Design Management Journal最新文献

Innovation is not business as usual. Many enterprises struggle to build the systems necessary to consistently deliver new and improved sources of value to customers and stakeholders. Through a thematic analysis, expert interviews, systems mapping, and a case study with the $100B Ontario Municipal Employees Retirement System (OMERS), this paper presents a framework for the design of enterprise innovation systems, called the innovation systems design cycle (ISDC). To apply the ISDC, innovators iteratively plan, build, check, and refine innovation systems. The ISDC framework is detailed with new models exploring innovation system mapping and implementation, modes to assess and compare an innovation system’s development, and configurations to support rapid, adaptable design. Together they support innovators of all experience levels in applying the ISDC to design more resource-efficient innovation systems with a greater capacity to shape an innovation ecosystem and avoid enterprise disruption. The ISDC can be used to build or enhance an innovation system, benchmark performance, frame best practices, quantify value creation potential, demystify innovation systems design, and democratize innovation across not-for-profits and other organizations towards a more just, democratic, and sustainable collective future.

This interdisciplinary article views meaning innovations as socially constructed and reflects on designing in the context of potential harmful consequences within information technology (IT) contexts. In the shift from products towards services, digital platforms and technology designers have gained a mediating and more strategic role while developing multiple connections and interactions between products, touchpoints, users and suppliers. The design manager is involved in organisational strategizing and innovating. Following key principles of design, the context of all those affected by design should be considered. Meaning innovations may emerge when designers facilitate, partially guide and are guided by strategic goals and innovation discourses in organisational settings in conjunction with numerous others. Based on a literature review and reflection on empirical findings, this article suggests paths for designing meaningfulness through an exploration of material lifecycles, digital content, algorithms and data transparency in digital contexts. The concept of meaning innovation is suggested to encourage organisations to reflect on decisions regarding responsibility, sustainability and transparency beyond the mainstream customer focus leading to improved organizational sensemaking and decisions, supported by design.

The Public Healthcare Sector is experiencing a profound crisis due to socio-dynamic changes (Parameswaran and Raijmakers, 2010) difficult to manage, such as demographic aging and population growth. Furthermore, if we consider the new alternative approaches in disease management and the growing participation of patients in healthcare decision making (Vahdat et al., 2014), deep considerations and paradigmatic shifts in the way healthcare professionals design, produce and use the medical products are needed. The growing interest in the potential of Design approaches, from which to draw consolidated models of thought and creative and divergent practices (Chamberlain, 2015) to respond to fundamental challenges for the health of our society, has recently expanded from the dimension of products and services. This represents an unmissable opportunity for the Design Discipline to switch from a Product-Centered model to a Human-Centered model where the user is placed in the center of the process and the product expands into product/service with a systemic perspective. The introduction of Service Design in medical settings requires a multilevel approach that analyzes the complexity of the system, in which the nature of the problems intersects with economic and social dynamics too (Di Lucchio and Giambattista, 2017). From this point of view, the methodologies of Service Design offer conceptual models that help to focus the design action on the User Experience, considering all the characteristics of the service in a structured way and openly thinking about the individual components without losing the holistic view. According to this new perspective and given the growing relevance of services in the contemporary economy, in the corporate strategies and in the public sector, the academic approach to Service Design and the Service Design Education in the context of Healthcare need to be revised through a better definition of design competencies (Morelli and Götzen, 2017). In the light of these considerations, this paper describes the didactic experience held within an International Master of Science in Product Design at Sapienza University of Rome, where the students have experimented the methods of the Service Design (Stickdorn et al., 2011) to respond to the problem of designing the User Experience (Norman, 2004) in a Public Healthcare Context. The aim was to transfer to the students the skills useful for achieving a Service and Social Innovation (Manzini, 2015) in the field of Public Healthcare through the development of a Design Proposal of a product/service that would provide a new User Experience for the Pediatric Emergency Room of the local public Hospital 'Policlinico Umberto I’ by taking into consideration its social, economic and technological long-term sustainability. In order to reach that goal, the didactic activities were organized as a three-step process (Research, Design, Develop) each with their own tools that have supported students in learn

Professional services companies are relaxing the tone of voice and personality they use to interact with clients. In response to these trends, we used codesign methods to explore how clients want to interact with our company. Study findings revealed several opportunities for creating stronger connections with our clients. To increase the impact of our research, we conducted a codesign workshop with stakeholders across the company to share insights and co-create opportunities in an interactive format. This workshop created buy-in for some controversial findings and led to the creation of a task force focused on integrating study findings into multiple marketing and design projects. This paper summarizes the study findings and describes the codesign methods used in the internal stakeholder workshop. We will also describe workshop outcomes and discuss the benefits of using codesign to share study findings.

Inclusive Design (ID) has not been widely seen as a mainstream tool for innovation, or as a strategy for business and the public sector. Methods, case studies and frameworks exist, but were not widely accessible outside of academic publication. The authors of this paper, from Norway and the UK, recognised a need for a definitive publication on ID to present the concept, benefits and tools. Their collective forty years of experience lead to the publishing of ‘Innovating with People—The Business of Inclusive Design’ in 2010. A second edition followed in 2019, ‘Innovating with People—Inclusive Design and Architecture’. These brought together experts and practitioners to create a practical guide from primary and secondary research, drawing on personal experience and insights. The content and processes inside the publications are discussed, describing the outputs and assessing effectiveness. The paper outlines content, structure, and the intention behind the work of the authors, drawing on their complementary experience from Business and Design. The paper describes a multi-author, multi-contributor and multi-disciplinary book about ID outlining eight ID activities for Design and nine for Architecture. The book has been distributed to more than 45 countries and is used by academia, consultancy, government and industry.

Product and service innovation does not happen in isolation; it requires a cross-functional team—most of whom are not designers and may not even be familiar with design practices. In digital product or service offering, more often than not the core team developing/enhancing product consists of multiple functions—from design and engineering to marketing and sales, with little or no familiarity with design processes and practices such as creative ideation. In such cases, ideation becomes a platform for groupthink and corporate inertia, deterring lateral thinking and innovation.

Hence, a structured approach to idea facilitation can help achieve the maximum opportunities availed by ideation sessions: innovative experience and service ideas. Structured ideation frameworks can discourage linear thinking and encourage teams to think strategically and laterally—by switching perspectives, identifying multiple points of view, challenging assumptions, and contextualizing problems.

This paper provides a number of idea facilitation frameworks that enable creative and innovative outcomes when working with a multifunctional team—with design and nondesign professionals with various levels of product–service development experience. These frameworks bridge the gap between insights and strategy and create conditions necessary for creative and lateral thinking. Additionally, it provides best practices to help operationalize idea management.