Designing competitive industry sectors

Peppou, G; Bucolo, S; Thurgood, C

Designing competitive industry sectors

Peppou, G

Bucolo, S

Thurgood, C

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Publisher:: Design Management Institute
Publication Type:: Conference Proceeding
Citation:: Proceedings of the 20th DMI: Academic Design Management Conference: Design Research Meets Design Practice at the Inflection Point, 2016, pp. 348 - 368
Issue Date:: 2016

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Field	Value	Language
dc.contributor.author	Peppou, G https://orcid.org/0000-0003-0337-2806	en_US
dc.contributor.author	Bucolo, S https://orcid.org/0000-0002-4195-4500	en_US
dc.contributor.author	Thurgood, C https://orcid.org/0000-0003-3812-4423	en_US
dc.date	2016-07-28	en_US
dc.date.issued	2016	en_US
dc.identifier.citation	Proceedings of the 20th DMI: Academic Design Management Conference: Design Research Meets Design Practice at the Inflection Point, 2016, pp. 348 - 368	en_US
dc.identifier.isbn	9780615991528	en_US
dc.identifier.uri	http://hdl.handle.net/10453/57941
dc.description.abstract	Industry sectors are typified by their complex, networked and open nature; characteristics making them well suited to innovation through the application of design. In spite of this apparent suitability there remains little research published specifically regarding the application of design to sector-level strategy formation. In response to this apparent suitability of design, a Design-Led Innovation (DLI) (Bucolo, 2016) approach was modified to scale to a sector. DLI is a design thinking method that integrates deep customer insights into business models informing organisational transformation and strategy. This paper explores the adaptations and challenges that occur when scaling design to a sector in the form of a proposed framework: The Sector Grand Challenge Framework (SGC Framework). This is described through a case study applying the SGC Framework to the development of a Food and Agribusiness (Agrifood) growth and competitiveness strategy in partnership with Food Innovation Australia Limited (FIAL), an Australian Federal Government Industry Growth Centres initiative. The SGC Framework uses many of the same principles as DLI, scaling from successful applications to small and large firms to an entire industry sector. This scale exacerbates key challenges observed within a firm including: poor linkages between groups, large, complex stakeholder networks, and lack of unifying purpose or vision. Based on this initial experience there is a significant opportunity for future research both into the new value created by a Design-Led approach to sector level challenges and the implications for design as a field.	en_US
dc.publisher	Design Management Institute	en_US
dc.relation.ispartof	Proceedings of the 20th DMI: Academic Design Management Conference: Design Research Meets Design Practice at the Inflection Point	en_US
dc.relation.ispartof	Academic Design Management Conference	en_US
dc.title	Designing competitive industry sectors	en_US
dc.type	Conference Proceeding
utslib.location	Boston, USA	en_US
utslib.location.activity	Boston, USA	en_US
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	open_access
pubs.consider-herdc	true	en_US
pubs.finish-date	2016-07-29	en_US
pubs.place-of-publication	Boston, USA	en_US
pubs.publication-status	Published	en_US
pubs.start-date	2016-07-28	en_US

Abstract:

Industry sectors are typified by their complex, networked and open nature; characteristics making them well suited to innovation through the application of design. In spite of this apparent suitability there remains little research published specifically regarding the application of design to sector-level strategy formation. In response to this apparent suitability of design, a Design-Led Innovation (DLI) (Bucolo, 2016) approach was modified to scale to a sector. DLI is a design thinking method that integrates deep customer insights into business models informing organisational transformation and strategy. This paper explores the adaptations and challenges that occur when scaling design to a sector in the form of a proposed framework: The Sector Grand Challenge Framework (SGC Framework). This is described through a case study applying the SGC Framework to the development of a Food and Agribusiness (Agrifood) growth and competitiveness strategy in partnership with Food Innovation Australia Limited (FIAL), an Australian Federal Government Industry Growth Centres initiative. The SGC Framework uses many of the same principles as DLI, scaling from successful applications to small and large firms to an entire industry sector. This scale exacerbates key challenges observed within a firm including: poor linkages between groups, large, complex stakeholder networks, and lack of unifying purpose or vision. Based on this initial experience there is a significant opportunity for future research both into the new value created by a Design-Led approach to sector level challenges and the implications for design as a field.

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

http://hdl.handle.net/10453/47173