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(Im)Proving It: Designing a Measurement System that Nourishes Innovation

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Description
AUTHOR:

Julian Jenkins and Tony Golsby-Smith

 

WHAT DO YOU DO WHEN you have some good ideas for a suite of new services in a not particularly innovative industry sector, but you need a sizable commitment to upfront investment if they are ever to see the light of day? Our client with this problem was the strategy lead in the largest business unit of an Australian health insurer, who needed to get his innovation project through his organization's business case process in order to get the seed funding he needed. Our task was to help him build the argument that investing in design was a good bet, and to provide him with some metrics he could use to build a defensible business case.

 

This is the kind of problem we encounter frequently once we try to bring design thinking into an organization at the strategic level. Organizations can tolerate design if it remains stuck at the level of graphics or objects—at that level, it does not challenge the established order. But once design gets lifted up to the enterprise level, it will challenge those established norms.

Keywords: Design Organization, Innovation, Business Model Innovation

 

DMI REVIEW / WINTER 2013

 

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Business Model Innovation, Business Model Design, Innovation, Consulting

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