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Item DFGN UnBoxed Magazine 2024: Educational Practices(Aalto University, 2024) Kähkönen, Elina; Ivorra Peñafort, Lucas R.; Figueiredo, Sara; Gárate, Felipe; Design Factory; Design Factory; Factoryt; FactoriesItem 2nd Design Factory Global Network Research Conference: "Contributions for Designing Multiplicity" October 5th-6th 2023(Aalto University, 2023) Kocsis, Anita; Gönenç Sorguç, Arzu; Krebs, Assaf; Iandoli, Luca; Vignoli, Matteo; Design Factory; Design Factory; Factoryt; FactoriesItem 1st Design Factory Global Network Research Conference ‘Designing the Future’ 5-6 October 2022(Aalto University, 2023) Björklund, Tua; Joore, Peter; Mäkinen, Saku; Thong, Christine; Zancul, Eduardo; Scientific Advisory Board (in alphabetical order); Design Factory; Design Factory; Factoryt; FactoriesDFGN.R 2022 -Designing the Future - is the first research conference organised by the Design Factory Global Network. The open event offers the opportunity for all like-minded educators, designers and researchers to share their insights and inspire others on education, methods, practices and ecosystems of co-creation and innovation. The DFGN.R conference is a two-day event hosted on-site in Leeuwarden, the Netherlands. The conference is organized alongside International Design Factory Week 2022, the annual gathering of DFGN members. This year's conference is organized in collaboration with Aalto University from Helsinki Finland and hosted by the NHL Stenden University of Applied Sciences.Item Design+ : organizational renewal and innovation through design(Aalto University, 2019) Björklund, Tua (editor); Keipi, Teo (editor); Björklund, Tua; Maula, Hanna; Maula, Jesse; Soule, Sarah; Hannukainen, Pia; Manninen, Tuomas; van der Marel, Floris; Mäkelä, Marjukka; Rekonen, Satu; Vanhakartano, Santeri; Kirjavainen, Senni; Luukkonen, Matti; Laakso, Miko; Keipi, Teo; Design Factory; Design Factory; Factoryt; FactoriesThe products, services, technologies, ecosystems, and networks of today are much more interconnected and complicated than ever before. As a result, private and public organizations alike are turning to design to find new ways to create value, manage uncertainty and innovate in a sustainable manner. Design can play a variety of roles on different levels in organizations, with different effects. This book offers an overview on how design and design thinking can change our organizations, drawing from academic research and company experiences in different industries. We showcase different perspectives and approaches, and hope to inspire you to explore the opportunities through which design can help to renew your own ways of working.Item Passion-based co-creation(Aalto University, 2017) Björklund, Tua; Laakso, Miko; Kirjavainen, Senni; Ekman, Kalevi; Design Factory; Design Factory; Factoryt; FactoriesAs our world is getting evermore interconnected and entwined across professional, organizational and national boundaries, challenges rarely fall neatly into the realm of single functions, departments or disciplines any more. While it is uncertain what the world will look like in a few decades, and many of the needed skills and approaches are unknown, we do know we need a way of creating the future together. Counting on a few heroic innovation champions will not suffice in transforming our organizations. Passion-based co-creation describes the approach to tackling these issues that has led to the creation of Aalto Design Factory and the Global Design Factory Network of 20 co-creation platforms around the globe. Our approach, in a nutshell, is a way of creating something new together, sprinkled with a hefty dose of intrinsic motivation. Sound too hype-y? Worry not, we aren’t preaching the adoption of yet another ‘’perfect’ tool, licensed process, or turnkey solution. Rather, we want to share some principles we have found effective, offer a look into the scientific backbone of our approach, and provide tangible examples on how to bring the mindset and ways of working into your organization. Mix, match, and adapt these elements to create your own personalized stack of building blocks for passion-based co-creation in your unique context.Item Around the world in 36 hours - Understanding the dynamics of the global product design relay marathon(European Society for Engineering Education, 2017) Tuulos, Tiina; Kauppinen, Tomi; Ivorra Penafort, L. R.; Riveros Ospina, D. I.; Design Factory; Design Factory; Factoryt; FactoriesIn this system paper we will present a learning experiment - a unique three-day global product design relay marathon organized by the Design Factory Global Network (DFGN). The experiment called Rat Relay simulates a real-world situation in product development where very often a person or team is only working on a project for a limited time and not from beginning to end, individuals work in multidisciplinary and multicultural teams around complex problems, and everything is done with a fast pace. Rat Relay is a learning experiment developed by the Design Factory Global Network, a network of innovation hubs in universities and research organizations in five continents of the world aiming to contribute to transformation of learning and research through a passion-based culture of interdisciplinary collaboration and effective problem solving.Item The role of an external facilitator in developing new co-creation platforms in university education(SEFI, 2016) Tuulos, Tiina; Vainio, Meri; Taajamaa, Ville; Design Factory; Design Factory; Factoryt; FactoriesToday’s university graduates, regardless of their discipline, need thinking and working skills, that help them to face the complex, “wicked” real-life problems and challenges that cannot be solved tackled with purely rational thinking and straightforward problem solving. Education in general needs to be able to continuously change and develop to meet the needs of the global and local society, and industry. The interest of this study is twofold: to investigate the role of an external facilitator in a process of educational change and to examine whether development is easier initiated, sustained and facilitated from within the organization by an embedded actor, or by an external facilitator along with the factors influencing the process. In this paper we are looking at the role of an external facilitator in change process and we draw our insights from two different cases, from China and Austria. The aims in both cases were essentially similar: to create a collaborative learning environment and implement new practices and more student-centric culture. In both cases the change was initiated with a recruitment of an external facilitator. The results indicate that an active change agent and an outsider who is not fixated with the norms and practices of the current organization, can be a significant catalyst in driving change. The study depicts advantages of pushing change as an outsider who is not embedded in the organization, but also downsides stemming from issues such as lacking tacit knowledge and insider information. In addition, the cases illustrate how change promoters are required on different levels of university hierarchy starting from university leadership to the faculty and students.Item Self-efficacy in product development student teams - what shapes students’ perceived self-efficacy(The Design Society, 2016) Jerkku, Martti; Taajamaa, Ville; Kirjavainen, Senni; Design Factory; Design Factory; Factoryt; FactoriesThis paper aims to provide a perspective of the student ́s perceived self-efficacy in a team based project course where students face open-ended, ill-defined problems. We discuss the development of self-efficacy in the team members and how different situations and events affect their perceived self-efficacy. The data used in this paper was gathered through interviews from students taking a yearlong masters ́ level capstone course. Results of the study show that the students’ overall self-efficacy increased most in team-based moments. We show also how entrepreneurial self-efficacy of students can be enhanced during problem- based New Product Development process. Finally we will conclude the potential of the researched course to provide practical experiences of project work as well as its potential for delivering entrepreneurial skills for the students during their education.Item Creating a home for experiential learning – a case study of an interdisciplinary product development course(The Design Society, 2016) Tuulos, Tiina; Kirjavainen, Senni; Design Factory; Design Factory; Factoryt; FactoriesThis paper presents an action research-based study on how a new learning environment was co-created with its users to support an interdisciplinary product development course, and how the new space supported the experiential learning method used in the course. The data consists of field notes collected during a three-month intensive development phase and of nine semi-structured open interviews. The results reveal that the new learning environment became a home base for the students, and illustrate how informal events organized in the space increased the feeling of togetherness and decreased barriers for communication. The new learning environment became a comfortable place where the students were able to combine work and fun, interact with other students, learn from others and relax.Item Framing activities and the co-evolvement of products and operations in new ventures(The Design Society, 2016) Kirjavainen, Senni; Björklund, Tua A.; Laakso, Miko; Design Factory; Design Factory; Factoryt; FactoriesNew ventures need to simultaneously develop both their first offering and the operations of the venture itself. This paper extends the notion of problem-solution co-evolvement from product design to venture design, presenting results from four new Finnish ventures in the midst of creating their first offering market-ready. Based on qualitative analysis of interviews of the entrepreneur teams of these ventures, it is suggested that differences in how the venture idea is initially approached translates into different types of co-evolvement between the offering and the operations of the new ventures. In two of the companies, the product frame had been collaboratively created and remained relatively stable. Development activities within product, business model and working practices did not require large changes in the other arenas. In contrast, the product frame was shifting in the two other ventures, and the co- evolvement of the product problem and solutions had major implications for the business model and operations, and vice versa. The entrepreneurs in these companies would have seemingly benefited from having more structured systematic micro-level working practices to balance the variance in the offering and operations. By conceptually linking venture formation to co-evolvement resulting from the initial frame of development efforts, the study serves to strengthen the link between product development and entrepreneurship research.Item The central role of exploration in designing business concepts and strategy(Cambridge University Press, 2011) Kirjavainen, Senni; Björklund, Tua A.; Design Factory; Design Factory; Factoryt; FactoriesDesign thinking is described as a combination of thinking and acting that leads to new solution possibilities for design problems. Though traditionally linked to the design of objects and services, it can be applied to organizational processes as well. This paper examines design thinking in developing a new business, focusing on the business concept and strategy formation in the start-up phase of the company. How and what elements of design thinking are manifested in the process of designing a business concept and forming a strategy? What is the importance of these elements in this process? The results reveal the experimental and iterative nature of developing the business concept and strategy. In addition, these organizational processes were strongly influenced by the product offering, stakeholders, and environment that the company operated in. While the results highlighted the importance of emergence, they also illustrated a need for structure and planning, thus reminding of the need of balancing between the two. Overall, the results suggest that many of the fundamental elements of design thinking are found in the development process of a company.
