Designerly Ways of Innovating Track organized by Fleur Deken and colleagues

Fleur Deken, Gerda Gemser, @Daved Barry, and Nico Klenner organize the track “Designerly ways of innovating” at the Academy for Design Innovation & Management conference. The call for papers is now online. We hope to receive your papers! https://lnkd.in/dKRTkEt Looking forward to inspiring discussions in London! hashtagdesignthinking hashtagdigital–transformation hashtagADIM

 

About the Track

More and more organizations are using designerly ways of innovating to improve and transform their innovation systems and outcomes (e.g., Liedtka, 2018). This transformation implies the adoption of an innovation process characterized by experimentation, iteration, and fast failure rather than a linear, stage-gate type of process that is focused on failure prevention (Brown, 2008). In particular when seeking to create and implement innovations that are radical in nature, iteration and experimentation are essential and require organizational flexibility, for example in the field of strategizing (Deken et al., 2018). It also requires organizations to open up their innovation systems and co-create with a broader set of stakeholders (e.g., Gemser and Perks, 2015). Interestingly, designerly ways of innovating are not only embraced by established organizations, but also by new ventures (Klenner et al., 2015). Organizations, be they newly created or established, not only borrow from the designers’ toolbox, but also seek to create a more enduring, overarching creative mindset within the organization. Such organizations may assist their employees in breaking out of their habitual ways of seeing, knowing, and acting by means of, for example, investing in creative, inspirational work spaces (Barry and Meisiek, 2010) or design thinking training programs. At the same time, the mass-marketing and commodification of designerly ways of innovating has led to a host of problems (Barry, 2017) and there are many challenges to overcome when implementing and using designerly ways of innovating in organizational settings (e.g., Carlgren et al., 2016). In this track, we seek to further explore these challenges. Possible topics/questions to explore in this track include, but are not limited to:

● How can designerly ways of innovating, which include activities such as iteration and experimentation, be implemented in organizations in an efficient and effective way?
● How to engage in co-creation with ‘ordinary’ customers and other relevant stakeholders for innovation and design? What are effective strategies for involving these potentially diverse stakeholders?
● How to develop and implement strategy when engaged in (radical) design innovation?
● By means of what design practices, activities or attitudes can organizations help their employees to break out of their habitual ways of seeing, knowing, and acting; and how to sustain such changes over time?
● Which design processes, practices, or tools are effective for new firm creation? Which design processes, practices, or tools may enable or hinder scaling up new ventures?
● What are the differences between strategies for designerly ways of innovating in new ventures versus large incumbent firms?