Co-Creation is a powerful concept: engaging broad stakeholders in a design or problem-solving process as co-designers. But where did it come from? Here’s a brief history of the idea, which remains emergent and evolving still today. (by Stephanie Gioia, Director of Consulting at XPLANE)
The Role of Culture in Digital TransformationMiguel Bernas
The right company culture can determine the success or failure of a company's business transformation, especially in the digital age. At HRTAC '18 in Kuala Lumpur, 23-25 April 2018, I shared my own experience leading digital transformation throughout my career. Specifically, I discussed two areas:
- The importance of instilling a strong sense of Purpose among employees, and
- Leadership that matches their words with actions
Members Event
Become a member!
https://www.service-design-network.org
Follow us on Twitter: https://twitter.com/sdnetwork
Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
Behind-the-scenes on Instagram: https://www.instagram.com/servicedesignnetwork/
Organisational ambidexterity is key to driving long-term growth and success within any business. We explore what organisational ambidexterity is, what it means for you, and how you can achieve it.
Designers increasingly find themselves in leadership roles. They are so passionate about the work they do, but are not always prepared for the leadership role that they find themselves in. The good thing is that we can learn the qualities of an awesome creative leader, and it is within our control to change our behaviour accordingly. My talk will be useful for in-house design teams, entrepreneurs in start-ups and design agencies. It will help them understand what qualities they should adopt if they want to support teams in design, development and delivery. I have tapped into Designit and Wipros global network of 15 studios and spoken to other subject experts.
The Role of Culture in Digital TransformationMiguel Bernas
The right company culture can determine the success or failure of a company's business transformation, especially in the digital age. At HRTAC '18 in Kuala Lumpur, 23-25 April 2018, I shared my own experience leading digital transformation throughout my career. Specifically, I discussed two areas:
- The importance of instilling a strong sense of Purpose among employees, and
- Leadership that matches their words with actions
Members Event
Become a member!
https://www.service-design-network.org
Follow us on Twitter: https://twitter.com/sdnetwork
Or on LinkedIn: https://www.linkedin.com/company/2933277
Like us on Facebook: https://www.facebook.com/ServiceDesignNetwork/
Behind-the-scenes on Instagram: https://www.instagram.com/servicedesignnetwork/
Organisational ambidexterity is key to driving long-term growth and success within any business. We explore what organisational ambidexterity is, what it means for you, and how you can achieve it.
Designers increasingly find themselves in leadership roles. They are so passionate about the work they do, but are not always prepared for the leadership role that they find themselves in. The good thing is that we can learn the qualities of an awesome creative leader, and it is within our control to change our behaviour accordingly. My talk will be useful for in-house design teams, entrepreneurs in start-ups and design agencies. It will help them understand what qualities they should adopt if they want to support teams in design, development and delivery. I have tapped into Designit and Wipros global network of 15 studios and spoken to other subject experts.
Managing Innovation in the XXI Century - Ambidextrous organizationsAna Paula de Amorim
Thinking about BM in existing companies is slightly different than in a start-up.
The best way to look at it is by drawing a continuum between improving existing businesses that a companies has and inventing new businesses that companies plans to build.
On the left hand side you have one or several existing businesses models.
The company knows them well and the entire organization is trimmed to execute and incrementally improve them.
Here the company operates in a known environment with existing customers and a good understanding of the market.
In such a known environment it is possible to make relatively accurate forecasts about sales and predictions about growth.
Hence the left hand side is all about executing and improving known BM or improving them incrementally.
On the right hand side you have one or several new BM that the company is trying to develop.
The models are far from proven and the organization is still experimenting with them. Contrary to the improve-end in the continuum, inventing is usually done in an unknown environment.
Predictions such as sales forecast or growth numbers are practically impossible to make at the early stages. The company is still developing a good market understanding.
Hence the right hand side is all about the search for Business Models that work.
The rules of the game are almost totally different on the opposite ends of the continuum.
For existing business models and their improvement you make business plans with performance projections.
You evaluate people on how they meet those projections.
Failure is not an option.
When it comes to new BM detailed plans are worthless. Projections don’t make sense for yet unproven Business Models.
What you really want to do is perform many small experiments to test the hypothesis of your unproven BM.
You learn from these continuous small bets.
Which will allow you to improve, adapt or pivot your BM until you make sure it will really work.
Existing and new business models require completely different thinking, different rules and different organizational structures to succeed.
Are you able to play both games in parallel?
Source: Strategyser.com
Does Your Product Have a Plot - David Womack, R/GAR/GA
Originally presented at SXSW 2012, R/GA Creative Director David Womack explains what makes an experience—any experience—compelling. A well–told story transcends any particular medium and this presentation focuses on principles of narrative—such as plot, setting, and point–of–view—as they apply to designing digital products, websites, social media, and apps, including why some digital experiences take off while others fizzle, how to define systems without using site maps, and innovative uses for user journeys.
Morgenbooster Purpose-Driven Innovation I Morgenbooster #901508 A/S
In this Morgenbooster Jens Bjørn Koustrup Nielsen, CCO at 1508, and Hjørdis Thorborg, Brand Experience Director at 1508, will address some of the fuss and buzz about purpose and innovation and will share their own reflections on how you can drive impactful design- and innovation processes through a strong sense of purpose.
System Thinking: Design Tools to Drive Innovation Processes Roberta Tassi
The increasing complexity of the world around us raises new challenges for designers, who are called to build cohesive experiences across broad ecosystems of products and services. Dealing with innovation and highly complex services, involving a large number of actors and many different channels, requires the adoption of new skills and techniques, that enable a more effective collaboration with all the stakeholders involved and support the dialogue around articulated systems and large amount of information.
Looking at the theory, Service Design Tools (www.servicedesigntools.org) is a first comprehensive repository of methods and examples that could orientate a designer - or any other professional - approaching the challenges of designing services, to help identifying the right method according to the step of the process, the type of participants and the kind of information that need to be discussed. Jumping to the practice, the power of adopting a systemic approach and shaping tools and frameworks that can re-order and re-distribute knowledge within multifaceted teams to drive innovation processes has changed the way in which highly complex services are conceived and developed across segments - from healthcare to financial -.
The ambition now is to see this evolving more and more into the way societal problems with large scale impact are addressed - bringing the benefit of system thinking into social innovation processes and organisation changes.
Euclid Annual Symposium, Brno 2015
"Codesign Tools and Techniques” - Alessio Ricconois3
World Usability Day Rome 2015 - intervento di Alessio Ricco
~
Il codesign é una metodologia di progettazione che coinvolge direttamente gli stakeholder rendendoli parte attiva del processo di design per poter realizzare insieme un prodotto usabile e che sia aderente alle loro aspettative. Vedremo alcuni degli strumenti che il facilitatore puó utilizzare per migliorare il processo di collaborazione, di dialogo e ascolto all’interno del team di progettazione.
Tap into the 7-Minute Brain Boost for Success Beyond LimitsAshutosh C
Ready to experience the 7-minute miracle that could reshape your destiny? Unlock the power of your mind and watch as success becomes your new norm. Say yes to a life of abundance and take that first step now! 🚀🌠 #SuccessUnleashed #MindsetMastery
Talk on the importance of Service Design Thinking, how the evolution of Design and business leads to Service Design Thinking, overview of Service Design Thinking process and key artifacts used.
Our new perspective on achieving the full potential of human and artificial intelligence.
By Fjord, design and innovation from Accenture Interactive, and Accenture The Dock.
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Estrategia Vasca 2030 para favorecer la emancipación juvenil. II. Marco Oper...Irekia - EJGV
El contenido de la estrategia se presenta en dos documentos: I. Marco de Análisis, y II. Marco Operativo. El primero ofrece el conjunto de datos y referencias que sirven de base para el diagnóstico de la cuestión de la emancipación juvenil. El segundo incluye el Plan de actuación que se estructura en cinco ejes: empleo (y formación para el empleo), vivienda, renta, cohesión y resiliencia. A cada uno de estos ejes se vinculan dos proyectos tractores. Adicionalmente, se referencian otras iniciativas conectadas o complementarias que suman un total de 26 actuaciones adicionales.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
Design thinking and human-centered design teach us that the fastest, most effective path to change starts with empathy. But even the most observant, curious change leader can struggle to deeply understand what’s blocking change in their organization.
Games can help - they put people at ease, providing a framework and safe space for expressing deeply held, complex motivations. We’d like to share a game we developed for just this purpose - the Barriers to Change Cards. Use the cards to explore a variety of ways to play the game and how to use the results to improve change management outcomes.
XPLANE Director of Consulting Stephanie Gioia and Consultant Nina Narelle hosted a session at the Association for Change Management's annual conference, Change Management 2016. This year, their hands-on, interactive session was titled "Games for Change: A Human-Centered Approach for Diagnosing Organizational Barriers".
Managing Innovation in the XXI Century - Ambidextrous organizationsAna Paula de Amorim
Thinking about BM in existing companies is slightly different than in a start-up.
The best way to look at it is by drawing a continuum between improving existing businesses that a companies has and inventing new businesses that companies plans to build.
On the left hand side you have one or several existing businesses models.
The company knows them well and the entire organization is trimmed to execute and incrementally improve them.
Here the company operates in a known environment with existing customers and a good understanding of the market.
In such a known environment it is possible to make relatively accurate forecasts about sales and predictions about growth.
Hence the left hand side is all about executing and improving known BM or improving them incrementally.
On the right hand side you have one or several new BM that the company is trying to develop.
The models are far from proven and the organization is still experimenting with them. Contrary to the improve-end in the continuum, inventing is usually done in an unknown environment.
Predictions such as sales forecast or growth numbers are practically impossible to make at the early stages. The company is still developing a good market understanding.
Hence the right hand side is all about the search for Business Models that work.
The rules of the game are almost totally different on the opposite ends of the continuum.
For existing business models and their improvement you make business plans with performance projections.
You evaluate people on how they meet those projections.
Failure is not an option.
When it comes to new BM detailed plans are worthless. Projections don’t make sense for yet unproven Business Models.
What you really want to do is perform many small experiments to test the hypothesis of your unproven BM.
You learn from these continuous small bets.
Which will allow you to improve, adapt or pivot your BM until you make sure it will really work.
Existing and new business models require completely different thinking, different rules and different organizational structures to succeed.
Are you able to play both games in parallel?
Source: Strategyser.com
Does Your Product Have a Plot - David Womack, R/GAR/GA
Originally presented at SXSW 2012, R/GA Creative Director David Womack explains what makes an experience—any experience—compelling. A well–told story transcends any particular medium and this presentation focuses on principles of narrative—such as plot, setting, and point–of–view—as they apply to designing digital products, websites, social media, and apps, including why some digital experiences take off while others fizzle, how to define systems without using site maps, and innovative uses for user journeys.
Morgenbooster Purpose-Driven Innovation I Morgenbooster #901508 A/S
In this Morgenbooster Jens Bjørn Koustrup Nielsen, CCO at 1508, and Hjørdis Thorborg, Brand Experience Director at 1508, will address some of the fuss and buzz about purpose and innovation and will share their own reflections on how you can drive impactful design- and innovation processes through a strong sense of purpose.
System Thinking: Design Tools to Drive Innovation Processes Roberta Tassi
The increasing complexity of the world around us raises new challenges for designers, who are called to build cohesive experiences across broad ecosystems of products and services. Dealing with innovation and highly complex services, involving a large number of actors and many different channels, requires the adoption of new skills and techniques, that enable a more effective collaboration with all the stakeholders involved and support the dialogue around articulated systems and large amount of information.
Looking at the theory, Service Design Tools (www.servicedesigntools.org) is a first comprehensive repository of methods and examples that could orientate a designer - or any other professional - approaching the challenges of designing services, to help identifying the right method according to the step of the process, the type of participants and the kind of information that need to be discussed. Jumping to the practice, the power of adopting a systemic approach and shaping tools and frameworks that can re-order and re-distribute knowledge within multifaceted teams to drive innovation processes has changed the way in which highly complex services are conceived and developed across segments - from healthcare to financial -.
The ambition now is to see this evolving more and more into the way societal problems with large scale impact are addressed - bringing the benefit of system thinking into social innovation processes and organisation changes.
Euclid Annual Symposium, Brno 2015
"Codesign Tools and Techniques” - Alessio Ricconois3
World Usability Day Rome 2015 - intervento di Alessio Ricco
~
Il codesign é una metodologia di progettazione che coinvolge direttamente gli stakeholder rendendoli parte attiva del processo di design per poter realizzare insieme un prodotto usabile e che sia aderente alle loro aspettative. Vedremo alcuni degli strumenti che il facilitatore puó utilizzare per migliorare il processo di collaborazione, di dialogo e ascolto all’interno del team di progettazione.
Tap into the 7-Minute Brain Boost for Success Beyond LimitsAshutosh C
Ready to experience the 7-minute miracle that could reshape your destiny? Unlock the power of your mind and watch as success becomes your new norm. Say yes to a life of abundance and take that first step now! 🚀🌠 #SuccessUnleashed #MindsetMastery
Talk on the importance of Service Design Thinking, how the evolution of Design and business leads to Service Design Thinking, overview of Service Design Thinking process and key artifacts used.
Our new perspective on achieving the full potential of human and artificial intelligence.
By Fjord, design and innovation from Accenture Interactive, and Accenture The Dock.
DesignChain Business-by-Design Workshop Pack for IIBACraig Martin
There are a number of disciplines that provide “services” to an organisation. The challenge is that these disciplines are often overlapping, resulting in a loss of coherence amongst the actual disciplines and individuals that are meant to CREATE synergy and coherency.
How can we create synergy between design thinking, architecture thinking and agile thinking? Is there room for hybrid thinking?
There is also a lot of noise around tools and techniques within each of these disciplines. The challenge is how do they relate to one another? How can we build on these tools and techniques in a manner that not only extracts value from each but also facilitates a more coherent and higher value conversation with business.
In this whiteboard workshop aimed at Senior Business Analysis and Strategic Business Analysts, Craig will take attendees through a process of linking human centred design thinking, with strategic and business planning, business architecture and agile thinking.
Learning objectives:
Understand and be able to sell the value of the 4 disciplines
Understand how the 4 disciplines interact and when and where to use them
The 4 disciplines:
Design Thinking
Strategic Thinking
Business Architecture Thinking
Agile thinking
Research has shown that a simple idea, the mindset, could affect the way we lead our lives. But not only affect us as individuals but could also affect our organisation's "agility". being aware of the two types of mindsets, fixed and growth or as Linda Rising like to name agile mindset, is the first step towards changing your mindset and your organisation's one! this material has been used to facilitate a learning lab that organised by Ericsson's High Performing Team Environment network of coaches.
Pragmatic Product Strategy - Ways of thinking and doing that bring people tog...Jonny Schneider
Presented at XConf Tech Manchester in 2014 - Video at http://thght.works/1xdSvqK
This talk explores new ways of framing the work we do in order to create effective software products. A super-pragmatic model of thinking and doing that promises to bring together technologists, designers and business folks alike, across the entire software delivery lifecycle.
Estrategia Vasca 2030 para favorecer la emancipación juvenil. II. Marco Oper...Irekia - EJGV
El contenido de la estrategia se presenta en dos documentos: I. Marco de Análisis, y II. Marco Operativo. El primero ofrece el conjunto de datos y referencias que sirven de base para el diagnóstico de la cuestión de la emancipación juvenil. El segundo incluye el Plan de actuación que se estructura en cinco ejes: empleo (y formación para el empleo), vivienda, renta, cohesión y resiliencia. A cada uno de estos ejes se vinculan dos proyectos tractores. Adicionalmente, se referencian otras iniciativas conectadas o complementarias que suman un total de 26 actuaciones adicionales.
Ambidextrous organizations: from theory to practiceTamam Guseinova
The study is aimed at testing the hypotheses relating certain industry changes to certain ambidexterity types. For testing the hypotheses I chose case studies on ambidexterity or on general balancing of exploitation and exploration. I have studied 14 case studies out of which 12 case studies are in line with my hypotheses. My main conclusions are as follows:
• In industries going through radical change successful companies opt for partitional ambidexterity;
• In industries going through creative industries successful companies adopt reciprocal ambidexterity;
• In industries going through intermediating change successful companies effectuate harmonic ambidexterity;
• In industries undergoing progressive change successful companies also pursue harmonic ambidexterity to enable sufficient level of adaptability so that the company will be able to successfully go though organization transformation switching to another type of ambidexterity when the industry go to another type of change.
Answering the research question, I believe to have proved the existence of interrelation between the type of industry change and the type of ambidexterity companies in this industry should opt for. I do believe that my findings can be a basis for a prescriptive tool in innovation management. However, I fully acknowledge the limitations of my research and understand that quite vast further research is needed before the framework developed by me becomes an effective prescriptive tool.
Design thinking and human-centered design teach us that the fastest, most effective path to change starts with empathy. But even the most observant, curious change leader can struggle to deeply understand what’s blocking change in their organization.
Games can help - they put people at ease, providing a framework and safe space for expressing deeply held, complex motivations. We’d like to share a game we developed for just this purpose - the Barriers to Change Cards. Use the cards to explore a variety of ways to play the game and how to use the results to improve change management outcomes.
XPLANE Director of Consulting Stephanie Gioia and Consultant Nina Narelle hosted a session at the Association for Change Management's annual conference, Change Management 2016. This year, their hands-on, interactive session was titled "Games for Change: A Human-Centered Approach for Diagnosing Organizational Barriers".
Culture Design: Mapping Your Company CultureXPLANE
Culture is too important to be left intangible or described by ambiguous words like "innovative" "collaborative" or "open". XPLANE led a hands-on workshop in San Francisco on November 20, 2014 to explore techniques for diagnosing and visualizing culture. Here are the slides from that workshop, held in partnership with Culture Lab x General Assembly.
Technology and behavior are radically reshaping business—on a global scale. Did You Know? 6.0: Change to Thrive, advances the conversation about how organizations can adapt and prosper by changing the way they work.
What is Co-Creation and Why is it a Competitive Advantage?VoiceBoxer
The language services and technologies industry is both highly competitive and rich in stakeholders. Doing business is not just about making your customer happy, but also your language resources, staff, investors, management, and more. VoiceBoxer is a Danish start-up offering a novel technology in the remote interpreting world: a multilingual web platform that allows presentations and webinars anywhere, in any language. The company’s recipe for success relies on the concept of co-creation, an approach that serves the interests of all stakeholders, and results in a real competitive advantage. In this session, we’ll discuss the notion of co-creation and explore how it has led to success for VoiceBoxer.
This presentation was given by Andrea Baccenetti, Co-Founder and COO of VoiceBoxer at GALA Sevilla on March 23rd 2015
The Power of Co-creation: working with consumers to win in marketBrand Genetics
The challenge for all marketeers is to make the audience care – which means developing a message that is meaningful, relevant and remarkable – this is where co-creation can help. Co-creation is about collaborating with people outside your organisation (eg. consumers, customers, experts) to develop ideas that add real value to their lives.
At Brand Genetics we believe it’s crucial to understand how to collaborate, with whom and what ‘developing ideas’ really means in this context. This presentation shares insights and practical tips on how – done right – co-creation can help you grow your business by being more consumer relevant, and draws on Brand Genetics’ experience of developing innovative new products and brands.
This was the keynote presentation at the Nutraformulate conference 2014
Use of Participatory Design to Understand Aesthetic and Cultural Sensibilitie...IDC IIT Bombay
The paper documents two attempts at Participatory
Design (PD); analyzing the successes and challenges
that were experienced, strategies applied to overcome
some of those challenges and in afterthought, lists
improvements that could help extract richer results.
The premise of the project was to design a service that
could enhance the experience of reminiscing about a
dear departed. This service was meant to come into
play once the user had completed the mourning
process and accepted the loss. Despite conducting User
Interviews and Brainstorming intently upon design
ideas, the outcome of ideation seemed to lack the
appropriate mood and sensitivity that would suit
someone who reminisces upon a dear departed. The
authors then approached PD to gain a deeper
understanding of user needs, sensibilities and better
sensitivity towards the tone of the design while dealing
with a delicate subject like fond reminiscence of a dear
one who has passed on.
User Experience Design & Paper PrototypingIlona Posner
Presentation is part of the Mobile Accelerator Program organized by the Mobile Experience Innovation Centre, at OCAD University in Toronto, Canada. www.ilonaposner.com
July Edge Talk - The Maker Movement - a model for healthcare transformation? ...Horizons NHS
The Maker movement is a do it yourself technology-based movement that espouses creativity and tinkering in community settings, and is creating innovative health solutions across the globe, yet most healthcare stakeholders are unaware of “makers” and the maker movement. In this webinar, Joyce Lee, MD, MPH, will talk about the maker movement, its impact inside the health community, and principles that can support the application of this movement to the healthcare enterprise.
For information on future or past Edge Talks please visit the website http://theedge.nhsiq.nhs.uk/category/edge-talk/
A workshop can be a very powerful tool for collaboratively sharing information, generating new ideas, and/or aligning people on goals. One of the keys to running a successful workshop is having good facilitation that guides participants toward achieving the goals while nurturing an engaging environment.
Our presentation from June 2013 to GovCamp in Canberra exploring both ours and our client's view of service design led innovation in information technology and communications (ICT)
Doing Co-design: What, why, with whom and howPenny Hagen
Talk presented by Penny Hagen and Natalie Rowland for UX Australia 2013 in Melbourne.
In co-design those impacted by the proposed design are actively involved as partners in the design process. Co-design is being used in government, community and health sectors to extend traditional consultation methods and increase program reach and impact. Co-design approaches are also being used by corporates to engage internal stakeholders and customers, identify new service opportunities and improve existing ones. But what is it, why do it and how?
When ‘doing’ co-design, the role of the designer becomes one of facilitator: enabling participation, designing the right triggers, questions and scaffolds in which meaningful and effective participation can occur. Getting this right can be challenging and raise a few interesting questions along the way.
In this presentation we will share our approach to co-design developed over the last eight years working with a range of organisations in Australia and New Zealand. The presentation will draw upon case studies such as the design of HIV testing services with Australian men, the design of service strategies and mental health programs with young people and mental health professionals and an organisational wide co-design training for program for librarians, aimed at preparing them to become co-designers themselves.
The presentation will cover the key principles and framework we apply in designing co-design workshops, favourite activities for involving and priming groups of people for productive participation as well as tips and considerations for doing co-design in dynamic, sensitive and political situations.
We will also explore questions raised by co-design such as:
How creative can ‘users’ be?
What level of influence do ‘users’ have?
What happens to the expertise of the ‘designer’?
How far can we/should we take it?
How do you know when you (or the organisation you are working with) are ready adopt a co-design approach?
This is the Second out of Seven Articles
co -written by
Steinar Valade-Amland and myself
on
Design Thinking, Design Management
and how to coordinate both strategically .
If you miss number 1/7 send me an email bbm@designence.com and I will send it to you .
A few slides from a class session in the Carnegie Mellon School of Design, "Foundations of Practice for Social Design." I'm putting them up for folks who arrived here from my "notes on participatory design' on medium.com.
How Design Theories Evolved from User-Centered Design to Design Thinking.pdfWorxwideConsulting1
From textiles to architectural drawings to digital devices, every product is created with a function—and a user— in mind. Around mid-twentieth century, designers began considering “human factors” (also called ergonomics) to products, services, and interfaces to address human users’ needs. It has led to the evolution of designing theories and shift in designer’s point of attention.
Let’s see how?!
Sharing in our series 5/7 : The two forces of Design Leadership (DT ) and Design Management ( Follett theory " power WITH " vs power OVER ) and their convergence . Aesthetics in organization theory . ROI of investing in Design .
No Interface? No Problem: Applying HCD Agile to Data Projects (Righi)Kath Straub
This paper will be published in the Nov 2020 Issue of Journal of Usability Studies. (https://uxpajournal.org/). Its being pre-printed here with permission from the author and the Journal Board.
In October 2019, a group of human-centered designers,
agilists, data scientists, and other technology enablement
practitioners joined to share their thoughts about a topic of
common interest: How should the principles and practices of
human-centered design, Agile development, and the
overarching process of HCDAgile be applied to products that
have no obvious user interface?
The group’s objective was to develop guidance based upon
shared knowledge across disciplines and industries for
leveraging HCDAgile in data projects. In this paper we share
our initial observations from the meeting.
Fair balance: I participated in the huddle that led to this paper, but not in writing up the paper. Thanks to Carol Righi for doing the needful.
"Open and collaborative design processes. Meta-Design, ontologies and platforms within the Maker Movement"
Doctoral defense @Aalto University 11.11.2020
Custos: Professor Lily Diaz-Kommonen, Aalto University, Department of Media, Aalto Media Lab
Opponent: Professor Elisa Giaccardi, Delft University of Technology, The Netherlands
The emergence of the Maker Movement has taken place in the context of a design practice and research that is now open, peer-to-peer, diffuse, distributed, decentralized; activity-based; meta-designed; ontologically-defined; locally-bounded but globally-networked and community-centered. For many years the author participated and worked in the Maker Movement, with a special focus on its usage of digital platforms and digital fabrication tools for collaboratively designing and manufacturing digital and physical artifacts as Open Design projects. The author’s main focus in practice and research as a meta-designer was in understanding how can participants in distributed systems collaboratively work together through tools and platforms for the designing and managing of collaborative processes. The main research question of this dissertation is: How can we support and integrate the research and practice of meta-designers in analyzing, designing and sharing open and collaborative design and making processes within open, peer-to-peer and distributed systems?
Press release: https://www.aalto.fi/en/events/defense-in-the-field-of-new-media-msc-massimo-menichinelli
Video: https://youtu.be/ZYSCcIG0Q6k
Dissertation: http://urn.fi/URN:ISBN:978-952-64-0091-4
Article # 7 The Design Management series Epilogue and a story from real life Brigitte Borja de Mozota
Thank you for your joyful support in these 7 Design Management series . Join us in the conversation to co -design the concluding article . Have a good read . Steinar & Brigitte
The application of design thinking methodology on research practices a mind m...Joana Cerejo
The difficult task of innovation is a key facet of Research & Development institutions. Innovation is also closely related with processes oriented to achieve solutions in design. We propose to research new emerging design methods and provide an overview of design thinking tools that can be applied in an early stage of the R&D research process in order to produce meaningful results. This research presents a set of experimental guidelines and an analysis method for the application of these tools. The establishment of coherent guidelines for the design thinking process is a very complex task, due to its interdisciplinary requirements, that convey many diverse mindsets. The main focus of this study is creating an analysis toolkit that enables non-specialist and specialist users to perform high-quality design production.
Design Thinking in Project Management for Innovationijtsrd
Primary objective of this paper is to understand the concepts related to Design thinking in respect to project management. Now Design thinking has been part of every industry seeking solutions for innovation for the great products and solutions for the end user to create a large horizon of growth in competitive markets. In order to effectively apply design thinking approaches, methods, and principles extensive theoretical research is needed with proper guidance. As per most of leaders agrees that standard approaches to project management are not up to mark for driving the innovation particularly because of uncertainty and complex in nature. Also, leaders thinks that project management is hard to drive large man force while implementing rapid changes in the environment or business areas. As per theories, new ideas can only be part and important pillar of innovation. With the rise in competition and new technologies like cloud innovation is necessity for being into market. Shubham Tomar "Design Thinking in Project Management for Innovation" Published in International Journal of Trend in Scientific Research and Development (ijtsrd), ISSN: 2456-6470, Volume-7 | Issue-1 , February 2023, URL: https://www.ijtsrd.com/papers/ijtsrd52738.pdf Paper URL: https://www.ijtsrd.com/management/innovation-and-product-dev/52738/design-thinking-in-project-management-for-innovation/shubham-tomar
Have you ever watched someone express a complicated idea with a simple diagram or a few words? Visual thinking can be a superpower. XPLANE hosted Visual Thinking School (VTS) for ODN Oregon to spread the word and the value of visual thinking knowledge by teaching how to become more visually literate and how to apply these skills to work and projects. May 11, 2017
HOW TO HELP CREATE THE COMPANY CULTURE YOU WANTXPLANE
Organizational culture is commonly defined as
the human behaviors within an organization and the
underlying values that keep those behaviors in place. The
first step in influencing your organization’s culture is to
visualize the behaviors and values you want at the center of
the organization. We refer to this artifact as a culture map
Using Chris Brogan's Three Words is a useful tool for introspection and positive change. It also raised interesting questions. Does drawing the words make them more solid and memorable, or are these words more powerful when the images we associate with them can evolve over time? How might this exercise work in a business setting to define a desired change involving many people?
In a virtual meeting, live sketching helps people follow the conversation and makes things clear to everyone. Visuals help the client know that we understand and that we are listening and hearing what they say.
The Trifecta: three “must have” meetings on every project; the internal kickoff, the post session debrief, and the project retrospective.
Why are they non-negotiable? Because they are invaluable. Throughout the project, they keep the team informed, united, and on track. Upon completion of the project, they’re placed in the project archive folder, accessible to future teams to revisit the last project, and to evaluate and improve upon the new experience where possible.
Visual tools are amazing for communicating and collaborating with kids. Studies show that visuals help children across a range of factors, including reading comprehension, student achievement, thinking and learning skills, and retention of information. XPLANE parents also have lots of anecdotal evidence that visual thinking is very effective in solving behavioral and social challenges at home.
Meetings, when done correctly, can be a valuable tool. The key is in how you plan and execute them that can make them hugely successful or a gigantic waste of time.
Brainstorming can be of real value, provided it is used under the right conditions and for the right reasons. Tips and tricks to making the most of group collaboration.
Technology and behavior megatrends are reshaping business globally. To advance and grow, organizations need new ways to connect to both employees and customers, because old paradigms are costly.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
1. A Brief History
of Co-Creation
Co-Creation is a powerful concept: engaging broad stakeholders in a design or
problem-solving process as co-designers. But where did it come from? Here’s a
brief history of the idea, which remains emergent and evolving still today.
2. 1960-70sTrade unions in Scandinavia
extend the workplace democracy
movement into the right of
workers to co-design IT systems
that impact their job. They call this
cooperative design.
3. 1970sAmericans get interested
in the “Scandinavian
Approach” but think
“cooperative” sounds too
collectivistic, so they call it
participatory design.
4. 1971
John Heron coins the term
collaborative inquiry to
describe the importance of
researching “with” rather than
“on” people. Engaging end-
users in research and insight
gathering gains acceptance.
5. 1980sParticipatory design
extends from system
design to other fields.
Urban planners are
early adopters, calling it
collaborative placemaking
or collaborative planning.
They study the impact
of the approach, citing
improvements in efficiency,
reduced blockages, and
magnitude of goals
achieved.
6. 1988
Don Norman coins the term user-centered
design in his influential book Design of
Everyday Things. This marks a shift from
participatory design as an engineering
mindset focused on requirements and tasks
to a design mindset focused on holistic
systems and human needs.
7. 1990sUser-centered design evolves
towards human-centered design
and design thinking more broadly.
Participatory design remains
a more specific, focused strain
within these movements. Since
1990, there has been a bi-annual
Participatory Design Conference.
8. Larry Susskind founds the
Consensus Building Institute,
launching a generation of
professional negotiators
steeped in the theory of
collaborative dispute
resolution that features
co-creative activities
such as joint fact-
finding.
1993
9. 2000s
Studies performed on the outcomes
of co-creation found participants in
co-creative processes experienced
increases in individual competence,
support for the outcome, perceived
legitimacy of process, and
strengthened social networks.
10. 2000University of Michigan Professors
CK Prahalad and Venkat
Ramaswamy coin the term co-
creation in their Harvard Business
Review article “Co-Opting
Customer Competence”. They go
on to refine the concept in a series
of books and articles, initially
focusing on co-creation between
customers and enterprises
(similar to other emergent
concepts like open innovation,
collaborative innovation and
customer-led innovation).
11. 2006
Jeff Howe at Wired Magazine coins the
term “crowdsourcing”, continuing the
interest in breaking down barriers
between consumers and enterprises in
the interest of co-creation.
12. 2010In Ramaswamy’s 2010 book The
Power of Co-Creation, he devotes
a major section to co-creation
among stakeholders within an
organization, expanding the term
beyond mere customer-enterprise
value creation.
13. 2010
An international
standard on human-
centered design is ratified:
ISO 9241-210:2010. A major
principle of the standard is
“users are involved throughout
design and development.”
14. 2015Co-creation is a mainstream
term that encompasses prior
concepts such as participatory
design. Some define it
strictly as co-design between
enterprises and consumers,
others, like XPLANE, apply
co-creation to the inside of
organizations, including the
collaborative design of strategy,
process and culture.
15. What’s next?
Just as design thinking has managed to
expand the application of design principles
from typical design challenges (like
product design and interactive design) to
problem-solving in general, co-creation
is a rapidly expanding concept that
will no longer refer to just enterprise-
consumer co-design but to the co-design
process of any group of stakeholders. As
all these terms converge, one distinction
remains relevant. Methods like design
thinking, human-centered design, and
agile help us label how we answer the
question HOW do we approach design?
Co-creation answers the question WHO
designs? Even though design thinking and
co-creation have a natural affinity, they
hold different functions in describing a
design approach. This explains how there
are design firms who fervently espouse
“design thinking” but do a lot of black-
box studio concepting and then reveal
their insights and concepts to clients and
users. Likewise, fields as diverse as treaty
negotiators, city planners, and social
workers use co-creative principles without
applying a design thinking methodology.
Maintaining co-creation as a powerful
and distinct idea holds us to the standard
of always asking ourselves who is the
designer? and challenging us to broaden
our expectations of who should be
empowered to design.
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