Understanding, Identifying and driving Design-led Innovation Capability in Large Organisations

Close-Debais, S; Wrigley, C; Matthews, J

Understanding, Identifying and driving Design-led Innovation Capability in Large Organisations

Close-Debais, S Wrigley, C

Matthews, J

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Publication Type:: Conference Proceeding
Citation:: 2016, pp. 697 - 720
Issue Date:: 2016-07-24

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Field	Value	Language
dc.contributor.author	Close-Debais, S	en_US
dc.contributor.author	Wrigley, C https://orcid.org/0000-0001-7349-8469	en_US
dc.contributor.author	Matthews, J	en_US
dc.date	2016-07-28	en_US
dc.date.issued	2016-07-24	en_US
dc.identifier.citation	2016, pp. 697 - 720	en_US
dc.identifier.uri	http://hdl.handle.net/10453/47056
dc.description.abstract	Corporations are exploring innovations by changing from a product push towards a service or experience model. To enable this transformation, programs to construct design thinking are being deployed across many organisations to drive innovation practices and ultimately sustainable growth. Yet, there is limited understanding on how individual employees view design, how it is being employed and the relationship of design thinking to innovation. This paper aims to investigate how employees (non-designers) within a large financial services corporation recognise the possibilities of design and its link to drive innovative practices and how design is being adopted. The paper builds on an audit undertaken of Design Thinking programmes rolled out across the large financial services organisation in Australia, in addition to thirty-one (31) semi-structured interviews conducted with employees across various levels of hierarchy. The results suggest that deploying design and innovation programmes across an organisation does not automatically result in significant innovative outcomes. Instead, design is linked to incremental innovation and internal process improvement at best, with limited effect on the strategic issues. The findings provide insights into employees’ experiences with applying design-led approaches and the barriers required to be overcome in order to achieve a different outcome in the business.	en_US
dc.relation.ispartof	20th DMI: Academic Design Management Conference Inflection Point: Design Research Meets Design Practice	en_US
dc.title	Understanding, Identifying and driving Design-led Innovation Capability in Large Organisations	en_US
dc.type	Conference Proceeding
utslib.location.activity	Boston, USA	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
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	open_access
pubs.consider-herdc	true	en_US
pubs.finish-date	2016-07-29	en_US
pubs.publication-status	Published	en_US
pubs.start-date	2016-07-28	en_US

Abstract:

Corporations are exploring innovations by changing from a product push towards a service or experience model. To enable this transformation, programs to construct design thinking are being deployed across many organisations to drive innovation practices and ultimately sustainable growth. Yet, there is limited understanding on how individual employees view design, how it is being employed and the relationship of design thinking to innovation. This paper aims to investigate how employees (non-designers) within a large financial services corporation recognise the possibilities of design and its link to drive innovative practices and how design is being adopted. The paper builds on an audit undertaken of Design Thinking programmes rolled out across the large financial services organisation in Australia, in addition to thirty-one (31) semi-structured interviews conducted with employees across various levels of hierarchy. The results suggest that deploying design and innovation programmes across an organisation does not automatically result in significant innovative outcomes. Instead, design is linked to incremental innovation and internal process improvement at best, with limited effect on the strategic issues. The findings provide insights into employees’ experiences with applying design-led approaches and the barriers required to be overcome in order to achieve a different outcome in the business.

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http://hdl.handle.net/10453/47056