Making sense of purpose, direction and innovation: An embedded design led innovation case study in the Australian mining industry

Townson, P; Wrigley, C; Matthews, J; Bucolo, S

Making sense of purpose, direction and innovation: An embedded design led innovation case study in the Australian mining industry

Townson, P Wrigley, C

Matthews, J Bucolo, S

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Publication Type:: Conference Proceeding
Citation:: 2013 IEEE-Tsinghua International Design Management Symposium: Design-Driven Business Innovation, TIDMS 2013 - Proceedings, 2014, pp. 268 - 276
Issue Date:: 2014-12-09

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Field	Value	Language
dc.contributor.author	Townson, P	en_US
dc.contributor.author	Wrigley, C https://orcid.org/0000-0001-7349-8469	en_US
dc.contributor.author	Matthews, J	en_US
dc.contributor.author	Bucolo, S https://orcid.org/0000-0002-4195-4500	en_US
dc.date.issued	2014-12-09	en_US
dc.identifier.citation	2013 IEEE-Tsinghua International Design Management Symposium: Design-Driven Business Innovation, TIDMS 2013 - Proceedings, 2014, pp. 268 - 276	en_US
dc.identifier.isbn	9781479915392	en_US
dc.identifier.uri	http://hdl.handle.net/10453/120801
dc.description.abstract	© 2013 IEEE. The mining equipment technology services sector is driven by a reactive and user-centered design approach, with a technological focus on incremental new product development. As Australia moves out of its sustained mining boom, companies need to rethink their strategic position, to become agile to stay relevant in an enigmatic market. This paper reports on the first five months on an embedded case study within an Australian, family-owned mining manufacturer. The first author is currently engaged in a longitudinal design led innovation project, as a catalyst to guide the company's journey to design integration. The results find that design led innovation could act as a channel for highlighting and exploring company disconnections with the marketplace and offer a customer-centric catalyst for internal change. Data collected for this study is from 12 analysed semi-structured interviews, a focus group and a reflective journal, over a five-month period. This paper explores limitations to design integration, and highlights opportunities to explore and leverage entrepreneurial characteristics to stay agile, broaden innovation and future-proof through the next commodity cycle in the mining industry.	en_US
dc.relation.ispartof	2013 IEEE-Tsinghua International Design Management Symposium: Design-Driven Business Innovation, TIDMS 2013 - Proceedings	en_US
dc.relation.isbasedon	10.1109/TIDMS.2013.6981247	en_US
dc.title	Making sense of purpose, direction and innovation: An embedded design led innovation case study in the Australian mining industry	en_US
dc.type	Conference Proceeding
utslib.for	1203 Design Practice and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (International)
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Strength - DIRC - Design Innovation Research Centre
utslib.copyright.status	closed_access
pubs.publication-status	Published	en_US

Abstract:

© 2013 IEEE. The mining equipment technology services sector is driven by a reactive and user-centered design approach, with a technological focus on incremental new product development. As Australia moves out of its sustained mining boom, companies need to rethink their strategic position, to become agile to stay relevant in an enigmatic market. This paper reports on the first five months on an embedded case study within an Australian, family-owned mining manufacturer. The first author is currently engaged in a longitudinal design led innovation project, as a catalyst to guide the company's journey to design integration. The results find that design led innovation could act as a channel for highlighting and exploring company disconnections with the marketplace and offer a customer-centric catalyst for internal change. Data collected for this study is from 12 analysed semi-structured interviews, a focus group and a reflective journal, over a five-month period. This paper explores limitations to design integration, and highlights opportunities to explore and leverage entrepreneurial characteristics to stay agile, broaden innovation and future-proof through the next commodity cycle in the mining industry.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/120801