Customer value development in the light of design thinking approach

Purpose: The aim of this study is to ascertain the meaning and characteristics of the entrepreneurs’ empathy as the most signifi cant approach for modern business and its role in design thinking methodology, where empathy is used for multiple purposes.Methodology: Literature review on design thinking approach and objectives, empathy and customer value development as well as abstract modelling and synthesis is the methodology of this study.Findings: Content analysis shows that among the many approaches and defi nitions of the entrepreneurs’ empathy to the customers, none directly points the role of design thinking in ensuring customer value development. There has been a conceptual transition to integrated conceptualization of design thinking, which allows the theoretical assumptions to move beyond traditional design practices and theories, and there is a potential for new design approaches focused on customer experience that promote customer and business value.Originality/value: The novelty of this study is a presentation of meaning and characteristics of the entrepreneurs’ empathy, its role in design thinking approach, as well as development models which both refer to the value for customers and business. The author proposes a new approach and conceptual framework for design thinking process in order to promote solutions which allow to build a new customer value by entrepreneurs

Managerial Determinants in Design Management as a Means of Developing Organisational Resilience in an Uncertain Economic Environment

Theoretical background: Design management is of paramount relevance in many modern organisations, increasingly also in those operating in Poland, remaining an independent approach to change management for the creation of new products and services, achieving better productivity and efficiency in a global and competitive environment. Until now, the basis of design management processes has been to understand the needs of the user or customer, their expectations and aspirations. This approach, like many management concepts, is now undergoing a transformation, driven by huge economic, social, political and environmental changes. The uncertainty of tomorrow, facing crises, wars, erupting pandemics are just some of the so-called Black Swans causing the need for management change in organisations. Nowadays, design management is experiencing a boom, which is primarily linked to a shift away from seeing it only on an operational level or as a marketing function to emphasising its strategic importance. In this situation, the concept of “just in time”, familiar from management by quality, should evolve into “just in case” in a much broader reference than that relating to the production, delivery or storage of raw materials and finished goods. The design management model presented in the article is an example of an activity that responds to the needs of companies precisely in conditions of variability, due to the fact that its essence is flexibility and the possibility of redesigning it by adding or subtracting specific constructs, appropriate to the just in case situation.Purpose of the article: This article aims to present how managerial conditions conducive to the implementation of design management activities can support companies in achieving organisational resilience in a world defined by the acronym “BANI”.Research methods: The research problem is to identify managerial determinants conducive to the implementation of design management activities through which companies can achieve organisational resilience. In order to obtain an answer to the research problem so posed, a literature review of design management approaches was conducted, with a presentation of the traditional Danish Design Ladder model and its updated version, adapted to the BANI concept. Based on the literature, the acronyms “VUCA” and “BANI”, used to describe current economic phenomena, were explained. The article then presents some of the results of a survey conducted in 2019–2020, in companies registered in Poland. Quantitative estimation using the CATI method (1,200 medium and large enterprises) and qualitative verification using PAPI and IDI techniques (58 large enterprises with a high level of project maturity and experience in implementing project management) were used.Main findings: The paper presents design management as a type of organisational activity important for achieving organisational resilience. The essence of design management, its two models and the management conditions necessary to implement this approach were described. The role of managers in implementing change in an organisation is characterised. The above considerations are based on a literature review and own research

Rola kultury organizacyjnej w procesie tworzenia strategii w organizacji zorientowanej na design

Wielu przedsiębiorców upatruje w kulturze organizacyjnej źródła ograniczeń i czynnika spowalniającego zmiany w organizacji. Mówią, że sztywne normy i często nierealne standardy powodują hamowanie komunikacji w zespole i sprowadzają pracownika do rangi narzędzia, mającego jedynie przynieść dochód. W artykule zaprezentowano zależności i związki pomiędzy kulturą organizacyjną, nową koncepcją prowadzenia biznesu jaką jest zarządzanie designem, a strategią firm zorientowanych na design. Kultura została tu zaprezentowana jako punkt wyjścia, z jednoczesnym naciskiem na jej możliwości determinujące formułowanie strategii. Zaprezentowano, w jaki sposób pomaga wzmacniać działania firmy, przy jednoczesnym osłabianiu konkurencji mniej otwartej na nową wiedzę i niewerbalne kanały komunikacyjne

COTRANS model of knowledge transfer based on the design thinking method in inter-organizational relationships

Purpose. The aim of the paper is to present a model of knowledge transfer based on a design thinking method.Design/Methodology/approach. The structured interview method is used in the paper as well as a comparative analysis method. COTRANS model of knowledge transfer based on the design thinking method was created.Findings. Based on the findings of the empirical study, three propositions are formulated. The first proposition is that the CONTRANS model is a good example of knowledge management. The next one shows DT method as an effective approach in creating a model of knowledge. Last one states that Scholars have argued that both academia and business are motivated to build relationships with one another.Research limitations/implications. Authors are aware of research limitations which are caused by the methodology of convenient sample selection. The method does not guarantee a representative sample; however, it may become a premise for getting know the population.Originality/value. The Originality section of the paper displays a potential model presentation with a list of recommendations on how to efficiently transfer knowledge between academia and business, which was one of the main goals of the international COTRANS project.Additionally, design thinking method was used in order to create the model of knowledge transfer in inter-organizational relationships.Paper type. Research Paper

Thrombectomy-capable stroke centre—a key to acute stroke care system improvement?:Retrospective analysis of safety and efficacy of endovascular treatment in cardiac Cathlab

The optimal structure of the acute ischaemic stroke treatment network is unknown and eagerly sought. To make it most effective, different treatment and transportation strategies have been developed and investigated worldwide. Since only a fraction of acute stroke patients with large vessel occlusion are treated, a new entity—thrombectomy-capable stroke centre (TCSC)—was introduced to respond to the growing demand for timely endovascular treatment. The purpose of this study was to present the early experience of the first 70 patients treated by mechanical means in a newly developed cardiac Cathlab-based TCSC. The essential safety and efficacy measures were recorded and compared with those reported in the invasive arm of the HERMES meta-analysis—the largest published dataset on the subject. We found no significant differences in terms of clinical and safety outcomes, such as early neurological recovery, level of functional independence at 90 days, symptomatic intracranial haemorrhage, parenchymal haematoma type 2, and mortality. These encouraging results obtained in the small endovascular centre may be an argument for the introduction of the TCSC into operating stroke networks to increase patient access to timely treatment and to improve clinical outcomes

World Federation for Interventional Stroke Treatment (WIST) multispecialty training guidelines for endovascular stroke intervention

Introduction: Today, endovascular treatment (EVT) is the therapy of choice for strokes due to acute large vessel occlusion, irrespective of prior thrombolysis. This necessitates fast, coordinated multi-specialty collaboration. Currently, in most countries, the number of physicians and centres with expertise in EVT is limited. Thus, only a small proportion of eligible patients receive this potentially life-saving therapy, often after significant delays. Hence, there is an unmet need to train a sufficient number of physicians and centres in acute stroke intervention in order to allow widespread and timely access to EVT. Aim: To provide multi-specialty training guidelines for competency, accreditation and certification of centres and physicians in EVT for acute large vessel occlusion strokes. Material and methods: The World Federation for Interventional Stroke Treatment (WIST) consists of experts in the field of endovascular stroke treatment. This interdisciplinary working group developed competency – rather than time-based – guidelines for operator training, taking into consideration trainees’ previous skillsets and experience. Existing training concepts from mostly single specialty organizations were analysed and incorporated. Results: The WIST establishes an individualized approach to acquiring clinical knowledge and procedural skills to meet the competency requirements for certification of interventionalists of various disciplines and stroke centres in EVT. WIST guidelines encourage acquisition of skills using innovative training methods such as structured supervised high-fidelity simulation and procedural performance on human perfused cadaveric models. Conclusions: WIST multispecialty guidelines outline competency and quality standards for physicians and centres to perform safe and effective EVT. The role of quality control and quality assurance is highlighted

World Federation for Interventional Stroke Treatment (WIST) multispecialty training guidelines for endovascular stroke intervention

IntroductionToday, endovascular treatment (EVT) is the therapy of choice for strokes due to acute large vessel occlusion, irrespective of prior thrombolysis. This necessitates fast, coordinated multi-specialty collaboration. Currently, in most countries, the number of physicians and centres with expertise in EVT is limited. Thus, only a small proportion of eligible patients receive this potentially life-saving therapy, often after significant delays. Hence, there is an unmet need to train a sufficient number of physicians and centres in acute stroke intervention in order to allow widespread and timely access to EVT.AimTo provide multi-specialty training guidelines for competency, accreditation and certification of centres and physicians in EVT for acute large vessel occlusion strokes.Material and methodsThe World Federation for Interventional Stroke Treatment (WIST) consists of experts in the field of endovascular stroke treatment. This interdisciplinary working group developed competency – rather than time-based – guidelines for operator training, taking into consideration trainees' previous skillsets and experience. Existing training concepts from mostly single specialty organizations were analysed and incorporated.ResultsThe WIST establishes an individualized approach to acquiring clinical knowledge and procedural skills to meet the competency requirements for certification of interventionalists of various disciplines and stroke centres in EVT. WIST guidelines encourage acquisition of skills using innovative training methods such as structured supervised high-fidelity simulation and procedural performance on human perfused cadaveric models.ConclusionsWIST multispecialty guidelines outline competency and quality standards for physicians and centres to perform safe and effective EVT. The role of quality control and quality assurance is highlighted

Identification of genetic variants associated with Huntington's disease progression: a genome-wide association study

Background Huntington's disease is caused by a CAG repeat expansion in the huntingtin gene, HTT. Age at onset has been used as a quantitative phenotype in genetic analysis looking for Huntington's disease modifiers, but is hard to define and not always available. Therefore, we aimed to generate a novel measure of disease progression and to identify genetic markers associated with this progression measure. Methods We generated a progression score on the basis of principal component analysis of prospectively acquired longitudinal changes in motor, cognitive, and imaging measures in the 218 indivduals in the TRACK-HD cohort of Huntington's disease gene mutation carriers (data collected 2008–11). We generated a parallel progression score using data from 1773 previously genotyped participants from the European Huntington's Disease Network REGISTRY study of Huntington's disease mutation carriers (data collected 2003–13). We did a genome-wide association analyses in terms of progression for 216 TRACK-HD participants and 1773 REGISTRY participants, then a meta-analysis of these results was undertaken. Findings Longitudinal motor, cognitive, and imaging scores were correlated with each other in TRACK-HD participants, justifying use of a single, cross-domain measure of disease progression in both studies. The TRACK-HD and REGISTRY progression measures were correlated with each other (r=0·674), and with age at onset (TRACK-HD, r=0·315; REGISTRY, r=0·234). The meta-analysis of progression in TRACK-HD and REGISTRY gave a genome-wide significant signal (p=1·12 × 10−10) on chromosome 5 spanning three genes: MSH3, DHFR, and MTRNR2L2. The genes in this locus were associated with progression in TRACK-HD (MSH3 p=2·94 × 10−8 DHFR p=8·37 × 10−7 MTRNR2L2 p=2·15 × 10−9) and to a lesser extent in REGISTRY (MSH3 p=9·36 × 10−4 DHFR p=8·45 × 10−4 MTRNR2L2 p=1·20 × 10−3). The lead single nucleotide polymorphism (SNP) in TRACK-HD (rs557874766) was genome-wide significant in the meta-analysis (p=1·58 × 10−8), and encodes an aminoacid change (Pro67Ala) in MSH3. In TRACK-HD, each copy of the minor allele at this SNP was associated with a 0·4 units per year (95% CI 0·16–0·66) reduction in the rate of change of the Unified Huntington's Disease Rating Scale (UHDRS) Total Motor Score, and a reduction of 0·12 units per year (95% CI 0·06–0·18) in the rate of change of UHDRS Total Functional Capacity score. These associations remained significant after adjusting for age of onset. Interpretation The multidomain progression measure in TRACK-HD was associated with a functional variant that was genome-wide significant in our meta-analysis. The association in only 216 participants implies that the progression measure is a sensitive reflection of disease burden, that the effect size at this locus is large, or both. Knockout of Msh3 reduces somatic expansion in Huntington's disease mouse models, suggesting this mechanism as an area for future therapeutic investigation

Управление процессом создания дизайна. Выявление отличий и связей между процессом создания аналитического, мультипликативного и визионерского дизайна

Managing a design process focuses on demonstrating how strategy and designdriven innovation can be made to achieve final product – a project – compatible and coherent with total business strategy. Management of this process explores how design can be used to identification of the presence and experience of an organization, and in doing so, influence how the organization and its brand are expressed and perceived. This article presents literature review and shows the new conception of design management and reason behind their importance in modern business today. The review article is based on a theoretical background.Zarządzanie procesem wzornictwa koncentruje się na zademonstrowaniu, w jaki sposób strategia i oparte na wzorach innowacje mogą osiągnąć produkt końcowy – projekt – kompatybilny i spójny z ogólną strategią biznesu. Zarządzanie tym procesem bada, jak można wykorzystać wzornictwo do ustalenia występowania i doświadczenia organizacji, natomiast czyniąc to wpływa na to, jak jest wyrażana i postrzegana organizacja i jej marka. Artykuł przedstawia przegląd literatury i ukazuje nową koncepcję zarządzania wzornictwem oraz racje leżące dziś u podstaw jego znaczenia w nowoczesnym biznesie. Artykuł przeglądowy opiera się na podstawach teoretycznych.Управление процессом создания дизайна сосредоточивается на представлении, как можно осуществить стратегию и основанные на дизайне инновации для достижения конечного продукта – проекта – связного и совместимого с общей стратегией бизнеса. Управление этим процессом изучает, как можно использовать дизайн для выявления существования и опыта организации, поступая же таким образом, повлиять на то, как себя представляют и как воспринимаются организация и ее бренд. Статья представляет обзор литературы и указывает новую концепцию управления дизайном и причину, лежащую в основе его значения для современного бизнеса в настоящее время. Обзорная статья основана на теоретических предпосылках

New Produkt Development by Using of the Concept of Design Management

It was said, that only products that fulfill customer needs, are profitable. Today, in the era of the Internet, globalization and unrestricted access to information, the ability to produce even unique product is not always a guarantee of success. Designers, marketers and managers try to recognize and satisfy their customers. However, it turns out that the customer doesn’t dictate them his needs, but they have the main role – they must create these needs in the mind of the recipient. The paper shows the necessity of the new look at the customer’s language, redefinition the meaning of his needs and the role of design management in the process of creating a new product