Childhood trauma can have lasting effects on emotional regulation, particularly as individuals transition into young adulthood. This project investigates how early traumatic experiences impact emotional expression and stability in young adults aged 18 to 25—a critical developmental stage. By examining these challenges through the lens of hypervigilance—a prevalent aspect of performance anxiety in academic and professional settings—the research reveals how heightened self-doubt, anxiety, and negative self-talk contribute to and perpetuate hypervigilance.

The core outcome of this research is Converse Pro, a conceptual card-based tool designed to help young adults overcome performance anxiety. This tool integrates practical strategies for managing emotional dysregulation with access to a supportive online community, providing a holistic approach to personal and professional development.

The project also identifies areas for future exploration, including the need for further validation of the tool through direct user testing and the potential to expand its features to address a broader range of emotional challenges. Future research could also explore the effectiveness of integrating Converse Pro with existing therapeutic practices and digital mental health resources to maximize its impact.

This graduation project explores how designers, developers, and researchers can comprehend the elements and interactions that influence the successful implementation of innovation in cancer-care contexts, considering its inherent complexity.
Using a "Research through Design" methodology, data were collected through literature research and interviews with 4D PICTURE team members. Analysis and synthesis of information was done through an iterative process using giga-mapping techniques.
The result from the research is a GIGA map illustrating the complexity of the cancer care path, encompassing seven domains, 30 elements, and over 50 connections that impact technology implementation in this context. By understanding the systemic complexity of cancer care contexts, designers, developers, and researchers can develop technologies that enable successful implementation in the desired settings.
These insights can expand the knowledge on the complexity of implementation in cancer-care contexts, complementing existing literature in implementation science.

With the growing use of digital channels, many retailers, including IKEA, are adopting an omnichannel strategy which integrates online and offline channels to the same shopping journey. With this background, this project aims to explore opportunities to better integrate IKEA's physical and digital shopping channels to enhance customer experience and potentially drive business growth.

During the contextualization phase, including literature reviews and customer interviews, revealed that customers often explore ideas rather than make direct purchases when shopping for home furnishings. Customers seek inspiration related to styles and colors, which IKEA's physical showrooms provide effectively. However, online interviews highlighted that customers struggle to relate IKEA's showrooms to their own home constraints and personal tastes, reducing the usefulness of the experience. Additionally, IKEA does not currently track customer interests or concerns in showrooms, missing opportunities to offer tailored guidance. Consequently, two design goals were formulated:

(1) Personalize the showroom exploration experience for customers’ home projects.
(2) Guide customers to the next step in their shopping journey after their showroom visit.

The final design concept, developed through multiple iterations and incorporating expert feedback and pilot testing, includes a kiosk and new features for the IKEA app. Each showroom will feature a kiosk with a digital twin of the showroom, enabling customers to learn more about interiors and explore alternative product options. The IKEA app will include a new page for saving digital showrooms from the kiosk, capturing inspirations with the phone camera, and applying virtual 3D items to a scanned room.

The design concept was tested with customers at the IKEA Amsterdam store to assess its effectiveness and was also presented to store workers to gauge its value in their daily work. The perceived value of the design can be discussed from three perspectives: customers, store workers, and IKEA business.

Value for Customers: The kiosk and app features made the showroom experience more personal, allowing customers to understand their own preferences and visualize items in their own spaces, leading to more confident decisions. However, the digital showroom on the kiosk was less effective for customers seeking specific items, and privacy concerns were raised regarding the app’s requirement to upload photos of personal spaces.

Value for Store Workers: Interviews with IKEA store workers indicated that the concept could reduce their workload by enabling customers to independently access information through the kiosk. It could also improve communication, as customers could use the product recognition feature to provide product article numbers when asking a question to a store worker.

Value for IKEA Business: The proposal leverages IKEA's existing AI powered tool, Kreativ, potentially increasing its usage by integrating it into key store moments. By allowing customers to save digital showrooms or photos, IKEA can gain insights into customer preferences, including product choices, styles, and colors. This data enables personalized promotions and targeted information, driving increased customer engagement.

The city of Rotterdam is globally recognized for its port and its international trading. The city is an important key player for the imports and exports of the European trading market. For this reason, many, small and large, companies have decided to establish their business in or just outside the city. These companies can not operate without having people working for them. All that people must be able to travel to work daily but also do fun things during their free time. For this, they need reliable transportation alternatives. This is where public transportation comes into play. Within the city, several types of transportation can be found like buses, trams, and metros. Everyday the RET makes sure these vehicles are available to get the people of Rotterdam and visitors to their preferred destination.

When providing public transport, it is important to have good services, which support the industry of public transport. Without these services, people will associate travelling by public transport with something negative. In Rotterdam there are three locations which are important in the infrastructure of public transport. Rotterdam CS, Beurs, and Zuidplein are the main stations where various forms of transportation can be used by customers. RET provides an extra service at these locations in the form of service points. Every day, employees of the RET help their customers to have a relaxed and pleasant journey. The problem is that the contemporary service points are getting outdated and do not fully fulfill the needs and wishes of RET’s customers and employees anymore.

The world of public transport is changing. For years buses, trams, and metros have been the main solution when travelling by public transport. However, times are changing, and so is public transport. Shared mobility is getting more popular by the day. In Rotterdam there are various forms of shared mobility like bicycles, e-scooters, and shared cars. More and more these kinds of companies are becoming new competitors in the world of public transportation.

To stay relevant in the rapidly changing world of public transportation, a new kind of SP is needed. The project ‘New generation service store for RET’ was conducted to find a solution for the outdated SP at Rotterdam CS. During the project, a literature review based on research was done. There was an active involvement of RET employees and RET customers for developing a new kind of Mobility store. By making drawings and turning them into a virtual reality environment, people were able to assess the designed environment and see if it fulfilled their needs and wishes.

This project concludes with recommendations for the design of a Mobility store, which could be established at the passage of the Rotterdam CS’s metro hall.

Background: GFI was a global financial institution. An innovation methodology, DTLSA, was created for GFI through the integration of Design Thinking, Lean Startup, and Agile/Scrum software development. Signs of a low-level adoption for DTLSA were witnessed internally, despite ongoing promotion efforts.

Objective: This project aimed at improving the DTLSA adoption at GFI through empirical research and design intervention (directions). First, an investigation was needed to validate the potentially low-level adoption of DTLSA and to analyse different aspects of the DTLSA adoption status quo. Then, barriers and enablers for DTLSA adoption were sought out in pursuit of a better understanding of DTLSA adoption. Furthermore, the contextual information gathered in empirical research was used to inspire the design process for potential improvement concept directions.

Research methods: A mix of different research methods were used to achieve a holistic understanding of the topic: literature and existing knowledge study, group session, interview, and survey.

Research results: The low level of DTLSA adoption was confirmed, despite the positive aspects of DTLSA adoption such as sufficient understanding, and high motivation at GFI. A variety of barriers and enablers were found, the majority of which were related to 2 significant factors: team autonomy, and team engagement. 3 growth stages for DTLSA adoption were identified regarding the different levels of these 2 factors. Team autonomy at risk caused by multiple barriers was considered the most pressing issue that led to the low level of adoption.

Design: The design problem was defined as empowering the ambassador figures who emerged in teams during the DTLSA adoption. A storyboard of a possible current situation and an imaginative narrative of an ideal situation was created. 3 concept directions were proposed.

Capabilities and limitation of topic modeling were explored through a literature review. A design opportunity was recognized in literature review for students as novice researchers. Interviews were held with master students to gain insight in their literature review process. Students reported issues with the process of related document acquisition and relevant information extraction. Document exploration was chosen as the most promising activity concerning both processes. PaperScout, a prototype for a tool which improves document exploration, has been proposed and tested with students. Recommendations have been made to further the development of PaperScout and to make other contributions to the larger process.

The challenge addressed within this master thesis is to decide on the next focus area for Equip as an early-stage startup regarding new proposition development. Equip is a Fintech startup currently developing a financial coaching platform to be offered to employees paid by their employer. For employers, it is a valuable strategy to improve employees’ financial wellbeing since financial stress results in lower productivity, increased absenteeism and lower retention. In addition, improving employees’ financial wellbeing can also attract young and new talent while maintaining current employees.

The most common reasons early-stage startups fail are lack of resources and insufficient customer research, resulting in the absence of good product market fit. The platform involves a complex stakeholder field: two types of customers, namely the employer and its employees, and in addition to these, the service supplier in the form of several financial experts. The researcher of this master thesis has identified each of these actors’ motivation to use and interact with Equip.

Different stakeholders' needs and value indicators were discovered through literature, user interviews, generative sessions and internal analysis of Equip. During a joint prioritisation session with Equip’s team, the identified needs were assessed according to the expected customer and business value they would generate.

The prioritisation resulted in the focus area: Providing personal guidance during the first steps users have to take to secure their financial future so that they stop procrastinating.

A new proposition, i.e. the Financial Roadmap, was developed through ideation and experimentation. The Financial Roadmap enables users to simulate the effect of specific financial decisions (i.e. life events) on the development of their financial situation over time. This allows users to think ahead of their financial future by putting a plan together and making their finances more tangible.

Given that measuring the impact on the repeat usage rate by implementing the Financial Roadmap is impossible since this requires full implementation and time, a Minimal Viable Product is presented to validate the concept further. A product roadmap and operational roadmap show how the designed concept and its MVP fit within the bigger picture of Equip’s development as a startup to accomplish its vision of becoming the go-to platform to manage your entire financial life.

70% of the change initiatives fail to achieve their objectives (Kerber & Buono, 2005). Peak4 is a consultancy firm that helps companies implement change by focusing on culture, human interactions, and personal guidance on four levels: physical, mental, emotional, and spiritual. The project’s objective is to explore how creativity techniques can be used to increase the impact of the Peak4 programs by analyzing the client’s needs, values and expectations with a more standardized approach.

Readiness for change was found to be an important factor in the implementation of planned change initiatives. It influences both the innovation process of an organization, and the organizational culture, both a focus of the Peak4 service. Creativity is the fuel of innovation. The use of creativity techniques can target the client’s motivation, readiness for change, and acquire insights into the situation and different perspectives within the client’s organization, targeting knowledge of multiple levels of deepness. Moreover, the use of surprising creativity techniques, fits the style of current Peak4 interactions. Peak4 currently uses the initial client inquiry as a foundation for their design and change process. However, a problem changes when more information on the context is uncovered throughout the process. A more iterative approach is advised to tackle the Kerber and Buono problem, and improve the Peak4 impact.

With the current growth of Peak4, change and professionalization are high priority. This comes with the concern that a more rigid structure and approach is not in line with Peak4 values and culture. The most important strength of the Peak4 is its strong, personal connection with the client, resulting in tailor made programs with sustainable impact.

The greatest opportunity for a to be designed toolkit can be found in the sales phase of the Peak4 process. Focusing on the beginning of the process allows the follow up steps in the process to retain their experimental nature while providing opportunities for further standardization. It also provides the chance to initiate a bold move for a real connection, that creates a trustworthy environment and relationship. This interaction initiates an iterative approach. It sets the tone for a real partnership and allows Peak 4 to carefully select projects that match the Peak4 strategy.

The Discovering Desire toolkit offers a sales interaction that allows the consultant to co-create a clear project brief with a potential client in a challenging but supportive way making the client feel inspired and empowered to change as it offers the client a taste of what a Peak4 partnership could be like. It consists of a session, a canvas, and a facilitator manual. The canvas ensures that at the end of the session, both parties have a tangible product that illustrates the patterns that underlie the client’s problems, a shared vision statement, and suggestions for next steps. To fit the experimental nature of Peak4, the blueprint inside the manual can be used to design a session of your own. Every Peak4 consultant can put their own twist to their client’s session.

Online sales are at an all-time high. People can have packages delivered to their doorstep within two days of ordering. The e-commerce market is flourishing and customers are happy with speedy delivery without extra cost. The high demand causes logistics companies to push themselves to the limit. Therefore, the number of delivery vehicles increases which is causing some problems. The large vans and trucks are cluttering European city centers and are causing dangerous situations. Commercial vehicles are seen as blunt and annoying in traffic.

Meanwhile BYD, a Chinese automotive company that specializes in electric technology, wants to launch commercial vehicles in Europe. The challenge is to design the commercial vehicles in such a way that they have a positive impact. This thesis is a styling strategy for electric commercial vehicles in a European context. It is part of the master Strategic Product Design at the Delft University of Technology.

BYD is a Chinese company that started as a manufacturer of batteries. In 2003 BYD entered the automotive industry, specializing in electric vehicles. The corporate identity of BYD is pioneering in electric technology and guiding the world towards a green future. BYD’s product portfolio consists of cars, trucks, buses, trains, batteries and electronics. In China BYD is well known, in Europe there is no significant brand awareness. A successful launch of commercial vehicles in Europe will help to create a positive brand image for BYD.

From research it was found that there is a need for smaller electric commercial vehicles in Europe. This is due to the increased need for last mile delivery vehicles in e-commerce and more governmental regulations to protect city centers by imposing emission, weight and size limits for certain areas. The logistics industry is facing a driver shortage. For making this profession more appealing companies are increasingly involving drivers during the procurement process listening to their input about comfort, safety AND styling.

For determining the right styling strategy for BYD commercial vehicles in Europe, the European context was mapped. Trend research and interviews revealed the underlaying themes that are important and resulted in a set of three desired product qualities which the product must have: Lightness, Wholesomeness and Professionalism. The Styling strategy should be easily explained and the best way to do that is by using a theme. The theme connects the desired product qualities with the BYD brand identity and helps to translate that to a tangible design.

The Theme for the styling strategy is Dragonfly. Just like a dragonfly BYD commercial vehicles move silently and nimbly from location to location. They are lightweight, agile, effective and harmless. According to Chinese folklore when a dragonfly arrives at your doorstep it is said to bring prosperity and good luck. People should say the same thing about BYD’s commercial vehicles.

LeasePlan Tripp is a new Service proposition that answres major changes the mobility and fleet management industry is facing. Before the Tripp pilot went live in February 2021, several questions emerged: How could the Tripp Service be improved and scaled up effectively? Therefore, this graduation project assignment was raised: “Design an optimized shared vehicle Service for LeasePlan”.The optimized shared vehicle Service for LeasePlan Tripp consists of the current Service with the adaption of multiple building blocks that solve a design paradox. This design paradox is an obstacle for the current Tripp Service proposition and its future growth and needs to be overcome. The paradox is discovered in the analysis phase by conducting internal interviews with in-house experts and doing a trend research in academic literature. During the qualitative interviews in the Design phase, it was confirmed by the potential LeasePlan Tripp users and mentioned how it could be overcome. Users are willing to perceive a shared vehicle equally to a private vehicle if it is just as flexible and available. A shared vehicle should have the same feeling as a private.The Customer Journey of the current Service led to several Service opportunities, such as; providing a pro-active Service that is always one step ahead of the user & embedding several marketing elements that increase usage and engagement. These opportunities are also processed into the proposed building blocks and improved Business Model for Tripp.The improved Business Model consists of an experience-oriented component that could be able to increase profits the Service will make over the years. Moreover, this improved Business Model allows LeasePlan to provide an even better experience to the user than when they are driving their own vehicle. This is done by providing luxurious vehicles and the organization of events that are especially for Tripp users. At the end of the project, the building blocks that had the most potential: integrating a dynamic pricing structure and a vehicle exchange platform, were presented in the future concept of LeasePlan Tripp. This future concept was assessed on its gaps and possible fixes, which was input for the final upscale advice.

To satisfy the growing needs of customers for services many product-oriented companies in various industries have started switching their focus from products towards service offerings. To stay competitive, New Service Development became an important concern for many companies to achieve. Company Z, which is one of the largest product-oriented corporations around the globe, continuously improved its New Product Development processes to successfully launch technology-driven product innovations. Aware of the current importance of service offerings, Company Z has integrated New Service Development into their processes but still faces challenges while developing their service offerings. A key role in developing and launching services plays the recently established New Services Design team of the service development and delivery function.
The aim of this project was to identify the pitfalls of the current New Service Development process of the New Services Design team of company Z and identify opportunities for overcoming them to create an improved process framework that fits the flexibility required for services. The development and delivery stages of the New Service development process of company Z were reviewed and literature was researched about Services and New Service Development. It was found that New Service Development in order to be successful require, compared to NPD, a different mindset, high customer involvement and flexibility. However, product-oriented companies tend to keep their old New Product Development approaches for certainty reasons and the rather less researched field of modern New Service Development.
Comparably, internal company research revealed that Company Z develops and delivers its service offerings with a product-oriented stage-gate process that originates from the company‘s product mindset. Based on the literature and qualitative research it was identified that this product-logic causes a highly fragmented and overstretched process that causes excessive amounts of bureaucracy, a strong focus on documentation, low customer involvement, and uncollaborative teams. In order to address any of these issues in the long term, the product-logic, which is the start point of the Causal Chain, needs to be replaced by a service-logic. To find a solution, in this rather academically unexplored research area, a Delphi study with several experts was conducted. Based on the Delphi study and literature it was discovered that an incremental change towards a service-logic can be fostered by establishing a high level of customer-centricity within the current New Service Development process. A solution was created that enables customer involvement within the New Service Development process of Company Z via early service prototyping to foster a service-oriented way of working. Finally, a Roadmap describes the implementation of the service prototyping approach in three horizons.

Trust is a human mechanism that opens doors to innovation and progress. Especially when risk is involved, trust will create a bridge between you and an opportunity and will enable that crossover. I believe design can form such a bridge, and in this project I explored how design can create trust.
This project was done in the context of a connected farmer platform for Rabobank. The bank wants to move from a service provider to a connector between clients. This will change the relationships they have and new relationships will be established. These new types of relationships are unknown and trust does not exist here. Rabobank, like many other cooperations, used to be able to produce and control trust themselves. Now, this way of creating trust no longer works, and people are looking for other ways to create trust relationships. Technology enables a new type of trust in which people place trust in one-another in stead of a service provider. This creates an interesting opportunity for Rabobank as a connector, because it enables the establishment of trust between clients with Rabobank as facilitator of that trust relationship.
Two main strategies for creating trust can be defined. Contextual trust relies on contextual properties to inform a person about their trustworthiness. Contextual trust is confirmed by control mechanisms such as formal agreements and structural controls. Very different from that we can define intrinsic trust. This type of trust is centred around one’s intrinsic motivations and is communicated through observable actions that eventually accumulate into a reputation.
The strategies enable different types of relationships and collaboration structures. Contextual trust works best in situations with hierarchy and authority. Intrinsic trust is very different and enables self-coordination though autonomy. These strategies are very different but also go well together. Most relationships leverage both strategies to create trust. But also it is important to be cautious with them because contextual trust mechanisms can potentially hurt the foster of intrinsic trust. A historical analysis shows how Rabobank has always been able to work from a trust relationship. The way the bank works has changed immensely and these types same relationships are no longer an option. The bank is still very allied to the agricultural sector and a new dynamic between bank and sector has to be found in order to work together. Rabobank is a cooperative bank, and even though not many people really understands what this really means it tuned out to be an interesting asset. Especially because farmers are so very used to work in these types of structures. A cooperative structure enables new ways of working, and enables a new structure in which Rabobank has to define its role. All findings and insights were synthesised into a design proposal (Figure 2) for a data sharing platform for Rabobank. The setup of the platform also highlights Rabobanks role (Figure 1), with its many trust consequences. The visualised platform highlights many trust mechanisms and shows what they would look like in this context.

Ford is facing new competitors and changes in their market. To stay relevant, they have to deal with collaboration to solve complex problems, new technologies that enable new value propositions and a shift from products to services. Service design seemed like a promising approach to deal with those challenges and to come up with new services in a multi-stakeholder context. However, it was found that the service design process of the involved innovation team at Ford Research & Advanced Engineering has no clear structure and mainly focuses on gaining customer insights and coming up with a great value propositions for them. How value propositions could be delivered with and to multiple stakeholders to co-create value, while also capturing value from that for Ford, is not so much explored. Besides, it is not easy for the team to make the value of a new service explicit and clear for others. To be able to explore opportunities for co-creating value for multiple stakeholders with new services in the service design process, value co-creation building blocks and a value co-creation network are presented. In addition, an improved service design process model was developed for Ford, to serve as a more structured foundation for using the building blocks and network. Through the use of the value co-creation building blocks and network the Ford team members are able to explore ideas for services in a multi-stakeholder context in practice. It gives room to multiple types of value, fitting with a multi-stakeholder context, and it balances value proposition, value co-creation and value capture from the exploratory phase onwards. Furthermore, the value co-creation network makes both the value proposition, value co-creation and value capture explicit. It thereby also provides a shared language and helps the team members to discuss the value that the new service concept co-creates and what Ford specifically could derive from that, to align with others.

The mobility industry is facing a disruptive transformation. A large number of social, economic and technological trends are shaping the way we will move in the future. In this fast-changing environment, mytaxi becomes FREE NOW due to the joint venture in 2019 between its mother company Daimler together with BMW. While joining forces to become a stronger mobility player, FREE NOW’s product portfolio is undergoing a major change. Moving from offering only taxi rides to becoming a multi-modal mobility provider. This holistic approach to mobility brings lots of new challenges for the company.

This project is born from the knowledge gap identified within the company, regarding the city dweller’s behaviours and attitudes. With an open and explorative approach, this project focuses on providing the company with a human-centred upgrade to mobility.

Based on a user and trend research, this project identifies how the essence of mobility – of covering a physical distance – will evolve towards a multi-purpose-driven activity: shifting from a compromising experience towards a fulfilling experience.

The project, ’When the journey becomes the destination’, identifies four mindsets that describe the interactions city dwellers will have while travelling in the future context. For FREE NOW, the identified potential is to enable people to act according to their state of mind and facilitating them to recognise the mindset they are at that moment. This will allow providing a fulfilling service experience by matching them with the right mobility service.

This mindset-based approach proposed aims to help FREE NOW rethink and create multi-modal mobility solutions. While leaving apart the purely functional connotations of mobility, the designed mindsets focus on the meaningful nuances of mobility. From the service experience resulting from the human interactions with the space, four design directions are created to stimulate the designers from FREE NOW to question the status quo, as well as the future context.

Personalising patient education is an important aspect that is needed for patients to become active in decision making and their treatment. Standardised methods are not enough and personalisation can make an improvement in healthcare by focussing more on the patient. This report focusses on patient education at the Albert Schweitzer Hospital from the perspective of healthcare professionals (HCPs). They are the experts in their field and in how patient education is given. Interviews were held with HCPs and observations of the consultation took place to analyze the current patient journey and process of patient education. The results of this research are visualisations of the current process of patient education, insights and opportunities to improve patient education, and a proposal on how to personalise patient education. Patient education can be personalised by personalising the methods, information and dialogue. This should start right at the beginning of the patient journey so that HCPs can focus on putting the patient’s goal as the priority throughout care. Personalised information will keep patients engaged and HCPs can provide personalised care based on their characteristics. This will create a dialogue between patients and HCPs to make shared decisions. Patients that have participated in decision making will be motivated to work on their set goal and understand what to expect, which will improve their satisfaction.

The combination of centralised automatic bridge and lock (object) control and the increase in traffic has led to a shift in object operations. In the past years, several incidents and accidents have made RWS see the value of innovation when it comes to the control of objects. This master thesis will, therefore, start with defining which problems are relevant to operators and which solutions benefit them in object operations. To gather inside on the deeper knowledge, experiences and emotions of operators during the operation process, contextmapping was used. Contextmapping enhances the operator’s own understanding of experiences around safe object operations. To validate the contextmapping findings, 13 operators were interviewed using a combination of semi-structured interviews and the Scenes™ method. The results from the contextmapping sessions and interviews were visualised in an operator segmentation and an operator journey map. The segmentation allows for a better understanding of the target group, when to utilise their expertise during the innovation process and how they will react towards specific solutions. A design roadmap containing 5 horizons was created to provide RWS with an innovation strategy for the future of object control. In order to deliver an optimal service for both road and waterway traffic, while accommodating both RWS and the operator’s values the future vision regarding object operations will be: the future of object control will be an all-inclusive system to increase safety and traffic flow on water and land. The concepts proposed in these horizons all contribute to reaching this final vision. Furthermore, it is advised to keep involving the operators throughout every horizon using creative methods.

Changing mobility Mobility is one of the fundamentals of our society and for the first time since the introduction of the automobile in the 1900s, we face a disruptive change in our mobility ecosystem. The rise of autonomous technology will allow us to get from a to b while being able to do other activities on the go. Challenges in change Although autonomous mobility will go hand in hand with many benefits, we still have challenges to overcome if we want to implement autonomous vehicles to their fullest potential. If we want to get rid of all the mobility problems we have today, such as congestion, traffic accidents, air pollution and parking limitations, autonomous vehicle rides should be shared. Ride-sharing will allow a larger part of our population to join the autonomous revolution, contributing to Ford’s goal to democratize mobility and increase the ease and speed of implementation in society. Ride-sharing For this to succeed, it is essential to understand peoples motivations to share (or not share) rides. Today’s mobility landscape in San Francisco allowed me to research current ride-sharing concepts. Here I experienced ride-sharing myself and interviewed relevant actors in the servicescape, to find that interpersonal contact is a substantial differentiator in the ride experience. Another main finding revolves around the drivers, whom we are trying to eliminate as we are moving towards an autonomous future. The roles the drivers take on besides enabling transport, bring essential values to the user experience. Scope After gathering extensive user insights during field research in San Francisco and learning about the potential positive effects of AV ride-sharing, I scoped the project to the daily commute in the Netherlands. This use case holds excellent potential for business, but more importantly, has the duration and frequency to make it worth to invest in the interpersonal relations amongst users. As well as diminishing the negative effects of human-driven vehciles (HDVs) on the daily commute in society. Acting-out By co-creating and acting-out shared concepts for the daily commute, I further explored the values and desires of future users. This has led to many insights, design qualities and a lot of funny moments. The raw insights are assembled in the additional deliverable: Session Booklet. The central findings are taken to the synthesis phase. Synthesis To bring all these insights together and make them communicable to Ford, this thesis holds multiple deliverables. Starting with the following vision statement: Autonomous Vehicle rides should be shared to maximally utilise the potential AVs have to offer to society. To successfully design shared AV rides for the daily commute, the service provider should gain individual insights to facilitate a common understanding amongst co-riders & provide a sense of control for each user. This vision is visualized in a communicative drawing, showing a little bit, about a lot information. Since the user insights go much deeper than what can be shown in the drawing, a set of criteria for designing shared AV rides for the daily commute, is created too, showing a lot about a little bit. The criteria are accompanied with a user narrative. This narrative shows how users will experience their daily commute in an AV ride-sharing service, that is designed accordingly.

Mobility as a Service (MaaS) is a concept that integrates public transport and other access based mobility services into one easy to use platform. For users this means that they no longer have to do large investments while still having access to transport. They can perform door-to-door journeys in a way that suits their needs at a specific time. Transport providers can use this integrated system to create e network that serves the required area and its travellers in a more efficient way. Society can benefit from MaaS as it is centred around transport modes that have a lower negative impact on the urban environment, and use less space. RET is currently looking to introduce a Mobility as a Service-system in the Netherlands. They are working to create the technical requirements for such a platform, and to develop partnerships with other stakeholders like access based mobility providers and societal partners. They however were unsure of who to develop for and what these users want from a MaaS-system. Thus, this thesis focuses on that question. MaaS-journeys should be fast, flexible, reliable, and seamlessly usable. This requires having a high speed, high capacity backbone of trains, metros and lightrail services, supplemented with flexible access based mobility services like shared e-bikes, steps and scooters, and other public transport modes. These journeys should be doable in an easy way: the platform and infrastructure supports a seamless travel experience. There is still a long way to go before a fast, flexible, reliable, seamless MaaS-experience can be realised. Therefore a long-term approach must be adopted by using a design roadmap. This provides the opportunity to work towards the full potential of a MaaS-system by keeping the future in focus. Users should firstly become interested in MaaS and access based mobility through the integration of public transport and other access based mobility services. This creates a more fast and flexible journey. Then, MaaS should work towards providing for routine journeys, and finally towards covering daily urban mobility needs.

Ordering things online is increasing in popularity. This causes logistical problems in the urban space, such as congestion, emissions and other irritations. As autonomous vehicle technology is becoming mature, a new opportunity arises: autonomous parcel delivery. During this graduation assignment with Ford, an autonomous urban delivery system was conceptualized for European cities, integrating technological-, user- and business aspects. After performing thorough analysis and user research, a set of conceptual vehicles and other elements was developed, prototyped and tested with users.

Cardiovascular diseases (CVD) are the leading cause of death worldwide. While metabolic factors such as age and gender affect greatly, most of the CV events can be prevented by addressing behavioural risk factors such as physical inactivity, smoking or bad diet.

CV prevention programs aim to reduce the burden of these conditions by providing guidance to individuals and predict negative outcomes, but adherence to these programs rely heavily on individual capabilities and intrinsic drivers. The proposed product-service system enables self-management of risk prevention programs by tracking progress and adapting to interactions with the app.

The product enables self-assessment and individual strategies for each risk factor as well as connectivity for future appointments in the prevention program.
Based on different personality types, the system tailors the tone of information presented to the user to nudge and motivate the user with intrinsic drivers and capabilities such as health literacy.