Design LED innovation: Shifting from smart follower to digital strategy leader in the Australian airport sector

Price, R; Wrigley, C; Dreiling, A; Bucolo, S

Design LED innovation: Shifting from smart follower to digital strategy leader in the Australian airport sector

Price, R Wrigley, C

Dreiling, A Bucolo, S

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Publication Type:: Conference Proceeding
Citation:: 2013 IEEE-Tsinghua International Design Management Symposium: Design-Driven Business Innovation, TIDMS 2013 - Proceedings, 2014, pp. 251 - 258
Issue Date:: 2014-12-09

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Field	Value	Language
dc.contributor.author	Price, R	en_US
dc.contributor.author	Wrigley, C https://orcid.org/0000-0001-7349-8469	en_US
dc.contributor.author	Dreiling, A	en_US
dc.contributor.author	Bucolo, S https://orcid.org/0000-0002-4195-4500	en_US
dc.date.issued	2014-12-09	en_US
dc.identifier.citation	2013 IEEE-Tsinghua International Design Management Symposium: Design-Driven Business Innovation, TIDMS 2013 - Proceedings, 2014, pp. 251 - 258	en_US
dc.identifier.isbn	9781479915392	en_US
dc.identifier.uri	http://hdl.handle.net/10453/36047
dc.description.abstract	© 2013 IEEE. This paper presents and discusses organisational barriers and opportunities arising from the dissemination of design led innovation within a leading Australian airport corporation. This research is part of a greater action research program which aims to integrate design as a strategic capability through design led innovation within Australian businesses. Findings reveal that there is an opportunity to employ the theoretical framework and tools of design led innovation in practice to build collaborative idea generation by involving customers and stakeholders within the proposal of new to world propositions. The iterative gathering of deep customer insights also provided an opportunity to leverage a greater understanding of stakeholders and customers in strengthening continuing business partnerships through co-design. Challenges to the design led approach include resistance to the exploratory nature of gathering deep customer insights, the testing of long held assumptions and market data, and the disruption of an organisational mindset geared toward risk aversion instilled within the aviation industry. The implication from these findings is that design led innovation can provide the critical platform to allow for a business to grow and sustain internal design capabilities necessary to challenge prevailing assumptions about how its business model operates to deliver value to customers and stakeholders alike. The platform of design led innovation also provides an avenue to support a cultural transformation towards anticipating future needs necessary for establishing a position of leadership within the broader economic environment.	en_US
dc.relation.ispartof	2013 IEEE-Tsinghua International Design Management Symposium: Design-Driven Business Innovation, TIDMS 2013 - Proceedings	en_US
dc.relation.isbasedon	10.1109/TIDMS.2013.6981245	en_US
dc.title	Design LED innovation: Shifting from smart follower to digital strategy leader in the Australian airport sector	en_US
dc.type	Conference Proceeding
utslib.for	1203 Design Practice and Management	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (International)
pubs.organisational-group	/University of Technology Sydney/Faculty of Design, Architecture and Building
pubs.organisational-group	/University of Technology Sydney/Strength - DIRC - Design Innovation Research Centre
utslib.copyright.status	open_access
pubs.publication-status	Published	en_US

Abstract:

© 2013 IEEE. This paper presents and discusses organisational barriers and opportunities arising from the dissemination of design led innovation within a leading Australian airport corporation. This research is part of a greater action research program which aims to integrate design as a strategic capability through design led innovation within Australian businesses. Findings reveal that there is an opportunity to employ the theoretical framework and tools of design led innovation in practice to build collaborative idea generation by involving customers and stakeholders within the proposal of new to world propositions. The iterative gathering of deep customer insights also provided an opportunity to leverage a greater understanding of stakeholders and customers in strengthening continuing business partnerships through co-design. Challenges to the design led approach include resistance to the exploratory nature of gathering deep customer insights, the testing of long held assumptions and market data, and the disruption of an organisational mindset geared toward risk aversion instilled within the aviation industry. The implication from these findings is that design led innovation can provide the critical platform to allow for a business to grow and sustain internal design capabilities necessary to challenge prevailing assumptions about how its business model operates to deliver value to customers and stakeholders alike. The platform of design led innovation also provides an avenue to support a cultural transformation towards anticipating future needs necessary for establishing a position of leadership within the broader economic environment.

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http://hdl.handle.net/10453/36047