Unpacking the opportunities for change within a family owned manufacturing SME: A Design Led Innovation case study

Pozzey, E; Wrigley, C; Bucolo, S

Unpacking the opportunities for change within a family owned manufacturing SME: A Design Led Innovation case study

Pozzey, E Wrigley, C Bucolo, S

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Publisher:: Design Management Institute (DMI)
Publication Type:: Conference Proceeding
Citation:: Leading Innovation Through Design: Proceedings of the DMI 2012 International Research, 2012, pp. 831 - 844
Issue Date:: 2012-01

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Field	Value	Language
dc.contributor.author	Pozzey, E	en_US
dc.contributor.author	Wrigley, C	en_US
dc.contributor.author	Bucolo, S https://orcid.org/0000-0002-4195-4500	en_US
dc.contributor.editor	Bohemia, E	en_US
dc.contributor.editor	Liedtka, J	en_US
dc.contributor.editor	Rieple, AE	en_US
dc.date	2012-08-08	en_US
dc.date.issued	2012-01	en_US
dc.identifier.citation	Leading Innovation Through Design: Proceedings of the DMI 2012 International Research, 2012, pp. 831 - 844	en_US
dc.identifier.isbn	978-0-615-66453-8	en_US
dc.identifier.uri	http://hdl.handle.net/10453/29902
dc.description.abstract	The following paper presents insights found during an ongoing industry engagement with a family-owned manufacturing SME in Australia. The initial findings presented as a case study look at the opportunities available to the firm engaging in a design led approach to innovation. Over the period of one year, the first authors immersion within the firm seeks to unpack the cultural, strategic, product opportunities and challenges when adopting design led innovation. This can provide a better understanding of how a firm can more effectively assess their value proposition in the market and what factors of the business are imperative in stimulating competitive difference. The core insight identified from this paper is that design led innovation cannot be seen and treated as a discrete event, nor a series of steps or stages; rather the whole business model needs to be in focus to achieve holistic, sustainable innovation. Initial insights were found through qualitative interviews with internal employees including: overcoming silos; moving from reactive to proactive design; empowerment; vision for growth and the framing of innovation.	en_US
dc.publisher	Design Management Institute (DMI)	en_US
dc.relation.ispartof	Leading Innovation Through Design: Proceedings of the DMI 2012 International Research	en_US
dc.relation.ispartof	International Design Management Research Conference	en_US
dc.title	Unpacking the opportunities for change within a family owned manufacturing SME: A Design Led Innovation case study	en_US
dc.type	Conference Proceeding
utslib.location	United States of America	en_US
utslib.location.activity	Boston, M.A., USA	en_US
utslib.for	1203 Design Practice and Management	en_US
dc.location.activity	Boston, M.A., USA	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/Strength - DIRC - Design Innovation Research Centre
utslib.copyright.status	closed_access
pubs.consider-herdc	false	en_US
pubs.finish-date	2012-08-09	en_US
pubs.place-of-publication	United States of America	en_US
pubs.start-date	2012-08-08	en_US

Abstract:

The following paper presents insights found during an ongoing industry engagement with a family-owned manufacturing SME in Australia. The initial findings presented as a case study look at the opportunities available to the firm engaging in a design led approach to innovation. Over the period of one year, the first authors immersion within the firm seeks to unpack the cultural, strategic, product opportunities and challenges when adopting design led innovation. This can provide a better understanding of how a firm can more effectively assess their value proposition in the market and what factors of the business are imperative in stimulating competitive difference. The core insight identified from this paper is that design led innovation cannot be seen and treated as a discrete event, nor a series of steps or stages; rather the whole business model needs to be in focus to achieve holistic, sustainable innovation. Initial insights were found through qualitative interviews with internal employees including: overcoming silos; moving from reactive to proactive design; empowerment; vision for growth and the framing of innovation.

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http://hdl.handle.net/10453/29902