Codebook

During the qualitative content analysis process, the codebook in Table 3.11 portrays the process to develop emergent categories that are addressed the sub-question 1. This analysis was done in atlas.ti and is represented in Table 3.11.

Table 3.11: The main emergent categories of Design Thinking from the respondents interviews, and examples coding from quotes in sub-question 3

RES. UNITS OF TEXT/QUOTE CODE Selective

category/conception

MN_1 ‘What sets us apart is the fact that, instead of just responding to the brief, we will go all the way back to what is the core aim of what the client is asking for.’

Establishing and satisfying needs

Problem solving

RB_5

‘this kind of out-of-the box thinking, the ability to understand a need and then to translate the need into something’

Lateral understanding of the problem area

Need finding

MN_1 ‘We obviously have to take into consideration all things as a designer, social things, the aesthetics and how things work. It is very much this under-defined very broad way of

Systems understanding- broad way of looking at a problem

looking at things. Trying to look at things from more than one angle…’

CP_2 ‘Understanding the customer is the main thing

to making something that’s useful.’ Human purpose and need informs usability Customer/user led

MN_1 ‘Looking at things from not only the technical side but perhaps how aesthetics would affect how people interact with things or how people's background would affect how people interact with something and the actual object effect, how people interact with it.’

Consideration for the social background and interaction of the customer/user

Cultural associations

EB_6 ‘I think that, in order to really be able to embrace Design Thinking, you have to be able to be curious. You've got to be able to go “Oh, ok. I wonder why…”, and that’s where it starts with the prototype- iterate- prototype-iterate process.’

Generating and

constructing the problem

Generative

JVN_7 _{‘So you make prototypes and you get user}

feedback and you iterate, iterate, iterate, iterate.’

Feedback and measurement cycles (cycles of improvement)

Iteration

RB_5 ‘this kind of out-of-the box thinking, the ability to understand a need and then to translate the need into something, the ability to prototype, the ability to test, all of the skills’

Creating measures and preparing for feedback

Prototyping

VM_3 ‘For me it’s listening to your end-user and being able to test the hypothesis and the change. You could say that is Design

Thinking. You could say that is good business. You could say that's lean start-up stuff. You could say that it’s a scientific method.’

Proof of concept Feedback method from customer/user

Testing

EB_6 ‘I don’t think I ever mentioned the word. Maybe I did. For me the Design Thinking that is used just informs everything. If you had to speak to them about what you are doing around design: that’s what we do. But we don't call it that. We definitely take it from the self; I need to generate and take this on myself, I need to co-create, I need to work with other.’

Working with others Peer learning

Co-create

Tables 3.12 and 3.13 in the following pages, represent the example of the coding addressing sub-question 3. These table’s are also represented from the coding done in Atlas.ti and category matrix developed that addresses the analysis Phase B in sub-question 3 (also see Appendix E for further examples).

Table 3.12: An example of coding the data to the categorisation matrix for the human rule in sub-question 3

Human Centric Empathy Multi-disciplinary Teamwork

Hu m a n r ul e

Human centric by serving the needs of the customer

Human centric by empowering the employees of an organisation Human centric is about hiring the right people

Human centric has a strong relationship with empathy

Human centric by looking after customers

Human centric by aspiring to what you do

Human centric as a means to engaging with customer

Empathy is researching the unmet needs of the customer

Empathy is employing responsibility in the employee of the company

Empathy as a holistic understanding of someone Empathy as a scope to question assumptions Empathy as allowing colleagues to try new things in the company

Empathy as autonomy

Empathy as establishing customer relationships Empathy as holistic to the company

Empathy as listening Empathy as responsibility Empathy as the ability to challenge Empathy as user role playing

Empathy builds employee dedication to business Empathy by touching people’s aspirations

Empathy by understanding what customers want and need

Empathy can move into other avenues of the company

Empathy created through experience of the product Empathy drives customer’s unmet needs

Empathy is for a nice customer segment Empathy with customer drives product quality Empathy refines quality

Empathy requires research

Empathy consequently improves employee satisfaction

Empathy through customer’s touch with product Empathy through the aesthetics of the product Empathy as a means to facilitate communication with the user

Multi-disciplinary work brings a broad set of views to a task that solves a problem for the customer Multidisciplinary bringing a broad set of disciplines to task

Multi-disciplinary work broadens the scope of projects in the company Multidisciplinary means leadership different levels of the company Multidisciplinary with specialists Multidisciplinary as resource

Teamwork takes the development further than one would have imagined oneself. Teamwork builds internal company relationships

Teamwork facilitates different input and refinement

Teamwork of specialist and generalists structure forms a stronger whole Teamwork takes it further than you would have imagined your self

Teamwork as cross functional Team work refers to collaborative input

Table 3.13: An example of the categorisation matrix based on the human rule in sub-question 3

RES MAIN CATEGORY QUOTE CODES EMERGING SUB-CATEGORIES RELATIONAL BUSINESS

MODEL BUILDING BLOCK CATEGORY

CP_2 Human centric People are quite understanding, because we had stitches come loose before, but because you are quite open with your business, where it is an artisan kind of craft business, these kind of customers don’t say 'Ah’ my thing broke, they say.... ah don’t worry if you only send me a little rivet to NY I'll be happy and then you just send one, it's easy like that.

Human centric by having personal contact with the customer Customer relationship management Personal contact Customer Relationships Personal assistance

CP_2 Human centric We took the harder route, not by choice, because we had to. We took the manufacturing under our roof, design everything, so PR, literally everything, except making the actual fabric to make the leather, is done in house, but it does give us complete control over our product, we know how to, because we own our stores, we have one in the biscuit mill and the watershed store and we have a store in Berlin opening up. So the best people that can give an experience of a product are the people that own the store.

Human centric through personal experience of product Customer relationship management Personal assistance Customer retention Customer relationships Personal assistance Channels Own stores

VM_3 Human centric So I think as a company we are very much led by that, I don't think it starts with product

development, to be honest, I think it starts with hiring; it starts from the kind of people you get to work on a problem, need to be people who care, I think it starts there.

Human centric by valuing employees

Employee relationship management

Nurturing employee values Motivated team to work on problem

Key resources Human