People-centred business continuity: A case for inclusive design

This conceptual paper draws together the seemingly disparate concepts of business continuity and inclusive design with a two-fold overarching aim. Firstly, the paper aims to make a case for people-centred approaches to business continuity planning, particularly in areas of real-time assessment, building agile and resilient organisations, and new value creation. This is fulfilled by tracing recent developments in business continuity thinking and business continuity management practice, that highlight a shift from a purely functional approach, to a more holistic, embedded, dynamic, people-centred and strategic stance. Secondly, the paper aims to propose new applications of inclusive design for business impact in general, and business continuity in particular, thereby extending the business case for inclusive design as outlined in British Standards (BS 7000-6:2005). This is fulfilled by highlighting the rationale, value and emergent opportunities in this area. In bringing the two concepts and their respective theory and practice together, the paper also presents recent discussions on the intersection of design thinking and business continuity, which demonstrate the potential value that a design-led approach can bring to enable people-centredness and inclusion in the domain of business continuity. Additionally, the paper proposes a first-level definition of ‘people-centred business continuity’ which is considered a steppingstone in the research process for further investigation in both theory and application

Design meets Neuroscience: Future directions for developing and implementing design probes

The frontiers of design and neuroscience are rapidly shifting as a result of recent advances in neuro-technologies, and the pivotal role user experience design plays across a wide range of analogue and digital applications at individual, community, and global level. These applications range from learning and education interventions to innovation of large-scale healthcare options. Every day new frontiers are forged as neurobiologists and cognitive scientists look beyond the mere structure-function neuronal correlations of thought, emotion, and behaviour. This has direct impact for design research and design-led probe development. Translating this growing evidence-base through a mind well-trained in critical, rigorous, and creative thinking, and an attitude of equitable collaboration and mutual respect, heralds immense potential for unfolding ground-breaking design probe applications through the intersection of neuroscience and design

People-centred business continuity: a case for inclusive design

This conceptual paper draws together the seemingly disparate concepts of business continuity and inclusive design with a two-fold overarching aim. Firstly, the paper aims to make a case for people-centred approaches to business continuity planning, particularly in areas of real-time assessment, building agile and resilient organisations, and new value creation. This is fulfilled by tracing recent developments in business continuity thinking and business continuity management practice, that highlight a shift from a purely functional approach, to a more holistic, embedded, dynamic, people-centred and strategic stance. Secondly, the paper aims to propose new applications of inclusive design for business impact in general, and business continuity in particular, thereby extending the business case for inclusive design as outlined in British Standards (BS 7000-6:2005). This is fulfilled by highlighting the rationale, value and emergent opportunities in this area. In bringing the two concepts and their respective theory and practice together, the paper also presents recent discussions on the intersection of design thinking and business continuity, which demonstrate the potential value that a design-led approach can bring to enable people-centredness and inclusion in the domain of business continuity. Additionally, the paper proposes a first-level definition of ‘people-centred business continuity’ which is considered a steppingstone in the research process for further investigation in both theory and application

What is Creative Leadership?

This is the author's accepted version of the work. The definitive version was published in Design Management Review, 30:2

Fungi for material futures: The role of design

The last decade has seen a rapid growth in design interest, research and development of mycelium-based technologies for various applications across textiles, fashion, product, furniture and architecture domains. Building on an ancient relationship between fungi and humankind – well documented by ethnomycology literature and advanced through both biotechnology and creative practice – a new partnership between design, science and industry leaders has pioneered the market introduction of fungi-derived products. The careful crafting of material, aesthetic and performance properties, paired with an open, collaborative and conscious approach to material innovation, has meant that the early concept designs, protypes, and commercially realised applications, present a holistically considered future of mycelium products, environments and systems. This chapter charts an overview of key moments, considerations and stakeholders in this growing design domain, with a view to providing a resource for the next generation of innovators, who will advance the scope and future applications of fungi in design

People-centred business continuity: A case for inclusive design

This conceptual paper draws together the seemingly disparate concepts of business continuity and inclusive design with a two-fold overarching aim. Firstly, the paper aims to make a case for people-centred approaches to business continuity planning, particularly in areas of real-time assessment, building agile and resilient organisations, and new value creation. This is fulfilled by tracing recent developments in business continuity thinking and business continuity management practice, that highlight a shift from a purely functional approach, to a more holistic, embedded, dynamic, people-centred and strategic stance. Secondly, the paper aims to propose new applications of inclusive design for business impact in general, and business continuity in particular, thereby extending the business case for inclusive design as outlined in British Standards (BS 7000-6:2005). This is fulfilled by highlighting the rationale, value and emergent opportunities in this area. In bringing the two concepts and their respective theory and practice together, the paper also presents recent discussions on the intersection of design thinking and business continuity, which demonstrate the potential value that a design-led approach can bring to enable people-centredness and inclusion in the domain of business continuity. Additionally, the paper proposes a first-level definition of ‘people-centred business continuity’ which is considered a steppingstone in the research process for further investigation in both theory and application

Creative Leadership: Design meets neuroscience to transform leadership

Creative Leadership is a tripartite leadership model that has been developed and pioneered by Rama Gheerawo, Director of The Helen Hamlyn Centre for Design (HHCD) at London’s Royal College of Art (RCA). It evolved over the last decade through observation and experience of the limitations of hierarchical models of leadership across a diverse range of sectors. During this, the three Creative Leadership attributes of Empathy (EMP), Clarity (CLA), and Creativity (CRE), have been explored through a range of primary and secondary research methods. The next stage of research and development involves a multidisciplinary convergence of design thinking with neuroscience that relates to brain plasticity, neural connectivity, and emotional intelligence theory. The aim is to develop a comprehensive grid of key performance indicators of Creative Leadership. Dr Melanie Flory, neuroscience project partner, explains that the three attributes are learnable, and correlate positively with wellbeing-sustaining values and behaviours in individuals and groups. When the cognitive, emotional and behavioural aspects of these traits are identified and understood, a three-dimensional complementary feedback loop of Learn – Retain – Apply can ensue through experiential learning and development. This positioning paper presents the evolution, scope and applications of Creative Leadership alongside a discussion on the emerging opportunities for novel design-neuroscience intersection relating to personal, leadership and organisational development, growth and transformation. It also reflects on the pandemic context of 2020

The T-Probe : a fashion-led approach to advance understanding of novel and challenging material concepts and sensory experiences

The aim of this project was to pilot, assess and develop the globally worn everyday garment – the ‘humble’ T-shirt – as a wearable probe, defined in this research as the T-probe, to advance engagement with, and understanding of, challenging concepts relating to novel materials and sensory experiences. In the course of addressing this primary aim the research expanded into a three-part enquiry reflecting the complexity of factors involved in introducing novel material concepts via a design probe, and attaining sensory experience and perception data via the two-pronged approach of observation and self-reported measures. The value of the T-probe was thus explored via three separate but methodologically interlinked projects, selected based on common challenges associated with public perception and engagement: Project (I) Fungi materials for clothing: Explores perception of mould as a novel material for garment design and fabrication. Project (II) Fashion for deafblind people: Studies how a fashion experience may be introduced to a sensitive user group, i.e. people with visual and auditory impairment. Project (III) Synthetic ingredients for fine fragrance: Engages consumer understanding of synthetic ingredients in perfumery ii Research Project (I) was a pilot study based on the researcher’s personal design interest in the development and market introduction of novel biobased materials. Projects (II) and (III) were set up in partnerships with non-academic organisations: the charity for deafblind people Sense and the global company International Flavors and Fragrances (IFF) respectively, to further test the value of the T-probe in advancing understanding of materials and sensory experiences within contexts of social and / or market interest (s). The findings of the research enquiry demonstrate that the T-shirt is well accepted and engaged with, and functions well as a probe in eliciting and enhancing participant sensory experience and perception of novel and challenging material concepts. By following a systematic approach to the design and implementation of the T-probe from concept to actualisation, this doctoral research project contributes to an advanced understanding of issues related to the design and application of probes to fulfil specific research and design objectives within the various evolutionary stages of materials, products, technologies, and consumer experiences

Towards a Gold Standard Operations Control Centre (OCC): Applying Creative Leadership principles in the re-design of an OCC at a leading international airline

Creative Leadership (CL) is a leadership model comprising the three values of Empathy, Clarity and Creativity, which are considered baseline operational and leadership attributes in a Fourth Industrial Revolution (4IR) world. This paper presents a case study charting the application of CL principles within delivery of a complex research project involving international collaboration between The Helen Hamlyn Centre for Design (HHCD) at London’s Royal College of Art (RCA), a strategic partner – TATA Consultancy Services (TCS), and an airline client [the Airline]. The purpose of the design research was to improve the operational efficiency of the Airline, whilst improving staff and customer experience. This addressed three discrete, yet interlinked areas of delivery within the Airline Operations Control Centre (OCC), namely Technology, Environment and People. The three values of CL – Empathy, Clarity and Creativity – were exercised to align physical, technological and psychological factors. These were implemented in the design of a UX technology that made complex information accessible at a glance, and the re-design of the OCC office environment to enable better communication and personal wellbeing. This paper captures the process and outcomes, whilst reflecting on the efficacy of the CL model as a progressive framework for innovation, growth and development

Creative Leadership

Creative Leadership is not a leadership strategy. It’s a transformational process that enables individuals tap into their inner most creative selves and realise their goals and vision along with others. Creative Leadership can change organisations and projects. It draws on the expertise the Centre has acquired whilst working on over 280 projects with 180 clients across business, government and the third sector. Clients include large multi-nationals as well as SMEs and individuals. Programmes have been run with the UK and Hong Kong governments with over 540 trained for the latter