The healthcare industry is increasingly looking to technological solutions to enhance the efficiency and accuracy of patient interaction and medical data collection. This study investigates the development of a self-anamnesis platform designed to streamline the medical history-taking process. The importance of this topic lies in its potential to alleviate the administrative burdens on healthcare providers, improve patient care by enabling more informed consultations, and enhance the overall patient experience through acknowledgement and reassurance.

Despite advancements in healthcare technology, there remains a gap in meeting patients’ desires for longer consultations, more extensive feedback, greater empathy, and the option of receiving care from home. This often results in inefficiencies and increased workloads for healthcare providers. The Erasmus Medical Center (EMC) has expressed interest in implementing an AI avatar to address these needs but is uncertain about the design and functionality it should have. The primary research question of this study is: How can an AI avatar-driven platform, designed to gather patients’ medical histories, be developed to ensure patient acceptance?

The research employs a combination of literature review and practical implementation to develop and test the self-anamnesis platform. Key methods include conducting user interviews and tests to investigate patient preferences for the appearance and functionality of AI-driven avatars, designing the platform to be desirable for patients, viable for healthcare professionals, and feasible for software experts. Additionally, the research examines ethical considerations and integrates comprehensive data security measures.

The core message of this research is that a well-designed self-anamnesis platform has the potential to significantly improve the efficiency of medical data collection. By addressing the challenges of integration, data security, and user accessibility, such a platform can reduce administrative workloads and facilitate better patient care. The study’s findings suggest that with the right technological and user-centered design considerations, the implementation of a self-anamnesis platform is both feasible and beneficial for modern healthcare systems.

CM.com is a conversational commerce company specialised in offering solutions in CPaas (Communication Platforms as a service). One of the industries to which they point their ‘software as a service’ is music event ticketing. With their General Admission (GA) Ticketing product, CM provides event organizers with a platform to set-up their ticket sales process, sell tickets, handle event registrations, communicate with visitors, and support other event logistics.

The recent COVID-19 pandemic has had a significant effect on consumer behaviour related to music events and festivals. Event organizers must innovate in their offering to stay relevant to consumers within the overcrowded market. This has led to changes in organizer’s needs and priorities regarding their ticketing platform. CM needs to respond in their service offering to stay relevant in the market and fulfil their client’s needs. In combination with the desire to leverage the potential of their product portfolio better, CM seeks to identify new opportunities in the way their ticketing product is designed and delivered to their client.

The project involves creating a holistic perspective of the project context and involved stakeholders through gathering extensive qualitative data, taking a service design perspective. The gathered information serves as fundamental knowledge to co-create towards a new strategic service proposition, combining user-research, industry trends and strategic competitive positioning with CM’s technological potential.

The results conclude CM’s ticketing product should be developed towards “Facilitating the Easy creation of Rich & Effective omni-channel communication touchpoints for event organisers.” This proposition aims to facilitate organisers to adopt a progressive, data-driven approach to communication between organiser and consumer. Data allows for effectively targeting consumers in a personalized way, boosting the conversion of communication touchpoints. Working with this data proposition should be designed for non-data experts, making the workflow for the creation of data driven communication touchpoints as easy as possible. Ultimately, the proposition seeks to enable organizers to create more points of engagement between organiser and consumer over a rich array of channels and purposes, contributing to a unique and pleasant visitor experience.

To deliver this value proposition to clients, three development stages must be completed. Firstly, the focus should be put on improving the fundamental functionalities through which organisers gain knowledge through data, whereafter its usability should be improved. Finally, the communication possibilities to improve the visitor experience should be enriched. The proposed final service proposition is concretized through UX-use cases, illustrating the proposed user-flow on an interaction level.

Due to CM’s unfamiliarity with the design process and the different internal project teams working in silos, additional guidance is provided to embed the project outcomes effectively. The guidance in the shape of a visual overview describing the service proposition’s value in terms of desirability, viability, and feasibility aims to persuade company-wide value. However, this does not guarantee implementation within CM. Additionally, a “From Research to Development Guide” facilitates the product team to work towards the proposed service proposition with the created product materials, ensuring a user-centred process.

This report describes the graduation project in collaboration with Total Design (TD), a creative agency specialised in Branding, Communications and Technology. The primary objective of this thesis is to enhance the internal collaboration between these three domains. To achieve this goal, the study explores the barriers to collaboration, using co-creation sessions with TD employees as a key method to gather insights. The process follows a general approach consisting of four phases, Exploring the Current Context, Reframing the Problem, Creating Opportunities to Improve Collaboration and Catalyse Synergy Creation at TD, each described in its dedicated chapter.

Leveraging co-creation sessions and interviews with employees of TD, the study shows that the internal team’s focus is seen as the main barrier to multidisciplinary collaboration within TD. This focus stems from team-specific targets, that discourage collaborative efforts between teams and cause each team to prioritise their own proposition to clients. As a result, clients are unaware of other services offered by TD and employees under-utilise the expertise of their colleagues. This internal team focus comes from TD’s existing organisational structure. Therefore, a new organisational structure is proposed as the final solution for TD. The proposed organisational structure introduces dynamic, project-based teams that replace traditional, static teams, facilitating fluid cross-domain collaboration and enabling a more agile response to client needs. The expected positive impact of the final design for clients is a broader service offering and improved client satisfaction, and enhanced learning and innovation for employees of TD.

The report concludes with recommendations for the adoption of the new structure and recommendations for future work. The first aim to mitigate the reorganisation’s potential challenges, like coordination & communication and a loss of team identity and include involving employees for successful implementation. The latter suggested areas for further research, including broadening the focus group, incorporating diverse research methodologies and conducting follow-up studies to assess the impact of the changes implemented.

The findings provide valuable insights into employees’ perception of the current situation, the barriers to collaboration and the desire for engaging employees in decision making. To align with employee demands and enhance multidisciplinary collaboration, TD is recommended to transition towards the proposed organisational structure that facilitates dynamic project team configurations.

Introduction
An assignment for Royal Schiphol Group, the project aimed to create a future vision that aligns all stakeholders towards a shared ambition to transform towards a multi modal hub as well as identify user needs that could facilitate new strategic initiatives for Schiphol group as a MMH.
In order to create the future vision a trend analysis and co-creation workshop was conducted that resulted in insights such as; 1) Water Natives due to increase in water levels, redefined work culture due to remote workers and 3) isolation over socialisation. Stakeholders reacted to these trends which led to insights such as; 1) People will remain resilient, 2) congestion might increase if not dealt with properly and 3) the future is experience economy.

Future Vision
Based on the research, a future vision for RSG’s MMH was created that states, ‘‘By 2050, Schiphol Group should envision, a flex mobility ecosystem that adapts to situations and user needs resulting in an antifragile way of working. The goal is to create tailored services and seamless experiences for users and passengers. The ambition is achieved by increasing proactive collaboration, on time network performance, and decentralizing hub functions.’

Strategic Solutions
The future vision can be achieved through strategic solutions such as;
1) Preparing change by creating a team of strategic advisors.
2) Proposing initiatives significant to transformation of a MME by creating a digital platform.
3) Facilitating change by creating a better experience for their users through pop up experiences. In the process learning and gathering new insights that could lead to expanding into new opportunity windows.
These solutions perfectly fit RSG’s overall vision of having the most sustainable and high quality airports in Europe. It also allows RSG to implement multi modality correctly, anticipate the transformation of the mobility industry and design a user centred multi modal ecosystem.

When working with the Youth Initiated Menter (YIM) approach, youth workers have to collaborate with an adult from the network of the youth. Starting to work with this YIM approach is not easy for youth workers. Codesign approach this project has looked into the experiences and struggles of youth workers in working with YIM. Based on the five personas were developed. For three personas two concepts were developed to support them in working with the YIM approach. One concept was a product, an interactive map. The other concept was a service, a YIM event.