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MODA
" THE CONTACT ZONE "
Business Model Research & Metrics
Systemic Innovation Strategy
Knowledge
Creation
Business Management & Growth
Facilitating
Communication
Plans
Service
Strategy
User
Centered
Value
Creation, Exchange,
In-use
PROJECT TYPE
MY ROLE
TEAM MEMBERS
DURATION
Juan Alzate
Kathleen Black
9.2019-11.2019
Research
Ideation
Business Model
Scenario Planning
Vision Video
Service Design
METHODOLOGY
Research
Concept Brainsto
Business Model
Communication Plan
Video Composition
PROJECT RESEARCH
The team got the opportunity to work on a real life case study of the Museum of Design Atlanta. Our scope was to create systemic innovation for service evolution within an established organization.
Along with our systemic service innovation, we were tasked with creating a business proposal and implementation timeline, marketing strategy, and innovation metrics.
As part of a collaborative project, we created The Contact Zone. An innovation strategy that will take MODA, from the comfort zone to the contact zone connecting to nearby innovation sectors of its community.
Our goal was to try to elevate MODA into being the
#1 Design educator of Atlanta, Georgia, and the disruptor of the future of Design Museums.
CURRENT BUSINESS STRATEGY
Teachers Need to be Learners
Teachers of design knowledge but lacking visitor’s personal preferences, and low implementation of suggestive feedback
Pre-Set Expectations
Advance understanding and appreciation of temporary design pieces that could be predetermined with relevant content
Futuristics
Promoters of design exploration for positive and inspiring change in small groups of people, while only utilizing limited selected collaborations
Models for Role
ModelsModeling design concepts for a better future, but not being heard
Expanding the Space
Learning opportunities can be stylize and reach beyond walls avoiding restrictions by a limitedspace
Reaching for Something New
Possible small opportunities could lead into new interactions and enhanced experiences for learning, exploration and application
STRATEGIC ANALYSIS OF CURRENT MUSEUMS
Teachers of design knowledge but lacking visitor’s personal preferences, and low implementation of suggestive feedback
COOPER HEWITT
Case Study
Cooper Hewitt, Smithsonian Design Museum is a design museum located in the Upper East Side's Museum Mile in Manhattan, New York City
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A completely digitized and accessible collection
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Offers a Master’s Program in History of Design in Partnership with Parsons
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Interactive, Immersive, and personalized experience
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(The Pen Experience) The Pen allows collecting data from their visitors
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Has an interactive lab to develop and prototype experiences with audiences
COOPER HEWITT
THE HIGH MUSEUM
Case Study
The High Museum of Art is an art museum in Atlanta, Georgia located on Peachtree Street in Midtown, the city's arts district
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Offers a digital pre-visit mapping of ‘favorite’ exhibition pieces
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Traveling exhibitions that are interactive and attractive for outdoor pop-ups
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Are open to co-creation with artists for their unique creativity by design commissions for future exhibitions at the museum and add-ons for their permanent collection
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Put the user front and center, by personalizing preferences and relevant topics
THE HIGH MUSEUM
MUSEUM OF DESIGN LONDON
Case Study
The Design Museum in Kensington, London exhibits product, industrial, graphic, fashion, and architectural design
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Offers both permanent and renovated exhibitions
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Free entry for museum, goers must pay extra for specialized exhibitions.
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Food and Drink are available in the museum cafe
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Offers interactive exhibitions that engage visitors
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Smaller in size museum but maximize its space
MUSEUM OF DESIGN LONDON
VICTORIA & ALBERT
Case Study
London's largest museum of applied,
decorative arts & design, permanent collection of over 2.27 million objects. Founded in 1852, named after Queen Victoria & Prince Albert
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Just redesigned their Welcome Experience using UX and Service Design
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Runs co-creative workshops with schools to design new exhibitions
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Uses edge-technology like 3D Sound simulations, I Beacons and Digital maps
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Uses a Twitter channel to collect ideas from people
VICTORIA & ALBERT
ECOSYSTEM MAPPING
We plan to introduce this framework to our case as a way to innovate the current institutions surrounding The Moda Museum.
To do so, by influencing institutional arrangements, buy- in from actors participating in the ecosystem is critical. Otherwise, the new forming institutions will
be rejected.
By pointing out patterns of making, breaking, and maintaining institutionalized rules will allow us to better understand how to integrate resources.
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MODA THROUGH PERSPECTIVES
This framework allowed a macro to micro perspective on how the museum industry influences the micro interactions and the identification of who MODA currently is.
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SERVICE DESIGN & STANDARD GAP
Key Insights determined no identification of customer standards. Absence of customer expectations and satisfaction. Further understanding how can we apply servitization frameworks and theories to help facilitate and improve the experience and business model of MODA.
Understanding Trends, Opportunities, and Challenges
MODA might include into their present business strategy while still having a significant influence.
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Challenges at a Micro Level
Engagement
More Immersive and Interactive experience to audience
Retention
Long Relationships with Stakeholders
Social Reach
Reach new and broader audiences
Credibility
Improve reputation within Culture and Innovation community
Breakaway from their physical location
Extend their reach beyond their small Brick and mortar location
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Challenges at a Meso Level
Design Education
Reach new and broader audiencesInnovationImprove ways to innovate new ideas within the community
Collaboration
Enhance decision making process by incorporating arts andculture-based community engagement as a platform to engage anddiscuss issues amongst multiple stakeholders
Spatial Segregation
Address shortcomings and challenges
Racial Equality
Advocate during MARTA expansion & development of the Beltline
Challenges at a Macro Level
Traditional Norms
Offering educational interactive activities and encouraging hands on experiences about design
Retention
Maintaining visitors through new intriguing and relevant offerings
Breakaway from their physical location
Extend the facility practices into non-museum institutions
Credibility
Sharing their elite profile with other institutions that are not on theirlevel of trustworthiness
CONCEPT SELECTION
We conducted a Evaluative & Explorative
Workshop where we opened a conversation through a workshop that allowed co-creation between researchers and participates. This allowed participants to comment on our ideas and offer new insights based on the levels of innovation and impact of each idea.
Areas through Insitutions, Contributors, Visitors and Community allow a clear proposed solution of a local mass collaboration opportunity that could benefit all in various ways.
2 workshops 5 volunteers each
THE CONTACT ZONE
Our concept defined as, MODA being the
facilitator and educator of design throughout the Atlanta community. Strive to be the primary design educators within Atlanta community.
As a team we wanted to define institutions in the context of MODA to better understand our teams vision for innovation. The Contact Zone provides the wholesome experience and innovative strategy.
MODA's BUSINESS STRATEGY OF TOMORROW
Facilitator and educator of design throughout
the Atlanta community. Strive to be the primary design educators within Atlanta community.
MODA becoming a facilitator help foster new connections business and social opportunities
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Facilitate Communication & Networking Events
MODA would help businesses tell their innovation stories through case studies and exhibitions that demonstrate the impact of good design
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Business Stories,
Case Studies & Exhibitions
MODA would provide learning materials and tools to help local businesses implement design
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Learning Material
& Tools
MODA would promote and offer field innovation tours, taking users to locations where both public and private sites are hosted.
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Field Innovation
Tours
VALUE FOR THE ECOSYSTEM
The value framework was defined throughout the layers of Society, Ecosystem, Organisation and User.Areas through Insitutions, Contributors, Visitors and Community allow a clear proposed solution of a local mass collaboration opportunity that could benefit all in various ways.
This helps us define the scope of what The Contact Zone could contribute as a facilitator and educator of design within the Economy, Psychology, Sociology and Ecology segments.
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This helps us define the scope of what The Contact Zone could contribute as a facilitator and educator of design within the Economy, Psychology, Sociology and Ecology segments.
BREAKING THE INSTITUTION & RECONCILIATION
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Applying the Logic Model Framework
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MODA’s New Business Model
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Evaluation Strategy
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Implementation & Roll-out Plan
Communication Plan
Creating a flow of communication from the onboarding process, to feedback and sustainment. To help ease the resistance of stakeholders from discomfort and uncertainty when it comes collaborating with MODA.
Scenario Planning
a. Drives long‐term wisdom thinking in organizations and communities
b. Enables to act early on risks and opportunities
c. Allows common insights and understanding about the future across multiple actors
d. Challenges status quo bias & conventional
Communication Plan Dashboard
The dashboard to right, serves as a communication tool for MODA to provide to external stakeholders and community. It shows different metrics that support the systemic open innovation strategy, coined as The Contact Zone. The metrics displayed help communicate the success in implementation of the Contact Zone and monitor performance.
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Communication Pamphlet
A tool to provide educational insights about the new systemic innovation strategy. Each segmentation provides details of the processes that are taken, from the discovery of the gaps, through the new services, and the outcomes/ metrics.
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Channels of Communication
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Concepts #2 and #3 were the concepts involving major disruption in actors and processes. #1, #4 and #6 can be add-ons to enrich the major concepts. #3 implies a shift of design education to external community and environments.
Key
#1 Extended Installations
#2 Museums in a Museum
#3 Design Exploration for Atlanta
#4 4D Design Simulation
#5 Eduscapes
#6 Curators of the Future
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