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Abstract
More organizations are adopting customer-centric innovation practices to increase business value; however, very little is known about the factors driving customer-centric innovation or the conditions under which innovation succeeds. Similarly, very little is known about the role of design artefacts as inputs in customer-centric innovation processes or as instruments that support the organizational change required for successful change. A practice-led case study was conducted to examine the role of design artefacts and to demonstrate how they are flexible and persuasive tools that mediate the social and intertwined demands of customer-centric innovation strategies. Five distinct roles of design artefacts are proposed and their value in contributing to innovation and organizational change are considered.
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No potential conflict of interest was reported by the authors.
Additional information
Notes on contributors
Jacqueline Wechsler
Jacqueline (Jax) Wechsler is Director of Sticky Design Studio, a boutique human-centred design agency based in Sydney, Australia. Primarily consulting within the NGO and public sectors, she is interested in the change enabling role of design artefacts within complex social change contexts. She holds a Masters in Design (UTS).
Jochen Schweitzer
Jochen Schweitzer is Associate Professor and Director of Entrepreneurship at the University of Technology Sydney. His work focuses on issues of strategy, entrepreneurship and innovation with a special interest in design thinking and emerging technologies. Jochen was Visiting Scholar at Hasso Plattner Institute School of Design Thinking at Stanford University and Potsdam University.