Commercialisation Services, Invest Northern Ireland /Gerry Finn, Director, Northern & Western Regional Assembly /Bob Gray, Director, Red&grey Design &
added-value to The irish economy by adding another dimension to its ecosystem of innovation supports and while also bringing this innovation
encourage investment in design as a key driver of competitiveness and innovation. ID 2015 is
Investment in Design-Driven Innovation Processes by Governments and Firms Across Europe and the World Is increased Yielding Growth
An Opportunity Exists in Ireland to Change Mindsets about What it Means to Apply Design thinking Principles to Business Development
and Innovation 04 Lessons from Other Countries Indicate that Supports to Irish SMES could Be enhanced by the Addition of Design-Driven
Demonstrate the positive ROI from investment in design-driven innovation 27 †33 Building Design-Driven Capability
State of design thinking/strategic design in Ireland †Illustrate the current understanding of design-driven innovation in Ireland
Danish Enterprise and Construction Authority 2011). ) The Vision of the Danish Design 2020 Committee. P. 11
to The irish economy. It is established well that innovation is a key driver of organisational competi
Rigour in pursuing opportunities that match significant customer need and developing related products or services quickly, at the right price
and fit for purpose is essential The ability to continuously transform knowledge and ideas into new products, services, processes
and systems for the benefit of the firm and its stakeholders or to possess †innovation capabilityâ€
is a key requisite for business success Th e D es ig n P ro
learning through the integration of design thinking. It has been proven that when businesses harness designer-like thinking across
the entire business model they cultivate dynamic cultures, more desirable products and services, faster growth and passionate
customers. It is now time for Ireland to embrace this approach Programmes and strategies have been put in place internationally
to develop competitive advantage, by export-orientated economies and as key enablers of innovation strategies
In October 2010, the European commission included design as a priority in the new Europe 2020 Flagship Strategy †Innovation Unionâ€
there is a real opportunity for Ireland†s SMES and policy makers to now learn from and build upon the success of others and by making
skills and services to support their businesses. The arguments for a strong indigenous business sector are compelling however the key
developing the innovation performance of the enterprise sector (and the strengthening of the overall innovation ecosystem) in particular
Enterprise Ireland, the government agency responsible for the development and growth of Irish enterprises on global markets, has been to the forefront of this programme of
investment with supports provided across a range of areas such as â€oe Design in America isn†t about form
but innovation, in the guise of new products and services. †3 Th e D
es ig n P ro ce ss In-Company Supports (R&d Fund, HPSU R&d Equity Funds
Other supports are provided by Local Enterprise Offices, which provide a range of complementary initiatives to support people who
the domestic and global challenges facing our enterprise develop -ment, but instead should be considered a further tool in the innova
enterprise statistics for services (NACE Rev. 2 Extracted February 2014 7 Ibid 8 Galindo-Reuda, F. and Millot F
2015). ) â€oemeasuring Design and its Role in Innovationâ€, OCED Science, Technology and Industry Working papers, 2015, OECD
existing goods and services Measuring the Level of Design Activity †the Case of Denmark
Globalizing Learning Economy Bengt-Ã ke Lundvall, March 2009 Th e D es ig n
and Experience Economy. †STEP 01 Companies that do not use design STEP 02 Companies that use design for styling
of a design-driven innovation approach and design thinking can im -pact positively on economic growth and job creation in Irish SMES
10 Danish National Agency for Enterprise and Housing 2003). ) The Economic Effects of Design, P. 3
â€oe Design pays off. Companies that adopt a comprehensive approach to design make more money and generate more exports
investment in design-driven innovation 19 The returns from design -driven innovation Demonstrate the positive ROI from
investment in design-driven innovation Design has been proven as a source of competitive -ness for all firms.
the return on investment is greater than when design is used only for styling 20 Th
Creation of distinct and attractive products and services along with a higher price paid for them;
and the Economy and the Ministry of Education and Culture (2012 Design Finland Programme. P. 8
and services that have transformed existing markets or opened up new ones; and Establishing improved or new processes for product and service
Design Leads to Profit: businesses can expect £4 in net operating profit Design integration is correlated highly with innovation outcomes
particularly product and innovations, including new to-market innovations: The probability of introducing a product (marketing
criteria and monitors the impact of their investment in design and innovation over time†21 compared to Standard and Poor†s (S&p
economist Anders Rune, who conducted the analysis Sweden Research commissioned in 2008 by the Swedish Industrial Design
manufacturing sector to understand the impact of investment in strategic design had on profitability. The Foundation found that
develop products, services and brands that capture the imagination of customers throughout the world†Department of Industry and Regional Development
2003). ) Success By design: A Report and Strategic Plan from the New zealand Design Taskforce P. 14
Design thinking Exploring Values and Effects from an Innovation Capability Perspective, Design Journal Vol. 17, No. 3, P. 403-424
Strategy articulates the firms preferred environment and the type of organisation that it is striving to become. 26 Strategy involves
-nising opportunities. The strategy must be supported by a shared vision across the organisation that defines the company direction
and strategy with its customers The first step in the process is to ensure that the firm†s strategy
the thinking, practices and tools of design, related to opportunity identification, idea generation and selection. Selecting the right
of innovation that uses design thinking as the process B uilding D esign-D riven C
Design thinking Project Techniques & Tools Do the Right Projects Do the Right Projects Right 01
Communications Market 01 Understand the problem 02 Observe users 03 Define insights 04 Ideate & prototype
05 Test 32 Design thinking has emerged as a multidisciplinary, human-centred innovation approach influenced by the ways designers think and
work. It includes aspects such as feasibility and viability, and one of its core aspects is the creativity that emerges from the tensions
among these various constraints. 28 However, design thinking is more than just a process or tool. It is an interactive activity that
The following figures illustrates the design thinking process as practiced by the the d. design) School a hub for innovators at
>05 Prototype >06 Test Design thinking Process 01 02 03 04 05 06 33 The second step in the process is to bring this product or service to
market or †doing the right project rightâ€. This activity is fraught with difficulties and again must be carried out in a structured way to be
Firms must deliver product or services to customers at the right price, the right quality, at the right time and with the
management, communication and specific expertise associated with their offering Thus firms must be competent in all aspects of their business
Communications The purpose and vision of the organisation acts a guide when developing concepts, analysing experiences, defining goals
asking critical questions, discovering communication gaps identifying opportunities and generating new insights. Therefore it is important that design-driven innovations are viewed not in
isolation but are seen as part of the greater company vision Thus, it is important to communicate the company message
effectively to its staff and to its customers B uilding D esign-D riven C
on design thinking across all disciplines Design as a tool for the integration of product and process
environment. This approach has enabled the company to compete for business from all the major multinationals in Ire
Anord identified a design opportunity and realised that if they could complete the job successfully, new markets would be
Customers are looking for effective solu -tions to meet their needs and Anord have found that introducing designers early on
is still opening up new opportunities particularly in continental Europe where major supermarkets are now looking for
differentiate itself from the competition Jim Costello recognised from the start that design would provide the compet
depended hugely on design thinking across all disciplines Lessons from Mcor Technologies The Benefits of †Design-Thinkingâ€
to customers. Ironically what is obvious to customers is the industrial design input (styling) although this is the least
significant design intervention. The following takeaway points from the case are important Mcor were driven by the belief that they
Design thinking was utilised across all disciplines in the innovation process Mcor used a structured design process to
customers Deirdre Maccormack, CMO Mcor Technologies Ltd 42 Ir is h D es ig n
design thinking approach led Quad-X to continue to design and develop products that meet target customer needs
getting potential customers involved in developing product specifications Quad-X now have a significant design
environment to achieve advanced prod -ucts without identifying it as design is an excellent example of how †hidden designâ€
by Enterprise Ireland. Collectively the program focused on design for manufac -ture optimisation, resulting in reduced
State of design thinking /strategic design in Ireland Objective Illustrate the current understanding of design-driven innovation in Ireland
State of design thinking /strategic design in Ireland Illustrate the current understanding of design-driven innovation in Ireland
Industry Stakeholders Development Agencies and Government departments in Ireland and Northern ireland S tr at eg ic
There is a self-fulfilling context for design thinking /strategic design in Ireland †SMES don†t appreciate
were familiar with design thinking, but few policy advisors and industrialists were 04 Initial Education It was felt that the education system was not producing rounded
to create sustainable Irish jobs and economic growth and design-driven innovation has a role to play
That design thinking/process is an essential component of rigorous disciplined innovation particularly for medium to hi-tech companies
Finish Ministry of Employment and the Economy and the Ministry of Education and Culture (2012
and strategies and driven by either enterprise departments, national design councils/design centers or design promotion institutes.
offerings range from consulting or advisory services on-site mentoring, matchmaking between designers and businesses, education and training and
â€oeintroducing design thinking as an overarching approach within companies is one way in which Invest Northern ireland (and the Department of
Enterprise, Trade and Investment) is influencing companies in Northern ireland to help increase their productivity, reduce costs
Council and the Global economy Design Management Journal Vol. 7, No. 3, P. 10-14 34
-orientated economies e g. New zealand (Export-Orientated Economies Where market failure is evident and intervention is necessary, in the case
where the allocation of goods and services by the free market is not efficient and effective i e. low export performance of SMES (Market Failure;
and Where design has been integrated as part of national and regional innovation policies and recognised as crucial to the exploitation of new
Design Leadership/Designing Demand Programme Norway: Design-Driven Innovation Programme Wales: Service Design Programme Ireland:
Investment: â 290,000 (2010-2012 Run by: Danish Design Centre 37 Scherfig, C.,Brunander, M and Melander, C. 2010.
The total investment by the Danish Government was â 200,000 Design Boost was a short intensive program that aimed to introduce
total investment by the Danish Government was â 90,000 These examples give a quick overview of programmes strategically
New zealand Trade and Enterprise Investment: NZ$5MILLION per annum (approx. â 3. 8m)( ongoing Run by: Better By design (Operating within
New zealand Trade and Enterprise 38 Text adapted by the authors from the SEE Project Case study
Library www. seeplatform. eu /casestudy. asp S up po rt P ro gr am m
A programme was developed that offered a range of services to assist high-potential export companies to integrate design into all
behaviour change (the employment of designers, investment in R&d and implementation of design processes), performance
clients revealed a 119%increase in investment in design, an average increase in exports of 37.5,
Given the size of New Zealand†s domestic economy and its lack of scale and critical mass, helping export businesses access new
and services has become the centrepiece of the government†s policy for innovation and business
development agency is part of the Department of Enterprise Trade and Investment, manages the country†s Design Service
Programme. Since 2008 there have been two significant phases of funding. In 2011 and 2014, independent evaluations of these
the Design Service investments set out above Programme The Design Service has been delivering support for strategic
Department of Enterprise, Trade and Investment Investment: £2. 4m (2008-2011) £3. 5m (2012-2015
Run by: Invest Northern ireland Design Awareness: Promoting the strategic importance of Design through events, conferences and road shows
wider NI Government its partners and stakeholders The Main Design Development Programme (DDP The Main DDP seeks to develop businesses understanding of the
and offers participants an opportunity to work with experienced design mentors and professionals on their own design
the opportunity to network with one another to discuss design -related issues and share good practice.
an opportunity to work with experienced design mentors and professionals on their own small scale and group projects.
global economies. The review, endorsed by the Chancellor, recom -mended support for the Design Council†s programme and called
Design Leadership/Designing Demand Programme Country: UK Funded by: Department for Business, Innovation and Skills
Investment: £1. 3m per year (2007-ongoing Run by: Design Council UK 39 Cox, G. 2005) Cox Review of
Demand National Evaluation 2007-2012 Background The need to strengthen innovation is high on the political agenda
Investment: â 8m to date (2008-ongoing Run by: The Norwegian Centre for Design and Architecture S
an object to make it more appealing to customers The Design-Driven Innovation Programme was set up to encour
about their users into practical concepts and opportunities 41 Norwegian Ministry of Trade and Industry (2008-2009
significant R&d investment by the companies themselves. Compa -nies involved emphasise that this investment would not have been
made without the initial support from the programme User Research: learning how to uncover the needs of use
Identifying Opportunities: turning user insights into design concept; and Idea Clarification: using design methods and industry expertise to choose
report 43 revealed that services account for between 15%and 20%of total revenue earned by UK manufacturers (compared
that these services tend to focus on fixing products, ongoing maintenance, marketing and sales, for example, rather than a
Investment: £1. 2m (2010-2013 Run by: National Centre for Product Design and Development Research (PDR), Cardiff Metropolitan University, Wales
Building a Balanced Economy on a Secure Manufacturing Base 71 Intriguingly, a survey conducted in 2010 by the same organisation
This shift from products to services provides clear opportunities for service designers who can support manufacturers in realising
business models. The Service Design Programme for Wales set out to capitalise on this shift and demonstrate how service design can
kick-starting a demand for design-led service innovation Programme The Service Design Programme was developed
design as a tool for economic growth within the advanced materials and manufacturing sector The Service Design Programme began in July 2010
demand by creating demand among Welsh manufacturers and expertise in service design among Welsh designers. The programme
-views) and impact indicators (new services launched, R&d invest -ment induced and jobs created. Combined, these indicators have a
The shift from products to services is as much about a change in management culture as it is about a change in
-set, approach and business model are easier to implement within smaller companies S up po rt
Initially funded under the Enterprise Ireland Applied Research Enhancement Scheme from January 2006 to December 2009
across a range of sectors †software, manufacturing and services †based in the northwest of Ireland.
products and services and to generate competitive advantage well beyond the end of their involvement in the programme
online site was created to manage communications and provide a digital forum for the organisations to communicate at any time
Enterprise Ireland Applied Research Enhancement Scheme Investment: â 121,000 (2007-2008 Run by: Centre for Design Innovation
Institute of technology Sligo S upport P rogram m es 74 Within 15 months each company applied a design approach to
respond to industry through Enterprise Ireland†s Innovation Voucher Scheme. 44 Avenue Moulding mapped its service offering, developed a well-received
quick-start mould manual for its customers and engaged with a new design firm Connacht Gold engaged with Institute of technology Sligo design students
Design Flanders is part of Enterprise Flanders a government agency charged with developing the economy and enterprises in Flanders
the Dutch-speaking northern part of Belgium. One of the core func -tions of Design Flanders is to encourage companies to incorporate
The SME Wallet is a business support delivered by Enterprise Flan -ders. It enables SMES in Flanders to obtain subsidies of between
Enterprise Flanders Investment: â 202,500 (2013-ongoing Run by: Design Flanders S upport P rogram m
es 76 Background The 2009 report †Management Matters in Northern ireland and Republic of Ireland†highlighted a significant gap between the
Investment: â 1. 5m (2011-2016 Run by: Intertradeireland S up po rt P ro gr
Develop an effective business plan to incorporate innovation at the core and improve business management, planning and strategic
opportunities identified in the research for The irish cases and are linked also to identified best practice
Ireland has an opportunity to begin this process and to move its SMES along the design ladder as
Identified Opportunities Recommendations Responsible Organisation (s 01 Increase the Competitiveness and Growth of Irish-owned SMES
Benchmark Irish owned SMES against the Design Ladder Methodology Or Develop Ireland†s Community Innovation Survey to Include
Department of Enterprise Jobs and Innovation /Enterprise Ireland /Local Enterprise Offices Irish Design 2015 /Enterprise Ireland
/Local Enterprise Offices CSO-Enterprise Ireland /Department of Enterprise Innovation & Jobs /Irish Design 2015
A ctions 82 Medium Term Actions Identified Opportunities Recommendations Responsible Organisation (s 01 Develop a National Strategy
to Accelerate the Application of Design-Driven Innovation Processes 02 Recognition of Design as a
Key Tool to Drive Innovation Performance in Ireland 03 Broaden the Role of The Advisory
and Development Services 04 Increase the Number of Design -Driven Innovation Courses across Higher Level Education
Broaden the envisaged Strategy for the Design Sector under the Government†s Action Plan for Jobs
to Include a Focus on Developing Design-Driven Innovation Processes The Successor to the Strategy for
Science, Technology and Innovation 2006-2013 should Recognise and Integrate Design-Driven Innovation Practices /Design thinking Represents a
Potential Additional Dimension to Ireland†s Tools of Innovation Business Supports in Ireland should Include the Provision of
Department of Enterprise Jobs and Innovation /Enterprise Ireland /Design and Craft Council of Ireland Department of Enterprise
Jobs and Innovation /Enterprise Ireland /IDA /Science Foundation Ireland /Higher education Authority /Irish Research Council Enterprise Ireland
/Local Enterprise Offices Higher education Authority /Third Level Institutes /Education and Training Boards A ct io
ns 83 Long term Actions Identified Opportunities Recommendations Responsible Organisation (s 01 Increase Exposure to Design
Processes in Primary and Secondary education 02 Encourage the Promotion and Application of Design-Driven Innovation Processes in the Public
Procurement System 03 Develop a Network of Centres of Design Innovation Across Ireland to Support Local Industry
Develop an the Integration of Design thinking Programmes in both Primary and Secondary Education in Ireland
Develop a Programme to Reward Design thinking Solutions in the Public Procurement Process Build upon the Centre for Design
Innovation Template at IT Sligo to Create a Regional Network Department of education and Skills /Irish Design 2015
/Local Enterprise Offices A ctions 84 â€oefrom our research and experiences, we anticipate that in the
Commercialisation Services, Invest Northern ireland /Eddie Cummins, Assistant Director The CIRCA Group Europe /Frank Devitt, Senior Lecturer, Design
General, Department of Jobs, Enterprise & Innovation /Gerry Finn, Director, Northern & Western Regional Assembly
Local Enterprise Office, Dublin City council /Linzi Ryan, Senior Design Research Associate Centre for Design Innovation, IT Sligo
Commercialisation Services, Invest Northern ireland /Frank Devitt, Senior Lecturer Design Innovation, Maynooth University /Clare Dunne, Assistant Secretary general
Department of Enterprise, Trade and Employment /Stephen Dunniece, Technical Director & Systems Design Engineer Cirdan Imaging
/Neil Cooney, Senior Economist/Policy Adviser, Enterprise Ireland /Eugene Forde, Department of Enterprise Trade and Employment
/Karen Hennessy, Chief executive Design and Crafts Council of Ireland /Stephen Hughes, Manger Construction Timber and Consumer, Enterprise Ireland
/Chantelle Kiernan, Scientific & Innovation Advisor, IDA /Laura Magahy, CEO MCO Projects, Executive Chair Irish Design 2015 & Chair of the Design
& Crafts Council of Ireland /John Moran, Former Secretary general Department of Finance Appendix 4 Consultees
and Enterprise /Yvonne Harris, Research & Evaluation Manager Design Council UK /Laura Lee, Professor of Architecture, Carnegie
established to drive continuous improvement in Ireland†s health and social care services The Authority†s mandate extends across the quality and safety of the public, private (within
services in Ireland (except mental health services Social services Inspectorate †Registration and inspection of residential homes for children, older people and people with disabilities.
schools and foster care services Monitoring Healthcare Quality †Monitoring standards of quality and safety in our health
services and investigating as necessary serious concerns about the health and welfare of service users
services, evaluating information and publishing information about the delivery and performance of Ireland†s health and social care services
Overview of Health Information function Health is information-intensive, generating huge volumes of data every day.
Equally those responsible for planning our services experience great difficulty in bringing together information in order to make informed decisions.
A robust health information environment will allow all stakeholders †patients and service users, health professionals, policy makers and the general public to make choices or
delivery, planning and monitoring of services One of the areas currently being addressed through this work programme is need the to set
2. 3 Stakeholders 10 3 Interoperability standards...11 3. 1 International Standards Development Organisations 11
Internationally there is widespread investment in ehealth, broadly defined as the exploitation of information and communication technologies (ICT) in healthcare to enhance the quality
and safety of patient care. A comprehensive definition covering all facets of ehealth is found
health and business, referring to health services and information delivered or enhanced through the Internet and related technologiesâ€. the term characterizes
and worldwide by using information and communication technology†(1 ehealth can enhance the quality, accessibility and efficiency across all healthcare services
through the secure, timely, accurate and comprehensive exchange of clinical and administrative data (2) offering a number of benefits including
a set of ehealth interoperability standards including communication and terminology standards based on widely available and implemented international standards, a system of
in order to inform key stakeholders †service users suppliers, purchasers and implementers of ehealth applications, and healthcare providers â€
The Authority is committed fully to stakeholder consultation and values all feedback provided as part of its standards development process.
views and input of all stakeholders as to where ehealth interoperability standards are most urgently required and where
service users and service providers will have the opportunity to provide feedback and participate in the development process.
provision of more cost-effective and timely services Without the appropriate use of Information and Communications technology (ICT) this
national standards including communication and terminological systems for example, coding and terminology (36; 37). ) Addressing these deficits now will provide immediate benefits as well
stakeholders including: suppliers, purchasers and implementers of ehealth applications healthcare providers, and any other interested parties, about the proposed future direction
In such a heterogeneous environment the ability to share information between systems †interoperability-is critical
need for patient-centred shared care, demands the effective use of ICT. The ability to share
monitoring and planning of services. Yet, despite this, it is recognised that the â€oe†seamless electronic communication between systems and between health professionals is not the rule
products and services. Standards enable a market. They are part of the infrastructure for innovation-led growth†(47
2. 3 Stakeholders A wide range of stakeholders will benefit from having ehealth interoperability standards in
place including healthcare professionals, service planners, healthcare organisations healthcare software suppliers, implementers together with the standards development
The benefits to stakeholders include the following ï¿service users benefit from the use of ehealth interoperability standards in a number
patient-centred shared care, providing the patient with services in the most appropriate setting, which will increasingly be in the community
areas to highlight gaps and opportunities where the application of ehealth interoperability standards will improve patient safety and quality.
standards-development work, they are being exposed to increased competition from industry de facto standards, and they are facing problems with assessing compliance
stakeholders involved, generally under the auspices of an SDO, and crucially also promote competition There are currently seven major international organisations involved in ehealth standards
ï¿The International organisation for Standardization, ISO (www. iso. org; the largest developer of worldwide standards
Digital Imaging and Communications in Medicine, DICOM (http://medical. nema. org/),the de facto standard for electronic medical imaging
Integrating the Healthcare Enterprise, IHE, a major industry-led ehealth systems interoperability initiative (www. ihe. net)( 43
One of the limitations of certain messaging standards is that they conflate process (services and content (documents),
services-oriented architecture ï¿no terminology support ï¿does not support semantic interoperability HL7 v3 ï¿
services (SOA ï¿growing community support internationally ï¿increasing tool support available ï¿growing number of
In the current economic climate, where it is unlikely that there will be significant investment in the development of EHRS, it is important to use the opportunity to work on those
initiatives which can be progressed and which will result in fairly immediate benefits, and those which will constitute important building blocks for the future.
with stakeholders. The Health Service Executive (HSE) is finalising its ICT Strategy while at the same time progressing a number of key national initiatives notably NIMIS and the
significant investment in existing systems and be proofed future against whichever of the competing standards available at the time (2007) became the international norm
6. Industry developments and health service delivery opportunities will be taken into account 7. The standards proposed will ensure value for money
shared cared, demands the effective use of ICT or ehealth (as it is referred to in Europe).
and differentiates interoperability standards for communication (i e syntactic or messaging standards) and semantic interoperability standards i e. terminological
that all stakeholders are consulted in the development of ehealth standards for Ireland and this report is
3) Department of health and human services-Center for Medicare and Medicaid Services Medicare Program; E-Prescribing and the Prescription drug Program;
www. hse. ie/eng/services/Publications/corporate/transformation. pdf. Accessed on: 25 February 2011 5) Department of health and Children.
http://ec. europa. eu/enterprise/archives/e-business -watch/studies/special topics/2007/documents/Special-study 01 -2008 ict health standards. pdf. Accessed on:
46) Department of Enterprise, Trade and Innovation. IRELAND'S PRIORITIES FOR FP8-Preliminary Irish Paper on the Eighth European Framework Programme for Research and Technological
The economics of standardization, Final report for Standards and Technical Regulations Directorate. UK department of Trade and Industry, University of Manchester
Referrals from General Practice to Outpatient and Radiology Services, including the National Standard for Patient Referral Information. 2011.
Communication Standards Bidirectional exchange of information between two health system entities CEN EN 13606 EHR communication
CEN EN 13609-1: 2005 Messages for maintenance of supporting information in healthcare systems Part 1:
Device Communications Infrastructure Standards Standards for a group of communication components to collectively provide support for
distribution of information within a network of peers within the health system, e g. machines and institutions
stakeholders to access and comment on standards developed †including via public comment periods of at least 60 days
advise the Authority on the identification of key stakeholders e g. user communities, professional bodies and domain experts who should be consulted
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