This thesis explored the company Trompenaars Hampden-Turner (THT), its offerings, activities and the context it works in. THT is a company originally founded in 1989 as the Centre for International Business Studies. Trompenaars Hampden-Turner is a relatively small niche consulting company which is renowned in the area of Culture for Business. It is specialised in cultural dilemmas in the business context. Its employees work to improve the integration between people (values, attitudes) and organisations (structures, systems and processes). THT is a founder-centric organisation, and this poses certain risks and limitations which influence the growth and resilience of an organisation. For THT this means that in order to continue spreading their theories and practise consulting, the founder-centric configuration of the company needs to change. Therefore, the main research question was established as: How can a small founder-centric consultancy become less founder-centric and sustain growth in the coming ten years? In the first part, information was gathered to create a deeper understanding of the client, domain and the market. First, the company history, business model, products and competitors were analysed. To gather the information needed, various interviews were held with people working at THT. Secondly, literature was reviewed, looking into managing growth in organisations, founder-led companies and how organisations and consultancies are structured. These research activities resulted in a collection of insights which were used for the strategy creation. The insights yielded from the research were used to create a story which was written to design a future vision and communicate the vision. Storytelling was chosen to explore the benefits of this method, instead of sketching which is more common in industrial design. The created future vision called for a strategy in which THT’s portfolio consists of digital products such as an e-learning course. Using this future vision, a roadmap was created to strategize this pivot in company activity from consulting to content development. The roadmap is divided into three horizons. The goal of the first horizon is to focus on scaling down the current portfolio and focus on creating a base of e-learning courses. The goal of the second horizon is to expand the portfolio whilst learning service partners are attracted to partially outsource marketing and personal parts of the hybrid learning solutions. The goal of the third horizon is to be the best expert in the field when it comes to developing content. The proposed strategy for THT was supplemented with a design of the new organisational blueprint and some advice on the corporate communication including the name of the company. For the organisational blueprint, a circular model was chosen to easily scale with the organisation’s size or the range of the product portfolio. It was advised for the company name to make it refer to culture rather than the name of specific individuals. The strategy based on this take on a future vision for THT, combined with trends which were relevant to THT’s industry and knowledge on organisational design, resulted in a plan to become less founder-centric and sustain growth in the coming ten years.

Dutch national policy states a goal to rid 7 million homes of natural gas by 2050. Municipalities, along with inhabitants, will determine what is the best alternative technology for gas heating. There are many challenges to this as municipalities must adapt to a relatively new role and subject matter, coordinate with the inhabitants within their jurisdiction, and ensure that it is economically feasible. This transition towards a sustainable future requires reimagining a whole industry, as well as, the relationship between municipality and inhabitants. This is something that cannot be addressed as an individual, but with the collaboration of numerous stakeholders. Design co-creation is emerging as necessary in complex issues. Using co-creation means considering how to connect different stakeholders, and facilitate collaboration and expression of deeper emotional needs of the participants of co-creation. This project explores how co-creation can support municipalities in achieving their goal of transitioning homes away from gas. Frame Innovation provides the main structure for this project. First, there is an analysis of the problem situation. Various methods are used for this, for example, interviews were held with important stakeholders in the energy transition and experts in co-creation — civil servants at the municipality level, homeowners, and designers. Second, a frame is presented that explores solutions through a metaphor. The frame was crafted by exploring stakeholders and their underlying values, needs, and motivation. Finally, the frame is used towards designing new solutions. The third section of the project presents the final design concept. The proposed design concept presented here is a mentorship program called ‘Plan-It Together’. This program is designed for municipalities to support homeowners in adapting their homes so that they are well insulated and are heated using sustainable options. The program connects homeowners who have not made their homes gas-free ready yet, but would like to (mentees), with those in the community who already have (mentor). The program consists of a series of workshops with a complementary toolkit. An implementation roadmap that outlines a plan for a pilot and ways to evaluate it was created. The design concept and roadmap were tested with civil servants and homeowners.

To innovate requires people. People that know how to innovate. For engineers, it is not always easy to do that. They know a lot about technology (feasibility) but could lack knowledge about the business (viability) and the market (desirability). This report aims to help engineers create a more innovative mindset and thereby boost the innovation output of their organization.A case study into Croonwolter&dros (CWD) explores the problems they encounter with innovation. CWD is a system integrator specializing in engineering and installing technical systems. They have over 140 years of experience in this field and aim to launch three new product-market combinations (PMC’s) a year. Currently, they are working hard to achieve this but have not managed to do so.From several interviews with stakeholders, I learned that knowledge sharing between divisions and colleagues is one of CWD’s issues. CWD is divided into three divisions: Infrastructure, Utility, and Industry. All these divisions have to develop their own business. This causes them to form silos where there is little to no cross-departmental collaboration. Therefore this case study focuses on addressing the lack of knowledge sharing to boost the innovation output of CWD.To understand what knowledge is needed in the organization, I analyzed innovations that are under development at CWD. This analysis showed that CWD employees mainly focus on the feasibility of their innovations and do not pay as much attention to the viability and desirability of their innovations. Because of that, they fail to fully convince essential stakeholders of their innovations’ potential.To tackle this problem, I organized three ideation sessions with innovators to brainstorm ideas that could create a more complete story around their innovations. Three different concepts resulted from these brainstorms. All with the potential to boost the innovation output of CWD. I needed a clear reference frame to compare and decide between the three concepts. The initial plan was to see which concept fitted best to the innovation strategy of CWD, but the innovation strategy was, at that point, too vague andambiguous to decide between the concepts. Therefore I chose to set a clear starting point for innovation at CWD. This resulted in the six principles for innovation at CWD. Based on these principles, I decided to combine two concepts. These concepts are the foundations of IVI.IVI (Iedereen Voor Innovatie) is an approach to boost the innovation output of CWD by improving the innovative mindset of CWD’s innovators. IVI consist of a business development team that helps the innovators. Everyone at CWD with an idea can go to the development team and ask for help. Together they will make a smoke test. This smoke shows the idea to a broad audience via a web page. Everyone can leave comments, questions, or suggestions on this web page. The innovator can use this data to improve his or her innovation. The development team also collects this data for further analysis. From the data, the best performing innovations are invited to the innovation fair. All fair visitors can invest a number of hours into innovations they see potential in. The innovators can use these hours to progress their innovations. If the innovators fail to get enough engagement on their smoke test or to convince enough investors, they know they have to improve their innovation’s viability, desirability, and feasibility. The development team can help them with that.IVI was received positively in an early validation session, both by several stakeholders as well as by the CWD board. Further testing is needed to validate additional assumptions around IVI, but there are no major game stoppers at this time. IVI could be implemented by first putting together the development team. They can become the product owners of IVI and continue implementing IVI. The team should start by actively approaching CWD employees that have an idea to get the ball rolling and create the first smoke tests. From there, they can move on the organizing the first innovation fair. After a significant period, they can organize training and coaching sessions to further boost the innovative mindset of CWD’s innovators and engineers. This completes the implementation of IVI and should, in theory, help CWD to reach its goal of launching three new product- market combinations a year. IVI partly democratizes innovation, and future research might even find applications for this concept in a broader context.

This research thesis aims to create a new perspective of design as an integral part of internal change communication and attempts to showcase what design can contribute to the domain of internal change communication. It follows an exploratory research approach that was driven by a research question and where a design was used as a stimulus to test the research question (as can be seen in Figure 3 on page 21). The research question in this thesis is: what can design offer, in addition to contemporary approaches, in change communication to create internal buy-in? To attain an understanding of organisational change and change communication, both literature and field research (in the form of interviews) were conducted. This concluded the first part of the thesis, the Study, and moved it into the Design part of the thesis. After conducting interviews with eighteen people at six different companies, across the levels of hierarchy, a design opportunity presented itself: after the company change was announced, the employees had lots of questions and they felt like they weren’t being taken seriously. The thesis proceeds to describe how a solution to this challenge was designed and tested. The testing of the design brought the Design and Study parts of the thesis together: the concluding remarks from the test reflect not only the feasibility, desirability and viability of the design, but present insights pertaining to the research question. This thesis concludes by offering the insights that what design can offer internal change communication to create internal buy-in are boundary objects and a user-centred approach to problem solving. Boundary objects could provide a form of common understanding and clarity about topics, that are complex or unclear, that allow for people to have facilitated discussions. By creating a better understanding about the change and how employee questions and queries will be addressed, you can reduce resistance to the change and create internal buy-in (Llenza, 2008). Having a user-centred approach allows for users to inform the design of a tool that they will be using, allowing for it to not only meet their needs, but also creating ownership over that tool and the company change. If the change isn’t strongly or exclusively top driven, employees will feel a willingness to participate in the change and take ownership of the change, creating internal buy-in (Alvesson and Sveningsson, 2015).

Challenged to innovate towards full circularity and sustainability, both the waste management and inner-city transport industry are drastically changing in the Netherlands. Being a waste management organization that operates in these markets, PreZero is looking for new waste collection solutions to facilitate the transition towards circularity. An envisioned solution for this new context could be in collaboration with parcel delivers that operate via hubs on the outskirts of cities. By letting them collect waste streams from inner-city customers while also delivering parcels, the electric vehicles that would otherwise return to the hub empty would be cleverly used. The client is piloting this system in The Hague but is looking for a custom solution to fit the needs and wishes of all involved stakeholders. Therefore, the research question of this master thesis is: How can a scalable product-service system for smart return logistics of source-separated commercial waste streams in an inner-city environment be designed and implemented by the client? With the project aiming to develop a new business model and product, the entrepreneurial theory of ‘effectuation’ is applied as the theoretical framework of this thesis, and co-creation and qualitative research methods are selected for the approach. In a series of interviews and case studies, insights about the existing pilot are gathered, resulting in a set of means and potential goals to work with. Additional exercises like customer journey mapping the waste stream and value flow modeling the complex stakeholder context, enable the means and goals to be translated into a set of six potential value propositions for the future. A design intervention is used to rapidly prototype the next iteration toward these potential value propositions and show the client how the effectual approach can be implemented. This design phase focuses on the various stakeholder contexts and uses a compact waste container and an MVP version of the waste collection bin to pilot the envisioned product-service system. Using phenomenological research, the designs are evaluated, resulting in a rich set of insights about the requirements and wishes for the system, container, bin, and involved partners. All gathered insights are combined into four future visions that describe the potential strategic positions that the client could aim for. By detailing the business model, needed partners, targeted customers, and steps to be taken, the client is enabled to start implementing tomorrow. Posters visualize each future vision to bring the business models to life and empower the client’s project team to get the internal support needed to develop solutions towards one of these future roles. Concluding the report, recommendations are given about what future vision to aim for and how to get there. With a drastically changing environment that is hard to predict, effectuation delivers a risk-limiting approach to co-create the future with involved stakeholders. Implements these insights from the report will support the client in its iterative journey towards the new business model.

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

In 2015, due to decentralisations in the social domain, municipalities became the key public authorities for youth participation in the Netherlands (RAND Europe, 2021). One year later 66% had made youth participation a policy goal, while 18% was planning to. At that time most municipalities involved young people to some extend in their policy-making, but were dissatisfied with the results and expressed a need for tools (Mak, Gilsing & Wróblewska, 2016). In 2020, despite considerable effort, the dissatisfaction had not changed (Movisie, 2020). This thesis aims to design a new approach that allows youngsters aged 14-17 to structurally participate in municipal policy- and decision-making, in the context of the energy transition. The energy transition, which refers to the transfer from fossil fuels to renewable energy sources with the aim of reducing greenhouse gas emissions in the Netherlands with 95-100% in 2050 (RIVM, n.d.), is seen as the largest strategic challenge for municipalities and one of the main societal challenge of our time (Ebskamp & Verbraak, 2019). Municipalities ask Citisens, an organisation specialised in reaching and involving (adult) citizens and this project’s client, ever more frequently if they can support them in involving young people in shaping this transition. This project is their first step in exploring this new market. Three methods characterize the project approach. Frame creation, a method well-suited for the open, networked, complex and dynamic problems of today, provides the main structure to the project (Dorst, 2015, p. 73). Within the structure of Frame creation, the project adopts a participatory approach, involving 163 stakeholders and experts in 15 co-creation sessions throughout the project. Besides bringing in new perspectives, giving stakeholders a voice in the design and building stakeholder support (Boeijen et al., 2020, p. 61), these co-creation sessions all generate insights on collaborating with the stakeholders in a Research through Design approach. While most co-creation sessions use prototypes or artefacts to generate new knowledge, the sessions themselves can also be seen as prototypes for collaboration (Stappers & Giaccardi, 2017). Following an in-depth analysis of the challenge, this thesis creates an overview of frontrunners that have a new and promising approach to (youth) participation and/or involving people in climate issues. Looking at common factors of these frontrunners, four themes emerge: equity, ownership, collaboration and action. Based on these themes, several new frames to approach youth participation are developed. The final design, Design your dream places, is based on the frame Holacracy. Design your dream places involves all youngsters through guest lessons at schools and facilitates them to create their own, sustainable dream places in the municipality. It allows everyone in the municipality to vote on their favourite place, and encourages the municipality and youngsters to collaborate on next steps. The final design was tested and evaluated during a pilot session with key stakeholders, yielding encouraging results while showing the importance of testing it in a real-life setting with actual follow-up. Finally, an implementation and integration plan was created to envision next steps for the project.

The executive summary provides a brief overview of the findings and the solution based on the problem statement. The initial brief from the client side was an interest in the hearing aid market and how Cambridge Audio can enter this industry. The project follows the double diamond approach, starting with an extensive research surrounding the initial brief. The context research revealed certain opportunities in the market and ways for Cambridge Audio to take advantage of these opportunities.The time taken by an average consumer to start using hearing aid from the first moment of hearing loss is more than 4 years and there are a number of reasons behind this delay. The access to hearing aids is traditionally difficult in major markets - barriers being time, money and stigma. Consumer research revealed some major themes of friction in their interaction with the hearing care industry:1. Hearing aids were not up to the mark in noisy environments2. Consumers were not empowered with shared decision making and learning to control the aid.3. Hearing care is designed for the elderly population with outdated design & medical approach.The research also revealed the true cost of hearing aids vs the inflated retail price charged by audiologists. These findings coupled with other trends redefined the problem statement to “Develop an easily accessible hearing care solution for the modern, technology oriented and price conscious netizens experiencing mild to moderately high hearing loss, which guarantees high consumer satisfaction at an affordable price and gives consumers the joy of enjoying their life to the full again.”The design is a reimagined hearing care service with an online presence at an affordable price point where accompanying hearing aids are designed to be ‘consumer electronics’ of the 21st century with modern features. This is one of the first ever internet based hearing care provider in the UK. In the US, the differentiating factor from other ‘online’ hearing aid companies is the focus on ‘personalized care’ instead of generic hearing aid along with cost advantage. It brings the quality of hearing aids in the consumer electronics segment and brings the feature set of true wireless earphones to the hearing care realm.The brand is also designed with a focus on three main qualities: High Consumer Satisfaction, Low access barrier (time, information, cost) and positioning CA Assist closer to consumer electronics as a brand and product. A quick and early validation with consumers verify strong interest in this service and has helped iron out the rough edges of the service. The report also includes examples of mar- keting material and an early website / landing page manifestation.

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

INNOPAY is an Amsterdam bases consultancy that focusses on ‘transactions. They are founded in 2002 with financial transactions as their main focus. Today, they have shifted their core business to ‘data’ as every form of transaction. INNOPAY is led by the belief “everything transaction” which is translated in into an award-winning same-titled management book. They believe collaboration and data sharing to be the end-goal for finding the highest value-added for all (data) transactions. The challenge The objective of this thesis is to find use cases for the business clients of banks that would be enabled by Open Banking. There are two reasons for the need for such use cases. First, there are no specific use cases directed at open banking at this moment. Second, creating innovative products is becoming the new standard to differentiate for banks. INNOPAY will be able to use this thesis and the use cases that it brings forth to illustrate the benefits of Open Banking to a large variety of different (potential) clients. Thesis Context The user The business clients of banks share touchpoints through the financial function of businesses. The financial function of a business handles the financial assists and their interactions. The financial function is a group of functions, tasks and dynamics that are set up differently for every business. This thesis analyses this complexity and describes how financial tasks between businesses are similar and can be used to analyse the financial function consistently. There is a definite shift in the tasks of the financial function in the lasts couple of years. The financial function is moving from an operational set of tasks to a more strategic set, actively participating with the (corporate) strategy. The current financial function has low affinity Change in the financial landscape Four elements are driving transformation in the financial product and service industry. 1.Technology Technology has been at the forefront of disruptive innovation for multiple decades. Technology is contributing to faster ways of gathering, analysing and securely transferring data anywhere on the planet. Bringing financial professionals together and growing businesses to never before seen sizes. 2.Competition Competition is increasing as challenger banks, and Fintechs are joining the financial product and service industry with new and innovative user-friendly products and services. 3.Customer expectations Consumers are surrounded every day by products and services tailored to their specific needs. Consumers expect user-friendly, fast and intuitive designs. This expectation is no different for business users. 4.Regulation The regulation on the forefront of this changing landscape is Payment Service Directive 2 (PSD2). PSD2 is the first regulation in the world to focus on opening up the banking system. PSD2 mandates the opening up three banking data and functionalities previously monopolised by banks themselves. These three data and functionalities are: 1. Payment initiation services (PIS) Allowing a third party (TPP) to initiate payments from your account 2. Confirmation of availability of funds (CAF) Reviews the current account to see if enough funds are available for the required transaction 3. Account information service (AIS) Allowing a third party (TPP) to access your account(s) information PSD2 opens up three data and functionalities, Open Banking opens up the rest. Open Banking is defined as a business approach in which value creation results from sharing, providing and leveraging access to bank resources. Data, processes and other business capabilities of banks are made available to an ecosystem of Third Parties (e.g. Fintechs, technology vendors, corporate customers) through application programming interfaces (APIs). Meaning, The groundwork Business banking • The competition on the financial product and service landscape is picking up between Incumbent banks, challenger banks and fintech. • Collaboration between financial product and service providers is believed to be the most constructive method of creating value-adding products and services. • Banks will need to focus more on their customer as user expectations are shifting. Open Banking • For banks to gain a competitive advantage, it is essential to open up data and functionalities while creating innovative use cases. • Leveraging Open Banking enabled data, potentially with non-financial data, could result in products unexperienced by financial professionals. • An increase in Open banking adoption is required as it is currently low. This increase can be achieved by creating inspiring use cases and promoting the concept of open banking. The Financial function •The financial has little affinity with Open Banking as it is stil in it’s early adpotion phase. To increase this adpotion they need to be educated and inspired. • The tasks within the financial function are moving from operational to more strategic tasks as more time is freed up primarily due to technological advancements and analytical capabilities. • The richness of data is essential for strategic tasks to make strategic decisions. While the quickness of data has more influence on the operational tasks. • The financial function is looking for safe and secure products and services that are easy to use, interoperable with high analytical capabilities that increase efficiency. The solutions For INNOPAY to be able to present different concepts to different clients, three concepts are designed. They are all presented in an all-in-one dashboard solution called Mynance. The reason for presenting the concepts through this medium is too combat three reoccurring pain points found during this thesis 1.Customer journey – for the financial product and service industry a lot can be won by focussing on the customer journey as this is currently mostly subpar. Having all products and services in one place would facilitate more user comfort 2.Data infrastructure- The number of products and services offered at this moment have major operability issues. Having an all-in-one solution would alleviate this pain. 3.Privacy and security – If all compliance is under one roof, there is no need to trust multiple parties. It also created the possibility to show the user what data they are sharing from one location. OutOfOffice OutOfOffice is a solution for the need for a 24/7 financial function. Instant payments are becoming mainstream and are moving from the consumer to the business realm. This concept relieved the pain for the financial function to be on alert 24/7 as payments can come in and go out after the financial function has gone home. It allows for settings to be predetermined to send a notification when the change in cashflows exceeds a specific limit. OutOfOffice can also be set to undertake actions automatically. BenchmarKing The BenchmarKing is a solution that focusses on the opportunity to use pools of Open Banking data as well as non-banking data to find benchmarks that were previously impossible or extremely difficult to compute, in real-time. Allowing the financial function to critically analyse their position against a variety of segments. Precisely showing a business’s weak and strong points to be able to invest time and funds into different essential business aspects efficiently. Alertify Alertify uses pools of Open Banking data together with non-banking data to find patterns in business processes. It will then notify the user and recommend future steps. These patterns are extracted from historical data and can either negative or positive. If a problem is detected, it will recommend as well as if an opportunity arises. This is done through prescriptive analysis. The quality of prescriptive analysis will be enhanced by artificial intelligence and machine learning. Validation The concepts are designed to a certain degree of detailing to be able to adjust them to use for multiple purposes. INNOPAY can present these concepts as a whole to demonstrate the ‘big picture’ or they can choose to zoom in on a particular aspect of a product (e.g. a specific benchmark metrics or business process pattern) to reach their more niche clients. These concepts are made for presenting and are not designed to be made into actual products. Would that be the case, a great deal of additional research would have to be done with regards to the user interface, user experience, and technical aspects like privacy and security.

Intelligent and connected services have become essential in the manufacturing industry. The surge of these services has even started a new phase of industry; industry 4.0. The COALA consortium aims to develop a service to assist operators within this new industry. The COALA consortium is an European Union Programme and aims to develop a Digital Intelligent Assistant (DIA). The DIA supports operators in situations characterised by cognitive load, time pressure, and little or zero tolerance for quality issues with trustworthy AI components. Diversey is one of the consortium’s partners and perceives COALA’s DIA as a viable solution to their stoppage challenge on their production lines in the factory. These stoppages can be caused by various bottlenecks, which are hard to determine due to the production lines’ complexity and processes. Therefore, this thesis explores how to prepare for AI service adoption within the factory of Diversey. However, management from the Diversey factory has attempted to identify the bottlenecks by collecting production information through operator data entries. Unfortunately, the operators did not provide the tool with quality data entries. Therefore, replacing this tool with the DIA most likely not succeed, especially when the new tool utilises AI technology that requires learning data to generate insights. In order to explore this resistance toward new tools within the factory, I used the frame creation method of Dorst. This method excels at finding innovative solutions for problem definitions with previously unsuccessful attempts. The method explores underlying themes within the context to reframe the problem definition and find new solution spaces. The themes are formulated from interviews with management, eight support staff employees across four departments, a team lead, and six operators. Four themes are generated by analysing the values, interactions, and ‘currency’ exchanged between stakeholders. These themes regarding new tools describe the unclear contributions to operators’ work, the lack of acknowledgement regarding operators’ role and expertise towards production improvements. These themes result in a lack of trust between operators and management, which diminish the willingness to adopt new tools. Additionally, management expresses concerns about the themes expertise and consistency, which are essential to the manufacturing industry. In order to address these themes, COALA’s DIA is reframed as a stage for expertise and exploration. Instead of simply requesting data entries, operators are put in the spotlight where they can showcase their knowledge and expertise. Additionally, this stage provides a space for operators to explore production improvements through collaboration with COALA’s DIA. The framing of the problem definition addresses the data collection aspect of COALA’s DIA. However, AI systems change over time as the systems adapt to the data input. Additionally, the thesis did not assess the users’ perception of the current DIA interface. Therefore, I recommend further research into human-AI interaction with regards to the system’s evolution over time and the interface. Lastly, the themes are generated from one production line’s operators who are experiencing the most stoppages. The themes cannot directly be generalised to other production lines as the number of stoppages, or other contextual factors can influence the themes.

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

In 2015 a new child act was implemented in the Netherlands. This meant that municipalities became responsible for the organisation of all youth care. First evaluations of the youth act show that a lack of collaboration and coherence in the youth care has resulted in complaints from youth and parents concerning long waiting times, complexity in finding their way in the care, and issues in the continuity of the care (ZonMw, 2018). This project is executed in collaboration with the municipality of Renkum. Like most municipalities in the country, the municipality of Renkum has been struggling with the transitions enforced by the decentralisation. A lack of overview of, and a lack of collaboration and coherence between, the network partners in the system, prohibits the deployment of light and fitting care and instead has lead to an increased amount of referrals into expensive and heavy specialized care. In this thesis, I address the lack of collaboration and coherency between the network partners within the jeugdhulp system in Renkum and design a strategy to support the transition of the system to become more collaborative and able to offer fitting and coherent care. To embrace the complexity of the jeugdhulp and find how stakeholders- as well as the factors hindering them from collaborating- are connected, during this research I have adopted a systemic design approach. Building on insights gained through interviews with the network partners, I created a map visualizing the network partners in the jeugdhulp in Renkum and the connections between them. Drawing on living networks theory and the frame innovation method I concluded that the jeugdhulp in Renkum is currently in a state of isolation- a lot of parties are working towards the same goal, but only do so from their own island. This isolation has resulted in fragmentation of knowledge and a culture of endless referrals for the families. Although most parties in the jeugdhulp system see the value of collaboration, they seem to miss an overview of their network partners and structures for connection and collaboration lack. Currently, the municipality is working to connect the network partners, but there seems to be a lack of trust in their leadership which leads to hesitance of the network partners to commit to the collaboration. Using the frame innovation method I have explored interventions that would support the jeugdhulp transition out of a state of isolation, to a future where the network partners actively work together, share knowledge, create novelty and have the ability to grow together. The final result is a framework for the organisation of a series of events. These events- to be organised by the social team in collaboration with their network partners- are designed to support the transition towards a collaborative system by creating change on three levels: Supporting the municipality to take a facilitating leadership role Supporting network partners take ownership of the relations in the system Creating room for experimentation and innovation

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

Sea ports are undergoing a digital transformation, which can offer benefits for many involved stakeholders in the logistic chain. In order to stay relevant, Port of Rotterdam (PoR) should invest in developing new port infrastructure; digital connections that facilitate data exchange between logistic chain stakeholders. A strategic digital opportunity was found for PoR, design a platform that is focused on container data, which contributes to the competitive position of the port of Rotterdam and the business model of PoR. The thesis explores the design of the platform Cadex, a data platform that facilitates cargo data exchange between data suppliers, e.g. terminals and data demanders, shippers. Cadex offers shippers real-time data about their containers that enables shippers to act upon containers that deviate from the planned schedule. By making cargo data easy accessible it could save shippers significant costs that come with transport, the deprecation of their goods, the management of their logistics and their inventory. Especially in time sensitive trade, like fresh goods or factory parts this data is valuable. In addition, it could also contribute to a lower carbon footprint of shipments. The platform enables users to get data directly from the data owners (data supplies) like sea-port terminals and hinterland terminals and can therefore be labeled as reliable data. The data suppliers benefit from the revenue model the platform offers for their data and they are allowed to set their own asking price for this data, furthermore they benefit from the data they receive about their clients. PoR would directly benefit from the data exchange by charging a percentage of the price. In addition, PoR receives historical data about its clients, which improves their knowledge about the clients they serve and could be input for improvements in the port of Rotterdam. Moreover, a better customer service is offered to shippers that make use of the port of Rotterdam. The new port infrastructure Cadex offers, could improve the score of the port Rotterdam on the selection criteria and therefore, contribute to a higher competitive position. Developing this new port infrastructure is a long-term investment since the connections hold value. Once built, the infrastructure can be reused by other parties or other digital purposes with some adjustments. This makes PoR a relevant party in the digital transition. Without this new port infrastructure, PoR is more likely to be bypassed by other competing players who will reap the benefits of the digital transformation in sea-ports.

This thesis project in integrated product design focuses on developing a musical instrument to complement the standard inventory at social jam sessions, facilitating music novices' participation. Social jam sessions are defined as informal, unrehearsed music gatherings accommodating musicians of varying skill levels, emphasizing social interaction rather than performance. Research indicates that such activities positively impact mental wellbeing and social development, offering potential to address issues of declining happiness and increasing loneliness among young adults in the Netherlands. Observations and a poll conducted with young adults at TU Delft revealed that beginners seldom participate in or return to social jam sessions, primarily due to challenges related to musical instruments. Consequently, the project targeted instrument design as a key area for innovation. Employing a user-centered, iterative research through design methodology, the project involved multiple design cycles of prototype development, user testing, and refinement based on feedback. The project was structured into three design sprints: understanding the problem, defining a design direction, and developing a functional prototype. Through this process, one experimental setup and five prototypes were created, supplemented by desk research on relevant design artifacts. The resulting instrument, the "Bass Box," is a one-string acoustic bass with a moveable bridge, designed to resemble a cajón in size and playing position. The instrument allows dynamic pitch changes by adjusting the bridge, with note markers and an integrated tuner providing orientation for novices. The Bass Box bridges the gap between simple percussive instruments and complex melodic instruments, enabling harmonic improvisation and enriching acoustic jam sessions with audible bass notes.