As the COVID‐19 pandemic spread across the globe in the first quarter of 2020, demand for specialised equipment in hospitals soared. As a result, firms from a variety of sectors repurposed their design and manufacturing to create new products in days. By examining 80 cases of this accelerated innovation, the research investigates how a shared purpose drives change in the innovation process. It applies the lens of exaptation – the discovery of unintended functions for technologies – to explain how product complexity and ecosystem structure affect accelerated innovation in this context. The research extends the application of exaption to manufacturing as well as product design; it identifies a relationship between complexity, exaptation and ecosystems. The research suggests that the ability to exapt design and manufacturing can determine a firm’s ecosystem role. These results lead to implications for theory and for practice, during the response to and recovery from the crisis.

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Purpose The decision-making for additive manufacturing (AM) process selection is typically applied in the end of the product design stages based upon an already finished design. However, due to unique characteristics of AM processes, the part needs to be designed for the specific AM process. This requires potentially feasible AM techniques to be identified in early design stages. This paper aims to develop such a decision-making methodology that can seamlessly be integrated in the product design stages to facilitate AM process selection and assist product/part design. Design/methodology/approach The decision-making methodology consists of four elements, namely, initial screening, technical evaluation and selection of feasible AM processes, re-evaluation of the feasible process and production machine selection. Prior to the design phase, the methodology determines whether AM production is suitable based on the given design requirements. As the design progresses, a more accurate process selection in terms of technical and economic viability is performed using the analytic hierarchy process technique. Features that would cause potential manufacturability issues and increased production costs will be identified and modified. Finally, a production machine that is best suited for the finished product design is identified. Findings The methodology was found to be able to facilitate the design process by enabling designers to identify appropriate AM technique and production machine, which was demonstrated in the case study. Originality/value This study addresses the gap between the isolated product design and process selection stages by developing the decision-making methodology that can be integrated in product design stages.

This paper aims to explore the mechanism of involving customers as designers and decision makers in developing new product. This study describes results from in-depth case studies with three companies; Tokyoflash, Threadless and Lego. Each of these firms is a pioneer in enabling customers to engage in product design and development as both designers and decision makers. This study is based on detailed in depth interviews with senior managers within these firms, as well as interviews with participating customer-designers. A new Customer-Dominated Innovation Process is described, which highlights the critical role played by customer-designers and customer communities. In addition, the methods and key factors needed to enable this engagement are discussed. This new phenomenon challenges standard models of product development in which internal resources retain authority and expertise.

The COVID-19 crisis has underlined the need for accelerated innovation to rapidly help business solve social problems. These problems require access to capabilities and knowledge that no single organization or existing supply chain possesses. Drawing on the experience of the open innovation and rapid-scale-up achieved by the VentilatorChallengeUK to address a shortage of ventilators required by patients seriously ill with COVID-19, this article develops a framework for accelerated innovation and delivery that crosses traditional industry boundaries. It offers a series of important lessons for how open innovation, exaptation, and ecosystem strategies—backed by a set of enabling initiatives—can be used to solve multi-faceted social and business problems at speed.