Creating a transition strategy for design agency Nacar

Master thesis (2023)

Authors

D.E. Drost Industrial Design Engineering

Contributors

R.J.H.G. van Heur Applied Ergonomics and Design - IDE (mentor)
R.G.H. Bluemink DesIgning Value in Ecosystems (graduation committee member)
Faculty
Industrial Design Engineering, Industrial Design Engineering
Copyright: © 2023 Danique Drost
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Published Date

23-02-2023

Language

English

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Faculty

Industrial Design Engineering

Abstract

Design Agency Nacar has experienced remarkable success since it was founded in 2006, transforming from a small industrial design studio to a prominent agency with around 120 employees in Spain. Due to their recent growth spurt, it was found that Nacar is currently in a transition phase from being a small-sized agency to a medium-sized organisation. Due to this transition phase, Nacar faces new organisational challenges. This project aims to identify these challenges and develop a sustainable growth strategy that will allow the organisation to maintain its success in the long term.

The central focus of this graduation project is therefore to answer the research question: "How can design agency Nacar create an effective transition strategy?" The chosen approach involves engaging various stakeholders throughout the different phases of the project. This includes direct participation from employees across various business units, with validation from top management afterwards. To guide the research, two sub-questions are formulated to guide the process, aiming to find the obstacles and enablers of the transition that Nacar faces, as well as the organisational challenges Nacar encounters in facilitating the transition.

Nine insights are identified from the research, being obstacles, enablers, or challenges. To refine these insights, they are further categorised into three levels: operational, tactical, and strategic insights. After validating the research insights with top management, the following conclusion could be drawn: “There is a need to create a bridge between the perspective of the employees and the perspective of top management.” In order to develop this bridge, employee participation during the creation of a solution is crucial. Therefore employees are recruited for a workshop to share their input and ideas for the solution, after which a roadmap for 2025 is created, addressing the insights found during the research. By collecting both perspectives in this roadmap, a framework for the transition is created.

However, this roadmap does not provide directions or guidance for Nacar during the transition. Therefore three strategies are created in the shape of routes that can be taken within the roadmap. These strategies each prioritise a different strategic goal for 2025 and provide the path to achieve it. The strategies are validated to ensure they resonate with the perspective of the employees. After this validation, the final solution was created.

The transition strategy exists as a combination of the strategy with a business focus and the strategy with a people focus. This combination results in a strategy that aims to introduce a new innovation lab and optimise daily operations to improve the employee experience. Further recommendations are made to support the outcome in terms of advice on implementation and execution.
Overall, this report provides a framework for designing an effective transition strategy that can help Nacar navigate the complexities of change in the future.