Purpose: Organizational transformation is one of the biggest challenges businesses face in today’s global economy. Businesses need to adopt radically different operational requirements to satisfy the expectations of consumers and shareholders. This study proposes methods to shift organizations from survival mode to effective transition through human-centered design methodologies. Design/methodology/approach. A systematic review of academic and professional literature framed the problem statement working hypothesis for this investigation. A qualitative research design was employed within an organization that was actively transforming its major systems. The researcher recruited experienced Human Resource (HR), operations, technology, marketing, customer service, and sales experts to serve as participants in interviews, creative workshops, diary studies, surveys, and concept validation. Findings. The research conceptualized how human-centered systems thinking and service design influence innovation, agility, and human-centricity while organizations adjust to Industry 4.0. The findings suggest that organizations can leverage systems thinking and apply service design principles to institute effective continuous quality improvement processes. The outcomes specifically support the use of collaborative approaches to organizational transformation in order to foster an adaptive culture. When research participants allowed themselves to adopt a curious mindset, they were able to generate ideas for reducing pain points and gaps within organizational transformation initiatives. Employees could connect seemingly unrelated information, leading to fresh insights and solving change adoption challenges within a digital network. Once research participants saw that their input was being directly applied to continuous improvements, they embraced belonging to a culture that acknowledges areas for improvement and perceives gaps as valuable opportunities rather than failures. Originality/value. There is a significant need for business strategy to incorporate human-centered design because only 10% of new strategies are fully executed [10]. The aim of this study was to create a path forward for companies amid organizational transformation to thrive in complexity and uncertainty by promoting human-centered design methods to encourage employees to share the responsibility for solving problems. Ultimately, the goal is to avoid organizational change failure, referred to as planned organizational changes that do not achieve their intended objectives or outcomes [23].

Human-Centered Organizational Renewal: Transformative Design Science in Action

会议论文
发表日期：

2025年

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Jessica Lowry

摘要

Purpose: Organizational transformation is one of the biggest challenges businesses face in today’s global economy. Businesses need to adopt radically different operational requirements to satisfy the expectations of consumers and shareholders. This study proposes methods to shift organizations from survival mode to effective transition through human-centered design methodologies. Design/methodology/approach. A systematic review of academic and professional literature framed the problem statement working hypothesis for this investigation. A qualitative research design was employed within an organization that was actively transforming its major systems. The researcher recruited experienced Human Resource (HR), operations, technology, marketing, customer service, and sales experts to serve as participants in interviews, creative workshops, diary studies, surveys, and concept validation. Findings. The research conceptualized how human-centered systems thinking and service design influence innovation, agility, and human-centricity while organizations adjust to Industry 4.0. The findings suggest that organizations can leverage systems thinking and apply service design principles to institute effective continuous quality improvement processes. The outcomes specifically support the use of collaborative approaches to organizational transformation in order to foster an adaptive culture. When research participants allowed themselves to adopt a curious mindset, they were able to generate ideas for reducing pain points and gaps within organizational transformation initiatives. Employees could connect seemingly unrelated information, leading to fresh insights and solving change adoption challenges within a digital network. Once research participants saw that their input was being directly applied to continuous improvements, they embraced belonging to a culture that acknowledges areas for improvement and perceives gaps as valuable opportunities rather than failures. Originality/value. There is a significant need for business strategy to incorporate human-centered design because only 10% of new strategies are fully executed [10]. The aim of this study was to create a path forward for companies amid organizational transformation to thrive in complexity and uncertainty by promoting human-centered design methods to encourage employees to share the responsibility for solving problems. Ultimately, the goal is to avoid organizational change failure, referred to as planned organizational changes that do not achieve their intended objectives or outcomes [23].