This project is about shaping the context of critical care in a world where simplicity and consistency is expected from product • user interactions, while the implications of these interactions are becoming more complex. The project is related to the Critical Alarms Lab (CAL), which focusses on the design of multi-sensory information for product-user interfaces in critical environments like Intensive Care Units, Control Rooms for Air Traffic, Nuclear Plants, Space Operations, and Autonomous Cars. The nature of the relationship between monitoring devices and the professionals is where these environments find common ground. The interaction between products and professionals working in these environments is essential for taking the right decisions at the right time. However users of current interactive technology and interactive products as well as wearable technology are prone to unprecedented sensory experiences as a result of unfamiliar user interfaces. This could lead to a range of possibilities for interpretation, a situation that is rather undesired in critical environments.CAL aims to seamlessly integrate information, alarms and their originating products/systems in daily practices of users, by joining the forces of designers, researchers and participating companies. Patient monitoring takes place in a environment that fits the above description. Nurses and clinicians rely on monitoring devices to take the right decisions for the patient. However there is only so much that nurses or clinicians can do and participating in the time consuming process of looking for delicate relationships between different vitals of patients is not at the highest priority. Keeping the patient alive however is, and finding those subtle trends in the patients’ data could well be the difference between life and death. That is why there is a need for structures that make use of patient data, precisely for the reason of facilitating predictive care, seamlessly integrated in the hospital structure and synchronised with the monitoring devices in the hospital. This project explores the possibilities for making use of patient data in the hospital context, while taking the history, the current state, future trends and technological developments of patient monitoring in consideration. With this is aimed to propose a structure that could spark discussion about where future of patient monitoring should go and what challenges there are ahead.

A vision that aims to inspire a change in mindset for Experience Consulting This project presents a foresight exercise performed to uncover the future of Experience Consulting for the PwC Experience Center. The outcomes of the foresight exercise ask for a future that emphasizes our sense of humanity when designing experiences for humans. This future aims to reach collective wellbeing for people and the planet. The future was turned into the vision ‘’There is no experience without humanity’’ through a cross-country, co-creation effort. In order to inspire action, a value proposition was built on a systemic change of mindset from human-centered design to humanity-centered design. To integrate the change towards humanity-centered design, three things were designed: a service offering, a strategy playbook, and a design guide/toolkit were designed. This project gives a glimpse at how the future of Experience Consulting could look like and how it would be used in practice. My contribution to the Experience Consulting practice Through this project, I made three contributions: First, by developing a foresight exercise to understand the impacts of the future of human experience on individuals, society, and client industries. Second, by proposing a value proposition with a vision on the future of Experience Consulting to pivot towards a mindset shift from human-centered to humanity-centered design through systemic change. Third, by designing a strategy playbook/toolkit that brings humanity-centered design to practice activated through a systemic change strategy. These contributions have the aim to extend the position of the PwC Experience Consulting team, in the Netherlands and across the globe.

The domain of Sustainable Development innovation is facing a significant transformation. Several trends, social, political, economical forces and players are concurring in the rise the concept of impact on sustainable development challenges. That is being introduces in the strategies of big and small enterprises, at different degrees, varying from innovations along the value chain to small adaptive tactics keeping the pace with the latest governmental regulation in matters of emissions reductions, workforce welfare etc. Moreover, a growing number of emerging startups already include sustainable development challenges in their DNA as a main mission -often called Impact Startups. However, being hybrids with ambitious impact change goals and financial sustainability needs, they often struggle to survive and develop models of impact. In this context, BMI Lab is a consultancy supporting organisations with business model innovation. The current process does not account for ‘impact drivers’ in the equation for business model generation, therefore does not have the capabilities to support impact startups, and will need to evolve to do so. The project arouse from the knowledge gap of including Sustainable Development Impact as an additional driver in business model generation. The aim is to provide a strategic design angle to complement the Business Model Design Sprint, based on an explorative approach over the impact factors and challenges in achieving impact models. First, the concept of impact model is defined, then based on field immersion, impact entrepreneurs and experts stories and interviews, and academic sources, the research identifies a set of critical activities that could positively influence the development of impact models. Those have been embedded in a toolkit. The toolkit takes place in the first day of a BMI Lab BM generation Sprint and aims at guiding through the identification of new opportunities that align SD goals and viability. It consist of four main stages focusing on the value exchanged with the ecosystem of intervention.

Derako is a company specialized in designing and manufacturing wooden suspended ceilings, wall panels and façade panels. Derako faces the challenge of high production of waste, over 50% of their bought wood ends up as waste, additionally over 6500 kilograms of plastic waste is being produced. In their industry, Derako is not alone. The construction industry is considered a highly polluting industry, responsible for 50% of all raw material usage and 35% of the CO2 generated in the Netherlands. The industry is reacting by slowly adopting ways to improve their sustainable performace. One of the main topics is the Circular Economy. This thesis will provide an answer to the research question at hand, namely, how can Derako become a more sustainable business in the future? It will aim to do so by closely collaborating with Derako employees, to ensure a good fit. In order to fully understand the industry Derako is operating in, a thorough analysis has been conducted. Several stakeholders in their process, such as architects, contractors and installers have been interviewed, alongside several employees of Derako. The sales process of Derako proves to be complex, several of the aforementioned stakeholders influence the decision making, while their interests vary greatly. As the construction industry is developing, several trends are showing. An analysis of these trends has uncovered potentially interesting directions for Derako to pursue. The Circular Economy would be the foundation of this development, as it shows to be a highly relevant and promising topic in the industry, providing many options for product development. Together with Derako, through the means of co-creations session, the trend directions were discussed. The direction of flexible and modular buildings was deemed most relevant to develop into a vision. During this co-creation, participants set out to develop a vision which would be guiding for the strategy and roadmap. During the development of the strategy, the vision would be split in two parts. One part focussing on waste reduction, the other focussing on a circular product line. The waste reduction plan has been developed as a method to provide tangible handles for waste reduction. The current waste streams, mainly wood and plastic waste have been mapped roughly. Tests have been designed to collect more detailed information on those waste streams. The waste reduction plan sets specific goals in three horizons with the final horizon ending in 2030. For the non-renewable waste, a reduction of 50% has been set, as for wood waste a reduction of 90% has been set. In these goals, finding high value applications for the wood waste is also considered a reduction. The circular product roadmap describes the development of a circular product line, in which a standardized product is central. This product minimizes variation on materials, sizes and finished, therefore creating a product that facilitates easy reuse. Alongside the circular product line, a return shipping method has been developed. This has been treated facilitate wasteless shipping of Derako product, drastically reducing the amount of plastic and wood waste. Combined, the waste reduction plan and circular product roadmap provide Derako with practical handles to drastically increase sustainable performance.

The client of the project is Quincy Dalh, who works in organizations supporting job seekers with their job searching journey. He organized the project brief that aims to develop ideas for an online job-matching platform that brings healthy changes to the hiring process. He gave a working title for the platform called HelloCareer. Quincy’s focus was on addressing the issues around bias and communication gaps in hiring and giving autonomy over self-representation to job seekers - their ability to choose and control how they communicate their skills, motivation, personality, and experience. Diving into the scene, the problems that Quincy mentioned related more to CV than to other hiring tools. Companies have to process the biggest number of applicants in the application stage since it is open to everyone. Therefore, applicants can only deliver written forms that recruiters screen in a few seconds without any communication. Because what they can tell is limited, and they never get feedback, applicants feel that they are not respected. The problem for companies is that they may miss the talents that are hard to identify in the application. Based on the given situation, the project’s goal was determined: how to allow job seekers to self-represent in their CV. The project followed the double diamond design process. The first step was conducting desk research to explore the context, and the key takeaway from the desk research on the hiring process was seeing how different steps and recruitment tools are intertwined. The materials and tools are often used over multiple steps. Thus, the design direction for Hello Career was determined: a platform that covers the entire job searching journey supporting a seamless experience. Employees nowadays keep changing jobs which means the job searching journey keeps ongoing. The platform will help the users document their work-life regularly so that they can whenever start the job search in a prepared and constructive manner. Interviews and a creative session were conducted to discover the job seeker’s needs for the main research focus, self-representation on CV, and each step of the journey. Converging techniques were used to bring the gathered ideas and insights into concrete ideas. The solution to the primary research goal was derived: an interactive online CV. A job seeker can form a bigger picture of who one is by connecting the experiences. Interactive elements and media content support delivering the story clearly. The CV would stay as an online page while being processed and screened. It would make the process transparent for applicants. The result highlights the job seeker’s need for a platform that takes care of the entire job search journey and provides transparency in screening. By showing the potential of going online, the final design also suggests a new role for a CV. Due to the capacity, the project only focused on job seekers’ perspectives and needs on the issue. Thus, further research and product iteration should take place to utilize the product.

Digital platforms harvest end-users’ data for providing personalised recommended content. However, this data is also used to predict individual end-users’ behaviours and hook them to the content, eventually influencing their worldviews. This raises ethical debates related to the development of serious societal issues, such as fake-news diffusion, increasing polarisation and threats to democracies. On the individual level, end-users are affected by data leaks and privacy intrusiveness. People are therefore increasingly concerned about sharing their data without knowing what they reveal, for what purpose and to whom, and are consequentially unable to exercise their digital right to privacy and consent, as also concluded by the European Commission (2015). This thesis investigates how consent practices and disclosure interactions can be redesigned to instate future data practices and digital platform relations which both digital platform organisations and end-users desire. This thesis adopts a sociotechnical perspective on digital platforms, as in de Reuver et al. (2018) and Tilson et al. (2012). The hypothesis is that future visions on 1) digital platform relations, 2) data practices, and 3) consent practices and disclosure interactions, from digital platform organisations and end-users should be explored, defined and compared to identify commonalities that provide a foundation for solution exploration, and to identify fundamental tensions that need to be resolved to create the conditions in which new practices can be effective and meaningful. Future visions are defined through semi-structured interviews and Context Mapping conducted with eight field experts and eight (sensitised) end-users, led by the Path of Expression line of inquiry and analysed accordingly to the Grounded Theory Method. For every future vision topic, one theoretical framework is made to extract values and sources of friction. While the first are the drivers of the future visions, the latter contain conflicting interests to resolve before they can occur. By comparing the values extracted from the future visions on consent practices and disclosure interactions from the experts and end-users, it is concluded that some values match and others clash, which are defined as value similarities and value tensions respectively. Methods to leverage value similarities in consent practice redesign are investigated through creative sessions with (former) design students employing How To – Questions, Brainwriting and Creative Confrontation. As all values can be leveraged in different ways, strategies for creating new consent practices are defined by using a Morphological Chart. A similar creative session employing Personal Analogy, Role-Play and Scenarios is used to investigate how to resolve value tensions in a consent redesign. All common tactics used to reach agreements on the value tensions are analysed and applied to the redesign for resolving the value tensions. Eventually the design objective of the thesis is reached by creating new (aspects of) consent practices and disclosure interactions based on the design propositions, for a total of 21 design directions including 88 different ideas from several ideation activities. The digital platform organisation Flickr served as a real-life case for applying the research insights and design directions. A new consent journey proposal which balances privacy considerations from end-users and interests of the AI community is created for obtaining users’ photos to create image data sets. The proposal is validated with representatives from Flickr, Flickr’s end-users and the AI community, and evaluated as desirable, sufficiently feasible and viable, with part of it effectively contributing to solving the design case. Additionally, the proposal enables the exercise of end-users’ digital right to privacy and consent. It’s effect on individual-level relations also contributes to solving data practice-related societal issues. This thesis concludes that consent practices and disclosure interactions can successfully be redesigned by leveraging the set of identified value similarities and resolving the set of identified value tensions. It is also found that ensuring a match between desired practices and reducing opportunities for dissension allows redesigning consent practices to be effective and meaningful. The early assumption that the identified sources of friction are solved limits however this thesis’ effective implementations, possibly requiring future research and investigations in these regards.

The healthcare market is changing, with technologies like Artificial Intelligence (AI) and the increasing use of patient data. In everyday practice, AI will be used as a co-pilot for image interpretation (Beregi, 2019). Additionally, public health records (PHRs) offer a tremendous opportunity to generate support in reducing costs, improving health outcomes for populations, and improving the experience of care for patients and their families (Ford, 2017). These are just two developments that will have a huge impact on the needs and the roles of the patients, doctors and managers and therefore their needs concerning Barco's products. Moreover, legislation might change, other interesting markets might emerge and competitors might take the competitive advantage. What is the most profitable, most viable and most sustainable future for Barco in this changing landscape? A company like Barco cannot simply change to get to this future. There might be a need to collaborate between departments, collaborate with other companies, different jobs, change of processes. These changes all have their own timings and relevance and they should be defined carefully beforehand. When plans and processes are created for the 'near' future (one or two years), Barco managers and employees can execute these. It is different when these plans must be made for a longer term. This is because over longer periods of time things can change drastically. What was once created out of a certain vision can now be completely different because there are different employees/managers working on the project or the context has changed. This creates the need for a visually comprehensive overview of the future. Not only does this need to be communicated to the top-management level, but also to the relevant departments and stakeholders. In summary: For Barco to be at their full potential they will need to plan their future carefully and be able to communicate that to all relevant stakeholders. When planning for further in the future than a year or two a roadmap helps in communicating the essence of a project, department or even an organisation. As defined by Simonse in 2017: "In essence, a design roadmap offers a tactical plan on design innovations to turn a future vision into a reality." It can provide a quick overview of the general plans, addressed values and overall strategy for people that are not yet involved. Besides creating an overview, a roadmap supports the innovation strategy of an organisation (Simonse, 2017). For the healthcare department, the diagnostic imaging products in particular, I created a future vision and a Design Roadmap. The future vision describes the desired future within 10 years. The roadmap describes relevant business models, user values, markets, target groups, products, technologies, resources and competitors towards the future vision.

The current pandemic has drastically changed the primary care field. Suddenly, GP practices had to implement more digital or ‘care at a distance’ methods to keep interacting with patients. This was reflected by the strong increase in telephone consults and practices that used video calling for the first time. However, the sudden digital experience is not welcomed with open arms by patients and caregivers. 47% of the patient express that they are not positive about ‘care at a distance’ modalities (Meurs, 2020b), and approximately only a quarter of caregivers want to intensify e-consultation methods after the pandemic (Keuper, 2020). It is quite likely that after this pandemic, both groups return to the previous status quo, regardless of the benefits that eHealth and e-consultation can provide. The goal of this graduation project was to increase the adoption of e-consultation in primary care together with IZER. The graduation project followed the roadmapping process, starting with an analysis consisting of a literature study, qualitative interviews, and observations. During the research, caregivers and patients were thoroughly analysed to search for trends and wishes about (digital) primary care. The major discovered trends were the need for higher efficiency in the process due to the high effort of digitalisation, the demanded shift in control to the patient, the need for accessibility for the patient, the wish for digital to support the process, and the need for good communication. The result is DagKo: the Data-driven complaint support for patients in primary care (Data-gedreven Klacht Ondersteuning). DagKo is a software service that supports patients to do their triage independently and guides them towards the best next step concerning their complaint and medical history. The service uses data from previous patients with similar situations to analyse the most efficient and effective methods in a specific situation. Additionally, new consultation options are added to enhance the right care in the right situation. These additions consist of a data-driven virtual doctor, a monitoring program and a quickly accessible doctor service. The needs and wishes of the patients and caregivers were translated into DagKo. The software provides increased accessibility and control for the patients. It is an app that listens carefully to the user and gives options for the best suitable care. Because of the smart use of data, caregivers will be supported with suitable advice during their triage. Caregivers just have to confirm the suggested modality. This will result in an increase in efficiency for the caregivers, letting them give more attention to patients that need it by spending less time on simple situations. During the user-testing, patients experienced the two characteristics of the concept, the option to choose and data-driven advice based on effectiveness and efficiency, as positive. The additional modalities were ranked relatively positively, but due to the futuristic aspects were also harder to grasp. Caregivers also expressed support for the concept of DagKo. The caregiver acknowledged the potential of the gain in efficiency and it was recognized that the service is especially useful for filtering easier complaints.

Artificial intelligence (AI) is an emerging field which unleashes massive new (business) opportunities. The potential growth and broad application of the AI technology has great economic benefits however also severe societal implications. Simultaneously, ethical challenges arise with its development. Questions of values and ethics are becoming urgent, as systems can be negatively biased and the decision processes are often not traceable, while impacting our lives. Abstract concepts such as fairness and values need to find their way into the fast and agile AI development processes. The contemporary (research and practice) fields tackle these challenges by technological feats, ethical AI principles and strategies. However, it are the decisions made by humans today and tomorrow that will shape our future. It is, therefore, alarming the translation of ethics to that day to day work of the AI development team is missing. Hence, the central aim of this thesis is to explore and design support for AI teams with the creation of more ethical AI systems, bridging the gap between ethical AI principles and current practice. By that, design for organizational capacity for the development of fairer AI by using strategic design and critical design approaches. In this thesis, due to the diversity and magnitude of ethical challenges in AI, particular attention is paid to two challenges, fairness and value-alignment, to benefit from a design perspective. Three streams of expertise are brought together to tackle these challenges: AI, applied ethics and design. Ethics bears critique, and this thesis argues that it can benefit from a design perspective, using imagination in the solution space and synthesized thinking for implementable ideas instead of solely discussion. The thesis focuses on ways how design approaches can supplement the ethical ones and thereby stimulate the ethical uptake in the AI field. Instead of defining what fairness is, this thesis takes a novel approach in unraveling ten unfairness sources in the AI development. It is aspired to reduce these sources of unfairness in AI, in project specific fashion. In AI practice, the ways ethics is incorporated and how value tensions are resolved is under-researched. In depth interviews, generative tools and provotypes are conducted and designed to research and critique the contemporary AI field in relation to ethics, both with IBM and their clients. Simultaneously to inquire novel value tensions in its development. Five main value tensions are unraveled in its relation to fairness. All above is consolidated a framework to design for organizational capacity and team support leading to the creation of fairer and value-aligned AI systems. With this framework an organizational role is designed, the ethical coach, to aid the AI team with cocreating fairer and value-aligned AI systems with an accompanying modular toolkit. The modular toolkit is iterated upon multiple times and uses the AI dish metaphor. Finally, two evaluation sessions with IBM and their clients as well as the conversations concerning of the implementation of the toolkit led to recommendations for further development including education and implementation directions.

This thesis investigates how strategic design contributes to the venturing architecture of New Business Development at Philips Domestic Appliances (DA). Based on eight in-depth interviews and a six-month embedding, a new co-designed venturing architecture is introduced (Figure 1). The proposed architecture guides innovation teams and executives at Philips DA to build the capabilities and processes for venturing into new territories of consumer value. Additionally, the new architecture reflects the newly established vision of the New Business Creation & Scaling (NBX) team and integrates a new ‘value shaping’ perspective, based on original research findings. As Philips Domestic Appliances was disconnected from Royal Philips in 2021, the need for new ‘ventures’ emerged in order to remain a leading innovator in the domestic appliances industry. The key questions are what new business opportunities to pursue and how to increase success in bringing meaningful innovation, fostering a forward-looking culture, and facilitating the development of new skills & capabilities. Eight in-depth interviews shed light on the current new business development practice at Philips DA. Four baseline results that highlight areas for further analysis were identified: ‘daring culture’, ‘consumer value’, ‘future visioning’, and ‘design strategy.’ Based on these baseline results, an inductive analysis yielded three themes: ‘Using design to unlock new value spaces’ (I), ‘Insight-driven value shaping’ (II), and ‘Visions that embrace risk’ (III). These themes orient venturing as a design-driven endeavor, in which consumer value is not only anticipated but actively shaped. Through co-design, the concept of insight-driven value shaping was developed into a new framework. The framework visualizes how the interface between an insight-driven perspective (e.g. trends, consumer needs), and a value shaping perspective (e.g. visions, value spaces) supports the client to identify new ‘seed’ opportunities. This thesis adopts a design-driven venturing perspective and positions design-driven venturing as a subdomain of new business development. In discussing how NBX can pursue its vision of becoming an industry-leading venturing arm, the distinction between inbound change (how the environment changes Philips DA) and outbound change (how Philips DA can change its environment) clarifies how change affects NBX. The new architecture allows NBX to continuously adapt its practice and re-align capabilities and processes to cater to changing contexts of new business development, both inbound and outbound.

The implementation of digital innovations is becoming vital in the provision of healthcare. Only this way, issues concerning employee decline and increased demand for care can be tackled. Furthermore, it is seen as the key towards Person Centered Care, a concept where patients and health professionals act as partners. Many digital multi user innovations have already been developed to a conceptual level. However, the cohesion between these concepts and their future potential is yet under researched. This projects aims to investigate both, with a new service model and service roadmap as a result. A service roadmap can be seen as a future timeline for the service model and its supporting elements. The project tried to answer the following research question: ‘How can service roadmapping enable an integrated service delivery using digital healthcare innovations?’ Orthopedic care was used as a case study for this research, based on 41 concept demonstrators aimed at improving the orthopedic care journey. To answer the research question, a concept demonstrator analysis was performed, focusing on function, user and technology. This analysis showed that most concept demonstrators contained a service model focusing on achieving patient self-management, by obtaining insight, in the form of an app-wearable combination. The user analysis showed that the patient, General Practitioner, Orthopedic surgeon and the Physiotherapist should be the multi user group. And finally, the technology analysis showed a need for technological enhancements in the concept demonstrator setup. Next to the concept research, research on the Orthopedic care context was performed, with special interest in treating hip Osteoarthritis. The research was focused on stakeholder explorations; both desk research and performing interviews in the field. Next to that, a trend research in both the socio-cultural and technological area was performed. This research highlighted the need for a shared learning aspect; both for the service users and the service itself. Furthermore, a need for enhanced personalisation, information and communication was found, with the preservation of the ‘human’ aspect. Based on this research as a whole, a selection of 13 concept features from the concept demonstrators was done. These form the basis of the service model. It consists of an patient app, on body wearable and a plugin for health professionals, making it a multi user service. The service model will focus on providing information and feedback to all users in a personalised manner, about the patient status within the Osteoarthritis treatment. Furthermore, it allows for digital communication to occur. Future adjustments are primarily focused on improving the back end of the service, by adopting shared learning with help of Artificial Intelligence. Ultimately, patient and health professional become partners in the Osteoarthritis treatment. To summarize both the drivers for innovation, the service model setup and the back-end enablers in the context of time, a service roadmap was developed. This roadmap can be used by the Smart Care Lab of the TU Delft to start further dialogue with stakeholders in orthopedic care, as well as a starting point for new research projects.

With the introduction of the Quadruple Aim at Philips, healthcare staff experience is recognized as an important health system performance indicator. Engaged healthcare employees are related to retention, patient-centered care, high patient safety and improved quality of care provided. However, burnout seems to be a common phenomenon among healthcare personnel. Especially employees from radiology departments are prone to developing burnout symptoms. This does not only have negative consequences for the individual’s well-being and the organizations’ performance, but also negatively affects the quality of patient care. As Millennials are the least engaged generation but will take up 75 per cent of the workforce in 2025, this thesis proposes solutions on how Philips might support Millennial healthcare employees within radiology departments to enhance engagement in 2030. This has been done by extensive research on how to create an employee experience that enhances engagement, how this looks like for Millennials at radiology in the future and exploring the opportunities for Philips to support this. Field research revealed that technologists mainly value involvement in the workflow, department and hospital. This can be enhanced by giving them more responsibility based on interests, experiences and knowledge that they build up during their job. This means that in the future, technologists will have tailored roles (e.g. management-expert, patient care-expert and technology-expert) and could take over tasks of radiologists and residents. Residents mainly value staff equality that creates an open and safe learning environment. This can be enhanced by structuring the supervision and assessment and by tailoring their learning pathway. This means that in the future, they will have personalized learning pathways which are tailored to their needs and learning preferences. Radiologists mainly value being result-driven to define diagnoses as soon as possible. This can be enhanced by technology support in the workflow and in the interpretation of scans and images. This means that in the future, technology will take over simple tasks and will enable a more efficient workflow for radiologists who will have more time to focus on complex cases and collaboration with other physicians. Based on these findings, five service propositions are designed on how Philips might support the Millennial employees at radiology in the future to enhance their engagement. Four service propositions are created during a creative workshop with Philips employees. As confidential information was used in this workshop, these four service propositions are considered confidential. One service proposition is created based on an individual brainstorm and insights from the project and is applicable to all roles within radiology: As the roles of radiology employees will change into becoming more visible and specialized based on preferences and technology support, it is necessary to have a clear overview of all employees to sustain the employee engagement within the employee, department and hospital workflow. This can be supported by “a personalized planning that helps radiology employees who want to define diagnoses as soon as possible, be involved in the workflow, department and hospital, and want to learn in an open and safe learning environment by allocating employees correctly based on their tailored tasks and managing the workflow efficiency.” All findings of this thesis are presented in the format of a roadmap where the design innovation elements are visualized: the changing role of radiology in the future, the employee values, the future scenarios and the service propositions. These propositions will serve as inspiration for projects or research initiatives for Philips to continue with. However, the next steps for Philips are to validate these service propositions with radiology employees to explore the desirability. Besides, these service propositions need to be validated based on feasibility and viability within Philips and should be benchmarked to other health technology companies as well as companies that provide educational services within healthcare.

The Dutch healthcare system is currently under a lot of stress. Contemporary social, technological, economic and political trends demonstrate an emerging pressure on both primary and secondary care. The trend with the most profound impact, is the growing amount of chronically ill patients, causing a high pressure on the workforce and on limited resources. Additionally, during the past number of years, healthcare costs have been growing substantially. Simultaneously, people expect more services and more involvement in their health. Partly caused by those trends, Heart for Health seeks for a solution to work towards a "future where remote healthcare prevents unnecessary CVRM patient visits at general practices". But, it has been found that there are currently many obstacles to be overcome for the implementation of such solutions. This thesis aims to create a complete overview of the complex environment where Heart for Health is currently working in. Even though all stakeholders strive to work towards a healthier population, many conflicts of interests were found. Besides, the concerned stakeholders have complex expectations and desires, that are not easily satisfied. Like others, Heart for Health has experienced that overcoming those obstacles is challenging. The aim of this thesis is to research and propose how Heart for Health can create new business within the general practitioner sector. Therefore, an extensive research has been done into the current care pathway of CVRM patients and the desires of the stakeholders. In order to create a comprehensive overview, many stakeholders were involved throughout this project. A product vision has been created to formulate what a product for monitoring CVRM patients at general practitioners should contain. Besides, multiple requirements were found to develop such products. This thesis discusses why Heart for Health is currently struggling with the development and implementation of their pilot. And explores how this struggle could be overcome by taking a more customer centered approach. To do so, an explorative session has been executed to find opportunities for creating new values. This exploration has led to a proposal for a more comprehensive product than Heart for Health is currently making. To realise the development of this product, a step-by-step approach has been proposed. It is argued that Heart for Health should first focus on creating a product for patients before including general practitioners. The proposed approach is translated into a roadmap, describing the different steps that Heart for Health can use to work towards the future that they envision. This thesis strives to give a realistic and strategic perspective on the proposed solution by repeatedly testing on desirability, feasibility and viability.

Vanderlande Industries is global market leader in logistic process automation at airports, the parcel industry and warehousing market. However in order for them to stay a global leader Vanderlande and keep the innovation standard high, they started developing a set of design roadmapping workshops called The Long Now (TLN) project The TLN is a project that developed a set of design roadmapping workshops, which resulted in a future vision together with a set of new product service concepts for the airports platform. Having the results, the team working on TLN was looking for a way to present them to the board of Vanderlande. But therefore the results of these roadmapping workshops had to be made more tangible. And this graduation project aims to develop a smart design strategy roadmap, which has the ability to internally align Vanderlande Industries with the long now (TLN) project. In order to come to the right design strategy method I first performed research in three directions: Research on Vanderlande and the way operating within the company, research on design roadmapping and finally research on smart roadmapping. Having performed this research I came to the conclusion that there had to be made an interactive platform which displays the results and needs to be adjustable, accessible and connectable. Knowing this I developed a design strategy method based on website design and user experience containing six steps. The six steps went as followed: first user classification in which you determine the end-user. Second, user class description in which you find the user needs. Thirdly comes the object modelling of the scope, looking at the content and functional requirements of the smart design roadmap. The fourth step includes the object modelling of the structure. Fifth is navigational design, aiming at the way you can walkthrough the roadmap and finally was implementation design. This is where you created the actual look and feel of the smart design roadmap. After performing these 5 steps it was still an iterative proces in which I co-designed the smart design roadmap with multiple people before I came to my final design. But when I came to my final design, I was able to conclude that when performing the six steps of the design strategy I was able to develop a smart design roadmap that internally aligned Vanderlande with TLN and it became a lot more tangible due to supportive technologies, new partnerships and well visualised solution development. I do still recommend however to validate both the results from the TLN workshops as well as the smart design roadmap with more people within Vanderlande as this currently only has been done by the team working on TLN.

Artificial Intelligence (AI) has permeated every part of our world. It discovers new molecules, recommends what to watch and informs many business decisions everyday. There it has also become part of hiring, where recruiters are in need of more efficiency. The digital age has caused the amount of applications per position to skyrocket, while organisations have noticed that in the last decades an increasing amount of their value generation is directly connected to their people. Vendors market AI systems as intelligent workers that can help human resources (HR) departments find the best people efficiently. Different systems help with analytics, writing, assessments or video interviews, where participants answers questions from an AI system on their computer. With the implementation of AI systems, there are often ethical problems involved. Biases are often hidden in the data or algorithm, that may cause people to be unfairly treated by an AI system. But AI interviews have another ethical problem that has gotten relatively little attention: autonomy over self-representation. During an interview, you always want to show your best side and focus on your strengths and best experiences. You know better than anyone else what you can do and therefore it is important that you are able to represent yourself. But AI interviews interfere with that self-representation because they make assumptions on what you mean before they present that information to a recruiter. Also, by nature AI systems can only work directly with quantitive data, so how are you sure that your meaning of ‘teamwork’ was properly processed? This project uses a novel approach of Value Sensitive Design in combination with a different framework for generative prototypes to find a solution to this problem. Generative prototypes focus on generating hypotheses to further understanding. Here they were used with provocation in multiple iterations to elicit the values that people have about self-representation in hiring. Those findings were synthesised into a new process that helps applicants maintain autonomy over self-representation through conveying feedback so they understand how well they are doing, through steering the interpretation of their answers and by keeping regular interviews to ensure the right nuance still arrives at the recruiter. This process was evaluated with another generative prototype, which informed the final three design requirements for AI interview systems in hiring: integrating feedback into the interview, managing expectations and assumptions and building in options for escalation. In this way, the first steps are made for designing better AI systems that respect the autonomy over self-representation of applicants.

In this graduation thesis, the evolution of Adidas's product development process is explored, focusing on the introduction of a Adizero footwear Fuzzy Front-End aimed at enhancing brand credibility and user experience through agile, user-centric design methods. This stage, a crucial part of the development of Adidas Adizero Footwear, prioritizes functional prototypes and utilizes athletes’ performance data to inform design before products enter the marketing phase. An in-depth context analysis illuminates Adidas’ intricate organizational structure, brand categorization, and the history and innovative essence of the Adizero franchise. This analysis lays the groundwork for exploring the fuzzy front-end (FFE) stage, where challenges such as neglect of individual consumer needs and complexities in the initial development stages are underscored, and opportunities like well-balanced stakeholder engagement, participatory design methods, and data-enabled engagement approaches are identified. In seeking to resolve identified challenges, novel stakeholder engagement strategies are devised, promoting dynamic understanding and interaction amongst stakeholders beyond traditional managerial definitions. Innovative tools and methods, such as the ‘Superpower Element Sticker,’ are developed to encourage co-creation and facilitate the formulation of new engagement strategies. At the same time, analyses and pilot testing sessions ensure the practical applicability of proposed solutions. This research highlights the delineation of a novel conceptual design framework, aimed at enabling effective multi-stakeholder co-creation in the Fuzzy Front-end of Adizero Footwear. Then a new process design, based on the conceptual design framework in a co-creation workshop, integrates innovative data tunnels allowing varied stakeholders, including consumers, marketers, and developers, to actively contribute insights and refine the design throughout different seasons and stages of footwear creation. Emphasizing clarity and data visualization, this proposed framework, while innovative, necessitates strategic navigation through technological constraints and alignment with Adidas's methodologies to ensure feasibility and optimal contribution to the enhancement of the footwear design process.

The COVID-19 health crisis at the beginning of 2020 saw a dramatic number of adaptations to health systems around the world. One of these adaptations was the accelerated shift towards e-health solutions. This rise happened because of the inability of the medical system to serve patients of non-respiratory related illnesses during the pandemic. This was experienced as a rise from 1% to 70% of remote general practitioners consultations in the early months of 2020(Mueller, 2020). Key to these consultations is the use of medical devices to gather information relating to the patient's state. New medical device categories now allow people with little or no training to collect accurate information (European Commission, 2017), including by using wearables first intended for tracking activity-related metrics that are currently being fitted with state-of-the-art sensors that allow them to become a realistic alternative to strict medical devices (Raja et al., 2019). Despite this, several key issues impede their use in standard medical practice and are more commonly used as informational tools only (Raja et al., 2019). The use of wearables as informational tools has the potential to increase the awareness of people of the effect of the things they do on their wellbeing, an essential part of the concept of preventative medicine. A concept that aims to enhance wellbeing is wellness, with health being a state of being and a goal to achieve (Stoewen, 2015). Wellness is also a concept that is well entrenched on the product lines of the brands of Arçelik, and is seen as an important opportunity to grow medical capabilities in the products they already dominate. This thesis project presents a service design concept that aims to help people create their own wellness journey by passively tracking habits and receiving advice based on this information. The concept is based around the gathering of information through smart home appliances, focused around four modules: nutrition, activity, sleep and vitals. The project concludes that the proposed service solution brings the possibility to integrate the capabilities that Arçelik needs to enter the larger healthcare market while staying in the product categories that it dominates.