We’re all creatures of habit, and as anyone who’s tried to start a new exercise routine or stop doomscrolling social media before bed can attest, habits are hard to change. Up to 74% of US adults set New Year’s resolutions, for example, yet studies typically find that around 80% of them are abandoned by the end of February.

This difficulty can have real consequences for communities and businesses: getting citizens to separate their recyclables or convincing customers to embrace a new service can be harder than providing the service in the first place. Often, much harder.

Changing behavior, in fact, is one of the great design challenges of the modern era. It pits generations of ingrained human nature against an endless variety of incentives, nudges, and rewards that must be tailored to the task, and often to the group of people performing it. It’s incredibly difficult, but also too valuable to ignore. Designing for behavior change is how we provide a path for people to transition to new products and services, adopt better ways of doing things, and in many cases, live healthier, happier lives.

As a design and innovation firm, Ziba is often tasked with doing just that—new solutions often require new behaviors, and figuring out how to instill those is a huge part of the design challenge. It’s something we’ve done in categories ranging from healthcare, to CPG, to getting consumers comfortable with more sustainable products or behaviors. And in the process, we’ve found a few approaches that can reliably make these kinds of shifts a reality.

Some of this comes straight out of academia. The Fogg Behavior Model, created by Stanford professor B.J. Fogg, considers 

 as the primary building blocks of behavior change. Fogg’s thinking has influenced the founders of Facebook, Twitter, and Google—three companies that have done more to change how we go about our daily lives than nearly any other...at least since the invention of the Web. Other models, like Fishbein’s Reasoned Action Model, consider rewards, social dynamics, and reinforcement.

All of these models make good points, and they’re all effective to some degree. But human behavior is complicated, and it’s good to have more than one tool in your box. So rather than ascribe to a single model as the one true way, 

Ziba creative teams have settled on five approaches, which we’ve gone back to again and again.

Emotional benefits and positive practical outcomes play a huge role in guiding people’s decisions and behaviors. Feeling happy, rewarded or smart about your last workout, the new shoes you bought, or even volunteering to help those less fortunate—these all play an outsized role in the choices you make. This is why emphasizing the core benefit of a design solution, like saving money or meeting a need, is so important when trying to drive new behavior.

Five Ways to Design for Successful Behavior Change

2020年に世界自然保護基金（WWF）がリゾート、ホテル、クルーズ船での食品廃棄物の削減に関するキャンペーンを展開するためにジバに来たとき、彼らは一般の人々の意識向上キャンペーンが有効性の点でさまざまな実績を持っていることを知っていました。 そこで彼らは新しいアプローチを探して私たちのところにやって来ました。

通知するだけでは不十分です。

意識向上キャンペーンは、人々が知らされていないことを想定するという間違いを犯すことが多く、問題の範囲を知っているだけであれば、行動の仕方を自動的に変えるでしょう。食品廃棄物のような問題の場合、これは合理的な仮定です。ほとんどの人は、食べ物を捨てるよりも食べる方が良いことを知っていますが、その環境への影響はあまり知られていません。食物を無駄にすることはまた、エネルギー、水、土地、そして資源を浪費し、それは地球に長期的な影響を及ぼします。しかし、食品廃棄物が良いと思う人はほとんどいません。悪いことはあなたが思っていたよりも悪いことを強調するだけで、行動が変わる可能性は低いです。キャンペーンには、巧妙な文章、優れたビジュアルデザイン、印象的なメッセージが含まれている可能性がありますが、それは強力な敵である慣性に逆らいます。人々や機関は、食べ物を提供したり消費したりする方法など、物事を行う方法に習慣を設定しており、習慣を変えることは困難です。

しかし、食品廃棄物が良いと思う人はほとんどいません。悪いことはあなたが思っていたよりも悪いことを強調するだけで、行動が変わる可能性は低いです。キャンペーンには、巧妙な文章、優れたビジュアルデザイン、印象的なメッセージが含まれている可能性がありますが、それは強力な敵である慣性に逆らいます。人々や機関は、食べ物を提供したり消費したりする方法など、物事を行う方法に習慣を設定しており、習慣を変えることは困難です。

そのため、ZibaがWWFと提携して、ゲストに食品廃棄物を伝達するためのツールキットを開発したとき、私たちは議論をしたり情報を伝えたりするのではなく、行動の変化に焦点を当てることから始めました。結局のところ、行動の変化は、新しいタイプの製品を採用するように顧客を説得しようとしているか、より健康的な習慣を奨励する健康またはフィットネスサービスを設計しようとしているかにかかわらず、ほとんどの設計問題の一部です。同様のレンズを通して食品廃棄物を見ると、まったく新しい一連のアプローチが見えてきます。

一つには、私たちはほとんどの設計プロジェクトで行うのと同じ方法、つまり研究から始める必要があることに気づきました。 食品廃棄物の場合、これは、たとえばホテルの朝食ビュッフェで、食事をする人やゲストに会い、さまざまなメッセージングアプローチにどのように反応したかを観察してインタビューすることを意味しました。 また、ゲストサービスマネージャーやウェイトスタッフと彼らの経験について話したり、調査やフォーカスグループを実施したりすることも意味していました。

私たちが学んだことは少し驚くべきことでした。 マネージャーやサーバーからゲストやダイナーまで、誰もがすでに食品廃棄物の削減に貢献したいと考えています。 しかし、ホテルのビュッフェやクルーズ船のダイニングルームなどの状況で「想定される」ことについても明確な考えを持っています。 地球のために正しいことをすることは多くの人々にとって重要ですが、社会的規範に従い、余分な努力を避け、彼らが多くのお金と努力の計画を費やした食事、クルーズ、または休暇を楽しみたいと思っています。

適切なメッセージを適切な場所に配置します。

環境への配慮が脇に追いやられないようにするための最良の方法の1つは、決定の時点で、関連するメッセージをそこに置くことです。 選択肢を検討する瞬間があると、持続可能性などの抽象的な考慮事項が決定の一部になります。 しかし、忙しいビュッフェラインで、または急いでいるウェイターに注文するとき、彼らは忘れがちです。

規範的ではなく、インスピレーションと指示を与えてください。

最後に、すべての設定がユニークであり、それらを実行するホスピタリティとブランドマネージャーが誰よりもそれらをよく知っていることを認識することが重要です。ゲストサービス業界には多くの慣性があります。これが、変化が非常に遅い理由の1つです。しかし、これらの人々は専門家であり、ゲストと同じように、地球にとってより良い選択をしたいと思っています。

実際、管理者は、その累積的な影響を直接目にするため、ほとんどのゲストよりも実際に食品廃棄物の問題をはるかに認識しています。しかし、彼らにはゲストを遠ざけない責任もあります。そのため、WWFツールキットにはゲストの考え方や調査結果に関する詳細な説明が含まれており、マネージャーが独自のキャンペーンをカスタマイズしたり、最初からキャンペーンを作成したりするための十分な柔軟性を提供します。

結果は圧倒的にポジティブです。それを行動変容キャンペーンとして扱い、聴衆中心のアプローチをとることによって、私たちはWWFに、非常にアクセスしやすく、カスタマイズ可能で、説得力がなく、最終的に効果的なものを提供することができました。行動変化のツールとメカニズムはもはや謎ではありません。本当の謎は、他の人がそれらを使い始めるのに非常に長い時間がかかる理由です！

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世界自然保護基金（WWF）が2020年にジバに来て、食品廃棄物の削減に関するキャンペーンを展開したとき...

Ziba x WWF

Ziba x WWF：行動デザインによるより良いメッセージングキャンペーンの作成

If you’re like most consumers in the U.S. or Europe, you’ve been doing a lot more of your shopping online in recent months. With more people spending more time at home, e-commerce has accelerated dramatically, squeezing an estimated six years of growth into just a few months. This was driven mostly by necessity, but it’s also introduced a far wider range of consumers to the convenience and flexibility of e-commerce.

This change, though, has stripped away much of the joy of the shopping experience. Real-life shopping can be a wonderfully social activity, and its loss is something we’ve all felt. Pointing and clicking is fine if you’re stocking up on cleaning supplies, but what about the connection and excitement of browsing a curated retail space with friends? Seeing what catches your eye, asking an expert for recommendations, chatting over a purchase with your partner?

The technology to make digital shopping more social, immersive, and emotionally engaging already exists, but it’s never been brought together in a seamless, accessible way. What if it was? What if you could actually enter a virtual shop of your choosing, and invite your friends to join you in real-time? Introducing: ShopSocial™, our patented e-commerce platform.

The ShopSocial™ concept explores the wide range of possibilities that this kind of experience could offer. Using your existing tablet, smartphone, or laptop, ShopSocial™ invites you into a virtual retail space that’s already familiar, and intuitive to browse.

Create a social experience that drives digital foot traffic.

You’re free to explore on your own, of course, but imagine inviting friends—anyone in your contact list—to come along.

Learn about and connect with customers through real-time interaction.

For merchants, an immersive digital environment offers many of the advantages of in-person retail, like the ability to interact with customers in real time, learn about their habits and what draws their attention, and customize the space and inventory to maximize engagement. Sales associates can be located anywhere in the world, but answer questions and offer advice just as they would on the retail floor. They can also be called up at a moment’s notice—and dismissed just as easily.

Give customers the power to bring friends into the experience.

What may be the biggest advantage of social digital shopping is the ability to bring in anyone, at any time. Want to ask your trainer if you’re getting the right pair of shoes? Give them a call and show them. Not sure what your spouse thinks of putting an exercise bike in the living room? Not only can you call them up, you can show them exactly what it would look like, using a simple, accessible AR placement tool.

Give customers the ability to browse independently, increasing engagement and sales.

You can stroll the space independently, chatting about what you see, and show each other whatever seems interesting.

Bring products into the real world with AR experiences.

For smaller merchants, this kind of social interaction is a chance to push back against the overwhelming advantages that online behemoths like Amazon and Walmart have. By making digital shopping more social, the emphasis shifts from speed and selection back to the shopping experience, helping to level the playing field, and bring in more traffic. And the more information, social contact, and context you bring into that experience, the more confident shoppers are that they’re making the right decision—and the more likely they are to go ahead with the purchase.

The future of online retail doesn’t have to be confusing or overwhelming. In fact, it should be the opposite. We already know what it feels like to enjoy shopping in the real world—ShopSocial™ is how we bring that same joy and connection to the digital one.

Want to know more about ShopSocial™, and Ziba’s innovative approach to e-commerce? 

Putting the Humanity Back in e-Commerce

Business success requires creativity. This was true in the past, and it’s even more true in times of accelerated change and disruption.

But to be creative, leaders must deal with discomfort and ambiguity, while competing at the speed of digital. Creative thinking helps organizations solve emerging business problems by enabling them to generate fresh ideas. The most successful organizations are able to jumpstart this conversation, by playing with unlikely connections that expose fresh solutions, allow them to think differently, and provide unexpected perspectives.

The danger in doing this is that not all new ideas are right, and it can be difficult to tell them apart from the others. When unclear ideas proliferate, chaos ensues. So clarity is critical, but getting there requires editing, simplifying, and distilling what you’ve generated into a refined and useful subset. It can be a slower, more painstaking process, but ultimately it’s more fluid—if the organization has optimized for it.

Having struggled with the process of solution refinement for decades, we’ve gradually built up a short list of approaches that work. There are eight methods in total, which we’ll describe in two parts. Part one covers three methods for optimizing individual creativity; part two covers five more methods, that can also be applied across teams.

When team members feel they are not adding value, adopting a singular mindset can reignite a sense of purpose, and reestablish each individual's scope of control.

Human beings don’t multitask well. While it can seem effective in theory, and even feel productive when you’re doing it, studies repeatedly show that multitasking makes us less productive, by distracting us and increasing our tendency to make errors and repeat tasks.

When we slow down and single-task, focusing on one thing at a time, it can often feel like we’re working more slowly. But in fact it lets us work with more clarity, depth, and ultimately, speed. We not only achieve results faster, we also enjoy the process more. Our sense of joy and inspiration also create more dynamic solutions. Fun fuels creativity.

The speed of business can cause chaos, and the pressure to achieve prevents us from stopping. Leaders who establish boundaries for their teams enable them to thrive, and reestablish equilibrium.

Pausing unlocks ideas and solutions, yet it is difficult to master. Today’s pace of change causes us to believe that we must act 

business leads will be lost, and momentum will falter. In these circumstances, pausing can feel counterintuitive, yet it enables us to be both thoughtful and timely. We learn that the right move at the right time puts us leaps and bounds ahead of the pack.

From a creative processing standpoint, pausing aids in natural (or subconscious) synthesis—a critical component of creative thinking. Natural synthesis is the autonomic iterating mechanism of your brain.

For example, when we conclude a client call, we always take a short pause to allow for synthesis before debriefing. We also make a point of pausing before reconvening, giving the team space to breathe, focus on problem-solving, and ultimately be more productive. Next steps become clearer and thought processes more refined.

When business leaders pause, it creates a culture of clarity and calm throughout the organization, which can translate into energetic camaraderie.

When the definition of success is unclear, assessing what is important can refocus the organization on its wellbeing and long-term growth.

Take a hard look at what’s in front of you, and strategically handle the most important items or tasks. This often means you aren’t solving for the most urgent. When everything seems as though it must be done immediately, that’s a red flag.

Instead, pause and reassess. What is important? What is merely urgent? As this skill increases, the number of urgent items will decrease over time as you simplify strategically.

Check back tomorrow for five more methods to be applied across teams.

Optimizing Creativity for Business Impact: Part One

If someone tells you you’re especially good at drawing, you tend to draw more. Getting good grades inspires feelings of pride that often prompt us to work harder. For most of us, in fact, not a day goes by without some kind of positive feedback reinforcing one of our behaviors, whether it’s in the way we engage with social media, choose where to spend our money, or make decisions about our health.

Integrating positive feedback into the design of products and services can be a profoundly effective way to guide behavior. The Noom health and fitness app, for example, explicitly markets itself as a “behavioral science-based program” designed to help you to take control of your health. Given how emotional our relationships with food can be, it only makes sense that bringing in behavioral psychology principles could help us understand and improve eating habits.

There were health-tracking apps before Noom, of course, but they tended to collect and present data in a very matter-of-fact way. This misses an opportunity to leverage feedback in a way that makes the advice and services they offer more likely to be embraced. Noom’s real breakthrough is the way it integrates education, motivation and self-efficacy into its user experience. After entering health data and fitness goals, each user is paired with a specialist trained in cognitive behavioral therapy, who helps guide them through a unique, AI-assisted program.

Rather than prescribing a predefined diet, the Noom app focuses on self-awareness, teaching users to take control of their behavior and—crucially—to feel good about their choices. Instead of using guilt and shame to discourage eating “bad” foods, this approach uses real-time positive feedback to help people change the way they think about food. The app takes a similar approach to fitness targets, helping users change exercise and activity habits through in-app affirmations and personal coaching.

When Ziba worked with Adidas to develop the

 fitness app, we drew on similar lessons, using positive feedback to motivate, inspire and challenge users throughout their personal wellness journey. Like the Noom app, All Day combines data (gathered from a smart bracelet) with nudges based on behavioral science principles. So in addition to expert-designed advice on movement, nutrition, and rest, it also provides personalized positive feedback, celebrating specific achievements.

But what really sets the app apart is how it leverages its community of users to add weight and credibility to that feedback. By communicating with each other, the (primarily female) users of Adidas All Day are able to support each other, offer praise, and celebrate success. This element of real-time, human feedback, combined with the tangible benefits of a healthier lifestyle, means app users stay motivated and get results—in a way that simple metrics and static workout plans never could.

In the end, what matters is the choices that people make, especially when it comes to health and fitness. But one thing behavioral science tells us—and Ziba’s project experience confirms—is that making people feel good about those choices is a reliable way to make them last.

Stay tuned for our continuing series on Behavior Change, or sign up to receive updates 

Five Ways to Design for Successful Behavior Change: #1 Positive Consequences

コミュニティー感覚を持つことは、私たちを団結させ、またコミュニティーに属することで、自分自身よりも大きなものの一部であることを感じさせてくれます。 

コミュニティは、つながりや帰属意識だけでなく、より実用的な検証ツールとしての機能も持っています。人間の集団は、コミュニティの大小を問わず、集まることでパターンを認識します。そしてそれらのパターンは、コミュニティで共有される本物の真実の根源を確立します。新しい自己組織化モデルであるマイクロコミュニティは、今後10年のあいだで、何が良いもので、何が真実で、何が信頼できるものになるかの基礎を確立しつつあります。


消費者はデジタルでの孤立を解消する方法を切望しています。かつて人と人とのつながりの主役であった、日常の何気ない関わりに足を踏み入れる口実を探しているのです。


今日のコミュニティは、マイクロカルチャー・ネットワークに自己組織化されています。このような小さな集団は、その影響力、相互接続性、信頼性から、より速く価値を持つようになります。賢いブランドは、こうした新しい分散型ネットワークを取り入れ、収益化、動員、ファンコミュニティとの共創を行い、そのリーチを拡大しています。多くのブランドが直面している課題は、こうしたマイクロコミュニティのスピードに合わせて動き、彼らの日常的な世界の一部となるために必要なセレンディピティにいかに関与するかということです。


先進的なブランドは、コミュニティ形成のための新しいイニシアチブを活性化させるため、自分たちがどのような役割を果たせるかを模索しています。強いブランドは、ゼロから始めるのではなく、既存のコミュニティとそのマイクロ・インフルエンサーをサポートすることで、彼らを大事な参加者とし、エンゲージメントの扇動者にすることができるのです。


コミュニティの未来

そのため、Zibaチームがツールキットを開発する際に、メッセージをいつどこに配置するかを、メッセージの内容と同じように慎重に検討しました。 1つのサイズで、ホテル、レストラン、リゾート環境のすべてに対応できるわけではありません。 何を注文するか、どれだけ取るかを決めるときは、迅速で実用的なメッセージを用意することが重要です。 一方、エレベーターやロビーでは、より微妙で会話的なメッセージが、食品廃棄物の課題を親しみやすく解決しやすいものにするのに役立ちます。

, we looked at three methods for optimizing individual creativity. In part two, we’ll continue to examine this topic in the context of team creativity, through five methods that work at the scale of the group.

Businesses need an authentic narrative to connect with consumers and create impact, and this requires editing. There can be no clear, compelling story without it.

We arrive at cogent, impactful solutions by distilling all of the ideas we’ve generated down to one: the end result of what’s often a messy, fluid editing process. As necessary as ruthless editing can be, it can be challenging when clients develop an attachment to the ideas they’ve generated. This makes sense, of course—we all fall in love with ideas! But the role of design is to balance idea generation with editing, to guide the distillation process and arrive at a refined solution that can be understood and implemented.

Organizations that lack momentum are discovering that simplification can rally clients and consumers around a fresh, creative vision.

The goal of simplification is to train an organization to identify the essence of their ideas or concepts, leading them towards what is most critical in achieving their goals. For example, simplification helps organizations identify which products, processes, and concepts make them more agile and adaptive. Underlying this practice is the simple fact that we function better with fewer choices: simplicity is a path to confidence, through clarity.

When we move too quickly and embrace only what we already know, we don’t tap into the full richness of the mind and the heart. Harnessing the full potential of both is critical to creativity.

Prioritization means choosing what is most important at any given moment. Paradoxically, being able to prioritize with agility is a way of moving faster, not slower. It’s ultimately more effective to do the next best step, rather than trying to predict all the steps that will lead to a desired outcome. Especially since each step can often change the array of options as you move forward.

Teams that feel confused, tired, and stuck are switching gears to re-energize and re-engage productivity and potential solutions.

When a team is deeply engaged in a design project, it’s tempting to refine ideas and solutions until they feel “perfect” before sending them out for feedback. But often, you’ll get more done by taking something 80% of the way to “perfect” and then getting it out there. By working in shorter, iterative segments, we become more productive than if we’d just pushed through to an end result. The value of getting feedback sooner opens up perspective and keeps us from spiraling. Switching gears is an opportunity to return to a more productive mindset; stepping away when we are stuck is usually more powerful than pressing on.

An idea goes nowhere unless it reaches others’ hearts and minds. Communicating effectively can start a movement, and catalyze change.

Good designers don’t just develop ideas, they also communicate them clearly. The best designers make sure they understand the problem, and the solution they’re proposing, as deeply as possible. This depth of familiarity makes it possible to speak in simple, bold, direct terms, which can ultimately make the difference between a good idea that gets executed and one that quietly dies.

Optimizing Creativity for Business Impact: Part Two

In times of crisis, we naturally withdraw. We tend to take a step back in fear, not a step forward towards something. The current pandemic was no different, with businesses tightening budgets, and bracing for the unknown.

Ziba wasn’t exempt from this uncertainty, or the instinct to contract. But early on we made a decision to lean into expansion instead, in the small ways we could. We decided to Pay It Forward, especially to the local community that’s supported us over the years. Every year, Ziba allocates part of our budget for catering, monthly company meetings and an annual holiday party. In 2020, of course, in-person meetings abruptly stopped, and the annual holiday party was called off. In light of the crisis affecting everyone around us, we decided instead to inject those dollars back into the community rather than hang on to them. Here are three ways we decided to share the love:

In the early days of the pandemic, Ziba was still grappling to understand the landscape, both for ourselves and for our clients. But one of the most obvious, immediate impacts was the sudden halt of in-person meetings, and the subsequent loss of business for the local eateries and food carts that usually catered them.

So in April, we hosted an at-home scavenger hunt for everyone in the studio, and let the winning team choose which businesses to donate the unused funds to. For the local food cart and two cafes selected by the winning team, it was a small infusion of cash to help keep them afloat during the shutdown. For the Ziba team, it was a fun, morale-boosting event that helped brighten the early, nervous days of working from home —and improved the chances we’d still be able to enjoy their cooking next year.

In March, we were automatically welcomed into each other’s homes in the form of video meetings—which, despite seeing less of each other in-person, made us all feel a little closer on a personal level. The scavenger hunt was a fun way to share a little more about our homes, connect outside of work and be a little silly/competitive... all on behalf of our favorite (and dearly missed) local lunch spots. Ziba asked each team to choose a local restaurant to make a donation to in lieu of the business our lunch breaks and catering provided pre-COVID. Let’s just say the competition was stiff, but everyone was all smiles!

Raphael House is a 40-year old organization committed to helping domestic violence survivors and their families find safety, hope and independence. And every year for the past 5 years, Ziba has made a point of supporting them with a little holiday cheer, in the form of Christmas gifts.

In past years, employees grabbed “tags” from a Christmas Tree. This year, with no tree to gather around, Ziba created a Virtual Giving Tree platform where we could contribute gift cards, housing application fees, and support funding for Raphael House families. Ziba matched all staff contributions, plus its own donation, as well as five computers for the organization.

For employees, supporting Raphael House was a way to show camaraderie, and started a tradition we’ll surely continue in future years:

I wanted to help the people in my community, who may feel that their stress is something that they carry alone, to feel more supported by others in their community.

For the past 34 years, Ziba has thrown an annual holiday party— a celebration of our work, our clients and the spirit of the company. This year, we used the party budget to gift it forward. With the help of the studio, we created a list of local businesses we love, both established and new.

Using a custom survey, a small team of dedicated designers and studio leads asked every employee to select their favorite local businesses for holiday shopping, then surprised them with a personal gift card package near the end of the year. This gave us a creative way to thank our employees during a difficult year, and to provide needed support for local businesses. Of the business picked, 93% were local, 53% were woman-owned, and 31% were BIPOC-owned, and they included a mix of smaller establishments such as Ritual and 

In certain cases, stores like Powell’s called us back to confirm the purchase due to the larger amount—just to make sure it wasn’t a mistake! In the end, giving back to our community by redirecting dollars added to the cheer and goodwill of the holiday season. Employees were delighted and excited by the personalized touch, as well as the chance to support their favorite shops.

Covid-19 has created a massive humanitarian challenge. Confronting this unique moment, communities have shifted how they consume and purchase in expedient and ingenious ways. The changes may have been birthed of necessity, but they have great potential beyond this crisis. We are beyond grateful and amazed by the support from the community near and far. As we continue to keep our heads above the water, keep the lights on in hope that by continuing serving chicken and rice, we can help our team and our community to survive and stay strong to keep on surviving. As humans have faced many challenges before us. We all will come out from this together and stronger. Turning new leaves and gain new muscles. Thank you all for supporting us. You have made such a big difference to our lives at Nong’s

In the end, redirecting our event and catering budgets wasn’t driven by a desire to feel-good or make an impression, though it does that, too. Ziba was built on values of humility and mutual care, and this crisis offered a chance to confirm who we are, and what values we all believe in.

Ziba Pays It Forward

人々は、プラットフォーム、センサー、機械学習を通じて、集団的に関与し有効にすることで、新たなレベルの輝きと洞察を達成します。

人は、個人としての自分にとって最も重要なものに目がいく傾向があります。しかし、マクロな視点からの情報を得ることで、主観的で個人的な世界観が広がることに気づきます。消費者は日常生活をより良いものにするために、より広い視野を持つことを可能にするブランドに引き寄せられるのです。

インフルエンサー・ブランドは、より深く、魂のレベルで人々とつながり、倫理的かつ透明性のある方法でセンシング能力を発揮し、当たり前のことを超えて、より深い洞察と豊かなストーリーを提供します。

マイクロセンシング、リスニング、好奇心、そして魅惑的なプラットフォームは、ブランドがこうした意味づけのエコシステムにおいて果たすことのできる多くの役割を理解し、消費者が物事をより広く捉え、新しい機会に対して心を開く手助けをすることを可能にします。

成功するブランドは、継続的な分析とデータの可視化を用いて、消費者がより広い文脈で評価し対応できるようになった自分の生活や環境をコントロールする新しい感覚を与えています。


次の10年は、より深く、より魂のこもったレベルで人々を結びつけ、意味に満ちた輝かしい新しい未来を創造するプラットフォーム・エコシステムが主流になるでしょう。


個々のデータを、車両の所有者とその近くにいるより広いドライビング・コミュニティにとって意味のあるものにすることで、運転環境を改善する。


Makes everyday life better as smart desktop sensors connected to environmental platforms give employees a new level of control over their personal workspace, their mood, and their overall wellbeing.

プラットフォームの未来 ：ソウルメイト

Designing Consumer Packaged Goods (CPG) should be pretty straightforward, but in some ways it’s the most challenging category of all. CPG means a bar of soap, a roll of paper towels, or a box of diapers, but it’s also the way we take care of our families, our homes, and ourselves.

So when Procter & Gamble first connected with Ziba in 1994, looking for a new way to dispense Downy fabric softener, we knew the challenge was bigger than it first appeared.

That design—a plastic ball that you fill with softener and toss in the wash—earned P&G some serious market share, and kicked off a 25 year relationship that’s transformed us both.

It’s no exaggeration to say that Ziba grew up with P&G, starting with fabric care and paper goods, then moving on to feminine products, household cleaners, beauty and hair care, and even pharmaceuticals and coffee. Along the way, we grew our capabilities, built relationships within P&G, and made their challenges our own.

By 1999, we’d graduated from individual products to forecasting entire categories, and by 2001, Ziba was P&G’s agency of record and strategic design partner. A Ziba-designed packaging and brand strategy revitalized the Herbal Essence brand. The Febreeze Dual plug-in created a new product category. At one point, P&G made up a quarter of all the work we were doing.

For P&G, the evolution was just as dramatic. They acquired and developed new brands, and built their own design capabilities in house, often in collaboration with trusted Ziba partners. By 2010, we’d both grown to the point where Ziba became a trusted advisor rather than a source of new designs. “Can you have Ziba come in and look at this?” and “Can we set up an innovation workshop?” were common refrains, even among P&G’s most seasoned design teams.

Today, there are designers working at Ziba (and P&G) who weren’t even born when we first collaborated on that little Downy ball. But they all know the history, and more importantly, they know that P&G and Ziba will always be able to rely on each other for creative insight and a fresh eye. That’s what happens when you evolve together.

Let’s grow old together

In 1993, all FedEx needed was a printer. A very particular printer, for internal use only, but it had to work within tight constraints around functionality and cost. We won the project, designed a great piece of hardware, and kicked off a relationship that’s lasted more than 25 years.

At last count, FedEx has come to Ziba with more than 50 different challenges: additional hardware design, but also in-depth studies of small business shipping needs, communication strategies for new internal processes, and a complete revamp of their entire enterprise software system.

And remember, this is FedEx, so all the while they’re processing millions of packages a day, with no downtime and no days off. “It’s like replacing a tire on a car that’s driving 90 miles an hour,” explained one of our project leads, and she was not wrong. Funny to think it all might’ve never happened, had a competing studio for that 1993 printer project not made a crucial error: they mailed in their proposal using DHL.

Fixing the Tires on a Moving Car

It’s not often you get to design a product that you know you’ll be using someday, but that’s what we got with Wacom.

For the uninitiated, Wacom makes the world’s best digitizing tablets, beloved by visual and industrial designers, illustrators, and digital artists all over the world. At any moment, there are at least 20 Wacom products sitting on desks and in project rooms at Ziba HQ, and for many years, and many of those products were designed at those very desks.

It’s tempting in this kind of situation to skip the user research and just ask your neighbor what they like, but we always made a point of casting a wide net, bringing in hardcore power-users and casual enthusiasts, asking about their needs, and watching them work. The insights this revealed were pure gold, informing everything from interface layouts to the design language that would eventually shape the entire Wacom line.

It must’ve been the right approach, because over 15 years, our collaboration with Wacom produced hit after hit: Cintiq Pro became the gold standard for professional digital artists, the Bamboo line of slim, entry-level tablets brought in amateur users, and Intuos tablets are ubiquitous among designers, for sketching as well as controlling a wide range of software packages. We should know—we use them too.


What if the User is… Us?

In 1993, Microsoft knew that home computing was the future, but they also knew that they wouldn't be part of it if millions of consumers were getting Carpal Tunnel Syndrome using their products. They’d already worked with Ziba on a few early hardware projects, and came to us to help make the ergonomic keyboard as accessible to home users as they’d made the word processor.

For an engineering-based company like Microsoft, ergonomic design means lots of testing and analysis. But despite plenty of research and references, getting the keyboard’s angles and surfaces right mostly came down to trial and error. Sketches became models, rough-cut out of urethane foam, then carved and sanded to match a proposed form. Promising models were driven up to Microsoft’s labs near Seattle, where test subjects would simulate typing—sometimes for hours—under the watchful eye of ergonomics experts and a suite of pressure sensors.

The resulting product, released in 1994 as the Microsoft Natural Keyboard, quickly became the best-selling ergonomic keyboard in history. With a retail price under $100, it transformed market perceptions by putting thoughtful design within the reach of home consumers, who responded by purchasing upwards of 600,000 of them per month at the peak of the keyboard’s popularity.

Since then, we’ve both grown and diversified a lot, but our relationship with Microsoft remains, whether its reconsidering their approach to office design, going deep in user research on a new digital interface, or maintaining a reputation for making hardware that’s just as functional and well thought-out as that keyboard.

Sometimes You Just Need to Carve Foam

Zibaの世界本社のデザインは、様々な分野の実験と卓越を特徴とする企業において、アイ デアのクロスポリネーションを促進する場所を作ることを目的としています。新本社は、 エレガントで効率的な環境を創造し、Zibaのクリエイティブな冒険をサポートします。

Ziba Designは、オレゴン州ポートランドの旺盛なデザイン業界を、長い間サポートしてきました。その結果、私たちのオフィ スには100人以上のデザイナー、研究者、人類学者、エンジニア、開発者が集まり、物理的にも組織的にも手狭になったのです。 そこで、2008年12月の爽やかな午後に、パール地区の歴史あるギャラリーやカフェとユニオン駅の駅舎に挟まれた細長い工業用地 に皆で集まり、起工式を行いました。地元の建築家ホイスト・アーキテクチャーとともに、私たちの仕事だけでなく、35年以上 前にZibaが最初に根を下ろした地元コミュニティにとっても、より良いオフィスビルを目指しました。

プロジェクトルームやその間の空間には、意図的な意志と情熱が込められており、社員、専門分野、クライアントの共同創造を育んでいま す。それは、私たちが日々経験するドラマチックな部分とありふれた部分の両方に対する厳格な注意の中にも見て取れます。そして、再生木材 から、毎年何百人もの参加者を招いてアイデアやソリューションを交換する講堂に至るまで、創業者ソフラブ・ボッソーギの地域社会に対す る信念や関与が表れています。

Zibaは、従来のデザイナーとクライアントの関係を ひっくり返し、クライアントとの「共創」をコンセ プトにしています。その意味で、Ziba本社は、デザイ ン戦略からインダストリアルデザインに至るまで、 あらゆる業務に取り組む大手ブランドの代表者であ る彼らにとって、新しい家にもなるのです。プロ ジェクトルームはオープンでアクセスしやすく、ク ライアントも自宅にいるかのようにくつろげるよう になっています。


コラボレーション、クラフト、コミュニティー

Ziba本社は長い間、パール地区の店舗で、窓は反射し、正面には看板さえない状態でした。ポート ランドが国際的なデザイン都市になるためには、Zibaのような地元のトップデザイン企業が、 シェードを閉めて屋内にいるのではなく、いわば玄関先に座っている必要があるのです。文字通 り、そして比喩的にも、この状況は変わり、Zibaは新しいビルの中で光を浴びているのです。

Covid-19によって、2020年の私たちのコラボレーションや集まり方が変わったかもしれませんが、長い隔離の後、私たちは最 近、新しい健康ガイドラインの下でスタジオを再びオープンさせました。私たちの建物には物語があり、皆さんにもその一部に なっていただきたいと思っています。ポストイットにアイデアを書き込んだり、クラフトビールを飲んだり、いつでも私たちの オフィスに遊びに来て、気軽に声をかけてください。

Ziba Designは、オレゴン州ポートランドの旺盛なデザイン業界を、長い間サポートしてきました。その結果、私たちのオフィ スには100人以上のデザイナー、研究者、人類学者、エンジニア、開発者が集まりました。

混ざり合うほど良い。Ziba World HQへようこそ。

混ざり合うほど良い。ようこそ Ziba World HQ.

Great things often occur when four distinct types of people interact.

Several years ago we had an especially prolific creative director at Ziba, the design consultancy where I serve as director. Her uncanny ability to generate concepts that no one else could see made her extremely valuable, and won us client after client through the sheer abundance and frequency of her ideas.

She also had trouble completing projects. Those same clients she bowled over with creativity and insight grew increasingly frustrated by missed deadlines and blown budgets — not just occasionally, but on nearly every single project under her control. Around that time, a smart young intern at the studio was promoted to full-time project manager, and paired on a new client project with that brilliant-but-challenging creative director. Almost immediately, things went differently. Together, they hit deadlines, stayed within budget, and ended up with a solution that delighted both the client and the project team. Ziba has enjoyed a productive, creative relationship with that client ever since, working with them on more than a dozen projects.

This was no fluke, either: every time these two paired up, the work was spot on. Yet independently, this gifted CD struggled to deliver. We soon realized that the crucial element wasn’t the competence of either person, but the specific way the two of them worked when they were together — something we call Team Alchemy.

It’s a vague term, I’ll admit, but it describes an approach that’s proven itself repeatedly and stood up under rigorous scrutiny. Not long after we discovered the link between that manager and creative director, Ziba’s head of IT performed a statistical analysis on some of our recent projects, as part of his MBA studies. Together, we compared dozens of projects from the previous few years, scrutinizing their on-time performance, budget adherence and rates of client return.

One thing we didn’t find was a correlation between specific team members and project success: a great designer might hit it out of the park on one project while wallowing in indecision on another. What we did find were strong, recurring patterns of certain combinations of people: neither Designer A, Director B nor Manager C possessed the key to a winning project, but A+B would always produce better results than A+C. In a field that loves to enthuse about rockstar designers and maverick creatives, we were surprised to realize that in many cases, the individual mattered less than the team.

Individual skills and talent are crucial, of course, and this realization doesn’t make that any less true. When we hire designers, researchers, strategists, or anyone else at Ziba, we scrutinize their portfolios and subject them to round after round of interviews to ensure a high level of competence across the board. But what we’ve realized since then is that the teams these talented people work on require just as much scrutiny as the people themselves.The pattern was so powerful and potentially valuable that we started to codify it, and over the course of several years, a reliable, repeatable system emerged that we now apply to a range of project teams. It begins with four key roles that show up in any creative group: Generators, Editors, Makers and Collaborators.

The CD in the example above is a classic example of a Generator, and the project manager who paired with her so effectively is one of our finest Editors. Their relationship is pretty straightforward: the Generator develops concepts and pushes her team to explore further; the Editor identifies the most useful ones, offers feedback and focuses effort.

Given how productive their relationship was, it might seem strange that it took so long to establish. In our experience, Generators don’t often seek out Editors, preferring the company of other Generators. They thrive on the energy of constant creation and would rather throw ideas back and forth all day than pick one and move forward. Editors, for their part, are rarely drawn to highly generative people, viewing their massive output as chaos in need of order. It’s possible for good teams to assemble naturally, out of mutual affinity, but in my experience, it’s rare. A steady, productive tension is what more often produces great work.

Rule #2: Generators and Editors need Makers

Real estate developer Gerding Edlen is known up and down the West Coast of the U.S. as an innovator in sustainable urban housing, and a client with whom we’ve collaborated repeatedly to great effect. Their developments tend to attract defiantly non-traditional buyers, who demand a unique sales experience customized to the project and its specific story. Designing that experience is how Ziba has helped several of Gerding’s projects succeed — in one case, a high-rise in downtown Portland called The Civic managed to sell out its entire stock of apartments in the midst of the 2008 housing crash. That was later in our relationship, though.

Our earliest projects with Gerding Edlen faced serious difficulties delivering on concept. Asked to work on a collection of luxury buildings on Portland’s South Waterfront, Ziba assembled a team of Generators and Editors who rapidly converged on a promising solution: a casual, interactive sales space that focused visitors on the benefits of the neighborhood rapidly growing around it. The client loved it and asked us to proceed. We came back with another presentation that delighted them even more, and they asked us to proceed. Then came another presentation. And another. Eventually we received a very direct question from the client: “When can we open?” Despite everyone’s agreement on the beauty of the solution, the project was nearly out of time and money, and no one had built anything.

The problem was, the team on this project was perfectly tuned to develop and refine the solution, but not to execute it: Generators and Editors are fine if a presentation is the final goal (as in some strategy projects), but their allegiance is to the idea, not the implementation. What’s needed is a third creative role, the Maker.

Makers are in love with the act of creation. Nothing brings them professional satisfaction like seeing the abstract become real. To someone in the Maker role, plans and blueprints are magical things, because they form the starting point for a creative process. In the sculptor’s studio, they wield the chisels; in the electronics firm, they’re soldering boards. “Tell me what it needs to be,” a Maker tells the rest of the team, “and I’ll make it happen.” We assigned two new members to play Maker roles on the team, and the project was completed in three weeks. A month after that, the sales office for the South Waterfront’s flagship development opened to glowing reviews and robust sales.

Li-Ning is often called ‘the Nike of China’, and the challenge they brought Ziba was the most complex we’d faced to date. Here was a Chinese company with more than 25 years of legacy, in a country full of newly affluent consumers eager to embrace homegrown brands, even while they looked outward for new ideas and influences.

What Li-Ning lacked was a coherent design and retail strategy on par with foreign competitors like Adidas and Nike. Defining one was a massive undertaking, demanding a project team that grew to involve nearly a third of Ziba’s entire studio—over 30 researchers, strategists and designers in all. In contrast, we’d tackled even the most complex Gerding Edlen projects with teams of four or five.

The creative director who led this mammoth team was an outstanding Editor, with a team of highly-generative designers and researchers, plus a highly competent production staff to fill the Maker role. But the size of the team and the size of the project led to problems in collaboration that earlier projects hadn’t encountered. The research teams had come up with plenty of valuable insights, the creative teams back in the U.S. had developed brand and retail strategies that everyone agreed were right on target, and the client was happy with our progress. But none of it connected. The architects, fixture designers and graphic designers we’d contracted in China still didn’t have a coherent package to implement.

Enter a new creative director, with a dramatically different style than the Editor she came in to support. A quiet, thoughtful woman with a keen eye for connections, she preferred casual small-group discussions to formal meetings, where she spent most of her time listening and offering occasional gentle nudges:

you two should get together and compare notes; this insight reminds me of what the Hong Kong team was doing last month; these signage systems aren’t aligned yet, but they’re close—can you work on that? 

She’s what we call a Collaborator, and her impact on the project was rapid and dramatic. Within two weeks, teams that had been spinning for months started shipping final deliverables.

Collaborators can be great team leaders, but they don’t have to lead to be effective. What’s more important is that they be genuinely fascinated by the capabilities and needs of the people around them, and find it nearly impossible to ignore opportunities for connection. Regardless of where they come from, Collaborators can be a large team’s greatest asset. They’re rarely necessary on small teams, though. Business magazines have written a lot in recent years about the Startup Model: the idea that larger firms should emulate smaller ones, move more quickly and with less formality, and encourage experimentation and risk-taking. The advice aimed at Fortune 500 executives seems to have taken hold, as major corporations hold ‘startup days’, or attempt to create internal incubators modeled on the startup image.

The intent is good, but its execution shows that most companies don’t realize that startups can behave like startups 

. A young firm with 20 employees enjoys a commonality of purpose that’s hard to maintain with greater age and size. There’s a huge difference between a group of people who know each other’s first names and a corporate structure that takes an online directory to navigate. The task of sharing information and insight is second nature in a small, focused group. In larger ones, it demands a dedicated specialist. That’s where Collaborators are at their best, instinctively building the connections that keep the rest of the team working efficiently, so they can concentrate on their own jobs.

What ultimately makes Team Alchemy such a useful concept is that it recognizes that there are different ways to be competent. Moreover, this presents a strength to be harnessed, rather than a flaw to be corrected.

Forming effective teams, though, is more involved than just finding a pair of people who collaborate well. Just as every project requires a different mix of skills, every team size works best with a different mix of roles. There are plenty of combinations that work, and many more that don’t, but following are a few combinations that we’ve repeatedly found to be effective:

A two-person team where one (but not both) of the members acts as a Generator. Generators pair well with Editors, as in the first example, but they can also flourish in the company of Makers, who tend to provide feedback through prototyping rather than a formal editing process. In either case, the project gains much-needed focus, and avoids the pitfall of constantly shifting goals that can plague a two-Generator team.

A three-person team consisting of one Generator, one Editor and one Maker. As long as roles and responsibilities are well-defined, this can be incredibly productive.

A four-person team with one member in each role. This is similar to the Generator-Editor-Maker combination, but more fluid. With a Collaborator on hand, the other three are able to work rapidly in parallel, without having to pause as often to re-group.


As you might guess, the prominence of the different roles will vary as a project progresses. Most design and business projects can be broken down into three functionally distinct but overlapping phases: Define, Design and Develop.

As a general rule, an Editor leads the Define phase, works closely with a Generator in the Design phase, then steps back to give primary responsibility to a Generator and Maker in the Develop Phase. More complex projects can involve several Generators and Makers, though rarely more than one Editor unless they’re assigned thoroughly separate tasks — conflicting editorial input can be worse than no Editor at all. The larger the team, the more valuable a Collaborator becomes, to orchestrate tasks, synthesize work, and ensure that the various Generators and Makers are communicating enough to align their useful efforts and avoid redundant ones.

No matter how a team is composed, if you want to get the best alchemy, you have to embrace the possibility of team members filling different roles at different times. A Collaborator, like the CD who brought the Li-Ning project together, might act as an Editor in the project’s early planning stages; her collaborative tendency might not show up until the Design phase, when additional Generators and Makers come on board.

Makers can also serve as effective Editors in the Define stage. Since they’re the ones responsible for implementing what gets designed, Makers bring a keen eye for practicality to early discussions, helping to weed out unworkable concepts before they attract too much effort. More generally, nearly anyone can serve as a Generator, regardless of their other talents, provided they’re given the right environment and direction. Effective brainstorming is based on this capability, in fact, and it’s not uncommon for CDs in our studio to recruit engineers, project managers and writers as well as designers in the Define phase, asking them all to act as Generators for an hour or two.

The key is to recognize that the Team Alchemy approach is not a method of categorizing people, but roles. Like so much in the creative world, the roles people take depend heavily on context. Some of the finest Editors I’ve seen, for example, need three or four prolific Generators around them to really get going, and many Makers won’t start making unless they’re being fed clearly articulated ideas by an Editor. It’s up to the conscientious team manager to pay attention to these behaviors and the settings in which they arise.

Skeptical readers might wonder if we’re simply using the idea of a ‘bad team’ to excuse unqualified workers, and they’d have a point. All of the examples and frameworks described herein are based on an assumption of competency: that everyone is fundamentally good at his or her job, and wants the project to succeed no matter what the obstacles may be. But there has to be more. If there weren’t, the U.S. Men’s Basketball ‘Dream Team’ would win Gold at every Olympics (instead of settling for Bronze, as they did in 2004) and 

 would’ve been one of the great films of the 1980s. Team Alchemy doesn’t replace individual skill or talent. It doesn’t even replace personality or good communication skills. But it does allow each of those qualities to reach its full potential.

In a simple world, all designers are Generators, all creative directors are Editors, all project managers are Collaborators and all engineers are Makers. The real world is considerably more complex. The reality of design work, as in business, is that you rarely have the right people for the project at hand. We’re told that you go to war with the army you have, not the one you want, which might be why modern militaries prefer flexible, modular units over the monolithic armies of antiquity.

A similar strategy suggests that smart business leaders look for diversity as well as competence when they seek out new talent, and that they learn how that talent is affected by different groupings and situations. This means avoiding certain team pairings in favor of others, but it also means looking for the unexpected. We regularly put employees in new situations to see how they react: the challenge keeps them engaged, and often reveals aptitudes that make the whole company more flexible. If you’ve hired good people, they will astonish you with their range of capability.

We can be tempted to think of a project team as a kit of parts—the sum of the abilities of its members; but experience shows that it’s simply not true, regardless of the kind of work being done. Creative insight is crucial to the success of nearly any business, and it’s rarely the product of a single mind, no matter how brilliant. No matter the project, good Team Alchemy expects you to see every professional around you as a whole person, not just a title, resume or portfolio. It depends on your willingness to accept that individual competence depends on task, team and resources. It demands that you separate the person from the role. All of this is complicated, and a lot more work than simply assigning the people with the right titles to a project. But understanding the alchemy of the team can make a small company infinitely more nimble, and a large one more creative.

Team Alchemy: What Happens in the Spaces Between People

Consumers are fickle, but they’re eager to find a match.

They want to be entertained and empowered without expending precious energy searching, sorting, conversing, and choosing. People fall in love with ecosystems that aggregate experiences into meaningful engagements that proactively create environments where symbiotic relationships can flourish.

Matchmakers work to create platforms driven by interdependencies between people and functions. Brands who build and/or participate in matchmaking platforms of the future will understand the value of working to sustain the heightened engagement necessary to build true loyalty and delight.

These relationship-focused, continually-evolving platforms must accomplish the task of bringing brands together in order to thrive. This coming together requires brands to be willing to relinquish control. Whether this relinquished control is to its own users or partner companies, becoming a part of a dynamic ecosystem requires a willingness to collaborate.

Brand success in platform relationships derives from a clear realization that the whole is bigger than the sum of the parts because interdependency is a critical component for resilience and growth. Matchmaker platforms exist to connect people who “have” with people who “need” while continually delighting both parties. Smart brands look for more opportunities and ways to step into interdependent relationships on these platforms.

The next decade of consumer experience will be defined by confident brands willing to partner in creating new economic paradigms where platforms enable consumers and brands in all roles to work together for continued consumer delight.

Interconnects a health and wellness community around best-in-class equipment, proprietary networked software, and streaming digital trainers through a continually evolving subscription-based fitness platform.

Empowers and encourages volunteers and donors through city-specific ecosystems of supportive activist services and networks.

Future of Platforms: Matchmakers

New models of engagement are emerging in response to the shifting nature of our world. 

Consumers take advantage of learning platforms as everyday tools to live better, more connected lives with less and less effort. The next generation of multi-tiered platforms will displace stale economic models, activating the vibrant economies of the future. Brands that identify and leverage their role in these new platform ecosystems in the decade ahead will play their part in moving the world beyond a fragmented marketplace to a more interconnected and thriving future.

Consumers living in an interconnected and modern world expect effortless access and resent anything that makes them feel restricted or ignored. Eager to feel uplifted, they are willing to try new things that restore the sense of being special and adored.

Smart brands engage consumers in new love stories through platform ecosystems that know and connect them. Learning Platforms build loyalty and sustain engagement through easy access to an ecosystem and to a layered structure of offerings that makes it easier to get things done, find what you want, and customize the right tool for the job.

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混ざり合うほど良い。ようこそ Ziba World HQ.

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