Design Management Journal最新文献

Industry sectors are typified by their complex, networked, and open nature, characteristics making them well suited to innovation through the application of design. Despite this apparent suitability, there remains little research published specifically regarding the application of design to sector-level strategy formation. This article describes the application of a design-led innovation (DLI) approach to industry transformation strategy. DLI is a design thinking method that integrates deep customer insights into business models, informing organizational transformation and strategy. This article explores the adaptations and challenges that occur when scaling design to a sector in the form of a proposed framework: the Sector Grand Challenge Framework (SGC Framework). This is described through a case study applying the SGC Framework to the development of a food and agribusiness (agrifood) growth and competitiveness strategy in partnership with Food Innovation Australia Limited, an Australian Federal Government Industry Growth Centres initiative. The SGC Framework uses many of the same principles as DLI, scaling this approach to an entire industry sector. This scale exacerbates key challenges observed within a firm, including poor linkages between groups, large and complex stakeholder networks, and lack of unifying purpose or vision.

Cancer care providers at Queen Elizabeth Central Hospital in Malawi identified a need for educational materials for their low-literacy patients. Global Oncology, a nonprofit focused on improving cancer care, research, and education in resource-limited settings, partnered with THE MEME to develop cancer patient educational materials (PEMs). The goal of the project was to create clinically relevant and culturally appropriate low-literacy PEMs to improve clinical care, support services, and patient adherence in resource-limited settings. The team also aimed to develop a product strategy and business model for long-term sustainability. The article introduces the challenge from a global health perspective and the ways design can have a significant impact. It presents the collaborative process of developing the “Cancer and You” booklet for multiple cultural contexts and focuses on the results of a pilot study in Haiti evaluating the efficacy of the design in simplifying complex medical information, facilitating patient education, and improving communication.

This article reports on an empirical study that investigates the work experience of graduates from a service design program in a leading art and design institution. Drawing on the findings from reviewing 30 online profiles of the graduates and interviewing 12 of them, this article explores the challenges and opportunities for service design as a profession in relation to the current demand in private-, public-, and third-sector organizations. The article concludes that the scope and integrity of service design within organizations depends on the organizational contexts, for example, how service design is perceived and how open the organization is to new ways of working; therefore, it could be said that it is potentially compromised by a lack of frameworks that underpin service design practice. In many ways, service design has become a responsive reformulation of practices from different fields. Although the demand for the service design graduates from this program is high, the continuous development of service design depends on the extent of success of the experiments and implementation achieved by its early adopters.

This article explores how design might be able to contribute to scaling and sustaining innovation in the public sector. It argues that nurturing capabilities of design in public administrators will be beneficial because they are change agents for social innovation, and they need higher contextual intelligence and communication skills to deliver efficient and effective policy outcomes. We analyze public organizational complexities and capabilities to identify different opportunities in managing large-scale organizational change. We examine existing case studies of collaboration between design communities and the public sector and identify that establishing lab-like space or pilot programs is insufficient for sustaining and scaling innovation in the public sector. We then propose that deep-level issues lie within public administrators' mindsets and public organizational capabilities, to which redefining public personnel training and development programs would be a possible point of intervention. In the networked environment, the role of public administrators at every level is different from pure conformity; they should be cross-pollinators who have strong contextual intelligence and influence that enable all actors in the public policy network to collaborate. The vision of this research is not to turn public administrators into professional designers, but to provide different approaches for observing, making sense of, and communicating public policy narratives to address the challenges of responsiveness and adaptability in the public sector in the 21st century.

As design thinking continues to evolve in its application for value creation, organizational change, and culture setting, the quest for value in healthcare has just begun: value-based healthcare as the foundation for patient-focused and outcome-driven value creation. Unfortunately, this process needs acceleration. We claim that it is necessary to adopt and learn from design thinking practices to identify meaning, purposeful thinking, and patient-oriented innovation. We need to use design to structure culture and organizations to continue the healthcare value journey. Effective leadership in these uncharted territories is necessary. Comparing design capabilities and leadership capabilities presents us with a whole new viewpoint: interdisciplinary leadership design, as a basis for the formulation of options to enhance value creation and the outcome-based management of change and innovation. Lessons can also be learned for the needed evolution of design leadership in healthcare. This article uncovers a selection of design elements that contribute to new forms of leadership and identify design capabilities and activities that need adaptation for application in the (converging) healthcare arena. The article identifies elements that help reframe the application of design in convergent healthcare systems to create value by current and new leadership approaches.