This report, created in collaboration with Delft University of Technology and Accenture Song’s Design and Digital Products (DDP) team, addresses the need for a structured evaluation process at the end of client projects. Accenture Song integrates business consultancy, creative agency services, and technological expertise. The main research question is the following:

“How can I design an evaluation tool for Accenture Song employees and their clients to ensure value delivery and client satisfaction after project delivery?”

The literature review reveals that post-project evaluations are often neglected in consulting due to the lack of integration into standard workflows. Consultancy firms typically focus on the project’s scope, timelines, and budget, which are insufficient for comprehensive evaluation. Successful client-consultant relationships, characterised by trust, clear communication, and expectation management, are also essential for effective evaluation.

Semi-structured interviews with DDP team members and clients provided insights into existing and preferred evaluation practices. Thematic content analysis identified key barriers, preconditions, and drivers for effective post-project evaluation. Current barriers include the absence of a standardised evaluation tool, discomfort with giving critical feedback, undocumented lessons, difficulty in measuring data, and the diverse nature of projects. Preconditions for effective evaluation encompass a trusting and transparent atmosphere, a standardised evaluation approach on different themes, clarity on the agreements from the project’s start, and integration of evaluation into the workflow. Drivers for evaluation include learning for future project improvement, creating opportunities for follow-up projects, benchmarking projects within Accenture Song, and strengthening client relationships.

For the post-project evaluation, a workshop and an online feedback storage are designed. The workshop conducted a few months post-delivery, is a face-to-face meeting with the project team and client. The workshop’s participants use cards with questions as conversation starters and a survey to stimulate feedback sharing. The feedback storage includes a manual with workshop guidelines and templates in which lessons can be written down to stimulate feedback capturing. The workshop is the standardised evaluation tool, which facilitates feedback sharing on different themes, focusing on the course of the project and the impact of the deliverables. The combination of the qualitative conversation and quantitative survey together paints a complete picture of the project’s performance.

A crucial part of this evaluation approach is the creation of a new task within project teams: the evaluation safeguard. This employee is responsible for keeping track of evaluation throughout and after the project, and for facilitating the workshop. This new project role will ensure that post-project evaluation will take place.

Validation interviews and a trial workshop were conducted to gather feedback on the viability, feasibility, and desirability of the solution. Furthermore, an implementation plan is created to guide the DDP team in adopting and implementing the new solution. It is recommended to start with a six-month trial within the DDP team, during which evaluation safeguards are appointed to projects and evaluation workshops are performed.

Customer experience (CX) is becoming increasingly important for companies in the financial sector. Digital engagement accelerated due to the pandemic, resulting in a higher demand for optimized digital customer experiences and user-friendly IT systems. Companies in the financial sector have to keep up with the digital transformation and bring their CX to the next level.

This project is done in collaboration with the Technology Transformation (TT) team of Ernst & Young (EY) which navigates its clients through transformations. The team implements the backend of new IT systems for their clients and therefore focuses on the business and technical side of these systems. TT works from a viability and a feasibility point-of-view, overlooking the desirability. The desirability of products and services is important because a negative customer experience leads to customers leaving their service-providing companies. Therefore, it’s becoming increasingly important for TT to pay more attention to the CX of the IT systems they implement. For TT to be able to provide its clients with viable, feasible, and desirable IT systems, this research investigates how TT’s service offering can be enhanced by developing new capabilities.

In this thesis, the first step towards a future where CX is incorporated into TT’s projects will be created. The ultimate reason for conducting this thesis is to add to the team's growing body of knowledge about CX and offer the team useful insights and suggestions on how to enhance CX in their future projects and provide more value to their clients.

The findings of this thesis might also be applicable to other groups and companies trying to improve their CX and gain a competitive edge in today's customer-driven market. The research phase finds accessibility, communicability, and traceability as key factors in contributing to the desirability of IT, and convenience, usability, security, trust, and personalization as key drivers in the financial sector for enhancing CX.

By involving a collaborative design approach with co-creation sessions with fellow SPD students and design consultants from VODW, ideas were generated, and concepts were created. The final concept for TT is The CX Innovator’s Guide. The CX Guide serves as a starting point for TT to develop and enhance its CX capabilities and work towards delivering more desirable solutions. The Guide is a tool for the team to get acquainted with the new topic, learn about current CX developments in the market, and how they can include CX in their projects.

Dressings like mayonnaise can be stored in different ways. A popular way is in a rigid plastic bottle made from PET with a PP closure. This packaging can be designed top-up (the closure is on top of the bottle) or top-down (the bottle stands on the closure). The top-down rigid plastic packaging is the most used by Unilever for their dressings. This top-down configuration has an iconic closure, Figure 2. Figure 2. The Original closure The original closure has a unique aesthetic of a tapered design towards the nozzle. Besides helping the product move more easily towards the opening, this design also helps the user aim the mayonnaise onto the plate. The closure has a silicone valve to create controlled dosing and maintain cleanness inside the closure after dosing. Ensuring this dosing experience is vital to Unilever and Unilever brands. This silicone valve fits into a PP insert, which then is inserted into the closure, Figure 3. Figure 3. The silicone valve and PP insert that goes into the closure. Despite the advantages described above, the downside of this closure is the silicone valve inside. With the upcoming Packaging and Packaging Waste Regulation (PPWR) changes in 2030 and the new legislation in France, the silicone material of the valve is no longer recognized as a recyclable material. The current closure is not recyclable according to the new PPWR legislation. A solution for the original closure is thus required. 7 This is why this new closure is developed, Figure 4. A valveless closure in line with the upcoming legislation and ensures the desired dosing experience. Figure 4. The newly designed valveless closure This newly developed closure consists of multiple features to create the so-called experience. The orifice of the closure is re-designed, to create ease of dosing, and the lid is designed to ensure a leakproof closure. This newly designed closure as a replacer for the original closure is more sustainable since it is a mono-material closure, which enhances recyclability.

In most food manufacturing research and design (R&D) projects, sustainability is not considered until the scalability testing or production phase, when cost reduction is the objective or when many consumers directly request it. However R&D teams are highly focused on their predetermined goals at the beginning of the process. It is therefore crucial to incorporate sustainability as a criterion at the start of the project during the ideation phase for sustainable product development. Consequently, the current approach of food manufacturing R&D teams needs to change. Sustainability needs to be incorporated at the start of a project, during the ideation phase. This report consists of two main parts, research and design.

During the research phase, literature research and many interviews have been conducted to discover the food manufacturing context in detail: the drivers and barriers for food manufacturers in developing sustainable products, a review of the current ideation activities of food manufacturers, an analysis of the possible sustainability measures that they can take to create more sustainable products, and an exploration of the trends and developments within the industry (see chapter 2 for elaboration). With the found insights, four opportunity areas are discovered (see chapter 3), and one is chosen to form a design brief (see chapter 4).

Following the guidelines from the design brief, several brainstorming sessions were conducted during the design phase, and the sustainable food product ideation guide was prototyped (see chapter 5). The guide encourages users to think creatively and frequently about sustainability throughout the entire food product development ideation phase. The guide provides value by stimulating creativity, serving as a sustainability exercise, and enabling product development teams to take concrete steps towards the creation of sustainable food products. See chapter 6 for elaboration on the ideation guide.

Then, the ideation guide was evaluated in one pilot session and three review sessions with designers, Accenture consultants and Accenture experts (see chapter 7). Whereafter, the potential use cases of the ideation guide was discussed with various experts from Accenture in chapter 8.

Finally, this report concludes with an implementation plan for the ideation guide, which is designed to encourage food manufacturers to develop more sustainable product ideas, instilling a sustainable mindset that impacts everything they do. The guide offers significant value for Accenture and its food manufacturing clients. For Accenture, the guide offers the opportunity to attract new clients and initiate early-stage conversations about sustainability projects, as well as provide a standardised workshop format with a modular toolkit that saves time and is scalable. Eventually, the digital version of the guide could be developed into Accenture’s own ideation platform for security and IP purposes. The guide provides a low threshold for food manufacturers to experience sustainable food product ideation sessions. It offers tailored workshops, new food product ideas, and concrete next research steps for the development team. Additionally, the digital version of the guide caters to remote employees and assists in integrating sustainability into their practices, helping to initiate company culture change.

The industry of e-grocery shopping has experienced significant growth in recent years, as more existing supermarkets are finding ways to provide their customers with products through the online envrionment, as well as new companies being created in the industry. Crisp is one of those new companies. They are a Dutch online supermarket, specialized in fresh seasonal products, founded in 2018. Their mission is to make ‘better food’ available for more people. As of 2020, their company was expanded to Belgium, Flanders. This has brought about some challenges, one of which is trying to find a way to nudge a group of Flemish customers exhibiting latent loyalty behavior towards Crisp into becoming customers who exhibit absolute loyalty towards Crisp. In other words, Crisp desires these customers to use Crisp predominantly rather than occassionally, as the current situation shows.

For the structure of this project, the double diamond method was used. This made sure that the problem would be tackled from all different angles, without expanding the scope too far. Throughout the project different reasearch and design methods were used, such as qualitative research (interviews), desk research (literature), validation research (survey), brainstorm sessions and a co-creation session. The research phase brought about insights regarding the possible barriers for Flemish customers to exhibit absolute loyalty. The most important insight for this research proved to be the feeling of ambivalence towards the delivery of the groceries by Crisp, since this did not align with their environmental beliefs. Therefore, this was the focus during the design phase, to develop a concept which would take away this ambivalent feeling and, ultimately, replace it with a feeling of wanting to be an ambassador. One of the design principles was to stimulate this transition through conveying information based on the short supply chain of Crisp and it’s benefits.

The final concept which is created based on the insights from the research and design phase, is the Crisp Feitjes Kalender. The Feitjes Kalender is a calendar with a different relevant topic for every month of the year. These topics specifically are sustainability and wellbeing topics related to (the service of) Crisp. Since the focus for this project was to convey information regaring the short supply chain of Crisp, this topic is presented in the current month. Customers are able to receive more information about the short supply chain and what this means in relation to the environmental impact. It also shows a comparison between Crisp and a regular supermarket, to clear the misconceptions which customers could have regarding the (environmental impact of) delivery by Crisp.

Lastly, the concept is tested and reviewd, after which minor adaptations are made. The Feitjes Kalender is also part of a larger vision/strategy which has been designed for this project. Namely, the need to focus more on communicating their third marketing strategy pillar, ‘consciousness’, to increase customer satisfaction and enhance absolute customer loyalty. This vision has concepts related to three horizons, the first one being an informative visual and video, the second one being the Feitjes Kalender and the third one being the merge of the Feitjes Kalender with another (existing) feature in the Crisp app, ‘Invite a friend’. This will complete the customers transition from ambivalent to ambassador.

In conclusion, the Feitjes Kalender is one of the steps which could help Crisp to nudge latent loyal customers into becoming absolute loyal customers. Providing the customer with clear & credible information on the benefits of Crisp’s short supply chain, will take away the ambivalent feelings of customers and replace them with a feeling of an ambassador.

Ten per cent of the Netherlands has a mild to severe disability (WHO, nd.). Despite this, there is little attention to Paralympic sports played in the Netherlands. This research focuses on:

“How can wheelchair team sports in the Netherlands be effectively supported in their journey towards professionalisation in preparation for the Paralympics 2032 in Brisbane?”

For this research, the new product development effectuation approach was applied (Duening, 2012). Methods used include phenomenological research in wheelchair tennis, ice sledge hockey,
para-badminton and the euro para games, qualitative interviews and research on the tennis sport as an exemplar.

The results from the studies were that federations have the most impact and potential to accomplish professionalisation. The NOC*NSF should guide and keep the overview of what all the different federations are doing. The federations are the implementers, reporting what is and is not working to the federations. The athletes also have an essential feedback role but are the potential new role models of the sport.

To professionalise paralympic wheelchair team sports, federations should improve four components in their sport. The competition must be at a standard high level, there must be an organisation for para-sport within the federation, the sport must become financially stable, and the elite athletes must start getting paid to become full-time athletes. A para-sport does not have to figure it out independently but can achieve cross-pollination through various collaborations.

These four components can lead to professionalisation in four steps mapped out in a roadmap. In the first horizon of six months, all wheelchair team sports federations will look at their organisation and make a plan on how they want to grow.
In the second horizon of one year, they will explore with whom they can achieve their goals and create a plan together.
In the third horizon of three years, they will implement the new structures, and the fourth horizon is about maintaining and improving the new structures.

Based on this design, wheelchair team sports can be professionalised in the Netherlands. For a successful strategy implementation, a follow-up study could look from the federations’ point of view at how this roadmap can be applied to other sports

The healthcare system in the Netherlands has trouble finding solutions for its complexity and fragmentation. Until now challenges like shortages, long lead times and lack of communication between stakeholders led to less satisfied customers. Welzorg wants to be able to provide more sufficient service. The customer is often overlooked. So the main question is: What are the needs of the customer and how can we improve satisfaction?

WZ wants to tackle these problems. The target group analysed in this project are young families with children with a disability who request a manual wheelchair. Research findings in the user analysis show a distinction between functional and emotional needs. WZ can meet the functional needs but emotional needs are especially important for this target group and are understated.

WZ wants to be a leader in mobility and knows that this is only possible if they start thinking from the customer’s perspective. Hence the question of how to meet these emotional needs.

The exploration of the Customer Journey Maps and interviews with stakeholders (such as advisors and occupational therapists) led to the insight that the most important emotional needs are clarity, being listened to and having a say in the matter.

To get WZ aboard and more willing to change a vision and three horizons are created and integrated into a roadmap:

Horizon 1, a short-term concept: The Praatplaat, a tool to better inform and engage with the care givers via consultation at the occupational therapist or revalidation center. This makes it easier for the young families to keep track, be engaged and have an overview of the process. For WZ it is an opportunity to strengthen relationships with stakeholders and use attributes they already
possess: experience and expertise about the medical devices.

Horizon 2, a process optimization, in which information exchange between stakeholders (the advisor and the occupational therapist) is proposed for smoother cooperation and sharing of knowledge after conversations with customers. This results in the customer having a sense of recognition and not having to repeat itself every appointment.

Horizon 3, a long-term concept: setting up test-pilots with customers and new suppliers, to improve the product portfolio together and builing new relationships. The result is having the customer feel more understood and involved and for WZ to have validation of the added value to the portfolio.

In conclusion, the new proposals in the roadmap substantiate possibilities for
WZ to innovate and to play into the emotional needs of the customer. This is essential as the goal is to become a leader in the field of mobility and be a step closer to its customer focused vision by offering relevant products.

As more than half of the world's population now lives in cities, our cities are becoming increasingly crowded. This comes with an increase in mobility in these areas. The increased mobility causes an increase in air- and spatial pollution, which is primarily caused by private cars.
Multimodal travel, which includes public transportation and shared mobility, offers an alternative to private cars. This multimodal travel is supported by mobility hubs. They serve as physical locations that provide a variety of shared modalities, as well as a network of nodes connecting various mobility modes.

Buurthubs are a type of mobility hubs introduced in Amsterdam as part of the eHUBS European project. Buurthubs is a pilot project led by the Amsterdam municipality's Buurthubs team. As the end of this pilot approaches, the municipality wants to determine the next steps for implementing these hubs in the future.
During the discover phase of this thesis, Buurthubs and the challenges they face, as well as their broader context, were discovered. This was accomplished through literature research and a series of meetings with the Buurthubs team. A user research was conducted to understand the users' needs regarding the use of shared modalities. Next, during the define phase, the three following challenges were chosen to narrow the scope of this thesis: the accessibility of the hubs, both physically and digitally, the availability of modalities in the hubs, and user behavior change toward shared mobility. These challenges serve as the foundation for the roadmap, which is the thesis's design goal and end result. This roadmap was created and validated in collaboration with the Buurhubs team. The roadmap outlines a future vision as well as the various steps, actions, and developments required to achieve that vision.
The roadmap is delivered in an interactive format to increase its usability and readability for future municipal team members who will work on the hubs' implementation. In addition, a card set was created for a physical implementation of the interactive component. The roadmap's goal is to aid in the future implementation of mobility hubs in order to achieve more sustainable travel.

This graduation project consists of six sprints and the assignment was to develop a concept for a modular runner/work-out stroller.

Within Sprint 1 the competitors, the old Bugaboo Runner and market were researched. Thule, Cybex and UPPABaby are the direct competitors for Bugaboo on the runner market. The Bugaboo Runner, a three-wheel runner stroller, was a good product and people who bought it were satisfied. However, the Runner was a relative expensive accessory, given the fact that a ‘regular’ Bugaboo stroller already costs around €1000.

Within Sprint 2 the consumer and their lifestyle were researched and afterwards a design vision and focus were created. Consumers in the USA like three-wheel strollers, while consumers in Europe prefer four-wheel, more compact, multi-stage (suitable for different ages) strollers. Based on fifteen interviews with parents, the target group of this project can be identified as the Young Urban Fit Parents.
The design vision of this project is: ‘I want to design a regular stroller that activates and creates the possibility to work out with your child as a busy young fit parent who lives a healthy, active & sporty life in an urban area.’ with the design focus: ‘How can you run/sport with a regular stroller?’.

Within Sprint 3 and 4 ideas were generated, by organising creative sessions. Four concepts were selected from these ideas. The final concept that was chosen is the stroller with an expandable frame since this concept scores best on all requirements. This concept is called the Fox Active.

Within Sprint 5 the Fox Active is validated by a test with the prototype and parent validation sessions.
The tests proved that the configuration of the final concept with 16” rear wheels and the elongated frame is close to the ideal running situation and performs better than running with a regular stroller. The second test also proved that walking with 16” rear wheels and the normal frame is sufficient and preferred over walking with the elongated frame. All participants of the validation session would consider the regular stroller with sport function if it does not cost too much extra and if it is clear what the benefits over the regular version are.

Within Sprint 6 the implementation of the Fox Active is discussed, which consists of the styling, fit in the Bugaboo Portfolio and costs. The base colour of the styling is black, with bright orange accents.
The ‘sport buttons’ will be coloured bright orange as well, to make clear that these buttons have a special function. The estimated retail price for the Fox Active is €1299-€1499, based on the comparison of the prices of the Bugaboo Fox 3, the price of a Bugaboo Fox 3 and a runner stroller together and the price of the Bugaboo Donkey 5.
Finally, some recommendations were made by the Bugaboo designers. They recommend that the joint of the stroller needs to be tested to be strong enough to run with and that it needs to be tested if the stroller is not too heavy.

Tessa is a social, assistive robot from the company Tinybots, designed to support people with early- to moderate stage dementia and other mild cognitive impairments.
By giving verbal reminders and instructions, programmed by their formal and informal caregivers, Tessa gives people back their self-management and autonomy, enabling them to live independently for a longer period of time. Next to this, Tessa can be used by home care organisations to save physical minutes of care, up to 132 minutes per week (Onderzoek En Ervaringen, n.d.). With the staff shortages in the health care sector and the expected rise of people with dementia from 290,000 in 2021 to 620,000 people in 2050 (Alzheimer Nederland, 2021), the use of e-health solutions like Tessa will become increasingly important.

This master thesis consists of two parts. In the first part, a distribution scenario is designed to implement Tessa through GPs, a potential market for Tinybots to target. Currently, Tessa is implemented through home care organisations with the support of their health insurance. From interviews with GPs and their supporting caregivers like POHs and casemanagers, the appropriate scenario was chosen. In this scenario, the general practitioner gives Tessa as an option to their patient and refers them to a home care organisation that implements Tessa. This scenario gives GPs the opportunity to support their dementia patients while maintaining their current role in which they assess the situation and then refer. Due to a limited time per patient, more involvement than that is not feasible. With dementia especially, most care is immediately taken over by the casemanager. Another important factor is the lack of financial support the GP receives. Without this support, affording Tessa is impossible. In home care, there is a higher chance of financial support which is therefore incorporated in the scenario.

In the second part, the focus is on acceptance. Acceptance of help and therefore, acceptance of Tessa is hard. To increase acceptance by this group of people, the perceived usefulness of the product needs to be increased, which is what the second part of this thesis focuses on. To do this, multiple solutions were proposed surrounding themes like increasing autonomy, independence, compatibility, social connectedness, and trialability. Adding the functions of listening to audiobooks and receiving personal voice messages will give Tessa a relative advantage over the current products elderly use and increase perceived usefulness and social connectedness.

In addition, a light version of Tessa in the form of an app to be used on
people’s own devices is proposed as a solution to lower the barrier to accepting Tessa. An app is more subtle, is better compatible with the elderly who use their phone or tablet and who are still living an active life. When dementia progresses and home care is needed, the app evolves into an app that can be used by home care to provide care.
Since material and logistical costs are saved with an app, a free trial can be offered to potential users. With this, the attribute of trialability is used, which can lead to easier adoption of a new product.
In preparation for the launch of the Tessa app version and the new functions, Tinybots needs to prepare a website and information aimed at people with dementia and their informal caregivers instead of care organisations.
By implementing these design changes, Tinybots can implement Tessa through the GP with the proposed distribution scenario. This means they can use Tessa to support people with dementia and their informal caregivers from very early on and for a longer period of time.

Electric vehicles, electric cooking, heating installations running on electricity; the future is electric. This electrification creates a continuously growing demand of electricity. However, the electricity grid network is not able to transport these amounts of electricity and is facing problems. Part of the problem is created by charging electric vehicles (EV’s) which creates high peak demand on the local grid network. The challenge is to find better ways to charge these vehicles, especially in the future. This is what smart charging needs to do. Smart charging is adapting the time and or velocity of a charging session.

The main challenge addressed in this project is: How can Vattenfall offer a valuable smart charging proposition to enable EV drivers to use smart charging at home?

Three interesting scenarios of smart charging are found: simple scheduled charging using time-of-use (TOU) tariffs, charging to maximize local solar power production, or charging using Direct Load Control (DLC), in which the supplier of the solution can steer the charging session according to real-time data.

In comparison to other competitors in smart charging solutions, Vattenfall has the ability to influence energy tariffs, which was also something recognized by consumers during interviews. Also, there are currently no relevant TOU tariffs available. Therefore, the development of a smart charging proposition primarily focused on the design of new TOU tariffs. In addition, consumer preference towards all three smart charging scenarios is investigated. The challenge is to design an implementation roadmap that incorporates these various scenarios of smart charging.

Two interesting TOU tariffs were developed. Tariff Short Peak is a tariff with a peak price between 19h to 21h. The peak price should discourage people from using electricity during that time period - e.g. avoid to charge the car. The other tariff - called Daytime Plunge - offers a low price during the night and during the day from 11h - 17h, when solar power usually peaks and wholesale energy prices are usually low. Interviews to investigate desirability of both tariffs reveal that interest in these tariffs vary among consumers, and is partly determined by the financial advantage, but also by the type of consumer and their personal needs and routines. This variety in types of consumer and their preferences resulted in four different persona’s that show the diversity of people among EV drivers. The size of these persona groups and preference among these groups for one of the two tariffs give insight in the order and pacing in which these tariffs should be introduced.

Next to the development of new TOU tariffs, it was found that giving a financial incentive for the other two scenarios of smart charging, namely charging using DLC and using your own solar power, interests EV drivers. An implementation roadmap brings together the introduction of new tariffs, DLC and solar compensation, with the customer groups and plots them into three horizons. Each horizon introduces a vision relevant for Vattenfall to determine the focus of smart charging for that period.

DUWO, the largest student housing corporation in the Netherlands, strives to contribute to the best time of a student’s life by offering suitable and affordable housing for both national- and international students. An opportunity here is to explore the wishes and expectations of student housing in the future to build new innovative/ successful student buildings that also contribute to the student’s well-being. The research question of this project: How can DUWO contribute to the better well-being of all students, now and in the future? Literature research concludes that quality of life, life satisfaction and happiness are all different terms describing well-being. Findings on happiness research show that the human biopsychological pathway, which balances positive/negative feelings, predominantly determines our overall feeling of happiness. As human interaction heavily affects our positive feelings, one can see that valuable relationships make people happy. To stimulate the formation of these valuable relationships, one should start to facilitate social contact. Internal research shows the increasing interest of DUWO in the well-being topic, which results in practical ideas. Nonetheless, the main focus still lies with affordability and availability. This focus and the stimulus of the Dutch rent allowance/valuation system results in the corporation mostly building studios. This result affects the way students build these valuable relationships. From an abstract level, it also seems that there is a gap between the corporation’s intentions and the expectations of the students. DUWO focuses on the future and the collective, whereas students ask themselves what it implies for their individual situation in the present. The reframed challenge: Find out how DUWO can support social relations between students living in the same building and get a better understanding of students’ needs, to be able to design for those needs and support well-being. To stimulate the formation of valuable relationships, one should promote community building. People within the community dare to be interpersonally vulnerable, which creates emotional safety and intimacy. To be part of a community also provides a feeling of belonging. The best way to stimulate community building is to facilitate contact and to create a feeling of involvement. Design requirements: 1. DUWO has to get a better understanding of the students their needs. 2. Student housing should stimulate social contact and create a feeling of involvement. 3. Students need to know beforehand how they can give input and how DUWO will use their input. 4. Students should be able to respond to specific topics which they care about The final design outcomes:1.Internal policy change. Embrace well-being internally. Make it the basis to inform the policy. Ensure that affordability and availability no longer determine the future of student living. 2.Enrich the communication between DUWO and the student. Involve students via statements inside the DUWO app. See what students think and how many are concerned about which subject. Link these polls to offline discussion evenings where students can share their input elaborately. 3. Architecture recommendations. Ensure the building itself promotes social contact, plus create a feeling of belonging through designing for hierarchy.

To stay relevant and beat the competition, corporate organisations must innovate disrtupively. Within the financial services industry, it proves hard to remain competitive and stay relevant in a rapidly changing environment. In response to this, Group Innovation was established as the innovation department of ABN AMRO to focus on realizing disruptive innovation. Within Group Innovation the process to generate new business concepts that can eventually be turned into ventures is called the ‘Explore’. However, it was indicated that the quality and quantity of business concept generated by the Explore allow for improvement. Therefore, the following research assignment was formulated: Design a suitable approach to achieve greater quality and quantity in the generation of new business concepts, to help financial services firms innovate disruptively. A case study of Group Innovation of ABN AMRO. Research has been conducted to understand the current Explore state and identify the main challenges. As a response and final design, an approach that consists of anew perspective of the purpose outcome, process and conditions for the Explore is delivered. or the outcome of the Explore, the ‘business concept canvas’ is designed. This canvas can be perceived as a summary of the most important information that a business concept exists of and is based on. It is a blueprint for a venture. The canvas also represents the process that precedes it of which the double diamond approach of Design Thinking forms the foundation.  In response to the research assignment, the approach is expected to be suitable since it exists of a semi-structured format that allows for both guidance and clarity as well as that it provides sufficient room, and in fact stimulates, freedom and creativity. This is represented by the business concept canvas, that is confirmed to be implemented at Group Innovation. The canvas steers the Explore team to retrieve the right insights which includes providing a strong foundation for why a certain problem should be solved, as well as that it directs the team to deliver a well-considered business concept that embodies how this problem should be solved. This deliberate way of summarizing a business concept and the process that precedes it, add to why it is expected that the quality of business concepts will moreover increase.  In addition, this Explore approach should be implemented systematically and continuously and therefore an implementation strategy to realize the above mentioned is delivered. This strategy exists of four phases that all add up to the objective of ‘continuously generating business concepts that have the ability to disrupt’.  This project has been executed as a case study for Group Innovation of ABN AMRO. Nevertheless, the approach presented in this thesis can also be applied by other financial services firms since the approach does not involve any information that is specific and only usable for ABN AMRO.

The report describes the design process that led to an implementation strategy for a design intervention that fosters a sense of belonging and cohesion in working environments, by increasing opportunities of spontaneous face-to-face informal encounters. The research follows two different approaches: the classical double diamond process from the Design Council (Ball B. J., 2019) and the Empirical Research through Design (ERDM) in which a design hypothesis (expectation about the effect of the design on behaviour and well-being) is formulated and then tested (Keyson, D. V., & Bruns, M.,2009). Since it was difficult to find an office physically open during COVID-19, the design process was developed at the IDE faculty involving IDE employees’, Team managers, experts in Social Sciences and Technology, the Human Resources and Facility Management department.The Discover phase of the project consisted of in-depth literature review and semi-structured interviews to explore the concept of social well-being in the workplace, and learn about the personal experiences and opinions of workers. The Define phase was devoted to scoping the problem, and the formulation of a design vision and hypothesis. The Develop phase aimed to explore several directions for the final design intervention, and consisted of three generative phases with different stakeholders involved through evaluation, co-creative and iteration sessions. The fourth Deliver phase, was aimed at defining the final design intervention in terms of feasibility, desirability and viability. This phase involved testing the prototype in the coffee corners of the IDE faculty (through observations and short interviews), and formulating an implementation strategy that emphasises the importance, methods and stakeholders’ benefits of adopting the final design solution.During the pandemic, the sense of cohesion and belonging between colleagues is significantly reduced due to the decrease of spontaneous face-to-face informal social interactions. As the hybrid working mode is expected to be the future of the way of working (de Klerk J. J., 2021), it is important that organisations emphasise the social aspect of the office by increasing the possibilities for social interactions between colleagues (Dahik, A., 2021). A sense of belonging and cohesion in the office benefits not only the well-being of employees, but also the performance of the organisation (Rosales, R. M., 2016). The final design is a demonstration that it is possible to increase the sense of cohesion and belonging among workers, by means of an interactive object that increases the chances of informal serendipitous encounters. For implementation, organisations need to maintain long-term contact with supplier partners (e.g. furniture companies) to produce, assemble and develop new design features. These change according to the evolution of the pandemic, and the insights generated by ongoing user testing. The organisation is responsible for monitoring and directing the social behaviour of the office (Team Managers and HR Department), and for the installation and maintenance of the object within the office café corners (Facility Management Department). The continuous sharing of research insights between companies and supplier partners contributes to the development of knowledge for a healthier and socially connected workplace in the post-pandemic era.

The lateral entrance process (zij-instroomtraject), LEP, was introduced as a solution to reduce the teacher shortage. However, the Haagse Hogeschool experiences that their participants have a hard time becoming a teacher in primary schools via the lateral entrance process. This is caused by the lateral entrant not being fully integrated into the Dutch education system.

While in the ideal situation of the lateral entrance process, we want the lateral entrant to feel confident about their professional growth and development of their own identity as a teacher. An environment in which the lateral entrant, primary school and LEP education (the three parties) are encouraged to acknowledge, trust and uplift each other is essential to move to the ideal situation of the LEP.

A roadmap and Wave were designed to encourage the three parties to acknowledge, trust and uplift each other to move towards the ideal situation. Four elements, that are both part of Wave and the roadmap, were conceptualised.

The Sprong booklet and online learning environment overview were designed to inform the lateral entrant about practicalities of the LEP. As a consequence, the lateral entrant knows what to expect, can recognise opportunities and can focus on their professional growth. The Sprong booklet is an example of a course manual and should be further developed.

Tripartite canvases and the Coach collective platform were shaped to facilitate the relationship between the three parties. The tripartite canvases support with reflecting on the collaboration between the three parties throughout the project during four meetings. The first two canvases are ready for a pilot, while the third and fourth canvases need to be developed further. Next, it is advised to use the web-application SharePoint as the coach collective platform to share documents between the three parties. The application could be implemented right away.

To stay relevant to its consumers, Philips Avent should meet the needs and values when innovating. These consumers are the next generation parents, generation Z born between 1995 and 2010. Research has been conducted into the needs and values of Generation Z and Parents within the field of pregnancy. The research draws on internal desk research, trend research, interviews, and a survey. The challenge for this project was that the majority of Generation Z are not parents themselves yet, which makes it difficult to predict their future desires. This led to the research question:How to create a new value proposition for Philips Avent that corresponds to the future needs, values, and behaviour of the next generation parents, Generation Z, while the majority of this generation is not yet in this phase of their life? The internal analysis, consisting of strategy, product portfolio and target audience analyses, revealed the potential value of the app in the way Philips Avent approaches their target group. Furthermore, Philips Avent wants to become more present for parents in the pregnancy stage. At the moment, Philips Avent only focuses its portfolio on specific childcare routines leaving the partner or other relatives out. Philips’ strategy shows that Philips is moving towards a connected healthcare system, which means that connected products and services ensure that data can be converted into better healthcare for their consumers. Trend and desk research, consisting of global, parenthood en generation Z trends revealed that omnichannel as a retail strategy, personalised experiences, consumers’ health and wellbeing, doing things from home online and inclusivity are becoming more important to people in life. Furthermore, in parenthood, the parent’s own life, equal parenting, their health, and parenting apps are important aspects during this stage of life. Lastly, Generation Z shows that they are health-conscious, they find transparency and responsibility important in companies, they rely on multiple sources when it comes to their health and buying products, experiences are more important than products, they are influenced by social media and are targeted the best through digital storytelling. After determining pregnancy as a scope, interviews and a survey with Generation Z and expecting mothers have been conducted and were validated through a questionnaire amongst mothers of all generations. The insights showed that Generation Z can feel insecure about the future when it comes to climate change and the corona crisis, their purchasing behaviour is mainly influenced by social media and Philips as a company did not stand out to them. Pregnant women can feel insecure when it comes to being prepared for parenthood, combining normal life with pregnancy and the feeling of not knowing what is normal during their pregnancy. A three horizon strategy is proposed, including advertisements showing real pregnancy situations, a personalised omnichannel experience and new products and services that fit the whole pregnancy experience building up to a future vision. This strategy is based on the findings from the research and a creative session with people from Philips and the target group.

The financial services sector is under pressure. These days, customers want holistic services tailored to their personal needs. This increased customer demand forces institutions to rethink the services they offer. In addition, new regulations press upon this sector. Know Your Customer and PSD2 are examples of regulations that make the current ways of working out-of-date. Moreover, new technologies give start-ups the opportunity to take over parts of the services offered by existing companies. These three trends together cause existing institutions to search for new ways to innovate; their current way of working will simply not be enough in 5-10 years time. Operating in an ecosystem, which are networks of companies working together to create new customer value, is one of the new ways that financial institutions are exploring for new potential revenue streams. The potential of these ecosystems is high: 30% of the gross world product in 2025 will be created from ecosystems. However, consortia, which are small ecosystems, miss the managerial guidelines needed for success. Furthermore, academic research is lacking on the adoption process of a consortium. Hence, the first aim of this thesis is to bridge this knowledge gap by performing a multiple case study with four financial services clients. This research is performed in the context of Distributed Ledger Technology (DLT) aka Blockchain, as this technology is seen as the ‘conversation starter’ for collaboration. The research results in a strategic framework that includes the managerial guidelines (drivers and barriers) and the desired steps in the adoption process of a DLT consortium within the financial services sector. The strategic framework identifies a service gap present in consortium adoption and asks for a neutral orchestrator with industry, technical and ideation expertise. Therefore, the second part of this thesis aims to fill this gap by designing an ecosystem proposition that Accenture, a multinational consultancy, could offer her clients. The designed proposition, Maestra, is a cross-sector orchestration service that includes three main activities: spotting opportunities, co-creating cross-sector concepts, and orchestrating the consortium. The purpose of this service is to bridge sectors by collaboration and thus creating social and environmental impact. The deliverables of Maestra consist of a service process, an implementation roadmap and a business plan. The service is validated through expert interviews and a validation session with eight consultants of Accenture. Furthermore, the service is being considered to be implemented by Accenture Benelux and the service process has already been used during a client proposal.

Swapfiets’ product service system (PSS) offers bicycles as a service: customers pay a monthly fee to get a Swapfiets bicycle and whenever something is wrong with the bicycle, Swapfiets makes sure the bicycle is repaired or replaced with a working bicycle.
Two of Swapfiets’ longer term challenges form the subjects of this research: 1) What can Swapfiets do with the bicycle frames, when they are at the end of their lifetime? And 2) How should the methodology for revision of the material flow be set up?
The current material flow of the bicycles leaves room for improvement. The bicycle is not designed from a lifecycle perspective, but it is optimised to increase the maintenance efficiency and prolong its lifetime.
Reasons for Swapfiets to revise the material flow are diverse. The current material flow is unsustainable and can directly harm the brand value, on which Swapfiets builds strongly. Furthermore, it is economical unbeneficial, since the depreciated value of the frames are turned into direct costs when thrown away. Closing the material loop can add economic and brand value to the PSS.
However, there is no methodology in place at Swapfiets to revise the material flow of the bicycles. The current way of working is not long term focused. Comparing Swapfiets’ PSS to other PSSs described in literature, shows that a closed material loop is a common success factor for PSSs. A PSS with a closed material loop is referred to as a sustainable product service system (SPSS). Optimising the lifecycle to create an economic benefit is one of the main drivers to develop an SPSS.
No methodology is yet developed to transform a PSS into an SPSS. However, barriers to overcome and success factors to develop an SPSS are extensively described in literature. To create a successful SPSS, the project vision should be flexible, the network should be reconfigured and managed strategically. A methodology that has the capabilities to fulfil these requirements is co-creation. Co-creation is the joint development of concepts by the firm, its network and other external participants.
For co-creation, the network is reconfigured by inviting a mixed set of participants. However, little research is done to link different sets of participants to the quality of the outcome. This research is exploring that gap, by organising two co-creation sessions with two sets of participants. The first set of participants are operating in the same sector as Swapfiets: inter-sector actors. The second set of participants are actors who have similar PSSs, but in different sectors: cross-sector actors. The two sets of participants are posed with the same question: how to keep the bicycle’s frame longer in the loop?
The results of the research are separated in two categories: outcome and process. The direct outcomes of the sessions are three concepts for each session. Inter-sector co-creation shows a more technical focus and concepts can be implemented in the mid- or long-term. Cross-sector co-creation shows a customer centric focus and the concepts can be implemented in short-term.
Both sessions show how interactions between all actors open windows for collaborations. Inter-sector actors are more interested in possible business partnerships, while cross-sector actors are eager to create in-kind collaborations.
The co-creation process causes actors to find common ground. Inter-sector actors are more precautious in sharing information or experience, since they considered Swapfiets as a potential competitor. This was not the case for cross-sector actors, who share very specific information about their own companies.

To successfully introduce a new product to the market it is key to respond to consumer needs and values. In the dynamic marketplace of today, it is thus increasingly important to target the right market segment and to understand consumers in order to offer the right value at the right time. ENGIE, a services and energy company, currently develops a new energy product named Dante. The technical functioning of the product is proven, yet the market entry of the product still seems far away. The actual application and target group of the product are not yet clarified. Therefore, the main objective of this project was to develop an introduction plan to support ENGIE in the commercialization process of Dante. An extensive qualitative research was conducted to generate insights on how Dante could be valuable to possible consumers. The insights gained throughout the project were integrated into an introduction plan. The introduction plan identifies the market segment for the product launch as well as the market segments for expansion. A deep understanding about the first target group was created and communicated in the form of consumer profiles. The commercialization and product development of Dante and how these should respond to future regulations, market trends and technology breakthroughs are presented in roadmaps.

Associations have been around for centuries but for the last decade they are struggling with recruiting and retaining the younger generations. This thesis focusses on a specific type of association, namely a professional association. The organization that is the subject of this thesis is the BNO, the professional association for Dutch designers. The goal of this project is to find a way for the BNO to attract and retain more members. It is no longer self-evident for professionals to join a professional association. Where the Baby boomer generation became members for life because that is ‘just what you did’, the younger generations tend to continually ask “What’s in it for me?” and act like members not clients. An important classification for the types of members used in this thesis is the one given by Sladek (2011). She classifies members into givers and takers. Givers willingly pay dues and volunteer their time as they see it ‘as the right thing to do’ (are often from the Baby boomer generation). Takers on the other hand say “I will show up if you can show me value”. In this thesis Frame Innovation is used as the method. Problems that are characterised as being open, complex, dynamic and networked are analyse, explore and redesign with the nine steps of this method. To understand the problem, six paradoxes where developed that lead to the definition of a new problem statement: there seems to be a lack of overview and purpose in the BNO portfolio which makes the portfolio seem like a patchwork of services. This problem was translated into a design goal where the patchwork is transformed into a coherent portfolio with a clear purpose and overview in order to establish the value of the BNO more clearly. Later a core paradox was added to better understand why the problem was hard to solve: The BNO is an association, however at the same time it calls itself a professional organization. These two roles contradict each other on some important aspects. Subsequently, the context was established which represents the inner circle of stakeholders and the interpersonal relationships and value exchanges between them. The same was done for the field but then with potential stakeholders. The Context and Field helped discover the factors that underlie the needs, motivation, and experiences which are necessary to define the themes for this project. There are three main themes for this project: Representation, Value and Responsibility. These main themes are supported by four sub-themes: Sense of identification, Recognition and acknowledgement, Relationship and Centralisation versus decentralisation. What follows is the development of frames that allow for the reframing of the problem. In this thesis six frames were defined. These frames were: The BNO as 1) an educational institute, 2) a polar expedition, 3) a National Park, 4) a café, 5) a travel agency and 6) a solar system. With the themes and frames six potential futures for the BNO portfolio were developed. From this, one final frame was chosen to redesign the BNO Patchwork: the solar system. This frame allows to focus on building an emotional connection with members as the solution. It emphasizes the BNO’s whish for members to see the membership as relational based and not transactional. The solution is a portfolio framework where, by actively involving members, responsibilities are taken both by the BNO and its members. This is done through three zones of the framework that are translated into three sub-portfolios: the Team portfolio, Collective portfolio and Member portfolio. This division defines clear roles for both the BNO and its members. With the framework the BNO is able to establish a portfolio with the motto ‘An association is something you build together’ leading to more a more sustainable approach to memberships.