With the rapid development of society, complex problems are becoming increasingly visible such as climate change, energy shortage, poverty, and migration. Many organizations are cooperating together to solve these problems because it is impossible for one organization to handle all the different expertise and skills. The projects that consist of lots of organizations working together to solve problems can be called multi-stakeholder projects. It appears aiming to solve complex social challenges of sustainable development. With multiple stakeholders, the stakeholder management becomes more difficult. It is essential to know what does each stakeholder desires for enhancing collaboration and satisfying stakeholders. Among these desires, stakeholders desired values are crucial to identify because values are the reason behind stakeholders’ actions and decisions. The LIFE project is a typical multi-stakeholder project initiate by the City of Amsterdam and AMS Institute as the leader of Stakeholder Engagement and Inclusion. As an important part of stakeholder engagement in multi-stakeholder projects, this project aims to make contributions in identifying stakeholders’ desired values in the multi-stakeholder project. The Barrett Model about organizational values is the key academic support of this project. It’s used as materials to build the concept structure and as the basic for developing details of concepts. Literature from some other fields has been studied in this project to generate insights for eliciting desired values from stakeholders. This project ends with a final strategy concept, the Stakeholder Value Identification (SVI) Process, which applies various intervention to increase stakeholders’ willingness and ability to express their desired values and uses a closed-ended task as the core of the concept. The concept could be used not only in this stage of the LIFE project but also other stages, as well as other multi-stakeholder projects.

The creative industry is growing faster then before, start-ups are popping up from everywhere and many incubator and accelerator programs try to support innovative ideas to become a success. The construction sector is also growing, which means that there is also room for starting architects to benefit from this. However, the crisis caused that projects are scarcer than before, which forces starting architects to enter the market with a more commercial attitude. Professionalization and commercialization in the already ‘established’ architectural firms is nothing new, but it is still relatively unknown how starting architects deal with this. This research explored what the business model of starting architectural firms characterizes in the Netherlands. With a questionnaire, insights have been gained regarding the explicit characteristics of starting architectural firms in the Netherlands. According to six case studies the business models of these firms have been studied. Three important characteristics emerged from this research. Firstly, starting architects are often strongly focused on the value proposition and client aspect of the business model. Defining a market position with an appropriate customer profile appeared to be difficult for these firms. Secondly, the epic center (starting point within the business model where change occurs) often lies in the client aspect. In the start-up phase, the business model is mainly determined by what the client demands and less from the value proposition of the firm. The latter characteristic describes a mis-match within the business model of starting architects. Often starting architects have a certain vision and mission, but they generate most of their income with projects that do not fit. With time, experience and an increasing professional network, a transition takes place in the above-mentioned characteristics. This shift indicates a transition from start-up to scale-up. The advice to starting agencies is to consciously draw up a business model. This improves goal orientation and effectiveness, which are important factors in the start-up phase. In short, making a creative new idea a reality requires more than just the idea. A business model contributes to the strategic realization of this, which also makes the agency stand out in the current market.

This project has explored how design can be of added value in early phases of innovation in the context of the startup studio We Are Builders. Insights were gathered from multiple sources to analyse the project scope and explore opportunities. The goal of this graduation assignment is to create a method to execute ideation that We Are Builders can use to exploit opportunities when an idea pops to mind. A startup studios form a new structure of innovating. Startup studios launch multiple startups based on a systematic approach from spark to launch. This research will build on the findings of Kohler and Baumann (2018) explaining the organisational level of a startup studio in a scientific manner for the first time. This research adds to the research on innovation structures by creating a deep insight into the startup studio ideation process. This graduation assignment used the principles of action research to both work with the company and also executing research. This resulted in me being a design researcher creating a ideation strategy for We Are Builders as well as being a researcher in the team of the new We Are Builders startup simultaneously. This new startup is currently in the ‘ideation’ phase of the startup studio model. This double role allowed me to use the new startup as a test case to explore how design can be of value during the early phases of innovation while researching the topic. To understand where the current ideation strategy of We Are Builders is overlapping or differing from competing venture builders and the process of design, processes are analysed. Via literature research, the process of design in a business context is analysed. Afterwards, literature on innovation will form the basis to create context understanding to be able to link this project to the broader innovation context. A multiple and single case study research to the startups launched by the We Are Builders team in history showed that We Are Builders currently lacks a moment of problem definition in the innovation process. Without stating a clear problem definition and validating this, it is unclear if needs and wishes of clients involved later in the process are representative for a broader market. Because a clear problem definition and method to document research findings is missing at We Are Builders, entrepreneurial bias overrules the research outcomes. This focus on problem framing and exploring opportunities resulted in the design of a framework for explorative research. This explorative research framework combines the explorative and user-centered nature of design with the practical and direct way of entrepreneurial research. This research method can support a group of entrepreneurs to approach research in early phases of innovation in a structured, holistic way. The solution of this graduation assignment applies design in early stages of innovation, to give startup studios the confidence to execute theses stages in a design led way in the form of IGNITE!. IGNITE! consists of a explorative research approach booklet (minimum viable product), a digital wireframe of the process flow (prototype) and building plan to translate the minimum viable product and the prototype towards a digital platform for explorative research. of the IGNITE! Explorative research method. With these deliverables, the startup studio can start testing the research method today and explore competitive advantages of translating the method to a software platform in the future. For the scientific world, this research gives insider insights in how a startup studio approaches innovation, focussed on the fuzzy first phases of innovation. The research showed that design can be of added value to innovation in translating knowledge to insights in a holistic, end-user centered and co-creative manner. Design stimulates entrepreneurs combine divergent and convergent activities, to share findings and preform research in a explorative and collaborative manner.

We live in a world in which chronic diseases are on the rise. Yet, improving personal health behaviours is a long-term goal, that is often undermined by alluring offers that provide instant gratification and other more pressing day-to-day matters. Often it is not the intention that is missing to change personal health behaviours, but there is much evidence that highlights a gap between what individuals intend to do vs. what they actually do (Sheeran, 2002). There are many existing behaviour change tools that provide the “solution” to a problem, yet no one solution will be effective for everyone (Hekler, Burleson, & Lee, 2013). Especially when considering health behaviours, that need to be sustained over time to have significant impact, it is prudent that interventions fit our goal, our ever changing lifestyle and are enjoyable (Phatak, 2019a). An alternative approach is to give individuals the tools to self-experiment with interventions, and through this, find interventions that work for them to establish a lasting effective behaviour change. This project explores self-experimentation (SE) as a method for helping individuals change their personal health behaviours. A research through design approach was used to answer the questions: (1) What is self-experimentation and why is it needed? (2) What does self-experimentation result in and how can it contribute to individuals achieving sustainable health behaviour change? And (3) how can design facilitate individuals to self-experiment? In alignment with these questions, this project yields three significant outcomes: First, a new take on self-experimentation was discovered; one that addresses the limitation of existing approaches and caters to the needs of people trying to change their health behaviours. User research into how people go about navigating their health behaviour, and the kind of evidence they need to make decisions revealed that: (1) People generally navigate their health behaviour through intuition. (2) People who practice self-experimentation, are not seeking to answer a hypothesis, but simply want to find an intervention that works for them, explore different options and learn about themselves in the process. (3) People can determine whether or not an intervention works for them simply by trying it out. This reveals if the intervention helps them achieve their goal (i.e. is effective), whether it fits into their lives and with their personality (compatibility) and whether they enjoy it. These insights created a premise for a new approach which was labelled “Explorative Self-experimentation”. It differs fundamentally from the existing “quantitative” method in that it omits the key ingredient of a data-driven scientifically rigorous objective evaluation of the effectiveness of interventions, and instead harnesses the intuitive evaluation formed by a user’s lived experience. By observing 14 participants undergo four weeks of self-experimentation, a set of 13 phenomena were uncovered that engaging with Explorative Self-experimentation results in. These can be summarised in five statements: Explorative Self-experimentation helps people (1) take incremental steps towards a long term goal, through (2) trial and error to success. It (3) leads people to get to the heart of the issue, (4) discover new perspectives and attitudes towards their own health behaviours and (5) find support along the way. These phenomena were linked to prominent behaviour change theories in the context of health in order to establish how explorative self-experimentation can contribute to individuals changing and maintaining their health behaviours. Finally, the research through design process involved creating three sets of prototypes that explore how to facilitate individuals to self-experiment with health interventions. The design process and the testing of these prototypes revealed three lenses from which to tackle facilitating self-experimentation: (1) designing for the process, (2) designing for different scenarios or stages of change and (3) designing for the underlying needs and values of people trying to change their health behaviours. As part of this third lens, I presented seven concrete starting points for designers to facilitate self-experimentation, linking the underlying values and needs to key ingredients design can provide. The compilation of these outcomes aspire to answer the research question of how design can facilitate SE: Designers can provide guidance through the process, designers can help initiate SE, help people maintain their efforts over time to find something that fits, or help turn fitting solutions into habits. Designers can cater to needs and values by providing guidance, incentives and inspiration over time, by making room for personal growth and flexibility, fostering personal attachment and by forming a resilient mindset. In conclusion, this thesis uncovers the potential of Explorative Self-experimentation and how to facilitate it. It presents a meta-strategy for helping individuals change and maintain personal health behaviours, and through this hopes to contribute to improving health both at an individual and societal level.

Strategy is used by organizations to adjust to emerging challenges and opportunities in the market environment. Due to a more rapidly changing market caused by globalization, strategy has become increasingly important. Organizations often struggle to implement strategy successfully caused by difficulties with the transition from the strategy formulation phase into the realization phase. Fully involving the employees in this phase appears to be challenging, they are often not properly informed or do not understand the strategy. The main objective of this thesis was to create a holistic and practical solution which improves the realization of strategy by motivating employees to contribute. The solution was designed to be usable by Strategiemakers (the client) as well as by organizations themselves. In order to design the solution, a theoretical research and empirical research were conducted to create an holistic understanding of the strategic process and triangulate insights. In literature three main phases of the strategic process were identified: Strategy forming – Guiding policies – Realization. These phases were specified by researching the strategic process of four highly varying organizations, which uncovered six challenges in the realization phase. From these challenges was decided to focus on the troublesome activity of triggering the employee to contribute to the strategy, since a solution for this lied in the reach of this master thesis. Insight into the perspective of the employee on the strategic realization phase provided knowledge on how to improve their motivation for strategy realization. Three parts of this perspective were researched: the influence of the organizational context the employee functions in, the employees' experience of the strategy and general motivators of the employee. With these insights, a holistic and practical solution was designed to facilitate organizations in triggering their employees to adventure in strategy realization. This solution is based on the idea of enhancing the employees' intrinsic motivation by creating a win-win situation for them and the organization. Through six steps the organization is facilitated in linking the personal development of the employee to the strategic objectives which addresses the intrinsic motivation of the employee. In the designed trajectory, the organization is aided in the specification of their strategy by determining which skills and capabilities are needed for the realization. Next, the employees are guided in the discovery of their desired skills and ambitions. Lastly, the canvas kit facilitates the process of making a connection between the employees' desires in development and the skills required for the realization of the strategy.

As design challenges are becoming more and more complex, we aim to solve them by including an increasing variety of perspectives and opinions into the creative problem-solving process. Co-creation aims to achieve this by involving stakeholders throughout the process. Including all these different opinions makes co-creation activities increasingly complex, risking the quality of the outcome (Agueverre et al., 2020). This thesis aims to unravel the complexity of these activities in designer-client co-creation projects. The designers targeted in this study are the designers of the consultancy Unplugged, based in Amsterdam. Unplugged aims to discover business opportunities together with their client, to take steps towards transformation. The assignment from Unplugged was to perform research into the ideation phase, as this is often experienced as difficult in practice, especially in the context of co-creation. Through semi-structured interviews with the designers of Unplugged and several extensive literature reviews, three iterations were performed to get to the core of the complexity. The first iteration showed that the design proces, as a designer wants to perform it, is continuously disrupted. Three disrupting factors were identified: 1) the projects are stuck between design and research, 2) the client does not have a sufficient understanding of innovation, and 3) the designers do not have enough influence on the projects. From these factors, it was concluded, in the second iteration, that there is a lack of autonomy for the designers of Unplugged. Based on this insight, an extensive literature review was conducted to discover the cause of the lack of autonomy. This literature review showed that there exists a tension between autonomy (independence) and conformity (obedience) in the context of social trusteeship (acting in the best interest of the client), or: “Do you give the client what they ask, or what they need?” Through synthesis it was revealed that this tension is strengthened by the difference in perceived status of the respective members of the co-creation team and a misunderstanding of each other’s expertise. This difference leads to a power imbalance in which the designers have taken on a facilitating role, whereas the client takes the dominant role. Resulting in the client taking over the project and limiting the input of the designers expertise. In the third iteration, roles are introduced for both the designer and client. These roles aim to ensure that each actors expertise is used in the correct way and at the correct time in the project by eliminating the power hierarchy in the project, through dialogue. Based on these roles, a new approach is introduced to designer-client interactions in which a rich understanding about each other’s expertise is created. In conclusion, this thesis proposes a new approach to designer-client co-creation projects based on roles. This new approach aims to free designers from their facilitating role by creating a rich understanding between designer and client through dialogue.

Our world is changing rapidly in various ways, forcing organizations to engage in continuous change to stay relevant. Therefore, it has become an essential capability of organizations to engage in and attempt to manage change to remain successful and sustain their existence (Stouten, Rousseau & de Cremer, 2018; Coughlan, Suri & Canales, 2007). Due to the increasingly fast-changing market demands, organizations recognize the need for a more outside-in approach in order to increase their resilience. This is why the customer-centric approach gained popularity (Ambaram, 2013). In order to become customer-centric, organizations need to enhance their customers’ experiences. As service design offers the means to improve customer experience, service design has become a capability that many organizations attempt to acquire (Ostrom et al., 2015).Initial assignmentA few years ago, Koos developed their service design maturity model: a model that describes different growth phases an organization can go through while trying to embed service design within their organizations, and the elements that affect this process. In order to realize the ambition of becoming a more strategic partner that guides organizations through customer-centric transformations, Koos feels having a solid maturity model could serve as a backbone. The expectation was that the model could both serve in order to predict in what way an organization should change, but also to “sell“ the transformation proposition. Therefore, the main objective of this thesis assignment was to validate and improve Koos’ maturity model, and identify how the model could be servitized by Koos. Reframed assignmentHowever, initial exploration through interviews with experts and Koos’ designers, combined with findings from literature, pointed out that the key stakeholders may have made the assumption that a maturity scan is what they need in order to concretize their transformation offer. However, Koos’ service designers and interviewed experts pointed out a more fundamental problem: the feeling that Koos might be missing skills that are essential in order to be able to help organizations transform. On top of that, literature research made clear that creating maturity models that accurately indicate how an organization might need to transform, or indicating how “mature“ an organization is, is impossible since every organization is different and requires a unique approach. Therefore, the new problem statement, formulated as a question, became:What does Koos need to do differently in order to enable organizations to become more customer-centric through service design, in order to form a more strategic, long-term collaboration with clients?Opportunity gapto focus more on exploring the organizational context elements to understand clients’ as-is situation, instead of trying to assess the context elements to indicate a maturity level. In that way, they can secure better implementation and thus enable clients to become slightly more customer-centric project by project. This will help Koos to concretize their transformation proposition in three ways:First, exploring the as-is state of the organizational context will enable Koos to improve chances of implementation, and thus make a more transformative impact. Secondly, having the as-is state made explicit will also enable Koos to express the transformative impact of service design to clients after a project has been implemented. Thirdly, more experience with implementation and organizational change on project scale will give Koos the expertise, the organizational sensitivity and credibility needed to serve as transformation consultants in the future.Organizational context framework and MiroBased on findings from 4 case studies compared with findings from literature and a co-reflection session with 24 of Koos’ employees, it was decided to design a framework that would explain which organizational context elements service designers should take into account in order to secure better implementation, and when and how they should embed exploration of these context elements into their double diamond design approach. This resulted in the Organizational Context Framework as shown in figure 1. The framework shows how designers should adress implementation from day one, by performing 3 different actions regarding the organizational context: exploring, aligning and anchoring. In order to enact the framework, the Organizational Context Reflection Miro has been designer. This Miroboard serves as a living document, in which the design team goes through a weekly reflection of all three organizational context actions. In that way, continuous alignment between the organizational context and the project approach is being stimulated, so that the project outcomes and required changes can be anchored and implemented within the organization succesfully. Change process KoosThe most important outcome of this project is not the organizational context framework or the reflection Miro, but rather the fact that this project set a change process in motion at Koos internally. Through the findings of this project, it has become apparent that Koos’ service designers need to extern their skill set and start approaching their projects in a more impact-minded, flexible manner. The framework and the Miroboard serve as artefacts that stimulate this change, but pointing out the blindspot Koos had, and starting the change process required to solve it is bigger and more important, and should make lasting impact long after this project ended.

As architects encounter challenges when comprehending and fulfilling the requirements of users and other stakeholders involved in the architectural design project, participatory design, which involves non-architects in the design process, is perceived as one of the solutions. It is a developing practice that can lead to greater engagement of non-architects in the architectural design process and create designs that meet the needs and values of all participants. Through field research, design, and iterations in workshops, a participatory design toolkit was proposed. It was designed for architects and users to communicate and accommodate personal, organizational, and spatial needs in the early phase of architectural design. The toolkit consists of three sessions supported by visual aids: the creation of common goals, unfolding spatial needs, and accommodating spatial needs. Communication starts with sharing personal and organizational values to formulate common goals, followed by exploration and identification on spatial needs of building users in relation to the common goals, and ends with collective visualization to accommodate needs with the architectural design. Overall, this project highlighted the importance of participatory design in the architectural design process and the challenges and successes that can be experienced when incorporating it into practice. It suggested that by involving non-architects in the design process, architects and users can communicate their knowledge, need, and value, leading to appropriate architectural designs that are functional, aesthetically pleasing, and meet the needs of all stakeholders. This project was organized with Kraaijvanger Architects, an architectural firm located in Rotterdam, the Netherlands.

This thesis describes my Master graduation project in which I attempt to design a Key Performance Indicator (KPI) for Strategic Designers, to enable us to justify and explain our efforts in a quantitatively oriented context, such as a corporate setting. In the end, this project provides multiple novel perspectives to knowledge about Strategic Design, and a concept for a Strategic Design KPI for the fuzzy front end. This project was based on the premiss that Strategic Design has proven to be valuable and relevant for innovation – for which there is no shortage of demand, but that Strategic Designers often struggle to justify/explain their added value. Research suggests that more emphasis on applying KPIs or metrics is a way to address this issue, but there are currently no suitable metrics for Strategic Design. The lack of a suitable Strategic Design KPI is explained by the core characteristics of Strategic Design, and those of their typical work. The most predominant of these characteristics is the high uncertainty that Strategic Designers deal with; no clear goals, or means of achieving them. This is most applicable to the fuzzy front end; the earliest stage of an innovation project, where nothing is clear or known, questions are open ended, and results are not predetermined. In order to measure performance in highly uncertain projects, process-based metrics were identified as the most suitable option; metrics based on the process, but not limited to only productivity. A concept was designed for a KPI for Strategic Design performance, based on the findings of a qualitative study. The KPI can be mostly integrated into a normal Strategic Design process. The KPI consists of the following elements: 1 - Fuzzy Front End Commitment Score; summarising overall Strategic Design performance in the fuzzy front end. 2 - Content Quality Score; indicating the quality of content development. This is based on 2 sub-scores; - Information Comprehensiveness Score; indicating the quality of diverging activities. - Logical Coherence Ratio; indicating the quality of converging activities. 3 Total Support Level; indicating the quality of stakeholder management. This is based on 2 sub-scores; - Managerial Support Level; indicating the level of support from managerial stakeholders, and their perception of the strategic fit of the result. - Internal Support Level; indicating the level of support from internal stakeholders, and their perception of the continuity of the result. 4 Level of Discrepancy; a benchmark to indicate potential problems for interpreting the KPI. If there is a large difference between the Content Quality Score and the Total Support Level, it is recommendable to evaluate the following: - Understandability; indicating the extent to which the Strategic Designer is able to sufficiently convey the content. - Innovation culture; indicating the organisation’s ability to change/innovate, which determines the potential scope of the result. In the end, the KPI is at a conceptual stage, so more development before implementation is recommended. The novel perspective to Strategic Design performance does open new academic, and practical possibilities for testing, and evaluating the impact of Strategic Design.

Ford is facing new competitors and changes in their market. To stay relevant, they have to deal with collaboration to solve complex problems, new technologies that enable new value propositions and a shift from products to services. Service design seemed like a promising approach to deal with those challenges and to come up with new services in a multi-stakeholder context. However, it was found that the service design process of the involved innovation team at Ford Research & Advanced Engineering has no clear structure and mainly focuses on gaining customer insights and coming up with a great value propositions for them. How value propositions could be delivered with and to multiple stakeholders to co-create value, while also capturing value from that for Ford, is not so much explored. Besides, it is not easy for the team to make the value of a new service explicit and clear for others. To be able to explore opportunities for co-creating value for multiple stakeholders with new services in the service design process, value co-creation building blocks and a value co-creation network are presented. In addition, an improved service design process model was developed for Ford, to serve as a more structured foundation for using the building blocks and network. Through the use of the value co-creation building blocks and network the Ford team members are able to explore ideas for services in a multi-stakeholder context in practice. It gives room to multiple types of value, fitting with a multi-stakeholder context, and it balances value proposition, value co-creation and value capture from the exploratory phase onwards. Furthermore, the value co-creation network makes both the value proposition, value co-creation and value capture explicit. It thereby also provides a shared language and helps the team members to discuss the value that the new service concept co-creates and what Ford specifically could derive from that, to align with others.

The Protestantse Kerk in Nederland (PKN) is facing a challenge due to a decline in membership, with more people in the Netherlands not believing in God than those who do. This decrease affects the PKN, losing 3% of its 1.6 million members annually, especially among the younger generation. My research aims to explore how the PKN can adapt to the needs of young religious wanderers and its existing members. This perspective comes from a designer's viewpoint, which is relatively unexplored in church reorganization compared to theological approaches. To reimagine church organization, I adopted a methodological approach combining Value-Sensitive Design (VSD) and Research through Design (RtD). VSD focuses on incorporating human values into design, while RtD uses design as a research tool. The research comprised three cycles. In the first cycle, I assessed the current state of the church and tested research methods, finding that sketches by interviewees were effective in exploring values and ideas. The second cycle involved collaboration with experts working with youth and church innovations. We prototyped through sketches, revealing a value tension between individual needs and the desire for community among young people. This led to the design of an infrastructure that facilitates the exploration of various religious communities, symbolized as a "community garden." The final cycle centered on engaging with religious wanderers at the Graceland Festival. Discussions using a toolkit revealed that each wanderer seeks something unique in a community. They appreciated the idea of exploring different "gardens." The result of this research is a roadmap for building an exploration infrastructure, emphasizing the importance of relationships between organizations, trust-building, and value exploration for religious wanderers. This roadmap serves as a guide for city-based religious communities, encouraging them to establish similar infrastructures. This research contributes in two ways: first, by offering a design-based solution to reorganize the church to meet the values of its members and religious wanderers. It highlights the need for networked relationships between various organizations, though the practical implications may vary by location. Secondly, it demonstrates how design principles aid in the redesign of church organizations. The use of sketches, design materials, and toolkits facilitated the exploration of complex ideas, making participants consider their values more explicitly. Visual design allowed for better feedback on concepts. In conclusion, this research project underscores the potential for designers to play a pivotal role in church innovation. Collaboration between designers and theologians can further the cause of church renewal on a systemic level, utilizing expertise from diverse scientific fields.

Healthcare is starting to change fundamentally. One of the disruptive technologies that can be seen as an enabler for this change is the technology of a Digital Twin (DT). A DT is widely adopted in the field of engineering for predictive maintenance and testing of parameters of physical objectives such as engines to increase the effectiveness and optimize processes. A DT consists of three major factors: a physical object, its virtual representation and a continuous data stream between the two. In the healthcare sector this could mean to represent not an engine but a whole human with the potential goal for predicting a disease, taking necessary actions for prevention or identifying optimal treatments. This could shift the current underlying paradigm in medicine of curing a disease towards preventing a disease. The extent of representing a whole human body with this technology is still only a vision, but first steps towards this concept have been taken. This development may come with a lot of responsibility so that a user-centered perspective needs greater attention. This thesis aimed at unraveling users’ values for a meaningful DT as innovative technology. By using the concept of Responsible Research in Innovation (RRI), I addressed the importance of grasping, anticipating, and evaluating the potential impact of a DT on the individual interview partners. In a first step, I identified the field of diagnosis as a central research topic with high importance for the user. The semi-structured interviews were conducted with a focus on the context of diagnosis and followed a practice-based approach of Interpretative Phenomenological Analysis (IPA). This allowed me to explore underlying values from the past into the future of diagnosis with and without DTs. A six-step analysis approach proposed by IPA led to the discovery of values embedded in the (anticipated) experience of diagnosis of the interviewees. Finally, the findings led to the development of different forms or concepts a DT could take. These are meant to start a reflection. The findings showed that the meaningfulness of a DT may change significantly by age, life situation, preferences or also individual personality. In contrast to current company visions which visualize a DT as dashboard overview of the human, I assumed that this may lead to an objectification of the body and might rather support the development of an alienate feeling. Furthermore, it might be that the possibility of constant confrontation of one’s own objective status of the body might rather have negative effects on the individual. Additionally, time, place and frequency an individual interacts with a DT seemed to play an important role and should be reflected upon. In order to complement the development of a more user-centered and meaningful DT, I concluded this work with nine guidelines that can be a starting point for further reflection on responsible innovation of a DT. Taken together, I showed that meaningfulness of a DT is highly variable and would need a dynamic, personalized approach to create and implement a meaningful and responsible innovation for the user.

The purpose of the workplace has changed. Employees proved that they could be productive while working remotely, and they do not want to lose the flexibility they gained (Dahik et al., 2021). In addition, many companies are struggling to bring back employees to the office, and a lot of empty office space is becoming available (Gujral et al., 2021). In consequence, a new concept of the workplace is required. However, to design a future-proof workplace, it is necessary to understand what employees will need in the future and how they will work, have a clear vision of the company, and envision futures without the present's constraints. Unfortunately, the traditional research tools used in workplace studies fall short in this task, and some companies find these types of studies time-consuming. Therefore, this thesis aims to design a time-efficient tool to trigger users and clients to think and speak about the future workplace. This project starts by understanding the evolution of the workplace and its trends and condensing this information into a development map divided into five workplace dimensions (Work model, location, space, services, and technology) and organized in three timelines (past, present, and future). Then, it develops a tool using future studies and co-design methods and incorporating the investigated workplace development map to trigger clients and users to think and speak about the future workplace. Finally, the tool was prototyped, tested with users, and iterated two times. The test results were positive, proving that incorporating futures studies and co-design is a potent combination that incites future thinking and provokes conversations about the future workspace. The main contribution of this thesis can be condensed into five principles offering possible new applications of the tool to other domains where triggering people to think and speak about the future is required. The five principles are: Start with a multiperspective trend analysis on the specific topic, organize the information into timelines and dimensions, include random future predictions, enable open conversations in a workshop setting, and keep the outcome strategic and tangible. Moreover, this thesis also explores the potential combination of futures studies and co-design methods, enabling further research opportunities. This project was done in collaboration with Drees & Sommer, a real estate consulting firm with headquarters in Germany and offices in the Netherlands.

Numansgors is a village seeking to improve sustainability by housing renovation. In this process, the effective participation of homeowners faces multiple challenges. The Pattern Language Theory (PLT), a design methodology first proposed by Alexander Christopher in 1970s, shows its potential in tackling these challenges. However, as PLT has been applied in broadening domains, various approaches to using PLT are different from the original one taken by Alexander. As these differences and their basis generally go unarticulated, practitioners referring to such cases may fail to choose an appropriate approach and hence use PLT less effectively. Therefore, to support the effective ue of PLT, either in Numansgors or in other domains, this graduation project aims to support differentiating between diverse PLT approaches, and deciding on a PLT approach. In the beginning, to better understand the topic, a literature review of PLT was conducted. The benefits of PLT were identified, which later confirmed its suitability in Numansgors. Besides, eight purposes of using PLT were summarised and were later found essential in deciding on PLT approaches. Next, to understand the different approaches, an integrative review — which I called deconstruction, identifying and reconstruction — of multiple cases was performed. The external manifestations and internal reasons for different approaches were identified. On the outward, the different approaches are manifested in four components. On the inward, the approaches root in practitioners’ diverging values and needs. These insights were concretised into three tools, which were later incorporated into the final research output. Afterwards, to find out how the three tools could be used in practice, workshops were organised for inspiration. In these workshops, some other issues in deciding on PLT approaches were found. These issues were tackled by formulating a procedure to use PLT and refining the classification of activities around PLT. All these insights were synthesised into the final research output, the Activity Kit, to support practitioners in deciding on their PLT approaches. With this Activity Kit, practitioners can first consider their project purposes, then find the activities recommended for the purposes, and finally execute the activities with the support of relevant tools. To validate the use of Activity Kit, the Numansgors project was taken as an example. A three-stage plan for Numansgors was generated by using the Activity Kit. It is recommended to evaluate the Activity Kit with more cases and keep up with the influence of the pattern language in Numansgors.

Preventing or decreasing chronic health conditions by healthy eating is increasingly seen as a shared responsibility. Defining what is healthy is person-specific, depending amongst others on a person’s health and responses to food. Supermarkets, which are considered highly influential in shaping the diet of customers, are starting to serve customers based on their health needs. This thesis explores how the Dutch supermarket chain Jumbo can tailor their service provision to the health-driven dietary needs of their customers and what implications and strategic advices are connected to this. The thesis focuses on customers with pre-diabetes. In pre-diabetes, blood glucose levels are elevated. People with elevated blood glucose levels have a high risk to develop diabetes type 2, which causes them to live in suboptimal health and simultaneously puts pressure on the care system. Although food is part of the cause to develop pre-diabetes, this thesis emphasizes the role food can play in the solution, namely: a healthy diet can prevent, delay, improve and reverse diet-related diseases. However, adopting a healthy diet is seen as complicated. Through a service design study, which involved participants who adopted a carbohydrate-restricted diet to manage their blood glucose levels, thoughts and emotions during the process of dietary change were translated into a customer journey that reveals multiple opportunities for service delivery to support healthy eating. In co-creation and co-reflection with participants, these opportunities led to the construction of a portfolio of concepts. Based on the insights of literature research, fieldwork and these co-creation activities, the work outlines several strategic advices and considerations for businesses that support healthy eating to establish services related to precision nutrition. The work concludes by emphasising the view of food-as-a-solution and describing how personalized services, by means of precision nutrition, are suggested to positively impact people, society and the business results. Therefore, the service design approach and outcomes outlined in the thesis inspire and stimulate Jumbo, and other businesses that support healthy eating, to take social responsibility by utilizing diet-as-a-solution to reduce and prevent diet-related diseases, and thereby contribute to the health of society, via group-based and personalized services.

This graduation report presents a comprehensive approach to the identification of an opportunity in the rising technology and interests in generative AI. The report delivers a concept for a tool that is designed for managers. The tool is aimed at aiding in the integration of generative AI within teams. The project is grounded in a literature review, stakeholder interviews, a co-design session with students, a survey with stakeholders and validating. The literature review shows there is an expected rise in interests and demand for using the new technology of generative AI. The interviews with stakeholders shine light on the necessary means that are needed to integrate generative AI in the workplace. Some of these means are: more knowledge, more experience and a starting point. The co-design session brought new perspectives on solutions and opportunities that the tool could incorporate to be successful. The major breakthrough of the co-design session is the implementation of employee interaction. In the value survey it is shown that the managers do not want too much insights in their employee behavior and would prefer a personalized document of advice for implementation. At the end of the development stage the concept is shown to the target audience who give their option on how well it manages to fulfill its purpose. The responses are positive enough that only minor suggestions are given to improve the concept. The final concept tool offers multiple options to achieve the desired solution. Using the profile of the manager and of their employees, the tool provides personalized advice to enhance decision making and awareness of actions. In addition, the tool incorporates employee interaction, enabling team members to unknowingly contribute to the insights that further refine the advice that the manager gets. The tool does not only offer advice, it also offers training and educational components to further provide managers with the skills needed to navigate the fast changing landscape of generative AI integration. The report contributes by collecting and transforming valuable insights and translating that into written output which can be used in the future for development in the generative AI area. The paper also offers a concept for a practical tool designed to prepare, deal and thrive within the generative AI powered workplace. This concept can be used as a reference point for projects that aim to design a similar tool.