A Design-Led Approach to Driving Successful R&D Transformations
Metwaly, Aly (2024)
2024
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2024091225080
https://urn.fi/URN:NBN:fi:amk-2024091225080
Tiivistelmä
This thesis investigates how to elevate transformation success within Nokia's System-on-chip (SoC) Research and Development (R&D) unit by leveraging a design thinking approach. Traditional transformation methodologies often fail to address the human-centric and iterative aspects crucial for success. By applying design thinking, this study offers a robust framework emphasizing empathy, collaboration, and iterative problem-solving. This framework aims to improve the management of transformation projects in the organization.
The research follows a five-stage Design Thinking process. First, it involves understanding stakeholder perspectives through qualitative interviews. Next, it analyzes and defines barriers. Then, innovative solutions are generated via workshops. These solutions are prototyped and tested in actual transformation projects. Finally, feedback from key stakeholders is gathered and used to iterate on the prototypes.
Key challenges identified include ensuring sustained and visible commitment from leadership at all levels, addressing resource allocation issues related to scheduling and deployment, overcoming engagement deficiencies that lead to employee resistance, and managing cultural and behavioral challenges that impede change acceptance and implementation. These barriers significantly hinder transformation success by creating commitment, resource management, employee involvement, and organizational culture obstacles.
During the ideation phase of the study, several strategies were developed to tackle the identified challenges. These strategies were systematically organized and integrated into a series of prototypes. Each prototype was carefully crafted to address the challenges and underwent two rigorous iterations of testing and feedback. Through each iteration, feedback from key stakeholders and users was collected and analyzed, leading to continuous refinements and enhancements of the prototypes. This iterative process ensured that the final solution was practical, effective, and well-suited to address the specific challenges faced by the R&D unit.
The outcome of this study is a comprehensive transformation checklist tailored to the R&D unit's context, which provides actionable strategies and best practices for driving successful transformation initiatives. This checklist not only addresses the specific barriers identified but also ensures a structured approach to continuous improvement. The findings underscore the importance of integrating human-centric design principles into organizational transformation processes, offering significant theoretical and practical implications for enhancing transformation success in corporate settings.
Additionally, the study benchmarks the use of the Design Thinking process in improving internal processes within an R&D unit. It recommends the use of design thinking for internal process improvement and provides best practices for optimizing the Design Thinking process in large corporations.
The research follows a five-stage Design Thinking process. First, it involves understanding stakeholder perspectives through qualitative interviews. Next, it analyzes and defines barriers. Then, innovative solutions are generated via workshops. These solutions are prototyped and tested in actual transformation projects. Finally, feedback from key stakeholders is gathered and used to iterate on the prototypes.
Key challenges identified include ensuring sustained and visible commitment from leadership at all levels, addressing resource allocation issues related to scheduling and deployment, overcoming engagement deficiencies that lead to employee resistance, and managing cultural and behavioral challenges that impede change acceptance and implementation. These barriers significantly hinder transformation success by creating commitment, resource management, employee involvement, and organizational culture obstacles.
During the ideation phase of the study, several strategies were developed to tackle the identified challenges. These strategies were systematically organized and integrated into a series of prototypes. Each prototype was carefully crafted to address the challenges and underwent two rigorous iterations of testing and feedback. Through each iteration, feedback from key stakeholders and users was collected and analyzed, leading to continuous refinements and enhancements of the prototypes. This iterative process ensured that the final solution was practical, effective, and well-suited to address the specific challenges faced by the R&D unit.
The outcome of this study is a comprehensive transformation checklist tailored to the R&D unit's context, which provides actionable strategies and best practices for driving successful transformation initiatives. This checklist not only addresses the specific barriers identified but also ensures a structured approach to continuous improvement. The findings underscore the importance of integrating human-centric design principles into organizational transformation processes, offering significant theoretical and practical implications for enhancing transformation success in corporate settings.
Additionally, the study benchmarks the use of the Design Thinking process in improving internal processes within an R&D unit. It recommends the use of design thinking for internal process improvement and provides best practices for optimizing the Design Thinking process in large corporations.