This Master thesis is about a future vision of Eindhoven Airbase, where growth is given a strategic direction towards 2050. As a result, a strategic innovation roadmap and the detailed implementation of this is evaluated. Eindhoven Airbase is part of a complex decision-making system, where multiple stakeholders are involved. The research in this thesis provided insights about the wants and needs of the internal- and external stakeholders and shows relevant trends and developments concerning the (military) aviation context. The design challenge is formulated as follows: “How can Eindhoven Airbase create sustainable operations towards 2050?”. This design challenge is tackled by the Vision in Product Design approach (Hekkert & van Dijk, 2011), where a context vision for Eindhoven Airbase in 2050 is created. The context vision resulted in a concept, containing three specific recommendations for Eindhoven Airbase and two external stakeholders, namely Eindhoven Airport and Eindhoven city. These recommendations (i.e. centred coordination, a specified circular economy and joint innovation team) are included in the strategic innovation roadmap.

This project has explored concepts of alignment and product strategy to meet Ultimaker’s needs. Insights were gathered from multiple sources to analyse the project’s brief and explore its facets. The company’s intention is to create a space in which alignment on product strategy will take place. Through interviewing employees, a number of problems were identified that could form the focus of this process. The three main frustrations around alignment were: the abstraction of product strategy information, the complexity of product strategy systems, and the top-down communication of product strategy. Although alignment is a very broad and abstract subject, an image of what it entails could be defined. Alignment is considered to exist out of two aspects: knowledge of interrelations and a shared goal. Between people there needs to be consensus on these two aspects to effectively work as a group. To become aware of the interrelations and the shared goal, communication needs to be organised in a structured way. It was found that many forms and places of communication exist within the company. Literature showed that, although verbal and visual communication are most used in daily routines, physical communication offers collaborative means as well. Another part of this project’s explorations was that of product strategy. Most companies have their own way of developing and managing product strategy, though those practices are still being explored and instituted at Ultimaker. To establish a structured product strategy a company has to create a clear overview of the systems model. A systems model is the congruence of components and their connections (Wujec, 2015). Ultimaker is currently feeding product strategy components through the product management department to the project teams with tools such as personas, applications, user values, etcetera. Information is gathered internally and externally to setup new projects and continue to feed information to projects under development. In between the product management department and project teams is where the alignment processes are most stressed because of differences in priorities between the groups. Merging the two concepts of alignment and product strategy resulted in several ideas to create an organised method. The outcome of the ideation phase proposed a physical systems modeling tool to create overviews of projects which can be stored in a War room. The tool enables product management and project leads to define project compositions. Besides, the project compositions can be used as a reference to the projects’ essence throughout the product lifecycle. The tool aims to increase project awareness, structure discussions, and allow for collaborations on project compositions. Employees are to use a pre-developed, magnetic whiteboard, template and building blocks to create an overview of a project. This can be attached to the wall in the War room where it can be reviewed by interested stakeholders.

To stay relevant to its consumers, Philips Avent should meet the needs and values when innovating. These consumers are the next generation parents, generation Z born between 1995 and 2010. Research has been conducted into the needs and values of Generation Z and Parents within the field of pregnancy. The research draws on internal desk research, trend research, interviews, and a survey. The challenge for this project was that the majority of Generation Z are not parents themselves yet, which makes it difficult to predict their future desires. This led to the research question:How to create a new value proposition for Philips Avent that corresponds to the future needs, values, and behaviour of the next generation parents, Generation Z, while the majority of this generation is not yet in this phase of their life? The internal analysis, consisting of strategy, product portfolio and target audience analyses, revealed the potential value of the app in the way Philips Avent approaches their target group. Furthermore, Philips Avent wants to become more present for parents in the pregnancy stage. At the moment, Philips Avent only focuses its portfolio on specific childcare routines leaving the partner or other relatives out. Philips’ strategy shows that Philips is moving towards a connected healthcare system, which means that connected products and services ensure that data can be converted into better healthcare for their consumers. Trend and desk research, consisting of global, parenthood en generation Z trends revealed that omnichannel as a retail strategy, personalised experiences, consumers’ health and wellbeing, doing things from home online and inclusivity are becoming more important to people in life. Furthermore, in parenthood, the parent’s own life, equal parenting, their health, and parenting apps are important aspects during this stage of life. Lastly, Generation Z shows that they are health-conscious, they find transparency and responsibility important in companies, they rely on multiple sources when it comes to their health and buying products, experiences are more important than products, they are influenced by social media and are targeted the best through digital storytelling. After determining pregnancy as a scope, interviews and a survey with Generation Z and expecting mothers have been conducted and were validated through a questionnaire amongst mothers of all generations. The insights showed that Generation Z can feel insecure about the future when it comes to climate change and the corona crisis, their purchasing behaviour is mainly influenced by social media and Philips as a company did not stand out to them. Pregnant women can feel insecure when it comes to being prepared for parenthood, combining normal life with pregnancy and the feeling of not knowing what is normal during their pregnancy. A three horizon strategy is proposed, including advertisements showing real pregnancy situations, a personalised omnichannel experience and new products and services that fit the whole pregnancy experience building up to a future vision. This strategy is based on the findings from the research and a creative session with people from Philips and the target group.

The Dutch dance festival market competition is ‘killing’, the market is starting to saturate. Only 20% of the festivals manage to sell out and 5% of the festivals are canceled because they failed to attract a sufficient amount of visitors. Organizations compete on prize with early bird tickets, sold early in the pre-sale period. The only way for organizations to succeed is to stay connected to their target group. Usually the period of ticket sales is around 20 weeks. At ID&T, ticket sales for their festival concepts show different slopes. For some festivals tickets are sold linear while for other festivals the majority of the tickets are sold in the final weeks of ticket sales. It is important to know in an early stage how many visitors to expects due to budgeting and preparations. In order to motivate visitors to buy tickets earlier and to differentiate from other festival organizations, the anticipation phase was analyzed and used to come up with a product. Anticipation describes the emotions experienced prior to an event. It involves pleasure, excitement, and anxiety. It was found that anticipation occurs when people process information into imagination or preparation. This generally leads to expectations regarding the expected event. The expectations may not be too high, since afterwards the expectations are matched with reality. When expectations are not met, the experience is rated as insufficient. Festival advents aims to facilitate anticipation by means of a festival advent calendar. The visitors are provided with information to stimulate their anticipation in terms of imagination and preparation. The festival advent calendar can be obtained during the early stages of ticket sales by buying a group ticket. The festival advent calendar is used over a period of 24 days, where after the group participates in a festival quiz. With the festival quiz, festival goodies can be won which have to be collected on the festival site.

Tripick is an online platform which makes it possible to save holiday destinations from different tour operators and share them with travelpartners so jointly the best location can be chosen. Users of the platform will search for a holiday destination just as they normally do, but when they have found a potential location they can easily save it on Tripick. In this way, they will have a collection of potential destinations from different providers at the end of their search. The platform is separated from the websites of the providers and when people want to book, it will be done through the website of the original provider. From the internal and external analysis some main insights are derived which are combined into a final positioning for Tripick, namely ‘Tripick is your personal online travel assistant for group holidays’. Tripick consists of two main USP´s to differentiate itself from competitors. First Tripick as an assistant, in which Tripick will assist on a wider range of aspects of the holiday than competitors do, by not limiting it to the search for an accommodation but also on other aspects of the holiday. Second, the focus on the group process instead of individuals or pairs. The big idea has been set up which captures the brand message of Tripick, namely ‘Your group guide to sparkling holidays’. This is translated into a design language which has an overall appearance of simplicity, pleasure and trust. The colours that will be used are white, green, orange and yellow. Furthermore, straight forms will be used with rounded elements and when possible symmetry will be strived for. The tone of voice will be informal and personal with an inspiring and supportive character. During the ideation the functions of Tripick are designed. Besides the main functions, saving, sharing and rating of accommodations, some sub functions have been designed. These are personalised filters, a travel overview, a cost overview, saving of transportation and activities, different chats and the option to view the site of the tour operator within Tripick. In order to make money with Tripick the business model Leverage customer data will be used. First party data gathered from Tripick will be sold to tour operators. With this data, tour operators can keep the availability of saved accommodations up to date but they can also provide special offers to persuade the customer to book their accommodation instead of accommodations of other tour operators that are saved on Tripick. Tripick will be launched in December 2017, because then people will start searching for their summer holiday. The launch event and the promotion strategy consists of multiple activities, but the main focus will be on social media, especially Facebook. The attraction of tour operators for the business model will start in December 2018, because first enough data must be collected to be able to offer a complete dataset.

Customer experience (CX) is becoming increasingly important for companies in the financial sector. Digital engagement accelerated due to the pandemic, resulting in a higher demand for optimized digital customer experiences and user-friendly IT systems. Companies in the financial sector have to keep up with the digital transformation and bring their CX to the next level. This project is done in collaboration with the Technology Transformation (TT) team of Ernst & Young (EY) which navigates its clients through transformations. The team implements the backend of new IT systems for their clients and therefore focuses on the business and technical side of these systems. TT works from a viability and a feasibility point-of-view, overlooking the desirability. The desirability of products and services is important because a negative customer experience leads to customers leaving their service-providing companies. Therefore, it’s becoming increasingly important for TT to pay more attention to the CX of the IT systems they implement. For TT to be able to provide its clients with viable, feasible, and desirable IT systems, this research investigates how TT’s service offering can be enhanced by developing new capabilities. In this thesis, the first step towards a future where CX is incorporated into TT’s projects will be created. The ultimate reason for conducting this thesis is to add to the team's growing body of knowledge about CX and offer the team useful insights and suggestions on how to enhance CX in their future projects and provide more value to their clients. The findings of this thesis might also be applicable to other groups and companies trying to improve their CX and gain a competitive edge in today's customer-driven market. The research phase finds accessibility, communicability, and traceability as key factors in contributing to the desirability of IT, and convenience, usability, security, trust, and personalization as key drivers in the financial sector for enhancing CX. By involving a collaborative design approach with co-creation sessions with fellow SPD students and design consultants from VODW, ideas were generated, and concepts were created. The final concept for TT is The CX Innovator’s Guide. The CX Guide serves as a starting point for TT to develop and enhance its CX capabilities and work towards delivering more desirable solutions. The Guide is a tool for the team to get acquainted with the new topic, learn about current CX developments in the market, and how they can include CX in their projects.

The amount of online training programmes is booming worldwide, especially as the demand has grown during the COVID-19 pandemic. During this growth, the relevance and convenience of online training programmes have been noticed by Bopinc, an innovation agency based in Utrecht which focuses on innovation in low-income countries. Firstly, Bopinc wants to keep up with the rising need for online training in low-income countries by providing online training programmes and the tools so clients can develop it independently by themselves as well. Here the problem is that Bopinc misses the in-house knowledge and tools to provide that. Secondly, Bopinc needs to design an online training programme for a client, Innovectives, in Nigeria. This training programme tackles the lack of vocational skills in agent banking among young Nigerian women. The thesis uses the design case in Nigeria as design research input for a development guide for online training in low-income countries. From that development guide, a part of the online training programme for the client in Nigeria is designed. The main design approaches to design these deliverables are remote design research and iterative creative problem-solving. Literature research is done from home, succeeded by remote empirical design research with a local partner in Nigeria. This empirical design research consists of collecting observations from practice, formulating design opportunities, creating digital prototyping and testing these by pilot experiments. Concluding from that a selection of promising training methods for the development guide and the online training programme in agent banking is made. Since the training methods are tested with positive outcomes in the context of Nigeria, which is a low-income country, these are defined as promising. This leads to a basis for the development guide which can be used in future projects by Bopinc’s employees and clients. That means that Bopinc now can design more qualitative online training programmes in less time, with the result that they can help more clients and so impact more low-income consumers’ lives positively, like the design case in Nigeria illustrates.

The report describes the design process that led to an implementation strategy for a design intervention that fosters a sense of belonging and cohesion in working environments, by increasing opportunities of spontaneous face-to-face informal encounters. The research follows two different approaches: the classical double diamond process from the Design Council (Ball B. J., 2019) and the Empirical Research through Design (ERDM) in which a design hypothesis (expectation about the effect of the design on behaviour and well-being) is formulated and then tested (Keyson, D. V., & Bruns, M.,2009). Since it was difficult to find an office physically open during COVID-19, the design process was developed at the IDE faculty involving IDE employees’, Team managers, experts in Social Sciences and Technology, the Human Resources and Facility Management department.The Discover phase of the project consisted of in-depth literature review and semi-structured interviews to explore the concept of social well-being in the workplace, and learn about the personal experiences and opinions of workers. The Define phase was devoted to scoping the problem, and the formulation of a design vision and hypothesis. The Develop phase aimed to explore several directions for the final design intervention, and consisted of three generative phases with different stakeholders involved through evaluation, co-creative and iteration sessions. The fourth Deliver phase, was aimed at defining the final design intervention in terms of feasibility, desirability and viability. This phase involved testing the prototype in the coffee corners of the IDE faculty (through observations and short interviews), and formulating an implementation strategy that emphasises the importance, methods and stakeholders’ benefits of adopting the final design solution.During the pandemic, the sense of cohesion and belonging between colleagues is significantly reduced due to the decrease of spontaneous face-to-face informal social interactions. As the hybrid working mode is expected to be the future of the way of working (de Klerk J. J., 2021), it is important that organisations emphasise the social aspect of the office by increasing the possibilities for social interactions between colleagues (Dahik, A., 2021). A sense of belonging and cohesion in the office benefits not only the well-being of employees, but also the performance of the organisation (Rosales, R. M., 2016). The final design is a demonstration that it is possible to increase the sense of cohesion and belonging among workers, by means of an interactive object that increases the chances of informal serendipitous encounters. For implementation, organisations need to maintain long-term contact with supplier partners (e.g. furniture companies) to produce, assemble and develop new design features. These change according to the evolution of the pandemic, and the insights generated by ongoing user testing. The organisation is responsible for monitoring and directing the social behaviour of the office (Team Managers and HR Department), and for the installation and maintenance of the object within the office café corners (Facility Management Department). The continuous sharing of research insights between companies and supplier partners contributes to the development of knowledge for a healthier and socially connected workplace in the post-pandemic era.

The start of this project is a first version of a serious game that was designed by the company MEDD. This is an independent design and consultancy agency for healthcare. They designed this game as part of their ‘Met Elkaar Durven Doen’ toolbox, which they use in trainings and workshops. The Haga Hospital is the co-design partner of the game, and during the week of patient safety, a first version of this prototype was played by healthcare professionals of the Haga Hospital. The main aspect of the game are the question cards. These cards are divided into three themes: Patient Experience, Risk Management, and Culture and Behaviour. Within these themes, the players get knowledge based questions, questions to discuss, or small assignments. In a questionnaire done by MEDD in the Haga Hospital and through the reactions of the healthcare professionals that played the game, can be concluded that these three themes are themes that healthcare professionals would like to learn more about. The assignment within this project is to further develop the existing design and make it applicable to other hospitals and healthcare organisations. The Safety Game is meant to create awareness and a deeper knowledge an understanding of safety and quality within hospitals. To provide background to why this is necessary, a literature review and field research are done. From this research can be concluded that an open culture is important to manage risks in the hospital. Unfortunately, most hospitals have a blame culture, where healthcare professionals don’t correct each other or speak up in fear of the consequences. To change this blame culture into an open culture, the behaviour of the healthcare professionals needs to change. To make healthcare professionals aware of their type of culture and how to change this, a serious persuasive game can be used. To design this serious persuasive game, the Persuasive Game Design model is used. The research provided the insights to fill in the Real World Experience and the Gamification Design. From the research the goal was defined: Designing a meaningful, serious, persuasive game for healthcare professionals to gain lasting awareness on their behaviour regarding safety and how they influence their own safety and that of others. In the ideation phase, three concepts were developed. From these three, a concept was chosen that is based on the idea of an escape room idea. The final design consists of a small house that represents the hospital, a patient card, question cards in the earlier mentioned themes, a padlock to lock the hospital, three puzzles in the same themes as the question cards, and puzzle pieces. This design is tested in the Haga Hospital with healthcare professionals. The final design, the game ‘Cultuur rondom Veiligheid’, is proven to create awareness regarding culture and behaviour, and how this influences (patient) safety, thus reaching the design goal. The base of the final design can be used to be adjusted to fit other healthcare organisations or keep the game up to date by MEDD.

Associations have been around for centuries but for the last decade they are struggling with recruiting and retaining the younger generations. This thesis focusses on a specific type of association, namely a professional association. The organization that is the subject of this thesis is the BNO, the professional association for Dutch designers. The goal of this project is to find a way for the BNO to attract and retain more members. It is no longer self-evident for professionals to join a professional association. Where the Baby boomer generation became members for life because that is ‘just what you did’, the younger generations tend to continually ask “What’s in it for me?” and act like members not clients. An important classification for the types of members used in this thesis is the one given by Sladek (2011). She classifies members into givers and takers. Givers willingly pay dues and volunteer their time as they see it ‘as the right thing to do’ (are often from the Baby boomer generation). Takers on the other hand say “I will show up if you can show me value”. In this thesis Frame Innovation is used as the method. Problems that are characterised as being open, complex, dynamic and networked are analyse, explore and redesign with the nine steps of this method. To understand the problem, six paradoxes where developed that lead to the definition of a new problem statement: there seems to be a lack of overview and purpose in the BNO portfolio which makes the portfolio seem like a patchwork of services. This problem was translated into a design goal where the patchwork is transformed into a coherent portfolio with a clear purpose and overview in order to establish the value of the BNO more clearly. Later a core paradox was added to better understand why the problem was hard to solve: The BNO is an association, however at the same time it calls itself a professional organization. These two roles contradict each other on some important aspects. Subsequently, the context was established which represents the inner circle of stakeholders and the interpersonal relationships and value exchanges between them. The same was done for the field but then with potential stakeholders. The Context and Field helped discover the factors that underlie the needs, motivation, and experiences which are necessary to define the themes for this project. There are three main themes for this project: Representation, Value and Responsibility. These main themes are supported by four sub-themes: Sense of identification, Recognition and acknowledgement, Relationship and Centralisation versus decentralisation. What follows is the development of frames that allow for the reframing of the problem. In this thesis six frames were defined. These frames were: The BNO as 1) an educational institute, 2) a polar expedition, 3) a National Park, 4) a café, 5) a travel agency and 6) a solar system. With the themes and frames six potential futures for the BNO portfolio were developed. From this, one final frame was chosen to redesign the BNO Patchwork: the solar system. This frame allows to focus on building an emotional connection with members as the solution. It emphasizes the BNO’s whish for members to see the membership as relational based and not transactional. The solution is a portfolio framework where, by actively involving members, responsibilities are taken both by the BNO and its members. This is done through three zones of the framework that are translated into three sub-portfolios: the Team portfolio, Collective portfolio and Member portfolio. This division defines clear roles for both the BNO and its members. With the framework the BNO is able to establish a portfolio with the motto ‘An association is something you build together’ leading to more a more sustainable approach to memberships.

This project is executed with and for the Faculty of Industrial Design Engineering (IDE) of the TU Delft. Over the last half-century, IDE’s education for designers has diversified and evolved considerably, in part of art academies and technical education (Voûte et al., 2020). Societal changes, the maturing of design as an academic discipline between science and engineering and international developments of the educational system, have stimulated this growth. Now the faculty is innovating its education again. After innovating the Bachelor, the faculty is starting to look at opportunities to innovate the Master program. The initial assignment of this thesis originated from two observations: the broadening role of the designer and the changing learning behavior of students. The initial assignment includes the investigation of learning experiences that respond to the combination of the two, to investigate opportunities for IDE: design and education. However, innovating in the educational sector is something that is time consuming, with many people involved. And while investigating these new opportunities, the world outside the walls of the faculty is changing constantly by changing much quicker than we think.Based on the research of the context, it appeared that IDE, despite their high-quality education, can already see challenge in keeping its relevancy as well its position as a leader in the education for designers. This is influenced by their limited role in multidisciplinary projects, how to respond to the digital world and the broadening role of the design profession in the working field. Hence, the research question for this thesis is formulated following: What learning experiences are seen as most valuable when entering the world outside IDE and contribute to the preparation of the MSc. student? After the deconstruction of the current context, the future context of both fields of design and education is investigated with the aid of the ViP approach where “opportunities of the future” are investigated. This resulted into a two-dimensional framework, that guides as the future view of the education of the designer that was evaluated with the core competencies of design to investigate the value of possible directions that resulted into the design focus. That consisted of three different design visions resulting in three different design directions including a statement, interaction vision and experience qualities. Within the interaction visions, the relationship between an IDE student and its education were designed. Three learning experience concepts were developed and combined into a whole new Master experience of IDE that transforms the traditional structure. In short, the new Master experience includes learning experiences that focus on the individual in the whole (1), creating reciprocal learning relations (2) and aims to increase the value of designers in multidisciplinary teams (3). As this learning experience is designed from an envisioned future, supported by extensive stakeholder research and the student’s needs, it would contribute to Master innovation by offering these learning experiences that are perceived as valuable in the transformation from design student to a design professional. Also, a first validation round is held over the whole Master experience including the learning experience concepts, where the experiences were critically but positively validated. The developed final experience next to additional learnings in this thesis derived from exploring the future, made that focusing on preparing design students to work with other disciplines equally and going beyond the traditional design discipline of IDE, should be main concerns of the faculty. The design process of this thesis puts light on designing the initial interaction between students and IDE, that resulted in more recommendations. This included a focus on the wellbeing of the design student next to the future role of educators as things to take highly into account when innovating in the design education of IDE.

There seems to be a shift in gender stereotypes in general. Concerning school subjects, there are also gender role stereotypes for boys and girls. Boys seem to be more interested in mathematics and natural sciences whereas girls seem to be more motivated for language, arts and writing (Jacobs, 2002). According to the attribution theory (Heider, 1958), the performance of an individual can be attributed to the person themselves (internal) or to the situation in which they are in (external). There might be a link between these existing stereotypes in school subjects and level of self-confidence of boys and girls. Strategic design tasks entail aspects of business, engineering and design. Therefore, it entails aspects of both stereotypical boys (mathematics, natural sciences) and girls (language, arts, writing) school subjects. It would thus be worth knowing whether there are also gender differences in attribution when dealing with a strategic design task. The goal of this research is to find out how the attribution theory applies for boys and girls when performing a strategic design task. The main research question is: How does attribution theory apply for boys and girls when performing a strategic design task? In order to answer the main research question, thirteen sub research questions with corresponding hypotheses were formulated. The research consisted of both quantitative and qualitative research methods. A sample of 46 third year high school students was used. The participants were divided in gender equal teams of three. The participants performed a strategic design task as a team. Three questionnaires were conducted among the participants; one before, one after and finally, one after grading the strategic design task. At the end of the research interviews were held to give the quantitative data more body. The data analysis mainly consisted of statistically analysing the effects of independent variables on dependent variables. The dependent variables of this research, in general, are type of attribution, self-confidence and interest (and performance). The independent variable is gender. The moderators are the strategic design task and grading. To create more overview, the results are documented in six variable themes. The results of this research suggest that stereotypes do not exist within this group of participants. Interest and performance in school subjects contradicted the existing gender stereotypes. Furthermore, no differences in interest in the strategic design task were found. Boys and girls both scored high on self-confidence in each measurement, no significant differences were found here. In line with this high self-confidence, both boys and girls attributed success to internal factors and were highly self-confident about performing a strategic design task in the future. This report concludes with a discussion of the results, limitations and recommendations for future research on the subject.

The industry of e-grocery shopping has experienced significant growth in recent years, as more existing supermarkets are finding ways to provide their customers with products through the online envrionment, as well as new companies being created in the industry. Crisp is one of those new companies. They are a Dutch online supermarket, specialized in fresh seasonal products, founded in 2018. Their mission is to make ‘better food’ available for more people. As of 2020, their company was expanded to Belgium, Flanders. This has brought about some challenges, one of which is trying to find a way to nudge a group of Flemish customers exhibiting latent loyalty behavior towards Crisp into becoming customers who exhibit absolute loyalty towards Crisp. In other words, Crisp desires these customers to use Crisp predominantly rather than occassionally, as the current situation shows. For the structure of this project, the double diamond method was used. This made sure that the problem would be tackled from all different angles, without expanding the scope too far. Throughout the project different reasearch and design methods were used, such as qualitative research (interviews), desk research (literature), validation research (survey), brainstorm sessions and a co-creation session. The research phase brought about insights regarding the possible barriers for Flemish customers to exhibit absolute loyalty. The most important insight for this research proved to be the feeling of ambivalence towards the delivery of the groceries by Crisp, since this did not align with their environmental beliefs. Therefore, this was the focus during the design phase, to develop a concept which would take away this ambivalent feeling and, ultimately, replace it with a feeling of wanting to be an ambassador. One of the design principles was to stimulate this transition through conveying information based on the short supply chain of Crisp and it’s benefits. The final concept which is created based on the insights from the research and design phase, is the Crisp Feitjes Kalender. The Feitjes Kalender is a calendar with a different relevant topic for every month of the year. These topics specifically are sustainability and wellbeing topics related to (the service of) Crisp. Since the focus for this project was to convey information regaring the short supply chain of Crisp, this topic is presented in the current month. Customers are able to receive more information about the short supply chain and what this means in relation to the environmental impact. It also shows a comparison between Crisp and a regular supermarket, to clear the misconceptions which customers could have regarding the (environmental impact of) delivery by Crisp. Lastly, the concept is tested and reviewd, after which minor adaptations are made. The Feitjes Kalender is also part of a larger vision/strategy which has been designed for this project. Namely, the need to focus more on communicating their third marketing strategy pillar, ‘consciousness’, to increase customer satisfaction and enhance absolute customer loyalty. This vision has concepts related to three horizons, the first one being an informative visual and video, the second one being the Feitjes Kalender and the third one being the merge of the Feitjes Kalender with another (existing) feature in the Crisp app, ‘Invite a friend’. This will complete the customers transition from ambivalent to ambassador. In conclusion, the Feitjes Kalender is one of the steps which could help Crisp to nudge latent loyal customers into becoming absolute loyal customers. Providing the customer with clear & credible information on the benefits of Crisp’s short supply chain, will take away the ambivalent feelings of customers and replace them with a feeling of an ambassador.

To stay relevant and beat the competition, corporate organisations must innovate disrtupively. Within the financial services industry, it proves hard to remain competitive and stay relevant in a rapidly changing environment. In response to this, Group Innovation was established as the innovation department of ABN AMRO to focus on realizing disruptive innovation. Within Group Innovation the process to generate new business concepts that can eventually be turned into ventures is called the ‘Explore’. However, it was indicated that the quality and quantity of business concept generated by the Explore allow for improvement. Therefore, the following research assignment was formulated: Design a suitable approach to achieve greater quality and quantity in the generation of new business concepts, to help financial services firms innovate disruptively. A case study of Group Innovation of ABN AMRO. Research has been conducted to understand the current Explore state and identify the main challenges. As a response and final design, an approach that consists of anew perspective of the purpose outcome, process and conditions for the Explore is delivered. or the outcome of the Explore, the ‘business concept canvas’ is designed. This canvas can be perceived as a summary of the most important information that a business concept exists of and is based on. It is a blueprint for a venture. The canvas also represents the process that precedes it of which the double diamond approach of Design Thinking forms the foundation.  In response to the research assignment, the approach is expected to be suitable since it exists of a semi-structured format that allows for both guidance and clarity as well as that it provides sufficient room, and in fact stimulates, freedom and creativity. This is represented by the business concept canvas, that is confirmed to be implemented at Group Innovation. The canvas steers the Explore team to retrieve the right insights which includes providing a strong foundation for why a certain problem should be solved, as well as that it directs the team to deliver a well-considered business concept that embodies how this problem should be solved. This deliberate way of summarizing a business concept and the process that precedes it, add to why it is expected that the quality of business concepts will moreover increase.  In addition, this Explore approach should be implemented systematically and continuously and therefore an implementation strategy to realize the above mentioned is delivered. This strategy exists of four phases that all add up to the objective of ‘continuously generating business concepts that have the ability to disrupt’.  This project has been executed as a case study for Group Innovation of ABN AMRO. Nevertheless, the approach presented in this thesis can also be applied by other financial services firms since the approach does not involve any information that is specific and only usable for ABN AMRO.

As the world’s population is constantly growing, there is increased pressure on agricultural food value chains to deliver sustainable food production, distribution, and consumption, forcing core stakeholders in the food value chain (FVC) to change to meet those needs. One of the most significant barriers is a lack of collaboration, which risks staying in a dynamic of incremental innovation, whereas increasing sustainability requires radical innovations and innovative design. A positive chain interdependence can be the key to accelerating sustainable innovation. However, due to the complexity of chain configurations and collaboration models, a lack of interdependence among FVC stakeholders is observed. A holistic chain approach is missing in academic literature to solve that. Furthermore, there is ignorance of stakeholder motives and roles to collaborate. Hence, the first part of this thesis is to solve this literature gap by researching the drivers, barriers, and roles of stakeholders in the FVC collaborating for sustainable transformation. The research results in several outcomes, whereas the lack of trust, leadership and a conservative mindset are the most significant barriers. This project is conducted in close collaboration with Accenture, which wants to position itself in the agri-food industry as a stronger partner, accelerator, and orchestrator for sustainable transitions and innovation ecosystems. Therefore, the overall research question is: How can Accenture accelerate sustainable innovation through stakeholder collaboration in the food value chain? The found barriers are amended into needs where Accenture can play upon to bridge the gap from the research into a potential service the company can offer to the FVC. The final concept is designed for Accenture’s Food of the Future (FotF) capability, which has overlapping ambitions and interests as this thesis aims. The challenge lies in the explore phase, where core stakeholders find it difficult to anticipate their role, incentive, and vision before collaborating with others. Hence, the final deliverable is a service proposition for Accenture that helps the company to get insights into the core stakeholders' values and needs to guide them towards a future-oriented mindset. The designed proposition consists of several elements and is based on the existing participatory backcasting framework and the FutureEquity method of Van Berlo. A blueprint shows three phases: explore, envision, and engage, focusing on the interplay between Accenture and the targeted stakeholder. A redesigned toolkit guides the consultants in creating new content and future scenarios that catalyses the thought process of the stakeholder by exposing the possibilities and dead ends of sustainable innovation on the supported platform. The core stakeholder gets the chance to react, whereas Accenture uses that data to create engagement and traction for a potential innovation ecosystem. Lastly, a roadmap presents the required steps to implement the service successfully into the company. The steps consist of laying down a proper foundation, then launching it for current clients (B2B), whereafter the service becomes a separate entity that reaches core stakeholders (B2B2C). Combining all elements creates a unique proposition for Accenture to catalyse existing and potential FVC clients in the agri-food industry to accelerate sustainable innovation.

The financial services sector is under pressure. These days, customers want holistic services tailored to their personal needs. This increased customer demand forces institutions to rethink the services they offer. In addition, new regulations press upon this sector. Know Your Customer and PSD2 are examples of regulations that make the current ways of working out-of-date. Moreover, new technologies give start-ups the opportunity to take over parts of the services offered by existing companies. These three trends together cause existing institutions to search for new ways to innovate; their current way of working will simply not be enough in 5-10 years time. Operating in an ecosystem, which are networks of companies working together to create new customer value, is one of the new ways that financial institutions are exploring for new potential revenue streams. The potential of these ecosystems is high: 30% of the gross world product in 2025 will be created from ecosystems. However, consortia, which are small ecosystems, miss the managerial guidelines needed for success. Furthermore, academic research is lacking on the adoption process of a consortium. Hence, the first aim of this thesis is to bridge this knowledge gap by performing a multiple case study with four financial services clients. This research is performed in the context of Distributed Ledger Technology (DLT) aka Blockchain, as this technology is seen as the ‘conversation starter’ for collaboration. The research results in a strategic framework that includes the managerial guidelines (drivers and barriers) and the desired steps in the adoption process of a DLT consortium within the financial services sector. The strategic framework identifies a service gap present in consortium adoption and asks for a neutral orchestrator with industry, technical and ideation expertise. Therefore, the second part of this thesis aims to fill this gap by designing an ecosystem proposition that Accenture, a multinational consultancy, could offer her clients. The designed proposition, Maestra, is a cross-sector orchestration service that includes three main activities: spotting opportunities, co-creating cross-sector concepts, and orchestrating the consortium. The purpose of this service is to bridge sectors by collaboration and thus creating social and environmental impact. The deliverables of Maestra consist of a service process, an implementation roadmap and a business plan. The service is validated through expert interviews and a validation session with eight consultants of Accenture. Furthermore, the service is being considered to be implemented by Accenture Benelux and the service process has already been used during a client proposal.

DUWO, the largest student housing corporation in the Netherlands, strives to contribute to the best time of a student’s life by offering suitable and affordable housing for both national- and international students. An opportunity here is to explore the wishes and expectations of student housing in the future to build new innovative/ successful student buildings that also contribute to the student’s well-being. The research question of this project: How can DUWO contribute to the better well-being of all students, now and in the future? Literature research concludes that quality of life, life satisfaction and happiness are all different terms describing well-being. Findings on happiness research show that the human biopsychological pathway, which balances positive/negative feelings, predominantly determines our overall feeling of happiness. As human interaction heavily affects our positive feelings, one can see that valuable relationships make people happy. To stimulate the formation of these valuable relationships, one should start to facilitate social contact. Internal research shows the increasing interest of DUWO in the well-being topic, which results in practical ideas. Nonetheless, the main focus still lies with affordability and availability. This focus and the stimulus of the Dutch rent allowance/valuation system results in the corporation mostly building studios. This result affects the way students build these valuable relationships. From an abstract level, it also seems that there is a gap between the corporation’s intentions and the expectations of the students. DUWO focuses on the future and the collective, whereas students ask themselves what it implies for their individual situation in the present. The reframed challenge: Find out how DUWO can support social relations between students living in the same building and get a better understanding of students’ needs, to be able to design for those needs and support well-being. To stimulate the formation of valuable relationships, one should promote community building. People within the community dare to be interpersonally vulnerable, which creates emotional safety and intimacy. To be part of a community also provides a feeling of belonging. The best way to stimulate community building is to facilitate contact and to create a feeling of involvement. Design requirements: 1. DUWO has to get a better understanding of the students their needs. 2. Student housing should stimulate social contact and create a feeling of involvement. 3. Students need to know beforehand how they can give input and how DUWO will use their input. 4. Students should be able to respond to specific topics which they care about The final design outcomes:1.Internal policy change. Embrace well-being internally. Make it the basis to inform the policy. Ensure that affordability and availability no longer determine the future of student living. 2.Enrich the communication between DUWO and the student. Involve students via statements inside the DUWO app. See what students think and how many are concerned about which subject. Link these polls to offline discussion evenings where students can share their input elaborately. 3. Architecture recommendations. Ensure the building itself promotes social contact, plus create a feeling of belonging through designing for hierarchy.

This project was set up to research, design and test, if and how an integrated customer support platform would fulfill the customer needs. The platform has to support the customer satisfaction by offering updated services and by combining the strengths from both their internet site as well as their existing customer support channels.

Dressings like mayonnaise can be stored in different ways. A popular way is in a rigid plastic bottle made from PET with a PP closure. This packaging can be designed top-up (the closure is on top of the bottle) or top-down (the bottle stands on the closure). The top-down rigid plastic packaging is the most used by Unilever for their dressings. This top-down configuration has an iconic closure, Figure 2. Figure 2. The Original closure The original closure has a unique aesthetic of a tapered design towards the nozzle. Besides helping the product move more easily towards the opening, this design also helps the user aim the mayonnaise onto the plate. The closure has a silicone valve to create controlled dosing and maintain cleanness inside the closure after dosing. Ensuring this dosing experience is vital to Unilever and Unilever brands. This silicone valve fits into a PP insert, which then is inserted into the closure, Figure 3. Figure 3. The silicone valve and PP insert that goes into the closure. Despite the advantages described above, the downside of this closure is the silicone valve inside. With the upcoming Packaging and Packaging Waste Regulation (PPWR) changes in 2030 and the new legislation in France, the silicone material of the valve is no longer recognized as a recyclable material. The current closure is not recyclable according to the new PPWR legislation. A solution for the original closure is thus required. 7 This is why this new closure is developed, Figure 4. A valveless closure in line with the upcoming legislation and ensures the desired dosing experience. Figure 4. The newly designed valveless closure This newly developed closure consists of multiple features to create the so-called experience. The orifice of the closure is re-designed, to create ease of dosing, and the lid is designed to ensure a leakproof closure. This newly designed closure as a replacer for the original closure is more sustainable since it is a mono-material closure, which enhances recyclability.