Study Guide

Learning outcomes

Student
- can develop strategies for activities by applying design thinking
- can develop new business, value creation and action models by applying systemic thinking, future foresight, mapping, ideation and user methods
- can design, manage and facilitate co-design activities as a means to solve strategic level challenges

Implementation and methods of teaching

The course begins with getting to know the preliminary material and preparing to discuss and do group work based on the material. On the first day of face-to-face teaching, strategic design will be introduced as a lecture, tasks and discussion. The preliminary material is used as a basis in the groups on the second contact day, when we get to know systemic thinking and co-design methods and issues of strategic foresight, innovation planning and facilitation. On the third contact day, the exercise of planning co-design and implementing it is carried out as a foresight sprint, and on the fourth, the methods and facilitation experiences of this exercise and the results of the foresight sprint are analyzed. The last study task is carried out after the contact sessions as an individual application of forecasting, systemic thinking, business thinking and ideation methods to one's own development task.

Timing and attendance

Since the study course involves practical co-design work and its facilitation, participation in contact days is essential.
Schedule: 133 h of student work
A preliminary assignment to get to know the given material and related tasks 20 h
Friday 2.2. Fundamentals of strategic design Markus Kreschmer 8 h (the guest's part is not recorded)
Sat 3.2. Methods of strategic co-design 8 h
Intermediate task familiarization with co-design materials 11 h
Fri 16.2. Strategic co-design sprint 8 h
Sat 17.2. Presentation of sprint methods, reflection and analysis of results 8 h
An independent, final assignment of 70 hours applicable to one's own development task will be returned no later than 20.3.

Learning material and recommended literature

Articles and other material distributed in the e-learning environment for the preliminary assignment: Change of design in a strategic direction, social development situation, nature of design thinking, principles of current value creation, multidisciplinary development, the design of co-design.
Additional reading:
Idris Mootee. 2013. Design Thinking for Strategic Innovation. Wiley.
Design research Moodle materials: Co-design and Strategic design.

Working life cooperation

A foresight sprint is executed during the course connected to ASKO (the evolving methods of CX) project.

Student time use and work load

Since the study course involves practical co-design work and its facilitation, participation in contact days is essential.
Schedule: 133 h of student work
A preliminary assignment to get to know the given material and related tasks 20 h
Friday 2.2. Fundamentals of strategic design Markus Kreschmer 8 h (the guest's part is not recorded)
Sat 3.2. Methods of strategic co-design 8 h
Intermediate task familiarization with co-design materials 11 h
Fri 16.2. Strategic co-design sprint 8 h
Sat 17.2. Presentation of sprint methods, reflection and analysis of results 8 h
An independent, final assignment of 70 hours applicable to one's own development task will be returned no later than 20.3.

Contents

The course discusses and practices the operations of strategic design and design thinking (Design Thinking) as part of the innovation process related to business or the proactive development of organizations. This includes understanding and applying future methods to joint planning, the operating mechanisms of a front-end innovation process typical of design thinking, systemic thinking and creating customer value in new business models.

Assessment criteria

The evaluation focuses on the exercise of planning and implementing co-design in a group and the application of the development perspectives and their methods that have been reviewed and practiced in the course to an independent task aimed at one's own development task. The foresight sprint in the group makes up 40% of the grade and the independent final task 60% of the grade.

Assessment scale

1-5

Assessment criteria: level 1 (assessment scale 1–5)

can critically extract development methods from the discussion of their professional area
knows how to act strategically in his area of ​​expertise
knows how to manage himself and act like an entrepreneur

Assessment criteria: level 3 (assessment scale 1–5)

can pick up and critically evaluate methods related to strategic design
knows how to build networks and partnerships
can assess the economic effects of operations
knows how to take responsibility for the community's goal-oriented competence development in a strategy-oriented manner

Assessment criteria: level 5 (assessment scale 1–5)

knows how to critically and innovatively use domestic and international methods related to strategic design
can evaluate and develop operations
knows how to use strategic thinking to develop solutions for renewing operations

Learning outcomes

Student
- can develop strategies for activities by applying design thinking
- can develop new business, value creation and action models by applying systemic thinking, future foresight, mapping, ideation and user methods
- can design, manage and facilitate co-design activities as a means to solve strategic level challenges

Assessment scale

1-5

Learning outcomes

Student
- can develop strategies for activities by applying design thinking
- can develop new business, value creation and action models by applying systemic thinking, future foresight, mapping, ideation and user methods
- can design, manage and facilitate co-design activities as a means to solve strategic level challenges

Assessment scale

1-5