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MITIGATING COMPANY ADOPTION BARRIERS OF DESIGN-DRIVEN INNOVATION WITH HUMAN CENTERED DESIGN

Published online by Cambridge University Press:  27 July 2021

Ehsan Baha ,
Taresh Ghei  and
Anne Kranzbuhler
Ehsan Baha*
Affiliation:
Delft University of Technology; University of Montreal; Meaningwise;
Taresh Ghei
Affiliation:
Philips Consumer Lifestyle
Anne Kranzbuhler
Affiliation:
Delft University of Technology;
*
Baha, Ehsan, University of Montreal, School of Industrial Design, Canada, ehsan.baha@umontreal.ca

Abstract

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In Design-Driven Innovation (D-DI) the meaning of a product or service is radically innovated to introduce a new paradigm that ideally can benefit people, companies, and society as a whole. However, due to the associated risks, most companies are hesitant to engage with and adopt D-DI. Human Centered Design (HCD) is preferred while innovation is limited to incremental change. This dichotomy is also reflected in design literature where D-DI is pitted against HCD. We propose the symbiosis of the two approaches as a strategy to create space for and the adoption of D-DI within companies. An instrumental design case study explores a design-driven service innovation and its adoption in a renowned airline. Results show an adopted D-DI where HCD evidence mitigates for the market and organization uncertainty while D-DI enabled a paradigm shift in the company’s current service operation. Advantages and limitations of this mitigation strategy are discussed. With this design precedent, we aim to encourage designers and companies to further explore the benefits of a symbiotic use of D-DI and HCD.

Keywords

Service designDesign-driven innovationCase studyDesign processHuman Centered Design
Type
Article
Information
Proceedings of the Design Society , Volume 1: ICED21 , August 2021 , pp. 2097 - 2106
Creative Commons
Creative Common License - CCCreative Common License - BYCreative Common License - NCCreative Common License - ND
This is an Open Access article, distributed under the terms of the Creative Commons Attribution-NonCommercial-NoDerivatives licence (http://creativecommons.org/licenses/by-nc-nd/4.0/), which permits non-commercial re-use, distribution, and reproduction in any medium, provided the original work is unaltered and is properly cited. The written permission of Cambridge University Press must be obtained for commercial re-use or in order to create a derivative work.
Copyright
The Author(s), 2021. Published by Cambridge University Press

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