[pt] Esta pesquisa busca estudar e entender os processos de validação de novos negócios que podem ser diretamente relacionados com os processos comumente vistos no campo do Design, enfatizando o empreendedorismo dentro de um campo historicamente estético. O processo de design costuma chegar até o desenvolvimento de um protótipo, com poucos projetos que incluem fases posteriores como produção piloto, validação com clientes e usuários ou desenvolvimento de suporte para a distribuição e venda. Muitas das informações para o desenvolvimento de produtos partem da observação de usuários e produtos existentes, no entanto, pouca atenção é dada às fases posteriores à construção de um protótipo. Portanto, é pertinente questionar: quais seriam as potencialidades do design nestas fases posteriores e como o seu processo pode extrair informações para o desenvolvimento de novos negócios baseado em seus produtos? Supõe-se que o Design tem um papel particular e portanto relevante nas fases de construção de um empreendimento, logo faz-se necessária a aproximação do método de Design com as técnicas e ferramentas de estruturação de negócios. O objetivo desta pesquisa é conhecer o papel do Design no processo de empreendedorismo, especialmente os meios pelos quais um negócio baseado em produtos pode ser validado com o apoio do design. Para atingir a este objetivo foi realizada uma revisão da literatura envolvendo o desenvolvimento de produtos e de negócios, focados em modelos ágeis. Após o levantamento teórico, foi realizada uma análise de um desenvolvimento de um projeto de produto atrelado a um modelo de negócios para a criação de um negócio orientado pelo design. Este projeto serviu para verificar e avaliar as ferramentas de design de criação de produtos e suas as técnicas de validação de negócios, previamente estudadas na fase teórica. Concluiu-se que empresários e designers não possuem tantas diferenças assim, porém designers possuem qualidades inerentes à sua profissão que potencializam a sua capacidade empreendedora para validação de novos produtos através de simulações e protótipos. Desta forma, é possível prever a ampliação e o aperfeiçoamento do método de design em direção ao empreendedorismo. / [en] This research seeks to understand the validation processes of new businesses that can be directly related to the processes commonly seen in the field of Design, emphasizing entrepreneurship within a historically aesthetic field of study. The design process usually goes as far as developing a prototype, with few projects that include later phases such as pilot production, validation with customers and users or support development for distribution and sale. Many of the information for the development of products depart from the observation of existing users and products, however, little attention is given to the later phases of the construction of a prototype. Therefore, it is pertinent to question: what would be the potential of design in these later stages and how can your process extract information for the development of new product based businesses? Supposed that Design has a relevant role in the construction phases of an enterprise, therefore it is necessary to approach the Design method with the techniques and tools of business developing. The purpose of this research is to know the role of Design in the process of entrepreneurship, specially by which means a product-based business can be validated. To achieve this goal, a literature review was carried out involving product and business development focused on agile models. After the theoretical survey, a product design was analyzed and linked to a business model for the creation of a product-based business. This project served to verify and evaluate the product design tools and business validation techniques previously studied in the theoretical phase. It was concluded that entrepreneurs and designers do not have so many differences, but designers have inherent qualities in their profession that enhance their entrepreneurial ability to validate new products with the aid of simulations and prototypes. In this way, it is possible to predict the expansion and improvement of the design method towards entrepreneurship.

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Digital transformation has been a focus of public and private sectors to both improve and sustain business value by leveraging rapidly evolving technology. Digital technology is ubiquitous and inter-connected, changing the face of business, government and society through the creation of new industries, with automation replacing two thirds of existing jobs. The challenge is that most digital transformation efforts fail, mainly due to inadequate leadership and management as well as failure to accept that it is a multi-disciplinary problem. Another challenge is to distinguish between digital transformation (DT) and digitization where the former is based on a customer-centric value proposition and the latter focuses on cost-cutting and operational excellence. This difference also highlights the business/technology divide where the former is mainly DT and the latter is mainly digitization. The challenge addressed in this thesis is how to obtain management acceptance that digital transformation is multi-disciplinary and to make recommendations with respect to how best to achieve DT goals. The research methods followed is a blend of participatory action research (PAR), case study analysis and literature analysis. The principal research findings are that there is no single, management methodology that can increase the chances of DT success but that a modified form of enterprise architecture (EA) that collaboratively interacts with the other management frameworks can likely provide a solid foundation to effectively achieve DT. The thesis consists of an assessment of the current methodologies, four articles that each discuss an area to support effective DT, followed by a request for change (RFC) to up-date the TOGAF 9 EA framework standard. TOGAF was selected due to its pervasive usage globally (80% of Fortune 50 and 60% of Fortune 500). The RFC accommodated both the concepts raised in the articles and other innovations highlighted in the literature review and assessment. The thesis concludes that enterprise architecture is a key business technique that al-lows the sharing of core decision support information across the enterprise, enabling all management frameworks, especially those on the technology-management divide, to collaboratively realize digital transformation.

Creating and communicating the business value of design is a complex task. This case study set out to bridge the fields of business and design by investigating how design consultants can communicate the value of design to their clients. More specifically, the study investigates (1) how desirability can be linked to viability by using Strategy Maps and Conditional Statements, (2) how to quantify design output by calculating Return on Investment of Retention and (3) how to verbally and visually communicate design through relevant terminology and communication techniques. To do this, a Business Thinking approach was applied. A first research phase consisting of 12 interviews were conducted, focusing on understanding the work environment of design consultants at the digital consultancy firm Futurice and how they collaborate with their current project clients. The results were used as a blueprint for the second research phase, consisting of one-on-one co-creation workshop sessions between design consultants and their current clients. The sessions were evaluated in Business Thinking experiments and interviews. Physical co-creation canvases were implemented and used in the workshops. The experiments demonstrate that tools and methods inherited from Business Design and Business Thinking can be integrated without disrupting the existing DesignOps at Futurice. Further, the results indicate that the Business Thinking approach can be applied both to the design process of individual design consultants and into DesignOps management, which encourages application beyond the case of Futurice. To what extent is profoundly dependent on the design maturity of the individual designer and the organization. This is assessed and discussed based on the Design Ladder. / Att skapa och kommunicera affärsvärdet av design är en komplex uppgift. Denna fallstudie syftar till att sammanlänka områdena affärsutveckling och design genom att undersöka hur designkonsulter kan kommunicera affärsvärdet av design till sina kunder. Mer specifikt undersöker studien (1) hur önskvärdhet kan kopplas till genomförbarhet genom att använda Strategy Maps och Conditional Statements, (2) hur man kan kvantifiera design-output genom att beräkna Return on Investment of Retention och (3) hur man verbalt och visuellt kan kommunicera design genom relevant terminologi och kommunikationstekniker. För att genomföra detta tillämpades ett tillvägagångssätt baserat på Business Thinking. En första forskningsfas bestående av 12 intervjuer genomfördes med fokus på att förstå arbetsmiljön för designkonsulter på det digitala konsultföretaget Futurice och hur de samarbetar med sina nuvarande kunder. Resultaten användes som ett underlag för den andra forskningsfasen, bestående av one-on-one workshop-sessioner mellan designkonsulter och deras nuvarande kunder. Sessionerna utvärderades i experiment och intervjuer baserade på metodik från Business Thinking. Fysiska a co-creation kanvaser implementerades och användes i samtliga workshops. De utförda experimenten visar att verktyg och metoder baserade på Business Design och Business Thinking kan integreras utan att störa befintliga design operationer (DesignOps) på Futurice. Resultaten indikerar även att Business Thinking-strategier kan tillämpas både vid designprocessen för individuella designkonsulter och vid DesignOps inom en organisation, vilket även uppmuntrar till tillämpning utanför Futurice. I vilken utsträckning detta kan göras beror på mognadsgraden för design, både för individuella designers och för organisationer. Detta bedöms och diskuteras baserat på metoden Design Ladder.

An ontology describing the constructs and their inter-relationships for business models has recently been built and evaluated: the Business Model Ontology (BMO). This ontology has been used to conceptually power a popular practitioner visual design tool: the Business Model Canvas (BMC). However, implicitly these works assume that designers of business models all have a singular normative goal: the creation of businesses that are financially profitable. These works perpetuate beliefs and businesses that do not create outcomes aligned with current natural and social science knowledge about long term individual human, societal and ecological flourishing, i.e. outcomes are not strongly sustainable. This limits the applicability and utility of these works. This exploratory research starts to overcome these limitations: creating knowledge of what is required of businesses for strongly sustainable outcomes to emerge and helping business model designers efficiently create high quality (reliable, consistent, effective) strongly sustainable business models. Based on criticism and review, this research project extends the BMO artefact to enable the description all the constructs and their inter-relationships related to a strongly sustainable business model. This results in the Strongly Sustainable Business Model Ontology (SSBMO). To help evaluate the SSBMO a practitioner visual design tool is also developed: the Strongly Sustainable Business Model Canvas (SSBMC). Ontological engineering (from Artificial Intelligence), Design Science and Systems Thinking methodological approaches were combined in a novel manner to create the Systemic Design Science approach used to build and evaluate the SSBMO. Comparative analysis, interviews and case study techniques were used to evaluate the utility of the designed artefacts. Formal 3rd party evaluation with 7 experts and 2 case study companies resulted in validation of the overall approaches used and the utility of the SSBMO. A number of opportunities for improvement, as well as areas for future work, are identified. This thesis includes a number of supplementary graphics included in separate (electronic) files. See “List of Supplementary Materials” for details.