The Making of a Design-led Innovation Strategy: How Mirvac launched the Hatch Program

Nikolova, N; Schweitzer, J; Gilroy, C

The Making of a Design-led Innovation Strategy: How Mirvac launched the Hatch Program

Nikolova, N Schweitzer, J

Gilroy, C

Permalink

Publication Type:: Chapter
Citation:: Transform with Design: Creating New Innovation Capabilities with Design Thinking, 2022
Issue Date:: 2022-12-01

Closed Access

	Filename	Description	Size
	CH7 Mirvac MANUSCRIPT Transform with design V1.9.pdf	Accepted version	955.64 kB	Adobe PDF	View/Open

Copyright Clearance Process

Recently Added
In Progress
Closed Access

This item is closed access and not available.

Full metadata record

Field	Value	Language
dc.contributor.author	Nikolova, N
dc.contributor.author	Schweitzer, J https://orcid.org/0000-0002-3145-721X
dc.contributor.author	Gilroy, C
dc.contributor.editor	Schweitzer, J https://orcid.org/0000-0002-3145-721X
dc.contributor.editor	BenMahmoud-Jouini, S
dc.contributor.editor	Fixson, S
dc.date.accessioned	2022-05-04T03:51:02Z
dc.date.available	2022-05-04T03:51:02Z
dc.date.issued	2022-12-01
dc.identifier.citation	Transform with Design: Creating New Innovation Capabilities with Design Thinking, 2022
dc.identifier.isbn	9781487506094
dc.identifier.uri	http://hdl.handle.net/10453/156989
dc.description.abstract	Mirvac is an example of how a company, which was lacking a formal structure and process for innovation, successfully built its internal innovation capability, within a short period of four years. The journey started with a change in the top leadership of the firm. A new CEO set the innovation agenda, brought along the top leadership team, and resourced an initiative, initially supported by external consultants. To achieve both incremental innovation and disruptive innovation outcomes, the small corporate innovation team started to engage with key business units and central departments. However, balancing the need for tangible outcomes and successes that would satisfy the business unit managers and secure further buy-in with achieving long-term strategic and possibly disruptive innovation outcomes proved difficult - if not impossible. The team leveraged design thinking, tried out different and clever ways of engaging with various stakeholder groups, introduced new methods including open innovation, agile management, and design sprints, to ultimately succeed. Overall, a design-driven approach to innovation played a key role in making innovation a priority. Whether Mirvac will succeed in managing the tension between incremental and radical innovations in the long term remains to be seen. However, the implementation of Design Thinking in many aspects of what Mirvac does already represents a significant shift in the culture of the company. Further, design thinking has had positive effects on various aspects of the company’s life.
dc.language	en
dc.relation.ispartof	Transform with Design: Creating New Innovation Capabilities with Design Thinking
dc.rights	info:eu-repo/semantics/closedAccess
dc.title	The Making of a Design-led Innovation Strategy: How Mirvac launched the Hatch Program
dc.type	Chapter
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
utslib.copyright.status	closed_access	*
pubs.consider-herdc	false
dc.date.updated	2022-05-04T03:51:00Z
pubs.publication-status	Accepted

Abstract:

Mirvac is an example of how a company, which was lacking a formal structure and process for innovation, successfully built its internal innovation capability, within a short period of four years. The journey started with a change in the top leadership of the firm. A new CEO set the innovation agenda, brought along the top leadership team, and resourced an initiative, initially supported by external consultants. To achieve both incremental innovation and disruptive innovation outcomes, the small corporate innovation team started to engage with key business units and central departments. However, balancing the need for tangible outcomes and successes that would satisfy the business unit managers and secure further buy-in with achieving long-term strategic and possibly disruptive innovation outcomes proved difficult - if not impossible. The team leveraged design thinking, tried out different and clever ways of engaging with various stakeholder groups, introduced new methods including open innovation, agile management, and design sprints, to ultimately succeed. Overall, a design-driven approach to innovation played a key role in making innovation a priority. Whether Mirvac will succeed in managing the tension between incremental and radical innovations in the long term remains to be seen. However, the implementation of Design Thinking in many aspects of what Mirvac does already represents a significant shift in the culture of the company. Further, design thinking has had positive effects on various aspects of the company’s life.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/156989