Conference Agenda

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).

 
Session Overview
Session
4.c 1/3: Transformation IN and BY Design Thinking
Time:
Thursday, 20/Jun/2019:
9:00am - 10:40am

Session Chair: Claudio Dell'Era
Session Chair: Stefano Magistretti
Location: LDN.0.17 & 0.18
Ground floor Loughborough University London 60 capacity

https://designinnovationmanagement.com/adim2019/track-4-c/


Session Abstract

Scholars and practitioners are acknowledging the central role that design can play in innovation (Brown, 2009; Martin, 2009; Verganti, 2009 and 2017; Verganti and Dell’Era, 2014; Liedtka, 2013; Kolko, 2015; Kleinsmann, Valkenburg and Sluijs, 2017). Design is increasingly becoming a strategic source of competitive advantage, to the point that scholars investigate its managerial side and its impact in the creation of value (Capaldo, 2007; Dell’Era and Verganti, 2007 and 2010). Design Thinking, in particular, is making the headlines, with an extremely rapid diffusion in the practice and interest of organizations. Far from being connected with the “form” of products, Design Thinking is accepted as a formal method for creative problem solving, with the intent to foster innovation (Brown, 2009; Martin, 2009; Liedtka, 2015).
This rapid adoption of Design Thinking in practice however has not gone hand in hand with a robust development and diffusion of its theoretical underpinnings. On the practitioner side, Accenture, Deloitte, IBM, KPMG, McKinsey and PricewaterhouseCoopers rank among the most forceful players in acquiring design agencies in order to renew their offering and refresh their approach. Contemporary design thinking is booming in those industries where the digital transformation requires new competences and capabilities for developing delightful digital experiences (Calabretta and Kleinsmann, 2017). On the one hand Design Thinking describes significant transformations highlighting overlaps and synergies with emerging approaches such Design Sprint (Knapp et al., 2016), Agile (Bianchi et al., 2018) or Creative Confidence (Kelley and Kelley, 2010); on the other hand it is considered a fundamental paradigm to lead digital transformations. For this reason, the thematic track “Transformation IN and BY Design Thinking” will investigate the evolution of this paradigm in relation to different theoretical lenses:
– Design Thinking and Innovation Theories
– Design Thinking and Creativity Theories
– Design Thinking and Leadership Theories
– Design Thinking and Organizational Theories


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Presentations
9:00am - 9:25am

Business Empathy: A Systems Thinking Perspective

Jack Waring1, Rebecca Anne Price2, Carl Donald Waring3

1TU Delft, Netherlands; 2TU Delft, Netherlands; 3University of Derby, United Kingdom

The strength of design is it that brings new perspectives - often referred to as ‘out of the box’ thinking. However, an attitudinal and methodological strength need not render the designer humble in systems-based business knowledge that improves the prospect of ideas being carried through to implementation. Systems thinking as a discipline offers designers a way to model and understand how a business works, from its processes and power structures to its people and underlying architecture. This paper proposes an incorporation of key system thinking tools including; Soft Systems Methodology, Business Architecture and Viable Systems Modelling into the design process to develop what we term business empathy. The paper contributes a system thinking perspective to an increasing body of literature regarding design innovation.

Track 4.c-Business Empathy-200Waring_a.pdf


9:25am - 9:50am

The Organizational Impacts of Design Thinking used as a Toolbox for Managers or as a Theory of Design

Estelle Berger1, Valérie Mérindol2

1Strate School of Design, France; 2Paris School of Business, France

The adoption of Management Innovation in organizations is difficult to investigate. Controversies exist on the nature of Design thinking (DT), which can be used as a toolbox for managers, or as a theory of design practice. Based on a multi-case study, this article investigates the impacts brought by DT in organizations, in terms of new practices and roles played by designers. Referring to various definitions of DT and its relation to Design, this article proposes a framework articulating the objectives of DT as Management Innovation and its adoption. The results show two intertwined factors: the fit between the cultural, technical and political dimensions of the organization, and the profile of the change agent, designer or not.

Track 4.c-The Organizational Impacts of Design Thinking used as a Toolbox-204Berger_a.pdf


9:50am - 10:15am

A Model of Positive Strategic Sensemaking for Meaningfulness

Tarja Pääkkönen, Satu Miettinen, Melanie Sarantou

University of Lapland, Finland

This article proposes a design perspective on strategizing by presenting a Model of Positive Strategic Sensemaking for Meaningfulness. Theory elaboration is used drawing from three related disciplinary fields; strategizing, sensemaking and design. It is proposed that positive and human-centred design facilitation enhances strategizing as an ongoing embodied and material activity where meaning changes in strategy and vision may emerge. By viewing strategizing as a socially constructed evolving phenomenon the model adopts sensemaking and critical theory perspectives where the consequences of decisions for human beings and environment guide further activities. Designers as co-strategist may support or challenge an existing strategic direction resulting in incremental or more radical meaning changes among those affected by, and affecting, the emergence of strategies.

Track 4.c-A Model of Positive Strategic Sensemaking for Meaningfulness-217Pääkkönen_a.pdf


10:15am - 10:40am

Envisioning a design approach towards increasing well-being at work

Maite Oonk, Giulia Calabretta, Christine De Lille, Erik Jan Hultink

Delft University of Technology

Organizational attention to increasing employee well-being (EWB) is a relatively recent phenomenon, which can be linked to the penetration of information technology, its connection to organizational performance, and millennials facing a lack of optimism about the future. Recent research in the field of management has indicated that design principles like human centeredness and holistic thinking should be applied to create better employee experiences. However, how the positive impact of design on EWB can be achieved, is underspecified in literature. In this conceptual paper, we explore complementarities and potential synergies of design principles and practices with the conditions for EWB, leading to a principle-practice-ingredient (PPI) portfolio. This portfolio can help designers of employee experiences succeed in increasing EWB through the process they apply. For instance when applying envisioning and inspiring activities that address virtue and personal significance to develop workplace tools (such as an app for teamwork around a specific task).

Track 4.c-Envisioning a design approach towards increasing well-being-374Oonk_a.pdf


 
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