Due to economic prosperity and population growth, consumption levels have increased particularly in affluent regions, surpassing planetary boundaries and causing significant ecological damage. Recently, researchers have advocated for a sufficiency approach, which aims to reduce consumption to essential levels only fulfilling basic needs. One example of a sufficiency behaviour is the re-use of food leftovers. Food waste reduction behaviours, in particular eating leftovers, are very exemplary measures to take to reach a sufficient lifestyle. By eating leftovers, less new food needs to be bought, bringing down the level of consumption. This thesis explores the drivers and barriers to re-using food leftovers and defines strategies for designing effective interventions. A literature review informed the creation of a initial conceptual model based on the Theory of Planned Behavior, Norm Activation Model, and other frameworks.

To evaluate if the initial model should be adjusted, interviews were conducted. These interviews were analysed using Thematic Analysis, revealed three themes: (1) difficulties of organizing, (2) doing the right thing, and the (3) ascribed value of leftover food. After the model had a final configuration, the model was tested through PLS-SEM, confirming six out of seven hypotheses and identifying five key factors: (1) attitudes, (2) personal norms, (3) skills, (4) awareness of consequences, and (5) perceived health risks. Household organization emerged as an additional critical factor from the interviews.

Design strategies were formulated for each of these six areas, focusing on positive perceptions, ethical beliefs, food safety confidence, skill improvement, and organizational support. An ideation session with design students generated six intervention concepts, which were further developed by the researcher. By addressing these key areas, the proposed interventions aim to foster sustainable behaviors and significantly reduce food waste. This research highlights the importance of rethinking food consumption and waste, promoting a culture of sufficient consumption.

In the historically resilient and change-resistant banking industry, the unprecedented era of Digital Transformation (DT) asks for a re-evaluation of traditional business models, processes, and customer interactions. This graduation project, conducted in collaboration with Innovation Boosters (IB), addressed these challenges by developing a strategic design tool to support traditional financial institutions in their DT.
The research, grounded in the Dynamic Capability (DC) theory for DT and the design thinking creative problem-solving method, investigates the interplay between DT, dynamic capabilities, and design thinking (Magistretti et al., 2021; Teece, 2007; Warner & Wäger, 2019). It posits that leveraging a design thinking approach can enhance the effectiveness of DT initiatives within an organization, as evidenced by relationships in the literature (Cankurtaran & Beverland, 2020). The research methodology employed included a literature review and semi-structured interviews with 14 participants. Seven IB consultants and seven DT professionals from the Dutch financial sector were involved, aiming to empirically investigate the effectiveness of design thinking in strengthening DT processes. Findings from the research highlighted the multidimensional nature of DT, emphasizing the alignment of strategy with organizational culture and operations. The importance of design thinking in executing DT strategies, managing uncertainties, and fostering user-centric innovation was also underscored.
Based on these insights, the subsequent design process aimed at defining the design problem, setting the design direction, design goals, and a list of ten design criteria. Afterwards, a co-creation workshop with students was organized to develop personas for the change manager role, the identified figure for DT's successful implementation. The ten design criteria were later categorized based on the two key dimensions derived from the research: innovation leadership and transformation management. The design output is a Change Management Process (CMP) tailored for managers dealing with DT in their organizations. It aims to bridge top-down strategies with bottom-up insights, guiding managers from minimal DT impact to advanced integration and sustained transformation. The three steps related to innovation leadership focus on fostering a collaborative environment, learning from failures to fuel growth, and cultivating a strong sense of ownership among team members. The three steps related to transformation management emphasize building capabilities, enhancing operational excellence, and empowering team autonomy to effectively implement DT. The CMP is supported by two canvases, each featuring four questions that encourage DT managers to critically reflect on their role, thereby enhancing their engagement with the CMP and improving their impact on DT initiatives.
This process was subsequently tested and evaluated by IB consultants, identifying four areas for further reflection, and an action checklist was developed to support the consultants in their work. IB also conducted an assessment confirming the feasibility, viability, and desirability of the developed CMP. The CMP serves as an actionable tool that IB can further test and implement with their clients, facilitating meaningful dialogues and identifying key areas for organizational transformation.
The project underscored the importance of investigating the intersection of strategic management, design, and DT, advocating for further cross-disciplinary research to explore how design thinking can support DT and enhance organizational innovation capability.

This thesis explores the potential for elho Group to innovate in the indoor gardening industry by developing a Product-Service System (PSS). As a leader in sustainable synthetic plant pots, elho is eager to explore offerings beyond products that embrace a more service-oriented business. This thesis explores the intersection of consumer behaviour and strategic business model innovation, identifying key challenges, opportunities, and drivers that influence the adoption of new PSSs. Furthermore, it discusses how an understanding of these factors can inform strategic decision-making and future growth strategies.

The research and design process was structured using a systemic design approach, by using the Double Diamond model. Key activities included extensive literature reviews, empirical research on consumer behaviour, product testing, industry and competitor analysis, and several co-creation sessions. These activities helped identify the drivers and barriers influencing the adoption of PSS in the Indoor Smart Garden (ISG) market, offering valuable insights into consumer perceptions of current market offerings. The findings guided the development of a solution tailored to meet consumer needs while addressing existing gaps in the market.

Qualitative interviews with "zillennials" revealed key factors influencing PSS adoption. These included concerns around cost sensitivity, lack of flexibility, and lack of trust, as well as the importance of emotional benefits and service attributes. For ISG products, factors like aesthetics, customizability, and ease of use were critical for adoption. Participants favoured natural designs and products that seamlessly fit into their living spaces and reflect their personal values. The external analysis revealed a competitive landscape dominated by small, similar brands. Consumer dissatisfaction arises from poor product performance, high prices, and bad customer service.

The results indicate that launching an elho ISG PSS is a high-risk, all-in venture that demands full commitment and strong service differentiation. To stand out in the market, elho must provide a modular and customisable design that enhances interior compatibility while maintaining an affordable price point. Success also hinges on creating a PSS by focusing on lifestyle integration and high consumer interaction. Elho's future vision centres on becoming a trusted partner in plant care by integrating supporting services next to its products and evolving into a trusted partner in plant care through innovative, supporting consumers in their journey to a ‘green’ lifestyle with innovative, sustainable products and services that nurture both the user and their plants."

The proposed solution, Tuyn, empowers consumers to maintain and grow a range of home-delivered herbs effortlessly. With an automated watering system, AI-driven guidance, and a flexible offerings, Tuyn adapts to individual preferences, making indoor gardening both convenient and personal. The system is enhanced by a mobile application that provides customized plant care instructions, helping users seamlessly integrate their herbs into daily routines. With a customizable design, Tuyn fits perfectly into urban living spaces, offering both functionality and aesthetic appeal.

The expected impact of Tuyn is significant, improving consumer engagement and product differentiation. Tuyn addresses key consumer challenges identified in the research, including bad germination, long growth times, low yields, and complexity. The concept aligns with elho’s purpose of "giving room to nature" and shifts towards a service-oriented model that enhances the consumer experience while allowing elho to explore a more direct Business-to-Consumer (B2C) approach.

The evaluation of Tuyn highlights its strong desirability for eco-conscious urban consumers seeking a unique and valuable experience, but challenges in supply chain management persist, particularly with elho’s reluctance to deliver fresh herbs. The concept's feasibility is hindered by logistical complexities, while its viability depends on refining the business model and reducing operational costs. Recommendations include developing a robust supply chain, conducting pilot tests, adapting the business model with flexible pricing, creating strong branding, and launching an effective marketing campaign. Scalability through market expansion and potential vertical farming partnerships will also be crucial for long-term success.