Though cycling as a transportation method is widely seen as a sustainable method, professional cycling and racing are not. Though the first calls for sustainable action are made and the first efforts start to appear, not much has changed yet in the complex world of professional cycling.
This report describes the design of a sustainability strategy and plan for BEAT Cycling Club, a continental cycling team. As an innovative organisation that was founded to break through the status quo in professional cycling the sustainability journey fits BEAT. As one of the first teams taking sustainability seriously, the strategy helps BEAT to increase the quality of their sustainability actions beyond the ‘low-hanging fruits’ they have been tackling already.
The difficulty of starting a sustainability project is tackled by using the systemic design framework of the Design Council (2021) to guide innovation with a complex system like sustainability. The internal feeling of responsibility for sustainability of BEAT Cycling Club can be tackled by designing a strategy through a continuously diverging and converging process.
To help understand the sustainability context for BEAT Cycling Club and to guide the direction of the strategy, a (fast-track) life-cycle analysis is conducted. The results of this analysis are a set of emission hotspots: the actions and areas where most of BEAT’s emissions and environmental impact occur. These hotspots are used to further shape a strategy to tackle them.
This strategy is built through the design roadmapping methodology, resulting in a strategic and tactical roadmap. These are based on three horizons in which the role for BEAT in sustainability changes. These roadmaps are substantiated with a playbook that guides BEAT through the strategy and provides more detailed information about the steps that need to be taken. The playbook and roadmaps are not only strategic assets but are also important for BEAT to communicate their strategy with partners and other stakeholders.

In this report, a proposal for a sustainable last mile is given. Inner city logistics brings many problems with it regarding livability in the city; polluting vans standing in the way on the road or the sidewalk and driving too fast because of high demands of the consumer and competitive nature of carriers. Unsustainable practices are being dealt with in regulations (in the Netherlands) such as the Zero Emission Stadslogistiek. The aim of the Zero Emission Urban Logistics is to reduce emissions of CO2, NOx and particulate matter due to urban traffic to 0%. In addition, parties want to reduce noise pollution.
More sustainable transport like cargo bikes or light electric vehicles could play a role in solving these problems on the relatively short term. However, because they typically have smaller capacity and have smaller ranges than the vans that are currently used they are not the default solution for consignment in the city; distribution centres nowadays typically lie too far away from the end consignee to effectively employ these type of vehicles.
The fact that distribution centres lie so far away from the city stems from more latent problem of the last mile; its inaccessible and un-communal nature.
In this project I propose 7 ‘design activities’ in response of the aforementioned problems: cooperation, incentivisation, standardisation, decentralisation, integration (in the city), automation and consolidation. Based on these design activities I proposed three types of urban consolidation centres that facilitate smaller types of transport while at the same time considering the aforementioned design activities.

The daily consumption of food influences the health of society and the planet. The current food consumption of an average Dutch consumer could be described as unsustainable behaviour (Muilwijk et al., 2019). Especially the intake of animal proteins should decrease and be replaced with plant proteins to realise a positive impact (Kramer & Blonk, 2015). However, the consumer is not the only responsible stakeholder for this, because food processors, foodservice operators and retailers shape the market and influence consumers’ dietary choices (European union, 2020). In other words, the consumption system influences the consumer. Therefore a transition of the system is required to realise sustainable food consumption. This thesis applies a system perspective to explore essential actors and identify barriers and triggers for the transition (Loorbach et al., 2017). The system is locked in the feedback loop of demand and supply and the consumer strongly influences the demand side of the system. A change in demand means a change in consumer behaviour. Behaviour is influenced by a complex interplay of factors and to change the system a bottom-up strategy is applied. This requires a context-specific case to change the consumption system (McKenzie-Mohr,2011). In conclusion, the focus of this project is to design an intervention which supports consumers to replace animal proteins with plant proteins when ordering food. The consumer journey emphasises the importance of the right choice in order to change behaviour and purchase differently. Due to unconscious routine behaviour, the consumer needs support in the decision process. Personalised triggers and simplification of the consumption process supports the desired behaviour and could lead to a new habit of consuming sustainable food (Eyal, 2014). A concept is designed to match personalised meal suggestions with consumer preferences. Additionally, actionable support is provided to ease the choice between different forms of food delivery. The goal of the concept is to offer personalised inspiration, actionable support and accessible education for the consumer and the foodservice stakeholders to realise sustainable food consumption. The concept operates according to a platform business model where multiple stakeholders are included to add value. The added value for every stakeholder is validated with several expert interviews and online consumer discussions. The platform is self-learning and uses consumer data to advise the foodservice actors about anticipation of consumer needs. The translation of consumer data into valuable insights for the industry generates a viable revenue model. The key business activities are the data analysis and the matchmaking between consumers and meals. The implementation of the concept is explained according to a roadmap and indicates a strategy for entering the market. The concept is positioned as an honest and truthful platform that serves and supports stakeholders in their sustainable consumption behaviour. This creates a competitive advantage compared to other delivery platforms. The concept covers all SHIFT factors to encourage sustainable food consumption and therefore owns the potential to change consumer behaviour (White, 2014). A change in consumer behaviour results in new consumer demand. The change will affect the supply side of the feedback loop and contributes to the transition of the consumption system.

The goal of this thesis is to create a shared vision and change strategy for the merging neonatology departments of Amsterdam University Medical Centres (Amsterdam UMC). The Amsterdam UMC currently exists out of the two hospitals VUmc and AMC merging to become one hospital. The neonatology department is one of the first departments that will merge. There will soon be two large changes ahead for the department: (1) employees of both hospitals will work together and (2) the AMC will be renovated to a new center that holds neonatology and obstetrics. 'Sharing the same vision and wanting to achieve a common goal with employees are key elements for successful change' (Gill, 2002). As the current vision of neonatology was not shared amongst all employees and there was a multi-annual plan or road to the vision missing, this was concluded the assignment of this graduation thesis. First, nine future themes were created by combining insights from stakeholder interviews and future foresight. These nine themes were used to create a vision concept that was further improved by cocreation with internal stakeholders of both hospitals. The new vision was then concluded as the new shared department vision in several stakeholder sessions. The new vision states: 'a department with the best care, which is child- and family-centric'. Thereafter it was evaluated with all internal stakeholders (nurses, doctors, management of both hospitals) how the vision is currently being reached in projects and what was ought to be missing. With these insights, a map of current change was created. To enhance this road to reach the vision, a design roadmap (innovation strategy) was created. As one of the largest changes in the vision is the family-centricity, this was used as an innovation vision. Ideas were proposed in three horizons with a different focus, though all to enhance the family-centred services. These are ideas for improvement on employee experience (1), family experience (2) and integration of perinatology (3) to enhance the current road ahead. It provides a focus for the department: what are short-term solutions that need to be focused on now and what are long-term solutions that can be focused on later on in the change process. The short-term solutions have a focus on employee experience to enhance their happiness and satisfaction during a difficult time of change and new way of working in the renovated department. Improved employee experience is expected to have a large positive influence on the family experiences. The longer term solutions improve family experiences with services of value creation towards families. This is important at neonatology, as the emotional state of parents can influence the condition of the premature on short and long term (Civic & Holt, 2000; Manning, 2012). Lastly, the final horizon solutions provide a further integration of perinatology: where nurse roles work from a parent journey perspective and cross silos of neonatology and obstetrics.

This thesis answers the question: “How can we generate and maximise value from technologies that sit in the periphery of the technology development ecosystem?”. The launchpad innovation strategy provides the solution. A technology in the periphery of the development eco-system fell out of development after changes to the technology strategy. The project owner remained adamant that there was value to the product if licensed. The goal was to create value, and the product was developed to create as much value as possible to its users. But rather than designing a product to create value for the user, turning those roles around provided an interesting perspective. By designing a strategy to create value for the company from this type of technology product an interesting strategy was designed. The strategy’s aim is to create as much value as possible, but rather than focus on revenue, it looks at what technology can create that creates long term benefits. The strategy revolves around creating a type of company that sits between a corporate startup and a spinout with the purpose of commercialising the technology. The companies are autonomous but have close contacts to the mother company allowing for the exchange of money, information, people and most important knowledge. This is the launchpad strategy.

This Master thesis is about a future vision of Eindhoven Airbase, where growth is given a strategic direction towards 2050. As a result, a strategic innovation roadmap and the detailed implementation of this is evaluated. Eindhoven Airbase is part of a complex decision-making system, where multiple stakeholders are involved. The research in this thesis provided insights about the wants and needs of the internal- and external stakeholders and shows relevant trends and developments concerning the (military) aviation context. The design challenge is formulated as follows: “How can Eindhoven Airbase create sustainable operations towards 2050?”. This design challenge is tackled by the Vision in Product Design approach (Hekkert & van Dijk, 2011), where a context vision for Eindhoven Airbase in 2050 is created. The context vision resulted in a concept, containing three specific recommendations for Eindhoven Airbase and two external stakeholders, namely Eindhoven Airport and Eindhoven city. These recommendations (i.e. centred coordination, a specified circular economy and joint innovation team) are included in the strategic innovation roadmap.