Turning to the implications for the development of AYA care, the findings highlight the need to integrate tools and techniques from PD in health care innovation practices. The hierarchical and clinical research-focused approach to delivering and developing care, which emphasizes high-level evidence from randomized controlled trials, is in sharp contrast to employing an open-ended creative design mind-set. Even though health care institutions are increasing multidisciplinary activities, these are still far from creative PD practices. As the deeply rooted cultural differences pose challenges, special attention should be given to highlighting the value of PD to health care stakeholders.47,48
Design Thinking: New Product Development Essentials from the PDMA download pdf
Design Thinking is the Product Development and Management Association's (PDMA) guide to better problem solving and decision-making in product development and beyond. The second in the New Product Development Essentials series, this book shows you how to bridge the gap between the strategic importance of design and the tactical approach of design thinking. You'll learn how to approach new product development from a fresh perspective, with a focus on systematic, targeted thinking that results in a repeatable, human-centered problem-solving process. Integrating high-level discussion with practical, actionable strategy, this book helps you re-tool your thought processes in a way that translates well beyond product development, giving you a new way to approach business strategy and more.
It consists of five main activities: 1. (re)Define the problem, 2. Need finding and Benchmarking, 3. Brainstorm, 4. Prototype, 5. Test. According to Meinel and Leifer [11], design thinking is a human-centric methodology that integrates expertise from different disciplines such as design, social sciences, engineering, and business for problem forming, solving and design. Importantly, it emphasizes an end-user focus with multidisciplinary collaboration and iterative improvement to produce innovative products, systems, and services.
There were four dynamic teams of total seven team members participated in this research study. Two business designers led a number of design thinking-oriented co-design sessions where all team members actively engaged in for both creativity and innovation steps (activities). For team members, at one instance, one team member can be active only in one team, and also, a team member can be active in many teams in different instances. The research process is governed by a conceptual system called Idea Hub which is central to Team, Creativity, and Innovation. The Idea Hub functionality was managed by business designers who led the design workshops. The primary aim of the idea hub functionality was to record and assess all ideas received from the Idea Generation and Collection functionality to determine the suitability of each idea for further development. Ideas are evaluated based on their business value, feasibility, desirability, and viability and the selected ideas that deemed promising enough for prototyping are then passed over for further development and redevelopment towards business solutions and artifacts. All activities between Team, Innovation, and Creativity are iterative. The schematic view of the research process is shown in Fig. 3.
With the strong emphasis on human-centered design and design thinking orientation, all members of the team participated in idea generation and collection process. All members of the team engaged in this process on a day-to-day basis. Team members come from different backgrounds and their engagement in each idea generation sessions helped to enhance the collaboration and to produce shared and agreed ideas that support creativity and innovation. The team idea generation was governed by an Ideation Governance Model that showcase how ideas are moved through and are prioritized for development or moved back for further redevelopment in collaboration with the team. The process view of the ideation governance model is shown in Fig. 5.
University-industry collaboration aims at mutually beneficial knowledge and technology exchange between higher education and business. Prototyping new products is one sweet spot where industry can gain new valuable knowledge and understanding of technology, while higher education institutions develop the skills and competences of students by encouraging them to work on authentic real-life problems. From the “design thinking” perspective, rapid product development can be defined as the creation of new products, in the shortest timescales possible, that meet the criteria of desirability, feasibility, and viability. This article addresses rapid product development by presenting a case study of developing prototypes in university-industry collaboration. As a result, the study highlights key design principles, such as the importance of involving teachers, business representatives, and students in collaborative project design, of focusing on the customers or service users who will benefit from the design, and of guiding students participating in co-creation activities. Presenting conclusions for both academics and the industry, the article contributes to design thinking and rapid product development in university-industry collaboration.
Ville Siipola is a Lecturer at HAMK and a footwear designer with passion for digital design, manufacturing methods and product development. He specializes in innovation through multidisciplinary teamwork and Design Thinking.
New product development strategies, such as set-based concurrent engineering design (SBCED) or set-based design (SBD), have demonstrated improved ways to address knowledge gaps in alternate design concepts prior to the decision to select a single concept for development. Most of the corpus in this field addresses engineering product development that relies on systems and subsystems with years...
Effective information management is a success factor for business growth, but small and medium-sized enterprises (SMEs) face challenges in transferring knowledge and information from one organizational unit to another. In this study of two case companies, participative business model development processes were designed to identify challenges and solutions in internal communication management....
Technological innovation development is characterized by continuous learning (Verona & Ravasi, 2003; Takahashi & Takahashi, 2007) in which companies develop new products and new processes. It depends on access to knowledge and influences the speed of innovation and dynamics of the network. The evolution of an innovative network itself occurs in connection with technological cycles and the system related to the agents. Therefore, it addresses the participatory design and user-centered approach (Brown, 2009; Kelly & Matthews, 2014; Luchs, Swan, & Griffin, 2015), in an invigorated way (Rill, 2016). 2ff7e9595c
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