This thesis investigates how Rotterdam Circulair can stimulate residents of Rotterdam to repair their broken household appliances more often. Using a human-centred, context-specific design approach, it explores the repair ecosystem and behaviours in the city to develop an embedded and actionable intervention.

The research unfolds in three parts. The first focuses on local repair behaviour and attitudes, drawing from interviews with DIY repairers, Repair Café visitors, non-repairers and repair professionals. Although residents are motivated by cost savings, environmental concerns and emotional attachment, they face persistent barriers such as inconvenience, lack of awareness, and low repair confidence. Repair Cafés play a valuable role but remain underused due to limited visibility and access. Repair is not yet culturally embedded as a default response to product failure.

The second part investigates the technical side of repair. Most household appliance failures occur during the use phase and are often preventable or repairable. However, users struggle with the key repair stages, fault detection, location and isolation, due to inaccessible product design and limited knowledge.

The third part maps the local repair ecosystem through stakeholder interviews and empirical studies. Rotterdam hosts a fragmented but active repair network, including certified services, Repair Cafés, digital platforms like iFixit and Jafix, and emerging municipal efforts. While European policy developments like the Right to Repair directive aim to improve repairability, local gaps in spare parts access and repair guidance remain. A mystery guest study using three broken appliances tested the accessibility of repair support via digital platforms, professional services and manufacturer options. The study confirmed the value of these resources but revealed a lack of consistency and navigability.
These insights pointed to the need for a low-threshold, visible, and locally embedded repair initiative. In a co-creation session with municipal stakeholders, five intervention concepts were evaluated. Reparatie op Wielen (RoW), a mobile repair service, was selected as the most promising concept. The repair spectrum was co-developed with Repair Café volunteers to define its scope and referral system.
A pilot was conducted to test the concept. Visitors felt supported by the service, whether through repair, diagnosis or referral. Barriers around time, cost and knowing where to go were reduced, while confidence and repair knowledge showed modest growth. Collaboration with the pop-up recycling centre (PUR) emerged as both promising and in need of improvement, particularly in communication and visitor recruitment.
An implementation plan was developed to embed RoW in municipal practice. A second co-creation session shaped the organisational structure across Schoon & Circulaire Stad, Repair Cafés, the Mobiele Wijkhub and the PUR. The plan addresses risks, communication, operations, funding and evaluation through the DIN model. Five SMART goals and a phased roadmap guide its sustainable rollout.
In conclusion, the thesis shows that stimulating repair requires more than raising awareness, it demands coordinated infrastructure, community presence and approachable services. Reparatie op Wielen responds to these needs by making repair visible, accessible and integrated into the wider ecosystem, advancing Rotterdam Circulair’s ambition to make circular behaviour easier for all.

This thesis examines the growing importance of loyal B2b relationships between an IT outsourcer and its customers, as a result of the increasing role of IT and an IT outsourcer within an organization. The specialized knowledge, expertise, resources, and agile way of working of IT outsourcers have become vital for the competitive advantage of their customers. As the influence of IT outsourcers increases, so does the importance of building and maintaining strong B2B relationships.

This research addresses the question:
"How can an IT outsourcer establish a loyal B2B relationship to accelerate the transformation from IT-driven to business outcome-driven relationships?"

This thesis is done in collaboration with Schuberg Philis (SBP), an IT outsourcer focused on mission-critical engineering. The research investigates how loyal B2B relationships between SBP and their customers are established and sustained to facilitate a transition towards business outcome-driven partnerships.

Though cycling as a transportation method is widely seen as a sustainable method, professional cycling and racing are not. Though the first calls for sustainable action are made and the first efforts start to appear, not much has changed yet in the complex world of professional cycling.
This report describes the design of a sustainability strategy and plan for BEAT Cycling Club, a continental cycling team. As an innovative organisation that was founded to break through the status quo in professional cycling the sustainability journey fits BEAT. As one of the first teams taking sustainability seriously, the strategy helps BEAT to increase the quality of their sustainability actions beyond the ‘low-hanging fruits’ they have been tackling already.
The difficulty of starting a sustainability project is tackled by using the systemic design framework of the Design Council (2021) to guide innovation with a complex system like sustainability. The internal feeling of responsibility for sustainability of BEAT Cycling Club can be tackled by designing a strategy through a continuously diverging and converging process.
To help understand the sustainability context for BEAT Cycling Club and to guide the direction of the strategy, a (fast-track) life-cycle analysis is conducted. The results of this analysis are a set of emission hotspots: the actions and areas where most of BEAT’s emissions and environmental impact occur. These hotspots are used to further shape a strategy to tackle them.
This strategy is built through the design roadmapping methodology, resulting in a strategic and tactical roadmap. These are based on three horizons in which the role for BEAT in sustainability changes. These roadmaps are substantiated with a playbook that guides BEAT through the strategy and provides more detailed information about the steps that need to be taken. The playbook and roadmaps are not only strategic assets but are also important for BEAT to communicate their strategy with partners and other stakeholders.

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.

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.

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.

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.

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 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.

Scania is a Swedish manufacturer of trucks, busses and marine engines. With more than a hundred years of manufacturing experience Scania has built a track record of highly reliable and energy efficient trucks. Over the years Scania has been expanding its offering with maintenance services and later with data driven services to assist their clients in their daily operations. This thesis proposes an innovation strategy and service proposition for building on these data driven services.

The transport system is currently undergoing a transformation, led by trends like electrification, digitalization and connectivity. These trends have effects on how the value network of transport and logistics is organised and offer space for new business models. For Scania this means that there are opportunities to rethink favourable positioning in the value chain and develop business models, related to data driven services. To explore these potential new business models and positioning, this thesis aims to create a strategy, captured in a roadmap, supported by a new service proposition captured in a use case.

To create an according strategy and service proposition the internal environment and customers, value network, consumer context, market trends, technologies were analysed. These aspects formed the foundation for defining a strategic direction and future vision on data driven services. With this project the decision was made to narrow down to one specific application of transport to be able to provide more focus and in depth contextualisation. The chosen application was cooled transport for grocers, due to the perishable nature goods and transformation towards e-commerce. The future vision that was developed based on the insight gathered is: “Providing carefree cooled logistics.”

With this future vision a new service concept was developed that supports grocers in operating their logistics operations carefree by enhancing trust, increasing transparency and operational efficiency. This is accomplished by a combination of load sharing and secured data sharing, in which blockchain technology plays a key role. The concept was captured in a service blueprint and further illustrated in a use case.

Finally the concept has been captured in a roadmap, to build a pathway towards reaching the designated vision of providing carefree cooled logistics. Although the service concept and roadmap are targeted at cooled transport for grocers, some needs and principles are transferable to other applications of transport, creating potential opportunities for service development in other applications of transport.

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.

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.

The goal of this thesis is to create a shared vision and change strategy for the merging neonatology departments of Amsterdam University Medical Centres (Amsterdam UMC). The Amsterdam UMC currently exists out of the two hospitals VUmc and AMC merging to become one hospital. The neonatology department is one of the first departments that will merge. There will soon be two large changes ahead for the department: (1) employees of both hospitals will work together and (2) the AMC will be renovated to a new center that holds neonatology and obstetrics. 'Sharing the same vision and wanting to achieve a common goal with employees are key elements for successful change' (Gill, 2002). As the current vision of neonatology was not shared amongst all employees and there was a multi-annual plan or road to the vision missing, this was concluded the assignment of this graduation thesis. First, nine future themes were created by combining insights from stakeholder interviews and future foresight. These nine themes were used to create a vision concept that was further improved by cocreation with internal stakeholders of both hospitals. The new vision was then concluded as the new shared department vision in several stakeholder sessions. The new vision states: 'a department with the best care, which is child- and family-centric'. Thereafter it was evaluated with all internal stakeholders (nurses, doctors, management of both hospitals) how the vision is currently being reached in projects and what was ought to be missing. With these insights, a map of current change was created. To enhance this road to reach the vision, a design roadmap (innovation strategy) was created. As one of the largest changes in the vision is the family-centricity, this was used as an innovation vision. Ideas were proposed in three horizons with a different focus, though all to enhance the family-centred services. These are ideas for improvement on employee experience (1), family experience (2) and integration of perinatology (3) to enhance the current road ahead. It provides a focus for the department: what are short-term solutions that need to be focused on now and what are long-term solutions that can be focused on later on in the change process. The short-term solutions have a focus on employee experience to enhance their happiness and satisfaction during a difficult time of change and new way of working in the renovated department. Improved employee experience is expected to have a large positive influence on the family experiences. The longer term solutions improve family experiences with services of value creation towards families. This is important at neonatology, as the emotional state of parents can influence the condition of the premature on short and long term (Civic & Holt, 2000; Manning, 2012). Lastly, the final horizon solutions provide a further integration of perinatology: where nurse roles work from a parent journey perspective and cross silos of neonatology and obstetrics.

In the Netherlands, around 700.00 parcels per day are delivered by PostNL. The first part is delivered directly to people’s homes; the second part is delivered to a retail location where people then pick up the parcels themselves. This assignment was about the second flow of parcels, more and more consumers are choosing to pick up their parcel at a retail location, but the locations cannot handle the increasing volume anymore. This led to the following research question: Design a new PostNL service solution enabling consumers to receive their parcel in the way they prefer. The solution should lower the pressure on the current retail network and be adapted to the changing future context. As a next step in the process, research has been done into market conditions and consumers. Consumers were interviewed to create a customer journey about the order and shipping process. Consumers visiting a parcel point were interviewed as well as employees and owners of the parcel point. Lead users who came up with a solution for the problem themselves were also interviewed. Many consumers experienced the parcel points as a necessary evil because they are not at home during the day and therefore depend on a parcel point. They prefer to receive their package at home and do not want to go to a parcel point after work. They also indicated that picking up a parcel takes more time than just the transaction; they have to park, wait in line and wait for an employee to find the parcel. Some consumers also indicated that it was difficult to arrange something officially with PostNL. Subsequently, further research was done into where the frequent online shoppers live and whether this group had specific characteristics. It appears that frequent online shoppers are generally younger and receive a minimum of 5 parcels per month. PostNL does not have a shortage of capacity in every district; some districts still have a lot of retail locations available or fewer parcels are delivered to retail in a specific district. Based on the research, the Vinex districts and the high-rise districts around the city-centre have been selected as areas where the most improvement is possible. Various concepts have been devised to solve the problem, taking into account the insights of the research and the requirements from PostNL. The final proposed solution is a roadmap making use of lockers to receive parcels and a platform for more customer-oriented and efficient shipping. The lockers are placed at the entrance of the high-rise apartment buildings, so PostNL can always deliver the parcels at the home of the consumer. In the subsequent phases of the roadmap, the lockers are opened to retailers who deliver their goods themselves and other couriers who can use the locker for a fee. In the final phase of the roadmap, the couriers will collaborate even more, which leads to more efficiency and therefore sustainability. On the platform, the shipping wishes of the consumer ordering online are shared with the participating couriers so that they can offer a price for this request. Couriers can base their price for example on their available capacity and whether they already have to deliver a parcel near the address. PostNL earns a percentage on every transaction via the platform.

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.

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.