The Scaling Mindset – Shifting from Problems to Solutions. Insights from the Review of CCAFS Scaling Activities, 2019

In the frame of the review of CCAFS scaling activities in 2019, 21 project leaders and –implementers were interviewed about their scaling processes, touching a series of aspects that had been identified as crucial and/or critical by earlier research. Results were analysed with a systemic approach, to draw organisational learnings. The findings were validated with CCAFS core team during their Scaling Workshop in Madrid, May 2019, in which the Core Team also prioritized its programmatic areas of response. This working paper captures the main insights and learnings from both the interviews on project level, followed by the results’ analysis. It then summarized the Core Team workshop’s main discussion points and shortly outlines the programmatic areas of response that CCAFS identified. The learnings and insights on the realities of scaling agricultural innovations presented in this working paper can provide a rich basis for further synthesis and/or deeper research on the different aspects of innovation development and scaling

Expect the unexpected: the co-construction of assistive artifacts

This paper aims to explain emerging design activities within community-based rehabilitation contexts through the science of self-organization and adaptivity. It applies an evolutionary systematic worldview (Heylighen, 2011) to frame spontaneous collaboration between different local agents which produce self-made assistive artifacts. Through a process of distinction creation and distinction destruction occupational therapist, professional non-designers, caregivers and disabled people co-evolve simultaneously towards novel possibilities which embody a contemporary state of fitness. The conversation language is build on the principles of emotional seeding through stigmergic prototyping and have been practically applied as a form of design hacking which blends design time and use time. Within this process of co-construction the thought experiment of Maxwell’s Demon is used to map perceived behavior and steer the selecting process of following user-product adaptation strategies. This practice-based approach is illustrated through a case study and tries to integrate both rationality and intuition within emerging participatory design activities

Designing a Design Thinking Approach to HRD

This article considers the value of design thinking as applied to a HRD context, Specifically, it demonstrates how design thinking can be employed through a case study drawn from the GETM3 programme. It reports on the design, development, and delivery of a design thinking workshop which was created to draw out and develop ideas from students and recent graduates about the fundamental training and skills requirements of future employment. While design thinking has been widely deployed in innovation and entrepreneurship, its application to HRD is still very much embryonic. Our overview illustrates how the key characteristics of the design thinking process resonate with those required from HRD (e.g. focus on end user, problem solving, feedback, and innovation). Our contribution stems from illuminating a replicable application of design system thinking including both the process and the outcomes of this application. We conclude that design thinking is likely to serve as a critical mind-set, tool, and strategy to facilitate HRD practitioners and advance HRD practice

Designing a design thinking approach to HRD

This article considers the value of design thinking as applied to a HRD context, Specifically, it demonstrates how design thinking can be employed through a case study drawn from the GETM3 programme. It reports on the design, development, and delivery of a design thinking workshop which was created to draw out and develop ideas from students and recent graduates about the fundamental training and skills requirements of future employment. While design thinking has been widely deployed in innovation and entrepreneurship, its application to HRD is still very much embryonic. Our overview illustrates how the key characteristics of the design thinking process resonate with those required from HRD (e.g. focus on end user, problem solving, feedback, and innovation). Our contribution stems from illuminating a replicable application of design system thinking including both the process and the outcomes of this application. We conclude that design thinking is likely to serve as a critical mind-set, tool, and strategy to facilitate HRD practitioners and advance HRD practice

DIGITAL CO-CREATION Digitalization within Service Design : Transformation from analog thinking towards digital doing

The German automotive industry has accelerated its digital transformation as OEMs (Original Equipment Manufacturers) moving from car manufacturers towards becoming mobility providers, striving for new mobility solutions like offering Mobility as a Service (MaaS), Electric Vehicles (EVs) and Self-Driving-System (SDS). OEMs focus on expanding their core product-driven businesses to access service-orientated business models, the transformation from ownership towards shared mobility. Considering internal and external factors, this requires a new set of expertise, capabilities and an underlying approach to fulfill the demands in the complexity of human-centered development and front- and backstage alignment within the organization. At the same time, Service Design as a practice has risen in attraction by industry, being recognized and increasingly requested for its integration in the functions and divisions of the organization. The scale of Service Design in influence and impact has reached professional practice, making its way from a trendy buzzword to professional practice of turning complex problems collaboratively into tangible solutions. It is seen as a powerful opportunity for combining Business, Human-Centered Design and Engineering. Service Design establishes new ways of exploring business opportunities towards agile problem-solving but focuses on the ‘doing’ side towards further implementation. The contribution of this industrial-based doctoral thesis shall define how Service Design can be deployed and implemented in the field of organizational transformation and mobility development in the era of digital transformation (Digitalization). This research approach seeks to acquire new knowledge on how the Service Design practice can be applied and executed to be perceived as a practical approach to improve the enterprise’s processes and operating procedures and also provide a strategy to grow Service Design within the organization. This research has followed developing a pilot in a lean start-up approach of build, measure, learn with various business units and brands within the Volkswagen Group, this also implies that this research case study consisted of analyzing the Volkswagen Group needs for Service Design. The ‘10X-Service Design Lab’ (10X-SDL) has been designed as the framework of a combination of modular lab space, facilitation enhanced process, methodological driven tool box, operational model in alignment with a digital workflow and workspace striving for accelerated decision making. It is based on the hypothesis that the proposed framework enhances Service Design practice and, at the same time, it increases its attractiveness for business purposes. The 10X-SDL is designed to accelerate project development in a human-centered and holistic way by an open workspace platform lead by facilitators on which project developers, participants, and stakeholders can digitally co-create products, services, systems, and strategies. This research has been conducted as a case study within the Volkswagen Group from 2015 to 2019 in cooperation with the main partners of Service Innovation Corner (SINCO) of the University of Lapland and visual collaboration software company DEON

Co-Producing Social Futures Through Design Research

This report summarises findings and outcomes from a 9-month, AHRC-funded research programme called Developing Participation in Social Design: Prototyping Projects, Programmes and Policies (henceforward ProtoPublics) that took place during 2015. A key aim of this report is to clarify how a design-oriented approach complements and is distinct from other kinds of cross-disciplinary, co-produced research in relation to social issues