Integrating design thinking into front-end of innovation process in a traditional manufacturing company
Perttu, Minna (2019)
Perttu, Minna
Laurea-ammattikorkeakoulu
2019
All rights reserved
Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-201902112200
https://urn.fi/URN:NBN:fi:amk-201902112200
Tiivistelmä
The front-end of innovation is many times fuzzy and the decision making for evaluating new product and service ideas to be implemented is challenging. The aim of this thesis is to apply the main topics from service-dominant logic to change the front-end of innovation process of a traditional manufacturing company to be more customer centric. A design thinking process is used to make the change happen. The front-end of innovation process of the case company will be reframed and the design thinking process is tested and integrated to it.
This thesis utilizes the theory of service-dominant logic by embracing the point of view that the value of service, in this case the processes, does not come from the fact that someone has drawn a process picture of it, but in its use. The key issues in service dominant logic considered in the thesis are collaborative innovation process, service as competence ap-plication for benefiting another, and as basis of exchange and integrating resources as the basis for innovation. The value proposed of the process can only be realized when it is used in the correct way, so that resources are integrated to the co-creation. The thesis also considers customers who are the ultimate reason why this process is made —to create value for them.
A single case study with two units of analysis and qualitative research approach is used to understand how the suggested design thinking process works in the case organiza-tion. There will be two pilot projects to test and validate the process. Interviews are used to understand the value of the process from the user’s point of view. Participatory observation is used to gain understanding about the actions and reactions of process users to find out what was experienced complicated, easy and important. Another target is to validate the company language with these methods in the design thinking process description. For refram-ing the case company’s front-end of innovation process there is a set of co-creative work-shops to first understand the current user journey and then to draw and test a new process description.
As a result, there is a suggestion for the case company of a front-end of inno-vation process that includes a validated design thinking process. The thesis offers understand-ing of the value of such a process used in innovation activities and more detailed understand-ing of how it could be organized in a company like the case company. Further development should include leveraging the use of design thinking to other projects, as well, such as inter-nal service development or support services.
Perspectives from service-dominant logic, front-end of innovation and service design are guiding the work of process development. The results are being used in the case company and the implementation work has started. The findings and approach can be used in other process development and the organizations’ innovation work.
The user of the process is a co-creator of value and needs to have sufficient understanding and skills for using it right. Therefore, it is important to have a facilitator for these projects and have process descriptions that are in company language. The language can change, so the descriptions must be checked every now and then. The perspectives of em-ployees alongside with those of the company and other stakeholders should be considered when developing processes.
This thesis utilizes the theory of service-dominant logic by embracing the point of view that the value of service, in this case the processes, does not come from the fact that someone has drawn a process picture of it, but in its use. The key issues in service dominant logic considered in the thesis are collaborative innovation process, service as competence ap-plication for benefiting another, and as basis of exchange and integrating resources as the basis for innovation. The value proposed of the process can only be realized when it is used in the correct way, so that resources are integrated to the co-creation. The thesis also considers customers who are the ultimate reason why this process is made —to create value for them.
A single case study with two units of analysis and qualitative research approach is used to understand how the suggested design thinking process works in the case organiza-tion. There will be two pilot projects to test and validate the process. Interviews are used to understand the value of the process from the user’s point of view. Participatory observation is used to gain understanding about the actions and reactions of process users to find out what was experienced complicated, easy and important. Another target is to validate the company language with these methods in the design thinking process description. For refram-ing the case company’s front-end of innovation process there is a set of co-creative work-shops to first understand the current user journey and then to draw and test a new process description.
As a result, there is a suggestion for the case company of a front-end of inno-vation process that includes a validated design thinking process. The thesis offers understand-ing of the value of such a process used in innovation activities and more detailed understand-ing of how it could be organized in a company like the case company. Further development should include leveraging the use of design thinking to other projects, as well, such as inter-nal service development or support services.
Perspectives from service-dominant logic, front-end of innovation and service design are guiding the work of process development. The results are being used in the case company and the implementation work has started. The findings and approach can be used in other process development and the organizations’ innovation work.
The user of the process is a co-creator of value and needs to have sufficient understanding and skills for using it right. Therefore, it is important to have a facilitator for these projects and have process descriptions that are in company language. The language can change, so the descriptions must be checked every now and then. The perspectives of em-ployees alongside with those of the company and other stakeholders should be considered when developing processes.