3.2 Actividades propuestas por Walter Kohan
3.2.6 Los niños y el derecho al respeto
This thesis has examined the ways in which a design-led approach to innovation can be utilised to overcome internal barriers within an Australian manufacturing SME and shift the way design is perceived. Through an action research based methodology, this research has endeavoured to shift the way BlindCo understands, values and utilises design from a functional and stylistic product perspective towards a whole-firm strategic approach. Figure 7.1 visualises and summarises the content of each chapter presented in this thesis in relation to the research proposition.
The Design-led Innovation Framework (Bucolo and Matthews, 2011a) provides a theoretical pathway for a business to become design integrated. For the company participating in this research engagement, the framework has been used to create a preliminary understanding of how design can add value to the firm. Building upon Bucolo and Matthews’ (2010) recognition that a design-led approach requires organisational change to enable its effective adoption, the research has endeavoured to identify how the necessary shift in thinking can be achieved in order to initiate a design-led transformation.
Results of the research revealed that BlindCo has experienced a change in perception towards design as a result of the engagement. At the conclusion of the research project, design was understood to be a method of creating value for customers and the business in a more holistic sense. Three barriers to shifting the perception of design through DLI processes were identified through the thematic analysis. These barriers were: initial misunderstanding the role of the catalyst, a company culture that is adverse to change, and a traditional understanding of the outcomes design could provide. To overcome these challenges, various tools and
134 Chapter 7: Implications and Recommendations
Figure 7.1 - Thesis Structure Recap
Chapter 7: Implications and Recommendations
Investigating the shift in an Australian manufacturing SME’s perception of design from styling to strategy, through the use of design-led innovation.
Research Proposition
Chapter 6: Discussion Chapter 3: Research Design Manufacturing Industry Changing Role of Design Design Frameworks Identified Gaps Interviews Reflective Journal Focus Group Thematic Analysis Changes in Perception of Design Barriers to Shifting Perception Enablers to Shifting Perception Overcoming Barriers through DLI: Design Tools and ApproachesCultural Developments: Design Value Shift
Participating Company Australian Manufacturing Industry Design Innovation Catalyst Theory Chapter 4: Participating Company Background Action Research Chapters 2: Literature Review Chapter 5: Results
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Chapter 7: Implications and Recommendations 135 approaches were used at key stages of the DLI Conceptual Framework. To develop a better understanding of why the researcher was embedded within the company in the first place, tools that demonstrated a more holistic level outlook were used during the beginning stages of the DLI process. To overcome restrictive cultural elements, existing assumptions and beliefs needed to be challenged initially in order to increase engagement during later ‘awareness creation’ activities which would thereby assist in inciting change. To broaden the common understanding of what outcomes design can provide in a business context, tools and approaches needed to be designated as specifically focusing on long term, theoretical or strategic concepts, as opposed to short term projects. However, in order to improve employee understanding and engagement during these sessions, a clear link with current project level work needed to be visible and established.
The utilisation of design in BlindCo generated operational changes. The research suggests that these changes are the result of a cultural shift in the perception of design. The shift in perspective of design, experienced by BlindCo, was observed through the development of a common appreciation for the potential of design to influence strategy. Additionally, the operational role of design within the company also changed, from a stylistic tool to a significant procedural component of the business. Similarly, the role of the customer has developed to become a valuable design resource.
Three significant cultural transitions or ‘stepping stones’ were achieved during BlindCo’s transformation in perception of design. Firstly, the company’s employees came to appreciate the unique thought processes of design beyond a product focus. Secondly, the firm’s understanding of design expanded to include value creation for stakeholders as its primary purpose. Finally, the potential for design outcomes to be intangible in nature was acknowledged and incorporated throughout the company’s culture. In addition, future cultural stepping stones were proposed and are currently being worked towards in order for the company to integrate design at a strategic level. By reaching the three cultural milestones, the perspective of design in BlindCo transitioned from a product-centred tool to an influential and interdisciplinary process, as part of the firm’s journey towards strategic integration.
136 Chapter 7: Implications and Recommendations The findings, outcomes and contributions of this research create opportunities for further investigation and future research. Principally, an opportunity exists to trial and examine the research outcomes in industries other than manufacturing, such as health, education or agriculture. Additionally, future research could investigate the challenges of shifting the perspective of design in the context of large businesses or even multinational corporations, rather than within an SME. It is likely that the three cultural stepping stones proposed from the results of this research may not be applicable in industries which are not built around the development and production of physical artefacts. Furthermore, it is possible that these cultural stepping stones could differ in manufacturing companies that involve design principles within their business in different ways to BlindCo.
Two projected stepping stones have been proposed in order for a company to reach a strategic level of design integration. Organisational constraints of the research project meant that these phases could not be validated. However there is some evidence to suggest that BlindCo was progressing towards these cultural developments. Future research could examine, test and substantiate these proposals by continuing to work with BlindCo or with another company at a similar stage of the journey towards becoming design-led. Another significant opportunity for future research exists here to compare the reflections of multiple design innovation catalysts and build upon the implications for this role presented in this thesis.