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

In this report a collection of experiences at Total Design is presented while looking through a lens of Organizational Designing. The concept of looking through a view-master is used as metaphor for the purpose of this report. To highlight this Organizational Designing, two main questions had to be answered; How can we look at Organizational Designing? Where do we see Organizational Designing at TD and in this project? To recognize Organizational Designing within the ways of working, some existing literature is used to set up its first attributes. By the use of design perspectives like the action-centered perspective (Schön, 1983), a Human Centered Design perspective (Junginger, 2005) and the four orders of design (Buchanan, 2019) we start to make an effort on what Organizational Designing is. Then a view on the complexity of organizations (Norman & Stappers, 2015) and their ‘wicked’ problems (Buchanan, 1992) is given to see on what entity this design process works. This literature overview is closed with some things Organizational Designers encounter and work with, such as the need for ‘satisficing’ (Simon, 1969), the incremental strategy of ‘muddling through’ (Lindblom, 1979), improvisation (Weick, 2017) and designing ‘interventions’ (Stacey et al., 2000). To capture the ways of working at TD various ethnographic methods were used (Hammersley & Atkinson, 2007), such as observation, participation and the use of field notes and ‘thick descriptions’ (Geertz, 1973). Throughout the report examples of these thick descriptions are presented to illustrate the point of view of me as a user of the organization TD. Together with these examples, different frames on how TD as an organization can be viewed are showed to emphasize how complex the definition of what an organization is, can be. The captured experiences are categorized into three areas where Organizational Designing can be seen. The first area is at the interface between TD and its clients, where the design inquiry in projects the collaboration with the use of online tools and the integration of different design disciplines led to organizational impact at the clients side. The second area highlights the organizational designing within TD itself, where observations triggered the process of incremental changes in interaction of the standup, and the evolution of the agency call. As well as how the hourly billing creates tension between the freedom of creativity and the need for having a financially healthy agency. The third and last area the design interventions of this project are discussed. Here, methods of reflection and the use of archetypes challenge the way TD could think about themselves. And reflection-in-action lead to shifting the purpose of a given workshop while doing. In the end we conclude with an overview of how organizational designing at TD can be seen. As well as a discussion on the fact that organizational designing can be seen in other design disciplines, since the design of an organization deals with problems that require integration of problems of communication, construction and interaction. This is why we can see organizational designing on different moments at TD, since they integrate various design disciplines to create organizational impact at their clients.

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

A colossal amount of people around the world do not have access to basic health care. In order to reach the unreachable, humanitarian organizations assemble medical units that provide health service to the most outreach communities. Although, these units experience numerous challenges and drawbacks when it comes to traveling, questioning the effectivity and efficient of such operations. With advancement in new air mobility solutions, it is investigated whether it is time to push forward technological improvements in the humanitarian sector and allow the penetration of major aerospace companies in its market. The project focuses on designing a product-service that permits the immunization of remote communities by avoiding the obstacles of the current methods of transportation, and setting a new path in humanitarian aid. In collaboration with Embraer S.A., the product is based on the latest EVE eVTOL vehicle and has been adapted to fulfill the needs on the field. Equipped with supportive equipment and an integrated auxiliary station system, the vehicle provides a resource for the structuring of a service that puts immunization programs at its core. The service, known as Embraer Humanitarian Air Service (EHAS), is initiated in Kenya where its implementation is projected and planned to reach new heights. With well defined operation planning, business logistics and financial projection, the project demonstrates the potential of using eVTOL solutions in humanitarian aid, and defines a possible course to achieve profitability.

In a world increasingly faced with complexity, systemic design is growing in popularity as a knowledge field to target such complex contexts. However, it is yet to be applied in organizations and projects. This thesis aims to bridge the existing knowledge and practice gap between transitioning, or ‘reframing’, from traditional problem-solving methods used for complicated problems and the use of systemic design for complex contexts that characterize challenges that modern-day society faces. The research is an innovative exploration into the transition to-, and practical application of systemic design within organizational project settings, particularly focusing on the design consultancy Halogen, which is already bridging this gap. Employing a multi-faceted research methodology that includes case studies, interviews, and document analysis, the study analyzes Halogen’s existing operational practices on the organization’s expertise and challenges in transitioning towards applying systemic design in projects, delivering final designs that combine both into practical guides in reframing.

The key findings reveal a significant gap between traditional approaches and systemic design in literature, mainly when dealing with complex problems. Interestingly, the challenges in reframing for the organization Halogen are not so much in the actual reframing and project execution itself but more in the processes supporting the projects’ pre-execution phase. It was observed that reframing practices occur naturally among skilled designers and business developers, but processes and misalignment within the organization limit Halogen from executing more systemic projects. Therefore, additional suggestions were made in the designs proposed in this thesis to align transitioning practices with needed foundations within an organization. Doing so bridges the earlier mentioned gap by introducing such practices organization-wide for people newly introduced to these practices and making it more applicable for other consultancies.

The thesis introduces a reframing framework, canvas, and accompanying information booklet inspired by improvement points and best practices, where empirical insights and research through design generated this knowledge. The insights showed that experienced designers automatically followed through the practices of spotting opportunities, aligning critical factors in projects, and accommodating them so a reframe could happen. However, this practice came from years of experience and is less evident to the novice systemic designer, indicating a need for help. This canvas and framework facilitate the transition from traditional to systemic design approaches by giving an easy-to-understand structure of the reframing practice and providing apt questions on how to do so— making designers able to target pressing complex problems. It outlines reframing tactics, critical factors, and foundations that organizations should consider for successful systemic design implementation. Besides offering value to Halogen as an organization, this thesis aimed for the designs delivered to achieve more systemic projects and impact for other organizations, focusing on the adaptability of the canvas and framework beyond Halogen. The research concludes that adopting a systemic and impact-focused viewpoint is not merely an option but a necessity for organizations aiming for sustainable impact and continuous improvement in the field of systemic design.

By 2029, a baggage handling capacity shortage at Amsterdam Airport Schiphol is expected due to the foreseen growth in the aviation industry. Research has shown that the current method of baggage handling already puts pressure on the baggage handling system and its stakeholders, resulting in critical peaks during the day, especially in the holiday season. Schiphol wants to optimize the current baggage handling process with innovative solutions since expanding baggage capacity with implementing new assets is not sustainable due to governmental restrictions.
Research stated that 20% of the check-in baggage must be inserted into the baggage handling system before peak hours to realize the desired spread of baggage handling throughout the day (peak shaving). Schiphol can realize this if the check-in baggage arrives at the airport earlier than in the current situation. Therefore, passengers need to be nudged to change their travel behavior with hold baggage. Commercial baggage pick-up services exist in the market, and such a type of baggage service (BaaS) was the starting point of this research.
The research question stated: How can we build a BaaS ecosystem in order to nudge passengers to use early entry baggage check-in services to make optimal use of the baggage handling capacity at AAS?
Conclusions from this thesis indicate that Schiphol should collaborate with existing commercial baggage pick-up parties to use their infrastructure as part of the ecosystem. Secondly, airlines are the key factor in offering the baggage pick-up service to their passengers since passengers prefer to book the service as part of the travel booking with the airline. The challenge of the project was to design a unique baggage service concept that will be attractive for airlines to offer to their passengers, that will be valuable for passengers to use, and that will realize peak shaving. The challenge included identifying the role of Schiphol in setting up this ecosystem.
A baggage home pick-up service is designed for passengers traveling with hold baggage, called the EASY TRAVEL service. The service is created to attract holiday travelers by responding to the need for convenient traveling without hold baggage to and at Schiphol. The EASY TRAVEL service consists of three features that provide extra value to passengers and help nudge them to use the service; a trustworthy and transparent baggage service, a reward & benefit system and personalized travel advice.
This thesis recommended that Schiphol should take the lead in building the ecosystem by collaborating with the necessary third parties to provide the baggage service. By introducing the EASY TRAVEL service, Schiphol can influence the timing of processing check-in baggage to shave the expected capacity peak. Airlines will be the interface towards their passengers and will offer the EASY TRAVEL service as an additional service on their booking platform. Schiphol will develop an Application Programmed Interface (API) that will serve as an interface tool to support this ecosystem where the backend of the three service features is arranged. This API can be easily integrated by the existing apps of airlines and can be adapted to their own brand, making it attractive for airlines to implement it.
An implementation roadmap is created for Schiphol, which emphasizes starting with a pilot of the EASY TRAVEL service and ecosystem with a few airlines who are interested in participating and one commercial third party. The evaluation and learnings from the pilot will help create a working and proven service that will attract more airlines and third parties to participate and realize the desired peak shaving on a larger scale by 2029.

Electrical and electronic devices are a significant focus in resource sustainability due to increasing demand, resource usage, and waste challenges. Among these, consumer electronics are known for rapid innovation, short product life cycles, and being a part of an industry with many players, making them ideal for applying circularity principles to promote sustainability. However, adopting circular practices requires systemic change and collaboration from diverse stakeholders, necessitating a value chain perspective. Resources for collaborative efforts in the consumer electronics industry, adopting a value chain and circular economy perspective, are limited. Thus, there's a need for new tools and methods to aid organizations in establishing circular value chains through collaboration.

The main goal of this project is to help organizations in the Dutch consumer electronics industry set up an aligned value chain based on Circular Economy principles.A literature review first explored the current state of circular economy adoption, alignment dimensions, and barriers/drivers in the industry. The literature revealed that alignment dimensions are linked to specific barrier/driver categories, that at the same time are linked to the organizational boundaries. Then, semi-structured interviews with representatives from the context were conducted. The relevance of organizational roles within value chains, circular economy and environmental impact awareness, and context-specific drivers and barriers, emerged from them. Collaboration emerged as crucial, necessitating shared responsibility, the use of success stories to attract partners, and clear partner selection criteria.

These insights informed the development of the Circular Value Chain (CVC) method, designed to assist Original Equipment Manufacturers (OEM) in establishing circular value chains for consumer electronic products. CVC is a seven-step iterative process that considers design organizations and OEMs as initiators of the value chain. It begins with a self-evaluation, followed by drafting an initial Product-Service System proposition, to then envision an ideal circular value chain. It is then followed by assessing and selecting suitable partners, and aligning them for an effective collaboration. Various tools were designed and incorporated in the method in the form of circular value chain archetypes, an assessment card and spider diagram, and a table of selection guidelines.Overall, CVC adopts an organizational approach, involving different teams guided by an expert strategic designer.

This project holds practical and academic significance by providing insights into aligning partners within circular collaborations using a value chain perspective and offering a theoretical framework for future research. The designed method and tools bridge existing research implementing a value chain perspective, enhancing their industry applicability and the relevance from a circularity perspective. The included tools focus on assessing partners based on organizational roles and facilitates informed decision-making. Collaboration within value chains is vital for advancing the circular economy, and the CVC method supports this through a value chain perspective, role definition, and selection of the ‘right people’. While testing shows high potential, further refinement is needed for practicality and information inclusion. In sum, the design outcome offers an initial version of a method that should be further explored and iterated on.

Our current travel behaviour is having a detrimental impact on the environment. Especially air travel is a huge contributor to climate change, with its large amounts of polluting carbon emissions. Due to increasing concerns regarding the environmental impact of air travel, international train travel may become an increasingly popular mode of transport for European journeys in the near future. However, current European train journeys are not an integrated and supported experience from start to finish. Finding suitable tickets can be complicated due to the variety of booking platforms and irregularity of ticket prices. Moreover, train journeys themselves can be stressful because of delays in transfers and the inflexibility of departure times. As a result, many people are withheld from actually taking the train and prefer to travel by plane or car. In order to stimulate more people to choose the train as their mode of travel, this project created a design vision towards seamless European train journeys. In this future vision travellers are able to travel anywhere they want, whenever they want to. It allows you to just hop on any international train, without having to book a ticket in advance. With your personal travel account and location being updated behind the scenes, it is possible to travel across borders and pay as you go. Standard journey fares are introduced, so travellers will not face any unpleasant surprises afterwards. This project puts forward a strategic roadmap presenting the main steps, actions and developments that are needed to realise the future vision. Seamless European train journeys should take shape by incremental scale increases over time, starting with current pilots that make it possible to seamlessly travel across borders in the Netherlands. Governments, railway companies and mobility providers should collaborate to break down borders and create an integrated cross-border travel experience. The European Commission should take up a guiding role to foster this implementation and collaboration, by setting regulations on data transparency and rolling out the essential network. After implementing the future vision, it is expected that more European travellers prefer to travel by train instead of plane or car. In the longer term, the train becomes the default option for European travel and the future vision and roadmap developed in this project can positively contribute to the transition towards more sustainable transportation.

To stay competitive in future businesses, the Pon Equipment and Pon Power-group introduced Area 52 two years ago. An independent business unit operating with full focus on starting- and improving innovations within the business group. In here, the innovation strategy is aligned with the long-term strategy of the PEPP-group and an innovation process is introduced as well. All innovative initiatives that contribute to improving the core-business of the companies, should be created in the operating companies itself. These are called ‘Area 1 initiatives’. Innovations related to the core business but are more or less new, get support from Area 52. These are called ‘Area 2’ initiatives. Innovations that deal with new business models and eventually might compete with the current business, are developed within Area 52 and are called ‘Area 3 initiatives’. Their vision is that operating companies in the group should be self-regulatory for their Area 1 and Area 2 innovations. To this day however they don’t have a structure or process for this. Therefore the challenge has been to design a framework that enables operating companies of Pon Equipment and Pon Power to set up their own innovation process, and support employees to be involved with innovation. The framework enables, in three steps, operating companies to support their employees to be involved with innovation. First it is about understanding the fields of innovation. Second, these fields can be connected and made concrete by choosing innovation tracks. Lastly, after a track is defined, an innovation process can start. These steps were validated by employees from both Pon Power Netherlands, and Pon Equipment Norway. They see the added value of the different parts of the framework. However, the last challenge is to keep people involved, to get the mass of the organization tipping towards involvement with innovation. There are several types of employees in the organization. Every operating company has to appoint an innovation expert. He or she should understand different types of people; their current behavior and the desired behavior. By looking at different triggers, they can all be activated in a different way. The innovation expert has all the knowledge about the framework and has complementing tools and processes ready to start a track of innovation. When enough people are involved in a track, and stay involved in new tracks, the mass might tip towards an innovative mindset within the operating companies.

In this report, a proposal for a sustainable last mile is given. Inner city logistics brings many problems with it regarding livability in the city; polluting vans standing in the way on the road or the sidewalk and driving too fast because of high demands of the consumer and competitive nature of carriers. Unsustainable practices are being dealt with in regulations (in the Netherlands) such as the Zero Emission Stadslogistiek. The aim of the Zero Emission Urban Logistics is to reduce emissions of CO2, NOx and particulate matter due to urban traffic to 0%. In addition, parties want to reduce noise pollution.
More sustainable transport like cargo bikes or light electric vehicles could play a role in solving these problems on the relatively short term. However, because they typically have smaller capacity and have smaller ranges than the vans that are currently used they are not the default solution for consignment in the city; distribution centres nowadays typically lie too far away from the end consignee to effectively employ these type of vehicles.
The fact that distribution centres lie so far away from the city stems from more latent problem of the last mile; its inaccessible and un-communal nature.
In this project I propose 7 ‘design activities’ in response of the aforementioned problems: cooperation, incentivisation, standardisation, decentralisation, integration (in the city), automation and consolidation. Based on these design activities I proposed three types of urban consolidation centres that facilitate smaller types of transport while at the same time considering the aforementioned design activities.

Telework has tremendous potential benefits that can be the solution for problems as traffic jams, work-life conflict and even the environment. But there are still numerous obstacles that need to be overcome for telework to live up to its full potential. The proposed solution to overcome these problems is by developing more ‘human’ solutions, which means to innovate from a human perspective. This project proposes a concept that can be seen as a step towards this vision: “A more human digital workplace”. It provides one example of how technological innovations can occur through user understanding. This example has taken the form of a concept called The Hotline. A need for better cross-site collaboration has been identified and through numerous Tryout iterations the Hotline concept occured. The concept has been validated with end users. In a survey 70% of the respondents wanted the Hotline to stay and 44% was willing to pay over five euros each month for the service. At the same time organizations as Barco, the case company of this thesis, struggle with understanding their user. This is a common problem of larger organizations. Barco is a business to business technology company specialized in image processing technology. Barco has three departments: Entertainment, Healthcare and Enterprise. The last department offers solutions for the workplace such as Clickshare, a wireless presentation tool. The Enterprise department has a focus on the future of work making it the perfect candidate to receive this thesis. In parallel this project also shows the taken steps from idea to user value. The process can serve as input for best practices in the fuzzy front end of new product development.

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

The daily consumption of food influences the health of society and the planet. The current food consumption of an average Dutch consumer could be described as unsustainable behaviour (Muilwijk et al., 2019). Especially the intake of animal proteins should decrease and be replaced with plant proteins to realise a positive impact (Kramer & Blonk, 2015). However, the consumer is not the only responsible stakeholder for this, because food processors, foodservice operators and retailers shape the market and influence consumers’ dietary choices (European union, 2020). In other words, the consumption system influences the consumer. Therefore a transition of the system is required to realise sustainable food consumption. This thesis applies a system perspective to explore essential actors and identify barriers and triggers for the transition (Loorbach et al., 2017). The system is locked in the feedback loop of demand and supply and the consumer strongly influences the demand side of the system. A change in demand means a change in consumer behaviour. Behaviour is influenced by a complex interplay of factors and to change the system a bottom-up strategy is applied. This requires a context-specific case to change the consumption system (McKenzie-Mohr,2011). In conclusion, the focus of this project is to design an intervention which supports consumers to replace animal proteins with plant proteins when ordering food. The consumer journey emphasises the importance of the right choice in order to change behaviour and purchase differently. Due to unconscious routine behaviour, the consumer needs support in the decision process. Personalised triggers and simplification of the consumption process supports the desired behaviour and could lead to a new habit of consuming sustainable food (Eyal, 2014). A concept is designed to match personalised meal suggestions with consumer preferences. Additionally, actionable support is provided to ease the choice between different forms of food delivery. The goal of the concept is to offer personalised inspiration, actionable support and accessible education for the consumer and the foodservice stakeholders to realise sustainable food consumption. The concept operates according to a platform business model where multiple stakeholders are included to add value. The added value for every stakeholder is validated with several expert interviews and online consumer discussions. The platform is self-learning and uses consumer data to advise the foodservice actors about anticipation of consumer needs. The translation of consumer data into valuable insights for the industry generates a viable revenue model. The key business activities are the data analysis and the matchmaking between consumers and meals. The implementation of the concept is explained according to a roadmap and indicates a strategy for entering the market. The concept is positioned as an honest and truthful platform that serves and supports stakeholders in their sustainable consumption behaviour. This creates a competitive advantage compared to other delivery platforms. The concept covers all SHIFT factors to encourage sustainable food consumption and therefore owns the potential to change consumer behaviour (White, 2014). A change in consumer behaviour results in new consumer demand. The change will affect the supply side of the feedback loop and contributes to the transition of the consumption system.

The world around us is changing faster than ever before. Companies need to keep up with the fast pace of the rapidly changing business landscape to stay competitive. To achieve this, they have to find ways to continuously innovate and search for new opportunities. The company Pon Holding believes that continuous innovation can be achieved by unleashing the ideas of employees in all their subsidiaries (so-called Operating Companies). This approach is called bottom-up innovation, where employees are considered in the front-line to witness (i) hurdles in current operating models, (ii) changes in customer demands, and (iii) trends in the market that can become (new) business opportunities. For Pon Holding, exploiting employees’ ideas allows the Operating Companies to rejuvenate current products and services and create new ones. Pon (Holding) consists of 4 business groups, including Pon Equipment and Pon Power Solutions (PEPP). The business group PEPP has built the innovation lab “Area 52” to embed continuous innovation into the business group and its 8 Operating Companies. The aim of Area 52 is to embed bottom-up and continuous innovation in Operating Companies to sub consequently focus solely on the creation of new ventures for PEPP. Unfortunately, Area 52 sees that (i) employees within Operating Companies are inhibited and prevented from working on ideas and that (ii) Operating Companies struggle to make innovation a priority and facilitate bottom-up innovation within their organizations.
Hence, the main purpose of this thesis is to explore and design how Operating Companies can support employees to innovate in a structured, consistent, and experimental manner during their daily work activities. Hereby, it offers PEPP a generic design ready for implementation and offers new perspectives to both the organization and today’s literature gaps. By conducting extensive interviews and observations, light is shed on the 15 factors within PEPP that affect innovative behavior among employees and the main hurdle of a lack of time is identified. Additionally, it revealed that bottom-up innovation takes place but is unfruitful. As a matter of fact, a handful of employees work on ideas in their personal time dealing with (i) a low success rate, (ii) high risks, and (iii) no compensating rewards. This low success rate is found to be vital to resolve since it (i) can be easily prevented by offering tooling and (ii) leads to fruitful results that sub consequently (iii) encourage more employees to engage in bottom-up innovation. Minimum tooling in the form of a crash course is designed, ready for implementation within the existing structure of OpCo’s. Offered by Area 52, the crash course equips employees with the necessary innovation expertise leading to higher the success rate of their ideas. A pilot with 12 participating employees found that the crash course (i) developed participants’ innovation expertise (and thus organizational innovation capabilities), (ii) increased the success rate of ideas, and (iii) contributed to building an innovative-supportive climate. Despite its positive results, necessary conditions and recommended iterations require more attention to ensure the tooling is implemented and bottom-up innovation can be realized.

This thesis answers the question: “How can we generate and maximise value from technologies that sit in the periphery of the technology development ecosystem?”. The launchpad innovation strategy provides the solution. A technology in the periphery of the development eco-system fell out of development after changes to the technology strategy. The project owner remained adamant that there was value to the product if licensed. The goal was to create value, and the product was developed to create as much value as possible to its users. But rather than designing a product to create value for the user, turning those roles around provided an interesting perspective. By designing a strategy to create value for the company from this type of technology product an interesting strategy was designed. The strategy’s aim is to create as much value as possible, but rather than focus on revenue, it looks at what technology can create that creates long term benefits. The strategy revolves around creating a type of company that sits between a corporate startup and a spinout with the purpose of commercialising the technology. The companies are autonomous but have close contacts to the mother company allowing for the exchange of money, information, people and most important knowledge. This is the launchpad strategy.

Due to the growing amount of air traveller in the coming decades, there is an increasing interest to improve the experience of the passengers. Especially travelling with hold-luggage is a big pain point and stress factor for passengers’. A new way of looking at this problem is providing a baggage pick-up and delivery service by independent baggage courier companies or by a collaboration of a airline and local courier company. Generaly, this trend is unknown to passengers.

The project client for this project is SITA. SITA is a well known IT and hardware solution developer, who serves aviation customers worldwide. Instead of letting airport and airlines develop their own baggage service, SITA could be a party who offers an universal service. However, this trend is unknown territory for SITA, and they have limited understanding of the experiences of passengers. For SITA it is interesting to be inspired of how a baggage pick-up service would look like and what their role could be.

The pick-up moment is a critical moment in the service journey. In a short time-span, the service needs to leave a good impression, exchange the baggage and check it in. Then, the courier needs to be on its way again, and the passengers should be left behind with a good feeling. Especially this exchange feels unequal for the passengers. This resulted in the following research question: How to facilitate a trustworthy moment for families to ‘hand-over’ their hold-luggage to a first-mile baggage service (home pick-up to arrival airport delivery), so they can travel carefree to their destination.

In the designed service concept the passenger and courier identify each other with the use of a chip that is connected to a platform; where the data is stored and distributed to the partners of the service. By checking the baggage allowance and securing an Electronic Bag Tag to the luggage a check-in experience is enhanced. And prepares the passenger for a paperless and self-service future travel. Moreover, the passengers get access to the Bag Journey Planning to maintain tactile visibility over their belongings. During the moment the helping-hand attitude of the courier is crucial for the customer experience.

The interaction is supported by, a SITA, API cloud platform that makes the communication; sharing and usage of the data-sets, possible at this moment. Additionally, SITA offers a standard interface, through which partners can access the platform, that is runs on the own application of the courier partner. The biggest challenge for SITA is to manage all the API calls the couriers’ devices make, especially when the amount API calls per minute grows, the use of a baggage home pick-up service grows. Nevertheless, the proposed role lays within the core activities of SITA.

The validation with the target group revealed a rising positive development from the moment the courier arrives at the door and leaves with the bags. The participants were enthusiastic and had faith in the service quality. They called it: customer-friendly, easy, personal, and therefore they would go on holiday with a more secured feeling.

The project showed an exciting potential for SITA to be a disrupter in the aviation world and offer a universal baggage service. However, there are a few to-do’s for continuing the project: Develop a tactical roadmap, construct a business case for the EBT, research the needs of the courier, and search a case owner within SITA.

The trends in the high tech sector push towards creating and delivering better products to cope with the increasing demands of the customers. The projects of the high tech sector are referred to as Hardware (HW) development projects, which consist of both hardware and software (SW) development. Many organisations have been using traditional project management approaches for years for such projects. In the past few years, the organisations are considering or in the progress of shifting towards the agile project management approach as it has potential benefits which include high involvement and satisfaction of customers, a better quality of deliverables, and adapt to changing requirements in a project. However, mixing both the traditional and agile approaches can have a significant effect on the performance of the project. As it is possible to integrate practices of the agile method into the traditional project management approach, and when combined, this would improve the functionality of the product less influencing the cost and time. A common framework of the agile project management approach is the Scrum method, commonly used for software development. However, to get full advantage of the scrum method for hardware development, it needs to be tailored to the needs and type of the project. The aim of the research is to explore the application of Scrum for hardware development projects with the objective is to formulate suggestions on elements of Scrum that can be applied in the management of hardware development for the benefit of the projects. A theoretical framework was developed, describing scrum practices and their benefits. The benefits known from the theoretical framework will be used as background knowledge to investigate the fit of Scrum elements in the current management approach. Further, the applicability of scrum practices for HW development is decided based on the agile value and principle; each Scrum practice is related. This research determines the characteristics of the HW development project and the difference between the traditional project management approach and agile project management approach. Also presents the suggestion of scrum practice after considering the inputs from the expert's meetings that can be applied in managing specific complexity/problem.

Companies understand the importance of employees’ engagement in its innovation capability. The contact between employees and customers is a great way to spark new opportunities for ideas relevant for customers (Kelly & Storey, 2000), they have in-depth and highly context-dependent operational knowledge and have creative potential. They make an interesting often unused source for innovation potential. In the case a single employee or a small team of employees that are not assigned to the task are indeed the sources of the generation and implementation of such new ideas, products and processes, it can be called employee-driven innovation (EDI). Many organisations, therefore, try to engage employees and facilitate employee-driven innovation to increase its innovation capability. With the current global trend of servitization, which is the process to extend the customer relationship by bringing value also after a product purchase, companies will invest in the development of services. When companies would like to increase their innovation capability through employee-driven innovation, employees will therefore likely be expected to create ideas for services in which they are often not educated or trained. One of the challenges for a company in employee-driven innovation is to create and sustain a company culture and environment that generates the right conditions for this. Especially if this should be supportive of new service development, as services have intangible qualities that make it harder to test the actual value for the customer even with educated staff. Hence, the first aim of this thesis is to understand the challenges and effective ways of organising employee-driven innovation for new service development. Through a literature review and participatory design sessions with employees from a service solution provider, I created an approach that displays what the managerial, organisational and employee roles can do to facilitate employee-driven innovation in three parallel steps. In addition, TOPdesk, an ESM service solution provider, was also interested in increasing its innovation capability through employee-driven innovation. They captured their interest in a company objective that aims to create profit from a new market, coming from employee initiatives. I found that TOPdesk employees need guidance and support in their employee initiatives, to enable them to create and develop new service ideas. Therefore, the second part of this thesis is about creating a design toolkit that fulfils these needs and an implementation design roadmap in order to facilitate employee-driven innovation at TOPdesk. 
The employee initiative toolkit is a structured approach that guides and enables employees with new service ideas to effectively explore its value with the goal to convince the management team it should become a new service for TOPdesk. Through covering idea selection criteria, aspects of a business plan and pitch canvas, employees are able to do this. The purpose of this toolkit is to increase the effectiveness of employee initiatives for new services and therefore contribute to implementing employee-driven innovation for new service development and reaching their company objective to increase its innovation capability.