Strategic Design for the Third Sector

Inhaltsverzeichnis

1. Frontmatter

2. Chapter 1. Introduction

   Xue Pei

   Abstract

   Design discipline is undergoing a significant transformation, expanding its scope to engage with complex societal challenges across diverse sectors. Design now plays a critical role in addressing systemic issues, fostering social innovation, and driving strategic organizational change. This chapter provides a foundational overview of the strategic role of design in diverse domains, including new product development, business innovation, and the creation of competitive advantages, as well as in promoting social impact and systemic transitions. Building on existing research and theoretical advancements, this chapter introduces the focus and objectives of this book, exploring the application of strategic design in the development of innovation strategies for organisations in the third sector, which operate at the intersection of social responsibility and business innovation.

3. Chapter 2. Strategic Design and Design Thinking: Driving Business Innovations and Societal Changes

   Xue Pei

   Abstract

   The second chapter starts with a review of the strategic roles and implications of design in business organisations, with a particular emphasis on presenting the contributions of design thinking for business innovation and organisational changes. The research in strategic design and design thinking has achieved significant outcomes to expand the scope of design application to more strategic domains, including innovation processes, organisational development, behaviours, culture, and systemic paradigms. Additionally, explores the strategic role of design beyond the business sector, emphasizing its impact in complex social contexts where environmental, social, and cultural considerations are vital. The current applications of design thinking face limitations in fully leveraging strategic values to foster transformative solutions to complex societal challenges.

4. Chapter 3. A Need to Introduce Strategic Design in the Third Sector

   Xue Pei

   Abstract

   The characteristics of the third sector offer a new context to explore the potential application of strategic design and design thinking. Based on the understanding of strategic design and its contribution to business innovation, organisational changes, and systemic transition in the social context, this chapter starts the investigation on how strategic design theories and practices could be aligned with the objectives and strategies of the Third Sector Organisations to cultivate the innovation, and on the other hand, how Third Sector Organisations provide opportunities and spaces for further developing knowledge on the strategic design area.

5. Chapter 4. Understanding Strategic Design Practices in Third Sector Organisations

   Xue Pei

   Abstract

   This chapter presents a selection of best practices alongside pragmatic research projects to illustrate how design and designers played a strategic role in supporting the third sector organisations in their innovation processes. The empirical research activities bring rich first-hand data and in-person experience. These cases and research projects are illustrated in detail for an in-depth investigation of how the previously developed theories change, how the previously created methods and tools should be adapted, and how the experiences with the third sector organisation enable strategic design and design management domains to redefine their ways of thinking and doing.

6. Chapter 5. Strategic Design for Value Co-creation in the Third Sector: Setting Organisational Encounters

   Xue Pei

   Abstract

   This chapter is devoted to presenting the empirical findings and proposing a framework for applying strategic design in the third sector. It encompasses an analysis of best practices and first-hand experiences derived from research projects, emphasising the methodologies and outcomes associated with the application of strategic design. These results include the development of product and service offerings, paradigm shifts in co-creation and production processes, initiatives of new organisational structures and culture, and new systems. The chapter concludes with the introduction of the concept of organisational encounter that creates the conditions for connecting internal and external actors of TSOs for co-creation. A process model is also presented to serve design researchers and practitioners with a strategic design mindset, process, methods, and tools to develop innovative solutions with social responsibility.

7. Chapter 6. Visioning a Future Agenda of Strategic Design

   Xue Pei

   Abstract

   The concluding chapter is dedicated to an examination of the strategic design realm in the future. This book broadens the application and scope of strategic design initiatives within the third sector, characterised by organisations that inherently integrate business logic with a social mission at their core. The complexity of this sector offers a fertile ground for critical reflection on and interrogation of prevailing theories and methodologies associated with design thinking. Furthermore, it indicates potential research trajectories for advancing the studies and development of strategic design practices.