Start semester
70 304 Design Management: Innovation and entrepreneurship
Passed foundatin level courses (Bachelor) at AHO or equivalent, 180 ECTS.
The theme of the Design Management: innovation and entrepreneurship 2022 course is the circular economy and business model innovation. There is a strong drive in society to change towards a circular economy as this may be the answer to develop a far more sustainable society.
For a business the shift means a completely different approach to how they are using resources and what they offer. They will have to redesign the entire organisation, as well as their product and services. Businesses need to rethink how they do business and become far more creative. For architects and designers, this is a great opportunity and may imply new roles and arenas where they can apply their skillset. In order to tap into this they have to obtain insight into business and innovation culture, methods, processes and language.
This course is for architects and designers that would like to enhance their management skills while learning about business modelling and the circular economy. The key takeout from the course is that it is relevant for those that plan to set up a business themselves as well as those that plan to work on strategic aspects of a business. The course is not a ‘how to’ set up your business but will introduce you to some of the fundamental themes when developing a business, as well as engaging with management in 2022. The course has its foundation in design management and is developed to be relevant for both architects and designers.
In this course the students will be introduced to innovation theories related to design thinking, business modelling and the circular economy. The students will solve specific business challenges in teams and apply their skills in business development.
Knowledge
Understanding will be gained in what a circular economy is, what the difference between a traditional linear business model and a circular business model is, as well as challenges and opportunities from a business perspective within a circular economy. General knowledge of design and design thinking in a strategy and business context.
Skills
The students will obtain basic business skills of how to conduct research to develop a business, how to engage with a professional client and how to plan and present a business model. Basic tools and templates will be introduced.
General Competence
The students will get a basic understanding of commercialisation and the circular economy, as well as key questions to be aware of when developing a strategic business proposition. The course also engages with the theories and practices on how design skills and design thinking can be used in other areas than developing artefacts in design and architecture.
The course will have a mix of lectures, readings and group work.
During the autumn semester the students will be introduced to two businesses that have started to develop sustainable business practices. These will act as clients for the students. By engaging with these businesses, the student will gain an understanding of what a business model is, and the difference between the linear and circular business models. They will also gain an understanding in how to work with a client. In addition, a couple of guest speakers are invited to go deeper into some of the topics raised.
The first part of the course will be about understanding key concepts such as the circular economy, business model and architects/designers role in developing a business proposition. From various workshops with the two clients the students will learn how to identify opportunities and develop them into business propositions.
The course culminates in a one-week practical seminar, where the students will develop a business model in groups for their client. They will make a plan for how to conduct the research needed and, in an iterative process, redesign the whole or part of a business model.
The course will use digital sources such as Miro. If possible, it will be mixed with physical workshops and an off-campus tour.
Click here for reading list in Leganto.
Readings
Key words: Circular economy, business models and design thinking
Links and documents will be uploaded to Moodle. If you would like to get started, here are a some few resources:
Recommended readings
Lewrick, Michael, Link Patrick and Leifer, Larry. 2018. The Design thinking playbook: Mindful digital transformation of teams, products, services, businesses and ecosystems. New Jersey. Wiley.
Ellen MacArthur Foundation. 2021. Circular Business Models: Redefining growth for a thriving fashion industry. Available at:
https://emf.thirdlight.com/link/circular-business-models-report/@/preview/1?o
Online resources
https://www.ellenmacarthurfoundation.org/circular-economy/what-is-the-circular-economy
circularity-gap.world/2022
https://www.circulardesignguide.com
http://www.flourishingbusiness.org
https://www.circularity-gap.world/2021
https://www.environment.no/topics/waste/
https://doga.no/en/articles/everyone-can-contribute-to-the-circular-economy/
https://ec.europa.eu/info/strategy/priorities-2019-2024/european-green-deal_en
Online readingOther recommended readings - not mandatory
Altman, J. and M. Hestad. 2019. The little booklet on: Business Design. 2nd edition. London: Brand Valley Publications. (Can be bought at AHO Infotorget, available in English and Norwegian)
Ceschin, F. and I. Gaziulusoy. 2016. Evolution of design for sustainability: From product design to design for system innovations and transitions. Design Studies. Volume 47, pp. 118-163.
Ellen MacArthur Foundation. 2012. Towards the Circular Economy Vol. 1: An Economic and Business Rationale for an Accelerated Transition. Available at:
Guldmann, E., Bocken, N. and H. Brezet. 2019. A Design Thinking Framework for Circular Business Model Innovation. Special Issue: Sustainable Value Creation through Business Models. Journal of Business Models. Volume 7, No 1.
Available at: https://journals.aau.dk/index.php/JOBM/article/view/2122
Magretta, J. 2002. Why Business Models Matter. Harvard Business Review. Volume 80, No. 5, pp. 86-92. Available at: https://hbr.org/2002/05/why-business-models-matter
Osterwalder, A. and Y. Pigneur. 2010. Business Model Generation: A Handbook for Visionaries, Game Changers and Challengers. London: John Wiley & Sons.
Upward, A. and P. Jones. 2015. An ontology for strongly sustainable business models: Defining an enterprise framework compatible with natural and social science. Organization & Environment. pp. 1-27. Available at http://openresearch.ocadu.ca/id/eprint/381/
| Form of assessment | Grouping | Grading scale | Comment |
|---|---|---|---|
| Portfolio assessment (Vurderingsmappe) | Group | Pass / fail | Active participation in classes is required and the ability to communicate and reflect on the subject will count in the assessment. This includes peer-to-peer presentation, participation and final presentation of the business project Deliverables: • Group presentation of project plan • Group presentation of a business model • Individual reflection paper on key learnings |
| Workload activity | Comment |
|---|---|
| Attendance | Participation in class at lectures and discussion seminars, the cross disciplinary workshop and tutoring is obligatory. Students are expected to take advantage of the time allotted for self-study and to read the given and recommended literature within their chosen or given area of design management. Students are expected to contribute to a professional and constructive cross disciplinary collaboration. |