Abstract:

Digitalisation as phenomena is reshaping the traditionally conservative manufacturing industry. It brings with it the idea of utilizing more customer-centric approaches to create new business models. In this paper I explore how design thinking methods as customer-centric practices were sought to be introduced and established in engineering culture of a manufacturing company. For this, I follow a professional group of in-house designers who rather unexpectedly act as change agents and persuade others (engineers) to adopt novel ways of working. Using organisational ethnographic methods, I can observe the lived experience and varied strategies in use. As a result, design thinking does not get wanted traction and change initiative partly fail; distinctly different design practices do not get traction in a highly institutionalized and homogenous environment.

My study aims to contribute to the literature on digital transformation strategies, change agency and how organizational change initiatives are designed and implemented. At the same time, this research offers practical insights and real-world implications for future situations where new practices that differ greatly from prevailing working practices are introduced. I aim to increase understanding of what conditions can hinder or even lead to failure of a change initiative.

Please choose your submission type: Developmental Paper

Primary Track: Organisational Transformation, Change and Development

Keywords: Change Management

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Ms. Marjukka Klippi