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
4.b 3/3: Designerly ways of Innovating
Wednesday, 19/Jun/2019:
4:00pm - 5:40pm

Session Chair: Gerda Gemser
Session Chair: Nico Florian Klenner
Location: LDN.001
Ground and the 1st floor Loughborough University London 175 capacity

Session Abstract

More and more organizations are using designerly ways of innovating to improve and transform their innovation systems and outcomes (e.g., Liedtka, 2018). This transformation implies the adoption of an innovation process characterized by experimentation, iteration, and fast failure rather than a linear, stage-gate type of process that is focused on failure prevention (Brown, 2008). In particular when seeking to create and implement innovations that are radical in nature, iteration and experimentation are essential and require organizational flexibility, for example in the field of strategizing (Deken et al., 2018). It also requires organizations to open up their innovation systems and co-create with a broader set of stakeholders (e.g., Gemser and Perks, 2015). Interestingly, designerly ways of innovating are not only embraced by established organizations, but also by new ventures (Klenner et al., 2015). Organizations, be they newly created or established, not only borrow from the designers’ toolbox, but also seek to create a more enduring, overarching creative mindset within the organization. Such organizations may assist their employees in breaking out of their habitual ways of seeing, knowing, and acting by means of, for example, investing in creative, inspirational work spaces (Barry and Meisiek, 2010) or design thinking training programs. At the same time, the mass-marketing and commodification of designerly ways of innovating has led to a host of problems (Barry, 2017) and there are many challenges to overcome when implementing and using designerly ways of innovating in organizational settings (e.g., Carlgren et al., 2016). In this track, we seek to further explore these challenges. Possible topics/questions to explore in this track include, but are not limited to:
● How can designerly ways of innovating, which include activities such as iteration and experimentation, be implemented in organizations in an efficient and effective way?
● How to engage in co-creation with ‘ordinary’ customers and other relevant stakeholders for innovation and design? What are effective strategies for involving these potentially diverse stakeholders?
● How to develop and implement strategy when engaged in (radical) design innovation?
● By means of what design practices, activities or attitudes can organizations help their employees to break out of their habitual ways of seeing, knowing, and acting; and how to sustain such changes over time?
● Which design processes, practices, or tools are effective for new firm creation? Which design processes, practices, or tools may enable or hinder scaling up new ventures?
● What are the differences between strategies for designerly ways of innovating in new ventures versus large incumbent firms?

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4:00pm - 4:25pm

Service Design Creating Value for Industrial Corporates through AI Proofs of Concept

Titta Jylkäs1,2, Essi Kuure1, Satu Miettinen1

1University of Lapland, Finland; 2Volkswagen Financial Services AG, Germany

The field of service design has set practices that are useful during servitization transformations intended to help businesses respond to customers’ rising expectations regarding the value of the service experience itself. As businesses increasingly pursue service development alongside product development, they need new ways of working and of evaluating solutions. Simultaneously, technological advances open avenues to new services and ways of interacting with customers. This paper draws on two workshop case studies of artificial intelligence (AI) assistant projects to examine service design in the industrial context. Through these case studies, the paper illustrates how proof of concept (PoC) is used at different project stages and explores how service design can support creation of PoCs in large industrial corporate contexts. The findings reveal the aspects of PoC as embodied experiencing of intangible AI concepts, the creation of PoCs through conversations, and the role of PoCs in industrial service design process.

Track 4.b-Service Design Creating Value for Industrial Corporates through AI Proofs-322Jylkäs_a.pdf

4:25pm - 4:50pm

Disruptive Innovation Ecosystems: Reconceptualising Innovation Ecosystems

Badziili Nthubu, Daniel Richards, Leon Cruickshank

Lancaster University, United Kingdom

Ecosystems are valuable in creating diverse and collaborative environments that enable businesses to innovate in ways that are much more difficult without them. However, business managers can be reluctant to participate in building ecosystems mainly due to lack of understanding. Specifically, businesses can be uncomfortable sharing resources, data, intellectual property and secrets with other ecosystem actors. Drawing on inter-disciplinary perspectives from literature, we use a ‘design focused ecosystem thinking' to propose a new type of Disruptive Innovation Ecosystem (DIE). Firstly, we discuss the significance of adopting innovation ecosystems to create shared value. Secondly, we conceptualize a new type of DIE and propose steps on how DIEs can be created and fostered. Finally, we discuss DIE roles in relation to Amazon, Apple, Uber, and Siemens ecosystem cases. This paper offers a new type of DIE design process which may be leveraged by businesses towards building sustainable innovation ecosystems.

Track 4.b-Disruptive Innovation Ecosystems-318Nthubu_a.pdf

4:50pm - 5:15pm

Unlocking the Potential of the Salesperson in the Virtual Fitting Room: Enhancing the Online Retail Experience for Fashion Brands

Eirini Bazaki1, Vanissa Wanick2

1University of Southampton, United Kingdom; 2University of Southampton, United Kingdom

In the last decade, online shopping has become increasingly popular, as evidenced in the global growth of e-commerce and m-commerce. Alongside these developments, it is important to ensure customer satisfaction and requirements. The integration of smart technologies with service design and Applications introducing the virtual fitting room are on the increase and are contributing to the fierce competition between online retailers. However, there is little understanding about the most effective way to use this technology and how it can transform services touchpoints, particularly for fashion brands. Considering this, the current study compares and contrasts virtual fitting room models found in the literature with examples from popular websites. The main contribution of this paper is the introduction of the concept of the salesperson in the virtual fitting room. Recommendations as to how this can be explored in the future are provided.

Track 4.b-Unlocking the Potential of the Salesperson in the Virtual Fitting Room-387Bazaki_a.pdf

5:15pm - 5:40pm

Speeding-Up Innovation with Business Hackathons: Insights into Three Case Studies

Myrna Flores1,2, Matic Golob1, Doroteja Maklin1, Christopher Tucci1,2

1Lean Analytics Association, Switzerland; 2EPFL, Switzerland

In recent years, the way organizations innovate and develop new solutions has changed considerably. Moving from ‘behind the closed doors’ style of innovating to open innovation where collaboration with outsiders is encouraged, organizations are in the pursuit of more effective ways to accelerate their innovation outcomes. As a result, organizations are establishing creative and entrepreneurial ecosystems, which not only empower employees but also involve many others to co-create new solutions. In this paper, we present a methodology for organizing hackathons, i.e. competition-based events where small teams work over a short period of time to ideate, design, prototype and test their ideas following a user-centric approach to solve a specific challenge. This paper also provides insights into two different hackathons organized in the United Kingdom, and Mexico, as well as a series of 5 hackathons organized in Argentina, Mexico, Switzerland, United Kingdom and in Senegal.

Track 4.b-Speeding-Up Innovation with Business Hackathons-263Flores_a.pdf

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