• Enjoy the journey

    Don't worry about the destination.

  • What is Co-Design ?

    co-design |verbe (transitive)| \ˌkəʊdɪˈzaɪn\

    Literally: "to design jointly" (Collins English Dictionary)


    Through co-design, individuals go through an iterative process of inquiry and co-creation in which they tap on their diverse set of knowledge, experiences, and insights to create an artifact - be it conceptual or material - that participates in solving their common problem [Détienne 2006; Kleinsmann 2006; Steen 2013].

    Why does it matter ?

    As today’s business reality is increasingly characterized by ill-defined, complex, and intangible management problems, scholars and thought leaders have called for a designerly approach to management (Boland et al. 2008; Dunne et al. 2006; Jelinek et al. 2008). Following this movement, co-design (or collaborative design) has recently emerged as an approach to solve an increasing number of collaborative management problems such as strategic management, information systems development, new products or services, and innovation.


    This approach has several benefits to address collaborative management problems: it allows teams to make use of their diversity to generate better ideas, it promotes a trial-and-error approach to solving the problem, and it increases the level of commitment and satisfaction with the solution.

    What can we do about it ?

    I believe in the generation of a “toolbox” to help management teams co-design solutions mostly but not exclusively to ill-structured problems. This toolbox could address a variety of problems in which each problem would have a tool dedicated to it. It would come in support whenever teams face specific problems. In the case of well-structured problems, there already exists classical, rational decision making tools. But "design thinking" approaches are becoming increasingly popular even for well-structured problems. Thus, we could also imagine a new generation of tools for these types of problems, even though it is less needed.

    Example of application Area :

    Startup Identity Communication

    Paul Leivand says « Companies’ purpose and mission statements often don’t help, being as vague as “we want to be the company of choice for our customers” or “we are committed to delivering the highest quality and widest selection to our customers. We know, however, that companies with a strong identity — the kind that is backed up by the ability to deliver their promise — tend to win. In a recent survey of 720 executives, companies that were seen as having a stronger identity outperformed others by 25% (in terms of average annual TSR between 2010 and 2013) »


    How to construct a collaborative tool to model a Startup Brand Identity ? -- This is the current project on which I am working and will update this page with the advances of that project.

  • Papers

    Here you can find out more about this project

    A tool for identity communication

    We present a first prototype of a visual collaborative tool that supports the co-design of the identity communication strategy

    Thesis Proposal

    This was presented and accepted in January 2017, to the Doctoral School of the IS department of HEC Lausanne, Université of Lausanne.

    Workshop paper (VMBO 2017)

    In this research in progress presented at VMBO in March 2017, we explain why brand modelling is crucial, what a brand is, and how to develop a branding tool. We seek to develop a startup brand ontology and to visually represent it in order to help startups co-design their brands – to help them express and communicate a clear and consistent vision, image and culture to all their stakeholders.

    Collaborative Tools (HICCS 2018)

    Designing Tools for Collectively Solving Ill-Structured Problems

    Ill-structured management problems are of paramount importance for organizations today. As they are complex to solve, they are undertaken by teams of diverse individuals who make use of tools to help them in solving such problems. Most tools either focus on supporting collaborative practices or are dedicated to solving specific ill-structured problems. In this paper, we bridge these two perspectives and provide design principles for tools that both support collaboration and are tailored for specific ill-structured problems. We derived these design principles from our participant observation of two critical cases of such collaborative tools: the Business Model Canvas and the Team Alignment Map. We lay the theoretical and design foundations for future developments of similar collaborative tools. Our paper illustrates the value that the IS discipline can bring to the increasing call for a design approach to management by rigorously developing tools for co-design.


    general ideas and inspirations

    - Uniqueness or emotions ?

    - Cool video on corporate culture (thanks Jojo)
    - Purpose-driven company

    - Steve Jobs on communication

    - 30 Brand Definitions

    - Lean Brand Canvas

    - Brand Dictionary

    - Brand Alignment - HBR

  • Contact

    Reach out to me