Decathlon is Europe’s leading retailer for affordable sports and outdoor equipment. However, its accessibility and low-cost products have inadvertently contributed to the growing disposable culture of camping gear at festivals. In response to this issue, Decathlon launched the "No Tent Left Behind" campaign, aimed at exploring sustainable solutions to reduce tent waste.

This Master’s thesis explores the development of a conceptual rental model for this campaign, with the overarching goal of minimizing tent waste at festivals.

This project explored how BBB Cycling can contribute to improving cycling safety through strategic collaboration and product innovation. The research first examined the key safety challenges in the current mobility landscape, where the rise of e-bikes, ageing users, and increasingly diverse traffic conditions demand new solutions. Additionally, an internal analysis of BBB Cycling was conducted. Insights revealed that collaboration across brands is essential to increase adoption of safety products.

As a response, a strategic roadmap was developed to guide BBB Cycling towards deeper and more effective cooperation within the Pon.Bike ecosystem. The roadmap outlines phased steps, from informal alignment to structural integration, enabling shared development efforts without compromising brand autonomy. Internal interviews also highlighted cultural and organisational conditions that must be addressed for such collaboration to succeed.

To translate strategy into practice, a modular product concept was developed: a redesigned lockring that supports integrated safety features such as a mirror with turn signal. Its strength lies in subtle, scalable integration, focussing on increasing the adoption of safety components. Partners could adopt a compatible handlebar design and install it as an OEM component, allowing the lockring from this project to be offered as an aftermarket upgrade, offered by BBB Cycling. Should safety features gain USP value, the platform enables direct OEM adoption as well.

The lockring concept was validated through prototyping, user testing, and expert interviews. Feedback confirmed technical feasibility, user acceptance, and possible market potential. Internal validation also explored how organisational culture and structure influence the feasibility of implementing future shared innovation.

In conclusion, this project demonstrates that improving cycling safety is a collaborative effort, not a challenge BBB Cycling, or any single actor, can address alone. To support a step in this direction, the project illustrates how strategic collaboration and accompanying design can provide a pathway toward shared innovation in this field.

This master thesis studies the bottom-up strategy development process of a large multinational in the building and infrastructure industry. Due to a recent organizational transformation, the company transitioned from a global to a regional structure with a matrix model to better respond to local market needs. Through extensive research, including participatory experience, literature review, stakeholder interviews and AI-driven creativity sessions, an optimized and refined bottom-up strategy development process is proposed. Focusing on improved strategic dialogue between the three key departments of the strategy development process: Market Segments, Business Units and Multi Plant Units.

Key findings reveal that the organization moved from strategic planning and strategic management approaches towards a more open strategy approach, by including more regional stakeholders in the strategy development process. The enhanced transparency and inclusiveness in the strategy development process makes the organization more resilient and competitive. The matrix structure also increases the complexity to effectively collaborate with interdepartmental integration.
Participatory experience and stakeholder interviews revealed that poor communication and collaboration caused misalignment between regional and global initiatives. To address these challenges a solution is proposed that actively involves the key stakeholders in strategy re-alignment sessions to collective decide on future competitive positioning.

The proposed solution has three key elements. First, setting the stage ensures all stakeholders are aligned on strategic priorities before discussions begin, with leadership guidelines preventing misalignment. Second, organizing stakeholders brings market segments, regional business units, and multi-plant units together in structured, focused discussions. Over two days, market segments rotate between different units every two hours, enabling deep collaboration and efficient knowledge-sharing. Finally, the strategy re-alignment session establishes a customer-centric competitive positioning, ensuring all stakeholders define a shared strategic focus before formal strategy development starts.

This structured solution enhances collaboration, strategic alignment and customer-centricity while reducing inefficiencies caused by fragmented decision-making. Implementation follows a phased five-year approach, allowing the organization to gradually refine discussions, integrate customer insights and embed strategy re-alignment into its 3-yearly strategy cycle. By strengthening interdepartmental collaboration and reinforcing open strategy principles, this approach enables the company to balance global strategic direction with regional flexibility, ultimately improving execution speed, decision-making effectiveness and long-term competitiveness.

In today’s landscape, an increasing number of brands are articulating their purpose to meet consumer expectations of greater responsibility toward societal and environmental issues. However, brand purpose should not be reduced to a mere marketing tactic; instead, it should serve as a guiding principle for organizational strategies and decision-making.

For Secrid, purpose has always been at the heart of its identity. Despite its reputation for technological innovation, Secrid’s foundation lies in a design heritage driven by the mission of "driving the industrial evolution by using design as a force for good." This mission encompasses a holistic approach to better design—better for the product itself, for people, and for the planet. Over time, Secrid has organically cultivated a loyal following, with fans who appreciate its innovative and aesthetic designs. However, due to its history as a retailer-focused brand, Secrid faces challenges in directly communicating its purpose to end consumers. Limited experience and resources in B2C communication have widened this gap. As a result, while Secrid enjoys high product awareness, its brand and purpose awareness remains comparatively low—even among its existing user base.

Secrid’s goal is to create a communication strategy that directly engages end consumers, ensuring that its products are valued not only for their functional qualities but also for the deeper purpose behind the brand. The ultimate aspiration is to inspire both consumers and the industry to adopt holistically better design and consumption behavior, thereby advancing its mission of driving the "industrial evolution." This prompted Secrid to pose the central question:

"How can we communicate our purpose stories to our end consumers in a ‘Secrid way,’ ensuring they associate us not only with our products but also with our purpose?"

Through literature and case studies, this project identified key challenges and opportunities for Secrid in addressing this gap. Design takeaways and criteria were developed this research, and a ‘Big IdeaL’ was formulated to serve as the foundation of Secrid’s B2C communication. Six essential characteristics of purpose-driven communication were identified: consistency, authenticity, empathy, transparency, collaboration, and adaptability and translated into design criteria and take-aways as well.

Building on these criteria, a prototype was developed for the post-purchase mailing touchpoint to test and validate purpose storytelling through the Big IdeaL and formulated design criteria. Two rounds of validation—qualitative interviews and surveys—provided valuable feedback that informed iterations of the prototype and testing of the design criteria. New criteria and take-aways were also formed based on validation outcomes.

The results culminated in a comprehensive communication plan, consisting of a Big IdeaL, validated design criteria and a suitable short term channel plan and long-term communication vision. The short-term plan focuses on reclaiming Secrid’s competitive position by optimizing current communication channels. The long-term plan envisions Secrid fulfilling its mission as a driver of the "industrial evolution," establishing itself as a benchmark for purpose-driven branding.

This thesis addresses the issue of bulky waste management in Rotterdam. The processing methods are underdeveloped, and inefficiencies in the current collection system result in valuable materials being frequently incinerated. The city strives to achieve its circularity goals: to prevent waste, improve separation, and ensure high-quality processing. This thesis presents a circular service system that integrates citizen behaviour, innovative waste management, and stakeholder engagement to give bulky waste a second life and save valuable products and materials from incineration.

The research used the principles of Effectuation to create opportunity spaces within the scope. With the use of participatory design methods the collaboration with citizens and municipal employees was ensured. This was needed for emphasizing practical engagement and real-world solutions. This thesis is structured by integrating Effectuation with the New Product Development process. This entrepreneurial thinking approach and iterative design explored possibilities for adaptive problem solving.

RepurposeRide is the final design. It is a transportation network using cargo bikes to redirect bulky waste within neighborhoods, giving items a second life through reuse at Wijkhubs and giveaway stores. Materials of lower status are delivered to environmental parks for high-quality processing. This system prevents waste from being crushed in compactor trucks, contributing to waste prevention, improved separation, and high-quality processing.
It demonstrates a citizen-centered, circular bulky waste collection service for Rotterdam’s waste management. Circularity, convenience and community engagement are the foundations to support reuse, enhance material recovery and prevent waste. While limitations remain, the project provides a basis for further development. RepurposeRide strives to combine environmental responsibility with social impact, establishing an identity rooted in sustainable entrepreneurship.

2Ping is a local currency created by the social cooperative Lokaal Geld U.A. The objective of 2Ping is to stimulate social and economic benefits through the means of a digital local currency in Amsterdam South-East. Since October 2022 the social cooperative had made significant steps into realizing this local currency and is currently working with 17 local businesses.
The local currency was merely thought as a tool to encourage social good. However, instead of highlighting the social impact that people can provide, the emphasis was made on the economic benefits of the currency. This emphasis on economic benefits turned into a lack of motivation to do social good, as the economic benefits were too low in terms of self-interests due to its comparison with the Euro.
And so, the positive attitude of doing social work for the greater good was neglected, and the spotlights were shined bright on the function and relatively low benefits of the local currency. A shift of purpose was needed to change the perception of 2Ping.
Together with 2Ping this project tackles the following challenge: How can we reframe the purpose of a local currency system to a platform for doing social good?

By taking an anthropological stance and gaining insights through the lens of reciprocity a new purpose for 2Ping has been proposed together with a redesign for the 2Ping platform. The concept of reciprocity is a key concept which forms the foundation for community building and providing local transactions. It focuses on the dynamics of exchanges and underlying values, which can result in community building, social innovation, and sustained engagement between people. The concept of reciprocity was particularly relevant in the context of this design challenge, but also relevant in the field of design.
As designers we are often lost in the complexity of societal issues due to diverse contextual environments, needs of stakeholders and the goal-oriented approach of tackling social issues.
But with this goal-oriented approach we often lose the importance of the dynamics in relation and exchanges between actors and the underlying values for collaboration and shared interests.
Alongside the redesign of 2Ping this project proposes a Design for Generalized Reciprocity booklet that fills the gap of practical tools to guide fellow designers and pioneers of social change to design for reciprocity.
The booklet aims to introduce a process-oriented approach of searching for insights through observing exchanges between actors and accomodates template exercises to be familiarized with different types of reciprocities.

Action is working on sustainability in social compliance, materials, packaging and circularity but they still have a long way to go in becoming circular. The European Union is taking steps towards a circular economy with the New Circular Economy Action plan, The Green Deal and the Right to Repair. Countries and companies are taking measures where legislation on the European level is taking too long. Action’s geographic expansion is ending and needs to look for new opportunities. This thesis will focus on helping Action to take their responsibility in the cycle of products to make them more circular. This will help Action to stay resilient with upcoming European legislation, by being in compliance with present and foreseeable circularity legislation .This has led to the following research question: How to help Action in becoming Circular to stay resilient with present and foreseeable legislation?

Using the double diamond method the most vulnerable product group and corresponding circularity strategy was selected. The first diamond was used to select a product group to focus on and what strategy should be applied. The focus should be on repairability as it is a starting point for other CE strategies. Electrical and electronic equipment is the most vulnerable product group to legislation and is forcing Action to take responsibility after Energy Related Products (ErP) have been sold. ErP have the biggest potential to reduce CO2 emissions. Therefore, Action should focus on selling repairable ErP as a step towards circularity. The buyer has a lot of power in making decisions but is lacking the knowledge of making decisions in terms of circularity. The problem that needs to be solved is that the buyer is making decisions on purchasing ErP products while lacking repairability knowledge. This is developed in the last diamond of the double diamond method.

To help Action stay resilient with present and foreseeable legislation a repairability index is made which Action can use to quantify the repairability of products. This repairability index is specific for every ErP group and is made by Action. This is made possible through an index guide that helps select priority parts and reference values for the repairability index of every specific ErP group. Suppliers can fill in the repairability index using the supplier guide. A repairability index feedback system is used by the buyers to keep track of the repairability of the products they buy. The repairability index is accompanied by a future vision which aims that Action has build a vibrant ecosystem through innovative partnerships and collaborations in 2035, where Action works together with its manufacturers, repairers and customers to create a circular future where customers are empowered to repair Action's durable products more easily. Getting here is explained through a roadmap with three horizons.

Royal Delft Museum is the museum for Delftware in the Netherlands. It has opened its’ renovated doors in the midst of the pandemic and is mostly populair among foreign visitors. Recently, they have also expressed their wish to better cater to the interests and needs of the domestic public as well. This sparked the opportunity for this thesis project: increasing the attractiveness of Royal Delft Museum for domestic visitors. Extensive research has been done and resulted in several design guidelines which can be found at the end of every chapter. These guidelines were used for the final design.

The project started with an initial exploration of the context of Royal Delft Museum and their customer journey. Secondly, a theoretical framework about museum visitors and their reasons for visiting a museum was developed. Additional research has been conducted to discover more about the societal impact museums have and what challenges they want to overcome in the future.

Data has been gathered about the visitors that have been visiting Royal Delft Museum in order to determine which domestic target group proved the most promising to attract, and thus, which people to interview. Interviews were conducted using the contextmapping method and the insights were clustered. Ideas were iteratively developed and two creative sessions were held; one with the museum, the other one with a group of IDE students.

This eventually lead to a strategic roadmap and the final concept Transform. Transform is an open, creative space which can best be described as a combination of an artist-in-residency and a space for future museum development. The main purpose of Transform is to provide a platform which showcases more diverse perspectives and cultural expressions on a variety of topics linked to ceramics.
Transform is a space which allows for collaborations between artists and the museum. Through Transform, the museum is able to facilitate a space which is beneficial for the museum as well as artists and visitors. It helps the museum to better understand their visitors and to cater to their needs and beliefs. It gives artists a platform and interactions with visitors.

In the validation phase, the designed meaning of Transform and its desirability were tested through interviews with participants. These were among the same participants who also took part in the contextmapping interviews.
The meaning proved to be communicated well; The participants thought Transform was a valuable addition to the museum because it provided a new perspective on the museum experience due to its innovative character. It was found that experimenting with and promoting the events in Transform were crucial for it to be a succes.

In the discussion and conclusion the results are reviewed based on the impact Transform could have on attracting visitors. Things to do differently next time are addressed. Finally, recommendations are formulated for future development of Transform by Royal Delft Museum.

Ten per cent of the Netherlands has a mild to severe disability (WHO, nd.). Despite this, there is little attention to Paralympic sports played in the Netherlands. This research focuses on:

“How can wheelchair team sports in the Netherlands be effectively supported in their journey towards professionalisation in preparation for the Paralympics 2032 in Brisbane?”

For this research, the new product development effectuation approach was applied (Duening, 2012). Methods used include phenomenological research in wheelchair tennis, ice sledge hockey,
para-badminton and the euro para games, qualitative interviews and research on the tennis sport as an exemplar.

The results from the studies were that federations have the most impact and potential to accomplish professionalisation. The NOC*NSF should guide and keep the overview of what all the different federations are doing. The federations are the implementers, reporting what is and is not working to the federations. The athletes also have an essential feedback role but are the potential new role models of the sport.

To professionalise paralympic wheelchair team sports, federations should improve four components in their sport. The competition must be at a standard high level, there must be an organisation for para-sport within the federation, the sport must become financially stable, and the elite athletes must start getting paid to become full-time athletes. A para-sport does not have to figure it out independently but can achieve cross-pollination through various collaborations.

These four components can lead to professionalisation in four steps mapped out in a roadmap. In the first horizon of six months, all wheelchair team sports federations will look at their organisation and make a plan on how they want to grow.
In the second horizon of one year, they will explore with whom they can achieve their goals and create a plan together.
In the third horizon of three years, they will implement the new structures, and the fourth horizon is about maintaining and improving the new structures.

Based on this design, wheelchair team sports can be professionalised in the Netherlands. For a successful strategy implementation, a follow-up study could look from the federations’ point of view at how this roadmap can be applied to other sports

Challenged to innovate towards full circularity and sustainability, both the waste management and inner-city transport industry are drastically changing in the Netherlands. Being a waste management organization that operates in these markets, PreZero is looking for new waste collection solutions to facilitate the transition towards circularity.

An envisioned solution for this new context could be in collaboration with parcel delivers that operate via hubs on the outskirts of cities. By letting them collect waste streams from inner-city customers while also delivering parcels, the electric vehicles that would otherwise return to the hub empty would be cleverly used.

The client is piloting this system in The Hague but is looking for a custom solution to fit the needs and wishes of all involved stakeholders. Therefore, the research question of this master thesis is:

How can a scalable product-service system for smart return logistics of source-separated commercial waste streams in an inner-city environment be designed and implemented by the client?

With the project aiming to develop a new business model and product, the entrepreneurial theory of ‘effectuation’ is applied as the theoretical framework of this thesis, and co-creation and qualitative research methods are selected for the approach. In a series of interviews and case studies, insights about the existing pilot are gathered, resulting in a set of means and potential goals to work with. Additional exercises like customer journey mapping the waste stream and value flow modeling the complex stakeholder context, enable the means and goals to be translated into a set of six potential value propositions for the future.

A design intervention is used to rapidly prototype the next iteration toward these potential value propositions and show the client how the effectual approach can be implemented. This design phase focuses on the various stakeholder contexts and uses a compact waste container and an MVP version of the waste collection bin to pilot the envisioned product-service system. Using phenomenological research, the designs are evaluated, resulting in a rich set of insights about the requirements and wishes for the system, container, bin, and involved partners.

All gathered insights are combined into four future visions that describe the potential strategic positions that the client could aim for. By detailing the business model, needed partners, targeted customers, and steps to be taken, the client is enabled to start implementing tomorrow. Posters visualize each future vision to bring the business models to life and empower the client’s project team to get the internal support needed to develop solutions towards one of these future roles.

Concluding the report, recommendations are given about what future vision to aim for and how to get there. With a drastically changing environment that is hard to predict, effectuation delivers a risk-limiting approach to co-create the future with involved stakeholders. Implements these insights from the report will support the client in its iterative journey towards the new business model.

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