Overview and details of the sessions of this conference. Please select a date or location to show only sessions at that day or location. Please select a single session for detailed view (with abstracts and downloads if available).
Cases 2/5: Case Studies from the Frontlines of Design Innovation Management
2:00pm - 2:15pm
Integrating Business and Design through Experiential Learning
University of Auckland, New Zealand
This case study highlights how design merged with business studies addresses some of the key issues facing management teaching and learning. It outlines a pedagogical design framework, capturing both content and process through balancing analytical and creative thinking. The students interpret and use theory throughout various stages of a design challenge; through presentations and written submissions, students turn knowledge into reflection and action. The case study highlights how the developed framework engages the students in continuous learning cycles that are supported by an iterative assessment structure and catalysed by curiosity, creativity and courage.
2:15pm - 2:30pm
Breaking Boundaries: A Unique Inter-University Program Addressing the 21st Century Skills Gap
1The New School University, United States of America; 2The Do School, Berlin; 3BMCC CUNY (Borough of Manhattan Community College @ The City University of New York)
According to the World Economic Forum 2020, some of the most critical skills needed to thrive in the future economy will be the ability to collaborate in multidisciplinary teams, build diverse networks, and be human-centered problem solvers. However, many university students have limited exposure to interdisciplinary problem solving, and tend to develop connections within their bubbles (socioeconomic level, college, the field of study).
In this study, we’ll review Innovate NYC (iNYC), an extracurricular program offered by the DO School, addressing these skills gaps. In three cohorts between 2016-18, 50 students from 12 New York City colleges, collaborated in multidisciplinary teams to solve real-world problems using innovation methods like HCD (Human Centred Design) and lean business strategies. The challenges were provided by partners like NYCEDC (NYC Economic Development Corporation) and other locally focused non-profits. However, was it successful? In this study we aim to 1. assess the strength and diversity of social connections between former iNYC participants, 2. identify any effect the program may have had on their career pathways, and 3. their continued use of innovation methods. To do this, we will dive into the structure and delivery of the program, review qualitative exit surveys and longitudinal survey results.
2:30pm - 2:45pm
Towards an interdisciplinary knowledge exchange model. Uniandes design school help to transform Avianca into a design driven company in the flight industry.
Universidad de los Andes, Colombia
Universities and corporates, in Europe and the United States, have come to a win-win
relationship to accomplish goals that serve research and industry. However, this is not a
common situation in Latin America. Knowledge exchange and the co-creation of new
projects by applying academic research to solve company problems does not happen
To bridge this gap, the Design School of Universidad de los Andes, together with Avianca,
are exploring new formats to understand the knowledge transfer impact in an open
innovation network aiming to create fluid channels between different stakeholders. The
primary goal was to help Avianca to strengthen their innovation department by apply
design methodologies. First, allowing design students to proposed novel solutions for the
traveller experience. Then, engaging Avianca employees to learn the design process.
These explorations gave the opportunity to the university to apply design research and
academic findings in a professional and commercial environment.
After one year of collaboration and ten prototypes tested at the airport, we can say that
Avianca’s innovation mindset has evolved by implementing a user-centric perspective in
the customer experience touch points, building prototypes and quickly iterate.
Furthermore, this partnership helped Avianca’s employees to experience a design
environment in which they were actively interacting in the innovation process.
2:45pm - 3:00pm
“We need an internet connection” - A systemic process for the exploration of a transformative physical - digital environment as a blended space
Jönköping International Business School, Jönköping University, Sweden
The case details the application of a systemic, actor-centered design approach to a strategic process of digital transformation in support of industry/research collaboration in one of the administrative regions of southern Sweden.
Project mainstays include regional development of “digital leadership”, the creation of a digital/physical competence center, and a larger plan to connect these mainstays to an already established, extremely successful computing- and entertainment-centered yearly event in the main city in the region.
Structured around the initial problem space identification and formalization aspects, the case discusses the process followed and the results obtained in the divergent stages of the project from the early engagement of different actor groups in workshop activities to investigate the physical competence center, what it should be and why, what activities it should facilitate and for whom.
Take-aways include an analysis of how transformative approaches in the setup phase do not provide solid foundations for the systemic design and implementation of blended space solutions; a preliminary process for the design of complex digital/physical ecosystems and the experiences they enable; a redefinition of actor-centered processes as the originator of the experience ecosystem being investigated; the role and relative weight of digital in that context.
3:00pm - 3:15pm
A design contribution to the entrepreneurial experience
Loughborough University London, United Kingdom
In recent history, different design approaches have been entering fields like management and strategy to improve product development and service delivery. Specifically, entrepreneurship has adopted a user-centric mindset in methodologies like the business canvas model and the value proposition canvas which increases the awareness of the users’ needs when developing solutions. What happens when a service design approach is used to understand the entrepreneurs’ experience through the creation of their startups? Recent literature suggests that entrepreneurial activity and success is conditioned by their local entrepreneurship ecosystem. This study investigates the Entrepreneurship Ecosystem of Medellín, Colombia - an ecosystem in constant growth but that lacks qualitative analysis. The sample consists of 12 entrepreneurs in early-stage phase. The data was gathered with two design research methods: Cultural Probes and Semi-structured interviews. The analysis of the information collected facilitated the development of 4 insights about the entrepreneurs and an experience map to visualise and interpret their journey to create a startup. The results of this study reflected the implications of the ecosystem, the explanation of the users’ perceptions and awareness and propose a set of ideas to the local government to improve the experience of undertaking a startup in Medellín.
3:15pm - 3:30pm
Business as Unusual: Creative industries, international trade and Brexit
Lancaster University, United Kingdom
UK government statistics maintain that only 18 per cent of creative industries firms engage in international trade. The UK’s Industrial Strategy: Creative Industries Sector Deal aims to increase UK creative industry exports by 50% within 5 years, arguing there is a “great deal of untapped potential in the sector.” It also identifies small company size as a barrier to creative industry exports. Our research, however, challenges these assumptions. At least one creative industries hub is already deeply entwined in global trade. In Liverpool’s creative and digital hub Baltic Creative, 69 per cent of tenants export. Furthermore, these exporters are highly dependent on their overseas income. Over one-third of exporters earn more than 50 per cent of their annual income from exports. Our research also finds that small company size was not a deterrent to international trade. Rather company owners report concerns about access to global markets after Brexit, which had already resulted in significant financial losses for some. Our study reveals that even the smallest micro-enterprises are exporting not by way of strained or concerted efforts, but simply because they are operating in an open, digital, global environment where international trade is integral to their business.
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