From production to purpose-Using design led innovation to build strategic potential in a family-owned SME

Krabye, A; Matthews, J; Wrigley, C; Bucolo, S

From production to purpose-Using design led innovation to build strategic potential in a family-owned SME

Krabye, A Matthews, J Wrigley, C

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. 37 - 46
Issue Date:: 2014-12-09

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Field	Value	Language
dc.contributor.author	Krabye, A	en_US
dc.contributor.author	Matthews, J	en_US
dc.contributor.author	Wrigley, C https://orcid.org/0000-0001-7349-8469	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. 37 - 46	en_US
dc.identifier.isbn	9781479915392	en_US
dc.identifier.uri	http://hdl.handle.net/10453/120803
dc.description.abstract	© 2013 IEEE. There is an evident need to develop the strategic capabilities of companies from within, to ensure competitive competence in a time where strategy is a necessity. This paper is based on the first 4 months of a longitudinal embedded case study of a family-owned Australian small to medium enterprise, in their journey towards design integration. The first author was embedded as a 'Design Innovation Catalyst' to collaborate on overcoming early barriers of strategic development, using design led innovation. Action research methodology, semi-structured interviews with seven out of eight employees and a reflective journal revealed the absence of a shared vision, conflicting drivers and a focus on operational efficiency rather than strategy. Through the Catalyst's facilitation, a company vision, general awareness, practice and knowledge in strategic development have emerged as the first steps to generating strategic design competence within the firm.	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.2013.6981213	en_US
dc.title	From production to purpose-Using design led innovation to build strategic potential in a family-owned SME	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. There is an evident need to develop the strategic capabilities of companies from within, to ensure competitive competence in a time where strategy is a necessity. This paper is based on the first 4 months of a longitudinal embedded case study of a family-owned Australian small to medium enterprise, in their journey towards design integration. The first author was embedded as a 'Design Innovation Catalyst' to collaborate on overcoming early barriers of strategic development, using design led innovation. Action research methodology, semi-structured interviews with seven out of eight employees and a reflective journal revealed the absence of a shared vision, conflicting drivers and a focus on operational efficiency rather than strategy. Through the Catalyst's facilitation, a company vision, general awareness, practice and knowledge in strategic development have emerged as the first steps to generating strategic design competence within the firm.

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http://hdl.handle.net/10453/120803