scholarly journals From Design Thinking to Art Thinking with an Open Innovation Perspective—A Case Study of How Art Thinking Rescued a Cultural Institution in Dublin

2018 ◽  
Vol 4 (4) ◽  
pp. 57 ◽  
Author(s):  
Peter Robbins
Keyword(s):  
Design Thinking ◽  
Single Case ◽  
Deep Understanding ◽  
Innovation Process ◽  
Optimal Position ◽  
Innovation Activities ◽  
The Arts ◽  
Current Scenario ◽  
New Perspective

This article uses a contemporary and revelatory case study to explore the relationship between three conversations in the innovation literature: Design Thinking, creativity in strategy, and the emerging area of Art Thinking. Businesses are increasingly operating in a VUCA environment where they need to design better experiences for their customers and better outcomes for their firm and the Arts are no exception. Innovation, or more correctly, growth through innovation, is a top priority for business and although there is no single, unifying blueprint for success at innovation, Design Thinking is the process that is receiving most attention and getting most traction. We review the literature on Design Thinking, showing how it teaches businesses to think with the creativity and intuition of a designer to show a deep understanding of, and have empathy with, the user. However, Design Thinking has limitations. By placing the consumer at the very heart of the innovation process, Design Thinking can often lead to more incremental, rather than radical, ideas. Now there is a new perspective emerging, Art Thinking, in which the objective is not to design a journey from the current scenario, A, to an improved position, A+. Art Thinking requires the creation of an optimal position B, and spends more time in the open-ended problem space, staking out possibilities and looking for uncontested space. This paper offers a single case study of a national arts organisation in Dublin facing an existential crisis, which used an Art Thinking approach successfully to give a much-needed shot in the arm to its commercial innovation activities.

scholarly journals Elevating Art Thinking to a Fine Art

2018 ◽  
Author(s):  
Peter Robbins
Keyword(s):  
Design Thinking ◽  
Deep Understanding ◽  
Innovation Process ◽  
Fine Art ◽  
Visual Artists ◽  
The Arts ◽  
Current Scenario ◽  
Economic Collapse ◽  
New Perspective ◽  
Thinking Tools

This article uses a contemporary and revelatory case study to explore the relationship between three conversations in the innovation literature: design thinking, creativity in strategy and, the emerging area of art-thinking. Businesses are increasingly operating in a VUCA environment where they need to design better experiences for their customers and better outcomes for their firm and the Arts are no exception. Innovation, or more correctly growth through innovation, is a top priority for business and although there is no single, unifying blueprint for success at innovation, design thinking is the process that is receiving most attention and getting most traction.  Design thinking teaches businesses to think with the creativity and intuition of a designer; to show a deep understanding of; and have empathy with the user.  But design thinking has limitations. By placing the consumer at the very heart of the innovation process, design thinking can often lead to more incremental than radical ideas.  Now there is a new perspective emerging, art-thinking, in which the objective is not to design a journey from current scenario; A to improved position: B.  Art thinking requires the creation of B and spends more time in the open ended, problem space, staking out possibilities and looking for uncontested space. In Dublin, we examine a case of the oldest, largest and most prestigious fine art gallery and studio where most of the country’s best-known and successful visual artists both make, exhibit and sell their art.  Graphic Studio Dublin is primarily a printmaking studio, established by artists over 60 years ago. It has facilities for woodblock, lino-print, silkscreen, intaglio and carborundum etching spread over four floors of a centrally located studio where the artists have access 24/7.  But two years ago it found itself on the brink of collapse having borrowed heavily to invest in new facilities during the period of Ireland’s economic collapse.  Its loans were sold to a vulture-fund who were about to foreclose in a move that would have seen a generation of Irish Artists displaced.  A new board of directors was empaneled and they introduced some art thinking principles to bring the organisation back from the brink.  They used an art-thinking mindset and design thinking tools to restore the fortunes of this venerable, artist-led institution and it worked.

Neue Geschäftsmodelle in der Life Science Industrie durch einen ganzheitlichen Innovationsprozess

2021 ◽  
Vol 62 (1) ◽  
pp. 17-29
Author(s):  
Ouelid Ouyeder ◽  
Julia Hitzbleck ◽  
Henning Trill
Keyword(s):  
Business Models ◽  
Design Thinking ◽  
Life Science ◽  
Real Life ◽  
Idea Generation ◽  
Innovation Process ◽  
Innovation Activities ◽  
New Business ◽  
End To End ◽  
Lean Startup

Abstract The aim of this paper is to introduce an end-to-end development process for non-biomedical innovation and new business models of a Life Science company that integrates different methods such as Design Thinking, Lean Startup, Agility and others within one framework. Since 2016 this innovation process is an essential part of the internal Employee Innovation program and proves its applicability in a real-life setting. Projects teams develop and implement their new digital business models successfully by taking the introduced innovation process as guideline. This process enables the Life Science organization to run two global entrepreneurship programs (Catalyst Fund and Catalyst Box) that foster customer focus with fast and evidence-based experimentation. The article encompasses a real-life case study out of the Catalyst Fund program about the Farm Advisory Team from India. By using this example each phase of the innovation process is described schematically. Idea generation is easy-to-apply, but the implementation of ideas is one of the biggest challenges in larger corporations. The proposed end-to-end innovation process connects the dots of different innovation methods and provides guidance to company decision makers and project teams in order to structure their business model innovation activities/strategy and discussions. Zusammenfassung Das Ziel dieses Beitrags ist es, einen durchgängigen Innovationsprozess für nicht-biomedizinische Lösungen und Geschäftsmodelle eines Life-Science-Unternehmens vorzustellen, der verschiedene Methoden wie Design Thinking, Lean Startup, Agilität und andere innerhalb eines Gestaltungsrahmens integriert. Seit 2016 ist der Innovationsprozess ist ein wesentlicher Bestandteil des internen Employee Innovation Programms und beweist seine Anwendbarkeit in einem realen Umfeld. Projektteams entwickeln und implementieren ihre neuen digitalen Geschäftsmodelle erfolgreich, indem sie den vorgestellten Innovationsprozess als Leitfaden nutzen. Dieser Prozess ermöglicht es dem Life-Science-Unternehmen, zwei globale Entrepreneurship-Programme (Catalyst Fund und Catalyst Box) durchzuführen, die den Kundenfokus mit schnellen und evidenzbasierten Experimenten fördern. Der Artikel umfasst eine reale Fallstudie aus dem Catalyst Fund Programm über das Farm Advisory Team aus Indien. Anhand dieses Beispiels wird jede Phase des Innovationsprozesses schematisch beschrieben. Die Ideengenerierung ist leicht anwendbar, aber die Umsetzung von Ideen ist eine der größten Herausforderungen in größeren Unternehmen. Der vorgeschlagene End-to-End-Innovationsprozess integriert die verschiedenen Innovationsmethoden und bietet Entscheidungsträgern und Projektteams in Unternehmen eine Anleitung, um ihre Aktivitäten bzw. Strategie und Diskussionen zur Geschäftsmodellinnovation zu strukturieren.

scholarly journals The Italian Case of Lecco Innovation Living Lab: Stakeholders’ Needs and Activities to Contribute to the Technological Innovation Process in Healthcare

2020 ◽  
Vol 12 (24) ◽  
pp. 10266
Author(s):  
Laura Marone ◽  
Rossella Onofrio ◽  
Cristina Masella
Keyword(s):  
Technological Innovation ◽  
Single Case ◽  
Innovation Process ◽  
Domain Specific ◽  
Italian Case ◽  
Complex Process ◽  
Living Lab ◽  
Domain Specific Knowledge ◽  
Living Labs

Healthcare technological innovation is a very complex process in which different actors interact with each other, creating a large number of interconnections and synergies in the design of technological innovations. Despite the increasing number of living labs (LLs) in healthcare, building and maintaining LLs for technological innovation in healthcare is challenging. Collaboration with stakeholders remains an issue of major concern in healthcare. The purpose of this paper is to identify stakeholders’ needs in building an LL in healthcare and to plan activities to foster the innovation process. The paper is based on an exploratory single case study investigating an Italian LL. Eight stakeholders’ needs were identified and validated. Specific activities were identified as improving the innovation process in terms of the stakeholders’ needs. The study contributes to the development of domain-specific knowledge and, as such, to the fostering of studies on and the implementation of LLs in healthcare.

Design thinking: breaking fixation for new relationships between organizations

2017 ◽  
Vol 38 (6) ◽  
pp. 20-30 ◽  
Author(s):  
Mark Lewis ◽  
Scott Hayward ◽  
Rob Hornyak
Keyword(s):  
Value Creation ◽  
Design Thinking ◽  
Single Case ◽  
Interorganizational Relationships ◽  
Real Life ◽  
Human Cognition ◽  
Social Implications ◽  
Brick Wall ◽  
Content Type

Purpose The purpose of this paper is to show how design thinking can be a useful approach for helping interorganizational partnerships create higher levels of value creation for both parties. By integrating concepts related to human cognition, contracts and performance, the authors show how interorganizational relationships often hit a brick wall. The authors show how they can break through such obstacles in a systematic way using design thinking. Design/methodology/approach The authors anchor their conceptual and prescriptive advice in a real-life case study between a large logistics company and a global technology firm. The case study was conducted over a multiyear period with many sources of data collected: interview data, observational, participant observation, archival presentations, etc. Findings The authors show the factors that lead to rigidity in interorganizational relationships over time, and the cycle of confirmation and exploitation that truly squeezes the life out of relationships if firms are not careful. They offer a prescriptive approach for addressing this issue that should be valuable for many firms across the globe. Research limitations/implications The study is based on a single-case study, so generalizability is always an issue. However, we think that most practicing managers who have been involved (in any way) with managing an interorganizational relationship will attest to the fact that they often experience the patterns that the authors illuminate in their study. Practical implications By applying the design thinking methodology within the context of interorganizational relationships, managers will help their firms break fixation and enter entirely new plateaus of value creation for both firms. Social implications The world of work occurs through partnerships and relationships, companies rarely “go it alone”. Thus, developing the capacities in managers to continuously assess relationship efficacy, break from inertia and discover new ways of creating value will lead to positive social implications. Additionally, the design thinking methodology is based on developing empathy for others, and the authors would argue that such capabilities are sorely needed in this world. Originality/value There is a lot of work on interorganizational partnerships, but an absence of help for practicing managers on how to make such relationships great. Grounded in a real-life case study, this paper provides practical contributions to those currently managing such relationships.

State actors’ mobilisation of resources for innovation: a case study of a Chinese vaccine

IMP Journal ◽  
2016 ◽  
Vol 10 (2) ◽  
pp. 296-316 ◽  
Author(s):  
Tommy Shih ◽  
Åse Linné
Keyword(s):  
Single Case ◽  
Innovation Process ◽  
Active Role ◽  
Business Networks ◽  
Case Study Method ◽  
Content Type ◽  
State Actors ◽  
Biotechnology Sector

Purpose – The purpose of this paper is to explore how state actors mobilise resources in business networks to facilitate innovation. Design/methodology/approach – A single case study method is used. The case from the Chinese biotechnology sector illustrates how state actors mobilise resources in a network context in order to develop, produce and use a vaccine. Findings – The case findings demonstrate that state actors indirectly, as well as actively, are involved in the whole innovation process by mobilising resources necessary for the development, production and use of the vaccine. State actors influence other actors, both political and business, and provide resources in order to facilitate innovation. Practical implications – The paper illustrates that state actors, in the specific case, play an important and active role throughout the whole innovation process. This opens up the issue of the possible extended role of state actors in innovation. Originality/value – Over the past decades, Chinese state actors have played an active role in the business landscape. This paper explores state actors’ influence on the innovation process on the network level.

scholarly journals How business accelerators foster startups’ dynamic capabilities: a case study

2020 ◽  
pp. 19-44
Author(s):  
Celia Polo García-Ochoa
Keyword(s):  
Dynamic Capabilities ◽  
Single Case ◽  
Research Question ◽  
New Ventures ◽  
Decision Makers ◽  
Positive Effects ◽  
New Perspective ◽  
Start Ups ◽  
Dynamic Capabilities Perspective

Objective: This study explores how business accelerators programs can impact on the successful growth of their accelerated start-ups based on the dynamic capabilities’ perspective. The author investigates business accelerators practices and tools in supporting new ventures development with the aim of addressing the following research question: To what extend can start-ups benefit from participating in an accelerator program from the dynamic capabilities’ perspective? Methodology: Given the lack of literature on business acceleration practices and on how them influences a start-up’s dynamic capabilities generation, the authors conducted an exploratory case study in a Spanish business accelerator. Results: The business accelerator provide startups with a mix of services embedded in specific practices and tools resulting in the generation of the dynamic capabilities of sensing the market, absorption, integration, and innovation in its startups. Limitations: This study focuses on a single case study resulting in a limited generalization of its findings. Practical implications: This paper open new paths for business accelerators and other institution decision makers by giving guidelines to design business acceleration programs allowing them to allocate resources in a more rational way. It also offers a valuable perspective for founders on the ways of satisfying their needs to complete their business potential. It also offers them an initial checklist of practices to be aware of when deciding to apply to a business accelerator. Also, we add a new perspective to study business accelerator contributions and shed some light on what specific accelerators’ tools and practices may facilitate positive effects in startups.

The significance of knowledge sharing platforms for open innovation success

2019 ◽  
Vol 32 (5) ◽  
pp. 496-516 ◽  
Author(s):  
Wissal Ben Arfi ◽  
Rickard Enström ◽  
Jean Michel Sahut ◽  
Lubica Hikkerova
Keyword(s):  
Knowledge Sharing ◽  
New Product Development ◽  
Open Innovation ◽  
Joint Venture ◽  
Single Case ◽  
Deep Understanding ◽  
Product Development Process ◽  
Content Type ◽  
Performance Results

Purpose The purpose of this paper is to contribute to the theoretical background on how organizational change (OC) enhances open innovation (OI) processes and enables a company to reach performance results through implementing knowledge sharing platforms (KSPs). The authors aim to better understand and investigate how the changes introduced by the implementation of KSPs impact the OC and facilitate the OI process. Design/methodology/approach In this paper, an exploratory longitudinal single case study based on a variety of data sources is used: participant observations, focus group discussions and semi-structured interviews with the KSP members and top managers of a Tunisian SME operating in the dairy products sector. The open-ended responses were subsequently exposed to thematic discourse analysis. Findings The case study findings deeply explore and investigate a company’s experience in implementing OCs when using a joint-venture alliance with a French leader to develop OI. Central to this exhibit is the nature and magnitude of the knowledge sharing between the parties in the OI process, and the significant impact it had on the consumers’ reception of the new products. The outcomes show that due to the sharing of external research and development skills, the creation of the KSP has been an incentive for significant changes and customer targeting and for promoting internal absorptive capacity, minimizing complexity, uncertainty and risks and reaching performance results. Originality/value This paper provides a deep understanding of the new product development process and offers a holistic approach with respect to KSP practices. The significant impact on the consumers’ first response and the subsequent adaption of an industrially produced cheese as a subsidiary product to an existing artisan quality product are examined in this study. Examining the implementation of an OI process, this research is one of the few studies revealing the shortcomings of a former process and a subsequent adaption of a newly successful one that targets the consumers in a MENA country.

Enhancing design thinking approaches to innovation through gamification

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Rui Patrício ◽  
Antonio Carrizo Moreira ◽  
Francesco Zurlo
Keyword(s):  
Design Thinking ◽  
Early Stage ◽  
Case Study Research ◽  
Innovation Process ◽  
Service Development ◽  
Content Type ◽  
Improve Design ◽  
Business Environments ◽  
Product Service

PurposeThe paper aims to explore the relationship between gamification and design thinking approach to innovation in the context of the early stage of innovation process (ESoIP). Design thinking is conceptually appropriate to support innovative, complex and uncertain business environments. Still, its practices have demonstrated some difficulties in managing the ESoIP, such as lack of structure and clarity around goals. This paper argues that gamification can enhance and complement design thinking in the management of firms' ESoIP.Design/methodology/approachGiven the need to achieve a deeper understanding of the linkages between gamification and design thinking, the paper follows an exploratory theory building approach for this complex reality of innovation. The case study research method was conducted in three firms (Trivalor, Novartis and Microsoft) that applied a gamification approach to the ESoIP.FindingsThe results demonstrate that gamification has the power to enhance and complement design thinking practices by getting tasks more organized and improving coordination and employees' engagement in the innovation process.Practical implicationsThe paper provides critical managerial contributions on how firms can use gamification to improve design thinking approaches to ESoIP. Its consequences are also crucial to innovation, R&D, and product/service development managers interested in using gamification to support the ideation and concept development of new solutions complementing traditional design thinking approaches.Originality/valueMerging the gamification and design thinking approaches is novel, particularly on firms' ESoIP. The paper provides a comprehensive discussion of design thinking shortcomings and the role that gamification can play in overcoming them.

Design thinking for improving employee experience: a case of a food tech company

2019 ◽  
Vol 34 (1) ◽  
pp. 8-11
Author(s):  
Anamika Sinha ◽  
Biju Varkkey ◽  
N. Meenakshi
Keyword(s):  
Design Thinking ◽  
Service Providers ◽  
Single Case ◽  
Future Orientation ◽  
Primary Data ◽  
Content Type ◽  
Incentive Policies ◽  
Food Tech ◽  
Employee Experience

Purpose The purpose of this paper is to demonstrate applicability of design thinking in creating employee centric HR solutions. This application is studied in the context of a food tech company. A design thinking process for arriving at an HR solution for employee experience management is proposed. Design/methodology/approach The study uses a single case study method. The HR professionals of a food tech company were interviewed to relate their narratives with the existing conceptual framework on design thinking. Findings It was found that the firm focused on the technological supremacy as well as developed an engaged and motivated team of delivery boys. This provided the required competitive advantage and growth. The first step in implementing the HR solution was to collect primary data for insights into the pain and gain points in employee’s day to day routine. Using the lens of empathy, multiple touch points through incentive policies, rewards, work engagement tools, feedback, inclusive decision making, and technology enabled learning solutions were designed. These signaled a caring and employee centric leadership and built future orientation and engaged the employees. Practical implications By demonstrating the applicability of design thinking and linking it to the HR solutions, a conceptual model relevant to the Food Tech industry was proposed. By integrating the process used to reach the solution, a modified model can be developed by other HR professionals working in any other Food tech company, aggregator/ service providers or logistics companies. Originality/value The study is among the initial studies to approach design thinking for HR solutions in a food tech industry.

Rapid Prototypes as Openers of an Innovation Block

2017 ◽  
Vol 6 (1) ◽  
pp. 19-39
Author(s):  
Erno Salmela ◽  
Ivary Vimm ◽  
Marika Hirvimäki ◽  
Pasi Juvonen
Keyword(s):  
Rapid Prototyping ◽  
Positive Impact ◽  
Qualitative Case Study ◽  
Innovation Process ◽  
Creative Activity ◽  
Work Enjoyment ◽  
Innovation Activities

The purpose of this research was to find out what value rapid prototyping (RP) adds to innovation and creative activity, what challenges it entails, and what sort of innovation it is especially suited for. The research was implemented as a qualitative case study of ten cases. According to the study, RP is an important part of the innovation process regardless of its tinkering reputation. It opens up an innovation block, adds creativity, engages people, and helps to estimate the potential of idea´s originality and effectiveness. RP has a positive impact on people's work enjoyment due to its playful and communal nature. And anyone can participate. Therefore, the creativity is a matter of everybody. The main limitation of the research was examining RP as a static event in one phase of the innovation process. As practical value, this article encourages organisations to increase RP in their innovation activities.

Sign in / Sign up

Export Citation Format

Share Document