Conference Agenda

To innovate stakeholder value, designers, business strategists, and marketers rely on shared understanding to co-create value. While co-creation is established in strategic design, practitioners use related terms interchangeably, including co-creation and Mass Customisation (MC). While conflicting terminology enables stakeholder participation, resources and knowledge are fragmented, obstructing a unified practice and limiting shared understanding of value creation. This paper clarifies co-creation and MC terms, explains why practitioners interchange terminology, and examines how stakeholder value and disciplinary perspectives shape their usage. We analysed 828 academic papers across the design, business, and innovation disciplines, focusing on commonly confused lexicons. We reveal that designers, business strategists, and marketers hold incompatible interpretations —from product creation to strategic value —because each discipline values participation differently, confining fashion practices to existing, repetitive models that limit innovation. To solve this conundrum, we propose Inter-Poly-Creation (IPC), which unifies terminology and bridges participation as a continuum of collaboration.

Problems are not what they used to be. The complexity and scale of today’s challenges require a fundamentally different response from organisations. In this paper we will argue that they effectively need to move from ’problem-solving’ to a design approach. And that they need to move away from a ’one-off’ approach to innovation to creating interventions that move complex system to a better state. This requires a space and infrastructure for continuous innovation. For a model on how to achieve this, we turn to the practices of directors of creative agencies, as they shape environments for ongoing creation. The dynamics of this ’Studio Model’ will be illustrated in a case study of a municipality that has adopted this way of working.

This article discusses an attention-based view of the firm ABV in the context of situated organisational decision making and strategising at the intersection of design and management. To encourage the articulation of contradictions among professionals in strategy making, a speculative approach is proposed with alternative games. An open conversation on the assumptions guiding attention in strategising may benefit from diverse design approaches that create attentional engagement to improve neglected user situations. Harmful consequences among (senior) users of modern technologies are used as examples.