The RAI Amsterdam situated at the Europaplein is the Netherlands biggest convention center with a total of 115.000 m2 of exhibition grounds and 1.5 million annual visitors. Five times a year the RAI hosts events where the amount of exhibitors is to big to fit in the current buildings. At these moments pavilions are constructed at the Europaplein, the pavilions are there approximately 1/4th of the year. To strengthen the connection with the neighbourhood the RAI initiated project ‘De Plint’. This project is aimed at developing the borders of its property, both commercial and noncommercial for the coming years. ‘De Plint’ distinguishes two kinds of target groups, the ‘Moeters’, people who come at the RAI for their work, and the ‘Willers’ the target group who have nothing to do with the current operations of the RAI. As part of ‘De Plint’ this graduation assignment was initiated with the focus to enhance the experience of the ‘Willer’ at the Europaplein. The method used for this thesis is nudging, as Hansen & Jespersen (2013) describe: ‘Ways of influencing choice without limiting the choice set or making alternatives appreciably more costly in terms of time, trouble, social sanction, and so forth’. During the internal and external analysis of the RAI, the Europaplein and nudging, the future noord/zuidlijn commuter was chosen as the target group to design for. This target group is a result of one Amsterdam’s biggest construction challenges, the Noord/Zuidlijn metro, and the 22nd of July it will finally open. This metro will bring an estimated extra 7 million visitors to the Europaplein. Interviews with these future commuters showed that there is not a uniform way of prefered traveling by metro. The only thing their trips had in common was the frustration towards people who stand just outside of the metro station entrance. The biggest challenge that the RAI faces is facilitating these people through the crowdedness of the Europaplein full of pavilions from and to the Noord/Zuidlijn entrance. If this does not succeed neighbourhoods perception of the RAI will negatively be affected. Therefor the design statement for this graduation assignment was formed: “Design a nudging strategy that enables the future commuter to cross the Europaplein at full capacity to the Noord/Zuidlijn metro entrance the way they prefer” The nudging concept that is created is 3D video mapping at the pavilions of the RAI. The 3D mapping visuals attracts the eye of all the future commuters. The commuters can decide for themselves what their planning is. If they are being nudged and curious by the 3D mapping, the commuter can sit and have a look at the visuals. In this way they nudge the people away from the walking paths in front of the Noord/Zuidlijn entrance. When the future commuter is in a hurry the nudges can be neglected and walk over an obstruction free square to the Europaplein. The visuals will show all kinds of art created by local artist to strengthen the connection with the neighbourhood.

The research was performed in order to design a roadmap for transforming the departure hall, by researching the way KLM could improve the customer departure journey. Hall capacity needs to grow to accommodate for an expected increase in passenger numbers: for welcoming, waiting, check-in, and baggage processing. Design roadmapping methodology is used for performing initial context research, and for mapping user value drivers, new ideas for departure, and pathways to a future vision.  The company context is researched by discovering KLM values and by mapping stakeholders in departure. Passengers are the primary stakeholders who interact with staff at the airport, and perform check-in and bag drop tasks in the departure hall. By mapping flow, user routing in the journey is made clear. By combining these insights with literature on waiting, passenger behavior, the perception of waiting, and an action mapping exercise, a journey overview is created. In order to truly understand customer journeys, interviewing with passengers was arranged in the live environment. Journey mapping yielded a journey experience overview and four personas in departure with specific service requirements, motivations for assistance, and needs. Market research in the form of a competitor analysis and DEPEST research provides the trend patterning needed for future visioning. A problem definition of current departure at the airport is established by reflecting on the airline's ambition to be most customer-centric, efficient, and innovative.  Most important in design roadmapping are user value drivers; the unmet needs of future customers. Understanding these needs allows forward-looking enterprises to transform processes and services in time to create new value. By introducing the analogous customer experience of upcoming seamless grocery shopping, the design team engaged in a value mapping exercise yielding five key user value drivers: convenience, comprehension, choice, confirmation, and care. An envisioned future departure interaction is explained by imagining the functional and emotional benefits of future solutions according to these five value drivers. A three component future vision statement is provided. While the first half of the research focused on doing research and envisioning an improved future departure, the second part is dedicated to designing the roadmap. At this halfway point of the research, a switch from journey touchpoint research to changed strategic processes for new business development is made. Here, a roadmap offering a strategic pathway to the future is needed.  As the five user value drivers were found, what remains is mapping of new ideas for departure, and mapping of pathways to the future vision. For idea mapping, a tech scouting is performed in order to see what technology is available and to learn how these are relevant in reaching the vision. An integral ideation day yielded eight idea concepts spread over three horizons. The ideas aim at simplifying touchpoints, offering journey guidance, providing departure certainty and facilitate purchasing, shortening touchtime, and offering true care and recognition. Implications of horizon developments for a Staff of Tomorrow, and Operations of Tomorrow are explained.  These five themes in the mapped ideas shape the pathways to the three component future vision, or alternatively: the roads to follow to achieve the ambition. Here, the decision is made to construct two roadmaps for flexibility in creative dialogue: a strategic roadmap which quickly communicates vision outlook and strategic themes, and a tactical roadmap displaying full background information and concept idea information.  The two roadmaps are introduced and the approach and design choices are explained. A reflection on requirements set at the halfway point of the research is provided. Finally, the research is concluded by means of a discussion which provides a brief summary of the work, states the implications of the research, and suggests four follow-up projects, as well as future design sprint HCWs for moving forward with Departure of Tomorrow.  The thesis concludes with a reflection on the value of creative dialogue and roadmapping at KLM, and a personal reflection on the project. 

By 2029, a baggage handling capacity shortage at Amsterdam Airport Schiphol is expected due to the foreseen growth in the aviation industry. Research has shown that the current method of baggage handling already puts pressure on the baggage handling system and its stakeholders, resulting in critical peaks during the day, especially in the holiday season. Schiphol wants to optimize the current baggage handling process with innovative solutions since expanding baggage capacity with implementing new assets is not sustainable due to governmental restrictions. Research stated that 20% of the check-in baggage must be inserted into the baggage handling system before peak hours to realize the desired spread of baggage handling throughout the day (peak shaving). Schiphol can realize this if the check-in baggage arrives at the airport earlier than in the current situation. Therefore, passengers need to be nudged to change their travel behavior with hold baggage. Commercial baggage pick-up services exist in the market, and such a type of baggage service (BaaS) was the starting point of this research. The research question stated: How can we build a BaaS ecosystem in order to nudge passengers to use early entry baggage check-in services to make optimal use of the baggage handling capacity at AAS? Conclusions from this thesis indicate that Schiphol should collaborate with existing commercial baggage pick-up parties to use their infrastructure as part of the ecosystem. Secondly, airlines are the key factor in offering the baggage pick-up service to their passengers since passengers prefer to book the service as part of the travel booking with the airline. The challenge of the project was to design a unique baggage service concept that will be attractive for airlines to offer to their passengers, that will be valuable for passengers to use, and that will realize peak shaving. The challenge included identifying the role of Schiphol in setting up this ecosystem. A baggage home pick-up service is designed for passengers traveling with hold baggage, called the EASY TRAVEL service. The service is created to attract holiday travelers by responding to the need for convenient traveling without hold baggage to and at Schiphol. The EASY TRAVEL service consists of three features that provide extra value to passengers and help nudge them to use the service; a trustworthy and transparent baggage service, a reward & benefit system and personalized travel advice. This thesis recommended that Schiphol should take the lead in building the ecosystem by collaborating with the necessary third parties to provide the baggage service. By introducing the EASY TRAVEL service, Schiphol can influence the timing of processing check-in baggage to shave the expected capacity peak. Airlines will be the interface towards their passengers and will offer the EASY TRAVEL service as an additional service on their booking platform. Schiphol will develop an Application Programmed Interface (API) that will serve as an interface tool to support this ecosystem where the backend of the three service features is arranged. This API can be easily integrated by the existing apps of airlines and can be adapted to their own brand, making it attractive for airlines to implement it. An implementation roadmap is created for Schiphol, which emphasizes starting with a pilot of the EASY TRAVEL service and ecosystem with a few airlines who are interested in participating and one commercial third party. The evaluation and learnings from the pilot will help create a working and proven service that will attract more airlines and third parties to participate and realize the desired peak shaving on a larger scale by 2029.

In the era of increasing global connectivity, Schiphol Airport aims to transform into a Multimodal Transport Hub (MTH) to meet the growing demand for seamless travel experiences. This shift from the traditional hub-and-spoke model to an MTH not only enhances passenger satisfaction but also positions Schiphol as a leader in the aviation industry and the Dutch global city region. The transition to an MTH aligns with the global trend of promoting sustainable transportation alternatives, emphasizing the importance of integrating various transport modes to create efficient and user-friendly connections. Royal Schiphol Group (RSG) is committed to develop the world’s most sustainable and high-quality airports, reflecting the societal push for responsible transport systems. The mobility industry’s increasing focus on the intersections of various transport subsystems emphasizes the need for integrated services and a seamless journey experience. By adopting the role of an MTH, Schiphol can meet the evolving expectations of travellers. However, implementing a multimodal service and infrastructure is complex, and understanding passenger dynamics, constraints, and needs during intermodal transfers is crucial. Schiphol already serves as a hub between various transport modes, but there is a lack of insights into non-air travellers, including as bus and train travellers. To bridge this knowledge gap and enhance rail-bus transfers, this project aims to design a support system for the S&AP department of RSG. This system will provide valuable insights into traveller needs and desires during rail-bus transfers. These insights will serve as argumentation for decision-making in construction projects. Through these insights, Schiphol can make well-informed decisions to enhance passenger satisfaction, streamline the rail-bus transfer process, and ultimately solidify its position as a customer-centric MTH. The core objective of this project is the development of a support system that utilizes analysed data to present traveller preferences. To achieve this goal, various aspects require comprehensive understanding, which is categorized into three key themes, First, the support system needs to create value for RSG by providing insights relevant to the organization and ensuring these insights contribute to the company’s objectives. Secondly, the support system must be optimized for usability and interaction, ensuring that RSG employees can easily access the desired insights. Lastly, there needs to be a seamless integration of the support system into RSG’s workflow, system operation and digital environment. The support system should provide valuable insights but must avoid overloading users with information. Therefore, it focuses on three key aspects: differences between travellers, their needs and desires, and the transfer direction between bus and train. The system’s architecture enables users to specify their preferences and receive insights tailored to their criteria. To strike a balance between providing in-depth insights and maintaining a clear overview, the system categorizes traveller needs and desires into six main categories, with the option to explore detailed insights within each category. The system design has been validated through usability studies and consultations with relevant departments, aligning with the organization’s workflow. In conclusion, the project has successfully met all criteria, indicating that the support system adds substantial value to RSG.

To reach the ambition of becoming Europe’s Preferred Airport, Schiphol has set targets for the satisfaction rating of various aspects within the passenger journey. However, some of these aspects are scoring below target. One of these aspects that weighs heavy on the overall assessment is the (process of) baggage reclaim. Aside from the actual waiting time, the most mentioned pain point within this process step is the ‘course of events’, rereferring to issues with crowding and congestions. Research shows that waiting in a crowded environment will cause discomfort and strengthen negative emotions. Problems with crowding are in many cases related to human behaviour. Most of our behaviour follows from subconscious decisions and mental shortcuts. As such, pedestrians automatically take the shortest route, the route of least resistance, the most direct route or just follow others. These behaviours can explain multiple bottlenecks and issues with crowding within the current reclaim areas. To prevent or mitigate these issues it is required to achieve a behavioural change on the passengers’ side. Behavioural interventions can be used to steer these automatic decisions and nudge the desired behavior. This project explores if- and how behavioural interventions can mitigate or prevent problems with crowding in order to smoothen the course of events. The insights can be used to enhance the passenger experience for the development of the A-area as well as the existing infrastructure. The preliminary design of the A-terminal is compared on similarities with the current reclaim areas in order to determine the probable bottlenecks. It resulted in six objectives that - if achieved - either create a better distribution of passengers or prevent crowding around the baggage carousels. A behavioural intervention is proposed for each of these objectives. By means of a field experiment one of the interventions is tested and validated. An overwhelming majority of passengers in reclaim area 1 tend to use only one out of two exits. It leads to a messy customs process and stagnation in passenger flow. The intervention aimed to redirect passengers to the second exit by making use of floor markings and additional signage, prompting passengers to ‘skip the queue’ when it started crowding. The first results suggest that nudges are indeed capable of steering passenger movement and path choice. However, iterations should be made on the design in order to improve its effectivity. If the effect is strongh enough, it might make crowd controllers at this area unneccessary. Overall, behavioural interventions seems to be a promising area for experiments and innovation within AAS, especially when congestions and process time are mostly dependent on passenger behaviour.

This thesis describes how contractors in the water construction industry can capture and store performance information to present in tenders for Best Value projects. It describes which performances are relevant to present in such tenders, how performance information can be captured during projects and how performance information can be stored within the contractor's organisation for presentation in Best Value tenders.

The growth of a supplier is restricted when buyers have unmet expectations and thus frustrating experiences during the dyadic (between two parties) interactions. Hence the establishment of buyer-supplier relationships is limited. The organisational challenges of a supplier have a negative impact on the conveyed service quality. Customer orientation can create superior value for the customer and thus the service quality. This graduation thesis approaches the challenge from the underexposed perspective of the supplier. The assignment aims to design a framework for supply organisations to enhance and implement customer orientation in buyer-supplier dyads. More specifically, it analyses and designs how the conversion phase of a Dutch service supplier, Pezy Group, can be more customer-oriented. In the context of the case study, customer orientation is the extent to which the supplier prioritises the customer’s expectations and applies its knowledge of the customer in the organisation to create a positive experience. The conversion phase is defined as the process of translating the buyer’s development request into a proposal for executing the project. The proposal concerns the service Pezy Group offers, in this case, integral product development projects. From the analysis, it becomes apparent that different customers and their intended interaction result in various expectations and requires the supplier to organise their processes accordingly. A design goal is formed based on the defined and selected buyer-interaction archetype Structured Sophie. A framework is developed utilising participatory design methods, resulting in archetype specific customer journey of the conversion phase and an implementation roadmap for Pezy Group. Multiple validation sessions were organised to measure the expected impact of the future scenario on the customer orientation and thus service quality. Internal and external participants were selected (n=12) to evaluate the customer journey of the conversion phase using Likert scales. The results showed that the proposed design changes of the customer journey contribute to Pezy Group’s enhancement of customer orientation in buyer-supplier dyads. Archetype Structured Sophie has a product development request focused on conceptualising, gathering insights, and intending a transactional relationship for the execution phase. The results of the validated design indicate that for Pezy Group to enhance and implement customer orientation, the following organisational changes must occur. This thesis concludes that a change of roles, in which the operational support is empowered to establish and manage the Sophie buyer-interaction archetype, will enhance the experienced customer orientation. This change is enabled by the support of the account responsible and the usage of standardised proposals during the process. The delivered archetype specific framework concludes that the conceptual customer journey and implementation roadmap, once executed, increases the service quality of the buyer-supplier interactions, supports the conversion phase related activities, and may indirectly contribute to the degree of profitability of Pezy Group. Implementing the proposed changes by change management methodologies is recommended, as indicated in the roadmap. Since this graduation thesis is based on one case study, future research is required to investigate the generalisation of the recovered insights and the designed framework.

KLM, a Dutch airline, is renowned for their high levels of services and customer experiences. With their purpose ‘moving your world by creating memorable experiences’, maintaining those high levels of services is important. Cabin crew is for a big part responsible for those high levels of services. Making cabin crew feel the best of them and reaching optimal staff behaviour are therefore important goals of their managing department Inflight Services. For that reason, many tools for cabin crew have been developed and KLM has gone through multiple digital transformations. Although much effort is put into creating the optimal working climate, cabin crew suffers from information overload. This has led to the aim of this graduation project, namely reducing information overload among cabin crew. The thesis followed the X way of working. Starting with the SHERLOCK phase, a literature review and a channel, organisation and crew analysis has been done. The analyses showed factors playing a role in the occurrence of information overload. Additionally, it showed that channels are used by the organisation as a gate to push information to crew, while cabin crew wishes to pull the information according to their needs. This has led to the design challenge ‘making cabin crew feel up to date’. The intended solution should guide the organisation in becoming more crew centric, understanding the cabin crew needs in regards to information and with that move from a push to a future minded pull strategy. The following MICKEY phase aimed ideating solutions. The future vision was specified and learnings were drawn from strategies applied by other companies. The phase closed with a set of hypotheses. In the LEGO phase, the hypotheses were tested with minimum viable products. These tests showed that needs of cabin crew differ per phase of the journey and what the exact needs in each phase of journey were. The following DUMMY phase aimed at translating all these findings into a framework for the organisation and tangible solutions for crew. In multiple design cycles, the DUMMY phase closes with The Information Compass. The information Compass is the final deliverable of this thesis. The tool includes information-needs of crew per phase of the journey and can be used by the organisation to navigate those needs. The tool is written in the same style as the branding strategy and with that aims at creating coherence between the communication and organisation strategies. Ultimately, the tool aims at making cabin crew feel up to date. The information compass comes with a guide and 10 cheat sheets; one for each action crew undertakes. The cheat sheets give explanation about the needs and a clear, tangible example fulfilling the needs. The validation phase showed that cabin crew are enthusiastic about the solutions designed. The organisation values the solution and aims at using the tool to become more crew-centric in the way they send information and in the developed apps, and with that make cabin crew feel up to date. The thesis concludes with recommendations for future designs.

This master thesis is part of the Horizon 2020 funded research project Personalized Airport Systems for Seamless Mobility and Experience (PASSME). The goal of this research project is to reduce door-to-door travel time for passengers (PAX) traveling within Europe by 1 hour and at least improve the overall travel experience for 70% of all PAX. Earlier research has indicated that by eliminating traditional luggage actions and processes from the PAX’s journey, an average of 32 minutes can be saved. Through the introduction of a door-to-door luggage service, PAX are enabled to send their luggage ahead of their journey. Thereby, eliminating the need to travel simultaneously with their Check-In luggage and bypassing all traditional C.I. luggage processes. This research focused on which customer segment should be target, how this service could be realized from a hospitality perspective, and how a marketing strategy can be designed to drive service adoption. The adoption of new product and services are dependent on certain risk and acceptance criteria (Evans et al. 2013). Through qualitative research, it was found that the most important risk and acceptance criteria related to the door-to-door luggage service, where the level of compatibility, trialability, relative advantage, financial risk and functional risk. Research showed that the majority of PAX have a specific booking order when it comes to booking their trip, in which they first arrange their flight and ancillaries after which they will book their accommodation. Combining this problem with the lack of general awareness concerning door-to-door luggage services means that the chances that a PAX will book a luggage ancillary through the accommodation supplier is slim to none. An analysis of the hospitality sector showed that Tour Operators are hospitality establishments that are fully vertically integrated and manage their own booking flows. Moreover, as families traveling with young children is an important customer segment for such establishments makes them the perfect hospitality business to offer the service. A study in ancillary strategies identified that more expensive ancillaries can be seen as extravagant and too expensive far from the use state (Travelport, 2017). Thus, the question arises how to convince PAX to make use of a more expensive luggage ancillary, without prior experience or knowledge, and far from the use state. Instead of trying to sell PAXs an expensive luggage ancillary without any prior knowledge or experience, it is suggested to offer PAXs who have bought regular luggage ancillaries with the ability to have their luggage shipped back-home on their return journey. Therefore, the initial experience with the service is seen as a priming tool to drive returning purchases for the next holiday. Thereby, creating a more loyal customer base. To realize this back-home service, a new online customer journey was designed which acts as an extension of the current app and online platform of the Tour Operator. Additionally, a set of offline touchpoint were designed to approach PAXs who were not able or reluctant to make use of the online touchpoints. Furthermore, to create more awareness and drive recurring sales a referral strategy was designed in which both the sender as the receiver of the referral are rewarded. Thus, stimulating further ancillary sales and create brand loyalty. To help implement both the back-home service as well as the referral strategy a blueprint explaining the necessary resources and processes is developed.

Due to globalisation and technological advancements, the world is becoming increasingly complex. Volatile, uncertain, complex and ambiguous (VUCA) environments have called for organisations to become more agile in order to survive and compete in such changing environments. Large organisations are at particular risk for becoming stagnant due to operational inertia. In order to combat this and achieve agility, dynamic capabilities are developed. These capabilities allow an organisation to more effectively and efficiently change to incoming threats or opportunities. Such changes create uncertainty and insecurity amongst employees which translates into higher employee turnover and decreased performance. Stability therefore needs to be provided for individuals, while achieving dynamacy for organisations. This paradox of dynamic stability drives research into understanding relationships and effects caused by disruptions. Covid-19 is used as an extreme use case in order to create these understandings. After primary and secondary research conclusions were developed, a conceptual framework was developed in order to orchestrate capabilities. This aims to help speed up the time taken for opportunities/threats to be translated into outcomes. This also aims to help improve the depth, diversity and accuracy of these outcomes.

The research aims at designing an approach to support process developers at Schiphol Group to effectively incorporate their stakeholders within their project. The introduction of a common use departure hall at Amsterdam Airport Schiphol, has been a use case to explore the potential of the Frame Innovation method by Kees Dorst (2015). A proposed framework and facilitation tool for Process Developers is the result of adjusting Frame Innovation towards a feasible workshop facilitated by Process Developers.

This thesis has the goal to improve the commercial wayfinding at Schiphol. Commercial wayfinding entails tertiary wayfinding activities, which are not related to the travel process (shopping, eating/drinking, relaxing), whereas functional wayfinding gives information about passenger activities related to the airport process. Individuals can find satisfaction and enjoyment from the (commercial) wayfinding activity itself, which is referred to as recreational wayfinding (Fewings, 2001). This thesis explores how recreational wayfinding can enhance the passenger’s experience during their waiting time at the airport: Passengers at Schiphol seek pastime to fill their waiting time before their flight departs. They are looking for activities to do in the lounges, but mostly visit the known locations such as shops and restaurants (current territory). Many passengers just visit the shops only to have something to do and to counteract the boredom, without the intention to buy anything. However, Schiphol has many other (free) services to offer, which most of the passengers are not aware of (hidden gems). The existence of the commercial services (e.g. Rijksmuseum, Airport Library, Nemo, spa) surprises the passengers and they would like to be notified about their existence and location, so that they can visit them (territory to discover). Currently, the commercial services are not intuitively found, as passengers do not know that they exist. But even when actually searching for the services, the current wayfinding does not suffice and does not easily guide the passenger to the services. The digital wayfinding solutions are user unfriendly, as not all facilities are included, routeplanning is not possible and filtering options are limited. To solve this two-pronged problem, an integrated concept for wayfinding and awareness has been developed. A locative audio tour which leads the passengers along hidden gems in lounge 2 has been developed. Passengers experienced the audio tour as calming, explorative and eye opening. To raise awareness among passengers about this audio tour, a concept for awareness was created and tested.

The client and contractor have to take on a new role in Best Value projects, and this is not as comfortable or intuitive for everyone. People can behave irrationally in conflicts, but conflicts are bound to happen in projects. The objective of this research was to design a set of actions to prevent conflicts in Best Value projects. The first part of the research focused on identifying the main causes of conflict in Best Value projects. The data was gathered through semi-structured interviews with fourteen project managers from clients and contractors to understand how conflicts originate and evolve in Best Value projects. The analysis showed two causes of conflict in Best Value projects. (1) The lack of involvement of the client’s client leads to unnecessary process- and technical-related conflicts during the execution phase. Often the conflicts occur after tasks are completed, and the hand-over takes place. (2) Best Value forces the contractors to prove their trustworthiness towards the clients. However, contractors often do not continue to prove their trustworthiness, which makes the client anxious. This will lead to traditional and controlling behaviour. A set of actions was designed to help contractors and clients to prevent conflicts in the execution phase of their Best Value project. The interviews and expert sessions are the input for activities that could be used. These activities were analysed to identify actions for the clients and contractors in Best Value projects. The actions focus on making sure that the client’s departments can be involved in the projects or on building cognition-based trust during the project.

The European Airline is a big company that focuses on efficiency, sustainability and customer experience. Its department DS strives to make the company smarter and more efficient. They create value by experimenting with technologies and methodologies, delivering products into people’s hands, and transforming the way of working. My project was conducted as part of the Portfolio Management team within DS. The Portfolio Management team enables decision-making on priorities and guides delivery of value. On assignment for DS, my intent for the project was to design a concept that quickly generates and shapes initiatives, and creates insight into their potential value. The project started with framing the problem. During the literature study, I concluded that three studies were leading for this assignment. Elements of successful portfolio management are described by Cooper et al. (2001) as strategically aligned, maximum portfolio value and portfolio balance. This can be achieved by having a portfolio mindset, being agile, and focusing whilst generating and shaping initiatives (Kester et al., 2011). The elements of portfolio orientation and structuring proved to be essential for the assignment as well (Meskendahl, 2010). I conducted external interviews, during which elements from literature gained meaning within the assignment. I discovered how the elements of Cooper et al. (2001), Kester et al. (2011) and Meskendahl (2010) could be applied within the context of the problem. I concluded that all insights obtained could be divided between strategically aligned, maximum portfolio value, portfolio balance and portfolio mindset. The underlying drivers of these elements led me to define design criteria. Different combinations of ideas resulted in four concepts, including the frame toolbox concept. The frame toolbox aims to transform the Frame Creation method (Dorst, 2015) into a tangible product, where initiative owners feel supported in the rapid generation and shaping of initiatives with maximum value as output. I subsequently developed the frame toolbox concept within DS’ context by testing its assumptions, hypotheses and challenges. This testing resulted in finding a connection between the frame toolbox and DS’ resources. This iterative design process led to my final design of Blink. Blink is a digital toolbox that transforms all types of innovations into valuable focus points for product teams. It quickly exposes problems, themes, solutions, and opportunities to their core and maximizes their potential value. By implementing a simple step-by-step plan, new opportunities are shaped that align with DS’ strategy. Blink helps participants to reframe their mindset by discovering the drivers of initiatives to define where the “real” value lies. This value is assessed by the value check tool. Focus points are evaluated on desirability and viability; this clearly shows its potential value. A portfolio mindset among employees is ensured through Blink’s structure and transparency. Blink can be performed in small and large groups, both online and offline. It enables participants to act flexibly due to the short turnaround time. It prioritizes speed, as it focuses on rapid screening of the initiative’s potential value. This thesis describes the process I followed in developing Blink and concludes with an implementation plan, a final reflection, Blink’s limitations, and recommendations for future designs.

Due to the growing amount of air traveller in the coming decades, there is an increasing interest to improve the experience of the passengers. Especially travelling with hold-luggage is a big pain point and stress factor for passengers’. A new way of looking at this problem is providing a baggage pick-up and delivery service by independent baggage courier companies or by a collaboration of a airline and local courier company. Generaly, this trend is unknown to passengers. The project client for this project is SITA. SITA is a well known IT and hardware solution developer, who serves aviation customers worldwide. Instead of letting airport and airlines develop their own baggage service, SITA could be a party who offers an universal service. However, this trend is unknown territory for SITA, and they have limited understanding of the experiences of passengers. For SITA it is interesting to be inspired of how a baggage pick-up service would look like and what their role could be. The pick-up moment is a critical moment in the service journey. In a short time-span, the service needs to leave a good impression, exchange the baggage and check it in. Then, the courier needs to be on its way again, and the passengers should be left behind with a good feeling. Especially this exchange feels unequal for the passengers. This resulted in the following research question: How to facilitate a trustworthy moment for families to ‘hand-over’ their hold-luggage to a first-mile baggage service (home pick-up to arrival airport delivery), so they can travel carefree to their destination. In the designed service concept the passenger and courier identify each other with the use of a chip that is connected to a platform; where the data is stored and distributed to the partners of the service. By checking the baggage allowance and securing an Electronic Bag Tag to the luggage a check-in experience is enhanced. And prepares the passenger for a paperless and self-service future travel. Moreover, the passengers get access to the Bag Journey Planning to maintain tactile visibility over their belongings. During the moment the helping-hand attitude of the courier is crucial for the customer experience. The interaction is supported by, a SITA, API cloud platform that makes the communication; sharing and usage of the data-sets, possible at this moment. Additionally, SITA offers a standard interface, through which partners can access the platform, that is runs on the own application of the courier partner. The biggest challenge for SITA is to manage all the API calls the couriers’ devices make, especially when the amount API calls per minute grows, the use of a baggage home pick-up service grows. Nevertheless, the proposed role lays within the core activities of SITA. The validation with the target group revealed a rising positive development from the moment the courier arrives at the door and leaves with the bags. The participants were enthusiastic and had faith in the service quality. They called it: customer-friendly, easy, personal, and therefore they would go on holiday with a more secured feeling. The project showed an exciting potential for SITA to be a disrupter in the aviation world and offer a universal baggage service. However, there are a few to-do’s for continuing the project: Develop a tactical roadmap, construct a business case for the EBT, research the needs of the courier, and search a case owner within SITA.

Introduction An assignment for Royal Schiphol Group, the project aimed to create a future vision that aligns all stakeholders towards a shared ambition to transform towards a multi modal hub as well as identify user needs that could facilitate new strategic initiatives for Schiphol group as a MMH. In order to create the future vision a trend analysis and co-creation workshop was conducted that resulted in insights such as; 1) Water Natives due to increase in water levels, redefined work culture due to remote workers and 3) isolation over socialisation. Stakeholders reacted to these trends which led to insights such as; 1) People will remain resilient, 2) congestion might increase if not dealt with properly and 3) the future is experience economy. Future Vision Based on the research, a future vision for RSG’s MMH was created that states, ‘‘By 2050, Schiphol Group should envision, a flex mobility ecosystem that adapts to situations and user needs resulting in an antifragile way of working. The goal is to create tailored services and seamless experiences for users and passengers. The ambition is achieved by increasing proactive collaboration, on time network performance, and decentralizing hub functions.’ Strategic Solutions The future vision can be achieved through strategic solutions such as; 1) Preparing change by creating a team of strategic advisors. 2) Proposing initiatives significant to transformation of a MME by creating a digital platform. 3) Facilitating change by creating a better experience for their users through pop up experiences. In the process learning and gathering new insights that could lead to expanding into new opportunity windows. These solutions perfectly fit RSG’s overall vision of having the most sustainable and high quality airports in Europe. It also allows RSG to implement multi modality correctly, anticipate the transformation of the mobility industry and design a user centred multi modal ecosystem.

Company performance measurement is fundamental for decision-makers to monitor a company's performance and to solve management problems. The evolution of company performance measurement tools started from a pure financial-biased framework. The first generation of company performance measurement tools was achieved through supplementing the traditional financial measures with non-financial measures. The second generation addressed the dynamic of value creation by investigating transformations of resources. Both the first and the second generation showed appropriateness in how they reflect the realities in companies. The third generation emphasized the business-oriented methodology to real free cash flow activities. This dissertation, that will present a fourth generation company performance measurement tool, has a focus on motor vehicle manufacturers (MVMs) due to its economic significance and its environmental impact during vehicles' production.@en