The team got the opportunity to work on a real-life case study of the Museum of Design Atlanta.

Our scope was to create a systemic innovation strategy for the organization  


Our deliveries included a new value proposition, implementation timeline, communication strategy, and innovation metrics.

Project Type

Business Innovation

My Role


Market Analysis

Concept Development

Video Editing







An Introduction to MODA

MODA is the only museum in the Southeast dedicated to the study and celebration of design.

Since 1989 MODA strives to bring more design to Atlanta everyday. Through exhibitions, education, and events, they want to advance the understanding of design as a convergence of creativity and functionality. Design is a creative force that inspires change, transforms lives and makes the world a better place.


Exploring their Ecosystem

Through a couple of interviews with MODA's director and a process of secondary research, we explored MODA's current landscape at a Micro (MODA), Meso (Atlanta) and Macro level (Museum Industry). This enabled to understand the main actors, the relationships and their current situation.

What Social Norms can be disrupted?

Our research revealed that there are three main social norms that have not been disrupted throughout the decades.

  • Museums are understood as boring places that are quiet and untouchable.

  • Museums are only for the privileged population.

  • You can only understand their content if you are highly educated.

MODA's Challenges

MODA is still considered an underrated, hidden landmark in Atlanta . Their budget and revenue are very limited, and their physical location only allows one exhibition at a time.

These limitations directly influence visitor’s satisfaction. Visitors wish that MODA's exhibitions were bigger and more diverse an interactive.

Furthermore, a recent internal reports revealed that MODA is facing high patron’s and donor’s attrition. MODA is determined to increase their customer (ticket buyers, subscribers and donors) acquisition and be able to reach new audiences.


Having understood MODA's landscape from different perspectives, we defined their main challenges, which would be the reference for our ideation phase.


We conducted a first group ideation sessions following the "Crazy Eights" method. Additionally, we did two co-creation workshops for evaluating previous ideas and exploring new directions. 


We selected The Contact Zone as the concept to develop. We chose it since we considered that it entailed a radical process innovation and the potential to bring high value to the ecosystem.

Opportunity Space

To have a better grasp of the potential of our idea, we searched for different actors doing similar activities.

We found design promoting institutions in Europe that bring together innovators and foster their share of knowledge. On the other hand, we found about art institutions that were successful at taking their art exhibitions to public spaces. Our opportunity space was to collaborate with local partners and use public spaces to tell design and innovation stories outside of MODA's confined space. 

From​ Inputs to Outcomes and Goals

We chose Kellog's Logic model to present the relationships among the resources we need to operate, the activities we plan, and the results you hope to achieve.

Value Generation

A central feature of an innovation is its capacity to generate value for multiple actors in the system. We used Den Ouden's value framework to map the Economical, Psychological and Sociological value that our concept delivers to MODA, its users and the society.

Measuring our Outcomes

Based on the desired outcomes of our initiative we selected a set of strategic KPI to evaluate its capacity to bring higher design literacy,  increase accessibility to the innovation economy and facilitate connections within the design community. 

In Collaboration with Ashley Montalvo and Kathleen Black