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4.b 3/3: Designerly ways of Innovating
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:
4:00pm - 4:25pm
Service Design Creating Value for Industrial Corporates through AI Proofs of Concept
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.
4:25pm - 4:50pm
Disruptive Innovation Ecosystems: Reconceptualising Innovation Ecosystems
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.
4:50pm - 5:15pm
Unlocking the Potential of the Salesperson in the Virtual Fitting Room: Enhancing the Online Retail Experience for Fashion Brands
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.
5:15pm - 5:40pm
Speeding-Up Innovation with Business Hackathons: Insights into Three Case Studies
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.
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