This graduation project aims to change the way people look towards self-development, and make self-development a norm in society so that people will be leading more meaningful and fulfilling lives. The School of Life Amsterdam is an organisation that aligned with this personal vision for society with their mission of helping people get more fulfilment out of their lives. For The School this project was an opportunity to expand their target group. A strategic design process was used to design a vision and strategy for The School of Life Amsterdam. First, research was performed in three directions. 1. Self-development: Why is it important and what are obstacles in doing self-development? 2. The School of Life Amsterdam: What are their strengths and weaknesses, which opportunities can be identified? 3. (Potential) customers: Who are they and what do they think about self-development and The School of Life Amsterdam? The research was analysed and used to create a vision for The School of Life Amsterdam: Growth as a shared responsibility of both The School of Life Amsterdam and its customers. For The School, that means business and impact growth, and for the consumers, it means personal growth. The strategy is built on the research's insights, especially the appeal of The School has to customers, and the self-help paradox, meaning that people need to do self-development to realize the value of self-development. The strategy aims to make self-development a norm in society by using The School’s community, people who are already into self-development. The community members will be provided with the knowledge and tools to interact with people who are not yet aware of the value or doing self-development. The interactions will be based on ‘We-development’: Self-development as a means to create deeper and more meaningful connections. With more people doing self-development, the School of Life Amsterdam's market will expand. A roadmap with three phases was created to implement the strategy in the organisation. Finally, further recommendations for the project are that The School of Life Amsterdam creates a clear definition of fulfilment to measure its impact on customers. Next, the strategy’s value and impact needs to be evaluated during execution. And lastly, further research needs to be done on community building.

The graduation project assignment was to design a strategy for a concept for HARMAN Automotive's partnership with Bang & Olufsen and Ford Motor Company. By means of the design-driven innovation method (Verganti, 2009, 2016), a product-service system was created.

Money is a key element in people’s overall well-being (Abey & Ford, 2008). Young adults are behaving very differently towards finances compared to previous generations (Williams et al, 2010). In addition, young adults have little trust on financial institutions and no one to turn to for actionable advice (Deloitte Millennial Survey, 2019). Adults in their twenties and thirties are struggling with money, feeling overwhelmed and lost (Foundation for Economic Education, 2018). A gap in the market was found, where no current solutions fostered long-term behaviors for young adults towards a secure financial future. I wanted to use my skills as a designer to solve this paradigm involving young adults and finances. The goal of this graduation project is to provide guidance and support for young adults in changing their current money habits so they can ensure their future well-being. This societal issue regarding young adults and money is a shared problem in countries all over the world. For a better understanding of the relationship young people have, the context was scoped down: the project was based in Madrid, Spain and it was targeted for young adults belonging to this country. Under this context, the research of the project provided valuable findings which led to the final design. Those findings can be extrapolated to non-spanish young adults. Young adult’s current money habits and the desired financial behavior for a sustainable well-being were identified and mapped in two frameworks. The transition between both was possible through the creation of a new product- service-system. As a result, a product-service-system, named Volt, was designed. Volt crafts a new meaningful relationship between young adults and money and consists of a smart phone case, a related digital application and the system that sustains both. Through the phone case, young adults will progressively save by clicking a button and check their financial health thanks to a coloured light. The digital application will first help young adults to budget on their personal financial goals into vaults or buckets and keep track of their financial health and progress. After some digital application use, the digital application will provide young adults with actionable financial advice and the entrance to a community of young people with similar financial situation, so they can feel supported and have the peace of mind they crave.

Participatory Design (PD) has been used as a medium to democratize the design practice and include in the process the people intended to use the outcomes. When working for social change and justice, the practice intends to maintain its democratic nature by giving voice and agency to the most vulnerable in society. However, when engaging in complex societal problems PD can perpetuate systemic oppression and reproduce in the design process the same harmful mechanisms that are intended to be changed. For this reason, it is crucial for the PD practice to engage in matters of power dynamics so more socially just processes can be developed. Acknowledging this urgency, this research project has the aim of proposing an alternative understanding for a decolonial PD process that accounts for more power balanced and socially just dynamics between designers and members of marginalized communities. To accomplish the alternative understanding, the project was performed in three main phases. The first phase (research for design) is formed of a literature review and interviews with design practitioners familiar with participatory processes with oppressed communities. With these activities it was understood that the PD practice can reproduce systemic oppression in three different levels (individual, communal and systemic) because the role of the designer entails advantages in decision making, project ownership and process control among others. To overcome these oppressive practices, the work of the philosopher Paulo Freire was studied to find analogies between his pedagogy for liberation and the PD practice. In this study, it was learned that to create more horizontal relationships, it is necessary to create the space for a co-learning process based on dialogue between the designer and the members of a community. The second phase of the project (research through design) started by proposing a detailed structure for a process inspired by the research for design to be carried out with the community. However, earlier in the initiation of the phase, it was realized that in order to decolonize the PD process also the PD designer inside the process needs to be decolonized and that the structure could be propose if and only if it was developed together with the community of Afrikaanderwijk. Accordingly, the second phase of this research was based on non-structured explorations in the neighborhood allowing different moments of engagement between the designer and the community based on horizontal relationships and dialogue. In this phase was found that a decolonization of the designer and the design process entails a constant re-evaluation of the designer’s role that can move in a spectrum from facilitator to participant in the context. Other statements about the alternative understanding of PD processes were drawn including the need to see the process as a collaboration instead of just participation and to intend the project as something bigger than just what design is able to frame. The last phase of this project intended to make the insights of the research practical and useful for other designers. In this way, the final findings were translated into a series of reflective questions to challenge assumptions and biases in the initiation of a PD process.

In this project, I research how to unveil the hidden curriculum in Design Education. The hidden curriculum is the curriculum that students develop tacitly during their studies. It is also defined as tacit knowledge developed in education. tacit knowledge is a part of knowledge that everybody takes for granted without being fully aware of its influence on perceptions and actions. Unveiling tacit knowledge by design students has been considered by several authors a source for students to support awareness in judgments and decision making (Grey, 2018; Vakantesh & Ma, 2019; Wang, 2010; Whelan et al, 2017) because it allows students to become more aware of their perspectives when learning. However, tacit knowledge, as well as the hidden curriculum, are difficult to make explicit (Grey, 2018), because they are hidden in ourselves and our culture (Mareis, 2012). In the course, IDE Academy, a first-year master course in the Faculty of Industrial Design Engineering of the Technical University of Delft, the hidden curriculum plays an important role for students. The course set up allows students to choose skills to learn in a free-fail environment, thus, the curriculum of the course is highly dependent on the students and their decision making. This means that the hidden curriculum of the students becomes the curriculum of IDE Academy.The aim of this project was to find ways to make the hidden curriculum more explicit in IDE Academy and to contribute knowledge of how to unveil the hidden curriculum in design education.

As design challenges are becoming more and more complex, we aim to solve them by including an increasing variety of perspectives and opinions into the creative problem-solving process. Co-creation aims to achieve this by involving stakeholders throughout the process. Including all these different opinions makes co-creation activities increasingly complex, risking the quality of the outcome (Agueverre et al., 2020).

This thesis aims to unravel the complexity of these activities in designer-client co-creation projects. The designers targeted in this study are the designers of the consultancy Unplugged, based in Amsterdam. Unplugged aims to discover business opportunities together with their client, to take steps towards transformation. The assignment from Unplugged was to perform research into the ideation phase, as this is often experienced as difficult in practice, especially in the context of co-creation.

Through semi-structured interviews with the designers of Unplugged and several extensive literature reviews, three iterations were performed to get to the core of the complexity. The first iteration showed that the design proces, as a designer wants to perform it, is continuously disrupted. Three disrupting factors were identified: 1) the projects are stuck between design and research, 2) the client does not have a sufficient understanding of innovation, and 3) the designers do not have enough influence on the projects.

From these factors, it was concluded, in the second iteration, that there is a lack of autonomy for the designers of Unplugged. Based on this insight, an extensive literature review was conducted to discover the cause of the lack of autonomy. This literature review showed that there exists a tension between autonomy (independence) and conformity (obedience) in the context of social trusteeship (acting in the best interest of the client), or: “Do you give the client what they ask, or what they need?”

Through synthesis it was revealed that this tension is strengthened by the difference in perceived status of the respective members of the co-creation team and a misunderstanding of each other’s expertise. This difference leads to a power imbalance in which the designers have taken on a facilitating role, whereas the client takes the dominant role. Resulting in the client taking over the project and limiting the input of the designers expertise.

In the third iteration, roles are introduced for both the designer and client. These roles aim to ensure that each actors expertise is used in the correct way and at the correct time in the project by eliminating the power hierarchy in the project, through dialogue. Based on these roles, a new approach is introduced to designer-client interactions in which a rich understanding about each other’s expertise is created.

In conclusion, this thesis proposes a new approach to designer-client co-creation projects based on roles. This new approach aims to free designers from their facilitating role by creating a rich understanding between designer and client through dialogue.

This report describes the process and outcomes of a graduation project for the MSc program Strategic Product Design. The client organization in this project is Innovation Booster (IB). IB, founded in 2012 and located in Amsterdam, is specialized in innovation services. IB is active in segments characterized by traditional and complex organisations. IB offers Entrepreneurial Innovation which consists of three types of expertise services: Innovation Strategies, Business Innovation and Behavioural Innovation.

At the beginning of this project, IB was struggling with their client acquisition. Their sales calls were prepared ad-hoc and IB’s salespeople did not have the required knowledge about potential clients and their context. This resulted in insufficient acquisition, a too low success rate from sales calls and a too expensive and time consuming overall client acquisition process. Subsequently, growth, scalability and continuity could not be ensured. What IB needed was a tool for successful proactive acquisition that leads to high success rates. With high success rates IB could achieve a continuous flow of challenging projects required for growth, scalability and continuity. The tool should provide them the required knowledge, structure and focus for preparing sales calls. Therefore, the initial design challenge was stated as follows:
“Develop a tool for proactive client acquisition that provides the required knowledge, structure and focus for high success rates from sales calls.”

An experience workshop is designed that lets potential clients experience IB’s way of working. The process of the experience workshop is based on literature on reflection, the iterative cycle of Design Thinking and the 1-10-100 method. The experience workshop is preceded by six preparation steps and is succeeded by a follow-up step. Together, the experience workshop, its preparation and follow-up steps form a proactive approach to client acquisition. The process of this proactive client acquisition approach is based on needs of the salespeople of IB and literature on client acquisition, sales and marketing models. The proactive client acquisition approach maps out each step of client acquisition, accompanied by the goal and desired output of each step, and how to realize this output. The approach provides structure and focus in IB’s acquisition process, accompanied by pragmatic tools that support IB in realizing their acquisition goals. With the new approach, IB’s salespeople have the required knowledge about the potential client’s organisation and industry before approaching the potential clients.

The experience workshop is tested and validated with three potential clients from three different organizations through non-participant observation and semi-structured interviewing. Furthermore, the proactive client acquisition approach, including the experience workshop, is validated through a co-reflection session with four people from both the Project Management and New Business Development departments of IB. The validation study concluded that clients become impressed and enthusiastic about cooperating with IB after participating in an experience workshop. In addition, the first pilot have shown that the experience workshop leads to a less expensive and time consuming overall client acquisition process.

For a successful implementation of the proactive client acquisition approach, an internal communication and organisation plan is proposed. In this plan, the different roles and responsibilities are described that are required for a successful implementation and maintenance of the proactive client acquisition approach in the future.

In the midst of climate change, a global pandemic, and an increasingly complex world, urban communities are in need for novel ways to adapt to the new climatic conditions.

Through a vision-led iterative design process, I explored how community resilience can flourish, by focusing on human relationships. Focusing on the values of care and conviviality, the process of commoning, and the act of being mindful, I investigated how urban dwellers can contribute directly towards the wellbeing of their community.

A digital platform is proposed for the empowerment of urban dwellers, to address collectively, great challenges, as the heatwaves, through the proactive sharing of relevant information, and awareness of community needs. A prototype of the concept provided depth on the potential of commoning. A pilot is proposed in collaboration with the Netherlands Red Cross.

An extensive literature review was performed on the areas of heatwaves, urban heat islands, international environmental agreements, the impact thereof in national policy and local resources, participatory practices and the commons, volunteering, care and conviviality.

A transition towards collective futures becomes a necessity in order to address the climate crisis, its effects on our communities and most importantly, personal and collective resilience and adaptation.

This graduation project makes a contribution to this complex challenge by researching the question “How can NS achieve circular inflow and outflow during building, modernisation and end-of-life for the train interior, car body and bogies?”. A contribution to this challenge was made by creating a design concept for a sustainable interior side wall panel. The current panel is made of glass fibre polyester composite, which is difficult to reuse or repurpose, and cannot be recycled. The sustainable alternative is made use of recyclable aluminium honeycomb materials, and has a dismountable structure due to the use of reversible Niaga adhesive. The flat shape of the panel combined with the optimized surface distribution increase the available panel size, which increases the potential for reuse or repurpose. Additionally, the wall panel is finished through the use of coloured foil instead of paint as this reduces toxic substances and improves cleanability, readjustability and recyclability. It also gives additional customization options to the panel, such as integrating a honeycomb pattern to illustrate the circular construction.

This report also reflects on the application of design methodology by researching the question “How can design methodology be used to structure a complex design project?”. Two design methods were chosen for this: the 1:10:100 approach and the Design Roadmapping methodology. The 1:10:100 approach was chosen as this is suitable for open-ended projects. I found that the 1:10:100 method was very useful to quickly determine a project scope but it lacked structure within the ‘100’ cycle. I found the midterm and green light graduation deadlines to be useful additions to further structure the iterative process. Design Roadmapping was chosen as it combines future roadmapping and design. NS was interested in creating a roadmap towards fully circular trains, whereas the Industrial Design Engineering department was interested in my skills as concept designer. The roadmap has not been finished within the timespan of this project, but this report makes good progress along the analyses steps of this method. Additionally, I felt this method helped me to keep focus on the future instead of focusing too much on current practice.

This master thesis report is the culmination of six months of collaboration between TU Delft and KLM Royal Dutch Airlines. The aim of the project is to investigate ways by which KLM can change the perception of passengers during a disruption event such as flight delays, cancellations, and missed connections. In order to accomplish this, the Double Diamond approach was used along with the addition of an envisioning phase based on the inside-out process of meaning innovation pioneered by Roberto Verganti (Verganti, 2016). KLM is one of the world's oldest airlines that still operate with their original name. Their ambition is to become Europe’s most customer-centric, innovative and efficient network carrier by offering memorable experiences by leveraging new market opportunities and technological developments to deliver superior customer service. KLM has done extensive research and examined and identified certain gaps in their customer journey experience to focus on and improve. One of the key gaps identified is disruption handling. KLM projects almost 4.5 million passengers to be affected by disruptions in 2019 (KLM, 2019). During a disruption, passengers experience increased stress and seek guidance and quick resolutions to their problems. A disruption is a sudden event and that passengers do not have control over it. Thus the only way they will feel some sense of control is if they have information about it, information that is transparent and information that will help them take their next steps. In fact, one of the core customer needs gathered from research is the receiving of proactive information in the event of a disruption. Regardless of the cause of the disruption, passengers are usually quick to blame the airlines for the negative situation. Therefore, effective communication might help in reducing that perception and might generate a positive sentiment about the airline. According to KLM’s own disruption communication mandate, passengers should receive information that is consistent, relevant, contextual, personalized and transparent at the right time. However, that is sometimes not the case. KLM uses a number of communication channels to provide information. However, most often, all these pieces of information are not consistent, relevant, personalized or on time. In addition, as per the KLM compass and their new emphasis on customer intimacy, KLM wants to show passengers that they care about them, that passengers feel recognized, comfortable and touched. However, these particular aspects of customer intimacy do not translate to the information that the passenger is being sent. Therefore, the tone of voice, the nature of the information ( helpful, not helpful, feed-forward ) also makes a big difference in how passengers perceive KLM as a brand. In order to make all information more coherent and consistent across all channels and touchpoints, there was a need to evolve a communication structuring, design, and dissemination framework which effectively and consistently delivers the most relevant informational content as expected and desired by passengers under conditions of flight disruption and otherwise. Thus, The Asix structure for information content was created to unify all the information content. The Asix structure provides guidelines as to how the information should be structured along with giving guidelines about the tone of voice of the message as well. In essence, messages designed on the basis of the Asix structure make the passengers feel more recognized, acknowledged and seem to be more sincere and heartfelt which positively influences their perception about KLM and their situation as well, thereby increasing their trust in KLM and their belief that KLM truly cares for them. This is a good positive step towards positively changing the perception of the passengers during a disruption.

This project focusses on the creation of a hydrofoil specifically for the windsurfing market. The assigment was created for PWsurfsport. PWsurfsport is a windsurfing company based in Leiden. The company has two subsidiary companies called Tribal and KA. Sails. Tribal produces windsurfing fins and KA produces windsurf sails. Tribal wanted to add a new product to its product portfolio. In this case, the key objective for this project was to create a windsurfing hydrofoil, fitting the current product portfolio of the company and the future windsurfing market.

This graduation project investigates the stimulation of sustainable behaviour among residents from a housing corporation in Eindhoven, Wooninc., and proposes a program for grassroots infrastructure as a way to support sustainable transitions in neighborhoods.As a partner of the “Duurzaamheidspact Eindhoven” housing corporation Wooninc. formulated the ambition to be more sustainable (Theeuwen, 2018). In order to do so, they not only want to improve their core business but also wants to engage their residents with a more sustainable lifestyle. They adopted the method of ‘De Verborgen Impact’ which includes a train-the-trainer process that trains leading residents, so-called peers, to motivate their fellow residents for a (more) sustainable lifestyle. This led to the key objective for this project: “Design a fitting intervention that peers can use to motivate residents of Wooninc., so that they feel activated to make their lifestyles (more) sustainable.”ApproachBy exploring the design brief and using the designers’ Personal Principles for Good Design the Transition Design method was chosen as the main driver for this design process to understand the project within a broader system context. In addition, the 1:10:100 scheduling technique was applied to allow rapid iterations and to create a concept that is successful and supported by each of the stakeholders. Research & findingsBy conducting four iterative cycles insight in behavioural change was gained from literature and interviews. This resulted in insight in how to reverse internal and external barriers into levers that can be used to support residents in the transition towards a more sustainable lifestyle. This led to the development of the ‘Sustainable Transition’- framework. Which incorporates relevant theories found in literature and maps seven leverage points to inspire for transition towards sustainable behaviour. Based on this framework concept development happened iterative from preliminary vision to the final concept of ‘Onze Verborgen Impact’ Transition Program and Transition Toolkit. The ‘Sustainable Transition’ - framework indicates that to engage residents, as well as peers on their intrinsic motivation all the dimensions of a personal transition should be supported including: motivation and ability, personal values and their position in the process of change. Based on this framework a vision for the final concept was developed: “Making sustainability transparent and accessible (lower the external barriers) by emphasizing the positive side and the advantages of sustainable behaviour (reversing internal barriers). To show that sustainability, in different ways, is accessible for everyone.” The ‘Onze Verborgen Impact’ Transition ProgramTesting prototypes with peers and residents, showed that this concept should not predefine how the peers encounter their fellow residents in their neighborhoods but should enable peers to create their personal approach. This led to the final concept, a transition program called ‘Onze Verborgen Impact’. This program exists out of different elements: - Train: training of the peers by experts- Create: supported by experts peers create their personal approach with which they want to involve residents- Join: residents can participate in the local initiatives set-up by the peers and explore sustainability in their own phase. - Impact: the structure of the program makes it possible to bring new ideas that are generated for improving sustainability at neighborhood level to a higher level - Transition Toolkit: a toolkit with instruments to support the above-mentioned elements such as: three training templates, different recruitment materials and a ‘Mijn Verborgen Impact’ - booklet to support peers and residents in their personal sustainability journey. The final concept taps into the intrinsic motivation of peers by recognizing their personal ideas and creates favourable neighborhood initiatives where residents can experience and discover the benefits of sustainability in their own pace.

The current thesis explores the impact that the use of visual contracts has from the fairness perspective. The project developed in collaboration with the company Visual Contracts, a start-up specialized in Legal Design Thinking, aims to provide an added value and evidence that supports the relevance of their activity. A design process that combined research with a practical approach was the chosen approach for the development of the project. The project focused on the context of employment contracts due to its big social relevance and its potential for business opportunities. Several conflicts which seriously compromise the well-being of the parties, the employer and the employee, arise as a consequence of misunderstandings in the employment contracts. To prevent these conflicts and to offer and added value to the company Visual Contracts, the exploration of the impact of visual contracts is addressed from the fairness perspective. Three design cycles were pursued during this thesis. The first cycle, had as a goal to create an in-depth understanding of the project scope (contracts, understandability, and fairness) and to design the first visual contract. The second cycle was focused on improving the user experience and the implementability in the real context. Finally, the third cycle aimed to detail the visual contract and validate it in the real context. Along this process, a combination of desk and empirical research with the stakeholders of contracts, was conducted to gain more understanding of the scope of the project. It was also developed a framework which aimed to ease the creation of fair employment contracts and set the basis for a good relationship between the parties. Finally, one contract was designed on each cycle and afterwards tested to generate knowledge and insights for improvement. The final result iterated from an initial interactive document to a platform where the user can perform all the tasks related to their hiring and onboarding process, from reading the contract to uploading the necessary documents for the formalities. The results of the project provided the company Visual Contracts with a business opportunity in the context of employment contracts, along with evidence and tools for the further development of this project. As an overall conclusion, it was stated that the use of visual contracts contributes to fairness and generates a positive impact by improving understandability and fostering evaluation. The impact is demonstrated in the following way: visual contracts support and empower the stakeholders during the decision making process and negotiation of the agreement, they improve the relationship between the parties, by fostering trust and open communication, and finally, they prevent conflicts and set realistic expectations.

Radical innovation is a critical source for creating competitive advantage and value for potential customers. However, radical innovation has inherent characteristics that make a radical innovation project difficult to manage, such as: increased generativity – the aspect that describes how radical innovation outcomes are creative and novel, different than other radical innovation outcomes, and fundamental non-probabilistic uncertainty – uncertainty inherent to radical innovation cannot be mitigated using data-driven forecasting techniques. The increased generativity and fundamental non-probabilistic uncertainty characteristics of radical innovation presents challenges especially when a decision regarding the internal adoption for further development of a radical innovation concept needs to be made, as financial tools, such as Return On Investment (ROI) and Net Present Value (NPV) are widely used to evaluate and make a decision regarding the internal adoption of radical innovation concepts. The aim of this master thesis is taking a strategic design approach to design a tool, that facilitates the decision-making process behind the internal adoption of radical innovation concepts, while addressing the knowledge gap between the challenges of radical innovation, and the decision-making tools and evaluation criteria currently used. Literature review and field research, consisting of qualitative interviews with experts from academia and experts working in industry, was conducted to understand the context of the decision-making process behind the internal adoption of radical innovation concepts. The research phase revealed the knowledge gap mentioned above and insights that were used towards devising design criteria for developing a tool. Insights gathered from the literature review and field research led to the development of the Viability Decision Canvas, a tool that facilitates the decision-making process behind the internal adoption of radical innovation concepts. The Viability Decision Canvas is based on the Viability Model which describes viability as the main decision criteria when a radical innovation concept is evaluated by a company, where viability is modeled by desirability, feasibility and suitability. Viability Decision Canvas facilitates the evaluation and the decision-making process behind the internal adoption of radical innovation concepts by employing abductive reasoning in a Fast-and-Frugal decision tree format, that addresses the non-probabilistic uncertainty inherent to radical innovation. The Viability Decision Canvas, besides the decision-maker, involves other relevant people (e.g. designer, engineer, marketer, senior manager, etc.) in the decision-making process to ensure organizational alignment. Being simple and structured, the Viability Decision Canvas allows and encourages rapid adjustment to suit the specific context of the company and the context created by the radical innovation concept generativity aspect. Critical assumptions identified during the design of the Viability Decision Canvas were validated through a test in a company context, while the usability of the Viability Decision Canvas was tested in the same company context and in a role-playing test with peers. The feedback gathered was incorporated through iterations towards the final version of the procedure. The positive results of the Viability Decision Canvas evaluation, regarding the facilitation of the decision-making process behind the internal adoption of radical innovation concepts, show the potential value of the use of the Viability Decision Canvas to be implemented as a company routine.

The project is in cooperation with PHYSEE. The Company provides completely transparent windows, that generate data by sensing the environment condition and convert solar power into electricity, simultaneously.
During the project, to create more values to the company, and to fulfil the personal goal of the designer, the Meaning-Driven Innovation was used in the project to look for a design solution that creates new meanings to people. Therefore, the original assignment was re-briefed to "to design a solution to access electricity and data from the PowerWindow/SmartWindow in a way that fits the current or near future scenario (1-2 years) at home or in public buildings. The solution should create new meanings to users' daily life, and therefore engage more people to use PHYSEE's products.
EESYbreeze (Figure 1), as the outcome to the assignment, provides a new meaning to the windows: Smart building skin that helps to optimise indoor environment by autonomously introducing better air for people.
To realise the proposed meaning, a Product Service System (PSS) was designed to strengthen the meaning for all the stakeholders in the project.
The main product, included in the Product Service System was further developed by designing the user experience, designing the product work-flow, and the product embodiment.
Through the evaluation with the window ventilator experts from RENSON and the iterations of prototyping, the design was proven to have the potential to be realised technically.
The user tests on the user experience and perceived air quality was suggested to be carried out for the future development.