4. Understanding Strategic Design Practices in Third Sector Organisations

This chapter explores the strategic design practices within Third Sector Organizations (TSOs), focusing on how design thinking and methodologies can drive social impact and organizational transformation. The empirical research employs a case study methodology to collect, select, analyse, and interpret practical cases and projects, generating insights and knowledge from the field. The chapter delves into the design outcomes of projects, the management of design processes, the participation of diverse actors, and the strategic roles design plays within TSOs. It highlights the importance of involving design at various levels of TSOs and the design processes and paradigms that contribute to shaping and developing these organisations. The case studies presented offer a rich tapestry of initiatives that address a wide range of social issues, from economic empowerment and environmental sustainability to social inclusion and cultural preservation. Each case study provides a detailed account of the design and co-creation processes, the challenges faced, and the innovative solutions developed. The chapter also reflects on the broader implications of strategic design in the third sector, discussing how it can facilitate co-creation and collaboration, empower marginalised communities, and drive meaningful change. It concludes with a discussion on the participatory action research approach, which involves the researcher as an active participant in the design process, ensuring that the findings are both practical and theoretically grounded. The chapter is a must-read for anyone interested in understanding how strategic design can be leveraged to address complex social challenges and drive sustainable impact.