"Focusing on a public sector context, the paper explores whether there are particular patterns in the changes that flow from design-led approaches to innovation. As public managers utilise design processes in their quest to re-think policies, services and organizations, do new business models for public service provision arise as a result? The paper shows how design processes can lead to more co-productive business models for public service provision, which build systematically on the skills, motivation and resources of end-users and other key stakeholders. It is argued that design-led innovation may help public sector organizations achieve better outcomes at less cost, but that it will require significant changes to the inner workings of government."
PUBLISHED: Proceedings from the The 18th DMI: Academic Design Management Conference, 2012
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