How Managers Engage with Design to Transform Public Governance

A Service of Leibniz-Informationszentrum econstor Wirtschaft Leibniz Information Centre Make Your Publications Visible. zbw for Economics Bason, Christian Doctoral Thesis Leading Public Design: How Managers Engage with Design to Transform Public Governance PhD Series, No. 21.2017 Provided in Cooperation with: Copenhagen Business School (CBS) Suggested Citation: Bason, Christian (2017) : Leading Public Design: How Managers Engage with Design to Transform Public Governance, PhD Series, No. 21.2017, ISBN 9788793579156, Copenhagen Business School (CBS), Frederiksberg, http://hdl.handle.net/10398/9480 This Version is available at: http://hdl.handle.net/10419/209029 Standard-Nutzungsbedingungen: Terms of use: Die Dokumente auf EconStor dürfen zu eigenen wissenschaftlichen Documents in EconStor may be saved and copied for your Zwecken und zum Privatgebrauch gespeichert und kopiert werden. personal and scholarly purposes. Sie dürfen die Dokumente nicht für öffentliche oder kommerzielle You are not to copy documents for public or commercial Zwecke vervielfältigen, öffentlich ausstellen, öffentlich zugänglich purposes, to exhibit the documents publicly, to make them machen, vertreiben oder anderweitig nutzen. publicly available on the internet, or to distribute or otherwise use the documents in public. Sofern die Verfasser die Dokumente unter Open-Content-Lizenzen (insbesondere CC-Lizenzen) zur Verfügung gestellt haben sollten, If the documents have been made available under an Open gelten abweichend von diesen Nutzungsbedingungen die in der dort Content Licence (especially Creative Commons Licences), you genannten Lizenz gewährten Nutzungsrechte. may exercise further usage rights as specified in the indicated licence. https://creativecommons.org/licenses/by-nc-nd/3.0/ www.econstor.eu COPENHAGEN BUSINESS SCHOOL WITH DESIGN TO TRANSFORM PUBLIC GOVERNANCE LEADING PUBLIC DESIGN: HOW MANAGERS ENGAGE SOLBJERG PLADS 3 DK-2000 FREDERIKSBERG DANMARK WWW.CBS.DK ISSN 0906-6934 Print ISBN: 978-87-93579-14-9 Online ISBN: 978-87-93579-15-6 Christian Bason LEADING PUBLIC DESIGN: HOW MANAGERS ENGAGE WITH DESIGN TO TRANSFORM PUBLIC GOVERNANCE Doctoral School of Organisation and Management Studies PhD Series 21.2017 PhD Series 21-2017 Leading Public Design How Managers Engage with Design to Transform Public Governance Christian Bason Supervisor: Robert D. Austin Doctoral School of Organisation and Management Studies Copenhagen Business School 1 Christian Bason Leading Public Design: How managers engage with design to transform public governance 1st edition 2017 PhD Series 21.2017 © Christian Bason ISSN 0906-6934 Print ISBN: 978-87-93579-14-9 Online ISBN: 978-87-93579-15-6 The Doctoral School of Organisation and Management Studies (OMS) is an interdisciplinary research environment at Copenhagen Business School for PhD students working on theoretical and empirical themes related to the organisation and management of private, public and voluntary organizations. All rights reserved. No parts of this book may be reproduced or transmitted in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage or retrieval system, without permission in writing from the publisher. Foreword This thesis is the culmination of an academic, professional and personal journey, where I have become increasingly intrigued by the contribution of design to innovation in the public sector. As a public manager, what might it take to engage with design approaches to enact change, not only in discrete projects, but on a wider scale? What are the implications and responsibilities for public managers, and the meaning with which they conduct their jobs? This curiosity has led me to take on an academic challenge, where since mid-2010 I have conducted this Ph.D. project to explore in detail the significance of design work for public managers and for the future of public governance. It has been a unique opportunity to do this while taking responsibility for other tasks and opportunities, first as director of the innovation team MindLab, and later as CEO of the Danish Design Centre. It has also been a bit overwhelming, and certainly something I could not have done without tremendous support from many quarters. With these acknowledgements, I wish to thank the many people and friends who have accompanied me, and in numerous ways given me the energy and possibility to pursue what has become this thesis. First of all, I wish to thank my thesis advisor, Robert Austin, originally with Copenhagen Business School (now Ivey Business School), who has guided the development of the thesis from the start. Also, I am indebted to co-advisors Rafael Ramirez of Oxford University’s Saïd Business School, Banny Banerjee at Stanford University and Dick Boland at Case Western Reserve University’s Weatherhead School of Management. A warm thank you to Eduardo Staszowski at the New School University’s Parsons School of Design, with whom I conducted a visiting scholarship. Along my academic journey I have also been extremely grateful for inputs and ideas from Richard Buchanan, also at Case Western; from Sabine Junginger at the Hertie School of Governance, Roberto Verganti at Milan Polytechnic, and from Stefan Meisiek, Daved Barry, Daniel Hjorth, Dorthe Pedersen, Carsten Greve and Lotte Jensen at Copenhagen Business School. A range of people in my professional network have been instrumental in enabling this work. From the outset, Betina Hagerup of the Danish Business Agency and Helle Vibeke Carstensen, then at the Ministry of Taxation, who both sponsored MindLab, were supportive of my plans. 3 Geoff Mulgan at Nesta has been an inspiration, as has David Halpern of the UK’s Behavioural Insights team, and Ann Mettler and Peter Droell, both at the European Commission. Stephane Vincent and Francois Jegou of La 27th Region have been great collaborators. Martin Stewart- Weeks, Tom Bentley and Nina Terrey have, from their vantage points in Australia, provided many opportunities to present and discuss ideas. To be able to take time away to write a thesis depended first on the professionalism and of my colleagues at MindLab, where many of the networks and relations leading to this work were established. At MindLab, Kit Lykketoft, then Deputy Director, was invaluable in running the day-to-day of the organisation during research-intensive periods, and Jesper Christiansen, formerly Ph.D. fellow at MindLab has provided insights and perspectives I have humbly built further on. Nina Holm Vohnsen and Karen Boll inspired me as well through their innovative Ph.D. projects. Since 2014 I have been supported by an incredible team at the Danish Design Centre (DDC), where special thanks are due to Chief of Staff Anne Christine Lyder Andersen, COO Sune Knudsen and project assistant Paw Wöhlk. MindLab and the Danish Design Centre are institutions under the auspices of the Danish Ministry of Business, under the leadership of Permanent Secretary Michael Dithmer. I am grateful that he and his ministry have allowed me to prioritize this research project alongside with my management duties. It goes without saying that this work would not have been possible without the 15 incredible public managers who have given me access to their personal leadership stories and experiences with using design. I wish to thank each of them for their time, commitment and openness in sharing their challenges and successes with me. Life, in all its “thrownness”, has been very much going on alongside this academic journey. My daughter Lillian was born approximately mid-way, and our other two children Julia and Christopher have grown from 3 and 6 years of age respectively, to nearly 10 and 13. I am indebted more than I can describe to my amazing wife Malene for her patience, understanding and resilience as I have pursued this project. Christian Bason Copenhagen, January 2017 4 Abstract in English In recent years, design has emerged as an approach to shaping public policies and services across industrialized and emerging economies. International institutions, national and local governments, foundations, philanthropies, volunteer and community organizations, and educational institutions at all levels have taken up a variety of approaches inspired by the field of design, often in response to growing pressures to innovate. But how these approaches influence public innovation – how they change the roles of public managers, how they help managers generate new ideas and solutions – and whether, as some have suggested, they might signal the rise of new governance models or paradigms – these issues have not, with perhaps a few exceptions, been rigorously explored. In this thesis, I explore these issues by examining the experiences of public managers who have pioneered the use of design approaches. More specifically, I confront three questions: • Characterizing design practice: Within public sector organizations, what does the application of design approaches entail? Why do public managers look to and commission design, and what tools, techniques, processes and methods are brought into play? • Design as change catalyst: How do design approaches, if at all, influence how public managers engage with their problems and opportunities for innovation? To what extent do design approaches help public managers achieve the changes they are striving for, and why? • Emerging forms of public governance: What form and shape do the outputs resulting from design approaches take? What are the links between design approaches and the emergence

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