Reframing and Strategic Transformation

Dorst, C; Watson, N

Reframing and Strategic Transformation

Dorst, C Watson, N

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Publisher:: Design Research Society
Publication Type:: Conference Proceeding
Citation:: https://drs2020.org/wp-content/uploads/2020/08/DRS2020_Proceedings_Vol_5.pdf, 2020, 5, pp. 1964-1976
Issue Date:: 2020-08-11

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Field	Value	Language
dc.contributor.author	Dorst, C
dc.contributor.author	Watson, N https://orcid.org/0000-0002-2079-8940
dc.contributor.editor	boess, S
dc.contributor.editor	Cheung, M
dc.contributor.editor	Cain, R
dc.date	2020-08-11
dc.date.accessioned	2020-08-28T06:28:02Z
dc.date.available	2020-03-07
dc.date.available	2020-08-28T06:28:02Z
dc.date.issued	2020-08-11
dc.identifier.citation	https://drs2020.org/wp-content/uploads/2020/08/DRS2020_Proceedings_Vol_5.pdf, 2020, 5, pp. 1964-1976
dc.identifier.isbn	978-1-912294-41-1
dc.identifier.issn	2398-3132
dc.identifier.uri	http://hdl.handle.net/10453/142413
dc.description.abstract	As the problems and opportunities facing our organisations are becoming more open, complex, dynamic and networked, professionals are turning towards the designing disciplines to find inspiration for new ways of working. To really embed innovation, the impact of design should move beyond the project level and impact the strategy of the organisation, and possibly its processes and structures. In this paper we will use a case study to investigate what design can do to help create such deep changes. The case study is an early social design project, which allows us to take a longitudinal perspective: ten years on, what has actually happened with the new frames and ideas of the initial project? What has followed? Has this project influenced strategic innovation? Or did it all come to naught? We will discuss the lessons learned in this project to inform our understanding of the real impact of design, and its limitations. This leads us to posit a practice-based ‘theory of change’.
dc.language	en
dc.publisher	Design Research Society
dc.relation.ispartof	https://drs2020.org/wp-content/uploads/2020/08/DRS2020_Proceedings_Vol_5.pdf
dc.relation.ispartof	DRS 2020 International Conference: Synergy
dc.relation.ispartofseries	DRS International Conference Series
dc.relation.isbasedon	10.21606/drs.2020.130
dc.rights	info:eu-repo/semantics/openAccess
dc.title	Reframing and Strategic Transformation
dc.type	Conference Proceeding
utslib.citation.volume	5
utslib.location.activity	Brisbane
pubs.organisational-group	/University of Technology Sydney/Faculty of Transdisciplinary Innovation
pubs.organisational-group	/University of Technology Sydney
utslib.copyright.status	open_access	*
pubs.consider-herdc	true
dc.date.updated	2020-08-28T06:27:54Z
pubs.finish-date	2020-08-14
pubs.place-of-publication	London
pubs.publication-status	Published online
pubs.start-date	2020-08-11
pubs.volume	5
dc.location	London

Abstract:

As the problems and opportunities facing our organisations are becoming more open, complex, dynamic and networked, professionals are turning towards the designing disciplines to find inspiration for new ways of working. To really embed innovation, the impact of design should move beyond the project level and impact the strategy of the organisation, and possibly its processes and structures. In this paper we will use a case study to investigate what design can do to help create such deep changes. The case study is an early social design project, which allows us to take a longitudinal perspective: ten years on, what has actually happened with the new frames and ideas of the initial project? What has followed? Has this project influenced strategic innovation? Or did it all come to naught? We will discuss the lessons learned in this project to inform our understanding of the real impact of design, and its limitations. This leads us to posit a practice-based ‘theory of change’.

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

http://hdl.handle.net/10453/142413