea- tion and innovation and their mission is to spread the movement to every maker and non-maker around the world moving millions to solve problems in a creative and empathetic way. By connecting the community globally Quirky would aim to make the voice of the community heard. A total immersion into Quirkyland would create trust empowerment loyalty and it would foster high lev- els of creative collaboration. The Blue sky ideation BrainstormingNewConcepts As we adopted the going wide approach it is imper- ative to define what is at the core of Quirky. We decid- ed to brainstorm ways to enhance the community and what shape the community should take. As several ideas and strategies began to develop we felt this would help support our ideal image of Quirky and enable the materi- alization of such an identity as Quirkyland. Source Albert EinStein Crowdsourcing and crowdfunding are known to have some wild cards. It is important to see what campaigns and products are capturing the general publics attention. Analyzing the outliers not only gives us inspiration but also allows us to see the bigger picture especially when it comes to consumers behavior. In this stage we use a method called Franken Ideation. It is a process which involves taking big and outlandish concepts and strapping them together. Thus allowing us to marry opposing concepts together opening our minds to possible innovation. We learn that stepping out of our comfort zones and approaching a problem from a different perspective or angle leads to better solutions. Creativity is intelligence having fun. Strategic Design Management Intergrative Studio Spring 2015 47 By defining themes and insights weve identified problem areas that pose challenges for Quirky. We now want to reframe the insight statements as How Might We questions to turn those challenges into opportunities for design. A properly framed How Might We doesnt suggest a particular solution but gives you the perfect frame for innovative thinking. Several strategies that we have identified and wanted to focus on were The Solomo Strategy Gamification Strategy SAPS and Partnerships. These strategies pertain to the what we believe to be the most important areas of Quirky as well as the ones with most opportunity. As we adapt the going wide approach it is imperative to define what is it at the core of Quirky. Source IDEO.ORG Source IDEO.ORG TheVision Quirky a destination to share ideas and reinvent the world TheMissionStatement Istoempowerglobalandlocalcommunitiesofinventors and creative enthusiasts fostering a culture of collective ambition and collaboration through invention. TheCompanyCoreValues To achieve a level of full-assimilation into the community members lives we envision a SoLoMo strategy. Solomo strategy blends the physical world with the online creating a holistic approach. Every problem is an opportunity for design. By framing your challenge as a How Might We question youll set yourself up for an innovative solution. Quirkyland Defining a deeper community identity by converting the platform into a new country with its own charac- teristics. The community would be first in charge of defining the core values of the country the constitu- tion. Quirkys members would have a passport as a citizen. The passport would allow access to the digital platform but also to events and other manifestations. Having a virtual identity would create a stronger and more dedicated community. Moreover it will give the community more visibility and weight and thus shift quirkys iden- tityimage to focus more on the community. In Quirkyland members believe in the power of co-creation and innovation and their mission is to spread the movement to every maker and anyone interested in solving problems in a cre- ative and empathetic way. By connecting the community globally Quirky will aim to make the communitys voice heard and by acting locally their designs impactful. A total immersion into Quirkyland would create trust empowerment loyalty and fosters extremely creative collaboration. Defining a deeper community identity by converting the platform into a new country with its own characteristics. The community consists of its population and leaders. Quirky team are the administrators facilitators. Quirky Constitution - values rules policies and best practices Quirky Passport - allows the community to travel between platforms. A virtual identity will create a stronger and more dedicated community. Create a New Community Identity Strategic Design Management Intergrative Studio Spring 2015 49 Images Source passport photo getty images Solomo Strategy Social Local Mobile Community members can find you anywhere in the world on any device What is SoLoMo The solomo strategy establishes a cohesive integration of the social local and mobile worlds by blurring the lines between the online and offline space. By implementing the SoLoMo strategy Quirky would be better able to effectively target their desired community members and inventors by providing the right message at the right time and place. Marketing the brand on all three fronts does many things simultaneously. With SoLoMo Quirkys potential community members move between social local and mobile marketing environments seamlessly. Allowing community members to check-in at Quirky gain a voucher for a later purchase share a picture of products in action update their statuses with inventioninfluence notifications and to export ideasproducts they love gives members more freedom and power over the experience. Linking these environments and incentivizing interaction on each equally is the growth hacking tool that will start an indie-marketing chain reaction. Strategic Design Management Intergrative Studio Spring 2015 51 DISCOVERING Blue Sky Ideation Potato Salad Kickstartr by Zack Brown A kickstarter community member wanted to make a potato salad so he created a 10 dollar campaign asking people to donate to his causve. By the end of his campaign he has raised 55482 and was backed by 6911 people along with getting national press coverage. On average a person contributed 8. Grilled Cheesus Kickstartr Grilled Cheesus is a toaster that burns a face of Jesus on the bread. The campaign only exceeded its goal by 604 raising a total of 25604 with 286 backers. On average people contributed 89 per toaster. Social Crowdsourcing is not something that can just take place on a website.Itisaninteractiveconceptthatrequirestheengagement of creative people from all over the world. The community is at the core of its business. Approximately 74 of all internet users are now using social media to connect and stay in touch with one another. That number is growing exponentially every year. We wanted to identify opportunities within the social industry whether online or offline. People are driven by the interaction that happens on social media and desire to share things about their lives. How might we incorporate social media and real life events in order to engage the community members and allow them to connect share and interact with each other. Local We have identified that more and more people are focusing on their immediate communities. Local events forge stronger bonds between community members and serve as the educational outreach for companies. Crowdsourcing has to grow locally as well to create and foster enthusiasm. We not only envision local events but also local challenges where people can impact their own environment and communities by solving problems in their neighborhoods.. Within the local outreach we would include networking events organized by community members as well as educational workshops that would enhance various inventor skills. Makerspaces and co-working spaces would also be a part of the local partnerships. To take a national approach to local engagement a maker bus will travel from different cities in the United States providing marketing for Quirky as well as engaged local communities. Mobile Reaching community members where they are is vital to providing an adequate user experience. Today community members are more likely to frequently engage on devices other than a computer. Allowing members the option of engagement on a mobile app is key to growth engagement and the overall mission of improving accessibility. The mobile app would aim to provide convenience and accessibility to anyone interested in sharing their creativity. The ability to innovate invent and influence should be at heart of the mobile app. Only when the user experience becomes the focal point of the app can the possibilities become infinite. Integrating a mobile component to Quirkys strategy is imperative to truly living out their tagline Making Invention Accessible. SourcekickstartEr DISCOVERING Blue Sky Ideation 3-D Printing Quirky purchases Quirky Touring MakerBus Ostrich Pillow Kickstartr A pillow that allows a person to hide their face in a pillow to take naps in the office or when traveling. The campaign more than doubled its 70000 goal raising 195094 with 1846 backers. Thats on average a 105 per pillow. Accurate Measurement of Creativity A mason jar pencil sharpener so a person can see how much creative outputhemakesbasedonthepencil shred. The project raised 12950 and had only 381 backers. Thats on average a 33 dollar accurate measurement of creativity tool. Showrooms where users can interact discover and fall in love with Quirkys product offering. QR codes that allow customer to purchase any products engineering plans and order a physical copy to be picked up from a nearby 3D printing shop. These are a few of the many features of the highly interactive showrooms we propose as true embodiment of Quirkys future vision offering IP and making the production of the physical product a simple step in a quick and streamlined process. Highly interactive dynamic original and innovative. Such is our vision for the Busmaker touring buses that offer makers a chance to hop on and embark on a unique experience where they discover products participate in the creative process and discuss with other makers and inventors. These mediatized and highly anticipated tours would offer inventors and makers the chance to discover Quirky and its offerings but also for Quirky to expand its network of contributing members and further energize its community. Sourcekickstartr Strategic Design Management Intergrative Studio Spring 2015 53 Sourceimage based off httpwww.flyingobjects.huhumunkainkmbivy To create engagement of a whole new level for users by stimulating them on a deeper level. 1 2 3 4 The desire to participate goes up when there are clear goals in mind and when the user enjoys the experience and feels challenged. Users are more happy with the community because of the shared goals and mutual understanding of motives by keeping the community motivated and surprised you keep them satisfied. The overall performance of the community improves because a clear direction is set and users are driven to do their best. Gamification Strategy The community is crucial to the crowdsourcing business model and is the single biggest asset to the company. We need to make the community a priority and to design around them and for them. Gamify- ing the online space for Quirky would entice the mental and emotional elements of users and thus creating higher engagement. Integrating gamification into a companys business model is one of the most effective tools when it comes to community engagement and retention. Vendors claim that gamification strategies can lead to a 100 to 150 increase in engagement metrics. SAP a German crowdsourcing community network that re-gamified its already mature reputation system increased their usage by 400 and its com- munity feedback by 96. Since we aim to focus on improving the UX by implementing these gamification techniques we aspire to Strategic Design Management Intergrative Studio Spring 2015 55 Gamification SAPS HUman Motivators Reputation points are qualitative measures of credibility and respect between community users. Reputation points are handed by users to one another for their contribution on projects and inventions. They enable members to see at a glance who is a valuable member within the community. This ensures a natural hierarchy within the community users who have been active longer and have made good contributions eventually develop a good reputation for themselves. This will also be beneficial for the inventors who are looking to forge new partnerships. 4 Create specific badges to show the area of expertise of each community member. Ex Community members who have a big influence in the design area will win a badge that matches that area of expertise. 4Inventors whose ideas are often selected can win a specific title invention master recognition the community can vote to select the inventor and influencer of the year 4Adapt the design of user names and icons based on community rank. - Show user titles icons and badges in user profiles. Granting access to users who invent influence provide feedback and collaborate can incentivise a higher level of engagement on the platform. Create a point system within the community. Members can collect points to win Premium Access to special Quirky content events early product releases etc. Example 3000 points be part of the panel in the evals 4000 points a private tour of the offices 5000 points be able to participate in the prototyping phase of a product 6000 points Having Ben cook lunch for the winner of a challenge. 4Forthosemotivatedbyphysicalgoodsandprizes. Giving small or large gifts to high volume inventors influencers collaborators and problem solving. 4 Give winning community members brand merchandise to promote and help with brand awareness 4 Win customized products with member logo 4Reward the inventor of the year with 3-D printed products 4Partner with software companies such as adobe to provide discounts inventor materials 4 In order to encourage more members to submit ideas send out creativity boxes to selected influencers. These boxes contain what an inventor needs in order to submit an idea sketching pad pens supplies a small guide to stimulate creativity. Give power to members over the aspects of the community content and influence. 4Create a leaderboard a digital board to rank influencers based on a point system. The 3 most important influencers will get double influence their vote counts double 4Every 3 months the platform can partner with a charity organization or an social organization and launch social impact challenges. The winner will receive a symbolic price from the organization. owerp tatuss ccessa tuffs Allowing the crowdsourcing company to focus on fostering community providing an exceptional experience and enticing skilled users means letting another entity handle aspects of the business. We believe that Quirky should focus on what it does best making invention accessible. By selecting strategic partners they can lean on the partners assets and logistics and move their focus back in-house processes and its community. Big Businesses Big companies Quirky would partner with selected companies like GE and Amazon to take advantage of their manufacturing distribution marketing power and brand recognition. Social Media Platform Quirky will also work with important social media communities and leverage their network and visibility. In order to achieve this Quirky would need to select key social media platforms depending on the purpose of the campaign Linkedin for attracting and promoting skilled members Facebook to advertise events or challenges etc. We believe that these companies will provide the small push that Quirky needs to be a major innovation platform. Production When it comes to production we envision creating 3-D showrooms and pop up stores Big Business Production Non profit government key partnerships Strategic Design Management Intergrative Studio Spring 2015 57 where products can be displayed and manufactured. If a customer likes a product they can purchase the design by scanning a QR code visiting a Quirky store or have it materialized through partnership with 3-D printing shops. The aim would also to be part of the co-working and makerspace in order to nurture the values of co-creation and providing a physical space for Quirky inventors to work. Non-Profit and Government Working with nonprofit organizations and charities opens Quirky up to a higher level of engagement by rallying the members around meaningful and impactful challenges. The community would collaborate to solve problems worldwide and create a better world through creative innovations. The same would be achieved with local government contracts where members draw inspiration from their everyday observations and will have the opportunity to enhance their environment through impactful projects. workshop withquirky Workshops are used within the design thinking process to facilitate collaborative brainstorming. It is used to gain insights from a group or client. We were fortunate enough to conduct our workshop with the Quirky team at their headquarters. Each perspective group gathered a bulk of their research onto a poster making for an easy jump off point for those not present at the midway presentation. Due to the limited time Quirky team members had to give we conducted two workshops back to back with the second round building on the first sections ideation. We had several sessions of independent ideation as well as group ideation. Mixing different formats of thinking brainstorming and ideation opened the team to more collaborative and holistic approaches and a better result. The main goal of the workshop was to test and co-create budding ideas from the inquiry and discovery phases with Quirkys. As a result of this workshop we were able to identify some specific areas of interest for the Quirky team which were carried on to the concept development phase. To get the ideation started we provided a collection of generative questions titled How Might We HMW. This is serves as a springboard towards innovative ideas during ideation and brainstorming sessions. These questions enabled us to take a macroscopic look at potential solutions while maintaining our focus. Strategic Design Management Intergrative Studio Spring 2015 59 How might we better engage the community How might we incorporate Gamification How might we be Accessible on Any Device How might we build on future trends How might we Connect with our community offline How might we foster creative for trust loyalty how might we support knowledge exchange how might we entice skilled inventors Quirky Mobile AppRole of the Mobile App The mobile app should not simply be a smaller version of the website but rather a com- plement to it. We gathered that the mobile app should be centered around the user and the community -- it should help foster community engagement and trust. The hope is that with an effective and engaging application later implemen- tation of the SoLoMo strategy and melding of the online and physical experience for community members. Quirky should aim to become more than an innovation platform and to be more integrated into the daily lives of every curious creative person possible. UX and UI The app should be simple intuitive and fun. We considered features like tinder-like swiping videos live streaming and pictures. The mobile app should be appeal- ing and interesting without being overloaded. Unbundling the app for features like chat or kids may also be an option to save general users from getting overloaded. Gamification has also proven to be extremely effective when it comes to engaging users therefore the mobile platform should inte- grate gamification into its mechanics. Push Notifications Users often enjoy push notifi- cations as reminders to engage with chosen businesses. Without overwhelming the users push notifications could be used to enable better participate in the invention process by notifying the inventors of any progress in their submissions and for profileinterest match within the community team up with the a member that has a skill that another member is looking for. Geo-localization to notify people about Quirkys events pop-up stores meet-ups or other members near by was also a popular idea with the Quirky team. Workshop Insights T he poster provided an overview of the mobile application space by providing a mobile usage landscape and identifying the main features that made some apps very successful. We then examined the main drivers of discontent as well as the expectations of actual Quirky members. Future Trends Social media With the growth of the social media as an in- dustry Quirky has the opportunity to enhance its presence by tap- ping into a market with a massive amount of users and potential community members. The use of Snapchat Instagram Twitter and Facebook have revolutionized the way users keep up-to-date and in contact with the companies they love. Utilizing these existing platforms which already have immense user bases is a completely logical and proven way to enhance a companys presence and brand interaction with its users. Quirky could post events new products questions challenges new marketing techniques and much more through these avenues and gain another foothold in the tech space. SkillSharingIn order to help community members develop their skills the group suggested a shared creation process be- tween inventors and influencers. This skill-sharing concept would allow community members to post their finalized ideas as well as posting unresolved problems on the same platform. By doing this the invention process will not be limited only skilled individu- als. Through skill sharing members may find people will comple- mentary skills enabling millions more to create and collaborate on Quirky. Partnerships A major opportunity identified by the future trend group was the potential for engaging governments and non-profit companies into the invention platform. How might we get bait skilled inventors to invent and design -- what about for a greater purpose Instead of just designing products and gadgets the community could be used to solve real world problems. By developing the community network into an online global com- munity inventors and creatives from all over the world would be able to share skills collaborate on ideas and connect through the platform. Workshop Insights I n order to understand potential future opportunities for Quirky we designed a poster visualizing the current competitor landscape and how or where Quirky might excel. We asked workshoppers to ideate what future trends they believe will be and how Quirky might take use them to gain a competitive edge. The major subjects provided were Growth and Expansion Fair Deals and Social Media. We also brainstormed around how might Quirky appeal to government and non-profit organizations. Strategic Design Management Intergrative Studio Spring 2015 65 Trust and Loyalty For the workshop the Trust and Loyaltyteamprovidedworkshoppers with personas and journey maps based on live interviews and surveys distributed to Quirky community members representing 3 different users shoppers influencers and inventors. We provided personal insightsandcommentsmadebythe interviewees and a basic manual on how to create trust in a brand. We then asked the workshoppers to ideate around how Quirky might create trust and transparency within the brand. Providing transparency through marketing to establish trust and loyalty within a community and its customers is impor- tant to the integrity and authenticity of a brand. We found a few key areas where Quirky could do things differently. Transparency Attempting to be more transparent revolves heavily around communication. Activities such as behind the scenes videos taking evals on the road to different locations and sharing the internal processes and functions of the company through social media will enhance the trust and brand loyalty by allowing the user access to the bulk of what Quirky does as a company. Quirky could benefit from emphasizing their mission and values to the public. By practicing what they preach Quirky might inspire a more loyal community of people who sharing the same vision. CommunityinteractionAnother way to help Quirky gain trust and loyalty is to cultivate more interaction within the community. We believe that in order to establish more interaction from Quirky to the Community and vice versa critical actions must take place. Actions such as develop- ing more personal customer service ie instant messaging on website contacting people who gave negative reviews and perhaps asking what they didnt like and why having workshops and tours held at Quirky offices so the in-house team can interact with and mentor inventors and influencers. In addition to enhanced interaction between Quirky and its community there needs to be enhanced interaction between individual community members. Quirky can potentially host meetups and workshops where members can come to col- laborate adding a messaging feature to their interfaces in order for community members to contact one another and to have better descriptions and skills within the community members profiles displayed so that members can seeseek out the right people to collaborate with. Workshop Insights take away from workshops After hosting an insightful successful and inspiring workshop the team cap- tured the session on video post-its and notes for later ideation. The later reflective sessions revealed Quirkys need to develop an app build out a social media strategy and decide what their methods of attracting new skilled community members will be. These three factors were seen as paramount because of how heavily Quirkys business model relies on the continued growth and improvement of invention and collaboration on its platform. The team used the ideas generated during the workshop as a starting point for building out prototypes. Gathering feedback on the insights and new concept assumptions we had been developing is important as it can provide Quirky with the confirmation it needs on the ideas appreciated during the workshop. After a group prioritization meet- ing where we mapped the insights on a value and feasibility axis we narrowed the new concepts into four groups trust and loyalty future trends network and a mobile app. Strategic Design Management Intergrative Studio Spring 2015 69 PROTOTYPE TESTING With an overflow of ideas and research we divided the insights into trust and loyalty future trends network and the mobile app. We diversified the teams and launched off the midway workshopping into building tangible prototypes. Quirky being the visionary brand that it is is the reason we felt the more interesting wild and unconventional prototypes would provide the utmost useful insights. Assumption Testing Rapid Prototyping Strategic Design Management Intergrative Studio Spring 2015 71 After synthesizing new concepts and ideas our prototype research and workshops we set out to identify which ideas would be better suited for further iterations. This stage aims to reduce the risk of the marketability of the concepts proposed understand what might not work early on and maximize the probability of the success. This is done by synthesizing the insights from the ideas gathered filtering down the most promising ideas testing each aspect in regards to its relevance and refining the ideas based on feedback. Following the class-led workshop at Quirky we synthesised and narrowed down our key insights for each area network trust and loyalty app and future trends. Each group ideated around the respective key insights and developed the ideas further. The groups looked for suggestions that would bring customer value while also offering potential profitability for Quirky. We used two methods to determine which of these possibilities in each of the four groups we should move forward with. Firstly we used our findings from our research in the inquiry phase to test whether our ideas might work in the marketplace. Secondly we conducted rapid prototypes of the ideas we had narrowed down such as sketches to help visualise the concepts and determining if they were viable. Call it serendipity or even luck but once you start drawing and making things you open up new possibilities of discovery. Its easy to reject a dry report or a flat drawing. But models often surprise making it easier to change your mind and accept new ideas or make hard choices such as forgoing costly and complex features. Prototyping Each group ideated around key insights and developed ideas further Strategic Design Management Intergrative Studio Spring 2015 73 Our Prototypes Prototyping a mobile app that will be social can attract more users allowing them to engage the community in a fun and easy way. The aim of this app is to make Quirky part of the everyday life of their users and interact with them constantly. After brainstorming and prioritizing ideas we reworked Quirkys entire invention funnel and created a new Collaborative Creation Funnel which involves three main ideas an additional step at the beginning of the problem solving process offline meetups and partnership with an adjacent industry or community. The envisioned scenario aimed to help to improve the breadth and depth of community engagement and to further build the presence of the Quirky community outside of the digital platform. Our future vision consisted of prototyping an ideal future where Quirky replaced the UN and inventors took on a global country to solve real problems. Quirky could potentially take on the role of a superhero. Inventors travel city to city in order to solve local community problems. The company would serve as a broker between people companies with needsunresolved issues and the inventor community. Quirkys annual awards are given to best CSR inventions and disruptive inventions. In an attempt to better understand how trust and loyalty can be developed in an online environment we piloted a trust-building exercise called the minefield team building activity. In addition to this we conducted semi-formal interviews with Quirky employees Community members and the general public. These interviews consisted of several storyboards outlining scenarios into Quirky to obtain feedback about their perception of Quirky as a brand. Research showed that the use of social media platforms to increase community involvement is vital to enhance trust and loyalty. 04 Future Vision 01 Trust loyalty 02 Network 03 Mobile App Assess Engage The final phase of the strategic design process is taking everything built out in the rapid prototyping phase and testing it in the real world. Making sure to come out of the lab getting real feedback from potential users is key for continued development of viable concepts. Getting in front of them quickly and showing them multiple low fidelity options is better than presenting a useless final masterpiece. As the authors of Designing for Growth would put it this stage represents the key difference between invention and innovation. Invention only goes so far. The innovation takes place when real customers begin to shape the product. Customer Co-creating learning Launch Strategic Design Management Intergrative Studio Spring 2015 75 Swedenisacountrythatdemonstratesempathytransparency and inclusion. According to The Economist Sweden has been ranked as one of the top five most comfortable places to live. The government fosters empathy with 480 days of parental leave for each child as well as 80 of a salary so that the parents have time to bond with their children believing that happy kids help to create a better country. Sweden also ranks among the top countries in the world in transparency resulting in low levels of corruption. The Swedish media is also known to have the most authentic and transparent news reports as they are not susceptible to information control by governments or outside agencies. According to the Global Gender Gap Report in 2013 Sweden was named as the world leader in equality because of this women have been able to thrive in Sweden. Because of this women in Sweden make up 45 in parliament and 64 of managers. This is a great example of inclusion within the community. We believe trust and loyalty is a key element in the building of long-term relationships between successful companies and their communities. Based on the correlation between the two the main pillars of trust and loyalty we identified consist of respect transparency engagement inclusion authenticity and empathy. We looked at some examples from countries like Sweden to online platforms such as Grabcad and online companies such as Zappos to see how they maintain community involvement based on trust and loyalty. After careful examination of a wide range of successful communities from countries such as Sweden online companies like Zappos to online platforms such as Grabcad we were able to examine how these three communities maintain community involvement based on trust and loyalty. EMPATHY RESPECT CONSISTENCY TRANSPARENCY CLARITY INCLUSION AUTHENTICITY TRUST LOYALTY STRONG LEADER THAT SUPPORTS THEIR TEAM trust Loyalty Strategic Design Management Intergrative Studio Spring 2015 77 Tony Hsieh CEO of Zappos.com built a culture for an online shoe retail company when many said it was not possible because of the complexity of selling shoes online. Tony Hsiehs obsession with putting the needs of the customer first was able to build empathy by fostering a culture of trust in a chaotic environment. By facilitating open and honest communication between Zappos employees and customers he was able to build lasting and trusting relationships which resulted in Zappos being a multi-billion dollar company. To create a more engaging environment between customers and employees Zappos blog feature an inside look at different employees each month such as snapshots of hisher life. By creating an online environment where purchasing product online feels safe and secure reduces uncertainty and risk. Zappos is able to do this through simplifying its buying process. Zappos believes that the most difficult thing to do is build trust once you build it everything else is so much easier. GrabCad a premiere online open innovation platform is the worlds largest community for mechanical engineers. GrabCad is leading the Open Engineering movement helping the engineers get products to market faster by connecting people content and technology. ByshowingtheprocessofcreatingtheirproductsGrabcad fosters a culture of transparency. Community members are able to view product rankings and professional portfolio of other engineers. This level of collaboration is a critical component which enables engagement and nurture trust that has resulted in partnerships with GE Pebble Tiffany Co. Miselu and Patterson Medical. Through the posting of design challenges on a weekly basis GrabCad ensures relevance and consistency it provides the community with design challenges that transforms their cognitive surplus into tangible products. The successful completion of these challenges is extremely useful in forging new strategic alliances with companies looking to externalize research and development. After examining our research we have analyzed what Quirky is currently doing to build trust and loyalty. By hosting events to encourage offline communication and engagement Quirky provides meetups open houses and weekly evals nights where both the employees and community members come together to vote for future inventions and inventors. Quirky openly discloses annual reports through their town hall meetings which can be found on the Quirky website. By providing schools with a invention-focused curriculum for grades K-12 Quirky is forging new relationships and levels of engagement with the community. In an attempt to better understand how trust and loyalty can be developed in an online environment we piloted a trust-building exercise called the Minefield team building activity. Thisscenarioclearlydemonstratedtheimportance of empathy and mirroring. We placed cups along the floor to simulate a minefield. Once the minefield is set up the players are divided into pairs. In each pair one person was blindfolded and was not allowed to see or talk. The other person was allowed to see and talk but was restricted from touching the other person or entering the minefield. Some of the results from the trust building exercise included anxiety in trusting others abilities to properly deliver the instructions and they tended to question the judgement of the other member. The blindfolded members felt a need for clarity specificity and consistency in the directions that were given by the other member. They found that in person contact was a much easier form of communication as the member giving direction was able to pick up on the tone and anxiety of the other. The partner that was giving directions seemed to be very empathetic with the blindfolded member as a result of anxiety hesitance and lack of vision. As a result of this the member giving direction tended to mirror the blindfolded member to help them get through the cups without knocking it over. Through our research analysis and team building activities we have deduced seven pillars for trust and loyalty engagement respect empathy transparency inclusion authenticity and consistency. Given that Quirky is an online community invention company centered on making invention accessible creating an environment centered on the pillars of trust and loyalty are necessary in order to survive and thrive. After analyzing Quirkys online presence and future trends for social media platforms research showed that the use of social media platforms to increase community involvement is vital to enhance trust and loyalty. Approximately 41 of Youtube users in the U.S are between the ages of 18-24 and there is over 1 billion active users on Youtube. Therefore there is an opportunity in social media and video as being a stable channel to convey and connect with the community. Strategic Design Management Intergrative Studio Spring 2015 79 Therefore we propose a Youtube channel which portrays a variety of videos which can help enhance trust and loyalty among the community by creating a more transparent consistentinclusive empathetic and authentic brand identity where users will be able to see video documentaries of inventors through their journeys pain points and process. The Youtube channel will also create an excellent space for community members to understand who Quirky is. CurrentlyandinthenearfutureYoutubeisandwillcontinue to be an acceptable medium to communicate the essential seven pillars of trust and loyalty. We have identified three different categories which are poised to deliver the most impact and create value for Quirky they are The Inventors Story CSR Challenge and Just Being Quirky. To test the validity of these categories we conducted semi- formal interviews with Quirky employees Community members and the general public. These interviews consisted of several storyboards outlining scenarios centered on providing an in-depth look into the journey of an inventor CSR challenge and a behind the scenes look into Quirky. After testing and feedback we determined that our first phase will focus on telling the inventors story. With the current changes in the Quirky evaluation process this scenario best communicates the seven pillars. Network 4Be respectful 4Constructivenotdestructive 4Learning focused 4No profanity Code of Conduct From the initial research to our workshops we came across a number of ideas or concepts showing promise in further creating value for Quirky. After making some tough decisions on which insights were valuable during a class brainstorming and idea prioritization mapping session we looked heavily into Quirkys process as a whole and created a new scenario named Collaborative Creation Funnel. This process involves three main ideas including an additional step at the beginning of the problem solving process offline meetups and partnerships with adjacent industries or communities. This hypothesized scenario seeks to help improve the breadth and depth of Quirkys community engagement and further cultivate Quirkys presence community beyond the digital platform. To transform this hypothesized scenario generated in previous stages into a testable model we built prototypes using three main methods. The first method we used to prototype was a survey. The team attempted to create a visual manifestation of the business scenario illustration to gather feedback on. By creating a detailed visualization we aimed to attract real users spark imagination and to understand and validate the new scenario. The visual representation was uploaded along with the survey to the Quirky community facebook page and other crowdsourcing and social media platforms with the hopes of attaining authentic quantitative feedback of the attractiveness and vulnerability of this new scenario. After sending out the surveys we gathered thirty-one responses over the course of a week. Approximately 86 of those surveyed supported the idea of having community members upload problems they are experiencing having the community vote for them and eventually turning them into challenges. The concept of adding various feedback techniques throughout the whole process to further encourage engagement was well received as well. The surveyor believed that using community feedback to help narrow down ideas would result in more community interaction. Those surveyed did suggest to lower the number of likes required to turn a problem into a challenge and were also worried about how feedback might be delivered especially negative feedback. As a result we developed a code of conduct for the feedback process to help clarify what is acceptable and what can be reported. The survey results also showed that 77 of the testers would be willing to engage in offline events particularly in events related to education conferences in-person meetups skill sharing tour buses and pop-up stores. Strategic Design Management Intergrative Studio Spring 2015 81 FEEDBACKEVENTS FEEDBACKEVENTS REACHOUTTOUNIVERSITIES USERSKILLSHARING BOOSTSCOMMUNITY INTERACTION COLLABORATIVEMEETUPS MAKERSPACE COLLABORATIONS SELFSUFFICIENTCOMMUNITY SELFGENERATINGCOMMUNITY BOOSTSCOMMUNITY INTERACTION COMMUNITYSUGGESTPROBLEMS COMMUNITYFEEDBACK PROBLEMGETS 500LIKES REACHOUTTOSCHOOLS SOLUTIONSSHARED QUIRKYREVIEW DEFINE COMMUNITYPITCHSOLUTIONS IDEASDEVELOP COMMUNITYFEEDBACK SOLUTIONGETS 500LIKES CHALLENGE NETWORKEVENTS QUIRKYREVIEW SELECTSOLUTION QUIRKYEVAL LIKECOMMENTDONT UNDERSTANDEXISTSALREADY HELDINHOMETOWNOFUSER WHOSSOLUTIONISSELECTED INTERNALTAGGING INTERNAL TAGGING SKILLSHARINGEVENTS Collaborative Creation funnel would make them more likely to submit a solution or problem and that the feedback system would make the whole process more appealing. The second method we used to prototype was interviewing different stakeholders. Our interview responses included Quirky community members middle and high school teachers students between the ages of 11-18 and professional community managers with successful experience in community building. This wide range of feedback helps us to accelerate the iteration process. The feedback from the wide range of stakeholders was very useful. The problem suggestion function was very well received as this would allow children who might lack imaginative or creative skills to still be part of the community. The teachers also viewed the idea of increased feedback throughout the process as very beneficial. Both children and teachers thought that the offline engagement could have real potential provided it was a safe environment and the children felt they would gain something from it. Although children are more involved in the online world one teacher mentioned that if children were to attend offline events they could be more driven to contribute as the setting might seem less informal. Teachers viewed this as a great opportunity in general since it could improve the childrens skills motivate them and could possibly help with future jobs. From our results convenience seemed to be a big factor to the people. We also asked for feedback on possible future partnerships for Quirky. The majority saw maker spaces and co-working spaces as most beneficial. Some considered educational institutions or other crowdsourcing communities such as Kickstartr. The overall opinion from our collaboration funnel was overwhelmingly positive with over 80 thinking it was a great idea. Still many pointed out that the success of the funnel would rely on easy implementation and usage. One interviewee voiced concern on how to filter out negative noise and how to reduce repeat submissions. Negative noise would be addressed by our code of conduct. For repeat submissions we are looking into developing an internal tagging system. That way users would be able to tag their ideas as detailed as possible. Ideas with very similar tags could then be matched up through Quirky as another way to increase collaboration between members. Another problem raised was that in order for collaboration to be successful you need to know who you are working with. This led us to the idea of introducing skill sharing between community members and the possibility of viewing other members profiles to judge whether their skill could be a good match for the project. Altogether our prototype proved to be very successful with almost 80 believing that the extra community input Strategic Design Management Intergrative Studio Spring 2015 83 The third method we used in our prototyping phase was to formulate a toolkit that serves as a facilitator to build and better engage in a community. We will implement this toolkit on an existing product or community so that we can observe and measure its growth of community via monitoring the corresponding increase of numbers of feedback posts likes followers and shares on social media. GRowth Hacking Tool Kit 1Content is king- Everything you post collaborate on share and care about online goes towards your brand recognition and prestige scores. Make sure content is tailored to the company or field interesting and engag- ing to draw people in and use it as an opportunity to explain what you do and why people should care. 2 Easy shareable links - whether through the use of Twitter or via email give people a reason to share. This could be through an interesting Twitter campaign or a promotional offer. 3Get people to refer a friend - this will encourage word of mouth and help to build a community. It could be done through a simple referral code to forward on to friends with the possibility of perks for doing it. 4Using different social media channels to bring in new people - this could be facebook LinkedIn Twitter or blogs. Facebook in particular is useful for notification pop ups and adverts these can prevent posts being lost something that can happen on Twitter 5Seek feedback wherever possible - this helps to gain greater support if people feel involved in the process and allows you to identify whats working and whats not. If campaigns werent successful then ask why 6Finally use the above and stay active - Post to Twitter at least 5 times a day. If you can swing up to 20 posts you might be even better off. Post to Facebook five to 10 times per week. Prototyping a mobile app that will be social and would attract more users and engage the community in a fun and easy way. The app aims to make Quirky a part of the everyday life of the users and to interact with them constantly. We envisioned the mobile app as a tool to serve all the objectives that we set with the other buckets a tool that will enable the community to connect interact share and to quench its thirst for creativity. In order to make the Quirky app experience as realistic as possible we used a prototyping and UI mockup tool. By creating a number of app frames we were I feel like this is a smart way to use my time and have fun Mobile App able to give testers a range of functions and visuals. We proposed a very neat design with sober colors that will be appealing to the targeted skilled community. We also focused on creating a simple and intuitive experience with great attention paid to the overall flow of information. The prototype is presented as a stream of social feeds where the user would be able to cycle through the latest inventions problems and challenges just by swiping access more detailed information and share seemingly these feeds on Social media. In order to identify and submit problems or challenges the user would just take a photo or a video of the problem and share it through the app. The rest of the community would be able to not only vote on the problem but also to connect with the initiator and comment or share their opinions or experiences. When it comes to the Events category the community members would be able to access all the latest events happening within Quirky pop up stores meetups networking events promotional events workshops bus maker...etc they can also see Prototype can be viewed at httpinvis.ioWZ2WP4A8X Strategic Design Management Intergrative Studio Spring 2015 85 who is attending and invite friends even if they are not part of the community. We can hence leverage the power of the network and not only promote these specific events but also Quirkys mission. Users would be able to receive push notifications every time they are in the vicinity of a specific event or another Quirky member. We aim with this tool to create a bigger and stronger close-knit user base as we believe that this is key to creating a powerful and impactful community. Since members would be able to team up on specific projects creating a safe and trustworthy environment was important in order to forge a spirit of affiliation and union. Based on that we conceived a user profile that collected and presented all the information needed to learn more about a given member on a professional and personal level. The user profile would list not only their skills badges points reviews followers and followers but also recent inventing and influencing activities as well as ways to contact them. I feel like it is a smart way to use my time and have some fun 30INTERVIEWEES MALE19 FEMALE11PROTOTYPE ANALYSIS MOBILEPROTOTYPE 23Would download theapp 22Liked the UI said it was clean and easy to follow Said that being able to access a more detailed profile was helpful 5 9Would like to be able to sign in with their Facebook login 6Liked the idea of submitting problems FUN ENTERTAINING SOCIAL INTERACTION NETWORKING BEAUTIFUL INTUITIVE INTERACT WITH INVENTORS Quirky absolutely needs this I love this app hope its free I would love to get notifications about events I like this mix of things happening in the lat- est feels more socialI like that I can share these events with my friends that arent Quirky members it is so convenient and fun I have tons of problems I would love to see solved and I am sure I am not the only one I would like to see videos of the inventions in action. It would be cool to learn something tooThe information in this profile would help me select the right person for my team Testing analysis First of all we want to tackle the privacy settings We want to enable users to block people customize their privacy settings and choose who can access their profile. We also want to create a new portal within Quirky just for students and universities and schools thereby further educating our users and helping shape tomorrows inventors. Furthermore we want to make the app even more social by providing additional social feeds our community members would be able to share more about their work interests and connections. Finally we want to introduce an inspiration board. We want to add a section within the app where members can share whatever inspires them articles around innovations videos pictures and much more. Members would then not only be able to share like or dislike but also save their favorite inspirations. The favorites would then be collected and added to a mood board which would be added to each members profile and provide additional information about who they are and what inspires them. This mood board could also be used as part of the portfolio and be shared with potential client or employers. Next steps for the Quirky app Another feature of the app would include Quirky chat which enables the user to connect and interact in real time with other members. The chat can be used to share ideas with one person in particular or to support team work. Collaboration becomes convenient and smooth and the community gets a chance to forge personal connections. Throughout the prototyping phase the app went through several design revisions and changes regarding functionality and flow. We had 30 adults test the main Quirky app and 10 kids test the The app could have videos about cool inventions Quirkyds app. Testers were either guided through the application or independently clicked through the frames. Afterwards we conducted short interviews to gage opinions and discover possible pain points. Interview insights were then used to improve and alter the app. Our results show that 23 out of 30 testers said they would download and use the app if possible. Testers enjoyed the minimalistic and clean UI found it very intuitive and some stated that the information on the app was conveyed clearer than on the website. Even users unfamiliar with the concept of Quirky quickly understood the app and found it intuitive and easy to use. The newly introduced feature of submitting problems to the community appealed to many. 13 of the participants stated afterwards that they would enjoy a connection between the Quirky app and social media platforms like facebook or linkedin. Some testers had concerns regarding privacy settings. Prototype can be viewed at httpinvis.ioDJ2V3WUZH Strategic Design Management Intergrative Studio Spring 2015 87 We want to create a video library on inventions innovation and creativity targeting children. Additionally we want to introduce educational invention animations using the Quirkyds as main characters and include an audio option for kids who cant read or are learning how to read. Finally we want to add a vote meter as a visual indicator of how many votes are still needed for an invention to go to Eval. 10 kids were interviewed PROTOTYPE ANALYSIS MobilePrototyPe 910 LIkEd BENNY 7 Boys 410wANTEd TO kNOw mORE ABOuT ThE APP 810wANTEd TO wATch VIdEOS 210wANTEd TO INVENT IN ThE APP AgE 9 8 6 7 kIdS INTERVIEwEd wERE fOcuSEd ANd INTERESTEd ThEY dIdNT NEEd INSTRucTIONS ON hOw TO uSE ThE APP kIdS hAd STRONg OPIN- ION ABOuT ThE TOYS ThEY LIkEd ANd dIdNT LIkE kIdS wERE ABLE TO mAkE ThEIR dEcISIONS BY LOOk- INg AT ThE PIcTuRE ANd ShORT dEScRIPTION 3 girls It would be cool if I could put together inventions in the app. Nobody likes historical toys The app could have videos about cool inventions. I like Benny. It would be cool if he could talk. Are there any other Quirkyds or just BennyTesting analysis Next steps for the QuirkyDS app The Quirkyds testers ranging from ages six to nine were interviewed and filmed. All kids were very focused on the app and did not need any instructions on how to use it. The kids showed very strong opinions about the toy inventions they liked or didnt like. They were also able to make their decisions just by looking at the photos and reading a short tagline or description. 90 of the kids liked the app character Benny they wished he could talk and were even curious if other Quirkyds existed. This lead to the design of additional Quirkyds characters and the idea of using them in short educational but fun clips. The majority was very interested in watching videos and some kids were even interested in inventing products themselves. future VIsion Intro Concepts Partners Results Funds Charities Collaboration Spaces Quirky Air BnB Trading Bardering Skillshare Broker for inventors to businesses Country of Problem Solvers Creative Superheroes Leverage Powerful Community Quirky Flash Taskforce Quirky on the Road Solve Problems vs Create Products Quirky Becomes U.N. Vigilantes for Good Solve Important Problems not inventing life-hacks Guardian Angels Create Change Quirky BoyGirl Scouts Awards to Recognize impactful members We are looking at the transition of Quirky through the future mega trends on a 10-year projection. These Mega trends include Glocal Communities Digitalization Crowdsourcing evolution IP Regulation Social Media RevolutionSilver Surfers Moral Responsibility Taking these trends into account how can Quirky position itself to eectively replace the UN having its global community of not just inventors but creative minds take on to solve reallife problems and aid countries in need In the following sections please add a green sticker to ideas which you like and a red sticker for those you dont like. Also add any additional ideas that you come up with on the provided post-its THANKYOU Quirky Air-BnB A skillshare travel program that facilitates community members traveling to new places and connecting them with each other in order to collaborate on projects. We left the prototype with the Quirky employees so that we could gauge the level of interest within each proposed bucket concepts partners and results. After having Quirkyemployeestestthefuturetrendsprototypewehad a clear view of what the Quirky team actually envisioned for their future. Concepts The results from future concepts imply that the Quirky team wishes to build upon their existing business model . There was a positive response on leveraging a powerful community through charitable and philanthropic organizations and opening up collaboration spaces for skilled inventors. Another idea that was very well received by Quirky was an on the road bus and the flash taskforce to respond during crises. We see that Quirky really wants to do something that involves the community as well as facilitates change. Some of the topics that did not get a good response were the Quirky Air-BnB concept as well as Quirky becoming a country of problem solvers or creative superheroes. As a future visioning group we aimed to prototype a scenario where we looked at the transition of Quirky through the future megatrends on a 10- year projection. We created a visual map of an ideal future where Quirky takes on a major a role as the problem solving company of 2025. This implies the following concepts. Quirky replaces the UN and inventors take on a unified approach to solve real life problems. Quirky is no longer a company that creates products and life-hacks. Quirky realized the benefit of having a great and diverse community and leverages its members to solve major issues on a global scale. Quirky takes on a role as a community of creative superheroes or vigilantes for good. Inventors will travel to cities in need and solve local problems within the community. The community network serves as a country for problem solvers online and off. Quirky will partner with foundations such as American Red Cross The Bill Melinda Gates Foundations Anonymous Pencils for Promise Berkshire Hathaway as well as others to work together in order to facilitate change in the future. Strategic Design Management Intergrative Studio Spring 2015 89 Funds Charities Collaboration Spaces Quirky Air BnB Trading Bardering Skillshare Broker for inventors to businesses Country of Problem Solvers Creative Superheroes Leverage Powerful Community Quirky Flash Taskforce Quirky on the Road Solve Problems vs Create Products Alan Kay concepts Partners RESULTS Best way to predict the future is to invent it their community to get involved and create change. Conclusion With the conclusion for this pilot research we can identify that Quirky wants to become a problem solving company of 2025. After researching future trends we believe that crowdsourcing skillshare and bartering are some of the major trends we will see more of the next 10 years to come. These predicted trends need to be integrated into Quirkys community to really foster co-creation and collaborative approach in the new age. We see not only individuals but companies as well coming to Quirky to connect with their global community in order to solve specific problems and needs. In this way Quirky will work as a connector between companies and the community. By collaborating with charitable and philanthropic organizations Quirky increase its social responsibility. As for how this partnership would affect Quirky we see it fostering a new line of products that would solve real life problems. These products could be centered around education trash potholes transportation accessibility and others. This also can apply to the community donating their time to specific causes and organizations. The profits that come from these partnerships can be re-invested into the charity organizations. This not only will improve Quirkys overall image but also will appeal to people who truly want to do something good. There is always a level of respect and appreciation among the community when a company truly uses their power for something impactful. We see the community being as big online as off. The large community can be split into sub-communities that respond to local issues and problems. Quirky on the road could be a concept that takes inventors to local communities all across United States to help neighborhoods towns and cities solve real-life problems. If looking on a global level Quirky can create The Quirky Flash Taskforce. This would be a group compiled of Quirky community members who would respond to life threatening disasters across the world. They would travel to these places and set up a relief initiatives. This can be anywhere from providing basic help to actually solving infrastructure problems after weather disasters such as tsunamis earthquakes and in war zones. Partners The results we gathered from the potential partners that we proposed for Quirky in 2025 varied greatly. From the responses we can infer that the Quirky team was not very fond of the ideas of working with the FDA Berkshire Hathaway and the World Bank. However they were more open to the ideas of working with the American Cancer Society The Bill and Melinda Gates Foundation American Red Cross Pencils for Promise Unicef and the Peace Corps. Furthermore the decision was split on Anonymous with equal responses for yes and no. There were no responses for or against the Feed Foundation or The Founders Fund. This may indicate that they did not know what the organizations did or that the were indifferent about the potential partnership. Overall we can see that Quirky wants more of an affiliation with organizations that are geared towards charitable work vs politics and corporations. Results Having a clear vision for 2025 is rather difficult. What we proposed to Quirky were very big picture concepts. We wanted to stretch the imagination and get the Quirky team out of their comfort zone. We proposed a future of Quirky Superheroes and Vigilantes for Good. Creating a country of problem solvers and calling the inventors creative superheros were not ideas that Quirky perceived as potential future concepts. As we analyze the results of this prototype we incur that Quirky sees itself moving into the direction of facilitating change and solving real life problems. It wants to do that by teaming up with more charitable organizations and allowing for Strategic Design Management Intergrative Studio Spring 2015 91 With the conclusion for this pilot research we created a visual thatrepresentsthevisionofQuirky2025. Wechosetorepresent this vision through video to illustrate the journey of Quirky. The video depicts the ideation and thought process that not only went into building the prototype but the insights gained from the feedback we gathered from members of the Quirky team. Through drawing this journey out we aimed to give the viewer a brief experience of what the future could hold for a company positioned where Quirky is. Along with how they may adjust and pivot their business model to address future trends in the crowdsourcing space. The result is a look at a company that forms strong partnerships with non-profit and charitable organizations to solve real issues across the globe. Pilot Takewaways Our vision for Quirky 2025 is to become a global leader in open innovation and invention. Quirky will care about the world we live in and create solutions to everyday life problems that we encounter. Quirky will care more about their social responsibility than generating profits for their stakeholders. Quirky will become a company that people want to be part of. Conclusion C rowdsourcing is an ever growing industry. We have seen proof that people want to collaborate and share with each other. The Internet has played an important role in the growth of crowdsourcing in the last few years the shift in dealing with our cognitive surplus has been a major push in that space. People no longer want to use their spare time as consumers but as participants. Therefore they want to use their skills and stretch their minds to add value and creation. Parsons Integrative Studio was given the task of looking at the crowdsourcing industry as it stands today and to forecast where the industry will go in the future. The immense economic shifts of the last 5 years coupled with generational changes and shift towards knowledge working have set the stage to welcome crowdsourcing and creative collaboration into a multitude of sectors. By 2015 it said that crowdsourcing will reach 33.4 billion dollars. This is an ever growing concept and will become an industry standard in the next years. We have already seen big companies such as General Mills Nokia Coca-Cola and Unilever adapt some of the practices into the core of their companies. But the big companies werent the first ones to adopt this new concept. With makerspaces like FirstBuild GrabCad and Local Motors and crowdfunding players like Kickstartr and Indiegogo - using the power of the crowd is now becoming a specialized industry. Each platform provides something specific to their users and community members. Some of them target only skilled workers and engineers while others like Quirky appeal to the invention enthusiasts in all of us. The power of crowdfunding lies in the involvement of the crowd and their engagement within the platform. The more people you can attract to your platform the more collaboration and co-creation will occur. This leads us to the main point of our crowdsourcing research which is that community is everything. Without having a strong community that is participatory and responsive you dont have a crowdsourcing platform. But to maintain a community and to attend to their needs is not easy. Communities are compiled of many different people with many different requirements and wants. Therefore it is important to take each member into account. Strategic Design Management Intergrative Studio Spring 2015 93 In order to maintain community involvement we realized that fostering a culture that has a strong sense of trust and loyalty is a key element in the building of long-term relationships between successful companies and their communities. Based on the correlation between the two the main pillars of trust and loyalty we identified consist of respect transparency engagement inclusion authenticity and empathy. We looked at some examples from countries like Sweden to online platforms such as Grabcad and online companies such as Zappos to see how they maintain community involvement based on trust and loyalty. Keeping our crowdsourcing research in mind we started to apply our newfound concepts to Quirky. As strategic designers we have learned that it is imperative to prototype test and reiterate your ideas. Prototyping and testing our ideas helped us get one step closer to finding a solution. We built physical prototypes because we wanted to be able to experiment and create a hands-on experience. The prototyping phase forced us to ask questions as well as filtering ideas and which idea to go forward with in our process. After testing our prototypes we gathered many key insights. We found out that Quirky sees itself moving into the direction of facilitating change and solving real life problems. It wants to do that by teaming up with more charitable organizations and allowing for their community to get involved and create change by fostering design with meaning. Through further testing analysis and team building activities we deduced seven pillars for trust and loyalty engagement respect empathy transparency inclusion authenticity and consistency. We realized that the use of social media platforms to increase community involvement is vital to enhance trust and loyalty therefore we proposed a YouTube channel called Quirky TV which portrays a variety of videos which can help enhance trust and loyalty among the community by creating a more transparent consistent inclusive empathetic and authentic brand identity. We looked heavily into Quirkys process as a whole and created a new scenario named theCollaborative Creation Funnel. The results from our collaboration funnel was overwhelmingly positive with over 80 thinking it was a great idea. Still many pointed out that the success of the funnel would rely on easy implementation and usage. As we explored the SoLoMo strategy we developed an interactive app. This app connects influencers inventors and just regular community members. Through the app Quirky members are able to chat invent influence search for events submit ideas and problems and rate other members. Having an on-the-go application allows for Quirky to really become part of their members every day life. We believe that children have crazy unfiltered ideas and we want to be able to capture them so we have created an app to allow them to fully express themselves. We also know how important it is to include the young and growing generation into Quirky business model. Hence we have prototyped an app that targets them in a fun and education way. As a result we have seen the tremendous impact that sharing and co-creation has had on our world in the recent years. No government or corporation can withstand the strength of a united crowd. With many minds coming together opportunities are infinite. We are now designing for meaning because we are designing for ourselves. Strategic Design Management Intergrative Studio Spring 2015 95 Appendix interviews Surveys Strategic Design Management Intergrative Studio Spring 2015 97 Journey mapping inventor Virtual use of community memberss Strategic Design Management Intergrative Studio Spring 2015 99 Virtual use of community memberss Key Insights Takeaways People are grabbed by commercials but are left not knowing much about Quirky. In all cases except wink commercials people were left feeling negatively about their experience. Lacking Brand Recognition messages are misunderstood Journey Map Insights Worlds least important CEO campaigns are ineffective and leave people confused ads are effective when actually promoting a product Wink insights personas inventor Strategic Design Management Intergrative Studio Spring 2015 101 affinity map Strategic Design Management Intergrative Studio Spring 2015 103 Strategic Design Management Intergrative Studio Spring 2015 105 Trend maps key insights Strategic Design Management Intergrative Studio Spring 2015 107 Research analysisSERVICE BENCHMARK TABLE Community engagement inventors market sectors partnerships vetting process How ideas progress wholesale and retail E-commerce Compensation model Consumer engagement no initial investment from investor kickstarter 206 us rank 18927736 visitors tongal 773184 us rank Higher community engage- ment. Community is main focus fabrication Have more control over the final designs Not limited to one market sector More democratic overall and 50 get through initial vetting process Better consumer engagement Higher introductory campaign investment from inventor required indiegogo 437 us rank 9163918 visitors Accessibility Their all or nothing policy means need to be sure you can raise the money so its not as accessible Compensation when buying product which helps the ecomm cycle but no ownership percentage. Get Perks They dont do this but the exposure on Kickstarter helps Have less control over the design process after initial concept. More specific project competitions Greater number of clients from varying sectors but no partnerships use social media and leadership boards to boost engagement with community Produce an advertising video for product Similar to Quirky but in videoadvertising Cover many different areas based on partnerships large focus on music sector Accessible by all but requires a certain level of media skills Similar to Quirky but also offer compensation using Leadership boards Non monetary perks eg a name on the wall in the restaurant Accessible by all and dont have a all or nothing policy Higher community engagement. Community is one of the main focuses Many partnerships from varying sectors Not limited to one market sector Have control over the final designs More democratic and large percentage get through initial vetting process innocentive 232589 us rank first build Smaller community reach more through partners. More professionals in community Restricted to what the challenges require them to create Limited to the market sectors the businesses and challenges are in Many partnerships Requires a level of experience for the challenges Sold through partners Judged by business or creators of challenges - not democratic Rewards of up to 1million The community create the prototypes so requires skilled professionals who train others Have an ecommerce site. More limited in categories GE and local motors Products vary so much in price its hard to target a certain consumer type Community more professional experienced community Limited to the market sectors the businesses and challenges are in - major home appliances Restricted to what the challenges require them to create Requires a level of experience for the challenges form of promotion of talents monetary compen- sation or access to tools Sold through partners Very similar to Quirky model though some input from GE and Local motors Strategic Design Management Intergrative Studio Spring 2015 109 possible future partnerships for Quirky workshop posters Landscape Landscape why an app current app the IdeaL app QUIRKYMOBILEwhat features make an app successful and engaging Mobile usage Interview Insights reviews COntROLOvERthEpROCEss COgnItIvE sURpLUs pICsvIdEOs nOtIfICatIOn how MIght we offer a new service that complements the website how MIght we broaden the customer segment how MIght we improve adoption rate how MIght we offer convenience how MIght we increase the number of users how MIght we have a platform agnostic presence how MIght we increase revenue It would be great if I could follow the progression of my invention through an app would give me more control over the process. I can easily picture myself influencing during my subway ride commuting or anywhere I need to wait. uploading pictures from the laptop is so painful shouldnt be like facebook you take a pic and you upload it and its done. I never read their emails if something is relevant to me I believe that I would prefer getting a notification on my phone would probably be more responsive. scroLLs back to the top I love your store and I want to look at things on the app but every time I click a title then the back button it always sends me back to the top. Its highly annoying and makes me not want to look at your shop on the phone which potentially influences my decision to buy things. bad user experIence and coMMunIcatIon It was a nightmare to buy a headphone holder through the app I couldnt get through the payment process I had to enter 3 times my personal and financial information didnt receive a confirmation email and the next day my bank blocked my card couldnt be worse. do not purchase anythIng I got ripped off trying to purchase something through this app. APPLE needs to yank this app. they charged me twice through paypal. I spent 40 minutes on hold just for them to tell me they would look into it. I have still not gotten my refund. The app is crap and their customer service isnt much better. REvIEwstaKEn fROMthE appstORE aCCEssthE IntERnEt Age 18-29 84 30-49 72 50-64 45 65 19 dOwnLOad apps Age 18-29 77 30-49 59 50-64 33 65 14 sOCIaL nEtwORKIng Age 18-29 74 30-49 69 50-64 67 65 58 If you could wave a magic wand and have the ideal app in your hand right now what top 3 things should it do Besides these things what else should it do Is there an app you currently use or know about which you hope it will be similar to What is it about this experience that you like Lets imagine youve been using the app for a year and are really pleased with how its been helping you. Can say in one sentence what makes it so good Swiping Detailed profile UXease of use UI take over the screen Very specific search functionality Better than the website Complement the website Relevant research Volume ease of sharing pins or individual collection with others from the community or not Archive Control over the product Convenience Relevant profile information Transparency Unbundled family of apps easy to connect and share with the rest of the commu- nity UI and UX Promotion tool for members Volume hOwMIghtwECREatEaBEttERUsERExpERIEnCE thROUghOURapp hard to search abysMaL custoMer servIce this app is less than ideal for searching. If you are looking for a specific item you know by name the search option likely wont return the intended result sometimes no results at all--leaving you scrolling for ages to find what you want. Need customer service Good luck--there is no chat option and your email is almost certain to go unanswered. disappointing as I really like the idea of supporting inventors. how MIght we make the search tool more effective how MIght we make the app flow organically and instinctively how MIght we improve the customer journey how MIght we assist our community in their journey how MIght we use our mobile presence to appeal to the different demographics of skilled users 2014 mobile internet usage will overtake desktop internet usage 91 of adults have their mobile phone within arms reach 247 81 of U.S. cell phone users will have smartphones by 2015 Strategic Design Management Intergrative Studio Spring 2015 111 TOP INTERVIEW INSIGHTS CROWDSOURCING INNOVATION COMMUNITIES CROWDSOURCING INNOVATION PLATFORMS 16 interviews 2 workshops 3 surveys What drew you to Quirky CURIOSITY ACKNOWLEDGEMENT EXPAND PORTFOLIO IDEAS COMMUNITYINNOVATION What drew you to this platforms What are you looking for in this platforms CHALLENGES CURRICULUM TUTOTRIALSFREELANCECOMMUNITY FEEDBACK 926able to fulll all the requirements for submission 1126 able to fulll half of the requirements for submission WHAT QUIRKYS USERS EXPECT FOR THE FUTUREINTERVIEW RESULTS INCREASE NUMBER OF EXPERTS IN OUR COMMUNITY MAKE SURE THAT WHEN THE IDEA COMES TO EVAL IT WILL BE FULLY UNDERSTOOD CURRENTLY ALL ARENT PARTNER WITH OTHER MAKER COMMUNITIES PARTNERING WITH BRANDS THAT HAVE THE SCALABILITY AND THE BRAND RECOGNITION How might we retain community members How might we display our community members skills to attract highly skilled members PROFILES over 2010000 skilled membersPROFILES over 1 million skilled membersPROFILES How might we make our community members more skilled How might we share skills within community members How might we get more skilled people to join Quirkys community How might we make our platform more appealing for skilled users How might we facilitate knowledge share between community members CHALLENGES EXPAND PORTFOLIO EXPOSUREFEEDBACKIDEAS ACKNOWLEDGEMENTTUTORIALS indiegogo 437 us rank 9163918 visitors innocentive 232589 us rank first build kickstarter 206 us rank 18927736 visitors What are the key future trends and insights Quirky can exploit in order to gain a competitive edge in the crowdsourcing landscape Community more professional experienced Community created prototypes though professionals training form of promotion of talents monetary compensation or access to tools how might we get our professional community to train less skilled members FUTUREWHATARETHEFUTURETRENDSTHATCANBEAPPLIEDTOQUIRKY LANDSCAPEWHOAREQUIRKYSCURRENTCOMPETITORS FUTUREWHOSHOULDQUIRKYPARTNERWITHINTHENEARFUTURE PROFESSIONAL CROWDSOURCING GENERAL PUBLIC MANUFACTURING BIGBUSINESS GE type partners Global retailers online Community like social media NONPROFIT GOVERNMENT Local government schools Charities Environmen- tal organiza- tions PRODUCTION Showrooms 3D print- ing mak- er space co-working space Raw materials i FUTURESOCIALMEDIAPOTENTIALPARTNERS Non monetary perks eg a name on the wall in the restaurant Rewards of up to 1million Smaller community reach more through partners. More professionals in community how might we offer non monetary perks to the quirky community how might we use partnerships to gain more professional community members CREATE COMPETITIVE EDGE WITH COMMUNITY PARTNERS To understand the potential opportunities for Quirky in the future we rst need to understand the current landscape and see where current competitors are posi- tioned and how or where they excel. More democratic overall 50 get through initial vetting process They dont do this but the exposure on Kickstarter helps Higher community engagement. Community is main focus how might we give the maximum to our community and their ideas Target older demographic of 55 as its the largets growing demographic Focus on other countries outside of us especially with distribution Gender neutral products GrowthExpansion Compensation for IP fair deals Patent broker Laws within the community that protect IP community Sell products using Social Media direct messaging for customer service Quirky tinder-like app social media Share inventions and invite others to contribute Youtube campaign This could be you Quirky inspired sub-communities More emphasis on designertalented people Yelp-like reviews for community membersprofiles Community app - global community Giving a contributor a desk to work from for the duration of project co working space How might we connect socially to silver surfer A rising demographic on social media How might we structure ourselves to become IP brokers how might we seek better and wider degrees of engagement amongst our community how might we use social media to enhance growth and engagement How might we engage government and non profits into working with design for the human condition Least Followers facebook twitter instagram one month activity 03142015 - 04142015 QUIRKY INDIEGOGO FIRSTBUILD Most Followers Most Followers Most FollowersLeast Followers 9188 post likes 2254 shares 372 comments Reponsive Reponsive Reponsive Not Responsive 878 post likes 13 shares 50 comments 218700 followers 9155 likes 6549 retweets 1056 likes 39300 followers 1467 retweets Not Responsive 1868 followers 837 likes 529 retweets Least Followers 8418 followers 851 likes 124 comments 6108 followers 261 likes 62 comments Not Responsive 467 followers 220 likes 9 comments Current 1273 post likes 55 comments 333 shares How might we increase our social presence to improve brand identity and recognition How might we tailor the specific demographic with different type of content and separated account How might we engage the specific demographic by listening carefully and committing to frequent use social media channels future How might we IDENTIFY other partnership opportunities Strategic Design Management Intergrative Studio Spring 2015 113 prototypeTesting Trust loyalty Strategic Design Management Intergrative Studio Spring 2015 115 Future Vision Intro Concepts Partners Results Funds Charities Collaboration Spaces Quirky Air BnB Trading Bardering Skillshare Broker for inventors to businesses Country of Problem Solvers Creative Superheroes Leverage Powerful Community Quirky Flash Taskforce Quirky on the Road Solve Problems vs Create Products Quirky Becomes U.N. Vigilantes for Good Solve Important Problems not inventing life-hacks Guardian Angels Create Change Quirky BoyGirl Scouts Awards to Recognize impactful members We are looking at the transition of Quirky through the future mega trends on a 10-year projection. These Mega trends include Glocal Communities Digitalization Crowdsourcing evolution IP Regulation Social Media RevolutionSilver Surfers Moral Responsibility Taking these trends into account how can Quirky position itself to eectively replace the UN having its global community of not just inventors but creative minds take on to solve reallife problems and aid countries in need In the following sections please add a green sticker to ideas which you like and a red sticker for those you dont like. Also add any additional ideas that you come up with on the provided post-its THANKYOU prototypeTesting Mobile App I feel like it is a smart way to use my time and have some fun 30INTERVIEWEES MALE19 FEMALE11PROTOTYPE ANALYSIS MOBILEPROTOTYPE 23Would download theapp 22Liked the UI said it was clean and easy to follow Said that being able to access a more detailed profile was helpful 5 9Would like to be able to sign in with their Facebook login 6Liked the idea of submitting problems FUN ENTERTAINING SOCIAL INTERACTION NETWORKING BEAUTIFUL INTUITIVE INTERACT WITH INVENTORS Quirky absolutely needs this I love this app hope its free I would love to get notifications about events I like this mix of things happening in the lat- est feels more socialI like that I can share these events with my friends that arent Quirky members it is so convenient and fun I have tons of problems I would love to see solved and I am sure I am not the only one I would like to see videos of the inventions in action. It would be cool to learn something tooThe information in this profile would help me select the right person for my team Strategic Design Management Intergrative Studio Spring 2015 117 10 kids were interviewed PROTOTYPE ANALYSIS MobilePrototyPe 910 LIkEd BENNY 7 Boys 410wANTEd TO kNOw mORE ABOuT ThE APP 810wANTEd TO wATch VIdEOS 210wANTEd TO INVENT IN ThE APP AgE 9 8 6 7 kIdS INTERVIEwEd wERE fOcuSEd ANd INTERESTEd ThEY dIdNT NEEd INSTRucTIONS ON hOw TO uSE ThE APP kIdS hAd STRONg OPIN- ION ABOuT ThE TOYS ThEY LIkEd ANd dIdNT LIkE kIdS wERE ABLE TO mAkE ThEIR dEcISIONS BY LOOk- INg AT ThE PIcTuRE ANd ShORT dEScRIPTION 3 girls It would be cool if I could put together inventions in the app. Nobody likes historical toys The app could have videos about cool inventions. I like Benny. It would be cool if he could talk. 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Accessed May 8 2015. httppensardevelopment.com2015- industrial-design-trends Images Cover Page Glassdoor Candace Lee httpemployers.glassdoor.comblogquirky-strives-make-invention-accessible Strategic Design Management Intergrative Studio Spring 2015 123 1 Citrus Content Andera httpcitruscontent.comthe-post-it-wall-of-fear 2 SDM Design Management sds.parsons.edudesignmanagement httpsds.parsons.edudesignmanagementcategoryevents 3 Image sources page 57 httpwww.edenarts.co.ukeventa-quirky-workshop-traditional-coracle-building-in-a-day- workshop-at-greystoke-cycle-cafe httpshybridex.wordpress.com20130813gigo-future-car httpwww.shutterstock.comvideoclip-2309933-stock-footage-smiling-child-placing-his- thumbs-up-in-a-park.html www.CadNav.com httpwww.gizmag.comnew-london-underground-train-design-unveiled34188 4 Image sources page 71 and 84 httpwww.gettyimages.indetailphotoportrait-of-a-coffee-shop-owner-high-res-stock- photography496082009 httpswww.indiegogo.comprojectsaxent-wear-cat-ear-headphones httpswww.quirky.comabout 5 Image source page 86 httpswww.quirky.com the team Samar Ladhib A multi-disciplinary strategic designer with extensive experience in healthcare and pharmaceuticals. Samar leverages design thinking to help companies transform innovate and ultimately grow. Mariela Ferrer A Senior Product designer who has worked in multidisciplinary design agencies. Interested in the intersection between design entrepreneurship and design thinking. Elliot Buscemi With experience in developing systems and processes in the healthcare field. Elliot wants to apply design thinking process in bridging the healthcare industry with technology. Tucker Diestel A recent graduate who is interested in pursuing a career in branding marketing creative direction and strategy. Tucker has a strong background in video production and marketing RHea Alexander Rhea Alexander is an alum and social entrepreneur Rhea comes to Parsons with interdisciplinary expertise pioneering 3BL along the value chain while manufacturing and designing international home products. Strategic Design Management Intergrative Studio Spring 2015 125 Nika Blake Background in pr marketing branding. Nika works with start-ups to develop their strategy. Focusing on the entrepreneurialstart-up sector Nikas passion is in venture capital. Susann Krug With a background in fashion and jewelry design in addition to experience in fashion wholesale and retail Susann wants to further improve her business and strategic design thinking. Background in Product Design and Fine Art Tina is focusing on the integration of design and business. Wants to create a perfect ecosystem for her self- exploration as a business leader. TINA Oskooei sarah kehoe A Senior Web and UX designer who worked in design agencies multimillion dollar PLC businesses. caitlin dickerboom With a background in community management healthcare and biological sciences Caitlin is applying her love of systems thinking and transdisciplinary design to her current work as a design strategist. Hyojin Jung With background as a brand marketing manager in electronics and retail industries. Hyojin is developing a new vision as an innovative brand expert by integrating design thinking with her experience. Henriette Arnevig With a degree in internal marketing and finance Henriette focuses her time and skills on personal branding for the modeling industry. Founder contirbutor of a style blog www.wilhelmine.femelle.no Yanqi Tang Yanqi earned experience in multicultural settings in media industry. Later-on entrepreneurial practice cultivated her with customer-centered focus and strategic adaptation abilities. Cecilia Steele A multidisciplinary designer with years of experience running her own company Cecilia is looking for new insights for how to operate in the design business industry. Strategic Design Management design innovation Samar Tina Mariela Elliott Quirkyans Sarah Tucker Susann Rhea Henriette Caitlin Cecilia Nika HyoJin Yanqi OPENSPACEINNOVATION CROWDSOURCINGQUIRKY Strategic Design and Management Integrative Studio 1 Spring 2015 Parsons New School for Design