Using Design Thinking to Facilitate Information Technology Service
Within the context of fierce competition, limited resources, and turbulent economies, large organizations are challenged to maintain agility and profitability. Enterprise Resources Planning Systems (ERPs) help organize, define, and standardize all business processes to effectively plan and control an organization, to capitalize on internal knowledge, and to seek external advantage. Despite a considerable body of knowledge about success and its influencing factors, individuals and organizations continue to be challenged in making use of this knowledge within their particular context, pushing implementation problems from the space of complex, to the wicked. The thesis critiques traditional programmed practices, enforced by largely prescriptive methodologies; contending that success in ERPs projects without careful examination and concise understanding for context, will continue to be a moving target. Design abilities in addressing wicked problems have already been established in different domains. Leaning on theories from design, organizational, psychological, and behavioural sciences, a design intervention framework was proposed to complement (augment) current practices, to facilitate the challenges faced during implementations. The conceptualized framework addressed the influence and properties of project space, project teams, and a refined pedagogical framework to introduce, enhance, and disseminate design knowledge within the organization, to effectively manage implementations’ complexities. The organizationally-intimate nature of the topic, required a research design that can ascertain an adequate account for the context-sensitive phenomena. Therefore, a qualitative, interpretive case study, undertaken within a novel research framework (integrating ethnography and action research, and refined through two pilots), was used to evaluate the efficacy, applicability, and feasibility of the proposed design framework. Multiple data sources—design boot-camp (thirty six design tools with sixteen participants), two pilot studies, nine interviews, direct and participants observations, audio-visual materials, and other documents—were collected, digitized, and analysed to interpret and triangulate findings. The emerged findings confirmed the fundamental role of design thinking in framing and resolving implementation issues, and validated the value of the proposed intervention framework in giving stakeholders and organizations the platform for positive engagement, the means to develop a nuance understanding (sense making) for own context, the ability to cultivate creative confidence in devising solutions within, and the resilience to retune this awareness at the speed of need towards a mindful organization.
- PhD