KINGSTON BUSINESS SCHOOL

MA CREATIVE INDUSTRIES & THE CREATIVE ECONOMY

2014/15

Personal Research Project

How Can Design Thinking Enable Cultural Change in Organisations:

An Analysis of Croydon Council

Author: Renzo D’Andrea (K1444909) Supervisor: Mark Passera Word count: 10754 This work is the copyright of the author

The   new   Croydon   Council   building   in   front   of   the   old   one   dismantled   –   April  

2015  

1.  Introduction    

Generative  research  brings  forward  new  patterns  as  it  focuses  on  challenges  and  

opportunities  that  involve  innovation.  This  kind  of  research  explores  the  idea  of  

innovation   linked  with   Leadership.   Leaders   of   innovation   foster   environments  

that   embrace   the   right   balance   between   the   need   for   improvisation   and   the  

realities  of  performance  (Linda  A.  Hill  et  al.  2014).    

 

Evaluative   or   formative   design   research   is   about   strengthening   confidence   by  

raising  questions  and  uncertainties  as  they  occur.  It  is  not  a  formal  and  objective  

test   as   it   unfolds   engagement   with   participants   in   a   spirit   of   co-­‐discovery   as  

much  as  of  co-­‐design.  Unforeseen   insights  could  help  to  bring  new  input  to  the  

concept  development.    

 

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Predictive   design   research   concerns   the   research   activities   that   evaluate  

potential   views   for   ideas   and   their   feasibility.   Undeniably,   pressure   to   deliver  

estimates  of  viable  business  avenues  is  towering.  

 

According   to   IDEO,   design   research   encompasses   three   different   areas   of  

innovation   through   the   following   approaches   as   it   was   described   above:  

generative,  evaluative  or  formative,  predictive.    

 

This  project  entails  to  conduct  a  design  research  focusing  on  Cultural  Change  and  

Design  Thinking  methodologies  in  the  organisations.  By  testing  approaches  and  

methodologies   during   the   work   experience   at   Croydon   Council   between  

February   and   June   2015,   the   researcher   observed   and   was   involved   with   the  

organisation  development  team.      

 

Predominantly  design  research  requires  commitment  as  much  as  creativity  from  

innovators.  This  is  the  case  for  design  researchers.  The  direction  is  to  reach  new  

horizons   of   understanding   about   what   could   facilitate   connections   between  

people,   especially   in   the   work   environment,   to   spur   collaboration   and  

engagement.  

 

Local  councils  are  committed  by  statute  to  deliver  a  variety  of  public  services  for  

their   customers.   These   comprise   services   that   everyone   can   access,   such   as  

environmental,  roads  and  cultural  provision,  to  those  accessed  only  by  those  in  

need  of  that  service,  such  as  social  care  or  housing.    

 

The  Coalition’s  Open  Public  Services  White  Paper  (2010)  called  for  a  wholesale  

reform   of   all   public   services   in   the   UK.   The   Localism   Act   was   introduced   in  

November  2011.  

 

The   aim   of   the   act   was   to   transfer  more   decision-­‐making   power   from   central  

government  back   into   the  hands  of   individuals,   communities   and   councils.  The  

key  points  of  the  act  can  be  outlined  under  the  following  priorities,  such  as  new  

freedoms   and   flexibilities   for   local   government,   new   rights   and   powers   for  

communities   and   individuals,   reform   to   make   the   planning   system   more  

democratic  and  more  effective,  and  reform  to  ensure  decisions  about  housing  are  

taken  locally.    

 

The  HM  government  states  that  localism  agenda  is  driven  by  an  essential  vision  

of  changing  the  relationship  between  the  state  and  the  citizen  from  top-­‐down  to  

bottom-­‐up  approach.  It  means  rather  than  services  being  provided  by  the  state,  

leading   to   potential   unaccountability   and   a   lack   of   information   and   choice,  

communities  should  express  their  ways  allowing  them  more  choice  and  control,  

and   a   wider   involvement   in   providing   services   in   their   area.   This   requires   all  

levels   of   government   to   reassess   their   role:   “to   become   increasingly   funders,  

regulators  and  commissioners,  whose  task  it   is  to  secure  quality  and  guarantee  

fair  access  for  all,  instead  of  attempting  to  run  the  public  services  from  a  desk  in  

Whitehall,   city   hall   or   county   hall”   (HM  government,   2011).   Rather   than   being  

rigid,  the  localism  agenda  has  fostered  to  release  both  councils  and  communities  

from  the  grip  of  centralisation,  offering  a  toolkit  of  enabling  powers  for  them  to  

act.    

 

According   to   the   2013   report   of   Future   of   London   Doing  More   with   Less,   the  

government  has  enacted  ‘localist’  reforms  across  a  range  of  policy  areas  since  the  

government  took  office  in  2010;  these  also  have  had  a  substantial  impact  on  how  

local   authorities   carry   out   the   services.   In   the   aftermath   of   the   Localism   Act,  

councils   nationwide,   and   of   all   political   perspectives,   must   explore   ways   to  

create  growth  with  their  new  powers  to  strengthen  the  provision  of  services,  or  

risk   those   services   collapsing.   Interest   in   further   innovation   is   increasing,  with  

more   councils   exploring   the   scope   to   enhance   existing   partnerships;   nurture  

efficiencies   from   sharing   back-­‐office   functions   or   devolving   budgets;   or   even  

fully   outsourcing   selected   services   or   departments   to   private   sector   or  

community  providers.    

 

The  main  driving  force  of  the  service  delivery  reform  is  the  endeavour  from  an  

ideological  commitment  to  redefining  the  relationship  between  the  state  and  the  

citizen.   Additionally,   the   straightforward   scenario   with   the   deficit   cut   through  

significant   public-­‐spending   reductions,   the   dismantling   of   a   range   of   public  

bodies   and   a   renewed   emphasis   on   efficiency   throughout   the   public   sector.  

Together,   these   drivers   have   provided   councils  with   new   freedoms,   but   fewer  

resources  and  unforeseen  challenges  in  the  organisations.  

 

Furthermore,   in   the   context  of  pressure   for   rising   costs  and  demands,   councils  

around  the  country  are  recognising  that  they  cannot  continue  to  deliver  services  

as   before.   Service   cuts   alone  will   be   insufficient   and  will  mean   councils   fail   to  

meet   citizens’   expectations,   risking   political   and   legal   challenges   as   well   as  

potential   anxiety.   The   demands   of   meeting   the   needs   of   London’s   diverse  

population   in   particular   could   benefit   from   more   localised,   customised  

responses.  Whether  gradual  or  radical,  change  in  the  way  services  are  designed,  

commissioned  and  delivered  is  undeniable.  

 

 Surrey  Street  Market  in  Croydon  –  March  2015  

 

Croydon  Council  organisation  plays  the  role  of  on-­‐going  cultural  change,   just  as  

other   London   Boroughs   do.   According   to   the   Chair   of   the   Croydon’s   Local  

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Strategic  Partnership  Croydon,  the  overarching  Croydon  vision  for  2013  –  2018  

comprises  also   “The  Croydon  challenge”  which   implies   to  save  £100  million  by  

2018.   In   order   to   face   this   journey   the   organisation   development   team   along  

with   the   leader  put   in  place   a  Leadership  Development  programme.  The   latter  

offers   the  opportunity   to   investigate   the   scope  of   the   cultural   change   in  which  

follows  a  transformational  leadership  style.    

 

The  Leadership  is  linked  with  innovation  in  the  context  of  change  management.  

Bill  Coughran  worked  as  a   senior  vice  president  of  engineering  at  Google   from  

2003   to   2011.  When   the   company’s   growth  was   boosting   he  was   supposed   to  

implement   a   technical   solution   for   Google's   storage   problems   and   guide   his  

group.   To   him,   there   was   a   bigger   problem:   how   do   I   build   an   organization  

capable  of   innovating   continually   over   time?  Coughran  knew   that   the   role   of   a  

leader  of  innovation  is  not  to  set  a  vision  and  motivate  others  to  follow  it.  It  is  to  

create  a  community  that  is  willing  and  able  to  generate  new  ideas.    

 

Innovation  often  emerges  when  diverse  people  collaborate   to  generate  a  wide-­‐

ranging  portfolio  of  ideas,  which  they  then  craft  and  even  evolve  into  new  ideas  

through  give-­‐and-­‐take  and  often-­‐heated  debates.  Therefore  collaboration  should  

involve  passionate  disagreement.  Yet  the  friction  of  clashing  ideas  may  be  hard  

to   handle.   It   can   create   tension   and   stress—particularly   in   groups   of   talented,  

energetic   individuals   who   may   feel   as   if   there   are   “too   many   cooks   in   the  

kitchen.”  (Linda  Hill  et  al.  2014)  

 

       

Methodology      

3.1  Method  and  Philosophical  Paradigm      

The   methodology   is   rooted   in   an   experimental   action   research   along   with  

Grounded  Theory.  Action  Research  relates  to  emerging  or  developing  theory,  but  

with   a   focus  on   eventually  proposing   a   change.  Action  Research   is  designed   to  

bridge  the  gap  between  research  and  practice.  (Somekh,  1995)  

 

The  term  ‘research’  recalls  several  views  in  the  scope  of  innovation  and  design.  It  

is  either  a  required  step  before  bringing  an   idea  to   life  or  a   filter   that  halts   the  

developing  of  ideas.  Effective  research  concerns  not  only  of  objective  evidence,  it  

is  nourished  with  seeking  for  fresh  patterns,  analogies  and  case  studies,  empathy  

as   a   channel   that   links   with   people’s   motivations   and   behaviours.   ‘Design  

research’  is  now  considered  as  a  new  proposition  that  moves  away  from  analytic  

methods.  According  to  Jane  Fulton  Suri  (2013),  design  research  can  be  the  silver  

shard  for  radical  innovation  that  spurs  new  thriving  opportunities  for  growth.    

 

The  Grounded  Theory   articulates   the   explanatory  way  of   interpretive   research  

that   looks   beyond   a   merely   descriptive   or   expressive   style   (Collins,   H.   2010).  

This   originates   abstract   theoretical   explanations   of   social   processes   with  

predictive  value.  Also  the  theory  aims  for  sharing  fresh  views,  mainly  in  areas  of  

social   life   that   has   been   outlined   with   quantitative   or   theoretical   paradigms.  

Abstract   analytic   concepts  are  discussed  at   the  very  early   stage  of   the  analysis  

and  to  then  further  hone  them  until  a  ‘hallmark’  is  crafted.  (Strauss  and  Corbin,  

1998)  

 

During   the   research   process   the   Grounded   Theory,   as   a   methodological  

approach,   was   an   appropriate   method   because   it   entails   to   explain   actions  

through   analysis   of   data   from   participants.   In   Croydon   Council   the  

measurements   applied   in   the   performance   management   have   mainly   been  

Strengths   Development   Inventory   (SDI),   Myers   Briggs   Type   Indicator   (MBTI)  

and  360°  assessment.  Such  quantitative  research  tools  enable  the  team  involved  

in  the  analysis  to  monitor  the  organisation’s  climate  periodically.  The  tools  used  

to   identify   the   existing   knowledge   for   the   Croydon   challenge   includes   surveys,  

questionnaires.  It  implies  large  sample  size  assessment  with  statistical  approach.  

Therefore   in   the   given   work   environment   of   Croydon   Council   the   researcher  

used   qualitative   research   tools   to   gather   a   fresh   perspective   with   a   different  

approach.    

The  goal  of  qualitative  research  is  to  build  up  an  understanding  of  the  form  and  

nature   of   phenomena,   to   unlock   meanings   and   to   attain   new   concepts   and  

theories.   The   purpose   of   the   qualitative   one   was   to   listen   to   the   participant’s  

feelings   in   depth   and   notice   the   key   words.   The   latest   study   of   service  

organisations   (Kimbell,   L.   2014)   sees   behavior   as   a   visual   consequence   of  

complex  inter-­‐relationships  with  other  social  peers  sharing  collective  structures  

and  habits.  According  to  Lucy  Kimbell,  behavior  is  significantly  on  the  agenda  of  

policy-­‐makers  as  something  they  intend  to  change,  sometimes  called  the  ‘nudge’.      

 

The  qualitative  method  aimed  to  explore,  to  prepare  and  generate  ideas  without  

evaluation.   Interviews   were   probing,   subjective,   interpretative.   An   Integrated  

approach   was   used;   qualitative   data   along   with   quantitative   could   help   the  

Croydon   Council   to   identify   new   opportunities   to   grow.   Identify   latent   or  

emerging  workers’  needs  with  emotional  connection  to  combine  the  best  of  both  

qualitative  and  quantitative  data  –  hybrid  insights  lead  with  qualitative  research  

and   subsequently   integrate   quantitative   methods   to   develop   a   concept   of  

behavioral  needs  and  a  context  in  Croydon  cultural  change.  Therefore  this  choice  

is  to  underpin  new  information  and  use  it  in  a  practical  way  through  a  workshop  

with  the  participants.  

 

The  qualitative  research  method  was  applied  with  the  observation  technique  and  

in-­‐depth  interviews.  Ethnography  includes  various  tools  as  well  as  supports  the  

understanding  of  the  social  world  of  people  being  studied  through  immersion  in  

their   community.   According   to   Jane   Ritchie   et   al.   (2014)   by   observing   shared  

behaviours,  listening  to  the  beliefs,  values  and  meaningful  insights,  descriptions  

of  their  culture  can  be  produced  in  the  later  stages.  

 

At   the   outset   the   researcher   used   ethnography   spending   two  months  working  

within   the  Human  Resource  organisation  department,  specifically   to   liaise  with  

the  Organisational  Development  team.  This  time  was  merely  helpful  to  observe  

other  employees,  sharing  views  and  gather  information  and  perspectives  during  

the  workflow.  Daily  observations  and  reflections  were  collected   in  researcher’s  

diary.   Eleven   in-­‐depth   interviews   took   place   over   five  weeks  with   a   sample   of  

eleven  leaders  across  the  organisation’s  departments.  They  were  undertaken  to  

let   the   researcher   establish  with   the  participant   a   reasonable   climate,   so  he  or  

she  might  respond  in  a  spontaneous  way.  Also  the  environment  might  help  the  

researcher   to   take  non-­‐verbal   communication   into   account,   such   as   a   glance,   a  

hesitation,   a   frown.   It   permitted   the   explanatory   research   to   provide   a   study  

about  an  attitude  or  behaviour  possible  to  identify  patterns.  The  semi-­‐structured  

interviews   lie   in  asking  questions  with   the  scope   for   the  participant   to  explore  

the   themes   guide  with   flexibility.   This   format   allowed   the   researcher   to   delve  

into   the   participants’   answers   in   terms   of   their   values,   past   experience,  

reasoning,   feelings,   opinions  and  beliefs.  Also   the   language  used  by  participant  

was  carefully  considered  as  it  contained  meaning.  The  in-­‐depth  interview  can  be  

generative   to   the   extent   to   which   the   intensity   of   focus   unfolds   a   space   for  

thought  and  reflection.  All  these  features  could  equip  the  analytical  potential  to  

deliver  a  valid  argument.  Interviewees  were  from  senior  to  middle  and  front-­‐line  

roles.  

 

The   research   philosophical   perspective   is   influenced   by   ontology   (Collins,   H.  

2010),   it   lies   in   the   nature   of   reality.   In   this   scenario   the   research   utilises  

assumptions  to  investigate  how  the  world  operates.  This  implies  two  aspects  in  

ontology:   objectivism   “portrays   the   position   that   social   entities   exist   in   reality  

external  to  social  actors  concerned  with  their  existence”  (Saunders  et.  al.,  2009);  

subjectivism,   also   known   as   constructivism,   can   be   defined   as   “ontological  

position  that  asserts  that  social  phenomena  and  their  meanings  are  continually  

being  accomplished  by  social  actors”.  (Bryman,  2003,  p.23)  The  subjectivist  view  

along   with   an   interpretative   stance   enables   the   exploration   of   subjective  

meanings  by  engaging  social  actors  to  understand  them.    

 

An  interpretative  paradigm  was  adopted  in  the  research  philosophy  to  create  a  

link  with  the  qualitative  research  approach.  The  ‘interpretivism’  stems  from  the  

school   of   thought   that   emphasizes   the   importance   of   interpretation   and  

observation  in  understanding  the  social  world.  (Jane  Ritchie  et  al.  2014)  In  order  

to   enquiry   the   social   world   the   researcher   tapped   into   the   Croydon   Council  

environment   carrying   out   multiple   methods:   abductive   and   inductive.   The  

inductive   logic   considers   creating   knowledge   from   the   bottom   up   through  

observations  of  the  world.  According  to  Hilary  Collins  (2010),  using  an  inductive  

approach  embodies  the  context  in  which  the  events  are  taking  place.  It  takes  in  a  

small   sample   that   is  more   suitable   than   a   large   sample,   it   does   not   focus   on   a  

cause-­‐and-­‐effect  relationship.  Jeanne  Liedtka  (2013,  p.77)  defines  the  abductive  

reasoning  as  “..is  the  logic  of  what  might  be“.  By  starting  out  the  research  activity,  

these   methods   seemed   to   be   more   appropriate.   On   the   contrary,   deductive  

approach   implies   to  explain   casual   relationship  between  variables.   Feeling  and  

personal  view  should  not  get  involved  with  the  research.  It  requires  emphasis  on  

quantitative   data   as  well   as  moves   from   the   theory   to   data.   (Collins   H.,   2010)  

Heather  Fraser  (2013)  argues  that  six  thinking  skills  are  important  catalysts  for  

the   Business   Design   methodologies:   emotional   intelligence,   system   thinking,  

visualisation,  abductive  reasoning,  synthesis,  intuition.  The  inductive  along  with  

the   abductive   reasoning   provides   the   researcher   with   multiple   approaches.  

However,  while   the  research  process  was  developing,   the  secondary  data  were  

useful.  Similar  context  was  identified  in  other  reports  to  compare  and  to  deliver  

a  critical  review  of  the  existing  work.  

3.2.  Variables  and  Questions      

The   chosen   research   question   embraces   two   main   topics:   cultural   change   in  

organisations  and  Design  Thinking  approach.  These   two  main  elements  branch  

out   in  the   literature  review.  The   latter  embeds  the   interview  plan   investigation  

with  themes,  such  as  risk  and  control,  motivation,  intuition,  creativity,  habits  and  

abductive   reasoning.   The  matrix   of   topics  was   the   backdrop   of   the   interviews’  

objectives.  The  relationship  between  the  questions’  objectives  and  the  literature  

review  is  a  starting  point  to  discuss  the  findings  further.    

3.3  Sample,  Data  Collection,  Data  Entry  Section    

 The   data   collection   is   comprised   of   face-­‐to-­‐face   interviews   of   maximum   45  

minutes.   Throughout   May   2015   all   the   interviews   took   place   in   the   Croydon  

Council   building.   The   interviewees   were   invited   amongst   the   24   participants  

being   involved   with   the   Leadership   Development   Programme   within   the  

organisation.   The  material  was   collected  with   a   digital   voice   recorder.   For   the  

entry   of   the   data   the   transcribing   technique   supported   the   stage   to   look   for  

patterns  and  mapping  linkages.    

3.4  Data  Analysis    

The   researcher   opted   for   the   following   five   key   steps   in   the   analytical   journey  

suggested  by  Jane  Ritchie  et  al.:  design,  sampling,  data  generation  or  collection,  

analysis,  reporting.  Design:  Miles  and  Huberman  (1994)  touched  on  the  process  

called   ‘bounding   and   focusing’   at   the  beginning  of   the   research  project.  At   this  

moment  the  questions  were  phrased  by  the  researcher.  Also,   it  was  considered  

how  they  would  impact  the  study.  The  design  questions  mapped  out  the  context  

and   the   purpose   of   the   further   analysis.   Sampling:   to   craft   a   sample   design   it  

meant   a   set   of   assumptions   related   to   existing   empirical   evidence   and  analytic  

hunches.    

 

During   the   process   the   researcher   might   need   to   rethink   those   assumptions.  

Data  generation  or  collection:   it   is  worth   to  notice   that   the   interactive  methods  

during   the   interviews   generated   implications   of   what   happens   during   the  

encounter.    

 

For  instance,  asking  why  something  happened  or  exploring  personal  motives,  the  

interviewer  was  determining   the   scope  of   the   formal   analysis   to   come.  Formal  

analysis:  at  this  stage  the  researcher  was  aware  of  the  analytic  process,  whether  

to  arrange  ideas  from  the  data  or  glean  ideas  in  the  literature.  Nonetheless,  if  the  

analysis  has  been  evolving,  the  researcher  should  already  have  a  solid  perception  

of  how   the  data   connect   to   the   research  question.  Reporting:   analysis  does  not  

finish  until  the  research  report  has  been  fully  completed.  

 

 

Table  1  Analytical  Journey  

 

     

 

 

                             

 

 

 

                       

 

3.5.  Considerations,  Reflections,  Limitations      

 In   terms   of   ethical   implications,   the   interview   process   required   to   guarantee  

anonymised  references  according  to  the  requirements  of  the  Data  Protection  Act  

1998  as  well  as  the  confidentiality.  When  the  participants  were  informed  about  

the  research  procedures  then  they  gave  their  consent.  Ryan  (2011)  stresses  that  

the  accounts  are  not  released  by  someone,  but  with  someone.  Therefore,  the  data  

collected  will  be  affected  by  cultural  context  besides  the  skill  and  methods  used  

by  the  researcher.  The  chances  are  high  that  the  nature  of  data  are  unpredictable  

as  the  participants  are  playing  a  role   in  shaping  the  meeting  in  terms  of  topic’s  

direction,   coverage   and   depth.   Hence,   as   Bryman   (2008)   argues,   the   risk   of  

inadvertent  disclosure  or   script  deviation   raises.  The  potential   for  bias  has   the  

greatest   chance   in   an   in-­‐depth   interview   if   it   is   compared  with   other   types   of  

interviews,  such  as  a  survey.    It  is  likely  to  tend  to  please  or  impress,  to  create  a  

false  personal  image,  or  end  the  interview  quickly.    

 

Design   Sampling  Data  

generation/collection  

Analysis   Reporting  

Bounding  and  focusing   Refinement   Formal  

Analysis  Further  

refinement  

 A  pilot  study  with  five   in-­‐depth   interviews  provided  an  earlier   investigation  to  

test  the  research  proposition.  It  led  to  a  reduction  in  the  number  of  questions.    

 

Figure  10  Interview's  Mapping:  What,  Why,  How  

WHAT    Topics   that   will   be  investigated   roughly   for   5  min  

WHY    Case   studies   and   its   benefit   for  the  interview  and  research

HOW    Use   of   metaphors,  analogies,   storytelling  and  improvisation    

Risk  &  Control    To   figure  out  how   to  minimize   the  risk    (Pixar)    

 How   do   you   seek  challenge   (for   your  team)?    

Creativity  IBM   2012   Global   CEO   study:  creativity  is  the  single  most  sought-­‐after  trait  in  leaders  today  

 How   can   you  help   your  team?   Provide   an  example.      

Motivation   (Extrinsic   &  Intrinsic)    

To   grasp   how   to   develop   and  create   a   culture   of   engagement   &  participation   (Princess   Margareth  Hospital)  

 Insight   from   life  experiences:   How   do  you   react   when  someone   challenges  you?    

Abductive  Reasoning  –  what  could  be  

To   stimulate   that   an   original   idea  could   be   proved   to   be   successful  (FedEx,  eBay,  Google)  

What  steps  do  you  take  to   seek   out   the  unknown?    What   do   you   want   to  learn   as   you   move  forward?  

Habits  To  value  capabilities  and  resources,  to  look  for  holistic  patterns    (Nestlè  confectionary  story)  

Strength,   weaknesses.  How   are   you   willing   to  be  wrong  or  right?  

Intuition   Challenge  &  values  (P&G’s  creation  of  the  swiffer  mop)  

How   does   your  development   process  inform   what   you/your  team  doing  now?  

 

Conclusion    The   research   was   brought   forward   considering   how   can   Design   Thinking  

support  organisational  cultural  change.  Croydon  Council  work  experience  along  

with   the   qualitative   research   questioned   the   perception   of   change   in   the  

organisation.   Change   seemed   to   be   seen   as   a   hindrance   to   the   usual   smooth  

running  of  the  organisation,  by  its  nature  disruptive.  Change  is  accepted  when  it  

is  disguised  by  the  need  to  fix  a  problem.  Consequently  when  someone  proposes  

some   innovative   change,   they   would   first   need   to   raise   an   awareness   of   a  

problem.   There   is   a   culture   of   fear   of   engagement.     A  Design   Thinking   culture  

does  not  champion  failure.  Instead  its  iterative  design  journey  acknowledges  that  

it  is  unlikely  to  get  things  right  in  the  beginning.  

 

Recent  studies  from  McKinsey  on  change  programs  show  that  (Benkert  and  Van  

Dam,   2014)   top   organisations   in   any   industry   have   already   had   to   deal   with  

more  constant  change  in  this  millennium  than  happened  in  the  entire  second  half  

of  the  last  century.  

 

Vast   majority   of   the   global   companies   have   gone   through   more   than   one  

technological  and  workforce  rearrangement   in  the   last  ten  years.    The  series  of  

change   program   one   after   another,   it   has   pointed   what   they   have   had   to  

embrace.   Automation   and   digitalisation,   shared   services   and   other  

transformative   innovations   are   the   traits   that   business   leaders   must   consider  

constantly.    

 

McKinsey   research   shows   that   two-­‐thirds   of   business   transformations   do   not  

sufficiently   meet   their   objectives.    Programs   show   sometimes   inconsistency   in  

meeting  needs  or  are  poorly  executed.    In  most  scenarios  the  sprain  in  the  plan  

has   been   capabilities.  On   the  whole   successful   programs   are   those   that   output  

needed  capabilities.    

 

Organisations  make   remarkable   investments   in   learning   and   development,   but  

very   little  of   it  actually   it   focuses  on  behavioural  change   in  the  workplace.  Like  

change   programs,   learning   and   development   challenges   can   lose   sight   of   their  

objectives   for   a   variety   of   reasons,   often   in   combination.   The   rationale   of   the  

vision   could   have   been   misunderstood:   key   capabilities   may   have   been  

overlooked   or   the   skills   absorbed   may   have   led   to   only   a   few   on-­‐the-­‐job  

applications.   Participants   may   not   be   adequately   informed   of   the   reasons   the  

new  skills  are  needed;  the  learning  experience  may  be  too  abstract  and  unrelated  

to   the   actual   missions   it   is   meant   to   serve.   The   effort,   additionally,   may   not  

identify  the  value  of  personal  motivation  or  encourage  a  new  attitude  and  mind-­‐

set.    

 

The  cultural  change  is  as  much  of  a  boundless  concept  as  is  present  in  our  daily  

life,  especially  in  a  work  place.  In  the  contemporary  history,  work  organisations  

and   businesses   stand   in   the   popular   imagination   as   the   church   or   the  military  

once  did.  CEOs  and  entrepreneurs  have  conveyed  as   lighthouse  of  virtue.  They  

could  mirror  how   to  do  well   but   also   to  point   towards  how   to   live   a   good   life.  

Thus  organisations’  profiles  are  not  just  agents  of  what  they  make  individuals  do,  

but  also  in  terms  of  who  they  make  people  become.    

 

Therefore,   communication,   as   pointed   out   earlier   in   the   literature   review  with  

the  Weber  Shandwick  report,  needs  to  be  embedded  in  context.  We  are  moving  

towards  a  world  of  context,   it   is  not  any  longer  just  content.  Multiple  skills  and  

approaches   might   be   required   to   assess   this   scenario   within   an   emerging  

collaborative  culture  in  organisations.  

 

In   organisations   currently   there   is   not   necessarily   an   expectation   of   loyalty.  

Giampiero  Petriglieri  (Petriglieri,  G.,  2014),  associate  professor  of  Organisational  

Behaviour  at  INSEAD,  argues  that  “In  today’s  workplace  two  kinds  of  boundaries  

have   become   less   clear.   First,   it   is   the   boundary   between   organizations   and  

sectors.   People   move   around   more   than   they   used   to.   Second,   the   boundary  

between  what   is   personal   and  what   is   professional.   People   do   not   necessarily  

expect   or   even   desire   to   have   their   whole   career   in   the   same   organization   or  

even  country.  That  makes  work  more  precarious.  At  the  same  time,  people  want  

work  to  be  an  expression  of  who  they  are,  of  their  true  selves.  This  makes  work  

more  personal.“    

 

This  personal  research  project  intended  to  consider  the  Design  Thinking  toolkit  

to  support  the  initial  stages  of  the  organisational  cultural  change.  At  this  stage  it  

might   be   difficult   to   have   a   clear   direction,   to   create   new   teams   and   form   a  

budget.   The   research   tested   a   Design   Thinking   approach   as   various   methods.  

They  were  investigated  in  the  Croydon  Council  organisational  change  by  creating  

a   workshop.   The   researcher   specifically   focused   on   questioning   if   some  

methodologies  were  able  to  unlock  intellectual  agility.  Storytelling,  prototyping,  

visualisation,   co-­‐creation   were   identified   to   reframe   the   problem   in   the  

organisational  cultural  change.    

 

Despite   the  absence  of   the  workshop  application  along  with   its   further   insight,  

this   research   urges   to   consider   how   the   value   of   behavioural   change   can   be   a  

driving  force  to  create  collaborative  culture  in  the  organisation.  Design  Thinking  

is   able   to   provide   an   inspiring   journey   to   build   a   flux   of  ways   of   thinking   and  

doing.    This  practice  can  activate  agility  in  the  organisation  to  become  nimble  in  

facing  change.  

 

Change   is  an  agonistic  process  and  the  strategies   that  enable  change,  creativity  

and  innovation  ought  to  be  more  aware  of  the  socio-­‐cultural  context.  

 

There   are   no   universal   prescriptions   on   how   to   handle   change,   creativity   or  

innovation.  Finally,   the   research  and   the   researcher  strive   for  questioning  how  

today’s   organisations   need   to   become   aware   of   a   new   paradigm   in   the   work  

environment.    

 

Design   Thinking   can   support   cultural   change   in   organisations.   It   shifts   the  

organisational  focus  on  design  that  sheds  light  on  authentic  opportunities.  These  

can  enlighten   technology  and  evolve  emotionally   vibrant  product   and   services.  

This  journey  is  not  easy.  Yet  striving  to  help  refine  a  workplace  that  people  want  

to  be  part  of,  one   that  enables   responsive  attitudes   towards  changing  business  

dynamics.  Design  is  empathetic,  it  inherently  drives  a  deeper  thoughtful  human  

approach  to  the  business  world.      

 

Park  Lane,  Croydon    -­‐  May  2015  

 

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