The airline industry is a complex industry. It has geographically spread employees, safety threats, partnerships with regional firms and other airlines, changing government regulations, sustainability, and flight shaming (Deloitte, 2016). Next to these complexities, the airline industry is very competitive and commoditized. The commoditization results in customers often making price-driven choices and the high competition makes it hard for airlines to differentiate. This graduation project focussed on how customers make choices during the travel journey. This process starts from the moment customers decide they want to travel up until the moment just before they purchase the airline tickets. This project will focus on how to influence the way customers make choices by designing to improve their overall experience. The final design is a new type of flexible search engine, which fits the needs of the customers of today, creating a better online experience and triggering customers to make experience-driven choices. Customers are flexible and that is why they are looking for a more flexible way of searching. With the Explore search engine they will be able to search in a flexible way. With the final design customers will be stimulated to choose the airline and its vacation experiences and offers, by stimulating affective forecasting.

The Dutch healthcare system has reached a point of no return. Or we drastically change our behaviour and the way healthcare is delivered. Or we keep on going as we do, and the costs will be unbearable, pressure on the workers increases and access to care will become something for the happy few. To contribute to changing the Dutch healthcare system, this project proposes a possible strategy to reshape the operations of Service Apotheek towards 2032. Service Apotheek is one of the bigger pharmacies operating in the Netherlands and they have almost 500 branches in the country. The strategy describes a desired change and has been constructed using the path of the double diamond. In the first part, the foundation of the project is described. In the second part, the current practice is deconstructed into three focus areas that are affecting the future operations of the pharmacy. The third part introduces the insights of the empirical research and ends with a list of aspects that will become characteristic for the operations of the pharmacy. The next part presents a vision that uses these characteristics to describe the future operations of Service Apotheek and how these can be translated into strategic requirements for a new intervention. By turning receiving care from the pharmacist from a one-time event into a more continuous flow, health behaviour arguable can be influenced. The intervention presented in part five is a new proposed service delivered by Service Apotheek that aims to make preventive health the new standard in 2032. The pharmacy no longer only dispenses medicine, but the pharmacy offers programs that can help people to live a healthier life. In doing so, Service Apotheek transforms from a static medicine dispenser to a dynamic care provider that takes care of its patients. The value for the user is added when Service Apotheek can create advice or propose interventions that are specific for that patient on that specific moment in time. To show how this intervention can be implemented, a roadmap is constructed that shapes the transformation of Service Apotheek over the coming years. During the different steps, the service of Service Apotheek gradually expands to become able to deliver preventive care in 2032. In the end, recommendations for future research are introduced that could really make this intervention fly. If Service Apotheek succeeds to implement this transition in the coming years, they can contribute to creating a Dutch healthcare system that is viable again.

In the current moment in time, there are large societal transitions happening, such as the transition to sustainable energy or the transition towards a circular economy. Design-led transitions are societal transitions towards more sustainable futures, led by designers (Irwin, 2015). These transitions help us to move towards a more sustainable future for organizations, and are there- fore something largely all companies would want to participate in to accelerate this. In this increasingly complex, dynamic and networked world (Dorst, 2015), companies cannot solve these large-scale societal issues alone.Therefore, in order to accelerate the transition, it is vital for companies to work together, as the challenges of today cannot be solved by companies by itself. One of the ways in which companies can collaborate is in ecosystems, which has increasing interest of scholars and practitioners. Specifically, this project focuses on transition ecosystems, a specific type of ecosystem focusing on accelerating transitions. In transition ecosystems, companies build multilateral partnerships that need to interact with the shared goal to help accelerate transitions. These ecosystems are first explored by parties and then formed before they work towards the transition. The forming phase of ecosystems is a critical phase, since during this phase a lot of tensions and complications arise, which need to be taken into account in order to have a succesful ecosystem formation. These tensions occur, because within forming an ecosystem there is a gap between the organisational perspective and the ecosystem perspective Organisations want to participate in the transition in order to stay relevant, but might feel threatened or vulnerable by having other parties present. If actors can move towards an ecosystem perspective, they are able to find new collaborations. In order to be able to see their possible new roles and co-create possible futures in the ecosystem, they need to release their concern about current threats and competitiveness. In order to get these parties out of their current role, a dialogue is needed between actors striving to form an ecosystem. This project included a design approach to understand how designing ecosystems can accelerate transitions. For this research, 15 interviews are conducted (13 initial interviews and two follow-up interviews for validation).These interviews informed the designer, to design a toolkit to bridge the gap between the organizational and ecosystem perspective in transition ecosystems. The Value Network toolkit designed in this project aims to bridge the gap between the organisational and ecosystem perspective. It aims to do so by allowing organisations to think free of the constructs of the current situation, see their organisation in a new role and see the value of the ecosystem . The toolkit is aimed at strategic designers facilitating the forming phase of an ecosystem. In the value network toolkit, three tools were developed to facilitate discussions to relieve tensions. The three tools were validated and tested using both expert interviews and a test case, and based on this iterations were made. 
The project concludes with a critical reflection and relates back to existing literature.