Rabobank has its own corporate accelerator, called the InnoHub. Within InnoHub there are corporate startups, called the Moonshots. The assignment of this project was to develop a decision method for the brand extension decision of the B2C Moonshots. The brand extension decision is defined as the decision the Moonshots have to make in branding their proposition under the Rabobank brand or under a new brand. The final design of the decision method resulted in a process blueprint, a decision process blueprint, and a brand development workshop.

Agile methods seem to be the answer for today’s turbulent industries, and with it roots in software development, coincides neatly with the increasingly digital world we live in. ABN AMRO also decided to implement a large scale agile framework tailored to their company. Agile methodologies are known to work well at small scale and in an IT context, however at ABN AMRO they’ve implemented it for over 6000 employees from both business and IT departments. Unsurprisingly ABN AMRO faces challenges within this agile organisation. One area in which they’re struggling is managing innovation in a way that aligns with the flow of the tailored and scaled agile organisation. The objective was therefore; To design solution that better aligns innovation processes with the flow of the tailored and scale agile landscape. In addition, literature on large scale tailored agile transformation and innovation management within financial services firms is scarce. Both areas are relevant, however no research was found that combined these topics. Therefor in this thesis we attempt to find challenges for innovation management in a large scale tailored agile framework. In order to both find an answer to this question and help ABN AMRO the challenge was approached from two different streams. Firstly, a revelatory single-case study on ABN AMRO’s tailored agile framework served to understand how they tailored agile at such a large scale and what the challenges were. Secondly, through semi structured interviews with 18 ABN AMRO employees, their innovation management efforts were investigated as well as the challenges they experience with it. Both the challenges from a large scale agile perspective and the company-wide innovation management were merged into a set of six new challenges; “governance on innovation in the agile organisation”, “deficiency of exploration skills”, “getting innovation on the backlog”, “Lack of clear guidance & leadership on innovation”, “Dependencies & Limited Autonomy”, and “Organisational and Cultural legacy”. Based on these challenges a new design challenge was posited which was to design a solution that stimulates ownership and awareness amongst idea owners in the grid landscape towards customer problems and needs. This solution needed to provide clear guidance to enable autonomous and successful realisation of these customer centric innovations in the product and system oriented agile organisation. As a solution to the design challenge and in order to help ABN AMRO with their innovation management efforts, the “User Needs Integration Canvas” was created which is an innovation process that focuses on bridging the gap between customer needs and the complex nature of ABN AMRO’s agile organisation. This study further finds that agile methods don’t cover the innovation process in full, and thus extra efforts and support should go towards managing incremental innovation, the front-end of innovation specifically. In addition traditional financial service providers carry cultural legacy, lack innovation legacy and explorative competences. The role of the individual, with their skills, mindset and behaviour are imperative in in the journey towards a nimbler and more innovative financial service provider. There is no shortcut in becoming an innovative company, whilst a large scale agile framework is a step in the right direction, still a lot of time, effort and patience is needed beyond this step

As agile practices lack a focus on understanding the actual problem, and Design Thinking is assumed to be a promising approach to complement agile practices regarding this lack, this graduation project aims to identify opportunity areas to leverage the Design Thinking methodology in the process of agile software development. The context of focus was a specific technology unit within Nike, Inc. The main research question is formulated as follows: ‘How might we use Design Thinking to our advantage in the agile software development context of the targeted Nike Technology unit?’ Recognizing that Design Thinking is a contextual concept that needs further adaptation to contextual user needs, literature research and context analysis are done towards Design Thinking, agile software development, and related opportunities and boundaries. Research findings following the interviews indicate three main areas of concern that form boundaries to problem exploration: having a solution-oriented rather than a problem-oriented mindset, organizational structures that limit the space for problem exploration in terms of time, processes, and the role of technology in the problem exploration phase, and the need and importance of having a clear and aligned vision. Literature and exploratory research findings are integrated, answering the research question through a conceptual model covering three key principles: problem-oriented and human-centered thinking, dynamic alignment towards strategic fit, and divergent thinking to consider more fit-for-purpose alternatives. Subsequently, the conceptual model is translated into a usable artifact: a Problem Deep Dive Canvas accompanied by a Problem Deep Dive Tool Guide. The product aims to support product managers and product owners to put the key principles of the conceptual model into practice in collaboration with agile software development teams and business stakeholders. The threshold to use the product is low as there are no significant conflicts with current structures and processes. Initial validation results are promising towards feasibility, desirability, and viability of the product. Using the canvas on actual requests already showed that the outcomes of the canvas potentially significantly impact the further trajectory of the intended projects.

Policymaking regarding Artificial Intelligence is threatened to lag behind, and the Dutch Ministry of Justice and Security stated its desire to catch up. The longer we wait, the wider the ‘gap’ will become between regulation and market development. In order to keep AI technology beneficial, a human-centered design approach should be key not only in AI development, but also in policy development. Instead of focussing on ‘what is possible’, we need to empathize with stakeholders to unravel the latent needs that define the public values of today. Along with the unfamiliarity of AI technology and its unpredictable consequences, this calls for a transition towards an agile government. This transition represents a shift from ‘assuming’ to ‘learning by doing’, from ‘is it safe?’ to ‘is it safe to fail?’, and from 'reactive' to 'proactive' policymaking. This thesis proposes proactive policymaking as a creative, iterative and future-oriented exploration. AI experiments should be framed as a priority vehicle for organizational learning. Experiments are used to empathize and unravel its desirability early in the process. Policy Provotypes and Minimum Viable Policies are created as first feedback loops prior to current feasibility studies. An ‘Desirability panel’, covering the experiences of a representative group of society, reduces blind spots and offers transparency. It facilitates short-line communication and alignment. Potential policy interventions transcend theoretical discussion as the demonstrated experiments provide a context for detailed dialogue. Policymaking will be less affected by the media's magnifying glass as stakeholder inclusion is at the heart of policy development. This vision calls for the need of a Creative, Empathic, Transparent, Inclusive, Future-oriented, Iterative, Experience-driven and Demonstrative approach. Therefore I present the acronym: CERTIFIED. The CERTIFIED approach covers a theoretical framework for agile policymaking. In essence, it is about the ability to adapt quickly by providing a window for feedback by the public early-on in the process and embracing criticism as a valuable gift. An iterative design process led to (1) the creation of the CERTIFIED Manifesto for the ministry, that publicly declares the needed transition mindset, and (2) a practical toolkit to offer policymakers an actionable way to carry out the first steps. The toolkit resembles a low barrier to demystify the desirability of AI application scenarios with a representative group of society. This toolkit contains a Perspectives card deck and a set of 6 canvases. The card deck includes 15 stakeholder cards to empathize with their values, roles, concerns and power. The canvases guide the panel in the steps of Design Thinking and capture the insights from the dialogue. A final toolkit pilot with representative stakeholders of the Quadruple helix showed a cross-fertilization of knowledge and expertise resulting in the ability to identify their blind spots and to formulate a ‘Minimum Viable Policy’ and test set-up to validate their assumptions. This research concludes that if space is provided for proactive policy experimentation, this would give policymakers momentum to reflect on the long-term goals instead of the issues of the day. Thus, offering a way towards becoming an adaptive government.

The aim of this thesis is to increase retention for Picnic by creating a habit-forming store. Currently, conversion rates are suboptimal. In areas where Picnic is active roughly half of all households downloads the app and registers. However, the conversion of this group to active customers is sub-optimal, meaning that not all users are retained. Sub-optimal retention rates hurt companies, as they miss opportunities for business growth, increasing their profitability and cost savings. This effects also holds true for Picnic where it takes three orders to break-even on that specific customer. Project context This thesis focusses on the Dutch market, as this is where Picnic as its strongest presence. In addition to that, the Dutch online grocery market is the most advanced in Europe. This thesis focusses mainly on the competition with physical supermarkets because the growth of the online groceries segment stems from consumers switching from physical supermarkets to online grocers. Increasing the retention rates has a positive impact on the users of Picnic and society as a whole: It increases the amount of free time for users, reduces food waste and emissions in inner cities. Theoretical foundation Retention Retention is driven by the perceived utility on one hand and switching costs on the other. Both these dimensions are influenced by the habits of users. Perceived utility increases as the users gain more experience with the product, leading to a faster and more pleasant experience. Switching costs are influenced by the investments a user makes in a product, and by uncertainty about whether other companies can provide similar value. Groceries Groceries are eminently a habitual consumption: They are high-frequency purchases Groceries have a limited variability over time Grocery shopping is a behaviour that is learned over a long period of time Therefore, the challenge of this thesis is to help more users successfully form a habit around using Picnic, thereby converting into active customers. Habits Habits are formed when both frequency and perceived utility are high enough. A habit has four elements: The trigger, action, reward and investment. Currently, most customers fail in the action element of the habit loop. This is due to either a lack of ability or a lack of motivation. This theory on habits and its connection is visualized in the figure below. User research The theoretical framework was combined with extensive user research to define what type of users currently are able to form a Picnic habit. The qualitative user research consisted of a combination of interviews, workshops, user testing sessions, surveys and concierge tests. The quantitative user research consisted of analyses of in-app user behaviour data, purchase data, demographic analysis and market size estimations. Early market Users that successfully form a Picnic habit, and thereby form Picnic’s early market have both high motivation and high ability to use the service. The high motivation results from the users being time-constrained, having physical limitations, and experience going to the supermarket negatively. This group’s high ability is a result of their high ability to plan, their relatively predictable life, and the guidance in food they receive from recipes and diets. The majority of this group are families, which are also the most profitable customers for Picnic. Product strategies By combining the insights from user research with the theoretical framework, three product strategies were proposed that help more users form a strong Picnic habit. First more different types of users are enabled to place orders by their increasing their motivation and ability. Once these users are enabled to order at Picnic, their frequency of interaction is increased. Finally, when these users are interacting with this app frequently, users remain engaged by an app that improves with each usage-cycle. This happens through both user- and Picnic- driven personalization. Implementation of product strategies These strategies must be embedded in the store team and Picnic organization in order to be effective. In order to do so, three organizational challenges must be overcome: Challenges in aligning teams across the organization, Challenges in creating buy-in for customer-focused projects Challenges in autonomous decision making, due to large dependencies between teams. Product design framework To deal with these organization challenges, the strategies are translated into a product design framework. This framework provides the team with clear and inspirational guidance while being concise and measurable for the rest of the organization. This leads to companywide buy-in.   Validation The framework was validated in two steps: In sessions with customers and internally. The results of these validation steps indicate that the framework is likely to be successful, but it can only truly be proven by implementing it and putting it to the test. Implementation To achieve successful implementation, the framework must be clearly communicated and embedded in the daily work of the team. The latter should happen in both creative activities and evaluative activities. Conclusion The framework helps the store team to set a course for a longer period of time. It helps the team focus on solving the right problems for its users, by providing a way to visualize these problems and the effect the solutions should have. The vision and strategies provide the team with direction and help stakeholders across the organization align. The framework is not a definitive ‘how-to guide’ on building a habit-forming store, and its implementation and the subsequent execution are crucial for its success. 

The ever growing world population - 10 billion by 2050 - brings many challenges to the table. One of the most imminent is the way we handle and take care of our planets natural resources. More people means more needs. How do are we going provide for all these people? Over the past decades, we have reached a general consensus that our planet is a closed system: what you take, is taken forever. In other words, limitless growth without treating earths resources accordingly, is a myth. Our current economic system in place does not coincide with this consensus. This economy encourages a linear, take-make-waste, approach which thrives on the depletion of earths resource supplies. Looking ahead, at the world of 10 billion people, its not hard to understand that the linear economy is no longer tenable. We need to make the transition towards the circular economy, an economic paradigm which respects the boundaries of our planet. The circular economy adopts a take-make-use-reuse approach, which aims to decouple economic growth from the consumption of finite resources. This circular paradigm came about several decades ago and sounds hopefull. Nevertheless, it has been far from being mainstream as the transition towards this circular paradigm is surrounded by barriers, challenges, and complexities. In other words, this transition is halted due to a so-called linear lock-in. This graduation project aims to circumvent this linear lock-in for the purpose of mainstreaming circular economy principles. It does this by adopting the Design Thinking methodology, thé design approach to tackle untenable social, environmental and political problems for which no unambiguous solutions can be found (Dorst, 2015). This project focusses on the consumer appliances segment, praised by the Ellen MacArthur Foundation (2013) as the ‘sweet-spot’ segment for circularity, and the European Commission has made the sector an important point on their agenda, as its one of the fastest growing waste streams in the EU (EC, 2020). An iterative research and design approach led to a platform concept solution which delivers value to the consumers, product brands and integrates circular economy strategies. At the core of this opportunity is digital product-to-user registration. The design is communicated via manifesting its features and a service design blueprint. The thesis is concluded with a roadmap for implementation and recommendations for further development.

In the course of 2018, the revised Payment Service Directive (PSD2) will become noticeable in people’s day to day use of digital financial services. The PSD2 requires banks to provide third parties access to users’ payment account information, if a user requests to do so. This enables both banks as third parties to bring users’ account information together in one place and to develop financial services on top of users’ account information. Virtual Affairs (VA), the company for which this project is executed, is specialised in developing digital channels for financial service providers. VA aims to inspire and guide clients in their innovation efforts. Grounded examples of how PSD2 can be translated into new value propositions would support VA in inspiring clients and in their own concept development. The assignment of this project is therefore to design these value propositions, based on the question: How can PSD2 be applied in propositions which are meaningful to end-users and valuable to potential clients of VA? The design solution From the perspective of four user profiles, four value propositions were developed. The propositions were tested which resulted in the requirements that the service should be actionable, optimistic and explorative. Also, the insights enabled to determine the core essence of each proposition, reflecting the basic and most important quality for the relevant user type. The essences are as follows: 1. To discover For artisans, the most important quality is defined as ‘to discover’: Discovering what is in their power to change and what the impact of these changes would be, in an explorative and playful way. 2. To be set For guardians, the most important quality is ‘to be set’: to be set for the future and upcoming situations, in an anticipatory and assuring way. 3. To create For rationalists, the most important quality is ‘to create’: Creating their own rules, plans, and challenging themselves with confidence and pride. 4. To reflect For idealists, the most important quality is ‘to reflect’: Reflecting on where their money is going to and to what extent this is in line with what they find important, and tho dream about future possibilities. Based on these essences, the final propositions were designed and combined into one showcase. To be able to serve the differences in objectives of clients, the propositions are modular: variations can be made based on different parameters - such as whether only the clients’ own financial products or also third party products are offered within the digital service. Value for VA and its clients The propositions and reasoning behind them were evaluated with a UX designer and client of VA. The reactions were very positive and the propositions will be shared and used as input in ongoing projects. The propositions add value to the client’s current activities and strategy, among others because they contribute to becoming a central place of users to manage financial matters - especially since the propositions connect transaction data (the scope of PSD2) to other financial needs (e.g. around life events and financial planning). In addition, the propositions can be used by VA internally to serve as inspiration and input for various ongoing projects.

Otly! is an Amsterdam based startup that aims to remove difficulties around digital money for children. The company aims to accomplish this by providing a safe financial ecosystem for children as well as their parents. With a pocket money app for both parents and children, Otly strives to introduce the first banking experience for kids. A design strategy is proposed to Otly! with strategic choices to improve their customer retention rate among parents. Customer retention is a company’s ability to: keep users returning, drive engagement, deliver value and generate revenue in a competitive context. The strategy provides insights in Otly’s current state of customer retention, if their retention data is of concern, what factors drive customer retention and what steps Otly is recommended to take to improve their customer retention.

An investigation into the trends of user experience research revealed that businesses and stakeholders will increasingly value human insights, and hence, as research becomes more mainstream, “organizations will continue to develop new tools to democratize those practices and adapt to company needs (dscout, 2018).” This trend was further supported by conversations with researchers across the technology company where this research has been conducted, who highlighted the need to have resources readily available to mentor others on how to do research. This thesis aims to tackle how the research practice can be democratized, which leads to the research question: how to empower stakeholders to do their own research. A combination of literature to understand both how people learn and what is good user experience research, interviews with researchers and non-researchers, and a review of both internal and external toolkits were used to set the vision and principles that the solution builds upon. The final solution is composed of UXR101, ‘the textbook for learners’, and a toolkit for researchers, ‘the teacher’s guide’. UXR101 is an internal website compiling the process of doing qualitative research and best practices and examples for each of the stages of a research project, and is intended to be self-serving in case a researcher cannot offer support. For those projects that the researcher can mentor, the toolkit for researchers distills the different activities the researcher should do to guide the experience of the learner.

Digitalization is a phenomenon describing the increasing use of information and communication technologies in our society as at large and in our daily lives. They reshape the world around us, how we organise our lives, how we interact with friends and family, and how we work and collaborated. Digital technology makes us more connected and more insightful. Because of digitalization companies like Achmea experience increasingly dynamic markets. Many markets already have experienced significant change, such as the logistics and entertainment industry. The financial and insurance markets are experiencing that change right now. Start-ups working on ‘Insurtech’ and ‘Fintech’ are hot and booming. The Assignment The assignment for this project has been to develop methods for Achmea IT in order to stimulate technological innovation across Achmea. The solution is a strategy called ‘Shaping The Future. Together’ and is meant to align existing innovation processes by creating shared vision about the future among employees. This strategy is an answer to the several problems found during research; (1) the lack of understanding new technologies and its potential by the employees at the divisions and the brands, (2) the struggle to imagine and develop an IT infrastructure that is ready to support new innovations based on new technologies, (3) the lack of governance on innovation processes across Achmea and (4) the lack of a proper process at the research side of innovation. The strategy is designed for Achmea to innovate with digital technologies. It empowers employees to come together across Achmea and collect insights about the future to imagine visions - new interactions between people and products. These visions guide, inspire and steer innovation at Achmea. ‘Shaping The Future. Together’ means connecting different innovation processes within Achmea together. Different processes work together in an iterative (Agile) and open (open innovation) manner to generate knowledge about the future. This is done by doing tests in innovation funnels, generate concepts during hackathons and imagining desirable futures for people and Achmea. Innovation funnels, Customer Arenas, Hackathons, Innovation challenges, Trend reports and whitepapers are structured in a comprehensive way to organise a strong overall innovation process within Achmea and its ecosystem. This innovation process generates knowledge on new value propositions, new business models, new products and services, new business processes, new ways of collaborating and the future state of the IT infrastructure, see figure A. Workshop Except for the creation of visions, most processes are already present within Achmea. Therefore, a custom workshop has been designed for the innovation managers across Achmea. This workshop generates visions with employees on a specific topic. During the workshop these visions are mapped on a timeline to create a path towards the future. The visions are based on insights, data, knowledge and personal values the participants have to collect upfront. These insight can be collect from anywhere; whitepaper, family and friends, experiences, customer research and business analytics. This approache is grounded in literature and argues that futures are created by the action people take based on the knowledge they can muster and the value they have. The workshop has been tested with employees of Achmea and is used by innovation managers at the Innovation and Experience centre IT. The pilot was a success. The energy was high and the participants were impressed about the deep discussion the workshop facilitated. In only four hours they managed to make multiple visions for the future. The strategy, innovation process and workshop is based on a combination of different approaches; Innovation of Meaning (Verganti, 2017), Vision in Product Design (Hekkert & Dijk, 2011), Contextmapping (Sanders & Stappers, 2012), Backcasting (Vergragt & Quist, 2011) and the Three Horizons Method (Curry & Hodgson, 2008).

The evolution of higher education and technological advancements has transformed the accessibility and understanding of complex subjects, such as quantum computing. Traditionally, higher education has focused on specialized knowledge, making it challenging for individuals to explore diverse fields beyond their expertise. However, modern technologies have democratized access to information, enabling non-experts to engage with complex topics. Quantum computing, grounded in the principles of quantum mechanics, is notoriously complex and has historically been accessible only to a select few. This exclusivity presents a challenge for those outside the field who wish to explore the possibilities of quantum technologies. Recognizing this gap, the potential of ChatGPT to make quantum computing more approachable and understandable to non-experts can be explored. This exploration is not just about enhancing the functionality of ChatGPT but about envisioning a future where quantum computing is accessible to all, transforming the landscape of computation and innovation. This research serves as an initial validation of the potential for large language models to act as an accessibility layer to quantum computing, having as a design tool the newly created Quantum Buddy 2.0, a custom GPT-4, fine-tuned through iterative feedback and testing. A key part of the study is the development of a set of tasks designed to serve as benchmarks for evaluating the performance of large language models. Among these, one task was designed to enable those without a background in quantum mechanics to solve quantum encryption problems. Another task involved a test comparing Quantum Buddy in its previous versions with the standard model of ChatGPT. This comparison not only highlights the capabilities of these models but also provides insight for future evaluations. By utilizing these models, non-expert participants can now design and create with quantum computing, suggesting a future where quantum development moves forward rapidly. The research thus demonstrates that ChatGPT significantly simplifies the process of programming quantum computers, facilitating learning and performance across a broad spectrum of abilities. It enables novices to engage in creative coding, allows coders to gain insights into quantum mechanics, and enhances the efficiency of quantum experts. This variety in application underscores ChatGPT’s role in democratizing access to quantum computing. However, it is important to recognize that these findings represent the beginning of a much larger exploration. The evidence provided by the study points to a future where ChatGPT and similar large language models significantly enhance the non-expert's access to quantum computing. Despite the progress made, the journey is not without its challenges. The evolving capabilities of ChatGPT, along with the dynamic nature of programming languages and quantum computing itself, require ongoing adaptation and enhancement. Overall, the research contributes to a foundational understanding of how large language models like ChatGPT can make quantum computing more accessible. This work lays the groundwork for further studies and developments, signaling a promising direction for the broader application and understanding of quantum computing technologies.

The ongoing pandemic raises questions on how the current situation paints the future context of doing work. Although a lot is still uncertain, we can say with confidence that the home workplace will preserve a prominent role. Young professionals, who are limited by space, require extra attention on the long haul. The assignment is to design a viable product/service system that enhances the young professional’s homeworking experience. An iterative design approach, enriched by other methods in design and entrepreneurship, helped me in solving this project. Working from home accelerated in almost every sector. The near future of office work is hybrid; we will work from home several days a week and several days from the office. Mostly young professionals encounter challenges. Their limited space makes maintaining a healthy work-life balance a vital challenge. Working at home, and working in the same room in particular, makes work-life boundaries dissolve and transitions disappear. If we ignore this growing problem, the Dutch workforce will go down on mental illness. “The home office facilitates a healthy work-life balance by creating smooth transitions between daily activities.” The physical office is an example of clear boundaries; the office is for work and home is not (or at least less). The time people spent in between these physical places helps them to transition mentally from work to private life. Based on principles and my own experiences, a combination of good time management (principle) and the change of scenery can recreate these boundaries and transitions when working from home. Therefore, I developed Sceny. Sceny can assist young professionals in time management and create new transitions while limited by space. A combination of smart LED bulbs, an app and a controller helps users in improving time management by notifying on transitions, giving quantified insights, timeboxing activities and establishing goals for different life quadrants,. Users feed the system with data by arranging scenes that support them in what they are doing. Different light settings prove to enhance user experiences, such as for focus work, creativity and relaxation. After work, the scene changes and indicates a transition to private life. A Proof of Concept aimed at validating the desirability and viability of the riskiest minimum concept features. This first iteration of Sceny was a service that offered pre-programmed smart lighting for “switching between work and private life with the push of a button”. Interviews verified the desirability but denied its viability. The Minimum Viable Product (MVP) required better-argued features. The new version emphasises the work-life balance more using time management. Users set their boundaries (in time and scene), plan transitions, timebox activities and reflect with quantified insights. Continued validation of Sceny’s MVP on its problem-solution fit is a next step into building a viable business. This validation, together with the product-market fit, will take at least one year to complete. We aim at launching Sceny halfway of next year with young professionals in the IT service sector. This market shows the most viable opportunities for entry. Partnerships with business psychologists and coaches should increase these opportunities. Year two will be about growing and validating the business model fit. After that, we will expand and replicate markets.

This thesis is conducted in collaboration with Directie X of the Ministry of Justice and Security (JenV), who aims to strengthen the innovation capacity within JenV to keep up with societal needs. One way they do this is by supporting AI experiments. These experiments are procedures undertaken to improve the current way of working, not just to validate hypotheses.The experiments are driven by two drivers: innovation and AI, which bring along some challenges: currently, JenV learns from the AI experiments, but the result is not an innovation. In addition, JenV is reluctant to implement innovative improvements as they are closely watched by society. Besides, the magnitude of these challenges increases when AI is involved. Hence, most of these AI experiments end after the proof of concept and experience a silent death.A strategy supported by a tool is desired to prevent the experiments’ results from being left unharnessed. Therefore, this graduation project will implement these takeaways by solving the following research question: “Why does experimenting with AI rarely lead to a new way of working at JenV?” The research has provided insights into the many challenges behind this question; the challenges can be subdivided into five perspectives: strategy, ecosystem, results, process & governance and culture.During the research, it became clear that the technology (AI) was not a limiting factor of significant importance for implementing the outcome. However, the scope of this master thesis does not reach all experiments conducted at JenV but is specifically focused on AI experiments. The research has resulted in the following problem statement: “Initiators experience uncertainty prior to AI experiments because they have no clarity about the trajectory of the AI experiment and mainly lack clarity about who the stakeholders are and how they should approach them. This unclarity about the stakeholders, in turn, results in more uncertainty about the AI experiment.”Directie X should support the initiators to bring about implementation without being part of the whole process. Therefore, three principles have been developed. Directie X hands over to the initiators by translating the principles into a tool. The tool, therefore, only serves as a means of communication of the principles and acts as a hands-on concept that the initiators can get started with.The three principles:1. It’s all clear! (Clarity)2. Doing it with! (Engagement)3. It’s clear to all! (Transparency) Ultimately, based on several design requirements, a toolkit has been developed that complies with the three principles: The CET toolkit. The CET toolkit helps to reduce the uncertainties of the initiators prior to an AI experiment by focusing on clarity about the stakeholders, engaging the stakeholders and transparency.The CET toolkit consists of an introductory page, Experience stories, six Stakeholder canvases and eight Reflection canvases. The purposes of the different parts of the CET toolkit are the following:- The purpose of The Experience stories is that the initiators learn from others without there being consequences.- The purpose of the Stakeholder canvases is to clarify the stakeholders to the initiator to reduce the uncertainty prior to the experiment. In addition, it entails engagement by providing insights about the roles’ wants & needs, and concerns, which can function as guidelines for involving the roles.- The purpose of the Reflection canvases is to help the next initiator gain insights that can be incorporated in the Experience stories and learn by letting the initiator become aware of the actions taken during the AI experiment. An evaluation of the concept answers whether the CET toolkit is viable, desirable and feasible and meets the design requirements. The assessment is done through an online collaborative validation session and an online survey. The review has led to a few adjustments. Therefore, the thesis finishes with recommendations in the field of exploring, designing and sharing.The CET toolkit is a validated first step to reduce the initiators’ uncertainties through clarity, engagement and transparency. This thesis aims to contribute to the way of working of JenV. The result is a strategy supported by a tool. This thesis helps Directie X increase the chance AI experiments go into practice and lead to innovation.

The aim of this graduation project is to determine how Mobike can be successful in the Netherlands in the short-term and how Mobike can be successful in the long-term. To answer these questions, in this project research has been conducted on the users of Mobike. Next to that the environment of Mobike has been analyzed, after which a vision has been created about how free-floating bikesharing fits in the mobility of the future. With the analysis of the environment of Mobike and the user research, the short-term changes for Mobike have been determined: Improving the product on both physical and service level to ensure that Mobike will appeal better to the Dutch users, and increasing the number of cities in which Mobike will be available. Doing so will help Mobike to achieve critical mass. This critical mass is needed to grow fast and thus become successful in the short-term. Improving the product and service also ensures that Mobike can develop a strong brand image and that it is known for their reliable, always available means of urban transport. To become successful in the future, Mobike is in need of a better grasp of how mobility in the Netherlands will look like in the future and how free-floating bikesharing initiatives like Mobike fit into that future. Together with stakeholders of this future, a vision has been designed of how the customer journey of bikesharing will look like in the future. It also became clear that Mobility as a Service (MaaS) will be part of that future. To ensure that Mobike can benefit most of this MaaS development Mobike has to change its product, service, and business model. Although MaaS will be part of the future, by still offering free-floating means of urban transport through their own application, Mobike can ensure that it thrives best in the market of the future. Both the findings of how to be successful in the short-term and how to be successful in the long-term have been put in a Roadmap. By following the roadmap, Mobike ensures that it can successfully participate in the Dutch mobility of the future now and in the future.

his master thesis is the outcome of a journey into the New Service Development (NSD) practices of large organizations involved in business to business (B2B)  innovation. The scope of the project is to generate new knowledge on the challenges that organizations face to engage business customers into their internal innovation processes. Research shows that, in B2B settings, customer involvement is one of the critical success factors for meaningful service innovation. Structuring such engagements bring to less uncertain results. In collaboration with the Innovation Labs of ING Bank, the project applies a service-centred design approach to understand the barriers for smooth customer involvement in innovation, defining a new process to structure the early stages of development taking into account the experiences of the stakeholders involved. Different research activities were conducted within the case study in collaboration with innovators, service designers, and front office professionals to explore the problem areas and define the most important challenges as experienced by professionals working on new service development in the context of B2B corporate finance. The research, both in literature and in the case study, has provided a picture of the intrinsic complexity of these processes, especially in the fuzzy front end, which is usually experimental, chaotic, difficult to plan and unpredictable. The challenges highlighted from the research are linked to a current barrier present between innovation Labs and the front office department of the bank, which is the one directly involved in customer-facing activities. This barrier prevents the smooth involvement of customers in new service development practices. Focusing on the challenges and using an iterative design approach, I have developed a new process and the tools needed to structure collaboration between the front office department and the innovation Labs to ultimately support customer-centricity in the fuzzy front end of innovation.The concept proposed specifically focuses on the role of Relationship Managers as key elements to facilitate and sensitize clients on collaborative solution development. By creating a new way of working based on trust and transparency, relationship managers will be enabled to have a proactive approach towards innovation, supporting internal projects in reaching out to the bank’s clients base for co-creation. The final proposal is centred on three main points: Providing a structure and a way of working to facilitate collaboration between the innovation Labs and colleagues working in the front office with client-facing roles.Providing tools to support the new role of RMs as a facilitator of innovation practices and mediator between customers and initiatives. Providing a customer-centric approach to solution ideation that focuses on real contextual understanding of the client’s problems to define solutions that bring real value to customers. The tools presented in the process have been tested with front office professionals in the case study through digital prototype testing.The results of the test show that the introduction of a common way of working between innovation and the front office department will greatly enhance trust in the innovation process and collaboration between the two areas of the organization. 

This thesis researches the topic ‘embedding stakeholder needs in the creation of blockchain applications’ as part of digital strategies within the KPMG Digital Transformation department. The research resulted in a framework consisting of a digital asset and a creative session enabling KPMG consultants and clients to explore the possibilities of blockchain within their value chain. The blockchain technology has gotten more publicity over the last few. The decentralization of data in combination with an immutable ledger seems promising, but will drastically change our existing economies. It will disrupt our economy by ‘taking out the middlemen.’ As value chains will simplify, the blockchain will take over human-tasks. The aim of this research was to explore how this technology could enter our market by looking at stakeholder needs. KPMG Digital Transformation also saw an increased demand of implementing emerging technologies like blockchain. In collaboration with KPMG, the project was executed to find a structural approach for the creation of blockchain based projects. The literature review discusses, the topics design thinking, blockchain, digital transformation and the KPMG strategy. In the exploratory analysis, three analyses were executed from the perspectives of the human, technology and business similar to IDEOs three pillars of design thinking (IDEO, n.d.). From both the literature review as the exploratory analysis, insights were collected. These insights are key for the creation of blockchain applications and focus on three perspectives: technological feasibility, viability in business and human desirability. In the value proposition analysis, 80 public blockchains and 50 permissioned blockchains were analyzed on their customer values. These values were used to bridge the gap between stakeholder needs and a back-end solution such as blockchain. Answering which common blockchain values are important in the creation of a customer benefit statement if we focus on stakeholder needs. And secondly, answering how these values relate to interactions within a digital infrastructure. The tests conclude whether and how a digital infrastructure can be created using the insights (in cards) focusing on feasibility, viability and desirability. This workbook-based assignment was tested with two companies and four groups of consultants on the content and flow. Final Design The final design consists of a combination of a digital asset and the creative session design, meant for KPMG consultants to explore the value of blockchain within a digital strategy with their clients. The digital asset consists of three elements: 1. Blockchain news (on specific industries) and education. 2. A case checker: answering how interesting blockchain is for a specific case. 3. Session preparation, collecting data for the creative session. For the creative session, a workbook was designed consisting of three exploring assignments: finding stakeholder needs & values, creating a customer benefit statement and exploring cases to experience the value of blockchain in a tangible and explorative structure. The framework assesses the potential of blockchain in a certain context, simulates a discussion on its value and inspires creative thinking among KPMG consultants and its clients.

To prevent vision loss from eye diseases like glaucoma and retinopathy it is important to diagnose them on time. When you discover the diseases too late the vision will be irreversibly damaged. For this reason, diabetic people are screened preventively. In the past, this happened every year but now only every three years, all to save costs. Artificial intelligence is a promising technique in the field of eye disease detection, it is able to detect based on just a fundus picture if asymptomatic eye diseases like glaucoma or retinopathy are developing. It has the potential to make diagnosing these diseases easier and more affordable. But while AI systems often perform good in labs, the introduction in the real medical world often fails. This project focuses on designing an AI service around an AI eye detection algorithm using a human-centered approach. The goal is to create an AI service that fits and will be adapted in the clinical workflow of the different medical specialists. The project is done for the company Ksyos, this is a digital healthcare institute in the Netherlands. The service is built on top of their current ophthalmology service. The new AI service uses besides ophthalmologists and optometrists also opticians. Opticians will in the new service do the pre-diagnosis of eye diseases, they do this by taking a fundus picture and run it through an AI system. This will filter out a lot of people who do not need the expertise of an optometrist. In the current ophthalmology service, 90% of the people screened have healthy eyes. The AI service will not be just a screening service but will be a disease detection service, which means that the GP needs to count on the validity of the results of the system. To guaranty the quality, the AI system will split the patients into three categories, green for people with clearly healthy eyes, red for people who have a severe case of an eye disease, and orange for people who probably have an eye disease. The orange and red patients will be sent based on the severity of the disease and the kind of disease to an optometrist or an ophthalmologist. Explaining the results of the AI screening will not be the responsibility of the optician. The optician does not have the knowledge and the capabilities to explain the results calmly and clearly to the patient, Ksyos will take over this task from him. Ksyos will send a letter with the results to the patient that explains calmly and clearly what the next step in the diagnosis will be. While the optician does not have to interact with the AI system the optometrists does, he needs to understand why the AI system makes certain decisions. They need to know what the AI system has found and where. This way they can interpret the decision of the AI system and decide if they agree with this or not.