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Taking the next step: 
Building organisational 
co-design capability 
@pennyhagen 
Design 4 Social Innovation Masterclass 
October 2014 
S M A L L F I R E.
With thanks to: 
Max Adler – Auckland Council 
Library Staff - Auckland University of Technology 
Mal Booth – University of Technology, Sydney 
Andrew Old – Auckland District Health Board 
Hilary Boyd – Auckland District Health Board 
Natalie Rowland – redrollers research 
Ingrid Burkett – Knode.com.au 
Kitty Rahilly & Mim Nicholas – Reachout.com 
Grant Young – Indigenous Digital Excellence, NCIE 
Mark Bunzten – Distillery 
Stephen McKernon - Supplejack 
John Hatrick-Smith – BetterbyDesign 
Chris Jackson - DNA 
And our many 
participants and 
co-designers.
The landscape 
Design 
Thinking 
Transformation Social design 
design 
Co-design 
Participatory 
design 
Experience-based 
design 
Co-creation 
Design for social 
innovation 
Co-production 
Service Design
Organisation Community 
Co-design is: 
Working with the 
community as 
active participants 
in the design 
process, to create 
shared value
Organisation Community 
Co-design is: 
Increasing our 
impact by working 
with the 
community to 
reframe issues and 
identify new, more 
effective ways to 
work and respond
Organisation Community 
Co-design is: 
Necessarily 
relinquishing 
some control and 
power
Building Organisational Co-design Capability happens across (at least) three levels 
• Commitment to working with 
• Openness to emergent outcomes 
Culture, 
Philosophy & 
Mindset 
• Protocols and structures to support 
Infrastructure & 
Resources 
Skills & Tools 
engagement (recruitment, ethics, 
relationships) 
• Skills & confidence to work with 
community as active design participants
Different “Ways In” – different organisations start in different places – it’s not linear 
Culture, 
Philosophy & 
Mindset 
Infrastructure & 
Resources 
Skills & Tools
Culture, 
Philosophy & 
Mindset 
Infrastructure & 
Resources 
Skills & Tools 
Different “Ways In”
Different “Ways In” – the journey is different for each organisation 
Culture, 
Philosophy & 
Mindset 
Infrastructure & 
Resources 
Skills & Tools
Different “Ways In” 
“Build confidence 
and small wins….” 
BUILDING MOMENTUM
Different “Ways In” 
“Celebrate and 
socialise” 
BUILDING MOMENTUM
Different “Ways In” 
“Constant 
advocacy” 
BUILDING MOMENTUM
Different “Ways In” 
“enabling learning and 
experience to develop over an 
extended period through 
assistance by external experts” 
BUILDING MOMENTUM
Different “Ways In” 
“setting up temporary structures 
through a project, and then 
finding ways to make them 
permanent” 
BUILDING MOMENTUM
Culture, 
Philosophy & 
Mindset 
Infrastructure & 
Resources 
Skills & Tools 
What are your “ways in” ?
Reflect on: 
What are you already doing? 
What might be your “ways 
in” (or path of least resistance)
CASE STUDY, QUESTIONS & 
DISCUSSION
Q.1 
What capability might the project find easiest to build - culture, 
resources, or skills? 
In what ways is this different or similar to your own projects or 
experience? 
Q.2 
Q.3 
All 
What challenges might the team face when bringing co-design into the 
organisation? How might these be mitigated? 
How can the organisation best prepare the project to build capability? 
How can the coaches prepare?
Q.1 What challenges might the team face when bringing co-design into the 
organisation? How might these be mitigated?
Resistance 
Four common points of “resistance” I’ve often seen encountered on the 
journey, and ways to respond.
“But we are 
already user 
centred” 
Moving from an inside-out 
to an outside-in 
view is a key 
transformational point 
on the journey 
“Most of us would say we are 
user centred and always have 
been, but that has often been 
from the point of view of what 
we think the users want, rather 
than seeing the users as active 
participants in the planning 
process.” 
AUT Library
“But users 
don’t know 
what they 
want/need” 
Co-design tools and techniques 
enable meaningful participation 
beyond consultation or “asking”, 
through mutual learning and the 
construction of new futures
Aspects of the design 
process can be 
challenging, and hard 
to teach. 
In particular the 
process of analysis and 
synthesis 
(convergence), and 
comfort with 
ambiguity and 
emergence. 
Doing the 
‘design’ bit 
Discover Define Develop Deliver
Doing the 
“Learning by doing…like 
action research” 
‘design’ bit AUT: Library 
“Learning how not to start 
with knowing” 
UTS: Library 
“When you have lived and 
breathed it a bit you are 
happy living with the 
ambiguity, and uncertainty 
of that.” 
ADHB 
Discover Define Develop Deliver
Doing the 
‘design’ bit 
Find people that 
have an affinity to 
this way of working 
Ensure there is time 
in the process for 
learning and teaching 
as well as doing 
Provide some 
navigational cues for 
people about what 
to expect
Language 
(and 
process) 
The language of design 
can appear 
inconsistent and varies 
depending on the 
practitioner or agency. 
It can also introduce 
barriers and be 
alienating to those 
from different 
backgrounds and 
disciplines.
Work towards a 
shared language and 
understanding of 
terms and process 
Work with the 
culture, and with 
existing expertise 
Pause, and assess 
what will work best 
in each environment 
Language 
(and 
process)
Q.2 What capability might the project find easiest to build - culture, 
resources, or skills?
Different “ways in” 
The value of different approaches and models for building different 
kinds of capability
Models & 
Sources 
Practical application of 
co-design to the 
organisation 
Training 
Toolkits 
Books 
Free Meet Ups 
Google 
Trying Stuff 
….guided by someone 
familiar with the 
process
Q.3 How can the organisation best prepare the project to build capability? 
How can the coaches prepare?
Organisational Readiness
Organisational 
readiness 
• A willingness to hand over some control 
• A desire for change 
• An ability to resource it 
• A commitment to following through 
• Senior Leadership support/buy in 
• Clarity around what you want to achieve
External Coach 
Readiness 
• Ability to open up the process 
• A commitment to sharing expertise
Final thoughts…
“It’s not an 
overnight 
thing…”
You’ll need a 
champion 
But everyone can (and 
should) be involved
Start 
somewhere 
Start 
anywhere 
“Even if you adopt these 
approaches only to a 
limited extent, they will 
expand your knowledge 
of your users and their 
experiences of your 
service” AUT staff Member
Think beyond the project 
Project structures are not helpful for sustainability of insights, momentum 
into implementation and adoption, or for building relationships 
Think about the change process needed to adopt new service and systems 
Think about building co-design capability as talent development 
Think about ongoing involvement and structures for people to stay 
involved – both staff, users and external coaches 
Think about ongoing partnerships and networks with other organisations, 
universities or departments. 
.
Thank you

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Taking the next step: Building Organisational Co-design Capability

  • 1. Taking the next step: Building organisational co-design capability @pennyhagen Design 4 Social Innovation Masterclass October 2014 S M A L L F I R E.
  • 2. With thanks to: Max Adler – Auckland Council Library Staff - Auckland University of Technology Mal Booth – University of Technology, Sydney Andrew Old – Auckland District Health Board Hilary Boyd – Auckland District Health Board Natalie Rowland – redrollers research Ingrid Burkett – Knode.com.au Kitty Rahilly & Mim Nicholas – Reachout.com Grant Young – Indigenous Digital Excellence, NCIE Mark Bunzten – Distillery Stephen McKernon - Supplejack John Hatrick-Smith – BetterbyDesign Chris Jackson - DNA And our many participants and co-designers.
  • 3. The landscape Design Thinking Transformation Social design design Co-design Participatory design Experience-based design Co-creation Design for social innovation Co-production Service Design
  • 4. Organisation Community Co-design is: Working with the community as active participants in the design process, to create shared value
  • 5. Organisation Community Co-design is: Increasing our impact by working with the community to reframe issues and identify new, more effective ways to work and respond
  • 6. Organisation Community Co-design is: Necessarily relinquishing some control and power
  • 7. Building Organisational Co-design Capability happens across (at least) three levels • Commitment to working with • Openness to emergent outcomes Culture, Philosophy & Mindset • Protocols and structures to support Infrastructure & Resources Skills & Tools engagement (recruitment, ethics, relationships) • Skills & confidence to work with community as active design participants
  • 8. Different “Ways In” – different organisations start in different places – it’s not linear Culture, Philosophy & Mindset Infrastructure & Resources Skills & Tools
  • 9. Culture, Philosophy & Mindset Infrastructure & Resources Skills & Tools Different “Ways In”
  • 10. Different “Ways In” – the journey is different for each organisation Culture, Philosophy & Mindset Infrastructure & Resources Skills & Tools
  • 11. Different “Ways In” “Build confidence and small wins….” BUILDING MOMENTUM
  • 12. Different “Ways In” “Celebrate and socialise” BUILDING MOMENTUM
  • 13. Different “Ways In” “Constant advocacy” BUILDING MOMENTUM
  • 14. Different “Ways In” “enabling learning and experience to develop over an extended period through assistance by external experts” BUILDING MOMENTUM
  • 15. Different “Ways In” “setting up temporary structures through a project, and then finding ways to make them permanent” BUILDING MOMENTUM
  • 16. Culture, Philosophy & Mindset Infrastructure & Resources Skills & Tools What are your “ways in” ?
  • 17. Reflect on: What are you already doing? What might be your “ways in” (or path of least resistance)
  • 18. CASE STUDY, QUESTIONS & DISCUSSION
  • 19. Q.1 What capability might the project find easiest to build - culture, resources, or skills? In what ways is this different or similar to your own projects or experience? Q.2 Q.3 All What challenges might the team face when bringing co-design into the organisation? How might these be mitigated? How can the organisation best prepare the project to build capability? How can the coaches prepare?
  • 20. Q.1 What challenges might the team face when bringing co-design into the organisation? How might these be mitigated?
  • 21. Resistance Four common points of “resistance” I’ve often seen encountered on the journey, and ways to respond.
  • 22. “But we are already user centred” Moving from an inside-out to an outside-in view is a key transformational point on the journey “Most of us would say we are user centred and always have been, but that has often been from the point of view of what we think the users want, rather than seeing the users as active participants in the planning process.” AUT Library
  • 23. “But users don’t know what they want/need” Co-design tools and techniques enable meaningful participation beyond consultation or “asking”, through mutual learning and the construction of new futures
  • 24. Aspects of the design process can be challenging, and hard to teach. In particular the process of analysis and synthesis (convergence), and comfort with ambiguity and emergence. Doing the ‘design’ bit Discover Define Develop Deliver
  • 25. Doing the “Learning by doing…like action research” ‘design’ bit AUT: Library “Learning how not to start with knowing” UTS: Library “When you have lived and breathed it a bit you are happy living with the ambiguity, and uncertainty of that.” ADHB Discover Define Develop Deliver
  • 26. Doing the ‘design’ bit Find people that have an affinity to this way of working Ensure there is time in the process for learning and teaching as well as doing Provide some navigational cues for people about what to expect
  • 27. Language (and process) The language of design can appear inconsistent and varies depending on the practitioner or agency. It can also introduce barriers and be alienating to those from different backgrounds and disciplines.
  • 28. Work towards a shared language and understanding of terms and process Work with the culture, and with existing expertise Pause, and assess what will work best in each environment Language (and process)
  • 29. Q.2 What capability might the project find easiest to build - culture, resources, or skills?
  • 30. Different “ways in” The value of different approaches and models for building different kinds of capability
  • 31. Models & Sources Practical application of co-design to the organisation Training Toolkits Books Free Meet Ups Google Trying Stuff ….guided by someone familiar with the process
  • 32. Q.3 How can the organisation best prepare the project to build capability? How can the coaches prepare?
  • 34. Organisational readiness • A willingness to hand over some control • A desire for change • An ability to resource it • A commitment to following through • Senior Leadership support/buy in • Clarity around what you want to achieve
  • 35. External Coach Readiness • Ability to open up the process • A commitment to sharing expertise
  • 37. “It’s not an overnight thing…”
  • 38. You’ll need a champion But everyone can (and should) be involved
  • 39. Start somewhere Start anywhere “Even if you adopt these approaches only to a limited extent, they will expand your knowledge of your users and their experiences of your service” AUT staff Member
  • 40. Think beyond the project Project structures are not helpful for sustainability of insights, momentum into implementation and adoption, or for building relationships Think about the change process needed to adopt new service and systems Think about building co-design capability as talent development Think about ongoing involvement and structures for people to stay involved – both staff, users and external coaches Think about ongoing partnerships and networks with other organisations, universities or departments. .