Abstract
Design has been identified as a transformational approach to help organisations build capabilities to become customer-centred and adopt a Service-Dominant Orientation. However, there’s a need to study how to develop the enabling structures that support and sustain these capabilities in time and at scale. This study explores how transformational work developed at a large international retailer helped develop the enabling structures that support these organisational level capabilities. The concept “infrastructuring” is proposed as a valid construct to analyse the ongoing strategic design work done to support the adoption of new practices and tools that will shape a new organisational logic and set the conditions for the introduction of service design. This work suggests designers should refocus their attention beyond methods and tools, acknowledging the hidden infrastructures inhibiting transformation within organisations.
Keywords
strategic design, infrastructuring, service-dominant orientation
DOI
https://doi.org/10.21606/drs.2022.407
Citation
Viana, L. (2022) Infrastructuring the foundations for a service-dominant orientation, in Lockton, D., Lenzi, S., Hekkert, P., Oak, A., Sádaba, J., Lloyd, P. (eds.), DRS2022: Bilbao, 25 June - 3 July, Bilbao, Spain. https://doi.org/10.21606/drs.2022.407
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial 4.0 International License
Conference Track
Research Paper
Included in
Infrastructuring the foundations for a service-dominant orientation
Design has been identified as a transformational approach to help organisations build capabilities to become customer-centred and adopt a Service-Dominant Orientation. However, there’s a need to study how to develop the enabling structures that support and sustain these capabilities in time and at scale. This study explores how transformational work developed at a large international retailer helped develop the enabling structures that support these organisational level capabilities. The concept “infrastructuring” is proposed as a valid construct to analyse the ongoing strategic design work done to support the adoption of new practices and tools that will shape a new organisational logic and set the conditions for the introduction of service design. This work suggests designers should refocus their attention beyond methods and tools, acknowledging the hidden infrastructures inhibiting transformation within organisations.