Design‐Driven Leadership for Value Innovation in Healthcare

Abstract

As design thinking continues to evolve in its application for value creation, organizational change, and culture setting, the quest for value in healthcare has just begun: value-based healthcare as the foundation for patient-focused and outcome-driven value creation. Unfortunately, this process needs acceleration. We claim that it is necessary to adopt and learn from design thinking practices to identify meaning, purposeful thinking, and patientoriented innovation. We need to use design to structure culture and organizations to continue the healthcare value journey. Effective leadership in these uncharted territories is necessary. Comparing design capabilities and leadership capabilities presents us with a whole new viewpoint: interdisciplinary leadership design, as a basis for the formulation of options to enhance value creation and the outcome-based management of change and innovation. Lessons can also be learned for the needed evolution of design leadership in healthcare. This article uncovers a selection of design elements that contribute to new forms of leadership and identify design capabilities and activities that need adaptation for application in the (converging) healthcare arena. The article identifies elements that help reframe the application of design in convergent healthcare systems to create value by current and new leadership approaches.

Doing Design Thinking: Conceptual Review, Synthesis, and Research Agenda

“…This aligns with an earlier remark by Buchanan (1992, p. 6) for whom "designers are exploring concrete integrations of knowledge that will combine theory with practice for new productive purposes." Moreover, a gestalt view is highlighted as an enabler of problem identification and re-framing (Koomans and Hilders, 2017).…”

“…In doing so, several articles refer to Schön’s () book, The Reflective Practitioner . For example, Dalsgaard (, p. 145) states: “to address wicked problems, designers move through iterative phases of thinking and doing, or action and reflection in the widely used terminology of Schön ().” This aligns with an earlier remark by Buchanan (, p. 6) for whom “designers are exploring concrete integrations of knowledge that will combine theory with practice for new productive purposes.” Moreover, a gestalt view is highlighted as an enabler of problem identification and re‐framing (Koomans and Hilders, ).…”

Doing Design Thinking: Conceptual Review, Synthesis and Research Agenda

“…6) for whom "designers are exploring concrete integrations of knowledge that will combine theory with practice for new productive purposes." Moreover, a gestalt view is highlighted as an enabler of problem identification and re-framing (Koomans and Hilders, 2017).…”

A Study of Lacquerware Industry’s Upgrading and Sustainability Strategies from the Perspective of GVCs—Using China Fuzhou Lacquerware Industry as Example

“…The design sector, which is the main sector, selects the field to be integrated, according to the cultural and language characteristics of lacquer products to realize the upgrade of the industrial value chain. This view echoes with and verifies the view of Koomans & Hilders (2016) that DDI has the potential to create a significant competitive advantage as it understands the meanings for customers and has the potential to create disruptive new markets [98]. Therefore, through the above upgrading strategy, the industry drives the lacquer enterprises in the OSM stage to upgrade in GVCs by inter-sectoral innovation.…”