Papers by Christine De Lille
Proceedings of the Design Society: International Conference on Engineering Design
Junior designers are not trained to cope with critical situations and conflict at work. Most desi... more Junior designers are not trained to cope with critical situations and conflict at work. Most design schools do not educate their design students to prepare them for (potential) conflict. As a result, junior designers often do not have conflict-handling skills to handle critical situations and conflicts. While some tools and methods exist to help them make responsible design choices, these often address value differences underlying (potential) conflict without taking the perspective of the designer, and thus without supporting young designers to start by reflecting on their own intrinsic values.The aim of this study is to find a way to help junior designers to reflect effectively on critical situations, thereby improving their conflict-handling skills. Data was collected through four steps in an action research. Researchers collaborated with an identity programme for junior design professionals. Insights from try-outs and small interventions were transferred into design requirements ...
International Journal of Technology Marketing, 2015
She Ji: The Journal of Design, Economics, and Innovation
Design educators and industry partners are critical knowledge managers and co-drivers of change, ... more Design educators and industry partners are critical knowledge managers and co-drivers of change, and design graduate and postgraduate students can act as catalysts for new ideas, energy, and perspectives. In this article, we will explore how design advances industry development through the lens of a longitudinal inquiry into activities carried out as part of a Dutch design faculty-industry collaboration. We analyze seventy-five (75) Master of Science (MSc) thesis outcomes and seven (7) Doctorate (PhD) thesis outcomes (five in progress) to identify ways that design activities have influenced advances in the Dutch aviation industry over time. Based on these findings, we then introduce an Industry Design Framework, which organizes the industry/design relationship as a three-layered system. This novel approach to engaging industry in design research and design education has immediate practical value and theoretical significance, both in the present and for future research.
Design Management Journal
Important note To cite this publication, please use the final published version (if applicable). ... more Important note To cite this publication, please use the final published version (if applicable). Please check the document version above.
Customer experience (CX) is a differentiation strategy often chosen by companies. But several asp... more Customer experience (CX) is a differentiation strategy often chosen by companies. But several aspects can hinder the realization of this strategic change: Existing routines, strong silo thinking among departments, and other circumstances work against the creation of a holistic CX. There is very little guidance in the literature about becoming more customer centric in practice. Within design practice, customer-centric thinking and working are key aspects. Therefore, this article addresses the question of how a design approach can facilitate a company's change process from the abstract strategic direction of focusing on CX to a way of working in practice. The article is based on a practice-led case study of an airline company where the first author worked from within the company to test solutions directly in daily practice. We conclude that in order to move from the strategic direction of a CX focus to an applicable proposal, designers can support both top-down and bottom-up proce...
ABSTRACT In this paper we will point to implications for designers who support organizations in t... more ABSTRACT In this paper we will point to implications for designers who support organizations in the transition process from products to services based business models. These implications are based on four important challenges when designing for services: the designerly mindset, collaboration, empathy with stakeholders and implementation. These challenges have been identified by analysing the previous work of the second author, in which interviews were conducted with people in practice that consider themselves self-trained service designers and work as design consultants in service design projects. To further explore these challenges we will compare them with the experiences of the first author, who has been trained as product designer specialized in the design of intelligent products, and is currently part of the Smart Textile Services project as designresearcher. This project deals with the textile industry, which is traditionally focused on manufacturing but now in the transition towards delivering services. We will reflect on the moments that the design researcher felt uncomfortable as product designer and ran into similar challenges as the self-trained service designers. Based on the comparison of the self-trained service designers and the design-researcher we will point to implications for designers who are designing services in transitioning industries.
Proceedings of the 11th Biennial Participatory Design Conference on - PDC '10, 2010
ABSTRACT Maaike (2013). A Designerly approach to enable organizations to deliver Product-Service ... more ABSTRACT Maaike (2013). A Designerly approach to enable organizations to deliver Product-Service Systems. XX – XX Copyright © in each paper on this conference proceedings is the property of the author(s). Permission is granted to reproduce copies of these works for purposes relevant to the above conference, provided that the author(s), source and copyright notice are included on each copy. For other uses, including extended quotation, please contact the author(s). Design is not only just for products, logo's or websites anymore. More and more companies are embracing design as a way to enable their organization to adapt to changes in society. One of the challenges many organizations face at the moment is how to create value for their customers by delivering experiences. One of the ways to do this is to develop services to complement the service offering. These so-called product-service systems need to be designed just like products, logo's and websites. Their development requires a designerly approach in order to make them valuable for the company and the customer. But how can this designerly approach actually enable organizations to become better at delivering Product-Service Systems? And what is the role of design consultants in embedding this designerly approach in organizations? Does the application of Design Thinking play a role in this? And can they support organizations to adopt Design Thinking? Design consultants are able to compare the practice of different companies and are on the cutting edge of the field. This article is built upon a series of interviews with different consultants, to arrive at suggestions for professionals that wish to shift from a traditional product-centered approach towards delivering Product-Service Systems. A CHANGING WORLD In the last century, the introduction of technology has changed our lives drastically. Technology provided us with the possibility to live in comfortable houses, to travel and to communicate with each other in various ways. Technology also provided us with consumable products that enriched our lives. However, over the last decade, our materially oriented economy has been in transition towards an experience economy in which experiences are more important in the eyes of customers than products and technology as such. This implies that in order to generate true value for people innovations will have to entail an experience element on top of the product offering. Vargo & Lusch (2008) suggest that companies that adopt a goods-dominant logic insufficiently realize the need for delivering value instead of goods. They pose that the best way to deliver value is to adopt a Service Dominant logic that helps company's co-create this value with users. This requires a change in the organizational mind-set, as well as an integral approach to innovation of products and their encompassing services, so-called Product-Service systems (PSS).
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Papers by Christine De Lille