CB
C.P.A.M. Bergema
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8 records found
1
EDN Framework: An Embedding Design Network
Overcoming the barriers of embedding design principles in businesses through the support of an inter-organizational network
As acquiring design thinking by organizations become a lighthouse for long-term competitive advantage for some, its adoption becomes more important. Companies on this journey face different types of resistance and challenges laid out in this thesis. As networks offer a different context and opportunities for learning, this thesis tries to answer the research question "How can companies overcome the barriers of embedding the designer mindset in their organizations through the support of an inter-organizational learning network?". The research conducted clarified the process of embedding design thinking in organizations by actors defined as "Design Advocates" and proposes a inter-organizational network framework for development of knowledge in what regards of overcoming barriers of embedding design thinking at organizations.
...
As acquiring design thinking by organizations become a lighthouse for long-term competitive advantage for some, its adoption becomes more important. Companies on this journey face different types of resistance and challenges laid out in this thesis. As networks offer a different context and opportunities for learning, this thesis tries to answer the research question "How can companies overcome the barriers of embedding the designer mindset in their organizations through the support of an inter-organizational learning network?". The research conducted clarified the process of embedding design thinking in organizations by actors defined as "Design Advocates" and proposes a inter-organizational network framework for development of knowledge in what regards of overcoming barriers of embedding design thinking at organizations.
Master thesis
(2018)
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Johannes Gerardus (Geert) Nysingh, Katinka Bergema, Quiel Beekman, Bouwe de Planque, Anne Wernand
Mapiq, the company, is the creator of the Mapiq smart building platform. Although the company is fast growing, the parties in the industry are also making considerable advances. The threat is that eventually, the growth of market share will decline and the party with the largest market share will obtain a monopoly.
To bolster the growth of Mapiq, the options in a market development strategy are evaluated. The research first focuses on an analysis of the company, product, and industry to identify how Mapiq should compete. New market segmentation is used to create a broad scope in market research. This is done to evaluate the reach of Mapiq's product portfolio. Finally, the findings are brought together in a design, that through iteration and validation is desirable to the market.
The research points out that the product portfolio does not reach further than the service industry segment. Possibilities lie in the entry of the hospital market; the final design focuses on adapting and improving the product portfolio to fit with the context of the new market. While equally creating synergy between the current and new market. ...
To bolster the growth of Mapiq, the options in a market development strategy are evaluated. The research first focuses on an analysis of the company, product, and industry to identify how Mapiq should compete. New market segmentation is used to create a broad scope in market research. This is done to evaluate the reach of Mapiq's product portfolio. Finally, the findings are brought together in a design, that through iteration and validation is desirable to the market.
The research points out that the product portfolio does not reach further than the service industry segment. Possibilities lie in the entry of the hospital market; the final design focuses on adapting and improving the product portfolio to fit with the context of the new market. While equally creating synergy between the current and new market. ...
Mapiq, the company, is the creator of the Mapiq smart building platform. Although the company is fast growing, the parties in the industry are also making considerable advances. The threat is that eventually, the growth of market share will decline and the party with the largest market share will obtain a monopoly.
To bolster the growth of Mapiq, the options in a market development strategy are evaluated. The research first focuses on an analysis of the company, product, and industry to identify how Mapiq should compete. New market segmentation is used to create a broad scope in market research. This is done to evaluate the reach of Mapiq's product portfolio. Finally, the findings are brought together in a design, that through iteration and validation is desirable to the market.
The research points out that the product portfolio does not reach further than the service industry segment. Possibilities lie in the entry of the hospital market; the final design focuses on adapting and improving the product portfolio to fit with the context of the new market. While equally creating synergy between the current and new market.
To bolster the growth of Mapiq, the options in a market development strategy are evaluated. The research first focuses on an analysis of the company, product, and industry to identify how Mapiq should compete. New market segmentation is used to create a broad scope in market research. This is done to evaluate the reach of Mapiq's product portfolio. Finally, the findings are brought together in a design, that through iteration and validation is desirable to the market.
The research points out that the product portfolio does not reach further than the service industry segment. Possibilities lie in the entry of the hospital market; the final design focuses on adapting and improving the product portfolio to fit with the context of the new market. While equally creating synergy between the current and new market.
Unconventional thinking
A design strategy for transition in the Dutch construction sector
The Bouwagenda is a collaboration between the Dutch government, the construction industry and knowledge institutes to tackle the challenges that currently face society. The most important challenge is the challenge of climate change and the transition of the construction sector to a circular system. This transition needs to happen in a revolutionary way. This thesis is aimed at proposing the first steps of a strategy on transitioning the construction sector by researching the significance and possibilities of a “different way of thinking” in the design of construction projects.
A transition is defined as a process of fundamental and irreversible change in a society’s culture, (institutional) structures and practices. Two factors play an important role in transition: outside pressure and niche innovations. Outside pressure opens up the so called regime (how we do things) creating opportunities for niche innovations to develop and break with the conventions in the regime. Governing this process is considered a paradox since societal change is found too complex to handle in terms of straightforward management. Transition management therefore aims to develop governance systems to manage transition. A four step cycle stimulates the forming of coalitions and the execution of innovative experimental projects. These innovation experiments are an important driver for change but are alos differnt from conventional construction projects. An abduction 2 design approach to actually create innovative solutions in these experimental projects is found to be a promising strategy.
To be able to apply this transition management strategy to the Bouwagenda the current situation of the construction sector needs to be examined. Based on literature and case studies the most important barrier was found in the separation between client and contractor. Also the organisational structures of experienced clients and high risks that come with large construction projects were found to be barriers in applying a transition management design approach.
Inspiration for a strategy to overcome these barriers was found in competitive student innovation teams that create bottom up innovative solutions. National Bouwagenda Challenges are found to be the basis of a strategy for transition. The strategy consists of two parts, a management tool that can be used to assess the progress of the transition and make adjustments accordingly, and an innovation process for construction projects that take on the challenge. This process overcomes the barriers and is centred around early client and contractor collaboration in a design process and a designerly way of thinking. ...
A transition is defined as a process of fundamental and irreversible change in a society’s culture, (institutional) structures and practices. Two factors play an important role in transition: outside pressure and niche innovations. Outside pressure opens up the so called regime (how we do things) creating opportunities for niche innovations to develop and break with the conventions in the regime. Governing this process is considered a paradox since societal change is found too complex to handle in terms of straightforward management. Transition management therefore aims to develop governance systems to manage transition. A four step cycle stimulates the forming of coalitions and the execution of innovative experimental projects. These innovation experiments are an important driver for change but are alos differnt from conventional construction projects. An abduction 2 design approach to actually create innovative solutions in these experimental projects is found to be a promising strategy.
To be able to apply this transition management strategy to the Bouwagenda the current situation of the construction sector needs to be examined. Based on literature and case studies the most important barrier was found in the separation between client and contractor. Also the organisational structures of experienced clients and high risks that come with large construction projects were found to be barriers in applying a transition management design approach.
Inspiration for a strategy to overcome these barriers was found in competitive student innovation teams that create bottom up innovative solutions. National Bouwagenda Challenges are found to be the basis of a strategy for transition. The strategy consists of two parts, a management tool that can be used to assess the progress of the transition and make adjustments accordingly, and an innovation process for construction projects that take on the challenge. This process overcomes the barriers and is centred around early client and contractor collaboration in a design process and a designerly way of thinking. ...
The Bouwagenda is a collaboration between the Dutch government, the construction industry and knowledge institutes to tackle the challenges that currently face society. The most important challenge is the challenge of climate change and the transition of the construction sector to a circular system. This transition needs to happen in a revolutionary way. This thesis is aimed at proposing the first steps of a strategy on transitioning the construction sector by researching the significance and possibilities of a “different way of thinking” in the design of construction projects.
A transition is defined as a process of fundamental and irreversible change in a society’s culture, (institutional) structures and practices. Two factors play an important role in transition: outside pressure and niche innovations. Outside pressure opens up the so called regime (how we do things) creating opportunities for niche innovations to develop and break with the conventions in the regime. Governing this process is considered a paradox since societal change is found too complex to handle in terms of straightforward management. Transition management therefore aims to develop governance systems to manage transition. A four step cycle stimulates the forming of coalitions and the execution of innovative experimental projects. These innovation experiments are an important driver for change but are alos differnt from conventional construction projects. An abduction 2 design approach to actually create innovative solutions in these experimental projects is found to be a promising strategy.
To be able to apply this transition management strategy to the Bouwagenda the current situation of the construction sector needs to be examined. Based on literature and case studies the most important barrier was found in the separation between client and contractor. Also the organisational structures of experienced clients and high risks that come with large construction projects were found to be barriers in applying a transition management design approach.
Inspiration for a strategy to overcome these barriers was found in competitive student innovation teams that create bottom up innovative solutions. National Bouwagenda Challenges are found to be the basis of a strategy for transition. The strategy consists of two parts, a management tool that can be used to assess the progress of the transition and make adjustments accordingly, and an innovation process for construction projects that take on the challenge. This process overcomes the barriers and is centred around early client and contractor collaboration in a design process and a designerly way of thinking.
A transition is defined as a process of fundamental and irreversible change in a society’s culture, (institutional) structures and practices. Two factors play an important role in transition: outside pressure and niche innovations. Outside pressure opens up the so called regime (how we do things) creating opportunities for niche innovations to develop and break with the conventions in the regime. Governing this process is considered a paradox since societal change is found too complex to handle in terms of straightforward management. Transition management therefore aims to develop governance systems to manage transition. A four step cycle stimulates the forming of coalitions and the execution of innovative experimental projects. These innovation experiments are an important driver for change but are alos differnt from conventional construction projects. An abduction 2 design approach to actually create innovative solutions in these experimental projects is found to be a promising strategy.
To be able to apply this transition management strategy to the Bouwagenda the current situation of the construction sector needs to be examined. Based on literature and case studies the most important barrier was found in the separation between client and contractor. Also the organisational structures of experienced clients and high risks that come with large construction projects were found to be barriers in applying a transition management design approach.
Inspiration for a strategy to overcome these barriers was found in competitive student innovation teams that create bottom up innovative solutions. National Bouwagenda Challenges are found to be the basis of a strategy for transition. The strategy consists of two parts, a management tool that can be used to assess the progress of the transition and make adjustments accordingly, and an innovation process for construction projects that take on the challenge. This process overcomes the barriers and is centred around early client and contractor collaboration in a design process and a designerly way of thinking.
To the airport without anxiety
A vision on future travel experiences for MOBGEN
In this project a vision on future travel was created for MOBGEN, in which products
and services are more digitally connected. Wysp is the vision of a travel support service for the year 2025. It supports travellers by supports travellers by; preventing mistakes, removing uncertainties and by improving the quality of waiting time. In order to achieve this multiple assets, from different companies, are combined into a bundled service. The service offers travellers a digital platform to plan trips, with more clarity. It guides people during the different phases of their journey; offering them access to shared cars, digital identification and support with problems. A self-driving function on a smart road allows travellers to exit their car at the entrance of the airport without parking.
“Relief people of anxiety caused by desired impressions, whilst
momentarily creating awareness of their view on success.”
That is the goal of Wysp, and it is embedded in the experience. A guiding light represents the personality and soul of Wysp, assuring the traveller. It travels along with them; their to help. The gestures in the interaction with Wysp are forming a rhythmic sequence. Moves are small and physical; tapping a push or pull,
becoming a seamless flow that makes the traveller feel competent. Echo makes the flow understandable by visualizing each action, letting it last for a small moment. The final result was presented in a short film, showing how Wysp would aid the traveller. ...
and services are more digitally connected. Wysp is the vision of a travel support service for the year 2025. It supports travellers by supports travellers by; preventing mistakes, removing uncertainties and by improving the quality of waiting time. In order to achieve this multiple assets, from different companies, are combined into a bundled service. The service offers travellers a digital platform to plan trips, with more clarity. It guides people during the different phases of their journey; offering them access to shared cars, digital identification and support with problems. A self-driving function on a smart road allows travellers to exit their car at the entrance of the airport without parking.
“Relief people of anxiety caused by desired impressions, whilst
momentarily creating awareness of their view on success.”
That is the goal of Wysp, and it is embedded in the experience. A guiding light represents the personality and soul of Wysp, assuring the traveller. It travels along with them; their to help. The gestures in the interaction with Wysp are forming a rhythmic sequence. Moves are small and physical; tapping a push or pull,
becoming a seamless flow that makes the traveller feel competent. Echo makes the flow understandable by visualizing each action, letting it last for a small moment. The final result was presented in a short film, showing how Wysp would aid the traveller. ...
In this project a vision on future travel was created for MOBGEN, in which products
and services are more digitally connected. Wysp is the vision of a travel support service for the year 2025. It supports travellers by supports travellers by; preventing mistakes, removing uncertainties and by improving the quality of waiting time. In order to achieve this multiple assets, from different companies, are combined into a bundled service. The service offers travellers a digital platform to plan trips, with more clarity. It guides people during the different phases of their journey; offering them access to shared cars, digital identification and support with problems. A self-driving function on a smart road allows travellers to exit their car at the entrance of the airport without parking.
“Relief people of anxiety caused by desired impressions, whilst
momentarily creating awareness of their view on success.”
That is the goal of Wysp, and it is embedded in the experience. A guiding light represents the personality and soul of Wysp, assuring the traveller. It travels along with them; their to help. The gestures in the interaction with Wysp are forming a rhythmic sequence. Moves are small and physical; tapping a push or pull,
becoming a seamless flow that makes the traveller feel competent. Echo makes the flow understandable by visualizing each action, letting it last for a small moment. The final result was presented in a short film, showing how Wysp would aid the traveller.
and services are more digitally connected. Wysp is the vision of a travel support service for the year 2025. It supports travellers by supports travellers by; preventing mistakes, removing uncertainties and by improving the quality of waiting time. In order to achieve this multiple assets, from different companies, are combined into a bundled service. The service offers travellers a digital platform to plan trips, with more clarity. It guides people during the different phases of their journey; offering them access to shared cars, digital identification and support with problems. A self-driving function on a smart road allows travellers to exit their car at the entrance of the airport without parking.
“Relief people of anxiety caused by desired impressions, whilst
momentarily creating awareness of their view on success.”
That is the goal of Wysp, and it is embedded in the experience. A guiding light represents the personality and soul of Wysp, assuring the traveller. It travels along with them; their to help. The gestures in the interaction with Wysp are forming a rhythmic sequence. Moves are small and physical; tapping a push or pull,
becoming a seamless flow that makes the traveller feel competent. Echo makes the flow understandable by visualizing each action, letting it last for a small moment. The final result was presented in a short film, showing how Wysp would aid the traveller.
Amsterdam Airport Schiphol suffers from capacity problems during peak travel seasons and times. 'Luggage services' are a recently emerged, promising innovation that could possibly help with easing luggage congestion at the airport. Consequently, Schiphol has shown interest in luggage services, but research knowledge on possible target group of users is unknown. Schiphol and Delft University of Technology are both contributing to PASSME, a EU-funded research project aiming to reduce passenger door-to-door travel time by 60 minutes and to improve passenger experience at airports.
Via this programme, a Master's thesis research project was carried out that had the following research questions: 1. Who are possible users for luggage services? 2. What are the needs of these users in the current passenger journey? 3. What features should the service offer to attend to these needs? The project also had the aim to find out how the solution could improve passenger experience and cut down waiting time, alleviate the luggage congestion problem at Schiphol as well as to explain what Schiphol's role in luggage services could be.
The project was carried out via a co-creation approach, having members of the target group dictate the service requirements and features, which would then be further designed and evaluated with these target users. End deliverable was a service blueprint depicting multiple level interactions taking place at various stages of using a luggage service.
The outcome was that holidaying parents and seniors could be a good leading target group for the service due to bringing lots of luggage along the trip and because of reduced mobility brought by aging. Main identified user needs were having control, being informed and having trust, that a luggage service should convey via different kinds of interactions. It should offer its users options to tailor the service to each user's individual schedules and trip itinerary and keep them informed of their luggage. It should also operate under a known brand that the users can trust.
Finally, it was concluded that luggage services can improve passenger experience by reducing waiting time at the airport as well as easing luggage-related stress during other parts of the holiday journey. They also have the potential to ease Schiphol's luggage congestion by diverting luggage away from the airport, although it is recommended that Schiphol looks also into other options. Schiphol itself has good potential to operate a luggage service with industry partners under Schiphol's familiar, trusted brand. ...
Via this programme, a Master's thesis research project was carried out that had the following research questions: 1. Who are possible users for luggage services? 2. What are the needs of these users in the current passenger journey? 3. What features should the service offer to attend to these needs? The project also had the aim to find out how the solution could improve passenger experience and cut down waiting time, alleviate the luggage congestion problem at Schiphol as well as to explain what Schiphol's role in luggage services could be.
The project was carried out via a co-creation approach, having members of the target group dictate the service requirements and features, which would then be further designed and evaluated with these target users. End deliverable was a service blueprint depicting multiple level interactions taking place at various stages of using a luggage service.
The outcome was that holidaying parents and seniors could be a good leading target group for the service due to bringing lots of luggage along the trip and because of reduced mobility brought by aging. Main identified user needs were having control, being informed and having trust, that a luggage service should convey via different kinds of interactions. It should offer its users options to tailor the service to each user's individual schedules and trip itinerary and keep them informed of their luggage. It should also operate under a known brand that the users can trust.
Finally, it was concluded that luggage services can improve passenger experience by reducing waiting time at the airport as well as easing luggage-related stress during other parts of the holiday journey. They also have the potential to ease Schiphol's luggage congestion by diverting luggage away from the airport, although it is recommended that Schiphol looks also into other options. Schiphol itself has good potential to operate a luggage service with industry partners under Schiphol's familiar, trusted brand. ...
Amsterdam Airport Schiphol suffers from capacity problems during peak travel seasons and times. 'Luggage services' are a recently emerged, promising innovation that could possibly help with easing luggage congestion at the airport. Consequently, Schiphol has shown interest in luggage services, but research knowledge on possible target group of users is unknown. Schiphol and Delft University of Technology are both contributing to PASSME, a EU-funded research project aiming to reduce passenger door-to-door travel time by 60 minutes and to improve passenger experience at airports.
Via this programme, a Master's thesis research project was carried out that had the following research questions: 1. Who are possible users for luggage services? 2. What are the needs of these users in the current passenger journey? 3. What features should the service offer to attend to these needs? The project also had the aim to find out how the solution could improve passenger experience and cut down waiting time, alleviate the luggage congestion problem at Schiphol as well as to explain what Schiphol's role in luggage services could be.
The project was carried out via a co-creation approach, having members of the target group dictate the service requirements and features, which would then be further designed and evaluated with these target users. End deliverable was a service blueprint depicting multiple level interactions taking place at various stages of using a luggage service.
The outcome was that holidaying parents and seniors could be a good leading target group for the service due to bringing lots of luggage along the trip and because of reduced mobility brought by aging. Main identified user needs were having control, being informed and having trust, that a luggage service should convey via different kinds of interactions. It should offer its users options to tailor the service to each user's individual schedules and trip itinerary and keep them informed of their luggage. It should also operate under a known brand that the users can trust.
Finally, it was concluded that luggage services can improve passenger experience by reducing waiting time at the airport as well as easing luggage-related stress during other parts of the holiday journey. They also have the potential to ease Schiphol's luggage congestion by diverting luggage away from the airport, although it is recommended that Schiphol looks also into other options. Schiphol itself has good potential to operate a luggage service with industry partners under Schiphol's familiar, trusted brand.
Via this programme, a Master's thesis research project was carried out that had the following research questions: 1. Who are possible users for luggage services? 2. What are the needs of these users in the current passenger journey? 3. What features should the service offer to attend to these needs? The project also had the aim to find out how the solution could improve passenger experience and cut down waiting time, alleviate the luggage congestion problem at Schiphol as well as to explain what Schiphol's role in luggage services could be.
The project was carried out via a co-creation approach, having members of the target group dictate the service requirements and features, which would then be further designed and evaluated with these target users. End deliverable was a service blueprint depicting multiple level interactions taking place at various stages of using a luggage service.
The outcome was that holidaying parents and seniors could be a good leading target group for the service due to bringing lots of luggage along the trip and because of reduced mobility brought by aging. Main identified user needs were having control, being informed and having trust, that a luggage service should convey via different kinds of interactions. It should offer its users options to tailor the service to each user's individual schedules and trip itinerary and keep them informed of their luggage. It should also operate under a known brand that the users can trust.
Finally, it was concluded that luggage services can improve passenger experience by reducing waiting time at the airport as well as easing luggage-related stress during other parts of the holiday journey. They also have the potential to ease Schiphol's luggage congestion by diverting luggage away from the airport, although it is recommended that Schiphol looks also into other options. Schiphol itself has good potential to operate a luggage service with industry partners under Schiphol's familiar, trusted brand.
The research examines the interactions and experiences of airline passengers during baggage reclaim with the goal of understanding their motives, what factors influence their experiences and decisions, and what struggles and stresses they encounter during the reclaim process. Interviews and Journey Mapping are leveraged to gain insights and search for solutions.
...
The research examines the interactions and experiences of airline passengers during baggage reclaim with the goal of understanding their motives, what factors influence their experiences and decisions, and what struggles and stresses they encounter during the reclaim process. Interviews and Journey Mapping are leveraged to gain insights and search for solutions.
This project is a graduation project for the master programme Strategic Product Design in collaboration with Schiphol Group. The goal of the project was to find out how blockchain technology can help Schiphol Group to enhance the passenger experience. Blockchain is seen as a technology that will disrupt many industries. But why is this? The core value of blockchain is trust. The blockchain is a decentralised database which enables people and organisations to do transactions without having to trust each other. People are enabled to transact for example money without involving a bank. Because of this, blockchain will change the way we transact value on a global scale. Therefore it is important to explore what this new technology can do for companies. In this thesis the possibilities for Schiphol Group are explored.
Schiphol Group has the ambition to become Europe’s prefered airport. Next to this, they have the ambition to become the world’s leading digital airport by 2018. To achieve this the airport has to continuously innovate. Schiphol Group does this by expanding the airport with the Capital Programme and by making the current airport smarter with the Digital Airport Programme. Both programmes aim to create an excellent seamless passenger process with a minimum of stressful moments.
At the moment passengers experience dissatisfaction in some parts of their journey. This moments are often the moments with the lowest control. These include the waiting times at check in, security and passport control. To decrease waiting times, Schiphol works on a project called Seamless Flow, that enables passengers to pass checks with biometric identification. But, implementing biometric identification brings along some challenges. Enrollment still takes quite some time. It is hard to proof the removal of personal data. Scanning a person’s passport presents challenges because of privacy legislation. Last, due to the central character of the database it takes more effort to protect the data. To enhance passengers control over their journey and to solve the challenges biometric identification brings, the concept of a self sovereign identity is proposed. A self sovereign identity is a system working with blockchain technology in which the user has consent and control over who he shares his data with. In a self sovereign identity system, identity providers provide the user of an attestation, a proof of correctness, for example that it is indeed the persons passport. The identity provider can be governement for example who gives out your passport. From the same attestation a hash, a number that represents the attestation, is written onto the blockchain. The relying party, an organisation like for example an airline who wants a confirmation of the passengers identity, can than compare what is presented by the user with what is on the blockchain.
When it’s a match, your identity is confirmed.
In the ideal situation Schiphol does not have a role in the self sovereign identity system. Until government enables such a system, Schiphol has the opportunity to
act as a identity provider. They can create attestations with the enrollment kiosks that are going to be used for biometric identification in the upcoming years.
To enable Schiphol to act as an identity provider, the TravelWallet service is created. The TravelWallet is an application for passengers that enables them to store their data safely, all in one place. You control who you show your data to at the airport. The app stores your data on your phone in a way only you are able to open it with your fingerprints. This way you never have to take out your passport or boarding card at the airport after you are enrolled. After you verified your account at the airport, you will receive a push notification with a request to share your data, for example from the airline you are flying with. When approving the request, the airline is only able to see the information and not able to share it. If your identity is verified, you receive a confirmation. With the confirmation you can pass the gates towards security.
The TravelWallet service has a lot of benefits for all the different stakeholders involved. The passenger will experience more control in their journey. They do not have to hassle with physical documents and they will have a faster and smoother journey. Schiphol will reduce the risk of cyberattacks and legal complications. Airlines can save time by replacing their time consuming identity verification methods. Implementing the TravelWallet will be expensive, but it can change the whole passenger journey and thereby save a lot of money. With the TravelWallet there is no need for a check-in desk (assuming that everyone uses
the self service bag drop), physical border control or employees for the boarding process. By digitizing these processes, money, time and space can be saved. ...
Schiphol Group has the ambition to become Europe’s prefered airport. Next to this, they have the ambition to become the world’s leading digital airport by 2018. To achieve this the airport has to continuously innovate. Schiphol Group does this by expanding the airport with the Capital Programme and by making the current airport smarter with the Digital Airport Programme. Both programmes aim to create an excellent seamless passenger process with a minimum of stressful moments.
At the moment passengers experience dissatisfaction in some parts of their journey. This moments are often the moments with the lowest control. These include the waiting times at check in, security and passport control. To decrease waiting times, Schiphol works on a project called Seamless Flow, that enables passengers to pass checks with biometric identification. But, implementing biometric identification brings along some challenges. Enrollment still takes quite some time. It is hard to proof the removal of personal data. Scanning a person’s passport presents challenges because of privacy legislation. Last, due to the central character of the database it takes more effort to protect the data. To enhance passengers control over their journey and to solve the challenges biometric identification brings, the concept of a self sovereign identity is proposed. A self sovereign identity is a system working with blockchain technology in which the user has consent and control over who he shares his data with. In a self sovereign identity system, identity providers provide the user of an attestation, a proof of correctness, for example that it is indeed the persons passport. The identity provider can be governement for example who gives out your passport. From the same attestation a hash, a number that represents the attestation, is written onto the blockchain. The relying party, an organisation like for example an airline who wants a confirmation of the passengers identity, can than compare what is presented by the user with what is on the blockchain.
When it’s a match, your identity is confirmed.
In the ideal situation Schiphol does not have a role in the self sovereign identity system. Until government enables such a system, Schiphol has the opportunity to
act as a identity provider. They can create attestations with the enrollment kiosks that are going to be used for biometric identification in the upcoming years.
To enable Schiphol to act as an identity provider, the TravelWallet service is created. The TravelWallet is an application for passengers that enables them to store their data safely, all in one place. You control who you show your data to at the airport. The app stores your data on your phone in a way only you are able to open it with your fingerprints. This way you never have to take out your passport or boarding card at the airport after you are enrolled. After you verified your account at the airport, you will receive a push notification with a request to share your data, for example from the airline you are flying with. When approving the request, the airline is only able to see the information and not able to share it. If your identity is verified, you receive a confirmation. With the confirmation you can pass the gates towards security.
The TravelWallet service has a lot of benefits for all the different stakeholders involved. The passenger will experience more control in their journey. They do not have to hassle with physical documents and they will have a faster and smoother journey. Schiphol will reduce the risk of cyberattacks and legal complications. Airlines can save time by replacing their time consuming identity verification methods. Implementing the TravelWallet will be expensive, but it can change the whole passenger journey and thereby save a lot of money. With the TravelWallet there is no need for a check-in desk (assuming that everyone uses
the self service bag drop), physical border control or employees for the boarding process. By digitizing these processes, money, time and space can be saved. ...
This project is a graduation project for the master programme Strategic Product Design in collaboration with Schiphol Group. The goal of the project was to find out how blockchain technology can help Schiphol Group to enhance the passenger experience. Blockchain is seen as a technology that will disrupt many industries. But why is this? The core value of blockchain is trust. The blockchain is a decentralised database which enables people and organisations to do transactions without having to trust each other. People are enabled to transact for example money without involving a bank. Because of this, blockchain will change the way we transact value on a global scale. Therefore it is important to explore what this new technology can do for companies. In this thesis the possibilities for Schiphol Group are explored.
Schiphol Group has the ambition to become Europe’s prefered airport. Next to this, they have the ambition to become the world’s leading digital airport by 2018. To achieve this the airport has to continuously innovate. Schiphol Group does this by expanding the airport with the Capital Programme and by making the current airport smarter with the Digital Airport Programme. Both programmes aim to create an excellent seamless passenger process with a minimum of stressful moments.
At the moment passengers experience dissatisfaction in some parts of their journey. This moments are often the moments with the lowest control. These include the waiting times at check in, security and passport control. To decrease waiting times, Schiphol works on a project called Seamless Flow, that enables passengers to pass checks with biometric identification. But, implementing biometric identification brings along some challenges. Enrollment still takes quite some time. It is hard to proof the removal of personal data. Scanning a person’s passport presents challenges because of privacy legislation. Last, due to the central character of the database it takes more effort to protect the data. To enhance passengers control over their journey and to solve the challenges biometric identification brings, the concept of a self sovereign identity is proposed. A self sovereign identity is a system working with blockchain technology in which the user has consent and control over who he shares his data with. In a self sovereign identity system, identity providers provide the user of an attestation, a proof of correctness, for example that it is indeed the persons passport. The identity provider can be governement for example who gives out your passport. From the same attestation a hash, a number that represents the attestation, is written onto the blockchain. The relying party, an organisation like for example an airline who wants a confirmation of the passengers identity, can than compare what is presented by the user with what is on the blockchain.
When it’s a match, your identity is confirmed.
In the ideal situation Schiphol does not have a role in the self sovereign identity system. Until government enables such a system, Schiphol has the opportunity to
act as a identity provider. They can create attestations with the enrollment kiosks that are going to be used for biometric identification in the upcoming years.
To enable Schiphol to act as an identity provider, the TravelWallet service is created. The TravelWallet is an application for passengers that enables them to store their data safely, all in one place. You control who you show your data to at the airport. The app stores your data on your phone in a way only you are able to open it with your fingerprints. This way you never have to take out your passport or boarding card at the airport after you are enrolled. After you verified your account at the airport, you will receive a push notification with a request to share your data, for example from the airline you are flying with. When approving the request, the airline is only able to see the information and not able to share it. If your identity is verified, you receive a confirmation. With the confirmation you can pass the gates towards security.
The TravelWallet service has a lot of benefits for all the different stakeholders involved. The passenger will experience more control in their journey. They do not have to hassle with physical documents and they will have a faster and smoother journey. Schiphol will reduce the risk of cyberattacks and legal complications. Airlines can save time by replacing their time consuming identity verification methods. Implementing the TravelWallet will be expensive, but it can change the whole passenger journey and thereby save a lot of money. With the TravelWallet there is no need for a check-in desk (assuming that everyone uses
the self service bag drop), physical border control or employees for the boarding process. By digitizing these processes, money, time and space can be saved.
Schiphol Group has the ambition to become Europe’s prefered airport. Next to this, they have the ambition to become the world’s leading digital airport by 2018. To achieve this the airport has to continuously innovate. Schiphol Group does this by expanding the airport with the Capital Programme and by making the current airport smarter with the Digital Airport Programme. Both programmes aim to create an excellent seamless passenger process with a minimum of stressful moments.
At the moment passengers experience dissatisfaction in some parts of their journey. This moments are often the moments with the lowest control. These include the waiting times at check in, security and passport control. To decrease waiting times, Schiphol works on a project called Seamless Flow, that enables passengers to pass checks with biometric identification. But, implementing biometric identification brings along some challenges. Enrollment still takes quite some time. It is hard to proof the removal of personal data. Scanning a person’s passport presents challenges because of privacy legislation. Last, due to the central character of the database it takes more effort to protect the data. To enhance passengers control over their journey and to solve the challenges biometric identification brings, the concept of a self sovereign identity is proposed. A self sovereign identity is a system working with blockchain technology in which the user has consent and control over who he shares his data with. In a self sovereign identity system, identity providers provide the user of an attestation, a proof of correctness, for example that it is indeed the persons passport. The identity provider can be governement for example who gives out your passport. From the same attestation a hash, a number that represents the attestation, is written onto the blockchain. The relying party, an organisation like for example an airline who wants a confirmation of the passengers identity, can than compare what is presented by the user with what is on the blockchain.
When it’s a match, your identity is confirmed.
In the ideal situation Schiphol does not have a role in the self sovereign identity system. Until government enables such a system, Schiphol has the opportunity to
act as a identity provider. They can create attestations with the enrollment kiosks that are going to be used for biometric identification in the upcoming years.
To enable Schiphol to act as an identity provider, the TravelWallet service is created. The TravelWallet is an application for passengers that enables them to store their data safely, all in one place. You control who you show your data to at the airport. The app stores your data on your phone in a way only you are able to open it with your fingerprints. This way you never have to take out your passport or boarding card at the airport after you are enrolled. After you verified your account at the airport, you will receive a push notification with a request to share your data, for example from the airline you are flying with. When approving the request, the airline is only able to see the information and not able to share it. If your identity is verified, you receive a confirmation. With the confirmation you can pass the gates towards security.
The TravelWallet service has a lot of benefits for all the different stakeholders involved. The passenger will experience more control in their journey. They do not have to hassle with physical documents and they will have a faster and smoother journey. Schiphol will reduce the risk of cyberattacks and legal complications. Airlines can save time by replacing their time consuming identity verification methods. Implementing the TravelWallet will be expensive, but it can change the whole passenger journey and thereby save a lot of money. With the TravelWallet there is no need for a check-in desk (assuming that everyone uses
the self service bag drop), physical border control or employees for the boarding process. By digitizing these processes, money, time and space can be saved.
Graduation report focussing on improving the passenger experience in the reclaim hall. Improving the experience by offering service that fits with the passengers journey.
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Graduation report focussing on improving the passenger experience in the reclaim hall. Improving the experience by offering service that fits with the passengers journey.