Outcomes from Applying Design-Led Innovation in an Australian Manufacturing Firm

Townson, Peter; Matthews, Judy; Wrigley, Cara

doi:10.22215/timreview/997

Cited by 12 publications

(18 citation statements)

References 13 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…As the organization's customers were globally diverse, the organization had to be aware of many cultural nuances and had to tailor their services for each customer. 28 Awareness was hastily developed in the organization as the CEO had personally seen the value of design when he founded the business 20 years earlier, based off of one core customer insight he discovered while working as an engineer on a mine site. Interest was created by strengthening the organization's partnerships with site managers (i.e., its customers) and aligning these partnerships with the organization's focus.…”

Section: Case Study G (Mining Equipment)mentioning

confidence: 99%

Implementing Design Thinking: Understanding Organizational Conditions

Wrigley

Nusem

Straker

2020

California Management Review

Self Cite

View full text Add to dashboard Cite

The advent of design thinking as a tool for innovation has led to its adoption in a range of organizations. While proponents of design thinking continue to focus on the principles and practices of their method, little is known on the organizational conditions required for design thinking to attain a long-term impact. This article explores seven empirical case studies to identify the conditions required in organizations seeking to integrate design. It identifies four conditions—strategic vision, facilities, cultural capital, and directives—and examines their relationships.

show abstract

Section: Case Study G (Mining Equipment)mentioning

confidence: 99%

Implementing Design Thinking: Understanding Organizational Conditions

Wrigley

Nusem

Straker

2020

California Management Review

Self Cite

View full text Add to dashboard Cite

show abstract

“…A knowledgeable framework implementer may pair this framework with any type of industrial design strategy. For example, a firm engaging in design-led innovation to improve a business model, repositioning the business and its offerings in the market to become more innovative (Townson, Matthews, & Wrigley, 2016) would require an implementer who is well versed with such a transformation. He/she would be tasked with determining the right set of measures for the process together with management and staff.…”

Section: Industrial Design Strategies For Sme's and How These Can Be mentioning

confidence: 99%

Expanding industrial design’s contribution to manufacturing SME’s in Hong Kong by introducing a Balanced Scorecard for industrial design management

Choy¹,

Kuys²,

Renda³

2020

Proceedings of DRS

View full text Add to dashboard Cite

Manufacturing small-to-medium enterprises (SME's) in Hong Kong utilise the Hong Kong industrial design profession as a source of competitiveness. However, the contribution of industrial design to these objectives falls short due to mis-aligned priorities and unmet manufacturer needs. This paper and associated literature review discusses the background and context for the creation of a Balanced Scorecard for industrial design management framework. The framework's intention is to provide a robust solution to Hong Kong manufacturing SME's to deal with business volatility and increased competition globally. The context of Hong Kong manufacturing is explored while the foundations and potential benefits of this new and novel framework are discussed.

show abstract

“…The purpose of this paper is to explore the extended role of action researcher as design innovation catalyst. To date this extended role has been utilized in numerous studies seeking to build design capability in organizations, and in such contexts as aged care (Nusem, Wrigley, & Matthews, 2017), manufacturing (Doherty, Wrigley, Matthews, & Bucolo, 2015;Krabye, Wrigley, Matthews, & Bucolo, 2013), mining (Townson, Matthews, & Wrigley, 2016), collaborative consumption (Garrett, Straker, & Wrigley, 2017), and the automotive industry (Bryant & Wrigley, 2014). These studies involved partnerships between action researchers as design innovation catalysts and Australian small to medium enterprises that were facing respective innovation challenges.…”

Section: Introductionmentioning

confidence: 99%

“…DLI as a framework is intended to support the learning and consequent application of design across an organization. Implementation of DLI has been observed to positively influence firm innovation performance by aiding the realization of new possibilities (Wrigley, 2016). The DLI framework is illustrated in Figure 1 and is comprised of the ‘external’ and ‘internal’ spaces of organization, intersected by ‘operational’ and ‘strategic’ activities.…”

Section: Introductionmentioning

confidence: 99%

“…Each cycle of action research corresponded to the tasks set out by Wrigley (2016) as crucial to the role of the design innovation catalyst. Wrigley (2016) states the catalyst must; ‘dissect' (understand the organization); coach DLI enabling employees to ‘learn' design, and; ‘integrate' DLI before concluding the embedded period within the organization.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Action researcher to design innovation catalyst: Building design capability from within

2018

Self Cite

View full text Add to dashboard Cite

Design as a creative way of framing and solving problems is considered an essential business capability in an innovation era. Organizations with design capability can improve the lives of their customers, stakeholders and employees by creating valuable products, services and experiences. Design-led innovation is a framework that assists organizations to develop design capability for creating a better future as well as profitability. However, implementing design-led innovation requires support. This article presents insights from an action research extended to design innovation catalyst. The catalyst's aim was to facilitate implementation of design-led innovation in an Australian Airport Corporation to develop design capability. To date, this extended role of action researcher as design innovation catalyst has received limited attention. Therefore, the purpose of this paper is to present insights from the experience of the action researcher as a design innovation catalyst. This paper contributes conceptual and practical insight into the research design, action research cycles and critical reflection of an action researcher operating as design innovation catalyst.

show abstract

Outcomes from Applying Design-Led Innovation in an Australian Manufacturing Firm

Cited by 12 publications

References 13 publications

Implementing Design Thinking: Understanding Organizational Conditions

Implementing Design Thinking: Understanding Organizational Conditions

Expanding industrial design’s contribution to manufacturing SME’s in Hong Kong by introducing a Balanced Scorecard for industrial design management

Action researcher to design innovation catalyst: Building design capability from within

Contact Info

Product

Resources

About