As we move towards building a more responsible and sustainable future, design's value is no longer measured just in terms of beauty or function. Design is a now a framework for change, used by leaders around the world to solve our planet´s most challenging problems.

Please join CCA, The Designers Accord, and D-Rev´s Krista Donaldson on Friday, March 12th as we embark on a journey fueled by lively discussion surrounding Designing for Social Change.

EVENT DETAILS

Design Change.Change Design
Friday, March 12th 2010
6:00pm -9:00pm

The Nave
1111 Eighth Street
San Francisco, CA 94107-2247

EVENT SCHEDULE
6:00pm-6:45pm: Networking (hors d'oeuvres and beer+wine)
6:45pm-7:15pm: Keynote Presentation, Krista Donaldson
7:15pm-8:15pm: Open Presentations on Social Impact*, 5 min time slots - volunteer now to present or at the door by 6:15 pm
8:15-8:45: General Discussion + networking

RSVP on Eventbrite by buying a free ticket:
http://designchangechangedesign.eventbrite.com/

*OPEN PRESENTATION FORMAT: Stand up and speak to an open community for five minutes about your thoughts or experience on how design can or has delivered social impact. Case studies, projects, design concepts, ideas, provocations, etc
are welcome. Please no slides. Handheld visuals and props are helpful. Interpretive dance encouraged.

We're looking for help organizing this event. If you'd like to join in the social innovation conversation or help the day of the event please contact Elysa Soffer: esoffer [at] cca.edu

Instructor: Asher Waldfogel and Bill Wurz

The purpose of this course is to provide an entrepreneurial view of new business formation. It is taught through the lens of creating a business plan. Students may develop plans individually or working in teams.

The course is divided into five modules (one per session) and a final session where each individual or team will present their plan.

While the "venture" notion may lead you to think of Sand Hill Road, technology-rich ideas and khaki trousers, this course takes a broader view of venture. We'd prefer the notions to be more ambitious and--shall we say "sustainable"--than an ice cream truck. But a variety of ventures qualify--if your ambition is to run a design business or construction company then this is a great opportunity to test your assumptions and develop your business model. If you are developing a venture with intellectual property, this is a chance to explore business models, funding and think through competition and differentiation.

Required readings for the semester include:
• New Venture Creation: Entrepreneurship in the 21st Century, by Jeffry A. Timmons and Stephen Spinelli, Jr.
• Crossing the Chasm: Marketing and Selling Disruptive Products to Mainstream Customers, by Geoffrey A. Moore
• Social Media Marketing an Hour a Day, by Dave Evans

The final project in this class is to build a business around an offering. This includes a business plan but also, other materials for communicating business opportunities. This is also the students' final project in the program, representing a kind of "thesis" project that demonstrates and integrates all of their learning in the program.

Instructor: Steven Gillman

This course is an overview of accesses to capital and an examination of markets. This includes the financial instruments, and institutions that comprise the global financial system, which will then lead to an in-depth study of the marketplaces that play central roles in the global - down to the local - economy. We will explore the roles, rules and functions of the capital markets and review some of the regulations that have created and continually impact those markets. Funding topics also include debt instruments, financing enterprises through venture capital and private equity funding, initial public offerings (IPOs), fixed income securities offerings, commercial paper, angel investing and other forms of access to capital. Financial instruments in a global market will be examined through a review of exchanges, currency, hedging, options, swaps, and international bonds and equities. Fund-raising in the non-profit sector will likewise be considered

Required readings for the semester include:
• Financial Institutions, Markets, and Money, 10th Edition, by David S. Kidwell, David W. Blackwell, David A. Whidbee, Richard L. Peterson

Instructor: John Foster

Strategy is about understanding the relationship between your current position and your desired position in the marketplace. Strategy can be divided into two key components: strategy formulation and strategy execution. As Winston Churchill famously said, "Planning is everything, plans are worthless" so this course is less about strategy as a static thing, and more about the continual aspects of being strategic.

Design thinking is well suited for strategy formulation as it assumes you don't know the answer, yet provides structure and rigor for discovery within common business constraints. We will approach strategy via design with a strong emphasis on practical skills and behaviors necessary for being strategic in existing organizations and in start-ups.

This course provides a survey of various strategic planning methods and innovation concepts, builds students' comfort in working with common strategic planning processes, and encourages students' to develop their own point of view on effective use of strategy in management.

Required readings for the semester include articles and books:
• The Innovator's Solution, by Clayton Christensen
• Blue Ocean Strategy, by W. Chan Kim and Renee Maubourgne
• The Future of Management, by Gary Hamel

Instructor: Michelle Katz

This course is intended to provide students with basic literacy on the legal terms and legal reasoning that underpins business law, including real and tangible property, intellectual and virtual property, contracts, negotiations and business organizations.

Required readings for the semester include:
• Business Law, Fifth Edition, by Robert Emerson

As part of CCA's 2010 Graduate Lecture Series, Tim Brown, CEO of IDEO and author of Change by Design will speak in Conversation with Mark Breitenberg, CCA's Provost.

Timken Reception Hall
6:00 pm Reception and book signing
7:00 pm Conversation

Last night, William Rosenzweig, co-Founder of Physic Ventures spent the evening at the program and spoke to the students about his experiences as an entrepreneur and, now, as an investor. It was a tremendous opportunity to speak directly on a personal level.

Leading by Design Fellows Program
Information session and reception
Saturday, December 9, 7-9 pm
Timken Lecture Hall, CCA San Francisco campus

Join Nathan Shedroff, experience design pioneer and chair of CCA's groundbreaking MBA in Design Strategy program, to learn about this exciting new executive education program.

This dynamic seven-month program operates at the intersection of design thinking, business, and sustainability and helps you and your organization thrive, even in a world of limited resources.

Applications accepted starting November 1
Apply by January 29 and receive a $1,000 tuition discount!

leading by Design Fellows Program
Information session and reception
Saturday, November 21, 3-5 pm
Timken Lecture Hall, CCA San Francisco campus

Join Nathan Shedroff, experience design pioneer and chair of CCA's groundbreaking MBA in Design Strategy program, to learn about this exciting new executive education program.

This dynamic seven-month program operates at the intersection of design thinking, business, and sustainability and helps you and your organization thrive, even in a world of limited resources.

RSVP for the November 21 info event

Applications accepted starting November 1
Apply by January 29 and receive a $1,000 tuition discount!

FOR IMMEDIATE RELEASE

California College of the Arts Launches New
Leading by Design Fellows Program

Executive Development Program Equips Business Leaders to Thrive in Challenging Times

San Francisco, Calif., October 1, 2009--California College of the Arts (CCA) in San Francisco announces the May 2010 launch of the Leading by Design Fellows Program, the first executive program of its kind in the United States. It will blend the traditionally separate domains of business, design, and sustainability into a single, integrated approach, by which professionals can proactively shape the future of their companies, even in a world of limited resources.

CCA has a 100-year tradition of pioneering programs that bridge the arts and society, and the Leading by Design Fellows Program builds on that legacy. "Unprecedented changes in the world demand a critical shift in business thinking," says CCA Provost Mark Breitenberg. "A dramatically different paradigm is emerging. Success and growth are now measured by increases in values, meaning, and sustainability, not simply profitability. Our goal is to create a dynamic center of ideas and senior leadership by synthesizing design-led innovation, business strategy, and sustainable practices. We want to help companies not simply ride out difficult times, but seize this moment as an opportunity to thrive. In the 21st century, institutions must help people and societies reimagine, reinvent, and redesign the way we live to create a more sustainable world."
Nathan Shedroff, noted experience strategist and chair of CCA's groundbreaking MBA in Design Strategy, says, "This program will provide an immersive, inspiring, and challenging experience. Our Fellows will be able to think farther and faster, with more meaningful and powerful results."

To offer maximum flexibility to working professionals, the program is structured as a series of six on-campus "residency" weekends, once per month, of instruction and interaction, with online study, webinars, and discussion in between. This schedule allows participants from all over the United States to maintain their careers while keeping in close contact with each other, faculty, and program staff. Upon completion of the program, participants receive a certificate designating them Leading by Design Fellows.

The faculty instructors are business and design experts, forward-thinking academics from major universities, and leaders in the field of sustainable management. Confirmed guest faculty include Tim Brown, CEO of IDEO; Sara Beckman, PhD, Haas School of Business, UC Berkeley; Kaaren Hansen, director of experience design at Intuit; Sam Lucente, VP of design at Hewlett Packard; Dan Pink, author of A Whole New Mind; and Adam Werbach, CEO of SaatchiS and author of Strategy for Sustainability.

The curriculum integrates lectures, presentations, readings, and provocative dialogues with hands-on studio work. Participants explore customer and market needs, challenge assumptions, devise effective solutions, and communicate opportunities across a wide range of stakeholders. Program goals include: reframing definitions of competition and growth for shifting global realities; anticipating internal and external needs; deeply understanding customers at the level of values and meaning; devising strategies, products, services, processes, and structures that operate with, and within the limits of, nature; fostering greater integration, cooperation, and collaboration across organizational functions; and sifting through competing priorities to define core goals.

Applications will be accepted starting November 1. Potential participants are expected to come from a range of fields: business, design, nonprofit organizations, and government. They must be senior leaders or managers with at least 10 years of professional experience in positions of increasing responsibility.

The program has dedicated studio space on CCA's San Francisco campus, and it has close ties to companies, consultancies, and organizations throughout the region. The Bay Area is a world center of innovation, entrepreneurship, sustainability, and nonprofit organizations.

For more information about the Leading by Design Fellows Program, visit www.cca.edu/fellowsprogram or email mailto:fellowsprogram@cca.edu.

About California College of the Arts
Founded in 1907, California College of the Arts (CCA) is noted for the interdisciplinarity and breadth of its programs. It offers studies in 20 undergraduate and seven graduate majors in the areas of fine arts, architecture, design, and writing. The college offers bachelor of architecture, bachelor of arts, bachelor of fine arts, master of architecture, master of arts, master of fine arts, and master of business administration degrees. With campuses in San Francisco and Oakland, CCA currently enrolls 1,740 full-time students. Noted alumni include the painters Nathan Oliveira and Raymond Saunders; the ceramicists Robert Arneson, Viola Frey, and Peter Voulkos; the filmmaker Wayne Wang; the conceptual artists David Ireland and Dennis Oppenheim; and the designers Lucille Tenazas and Michael Vanderbyl. For more information about CCA, visit www.cca.edu

PRESS CONTACTS:
Brenda Tucker 415.703.9548 btucker@cca.edu
Sarah Owens 415.703.9549 sowens@cca.edu

PUBLIC CONTACTS:
www.cca.edu/fellowsprogram
fellowsprogram@cca.edu

BusinessWeek has published their annual list of Design and Business schools (they skipped last year) and the DMBA program is listed this year.

images.businessweek.com/ss/09/09/0930_worlds_best_design_schools/3.htm

Three of the DMBA pioneer students spent their summer compiling a record of their first years' experience. You can preview it and even order copies through MagCloud, a print-on-demand service that one of the Sustainability groups researched last year and found to be more planet-friendly than traditional "push" publishing models. The student annual is actually a featured publication on MagCloud right now! The online cost is $15 plus shipping: magcloud.com/browse/Issue/34497

They also put together a second publication called "26 Thoughts," which is a compilation of their blog posts for TriplePundit.com The articles are online (http://www.triplepundit.com/category/cca-livee/) but we thought it would also be nice to have them packaged and printed in an anthology. The cost for the document is $10 plus shipping: magcloud.com/browse/Issue/34282

Hopefully, these publications will serve as nice artifacts of what was accomplished by the first cohort last year. And maybe there will be a second issue next year for all that we will accomplish in 2009-2010!

One of our program's advisors, Sara Beckman, last week published an excellent article in the New York Times about the relationship between Six Sigma and Innovation processes.

Welcoming the New, Improving the Old
By SARA BECKMAN
Published: September 5, 2009

FOR decades, companies from Cisco Systems to Staples to Bank of America have worked to embed the basic techniques of Six Sigma, the business approach that relies on measurement and analysis to make operations as efficient as possible.

More recently, in the last 5 to 10 years, they have been told they must master a new set of skills known as "design thinking." Aiming to help companies innovate, design thinking starts with an intense focus on understanding real problems customers face in their day-to-day lives -- often using techniques derived from ethnographers -- and then entertains a range of possible solutions. More...

Michael Lewis's excellent article begins to explain how Iceland's instant financiers ruined the country's economy with a reckless regard for financial sustainability. It's a finance lesson for us all--and a sustainability lesson as well.

Wall Street on the Tundra

Iceland's de facto bankruptcy--its currency (the krona) is kaput, its debt is 850 percent of G.D.P., its people are hoarding food and cash and blowing up their new Range Rovers for the insurance--resulted from a stunning collective madness. What led a tiny fishing nation, population 300,000, to decide, around 2003, to re-invent itself as a global financial power? In Reykjavík, where men are men, and the women seem to have completely given up on them, the author follows the peculiarly Icelandic logic behind the meltdown.

http://www.vanityfair.com/politics/features/2009/04/iceland200904?currentPage=1

Instructor: Sharon Green

In the midst of rapidly changing social, economic, political, technological and environmental circumstances, leaders must have the capacity and wisdom to create balance and health in the systems--the organizations and communities--where they have an impact. This requires the ability to reflect, moral and cultural intelligence, awareness of ethical issues, sensitivity and responsiveness to cultural differences, individual and group decision-making skills, the ability to tap the wisdom of the collective, and the capacity to respond to day-to-day ethical dilemmas.

This course will explore ethical relationships with attention to both individual and systemic elements. Emphasis will be given to developing reflection capacity, communication skills, frameworks for conducting ethical analysis, systems thinking, and change management methodologies. The class will follow a seminar format, with dialogue around ethical and cultural issues, exercises, guest speakers and a team presentation. Students will be asked to articulate their perspectives on ethical issues, exercise moral imagination in collaborative exploration of ethical and cultural dilemmas, explore moral courage and its application, and listen to classmates and learn from them. Teams will be asked to investigate the ethical climate of an organization and make design recommendations for an ethical and responsible enterprise.

In addition to several articles, required books for the course include:
• Conscience and Corporate Culture by Kenneth E. Goodpaster
• Moral Intelligence by Doug Lennick and Fred Kiel
• Cultural Intelligence by David C. Thomas and Kerr Inkson

Instructors: Nathan Shedroff & Linda Yaven

This course is both an investigation into the dimensions of experience, with a particular focus on the senses, and a chance for our students to begin a year-long final project. Design processes and techniques will be studied in readings as well as put into practice in projects throughout the course. Students will be required to present articulate design concepts verbally as well as visually at a professional level in an open class critique format. A final presentation will be made representing a high level of professional finish, including but not limited to drawings, marketing materials, sketch models, and finished models.

All interactions with products, services, and events are experiences. These experiences occur, whether or not they are designed, and often do not have the effects their creators might intend. What are the mechanical and aesthetic components of products and services and what do they mean for value? How can organizations consciously create successful experiences for their customers and other stakeholders? What innovation processes work appropriately for what kinds of organizations?

The semester project will challenge the students to identify an interesting customer/user/audience group, investigate their needs as well as the senses and meanings embedded in their experience, and develop an innovative product, service, event, environment, or policy solution that both meets these needs and expresses and triggers meaning throughout the dimensions of experience. Several students will, likely, use this solution as the basis for exploring the offering in next semester's studio, the Venture Studio, where they will build a business model and realistic financial scenario around the offering.

Required readings for the semester include a reader with selected articles as well as the following books:
• A Natural History of the Senses, by Diane Ackerman
• The Secret of Scent, by Luca Turin

Optional tools include:
• Experience Design 1 Cards by Nathan Shedroff

Instructor: Dan Sevall

This is another new course for us. Dan Sevall, who teaches Accounting in the DMBA program is also teaching this course.

This course emphasizes how management, through financial analysis, can increase the value of the firm. The course combines theory and practice. Simply put, this course enables the student to have a deep appreciation and understanding of the role of the CFO. The course begins with a review of financial ratios and Time Value of Money, and then progresses to more advanced topics such as valuation theory, cost of capital, real options, capital structure decisions, lease financing, Mergers & Acquisitions, and Multinational Finance.

Required textbook for the course is:
• Financial Management, 12th edition. by Eugene F. Brigham and Michael C. Ehrhardt

In addition, the course is using the following Harvard Business School cases:
• Whirlpool Europe (202-017)
• Netflix (201-705)
• Dell's Working Capital (201-029)
• A-Rod: Signing the Best Player in Baseball (203-047)

In addition, students will work in teams to develop a Finance Plan for an organization of their choosing.

Instructor: Linda Yaven

This has proven an enormously helpful course--and somewhat intense for all involved. Students are challenged to question their own communications biases in personal reflection, team projects, one-on-one interactions and through a variety of projects. Assignments are weekly with one big learning event produced for the program by the students themselves at the end of the semester.

Most of the readings for this course use a reader that gathers articles, reports, and chapters throughout a wide variety of sources and, unfortunately, isn't available outside the program. However, there are two required books as well:

• Difficult Conversations, How to Discuss What Matters Most by Douglas Stone, Bruce Patton, Sheila Heen, and Roger Fisher
• A General Theory of Love, by Dr. Thomas Lewis

Instructor: James Forcier

This introduction to economics basics as they relate to markets, organizations, and innovation will challenge the students to understand traditional, neo-classical economics as well as to push past this material into new economic theories.

For those following along at home, the required books this semester include:

• The Micro Economy Today, 11th Edition, by Bradley R. Schiller
• • A custom textbook by the course instructor, James Forcier, based on Managerial Economics and Organizational Architecture, 4th Edition by James Brickley, Clifford W. Smith, and Jerold L. Zimmerman

Instructor: Dan Sevall

The accounting course this Fall remains largely untouched from last Fall. For those following along at home, the required books for this course include:

• Understanding the Corporate Annual Report: Nuts, Bolts, and a Few Loose Screws, by Lyn M. Fraser and Aileen Ormiston
• Accounting for Decision-Making and Control 6th Edition by Jerold L. Zimmerman
• Three Harvard Business School case Studies: Industrial Grinders, Colorscope, and Dakota Office Products