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Why is it so hard to interact with government services? The public sector has become citizen centered in designing and collaborating with the community to improve service. Even though governments invest in efforts to ensure public administration is aligned with the needs of the community, services still fail to meet the standards provided by equivalent private‐sector organizations. Citizen experiences fall short of expectations due to inadequate performance evaluation for the delivery of integrated and well‐designed services. Public‐sector performance measures must assess and include the impact that services have on citizens. This article describes the extension and further development of the Experience Effectiveness (XE) Measurement Framework. If properly utilized, public‐sector organizations can implement the framework to evaluate the effectiveness of citizen experiences based on human‐centered, universal, and systems‐thinking heuristics. Through a multiphase mixed‐method design, we test the XE Framework and its operational development with two projects in the Innovation Lab for the Canadian Department of Innovation, Science and Economic Development. The case studies demonstrate that the XE Framework clearly differentiates the quality of the experience and identifies areas for improvement. Results also indicate that the bureaucracy distorted the creation and delivery of the service citizens received. Organizational culture, climate, structures, and values significantly shape the outcome and provision of government services, which raises further questions about design and innovation in public administration and the role of accountability.

Idea generation and brainstorming are most effective when conducted in groups and in person. However, in‐person co‐creation activities have many limitations. The digital environment provides opportunities to ideate remotely and to enhance creativity. We designed an online experiment to assess the impact of brainwriting on the effectiveness of ideation. Our intention was to determine whether remote digital brainstorming could improve ideation, harnessing diversity in experience and knowledge while problem solving. Results revealed that unusual and novel ideas occurred in approximately 53 percent of cases using our simulated environment. Compared to the presession control activity, ideas generated were more sophisticated and included improvement in all cases. Our experiment demonstrates that digital brainwriting can significantly improve the quality and quantity of new ideas.

Although design has become synonymous with innovation, a tool for good leadership and is seen as a critical factor in the success of many high performing organisations, it is still considered by many as a luxury that comes at the expense of stakeholder resources and speed to market. Many organisations must still be persuaded to employ design.  Design strategy, or the politics of design, is emerging as a critical issue required to overcome the powerful forces that often inhibit the implementation of good design. Some organisations have attempted to measure design, but it is still an inconclusive practice. How do we make design impact, visible and measurable? How do designers convince decision makers of the tangible and enduring benefits of good design? How do organisations know that their designs are having the desired impact? This track explored the theme of transforming business strategy, organisational practice and culture, influencing management decisions and impacting citizens through design evaluation. We were particularly interested in describing and providing metrics for the value of design.  We were also looking to explore the ways that practitioners and academics have evaluated the success of design in organisations and society. The papers presented in this track were widely dispersed under this theme using a arrange of qualitative and quantitative research approaches.

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