G.H. Berghuis
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Engaging the next generation
Optimising customer retention within the teenage segment for Triodos Bank Netherlands
In today’s financial landscape, teenagers grow up in a world where managing money is increasingly digital, seamless and less tangible. While this creates convenience, it also makes it more difficult to maintain financial overview. At the same time, growing competition from fintech companies challenges traditional banks to remain relevant and distinctive. Within this context, Triodos Bank, a purpose driven bank that focuses on sustainable and ethical banking, faces challenges in engaging and retaining its teenage customers.
This graduation project explores how Triodos Bank Netherlands can strengthen its relationship with current teenage customers, aged 10-18, to reduce customer outflow at age 18 and build long-term customer relationships. The project is guided by the following research questions:
RQ1: What does the financial landscape look like now and in the future, and what is Triodos Bank’s role and current strategy to retain teenagers aged 10–18?
RQ2: What are the current (financial) behaviours, experiences and challenges of teenagers aged 10–18, and how do these shape their relationship with money & their bank?
RQ3: How can insights from the first two research questions be translated into a design intervention that bridges teenagers’ financial experiences and Triodos’ sustainable banking mission?
This graduation project follows a triple diamond approach, switching between diverging and converging phases. To answer the research questions, multiple methods are applied. Desk research and internal analysis provided insight into the financial landscape and Triodos Bank’s current position and strategy. In addition, methodological triangulation, combining literature research, semi-structured interviews and generative design sessions, enabled a deep understanding of teenagers’ (financial) behaviour, values and needs.
The findings show that teenagers primarily interact with banking services in a functional and reactive way, with limited awareness of the broader impact of their financial choices. Although they express a growing interest in sustainability and future-oriented values, their behaviour is largely driven by convenience and short-term decision-making. Parents play a key role in shaping financial behaviour, while peers and the broader social context are highly important influencers of the lives of teenagers.
Based on these insights, the project defines a design goal aimed at strengthening the emotional relationship between teenagers and Triodos Bank by making the impact of money visible, understandable and personally meaningful. Using co-creation and gathering expert- and user feedback, this resulted in a two-layered final solution:
A redesigned banking app interface that integrates impact-driven features into everyday banking interactions, including a rewarding system that leverages partnerships with business banking clients of Triodos Bank, to increase motivation.
A proposal to increase brand awareness within teenagers’ social context through influencers as Triodos Bank ambassadors, acting as relatable role models.
The project concludes that Triodos Bank should reduce customer outflow at age 18, by strengthening emotional engagement with its teenage customers. This requires moving beyond a purely functional relationship by adding value to existing interactions within the banking app, while extending engagement beyond the app through increased visibility and relevance.
The final solution was validated on desirability, feasibility, viability and responsibility with both experts and the target group. While promising, it is not a fully finalised solution. Its effectiveness depends on integration within a broader strategy, including active marketing, continuous communication of the bank’s mission and ongoing optimisation. This project therefore provides a clear and well-founded direction for further development. ...
This graduation project explores how Triodos Bank Netherlands can strengthen its relationship with current teenage customers, aged 10-18, to reduce customer outflow at age 18 and build long-term customer relationships. The project is guided by the following research questions:
RQ1: What does the financial landscape look like now and in the future, and what is Triodos Bank’s role and current strategy to retain teenagers aged 10–18?
RQ2: What are the current (financial) behaviours, experiences and challenges of teenagers aged 10–18, and how do these shape their relationship with money & their bank?
RQ3: How can insights from the first two research questions be translated into a design intervention that bridges teenagers’ financial experiences and Triodos’ sustainable banking mission?
This graduation project follows a triple diamond approach, switching between diverging and converging phases. To answer the research questions, multiple methods are applied. Desk research and internal analysis provided insight into the financial landscape and Triodos Bank’s current position and strategy. In addition, methodological triangulation, combining literature research, semi-structured interviews and generative design sessions, enabled a deep understanding of teenagers’ (financial) behaviour, values and needs.
The findings show that teenagers primarily interact with banking services in a functional and reactive way, with limited awareness of the broader impact of their financial choices. Although they express a growing interest in sustainability and future-oriented values, their behaviour is largely driven by convenience and short-term decision-making. Parents play a key role in shaping financial behaviour, while peers and the broader social context are highly important influencers of the lives of teenagers.
Based on these insights, the project defines a design goal aimed at strengthening the emotional relationship between teenagers and Triodos Bank by making the impact of money visible, understandable and personally meaningful. Using co-creation and gathering expert- and user feedback, this resulted in a two-layered final solution:
A redesigned banking app interface that integrates impact-driven features into everyday banking interactions, including a rewarding system that leverages partnerships with business banking clients of Triodos Bank, to increase motivation.
A proposal to increase brand awareness within teenagers’ social context through influencers as Triodos Bank ambassadors, acting as relatable role models.
The project concludes that Triodos Bank should reduce customer outflow at age 18, by strengthening emotional engagement with its teenage customers. This requires moving beyond a purely functional relationship by adding value to existing interactions within the banking app, while extending engagement beyond the app through increased visibility and relevance.
The final solution was validated on desirability, feasibility, viability and responsibility with both experts and the target group. While promising, it is not a fully finalised solution. Its effectiveness depends on integration within a broader strategy, including active marketing, continuous communication of the bank’s mission and ongoing optimisation. This project therefore provides a clear and well-founded direction for further development. ...
In today’s financial landscape, teenagers grow up in a world where managing money is increasingly digital, seamless and less tangible. While this creates convenience, it also makes it more difficult to maintain financial overview. At the same time, growing competition from fintech companies challenges traditional banks to remain relevant and distinctive. Within this context, Triodos Bank, a purpose driven bank that focuses on sustainable and ethical banking, faces challenges in engaging and retaining its teenage customers.
This graduation project explores how Triodos Bank Netherlands can strengthen its relationship with current teenage customers, aged 10-18, to reduce customer outflow at age 18 and build long-term customer relationships. The project is guided by the following research questions:
RQ1: What does the financial landscape look like now and in the future, and what is Triodos Bank’s role and current strategy to retain teenagers aged 10–18?
RQ2: What are the current (financial) behaviours, experiences and challenges of teenagers aged 10–18, and how do these shape their relationship with money & their bank?
RQ3: How can insights from the first two research questions be translated into a design intervention that bridges teenagers’ financial experiences and Triodos’ sustainable banking mission?
This graduation project follows a triple diamond approach, switching between diverging and converging phases. To answer the research questions, multiple methods are applied. Desk research and internal analysis provided insight into the financial landscape and Triodos Bank’s current position and strategy. In addition, methodological triangulation, combining literature research, semi-structured interviews and generative design sessions, enabled a deep understanding of teenagers’ (financial) behaviour, values and needs.
The findings show that teenagers primarily interact with banking services in a functional and reactive way, with limited awareness of the broader impact of their financial choices. Although they express a growing interest in sustainability and future-oriented values, their behaviour is largely driven by convenience and short-term decision-making. Parents play a key role in shaping financial behaviour, while peers and the broader social context are highly important influencers of the lives of teenagers.
Based on these insights, the project defines a design goal aimed at strengthening the emotional relationship between teenagers and Triodos Bank by making the impact of money visible, understandable and personally meaningful. Using co-creation and gathering expert- and user feedback, this resulted in a two-layered final solution:
A redesigned banking app interface that integrates impact-driven features into everyday banking interactions, including a rewarding system that leverages partnerships with business banking clients of Triodos Bank, to increase motivation.
A proposal to increase brand awareness within teenagers’ social context through influencers as Triodos Bank ambassadors, acting as relatable role models.
The project concludes that Triodos Bank should reduce customer outflow at age 18, by strengthening emotional engagement with its teenage customers. This requires moving beyond a purely functional relationship by adding value to existing interactions within the banking app, while extending engagement beyond the app through increased visibility and relevance.
The final solution was validated on desirability, feasibility, viability and responsibility with both experts and the target group. While promising, it is not a fully finalised solution. Its effectiveness depends on integration within a broader strategy, including active marketing, continuous communication of the bank’s mission and ongoing optimisation. This project therefore provides a clear and well-founded direction for further development.
This graduation project explores how Triodos Bank Netherlands can strengthen its relationship with current teenage customers, aged 10-18, to reduce customer outflow at age 18 and build long-term customer relationships. The project is guided by the following research questions:
RQ1: What does the financial landscape look like now and in the future, and what is Triodos Bank’s role and current strategy to retain teenagers aged 10–18?
RQ2: What are the current (financial) behaviours, experiences and challenges of teenagers aged 10–18, and how do these shape their relationship with money & their bank?
RQ3: How can insights from the first two research questions be translated into a design intervention that bridges teenagers’ financial experiences and Triodos’ sustainable banking mission?
This graduation project follows a triple diamond approach, switching between diverging and converging phases. To answer the research questions, multiple methods are applied. Desk research and internal analysis provided insight into the financial landscape and Triodos Bank’s current position and strategy. In addition, methodological triangulation, combining literature research, semi-structured interviews and generative design sessions, enabled a deep understanding of teenagers’ (financial) behaviour, values and needs.
The findings show that teenagers primarily interact with banking services in a functional and reactive way, with limited awareness of the broader impact of their financial choices. Although they express a growing interest in sustainability and future-oriented values, their behaviour is largely driven by convenience and short-term decision-making. Parents play a key role in shaping financial behaviour, while peers and the broader social context are highly important influencers of the lives of teenagers.
Based on these insights, the project defines a design goal aimed at strengthening the emotional relationship between teenagers and Triodos Bank by making the impact of money visible, understandable and personally meaningful. Using co-creation and gathering expert- and user feedback, this resulted in a two-layered final solution:
A redesigned banking app interface that integrates impact-driven features into everyday banking interactions, including a rewarding system that leverages partnerships with business banking clients of Triodos Bank, to increase motivation.
A proposal to increase brand awareness within teenagers’ social context through influencers as Triodos Bank ambassadors, acting as relatable role models.
The project concludes that Triodos Bank should reduce customer outflow at age 18, by strengthening emotional engagement with its teenage customers. This requires moving beyond a purely functional relationship by adding value to existing interactions within the banking app, while extending engagement beyond the app through increased visibility and relevance.
The final solution was validated on desirability, feasibility, viability and responsibility with both experts and the target group. While promising, it is not a fully finalised solution. Its effectiveness depends on integration within a broader strategy, including active marketing, continuous communication of the bank’s mission and ongoing optimisation. This project therefore provides a clear and well-founded direction for further development.
Towards Circular Consumption
Facilitating Circular Consumer Actions through a Digital Product Passport-Enabled Service Platform
The European Union’s transition to a circular economy demands that consumers shift from linear consumption habits towards value-retaining actions such as repairing, reselling, and recycling products. While EU citizens acknowledge that environmental issues affect their daily lives, this awareness has not translated into proportional circular action. A key enabler in bridging this gap is the Digital Product Passport (DPP), introduced through the Ecodesign for Sustainable Products Regulation (ESPR). The DPP creates a digital record of product-specific information accessible via a data carrier on the product. This thesis investigates how DPP-enabled services can facilitate consumers to act circularly in the European circular economy, moving beyond the DPP as a standalone information tool towards the service ecosystem it enables.
Following a design-entrepreneurial approach, this research employs a Double Diamond methodology combined with a Lean Startup approach. The first phase establishes the problem space through three research activities. First, a circular consumer journey framework maps consumer actions across the purchase, use, and post-use phases. Second, an analysis of the ESPR defines the functional data capabilities of the DPP ecosystem for service creation, supplemented by eight expert interviews. Third, a semi-systematic literature review identifies 17 consumer barriers across all phases of the circular consumer journey. These barriers are translated into consumer pain statements and their relevance validated through a consumer survey (N=887). The survey concludes with three service opportunity areas that offer the greatest potential for DPP-enabled service intervention.
The second phase synthesises these findings into tangible service concepts through iterative ideation and co-creation workshops. Five DPP-enabled service concepts are prototyped as experience scenarios and tested with ten consumers. The interviews revealed that the three strongest concepts, ProductWallet, RepairMatch, and SimpleSell, share a common dependency on verified, centralised product information. This prompted a pivot from isolated services towards a consumer product lifecycle platform: the DPP Repository. At its core sits a personal product repository where consumers store their DPPs. Integrations with repair networks and resale platforms enable lifecycle services that leverage this data to reduce effort across the circular consumer journey.
To explore viable business models, a mapping workshop generated five DPP Repository variants, each tested through lightweight experiments. The experiments revealed that a B2B2C information marketplace between consumers and brands shows the strongest signals for viability. This led to the development of Keep It, a two-sided platform where consumers register products and share lifecycle data in exchange for brand rewards and post-purchase services, while brands gain a direct consumer channel, circular service distribution, and aggregated product lifecycle insights. A clickable prototype was developed and validated with three DPP early-mover brands. The validation signals that the platform has the potential to address the pain of lacking post-purchase consumer connections and can provide a missing piece in making DPP investments commercially viable.
This thesis contributes a practical, consumer-centred perspective to the predominantly theoretical and technology-focused DPP discourse. It further expands the scientific discussion by exploring the service ecosystem the DPP can create for consumers. The thesis concludes with next steps to build Keep It as a start-up, beginning with pilot partnerships and consumer adoption testing. ...
Following a design-entrepreneurial approach, this research employs a Double Diamond methodology combined with a Lean Startup approach. The first phase establishes the problem space through three research activities. First, a circular consumer journey framework maps consumer actions across the purchase, use, and post-use phases. Second, an analysis of the ESPR defines the functional data capabilities of the DPP ecosystem for service creation, supplemented by eight expert interviews. Third, a semi-systematic literature review identifies 17 consumer barriers across all phases of the circular consumer journey. These barriers are translated into consumer pain statements and their relevance validated through a consumer survey (N=887). The survey concludes with three service opportunity areas that offer the greatest potential for DPP-enabled service intervention.
The second phase synthesises these findings into tangible service concepts through iterative ideation and co-creation workshops. Five DPP-enabled service concepts are prototyped as experience scenarios and tested with ten consumers. The interviews revealed that the three strongest concepts, ProductWallet, RepairMatch, and SimpleSell, share a common dependency on verified, centralised product information. This prompted a pivot from isolated services towards a consumer product lifecycle platform: the DPP Repository. At its core sits a personal product repository where consumers store their DPPs. Integrations with repair networks and resale platforms enable lifecycle services that leverage this data to reduce effort across the circular consumer journey.
To explore viable business models, a mapping workshop generated five DPP Repository variants, each tested through lightweight experiments. The experiments revealed that a B2B2C information marketplace between consumers and brands shows the strongest signals for viability. This led to the development of Keep It, a two-sided platform where consumers register products and share lifecycle data in exchange for brand rewards and post-purchase services, while brands gain a direct consumer channel, circular service distribution, and aggregated product lifecycle insights. A clickable prototype was developed and validated with three DPP early-mover brands. The validation signals that the platform has the potential to address the pain of lacking post-purchase consumer connections and can provide a missing piece in making DPP investments commercially viable.
This thesis contributes a practical, consumer-centred perspective to the predominantly theoretical and technology-focused DPP discourse. It further expands the scientific discussion by exploring the service ecosystem the DPP can create for consumers. The thesis concludes with next steps to build Keep It as a start-up, beginning with pilot partnerships and consumer adoption testing. ...
The European Union’s transition to a circular economy demands that consumers shift from linear consumption habits towards value-retaining actions such as repairing, reselling, and recycling products. While EU citizens acknowledge that environmental issues affect their daily lives, this awareness has not translated into proportional circular action. A key enabler in bridging this gap is the Digital Product Passport (DPP), introduced through the Ecodesign for Sustainable Products Regulation (ESPR). The DPP creates a digital record of product-specific information accessible via a data carrier on the product. This thesis investigates how DPP-enabled services can facilitate consumers to act circularly in the European circular economy, moving beyond the DPP as a standalone information tool towards the service ecosystem it enables.
Following a design-entrepreneurial approach, this research employs a Double Diamond methodology combined with a Lean Startup approach. The first phase establishes the problem space through three research activities. First, a circular consumer journey framework maps consumer actions across the purchase, use, and post-use phases. Second, an analysis of the ESPR defines the functional data capabilities of the DPP ecosystem for service creation, supplemented by eight expert interviews. Third, a semi-systematic literature review identifies 17 consumer barriers across all phases of the circular consumer journey. These barriers are translated into consumer pain statements and their relevance validated through a consumer survey (N=887). The survey concludes with three service opportunity areas that offer the greatest potential for DPP-enabled service intervention.
The second phase synthesises these findings into tangible service concepts through iterative ideation and co-creation workshops. Five DPP-enabled service concepts are prototyped as experience scenarios and tested with ten consumers. The interviews revealed that the three strongest concepts, ProductWallet, RepairMatch, and SimpleSell, share a common dependency on verified, centralised product information. This prompted a pivot from isolated services towards a consumer product lifecycle platform: the DPP Repository. At its core sits a personal product repository where consumers store their DPPs. Integrations with repair networks and resale platforms enable lifecycle services that leverage this data to reduce effort across the circular consumer journey.
To explore viable business models, a mapping workshop generated five DPP Repository variants, each tested through lightweight experiments. The experiments revealed that a B2B2C information marketplace between consumers and brands shows the strongest signals for viability. This led to the development of Keep It, a two-sided platform where consumers register products and share lifecycle data in exchange for brand rewards and post-purchase services, while brands gain a direct consumer channel, circular service distribution, and aggregated product lifecycle insights. A clickable prototype was developed and validated with three DPP early-mover brands. The validation signals that the platform has the potential to address the pain of lacking post-purchase consumer connections and can provide a missing piece in making DPP investments commercially viable.
This thesis contributes a practical, consumer-centred perspective to the predominantly theoretical and technology-focused DPP discourse. It further expands the scientific discussion by exploring the service ecosystem the DPP can create for consumers. The thesis concludes with next steps to build Keep It as a start-up, beginning with pilot partnerships and consumer adoption testing.
Following a design-entrepreneurial approach, this research employs a Double Diamond methodology combined with a Lean Startup approach. The first phase establishes the problem space through three research activities. First, a circular consumer journey framework maps consumer actions across the purchase, use, and post-use phases. Second, an analysis of the ESPR defines the functional data capabilities of the DPP ecosystem for service creation, supplemented by eight expert interviews. Third, a semi-systematic literature review identifies 17 consumer barriers across all phases of the circular consumer journey. These barriers are translated into consumer pain statements and their relevance validated through a consumer survey (N=887). The survey concludes with three service opportunity areas that offer the greatest potential for DPP-enabled service intervention.
The second phase synthesises these findings into tangible service concepts through iterative ideation and co-creation workshops. Five DPP-enabled service concepts are prototyped as experience scenarios and tested with ten consumers. The interviews revealed that the three strongest concepts, ProductWallet, RepairMatch, and SimpleSell, share a common dependency on verified, centralised product information. This prompted a pivot from isolated services towards a consumer product lifecycle platform: the DPP Repository. At its core sits a personal product repository where consumers store their DPPs. Integrations with repair networks and resale platforms enable lifecycle services that leverage this data to reduce effort across the circular consumer journey.
To explore viable business models, a mapping workshop generated five DPP Repository variants, each tested through lightweight experiments. The experiments revealed that a B2B2C information marketplace between consumers and brands shows the strongest signals for viability. This led to the development of Keep It, a two-sided platform where consumers register products and share lifecycle data in exchange for brand rewards and post-purchase services, while brands gain a direct consumer channel, circular service distribution, and aggregated product lifecycle insights. A clickable prototype was developed and validated with three DPP early-mover brands. The validation signals that the platform has the potential to address the pain of lacking post-purchase consumer connections and can provide a missing piece in making DPP investments commercially viable.
This thesis contributes a practical, consumer-centred perspective to the predominantly theoretical and technology-focused DPP discourse. It further expands the scientific discussion by exploring the service ecosystem the DPP can create for consumers. The thesis concludes with next steps to build Keep It as a start-up, beginning with pilot partnerships and consumer adoption testing.
This thesis explores how entrepreneurial adoption of MijnOverheid Zakelijk (MOZa) can be designed in a meaningful and sustainable way within the Dutch digital-government ecosystem. Rather than approaching adoption as a purely technical or communication challenge, the research frames adoption as a systemic issue shaped by interdependencies between entrepreneurs and Participanting Government Organisations (PGOs). While MOZa is envisioned as a single, central platform for between business and government interaction, its success depends on both organisational commitment and entrepreneurial use, creating a chicken-and-egg dynamic that has hindered previous initiatives. The research follows a design-led approach structured around the Double Diamond framework. In the DISCOVER phase, stakeholder interviews, internal documents, literature on digital adoption, analysis of failed precedents, and benchmarking with international peers were used to understand the broader context. This phase revealed fragmentation, uncertainty, and misaligned incentives on both the organisational and entrepreneurial side.
In the DEFINE phase, these insights were synthesised into a core adoption mechanism, reframing MOZa’s challenge as a mutual dependency rather than a linear adoption process. Based on this, the thesis deliberately focus to design for entrepreneurial adoption as a primary leverage point, translating barriers into success factors and clustering them into three design directions.
The DEVELOP phase focused on exploring solutions aligned with these directions through co-creation sessions with PGOs and entrepreneurs. Instead of converging on a single “killer function,” the research demonstrated that adoption depends on the combined effect of multiple interventions. This resulted in several solution sets addressing creating proactive notifying, community and momentum.
In the DELIVER phase, these solutions were validated through sessions with PGOs and with newly registered entrepreneurs at the Chamber of Commerce. Organisational validation focused on feasibility, responsibility, and coordination, while entrepreneur sessions tested clarity, perceived value, and early-stage expectations. These sessions confirmed that individual solutions have limited impact in isolation, but gain value when implemented together and in a repeatable manner.
Based on these findings, the final outcome of the thesis consists of three structured toolboxes delivered to the Ministry of the Interior and Kingdom Relations. Each solution was transformed into a reusable tool by explicitly defining its goal, expected result, moment of use and a repeatable execution plan. This is accompanied by ten designed example-functionalities. Rather than delivering fixed features, the toolboxes provide a design approach that can be reapplied as policies, regulations, and organisational contexts evolve.
This thesis contributes to research on digital government by demonstrating that entrepreneurial adoption requires system-level design rather than incremental optimisation. It shows that public digital platforms should not aim to maximise engagement, but instead minimise time spent while maximising trust and clarity. By framing MOZa as a platform entrepreneurs should briefly use but continuously rely on, this work offers a practical and transferable approach to designing adoption in complex public-sector environments. ...
In the DEFINE phase, these insights were synthesised into a core adoption mechanism, reframing MOZa’s challenge as a mutual dependency rather than a linear adoption process. Based on this, the thesis deliberately focus to design for entrepreneurial adoption as a primary leverage point, translating barriers into success factors and clustering them into three design directions.
The DEVELOP phase focused on exploring solutions aligned with these directions through co-creation sessions with PGOs and entrepreneurs. Instead of converging on a single “killer function,” the research demonstrated that adoption depends on the combined effect of multiple interventions. This resulted in several solution sets addressing creating proactive notifying, community and momentum.
In the DELIVER phase, these solutions were validated through sessions with PGOs and with newly registered entrepreneurs at the Chamber of Commerce. Organisational validation focused on feasibility, responsibility, and coordination, while entrepreneur sessions tested clarity, perceived value, and early-stage expectations. These sessions confirmed that individual solutions have limited impact in isolation, but gain value when implemented together and in a repeatable manner.
Based on these findings, the final outcome of the thesis consists of three structured toolboxes delivered to the Ministry of the Interior and Kingdom Relations. Each solution was transformed into a reusable tool by explicitly defining its goal, expected result, moment of use and a repeatable execution plan. This is accompanied by ten designed example-functionalities. Rather than delivering fixed features, the toolboxes provide a design approach that can be reapplied as policies, regulations, and organisational contexts evolve.
This thesis contributes to research on digital government by demonstrating that entrepreneurial adoption requires system-level design rather than incremental optimisation. It shows that public digital platforms should not aim to maximise engagement, but instead minimise time spent while maximising trust and clarity. By framing MOZa as a platform entrepreneurs should briefly use but continuously rely on, this work offers a practical and transferable approach to designing adoption in complex public-sector environments. ...
This thesis explores how entrepreneurial adoption of MijnOverheid Zakelijk (MOZa) can be designed in a meaningful and sustainable way within the Dutch digital-government ecosystem. Rather than approaching adoption as a purely technical or communication challenge, the research frames adoption as a systemic issue shaped by interdependencies between entrepreneurs and Participanting Government Organisations (PGOs). While MOZa is envisioned as a single, central platform for between business and government interaction, its success depends on both organisational commitment and entrepreneurial use, creating a chicken-and-egg dynamic that has hindered previous initiatives. The research follows a design-led approach structured around the Double Diamond framework. In the DISCOVER phase, stakeholder interviews, internal documents, literature on digital adoption, analysis of failed precedents, and benchmarking with international peers were used to understand the broader context. This phase revealed fragmentation, uncertainty, and misaligned incentives on both the organisational and entrepreneurial side.
In the DEFINE phase, these insights were synthesised into a core adoption mechanism, reframing MOZa’s challenge as a mutual dependency rather than a linear adoption process. Based on this, the thesis deliberately focus to design for entrepreneurial adoption as a primary leverage point, translating barriers into success factors and clustering them into three design directions.
The DEVELOP phase focused on exploring solutions aligned with these directions through co-creation sessions with PGOs and entrepreneurs. Instead of converging on a single “killer function,” the research demonstrated that adoption depends on the combined effect of multiple interventions. This resulted in several solution sets addressing creating proactive notifying, community and momentum.
In the DELIVER phase, these solutions were validated through sessions with PGOs and with newly registered entrepreneurs at the Chamber of Commerce. Organisational validation focused on feasibility, responsibility, and coordination, while entrepreneur sessions tested clarity, perceived value, and early-stage expectations. These sessions confirmed that individual solutions have limited impact in isolation, but gain value when implemented together and in a repeatable manner.
Based on these findings, the final outcome of the thesis consists of three structured toolboxes delivered to the Ministry of the Interior and Kingdom Relations. Each solution was transformed into a reusable tool by explicitly defining its goal, expected result, moment of use and a repeatable execution plan. This is accompanied by ten designed example-functionalities. Rather than delivering fixed features, the toolboxes provide a design approach that can be reapplied as policies, regulations, and organisational contexts evolve.
This thesis contributes to research on digital government by demonstrating that entrepreneurial adoption requires system-level design rather than incremental optimisation. It shows that public digital platforms should not aim to maximise engagement, but instead minimise time spent while maximising trust and clarity. By framing MOZa as a platform entrepreneurs should briefly use but continuously rely on, this work offers a practical and transferable approach to designing adoption in complex public-sector environments.
In the DEFINE phase, these insights were synthesised into a core adoption mechanism, reframing MOZa’s challenge as a mutual dependency rather than a linear adoption process. Based on this, the thesis deliberately focus to design for entrepreneurial adoption as a primary leverage point, translating barriers into success factors and clustering them into three design directions.
The DEVELOP phase focused on exploring solutions aligned with these directions through co-creation sessions with PGOs and entrepreneurs. Instead of converging on a single “killer function,” the research demonstrated that adoption depends on the combined effect of multiple interventions. This resulted in several solution sets addressing creating proactive notifying, community and momentum.
In the DELIVER phase, these solutions were validated through sessions with PGOs and with newly registered entrepreneurs at the Chamber of Commerce. Organisational validation focused on feasibility, responsibility, and coordination, while entrepreneur sessions tested clarity, perceived value, and early-stage expectations. These sessions confirmed that individual solutions have limited impact in isolation, but gain value when implemented together and in a repeatable manner.
Based on these findings, the final outcome of the thesis consists of three structured toolboxes delivered to the Ministry of the Interior and Kingdom Relations. Each solution was transformed into a reusable tool by explicitly defining its goal, expected result, moment of use and a repeatable execution plan. This is accompanied by ten designed example-functionalities. Rather than delivering fixed features, the toolboxes provide a design approach that can be reapplied as policies, regulations, and organisational contexts evolve.
This thesis contributes to research on digital government by demonstrating that entrepreneurial adoption requires system-level design rather than incremental optimisation. It shows that public digital platforms should not aim to maximise engagement, but instead minimise time spent while maximising trust and clarity. By framing MOZa as a platform entrepreneurs should briefly use but continuously rely on, this work offers a practical and transferable approach to designing adoption in complex public-sector environments.
Driving Mobility Transitions
Designing a Market Entry Strategy for Charging Infrastructure in Commercial Real Estate
This thesis presents a way for an established Charge Point Operator (CPO) to enter an upcoming market segment. The goal is to design a market entry strategy for Equans e-mobility to enter the corporate Alternating Current (AC) charging sub-market within commercial real estate.
Equans e-mobility is the market leader in public AC charging points. They exploit charging points across The Netherlands, both via governmental tenders and Business-to-Business (B2B) project leads. As they intend to keep their market leader position, Equans e-mobility wants to grow along with upcoming market segments.
The goal for this project is anchored in a future vision: ‘’Obtaining a significant market share in the corporate AC charging sub-market by passively and actively reaching users and decision makers within the target market to stimulate sustainability goals, obtaining certifications and obliging to legislation with exploitation contracts.’’
The double diamond model forms the basis of this project, consisting of two phases of diverging and converging knowledge. In the first diamond, a research question is formulated as ‘’How to strategically enter the corporate AC charging market within commercial real estate while leveraging Equans’ USPs?’’. This question is split into three research areas: internal context, competitive environment, and target market. Through literature research, semi-structured interviews, trade fair observations and critical analysis of existing proposal documents, possible solutions are identified. The results from the first diamond show a need for standardisation, an opportunity to differentiate from competitors through positioning as the highest quality for money, and an opportunity to design a proposal that adheres to customer needs within a market segment.
In the second diamond, a market entry strategy is formulated, accompanied by tools that can be used to implement it. Market segments are formulated to classify which possible customers are strategically optimal, a proposal framework is designed as a tool to standardise communication within the new market segments, and a roadmap is created to show which steps need to be taken to enter the desired market segments. As an example of how these deliverables can be used posters and proposition one-pagers are designed to adhere to two specific market segments. All designs were validated by interviewing customers, internal experts and a competitor, and through a validation workshop.
In conclusion, Equans is recommended to incorporate passive, mass communication channels in a standardised proposal. Throughout their commercial acquisition process, opportunities for standardisation lay in adjusting communication to user and decision influencer market segments. To make their proposal more attractive for these segments, they should emphasise legislation, certifications, benefits of exploitation, and Equans’ credibility as a reliable CPO.
This project shows how a company can increase their efficiency and generate new leads by changing the role of its proposal. Instead of creating a new proposal for each customer lead, standard variations within a proposal are created to adhere directly to a market segment’s needs.
...
Equans e-mobility is the market leader in public AC charging points. They exploit charging points across The Netherlands, both via governmental tenders and Business-to-Business (B2B) project leads. As they intend to keep their market leader position, Equans e-mobility wants to grow along with upcoming market segments.
The goal for this project is anchored in a future vision: ‘’Obtaining a significant market share in the corporate AC charging sub-market by passively and actively reaching users and decision makers within the target market to stimulate sustainability goals, obtaining certifications and obliging to legislation with exploitation contracts.’’
The double diamond model forms the basis of this project, consisting of two phases of diverging and converging knowledge. In the first diamond, a research question is formulated as ‘’How to strategically enter the corporate AC charging market within commercial real estate while leveraging Equans’ USPs?’’. This question is split into three research areas: internal context, competitive environment, and target market. Through literature research, semi-structured interviews, trade fair observations and critical analysis of existing proposal documents, possible solutions are identified. The results from the first diamond show a need for standardisation, an opportunity to differentiate from competitors through positioning as the highest quality for money, and an opportunity to design a proposal that adheres to customer needs within a market segment.
In the second diamond, a market entry strategy is formulated, accompanied by tools that can be used to implement it. Market segments are formulated to classify which possible customers are strategically optimal, a proposal framework is designed as a tool to standardise communication within the new market segments, and a roadmap is created to show which steps need to be taken to enter the desired market segments. As an example of how these deliverables can be used posters and proposition one-pagers are designed to adhere to two specific market segments. All designs were validated by interviewing customers, internal experts and a competitor, and through a validation workshop.
In conclusion, Equans is recommended to incorporate passive, mass communication channels in a standardised proposal. Throughout their commercial acquisition process, opportunities for standardisation lay in adjusting communication to user and decision influencer market segments. To make their proposal more attractive for these segments, they should emphasise legislation, certifications, benefits of exploitation, and Equans’ credibility as a reliable CPO.
This project shows how a company can increase their efficiency and generate new leads by changing the role of its proposal. Instead of creating a new proposal for each customer lead, standard variations within a proposal are created to adhere directly to a market segment’s needs.
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This thesis presents a way for an established Charge Point Operator (CPO) to enter an upcoming market segment. The goal is to design a market entry strategy for Equans e-mobility to enter the corporate Alternating Current (AC) charging sub-market within commercial real estate.
Equans e-mobility is the market leader in public AC charging points. They exploit charging points across The Netherlands, both via governmental tenders and Business-to-Business (B2B) project leads. As they intend to keep their market leader position, Equans e-mobility wants to grow along with upcoming market segments.
The goal for this project is anchored in a future vision: ‘’Obtaining a significant market share in the corporate AC charging sub-market by passively and actively reaching users and decision makers within the target market to stimulate sustainability goals, obtaining certifications and obliging to legislation with exploitation contracts.’’
The double diamond model forms the basis of this project, consisting of two phases of diverging and converging knowledge. In the first diamond, a research question is formulated as ‘’How to strategically enter the corporate AC charging market within commercial real estate while leveraging Equans’ USPs?’’. This question is split into three research areas: internal context, competitive environment, and target market. Through literature research, semi-structured interviews, trade fair observations and critical analysis of existing proposal documents, possible solutions are identified. The results from the first diamond show a need for standardisation, an opportunity to differentiate from competitors through positioning as the highest quality for money, and an opportunity to design a proposal that adheres to customer needs within a market segment.
In the second diamond, a market entry strategy is formulated, accompanied by tools that can be used to implement it. Market segments are formulated to classify which possible customers are strategically optimal, a proposal framework is designed as a tool to standardise communication within the new market segments, and a roadmap is created to show which steps need to be taken to enter the desired market segments. As an example of how these deliverables can be used posters and proposition one-pagers are designed to adhere to two specific market segments. All designs were validated by interviewing customers, internal experts and a competitor, and through a validation workshop.
In conclusion, Equans is recommended to incorporate passive, mass communication channels in a standardised proposal. Throughout their commercial acquisition process, opportunities for standardisation lay in adjusting communication to user and decision influencer market segments. To make their proposal more attractive for these segments, they should emphasise legislation, certifications, benefits of exploitation, and Equans’ credibility as a reliable CPO.
This project shows how a company can increase their efficiency and generate new leads by changing the role of its proposal. Instead of creating a new proposal for each customer lead, standard variations within a proposal are created to adhere directly to a market segment’s needs.
Equans e-mobility is the market leader in public AC charging points. They exploit charging points across The Netherlands, both via governmental tenders and Business-to-Business (B2B) project leads. As they intend to keep their market leader position, Equans e-mobility wants to grow along with upcoming market segments.
The goal for this project is anchored in a future vision: ‘’Obtaining a significant market share in the corporate AC charging sub-market by passively and actively reaching users and decision makers within the target market to stimulate sustainability goals, obtaining certifications and obliging to legislation with exploitation contracts.’’
The double diamond model forms the basis of this project, consisting of two phases of diverging and converging knowledge. In the first diamond, a research question is formulated as ‘’How to strategically enter the corporate AC charging market within commercial real estate while leveraging Equans’ USPs?’’. This question is split into three research areas: internal context, competitive environment, and target market. Through literature research, semi-structured interviews, trade fair observations and critical analysis of existing proposal documents, possible solutions are identified. The results from the first diamond show a need for standardisation, an opportunity to differentiate from competitors through positioning as the highest quality for money, and an opportunity to design a proposal that adheres to customer needs within a market segment.
In the second diamond, a market entry strategy is formulated, accompanied by tools that can be used to implement it. Market segments are formulated to classify which possible customers are strategically optimal, a proposal framework is designed as a tool to standardise communication within the new market segments, and a roadmap is created to show which steps need to be taken to enter the desired market segments. As an example of how these deliverables can be used posters and proposition one-pagers are designed to adhere to two specific market segments. All designs were validated by interviewing customers, internal experts and a competitor, and through a validation workshop.
In conclusion, Equans is recommended to incorporate passive, mass communication channels in a standardised proposal. Throughout their commercial acquisition process, opportunities for standardisation lay in adjusting communication to user and decision influencer market segments. To make their proposal more attractive for these segments, they should emphasise legislation, certifications, benefits of exploitation, and Equans’ credibility as a reliable CPO.
This project shows how a company can increase their efficiency and generate new leads by changing the role of its proposal. Instead of creating a new proposal for each customer lead, standard variations within a proposal are created to adhere directly to a market segment’s needs.
Seamless transitions from plane to train
Designing a 'phygital' journey to improve the transition of international tourists from Schiphol Airport to Amsterdam with NS (Dutch Railways)
By the end of this year, a new NS (Dutch Railways) Sprinter will operate between Amsterdam Central Station and Hoofddorp, via Schiphol Airport. The introduction of this new train raised several questions within NS: How can this new Sprinter better meet the needs of tourists?
The initial research comprised three qualitative studies with international tourists travelling to Amsterdam, NS executive employees, and NS service employees. This research revealed that tourists often fail to notice the check-in points at Schiphol. On the other hand, NS executive employees reported frequent problems with tourists boarding trains without tickets and subsequently facing closed gates at their end destination. Interviews with NS service employees at the check-out gates at Amsterdam Central Station confirmed that many tourists travel without valid tickets from Schiphol Airport, but mention that even more tourists travel with a GVB ticket instead of an NS ticket. To address discrepancies in the findings, additional research included 16 semi-structured interviews with tourists who travelled without a valid ticket from Schiphol to Amsterdam. These findings indicate that tourists often end their journey at closed gates in Amsterdam, resulting in a negative experience. For NS, this translates to lost revenue as a significant number of tourists travel without valid tickets. The revised aim of this project focuses on ensuring tourists understand the necessity of having a valid ticket before boarding the train. The ideation phase generated numerous solutions, which were refined through expert reviews in user experience, marketing, strategy consulting, and stakeholder meetings with NS, ProRail, Spoorbouwmeester, and Schiphol.
This project presents three concepts that serve as a backlog of innovative ideas for NS, aimed at increasing ticket sales at Schiphol. These include the ‘happy flow’, focussed on promoting the desired behaviour of tourists, the ‘unhappy flow’, focussed on addressing the incorrect travel behaviour, mainly caused by the ‘GVB planners’, and the ‘backup flow’, focussed on increasing the visibility and visual space at Plaza. The thesis provides actionable recommendations on the implementation plan of these solutions and outlines the necessary steps for successful deployment.
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The initial research comprised three qualitative studies with international tourists travelling to Amsterdam, NS executive employees, and NS service employees. This research revealed that tourists often fail to notice the check-in points at Schiphol. On the other hand, NS executive employees reported frequent problems with tourists boarding trains without tickets and subsequently facing closed gates at their end destination. Interviews with NS service employees at the check-out gates at Amsterdam Central Station confirmed that many tourists travel without valid tickets from Schiphol Airport, but mention that even more tourists travel with a GVB ticket instead of an NS ticket. To address discrepancies in the findings, additional research included 16 semi-structured interviews with tourists who travelled without a valid ticket from Schiphol to Amsterdam. These findings indicate that tourists often end their journey at closed gates in Amsterdam, resulting in a negative experience. For NS, this translates to lost revenue as a significant number of tourists travel without valid tickets. The revised aim of this project focuses on ensuring tourists understand the necessity of having a valid ticket before boarding the train. The ideation phase generated numerous solutions, which were refined through expert reviews in user experience, marketing, strategy consulting, and stakeholder meetings with NS, ProRail, Spoorbouwmeester, and Schiphol.
This project presents three concepts that serve as a backlog of innovative ideas for NS, aimed at increasing ticket sales at Schiphol. These include the ‘happy flow’, focussed on promoting the desired behaviour of tourists, the ‘unhappy flow’, focussed on addressing the incorrect travel behaviour, mainly caused by the ‘GVB planners’, and the ‘backup flow’, focussed on increasing the visibility and visual space at Plaza. The thesis provides actionable recommendations on the implementation plan of these solutions and outlines the necessary steps for successful deployment.
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By the end of this year, a new NS (Dutch Railways) Sprinter will operate between Amsterdam Central Station and Hoofddorp, via Schiphol Airport. The introduction of this new train raised several questions within NS: How can this new Sprinter better meet the needs of tourists?
The initial research comprised three qualitative studies with international tourists travelling to Amsterdam, NS executive employees, and NS service employees. This research revealed that tourists often fail to notice the check-in points at Schiphol. On the other hand, NS executive employees reported frequent problems with tourists boarding trains without tickets and subsequently facing closed gates at their end destination. Interviews with NS service employees at the check-out gates at Amsterdam Central Station confirmed that many tourists travel without valid tickets from Schiphol Airport, but mention that even more tourists travel with a GVB ticket instead of an NS ticket. To address discrepancies in the findings, additional research included 16 semi-structured interviews with tourists who travelled without a valid ticket from Schiphol to Amsterdam. These findings indicate that tourists often end their journey at closed gates in Amsterdam, resulting in a negative experience. For NS, this translates to lost revenue as a significant number of tourists travel without valid tickets. The revised aim of this project focuses on ensuring tourists understand the necessity of having a valid ticket before boarding the train. The ideation phase generated numerous solutions, which were refined through expert reviews in user experience, marketing, strategy consulting, and stakeholder meetings with NS, ProRail, Spoorbouwmeester, and Schiphol.
This project presents three concepts that serve as a backlog of innovative ideas for NS, aimed at increasing ticket sales at Schiphol. These include the ‘happy flow’, focussed on promoting the desired behaviour of tourists, the ‘unhappy flow’, focussed on addressing the incorrect travel behaviour, mainly caused by the ‘GVB planners’, and the ‘backup flow’, focussed on increasing the visibility and visual space at Plaza. The thesis provides actionable recommendations on the implementation plan of these solutions and outlines the necessary steps for successful deployment.
The initial research comprised three qualitative studies with international tourists travelling to Amsterdam, NS executive employees, and NS service employees. This research revealed that tourists often fail to notice the check-in points at Schiphol. On the other hand, NS executive employees reported frequent problems with tourists boarding trains without tickets and subsequently facing closed gates at their end destination. Interviews with NS service employees at the check-out gates at Amsterdam Central Station confirmed that many tourists travel without valid tickets from Schiphol Airport, but mention that even more tourists travel with a GVB ticket instead of an NS ticket. To address discrepancies in the findings, additional research included 16 semi-structured interviews with tourists who travelled without a valid ticket from Schiphol to Amsterdam. These findings indicate that tourists often end their journey at closed gates in Amsterdam, resulting in a negative experience. For NS, this translates to lost revenue as a significant number of tourists travel without valid tickets. The revised aim of this project focuses on ensuring tourists understand the necessity of having a valid ticket before boarding the train. The ideation phase generated numerous solutions, which were refined through expert reviews in user experience, marketing, strategy consulting, and stakeholder meetings with NS, ProRail, Spoorbouwmeester, and Schiphol.
This project presents three concepts that serve as a backlog of innovative ideas for NS, aimed at increasing ticket sales at Schiphol. These include the ‘happy flow’, focussed on promoting the desired behaviour of tourists, the ‘unhappy flow’, focussed on addressing the incorrect travel behaviour, mainly caused by the ‘GVB planners’, and the ‘backup flow’, focussed on increasing the visibility and visual space at Plaza. The thesis provides actionable recommendations on the implementation plan of these solutions and outlines the necessary steps for successful deployment.
The Impact of Right to Repair
Exploring RVO's Position in Supporting Businesses to Adopt Repairability Practices in the EED Sector
This thesis explores the impact of the European Union’s Right to Repair (R2R) legislation on businesses in the Electric and Electronic Devices (EED) sector in the Netherlands. The research assesses how Rijksdienst voor Ondernemend Nederland (RVO) can support businesses in adopting repairability practices aligned with the new legislation. Using a mixed-methods approach, the study combines a literature review with qualitative insights from interviews with key stakeholders, including RVO representatives, businesses and NGOs. The findings reveal that while the short-term impact of the R2R directive on business operations is limited, businesses who want to transition towards repairability deal with various challenges. However, a lack in RVO’s currents instruments for repair support was identified. The study provides recommendations for RVO to enhance its support mechanisms to further support businesses in the transition towards repairability.
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This thesis explores the impact of the European Union’s Right to Repair (R2R) legislation on businesses in the Electric and Electronic Devices (EED) sector in the Netherlands. The research assesses how Rijksdienst voor Ondernemend Nederland (RVO) can support businesses in adopting repairability practices aligned with the new legislation. Using a mixed-methods approach, the study combines a literature review with qualitative insights from interviews with key stakeholders, including RVO representatives, businesses and NGOs. The findings reveal that while the short-term impact of the R2R directive on business operations is limited, businesses who want to transition towards repairability deal with various challenges. However, a lack in RVO’s currents instruments for repair support was identified. The study provides recommendations for RVO to enhance its support mechanisms to further support businesses in the transition towards repairability.
Towards collaborative change: connecting the textile industry
A service design vision for Byborre & The Window of Textile Opportunities
In recent years, we have become increasingly aware of the vast impact of the fast fashion and textile industry. Over the years the fashion industry has been abundantly criticised over its limited consideration of social and environmental issues and the widespread impact that these have. By now, textile creation itself has a larger carbon footprint than all international flights and maritime shipping combined. The biggest change can be made within the creation of these textiles. This is where Byborre and the Window of Textile opportunities (WoTO) come into play.
This project is executed in collaboration with Byborre: a frontrunner in creating transparent and responsible textiles and trying to change the way the textile industry operates. As part of their mission they launched WoTO: a platform and exposition that connects Byborre’s transparent textile supply-chain in order to collaboratively solve the industry’s sustainability challenges and aims to educate on responsible textile creation and use. This raised the following question that served as the kick-off for the project:
“How can WoTO educate, inspire and connect textile users, academic and industry professionals in order to drive collaborative, transparent and responsible textile innovation and creation?”
In order to find out, the project took a user-centred approach: the user’s perspective is leading in order to gain insight. User research consisting out of qualitative interviews, user-journeys and persona’s along with literature research on open and networked innovations was performed. The analysis of this research phase shows the complexity of interdisciplinary collaboration and the problems that users experience within WoTO:
The concept of WoTO lacks clarity, resulting in different interpretations and expectations of the platform. The network partners experience a lack of guidance, facilitation and moderation which makes it hard to keep overview and manage expectations. Due to a lack of, - or unsuitable collaborative systems and tools it becomes challenging for the partners to stay involved, connected and aligned. This consequently results in an unclear narrative for the visitors.
Based on ideation, co-creation and evaluation with stakeholders a service design vision for WoTO is created to alleviate this problem:
The service design offers WoTO partners an accessible way to engage with the Window of Textile Opportunities and stimulates and facilitates interdisciplinary working and communication within, and outside of the WoTO network. Decreasing the gap between the textile supply-chain and brands/consumers. By doing so aiming to strengthen WoTO’s primary functions: to forge interdisciplinary connections & educate on responsible creation and transparency.
It does so by offering guidance, orchestration and structure through various touch-points that support the the newly constructed collaborative model and user flow. These touch-points can be attributed to four themes:
Stimulate engagement
Create uniformity in collaboration
Guide towards alignment and change
Decrease the gap between the supply-chain and brands/consumers
To implement the service successfully a roadmap is given to help prioritise activities for the short term implementation. In order to make this possible it is recommended to further develop and test the service and keep the partners involved in this process.
Ultimately, active partner orchestration and community management is essential to WoTO’s operations and interdisciplinary work. If not performed, partners can’t align and the service won’t be able facilitate its purpose. ...
This project is executed in collaboration with Byborre: a frontrunner in creating transparent and responsible textiles and trying to change the way the textile industry operates. As part of their mission they launched WoTO: a platform and exposition that connects Byborre’s transparent textile supply-chain in order to collaboratively solve the industry’s sustainability challenges and aims to educate on responsible textile creation and use. This raised the following question that served as the kick-off for the project:
“How can WoTO educate, inspire and connect textile users, academic and industry professionals in order to drive collaborative, transparent and responsible textile innovation and creation?”
In order to find out, the project took a user-centred approach: the user’s perspective is leading in order to gain insight. User research consisting out of qualitative interviews, user-journeys and persona’s along with literature research on open and networked innovations was performed. The analysis of this research phase shows the complexity of interdisciplinary collaboration and the problems that users experience within WoTO:
The concept of WoTO lacks clarity, resulting in different interpretations and expectations of the platform. The network partners experience a lack of guidance, facilitation and moderation which makes it hard to keep overview and manage expectations. Due to a lack of, - or unsuitable collaborative systems and tools it becomes challenging for the partners to stay involved, connected and aligned. This consequently results in an unclear narrative for the visitors.
Based on ideation, co-creation and evaluation with stakeholders a service design vision for WoTO is created to alleviate this problem:
The service design offers WoTO partners an accessible way to engage with the Window of Textile Opportunities and stimulates and facilitates interdisciplinary working and communication within, and outside of the WoTO network. Decreasing the gap between the textile supply-chain and brands/consumers. By doing so aiming to strengthen WoTO’s primary functions: to forge interdisciplinary connections & educate on responsible creation and transparency.
It does so by offering guidance, orchestration and structure through various touch-points that support the the newly constructed collaborative model and user flow. These touch-points can be attributed to four themes:
Stimulate engagement
Create uniformity in collaboration
Guide towards alignment and change
Decrease the gap between the supply-chain and brands/consumers
To implement the service successfully a roadmap is given to help prioritise activities for the short term implementation. In order to make this possible it is recommended to further develop and test the service and keep the partners involved in this process.
Ultimately, active partner orchestration and community management is essential to WoTO’s operations and interdisciplinary work. If not performed, partners can’t align and the service won’t be able facilitate its purpose. ...
In recent years, we have become increasingly aware of the vast impact of the fast fashion and textile industry. Over the years the fashion industry has been abundantly criticised over its limited consideration of social and environmental issues and the widespread impact that these have. By now, textile creation itself has a larger carbon footprint than all international flights and maritime shipping combined. The biggest change can be made within the creation of these textiles. This is where Byborre and the Window of Textile opportunities (WoTO) come into play.
This project is executed in collaboration with Byborre: a frontrunner in creating transparent and responsible textiles and trying to change the way the textile industry operates. As part of their mission they launched WoTO: a platform and exposition that connects Byborre’s transparent textile supply-chain in order to collaboratively solve the industry’s sustainability challenges and aims to educate on responsible textile creation and use. This raised the following question that served as the kick-off for the project:
“How can WoTO educate, inspire and connect textile users, academic and industry professionals in order to drive collaborative, transparent and responsible textile innovation and creation?”
In order to find out, the project took a user-centred approach: the user’s perspective is leading in order to gain insight. User research consisting out of qualitative interviews, user-journeys and persona’s along with literature research on open and networked innovations was performed. The analysis of this research phase shows the complexity of interdisciplinary collaboration and the problems that users experience within WoTO:
The concept of WoTO lacks clarity, resulting in different interpretations and expectations of the platform. The network partners experience a lack of guidance, facilitation and moderation which makes it hard to keep overview and manage expectations. Due to a lack of, - or unsuitable collaborative systems and tools it becomes challenging for the partners to stay involved, connected and aligned. This consequently results in an unclear narrative for the visitors.
Based on ideation, co-creation and evaluation with stakeholders a service design vision for WoTO is created to alleviate this problem:
The service design offers WoTO partners an accessible way to engage with the Window of Textile Opportunities and stimulates and facilitates interdisciplinary working and communication within, and outside of the WoTO network. Decreasing the gap between the textile supply-chain and brands/consumers. By doing so aiming to strengthen WoTO’s primary functions: to forge interdisciplinary connections & educate on responsible creation and transparency.
It does so by offering guidance, orchestration and structure through various touch-points that support the the newly constructed collaborative model and user flow. These touch-points can be attributed to four themes:
Stimulate engagement
Create uniformity in collaboration
Guide towards alignment and change
Decrease the gap between the supply-chain and brands/consumers
To implement the service successfully a roadmap is given to help prioritise activities for the short term implementation. In order to make this possible it is recommended to further develop and test the service and keep the partners involved in this process.
Ultimately, active partner orchestration and community management is essential to WoTO’s operations and interdisciplinary work. If not performed, partners can’t align and the service won’t be able facilitate its purpose.
This project is executed in collaboration with Byborre: a frontrunner in creating transparent and responsible textiles and trying to change the way the textile industry operates. As part of their mission they launched WoTO: a platform and exposition that connects Byborre’s transparent textile supply-chain in order to collaboratively solve the industry’s sustainability challenges and aims to educate on responsible textile creation and use. This raised the following question that served as the kick-off for the project:
“How can WoTO educate, inspire and connect textile users, academic and industry professionals in order to drive collaborative, transparent and responsible textile innovation and creation?”
In order to find out, the project took a user-centred approach: the user’s perspective is leading in order to gain insight. User research consisting out of qualitative interviews, user-journeys and persona’s along with literature research on open and networked innovations was performed. The analysis of this research phase shows the complexity of interdisciplinary collaboration and the problems that users experience within WoTO:
The concept of WoTO lacks clarity, resulting in different interpretations and expectations of the platform. The network partners experience a lack of guidance, facilitation and moderation which makes it hard to keep overview and manage expectations. Due to a lack of, - or unsuitable collaborative systems and tools it becomes challenging for the partners to stay involved, connected and aligned. This consequently results in an unclear narrative for the visitors.
Based on ideation, co-creation and evaluation with stakeholders a service design vision for WoTO is created to alleviate this problem:
The service design offers WoTO partners an accessible way to engage with the Window of Textile Opportunities and stimulates and facilitates interdisciplinary working and communication within, and outside of the WoTO network. Decreasing the gap between the textile supply-chain and brands/consumers. By doing so aiming to strengthen WoTO’s primary functions: to forge interdisciplinary connections & educate on responsible creation and transparency.
It does so by offering guidance, orchestration and structure through various touch-points that support the the newly constructed collaborative model and user flow. These touch-points can be attributed to four themes:
Stimulate engagement
Create uniformity in collaboration
Guide towards alignment and change
Decrease the gap between the supply-chain and brands/consumers
To implement the service successfully a roadmap is given to help prioritise activities for the short term implementation. In order to make this possible it is recommended to further develop and test the service and keep the partners involved in this process.
Ultimately, active partner orchestration and community management is essential to WoTO’s operations and interdisciplinary work. If not performed, partners can’t align and the service won’t be able facilitate its purpose.
Enhancing team collaboration in the Customer Experience department
Improving collaboration between the teams of the CX department for a more consistent implementation of the customer needs
Flyco is a large airline company who has built its strategy emphasising on operational excellence. Yet, since competitors can now achieve similar results, they have expanded their strategy to offering excellent customer experience too, resulting in the foundation of the Customer Experience (CX) department. Nevertheless, Flyco notices their NPS is not rising above 50. One of the reasons is the silo-driven lay-out a typical corporate as Flyco has, where teams lack knowledge sharing. A way to bridge these silos is by using cross-functional collaboration, where multiple distinct functions come together to tackle complex problems with a multidisciplinary perspective.
This results in the research question: “How can Flyco improve the consistent implementation of customer needs throughout the customer journey through more effective collaboration between the different teams of the CX department?” During the research, multiple perspectives are taken into consideration. At first, the connection between collaboration and customer needs is defined to learn why the stated claim is currently a problem. Thereafter, the current way of collaboration between the different teams is reflected on by means of seven in-depth interviews with employees. Simultaneously, a literature review gives insights into what way effective cross-functional collaboration should be framed and which elements are essential. However, since multiple elements have a considerable effect on cross-functional collaboration, a decision needs to be made for a focal point to realise effective change at one, or a few of these elements. A quantitative analysis, filled in by the CX department, gives insight into where the department believes they could improve. The focus is put where most progress can be made for the CX department. This results in a focus on effective knowledge sharing between the different teams through more effective and open communication to lead the focus within the department towards the group.
Plenty literature has been written in knowledge management including multiple tools and methods. Nevertheless, earlier attempts in implementing a new knowledge management method have failed due to unacceptance of implementation by the employees. Therefore the behaviour of the employees needs to change. Consequently, literature in behaviour change is reviewed, resulting in four behaviour change techniques most appropriate for this problem. Five concepts are established through combining cocreation insights on the behaviour change techniques with knowledge management tools and methods. These concepts in unison form a system for a profound knowledge management, which ideally are all developed and applied. However, for the purpose of this thesis, the concept ‘Community of Practice (CoP)’ is chosen for further development.
The concept focuses on knowledge sharing through a group, sharing a domain/passion, a practice, and a community, coming together to discuss a question or statement stated by one of the teams of the CX department. People can apply when they are interested to learn more or have gained expertise in this area. The group of employees form a community group where they run through five steps to get an agreement on the topic. The results will be shared with the department for knowledge sharing. ...
This results in the research question: “How can Flyco improve the consistent implementation of customer needs throughout the customer journey through more effective collaboration between the different teams of the CX department?” During the research, multiple perspectives are taken into consideration. At first, the connection between collaboration and customer needs is defined to learn why the stated claim is currently a problem. Thereafter, the current way of collaboration between the different teams is reflected on by means of seven in-depth interviews with employees. Simultaneously, a literature review gives insights into what way effective cross-functional collaboration should be framed and which elements are essential. However, since multiple elements have a considerable effect on cross-functional collaboration, a decision needs to be made for a focal point to realise effective change at one, or a few of these elements. A quantitative analysis, filled in by the CX department, gives insight into where the department believes they could improve. The focus is put where most progress can be made for the CX department. This results in a focus on effective knowledge sharing between the different teams through more effective and open communication to lead the focus within the department towards the group.
Plenty literature has been written in knowledge management including multiple tools and methods. Nevertheless, earlier attempts in implementing a new knowledge management method have failed due to unacceptance of implementation by the employees. Therefore the behaviour of the employees needs to change. Consequently, literature in behaviour change is reviewed, resulting in four behaviour change techniques most appropriate for this problem. Five concepts are established through combining cocreation insights on the behaviour change techniques with knowledge management tools and methods. These concepts in unison form a system for a profound knowledge management, which ideally are all developed and applied. However, for the purpose of this thesis, the concept ‘Community of Practice (CoP)’ is chosen for further development.
The concept focuses on knowledge sharing through a group, sharing a domain/passion, a practice, and a community, coming together to discuss a question or statement stated by one of the teams of the CX department. People can apply when they are interested to learn more or have gained expertise in this area. The group of employees form a community group where they run through five steps to get an agreement on the topic. The results will be shared with the department for knowledge sharing. ...
Flyco is a large airline company who has built its strategy emphasising on operational excellence. Yet, since competitors can now achieve similar results, they have expanded their strategy to offering excellent customer experience too, resulting in the foundation of the Customer Experience (CX) department. Nevertheless, Flyco notices their NPS is not rising above 50. One of the reasons is the silo-driven lay-out a typical corporate as Flyco has, where teams lack knowledge sharing. A way to bridge these silos is by using cross-functional collaboration, where multiple distinct functions come together to tackle complex problems with a multidisciplinary perspective.
This results in the research question: “How can Flyco improve the consistent implementation of customer needs throughout the customer journey through more effective collaboration between the different teams of the CX department?” During the research, multiple perspectives are taken into consideration. At first, the connection between collaboration and customer needs is defined to learn why the stated claim is currently a problem. Thereafter, the current way of collaboration between the different teams is reflected on by means of seven in-depth interviews with employees. Simultaneously, a literature review gives insights into what way effective cross-functional collaboration should be framed and which elements are essential. However, since multiple elements have a considerable effect on cross-functional collaboration, a decision needs to be made for a focal point to realise effective change at one, or a few of these elements. A quantitative analysis, filled in by the CX department, gives insight into where the department believes they could improve. The focus is put where most progress can be made for the CX department. This results in a focus on effective knowledge sharing between the different teams through more effective and open communication to lead the focus within the department towards the group.
Plenty literature has been written in knowledge management including multiple tools and methods. Nevertheless, earlier attempts in implementing a new knowledge management method have failed due to unacceptance of implementation by the employees. Therefore the behaviour of the employees needs to change. Consequently, literature in behaviour change is reviewed, resulting in four behaviour change techniques most appropriate for this problem. Five concepts are established through combining cocreation insights on the behaviour change techniques with knowledge management tools and methods. These concepts in unison form a system for a profound knowledge management, which ideally are all developed and applied. However, for the purpose of this thesis, the concept ‘Community of Practice (CoP)’ is chosen for further development.
The concept focuses on knowledge sharing through a group, sharing a domain/passion, a practice, and a community, coming together to discuss a question or statement stated by one of the teams of the CX department. People can apply when they are interested to learn more or have gained expertise in this area. The group of employees form a community group where they run through five steps to get an agreement on the topic. The results will be shared with the department for knowledge sharing.
This results in the research question: “How can Flyco improve the consistent implementation of customer needs throughout the customer journey through more effective collaboration between the different teams of the CX department?” During the research, multiple perspectives are taken into consideration. At first, the connection between collaboration and customer needs is defined to learn why the stated claim is currently a problem. Thereafter, the current way of collaboration between the different teams is reflected on by means of seven in-depth interviews with employees. Simultaneously, a literature review gives insights into what way effective cross-functional collaboration should be framed and which elements are essential. However, since multiple elements have a considerable effect on cross-functional collaboration, a decision needs to be made for a focal point to realise effective change at one, or a few of these elements. A quantitative analysis, filled in by the CX department, gives insight into where the department believes they could improve. The focus is put where most progress can be made for the CX department. This results in a focus on effective knowledge sharing between the different teams through more effective and open communication to lead the focus within the department towards the group.
Plenty literature has been written in knowledge management including multiple tools and methods. Nevertheless, earlier attempts in implementing a new knowledge management method have failed due to unacceptance of implementation by the employees. Therefore the behaviour of the employees needs to change. Consequently, literature in behaviour change is reviewed, resulting in four behaviour change techniques most appropriate for this problem. Five concepts are established through combining cocreation insights on the behaviour change techniques with knowledge management tools and methods. These concepts in unison form a system for a profound knowledge management, which ideally are all developed and applied. However, for the purpose of this thesis, the concept ‘Community of Practice (CoP)’ is chosen for further development.
The concept focuses on knowledge sharing through a group, sharing a domain/passion, a practice, and a community, coming together to discuss a question or statement stated by one of the teams of the CX department. People can apply when they are interested to learn more or have gained expertise in this area. The group of employees form a community group where they run through five steps to get an agreement on the topic. The results will be shared with the department for knowledge sharing.
Recently, Deloitte, Nibud and ING conducted a study on financial health in the Netherlands. As a next step, the involved parties have taken the initiative by creating the Financial Health Index (FHI), a tool to measure people’s financial health via fifteen questions. Deloitte is searching for new channels that they could use to stimulate the usage of the FHI and other initiatives that could create a positive impact on the financial health of the Netherlands. The retail channel is an important financial health channel were customers make the actual financial spending decisions, and could therefore be a promising new direction. This lead to the initial research question of this project: ““Is the retail channel a feasible and impactful way to reach end-users for the FHI, in order to help them improve their financial health?“
Because of the newness and abstractness of the topic, a qualitative research study was conducted. Nine highly experienced professionals in the retail industry were interviewed, giving an understanding of retailers attitude concerning customers’ financial health, as well as a possible implementation of the FHI and other interesting initiatives. This showed that in order for retailers to contribute, the FHI might not be the best solution, mainly due to the privacy constraints, the lack of use cases and missing business case. It was found that in order to get retailers to contribute, it might be better to offer more generic financial health solutions, that do not include the profiling of customers.
Other existing initiatives were identified and analyzed, in the financial health domains “to loan”, “saving”, “spending”, “income” and “planning”. After a selection process and re-clustering, interesting clusters appeared. The requirements and wishes gained through the research showed that the area of “saving” seemed most promising to leverage the retail channel to improve customers’ financial health. In order to generate the biggest impact, it was chosen to focus on a retail saving program for Christmas, as “a lot of Dutch citizens struggle with financial health which increases in January, because they are not prepared for the extra retail expenses in December”. This was the problem statement starting the design phase.
In the design phase, a research into the simulation of saving behavior was done. Next, two design iterations were conducted. The first iteration included a user research, through two user questionnaires. The second iteration included co-creation sessions with retailers. The focus of the design phase was on gaining insights into the options and best solutions for the four most important design choices for the retail saving program. These were the “saving goal”, “user journey channel”, “business model” and “user saving process”.
The outcome is the “CareFree Christmas” initiative. This initiative allows customers to save for a specific retail product, while gaining a reward for their positive financial healthy saving behaviour. For retailers, this allows them to create a social impact by helping customers with their financial health, while at the same time increasing customer loyalty, purchase guarantee and a better cashflow.
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Because of the newness and abstractness of the topic, a qualitative research study was conducted. Nine highly experienced professionals in the retail industry were interviewed, giving an understanding of retailers attitude concerning customers’ financial health, as well as a possible implementation of the FHI and other interesting initiatives. This showed that in order for retailers to contribute, the FHI might not be the best solution, mainly due to the privacy constraints, the lack of use cases and missing business case. It was found that in order to get retailers to contribute, it might be better to offer more generic financial health solutions, that do not include the profiling of customers.
Other existing initiatives were identified and analyzed, in the financial health domains “to loan”, “saving”, “spending”, “income” and “planning”. After a selection process and re-clustering, interesting clusters appeared. The requirements and wishes gained through the research showed that the area of “saving” seemed most promising to leverage the retail channel to improve customers’ financial health. In order to generate the biggest impact, it was chosen to focus on a retail saving program for Christmas, as “a lot of Dutch citizens struggle with financial health which increases in January, because they are not prepared for the extra retail expenses in December”. This was the problem statement starting the design phase.
In the design phase, a research into the simulation of saving behavior was done. Next, two design iterations were conducted. The first iteration included a user research, through two user questionnaires. The second iteration included co-creation sessions with retailers. The focus of the design phase was on gaining insights into the options and best solutions for the four most important design choices for the retail saving program. These were the “saving goal”, “user journey channel”, “business model” and “user saving process”.
The outcome is the “CareFree Christmas” initiative. This initiative allows customers to save for a specific retail product, while gaining a reward for their positive financial healthy saving behaviour. For retailers, this allows them to create a social impact by helping customers with their financial health, while at the same time increasing customer loyalty, purchase guarantee and a better cashflow.
...
Recently, Deloitte, Nibud and ING conducted a study on financial health in the Netherlands. As a next step, the involved parties have taken the initiative by creating the Financial Health Index (FHI), a tool to measure people’s financial health via fifteen questions. Deloitte is searching for new channels that they could use to stimulate the usage of the FHI and other initiatives that could create a positive impact on the financial health of the Netherlands. The retail channel is an important financial health channel were customers make the actual financial spending decisions, and could therefore be a promising new direction. This lead to the initial research question of this project: ““Is the retail channel a feasible and impactful way to reach end-users for the FHI, in order to help them improve their financial health?“
Because of the newness and abstractness of the topic, a qualitative research study was conducted. Nine highly experienced professionals in the retail industry were interviewed, giving an understanding of retailers attitude concerning customers’ financial health, as well as a possible implementation of the FHI and other interesting initiatives. This showed that in order for retailers to contribute, the FHI might not be the best solution, mainly due to the privacy constraints, the lack of use cases and missing business case. It was found that in order to get retailers to contribute, it might be better to offer more generic financial health solutions, that do not include the profiling of customers.
Other existing initiatives were identified and analyzed, in the financial health domains “to loan”, “saving”, “spending”, “income” and “planning”. After a selection process and re-clustering, interesting clusters appeared. The requirements and wishes gained through the research showed that the area of “saving” seemed most promising to leverage the retail channel to improve customers’ financial health. In order to generate the biggest impact, it was chosen to focus on a retail saving program for Christmas, as “a lot of Dutch citizens struggle with financial health which increases in January, because they are not prepared for the extra retail expenses in December”. This was the problem statement starting the design phase.
In the design phase, a research into the simulation of saving behavior was done. Next, two design iterations were conducted. The first iteration included a user research, through two user questionnaires. The second iteration included co-creation sessions with retailers. The focus of the design phase was on gaining insights into the options and best solutions for the four most important design choices for the retail saving program. These were the “saving goal”, “user journey channel”, “business model” and “user saving process”.
The outcome is the “CareFree Christmas” initiative. This initiative allows customers to save for a specific retail product, while gaining a reward for their positive financial healthy saving behaviour. For retailers, this allows them to create a social impact by helping customers with their financial health, while at the same time increasing customer loyalty, purchase guarantee and a better cashflow.
Because of the newness and abstractness of the topic, a qualitative research study was conducted. Nine highly experienced professionals in the retail industry were interviewed, giving an understanding of retailers attitude concerning customers’ financial health, as well as a possible implementation of the FHI and other interesting initiatives. This showed that in order for retailers to contribute, the FHI might not be the best solution, mainly due to the privacy constraints, the lack of use cases and missing business case. It was found that in order to get retailers to contribute, it might be better to offer more generic financial health solutions, that do not include the profiling of customers.
Other existing initiatives were identified and analyzed, in the financial health domains “to loan”, “saving”, “spending”, “income” and “planning”. After a selection process and re-clustering, interesting clusters appeared. The requirements and wishes gained through the research showed that the area of “saving” seemed most promising to leverage the retail channel to improve customers’ financial health. In order to generate the biggest impact, it was chosen to focus on a retail saving program for Christmas, as “a lot of Dutch citizens struggle with financial health which increases in January, because they are not prepared for the extra retail expenses in December”. This was the problem statement starting the design phase.
In the design phase, a research into the simulation of saving behavior was done. Next, two design iterations were conducted. The first iteration included a user research, through two user questionnaires. The second iteration included co-creation sessions with retailers. The focus of the design phase was on gaining insights into the options and best solutions for the four most important design choices for the retail saving program. These were the “saving goal”, “user journey channel”, “business model” and “user saving process”.
The outcome is the “CareFree Christmas” initiative. This initiative allows customers to save for a specific retail product, while gaining a reward for their positive financial healthy saving behaviour. For retailers, this allows them to create a social impact by helping customers with their financial health, while at the same time increasing customer loyalty, purchase guarantee and a better cashflow.
In 2020 our lives have been turned upside down by the outbreak of COVID-19. Working from home became the new standard, forcing the whole world into the biggest remote working experiment ever. The already existing remote working trend caught wind and changed the future of work to hybrid working in an office ecosystem. With a large number of companies and employees being inexperienced with hybrid working, new challenges and unfulfilled needs came to light. Literature research and more than 50 interviews with people from 31 companies were done to identify these challenges and develop a deep understanding of them. The three problem categories are asymmetrical communication, disconnected office ecosystem and unprepared companies. The decision was made to focus on asymmetrical communication in hybrid meetings. Hybrid meetings are meetings with both online and in-office participants. These types of meetings make the online participants feel invaluable. This is caused by them not feeling involved and struggling to give input. In the long term this can lead to a decrease in employee satisfaction. Communication science helps explain why hybrid communication is hard, especially for the remote attendees. We humans collect countless information points from each other, which we unconsciously process and use for smooth and natural conversation. With video communication crucial information is filtered out, with eye contact and (selective) gaze, body language and life-sized scale being the most impactful ones. The goal of the project is to develop a product that enriches hybrid communication by supporting previously lost information. The technology developed in the design phase is coined artificial eye contact, which is based on the science of eye contact and selective gaze. Through validation experiments artificial eye contact was found to be successful in establishing similar effects. These effects are involvement, group dynamics, trust and convincement for eye contact, and more attention towards online participants, better group dynamics and a higher turn taking frequency for selective gaze. The retail price is 300 euros, but an additional data driven dashboard with a subscription model will still be validated. The product will form the foundation for a Startup, called Be There, with the mission of enabling natural and equal communication between meeting participants from different locations in the office ecosystem. Raising capital and patenting the technology are the next steps in the company planning. To conclude the project, validate the problem solution fit and partially validate the product market fit a pilot was done with Delta Capita, a technology consultancy from Amsterdam. The Be There One proved its value and collected the first Letter of Intent.
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In 2020 our lives have been turned upside down by the outbreak of COVID-19. Working from home became the new standard, forcing the whole world into the biggest remote working experiment ever. The already existing remote working trend caught wind and changed the future of work to hybrid working in an office ecosystem. With a large number of companies and employees being inexperienced with hybrid working, new challenges and unfulfilled needs came to light. Literature research and more than 50 interviews with people from 31 companies were done to identify these challenges and develop a deep understanding of them. The three problem categories are asymmetrical communication, disconnected office ecosystem and unprepared companies. The decision was made to focus on asymmetrical communication in hybrid meetings. Hybrid meetings are meetings with both online and in-office participants. These types of meetings make the online participants feel invaluable. This is caused by them not feeling involved and struggling to give input. In the long term this can lead to a decrease in employee satisfaction. Communication science helps explain why hybrid communication is hard, especially for the remote attendees. We humans collect countless information points from each other, which we unconsciously process and use for smooth and natural conversation. With video communication crucial information is filtered out, with eye contact and (selective) gaze, body language and life-sized scale being the most impactful ones. The goal of the project is to develop a product that enriches hybrid communication by supporting previously lost information. The technology developed in the design phase is coined artificial eye contact, which is based on the science of eye contact and selective gaze. Through validation experiments artificial eye contact was found to be successful in establishing similar effects. These effects are involvement, group dynamics, trust and convincement for eye contact, and more attention towards online participants, better group dynamics and a higher turn taking frequency for selective gaze. The retail price is 300 euros, but an additional data driven dashboard with a subscription model will still be validated. The product will form the foundation for a Startup, called Be There, with the mission of enabling natural and equal communication between meeting participants from different locations in the office ecosystem. Raising capital and patenting the technology are the next steps in the company planning. To conclude the project, validate the problem solution fit and partially validate the product market fit a pilot was done with Delta Capita, a technology consultancy from Amsterdam. The Be There One proved its value and collected the first Letter of Intent.
Departure of Tomorrow
A design roadmapping research towards seamless departure journeys
The research was performed in order to design a roadmap for transforming the departure hall, by researching the way KLM could improve the customer departure journey. Hall capacity needs to grow to accommodate for an expected increase in passenger numbers: for welcoming, waiting, check-in, and baggage processing. Design roadmapping methodology is used for performing initial context research, and for mapping user value drivers, new ideas for departure, and pathways to a future vision.
The company context is researched by discovering KLM values and by mapping stakeholders in departure. Passengers are the primary stakeholders who interact with staff at the airport, and perform check-in and bag drop tasks in the departure hall. By mapping flow, user routing in the journey is made clear. By combining these insights with literature on waiting, passenger behavior, the perception of waiting, and an action mapping exercise, a journey overview is created. In order to truly understand customer journeys, interviewing with passengers was arranged in the live environment. Journey mapping yielded a journey experience overview and four personas in departure with specific service requirements, motivations for assistance, and needs. Market research in the form of a competitor analysis and DEPEST research provides the trend patterning needed for future visioning. A problem definition of current departure at the airport is established by reflecting on the airline's ambition to be most customer-centric, efficient, and innovative.
Most important in design roadmapping are user value drivers; the unmet needs of future customers. Understanding these needs allows forward-looking enterprises to transform processes and services in time to create new value. By introducing the analogous customer experience of upcoming seamless grocery shopping, the design team engaged in a value mapping exercise yielding five key user value drivers: convenience, comprehension, choice, confirmation, and care. An envisioned future departure interaction is explained by imagining the functional and emotional benefits of future solutions according to these five value drivers. A three component future vision statement is provided. While the first half of the research focused on doing research and envisioning an improved future departure, the second part is dedicated to designing the roadmap. At this halfway point of the research, a switch from journey touchpoint research to changed strategic processes for new business development is made. Here, a roadmap offering a strategic pathway to the future is needed.
As the five user value drivers were found, what remains is mapping of new ideas for departure, and mapping of pathways to the future vision. For idea mapping, a tech scouting is performed in order to see what technology is available and to learn how these are relevant in reaching the vision. An integral ideation day yielded eight idea concepts spread over three horizons. The ideas aim at simplifying touchpoints, offering journey guidance, providing departure certainty and facilitate purchasing, shortening touchtime, and offering true care and recognition. Implications of horizon developments for a Staff of Tomorrow, and Operations of Tomorrow are explained.
These five themes in the mapped ideas shape the pathways to the three component future vision, or alternatively: the roads to follow to achieve the ambition. Here, the decision is made to construct two roadmaps for flexibility in creative dialogue: a strategic roadmap which quickly communicates vision outlook and strategic themes, and a tactical roadmap displaying full background information and concept idea information.
The two roadmaps are introduced and the approach and design choices are explained. A reflection on requirements set at the halfway point of the research is provided.
Finally, the research is concluded by means of a discussion which provides a brief summary of the work, states the implications of the research, and suggests four follow-up projects, as well as future design sprint HCWs for moving forward with Departure of Tomorrow.
The thesis concludes with a reflection on the value of creative dialogue and roadmapping at KLM, and a personal reflection on the project. ...
The company context is researched by discovering KLM values and by mapping stakeholders in departure. Passengers are the primary stakeholders who interact with staff at the airport, and perform check-in and bag drop tasks in the departure hall. By mapping flow, user routing in the journey is made clear. By combining these insights with literature on waiting, passenger behavior, the perception of waiting, and an action mapping exercise, a journey overview is created. In order to truly understand customer journeys, interviewing with passengers was arranged in the live environment. Journey mapping yielded a journey experience overview and four personas in departure with specific service requirements, motivations for assistance, and needs. Market research in the form of a competitor analysis and DEPEST research provides the trend patterning needed for future visioning. A problem definition of current departure at the airport is established by reflecting on the airline's ambition to be most customer-centric, efficient, and innovative.
Most important in design roadmapping are user value drivers; the unmet needs of future customers. Understanding these needs allows forward-looking enterprises to transform processes and services in time to create new value. By introducing the analogous customer experience of upcoming seamless grocery shopping, the design team engaged in a value mapping exercise yielding five key user value drivers: convenience, comprehension, choice, confirmation, and care. An envisioned future departure interaction is explained by imagining the functional and emotional benefits of future solutions according to these five value drivers. A three component future vision statement is provided. While the first half of the research focused on doing research and envisioning an improved future departure, the second part is dedicated to designing the roadmap. At this halfway point of the research, a switch from journey touchpoint research to changed strategic processes for new business development is made. Here, a roadmap offering a strategic pathway to the future is needed.
As the five user value drivers were found, what remains is mapping of new ideas for departure, and mapping of pathways to the future vision. For idea mapping, a tech scouting is performed in order to see what technology is available and to learn how these are relevant in reaching the vision. An integral ideation day yielded eight idea concepts spread over three horizons. The ideas aim at simplifying touchpoints, offering journey guidance, providing departure certainty and facilitate purchasing, shortening touchtime, and offering true care and recognition. Implications of horizon developments for a Staff of Tomorrow, and Operations of Tomorrow are explained.
These five themes in the mapped ideas shape the pathways to the three component future vision, or alternatively: the roads to follow to achieve the ambition. Here, the decision is made to construct two roadmaps for flexibility in creative dialogue: a strategic roadmap which quickly communicates vision outlook and strategic themes, and a tactical roadmap displaying full background information and concept idea information.
The two roadmaps are introduced and the approach and design choices are explained. A reflection on requirements set at the halfway point of the research is provided.
Finally, the research is concluded by means of a discussion which provides a brief summary of the work, states the implications of the research, and suggests four follow-up projects, as well as future design sprint HCWs for moving forward with Departure of Tomorrow.
The thesis concludes with a reflection on the value of creative dialogue and roadmapping at KLM, and a personal reflection on the project. ...
The research was performed in order to design a roadmap for transforming the departure hall, by researching the way KLM could improve the customer departure journey. Hall capacity needs to grow to accommodate for an expected increase in passenger numbers: for welcoming, waiting, check-in, and baggage processing. Design roadmapping methodology is used for performing initial context research, and for mapping user value drivers, new ideas for departure, and pathways to a future vision.
The company context is researched by discovering KLM values and by mapping stakeholders in departure. Passengers are the primary stakeholders who interact with staff at the airport, and perform check-in and bag drop tasks in the departure hall. By mapping flow, user routing in the journey is made clear. By combining these insights with literature on waiting, passenger behavior, the perception of waiting, and an action mapping exercise, a journey overview is created. In order to truly understand customer journeys, interviewing with passengers was arranged in the live environment. Journey mapping yielded a journey experience overview and four personas in departure with specific service requirements, motivations for assistance, and needs. Market research in the form of a competitor analysis and DEPEST research provides the trend patterning needed for future visioning. A problem definition of current departure at the airport is established by reflecting on the airline's ambition to be most customer-centric, efficient, and innovative.
Most important in design roadmapping are user value drivers; the unmet needs of future customers. Understanding these needs allows forward-looking enterprises to transform processes and services in time to create new value. By introducing the analogous customer experience of upcoming seamless grocery shopping, the design team engaged in a value mapping exercise yielding five key user value drivers: convenience, comprehension, choice, confirmation, and care. An envisioned future departure interaction is explained by imagining the functional and emotional benefits of future solutions according to these five value drivers. A three component future vision statement is provided. While the first half of the research focused on doing research and envisioning an improved future departure, the second part is dedicated to designing the roadmap. At this halfway point of the research, a switch from journey touchpoint research to changed strategic processes for new business development is made. Here, a roadmap offering a strategic pathway to the future is needed.
As the five user value drivers were found, what remains is mapping of new ideas for departure, and mapping of pathways to the future vision. For idea mapping, a tech scouting is performed in order to see what technology is available and to learn how these are relevant in reaching the vision. An integral ideation day yielded eight idea concepts spread over three horizons. The ideas aim at simplifying touchpoints, offering journey guidance, providing departure certainty and facilitate purchasing, shortening touchtime, and offering true care and recognition. Implications of horizon developments for a Staff of Tomorrow, and Operations of Tomorrow are explained.
These five themes in the mapped ideas shape the pathways to the three component future vision, or alternatively: the roads to follow to achieve the ambition. Here, the decision is made to construct two roadmaps for flexibility in creative dialogue: a strategic roadmap which quickly communicates vision outlook and strategic themes, and a tactical roadmap displaying full background information and concept idea information.
The two roadmaps are introduced and the approach and design choices are explained. A reflection on requirements set at the halfway point of the research is provided.
Finally, the research is concluded by means of a discussion which provides a brief summary of the work, states the implications of the research, and suggests four follow-up projects, as well as future design sprint HCWs for moving forward with Departure of Tomorrow.
The thesis concludes with a reflection on the value of creative dialogue and roadmapping at KLM, and a personal reflection on the project.
The company context is researched by discovering KLM values and by mapping stakeholders in departure. Passengers are the primary stakeholders who interact with staff at the airport, and perform check-in and bag drop tasks in the departure hall. By mapping flow, user routing in the journey is made clear. By combining these insights with literature on waiting, passenger behavior, the perception of waiting, and an action mapping exercise, a journey overview is created. In order to truly understand customer journeys, interviewing with passengers was arranged in the live environment. Journey mapping yielded a journey experience overview and four personas in departure with specific service requirements, motivations for assistance, and needs. Market research in the form of a competitor analysis and DEPEST research provides the trend patterning needed for future visioning. A problem definition of current departure at the airport is established by reflecting on the airline's ambition to be most customer-centric, efficient, and innovative.
Most important in design roadmapping are user value drivers; the unmet needs of future customers. Understanding these needs allows forward-looking enterprises to transform processes and services in time to create new value. By introducing the analogous customer experience of upcoming seamless grocery shopping, the design team engaged in a value mapping exercise yielding five key user value drivers: convenience, comprehension, choice, confirmation, and care. An envisioned future departure interaction is explained by imagining the functional and emotional benefits of future solutions according to these five value drivers. A three component future vision statement is provided. While the first half of the research focused on doing research and envisioning an improved future departure, the second part is dedicated to designing the roadmap. At this halfway point of the research, a switch from journey touchpoint research to changed strategic processes for new business development is made. Here, a roadmap offering a strategic pathway to the future is needed.
As the five user value drivers were found, what remains is mapping of new ideas for departure, and mapping of pathways to the future vision. For idea mapping, a tech scouting is performed in order to see what technology is available and to learn how these are relevant in reaching the vision. An integral ideation day yielded eight idea concepts spread over three horizons. The ideas aim at simplifying touchpoints, offering journey guidance, providing departure certainty and facilitate purchasing, shortening touchtime, and offering true care and recognition. Implications of horizon developments for a Staff of Tomorrow, and Operations of Tomorrow are explained.
These five themes in the mapped ideas shape the pathways to the three component future vision, or alternatively: the roads to follow to achieve the ambition. Here, the decision is made to construct two roadmaps for flexibility in creative dialogue: a strategic roadmap which quickly communicates vision outlook and strategic themes, and a tactical roadmap displaying full background information and concept idea information.
The two roadmaps are introduced and the approach and design choices are explained. A reflection on requirements set at the halfway point of the research is provided.
Finally, the research is concluded by means of a discussion which provides a brief summary of the work, states the implications of the research, and suggests four follow-up projects, as well as future design sprint HCWs for moving forward with Departure of Tomorrow.
The thesis concludes with a reflection on the value of creative dialogue and roadmapping at KLM, and a personal reflection on the project.
A strategy for Quooker to change its business model from offering a product to offering an outcome.
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A strategy for Quooker to change its business model from offering a product to offering an outcome.