Dip works!

DIP works!

Design-driven Innovation Programme – a golden opportunity for Norwegian business and public sector

STATUS REPORT 2012

DIP works ‌ and now work begins!

Norway is the first country in the world to launch a programme for design-driven innovation. Based on given criteria, the programme provides financial support for start-up pilot projects in private and public sector companies where strategic design is used as an innovation tool already at the concept development stage. The programme is aimed primarily towards established companies.

The pilot projects utilise completely new concept development methods that actively involve the users in the processes and where the results can then be used to help realise new products and services. The goal is to contribute to increased competitiveness and new growth in ever more demanding markets by greatly enhancing the target accuracy of innovation projects.

Enormous interest and impressive results Since launching the programme in 2009/2010, a total of 53 pilot projects have been implemented and more are in the pipeline. To date, 341 companies from 70 different industries have applied for project support. Interest is enormous!

The results from the first projects are starting to be seen now in 2012. Many

of them are very impressive and the majority have since been realised.

Modest investments in the new methodology have resulted in significant R&D investments in realising the concepts that have resulted from the programme’s pilot projects. All the companies involved have realised the value of design-driven innovation as a method and wish to further develop their competencies in methodology through the new projects. The companies emphasise that these results would not have been realised without support from the programme.

Ensuring that the results benefit business The biggest and most important task lies ahead. We shall ensure that all results and descriptions of processes and experience gained benefits busi-

ness as a whole in the years to come.

As the results gradually become available, work will commence on spreading knowledge of design-driven innovation through publications, seminars and courses. Parallel to this, we shall be implementing new pilot projects in businesses and areas facing major, unresolved challenges.

This report shows what awaits Norway, and we can already say with certainty that DIP is having a great effect on the Norwegian Design Council’s target segments. DIP works!

Jan R. Stavik

Skule Storheill

MANAGING DIRECTOR NORWEGIAN DESIGN COUNCIl

DIRECTOR OF R&D AND INNOVATION NORWEGIAN DESIGN COUNCIL

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In brief:

This is DIP With the Design-driven Innovation Programme (DIP), we are implementing pilot projects (Design Pilot) at established businesses and public-sector companies. The aim is to test entirely new innovation tools that can give increased competitiveness and even greater user satisfaction Design-driven innovation is a systematic, user-driven process. It is used in a concept stage with a view to developing new products, services, business processes or organisational structures. The method used identifies user behaviour, practice and potential requirements, including unrecognised or latent. The users can be consumers, customers, staff, companies, partners, suppliers or other members of society.

The process makes use of design competency right from the start of the project, in the concept stage so as to establish the user focus. The method includes systems for converting the collated information into new business opportunities through specific outline concepts, prototypes and solution specifications.

ing that they can be taken further to the research, development and commercialisation stages, with good prospects for a successful market launch.

Design Pilot is a cooperative project between the Norwegian Design Council, the Research Council of Norway and Innovation Norway.

The aim is to bring out proposals for solutions that are so unique and interest-

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53 companies are now on the way!

One of the main activities in DIP is the implementation of pilot projects based on applications for support from companies in Norway. These are organised under the project name Design Pilot.

The first projects were started in 2010, with further projects getting under way in 2011 and 2012. Design Pilot supports

STAGE:

On completion of the Design Pilot project the result is assessed by the company and a decision taken as to whether the concept should be realised and go forward to the R&D and imple-

Broken down by industry:

(in NOK ‘000)

(in NOK ‘000)

MARITIME 2120

HEALTH, MEDICAL EQUIPMENT AND BIOTECHNOLOGY 3880

ENERGY, ENVIRONMENT, OIL AND GAS 2350

PUBLIC SECTOR SERVICE PROVIDERS 2340

IKT AND TELECOMMUNICATION 1100

MARINE AND AQUACULTURE 2150

EMERGENCY AID 935

OTHER B2B/B2C INDUSTRY 2045

OTHER PRIVATE SECTOR SERVICE COMPANIES 1345

LAUNCH UNDER WAY IMPLEMENTATION IN PROGRESS R&D IN PROGRESS

Breeze Tekstil AS

H. Aschehoug & Co (W. Nygaard) AS

Norsk kirkegårdsservice AS

H. Aschehoug &Co (W. Nygaard) AS

TINE SA

Rindalshytter AS

NorDan AS

Grove Knutsen & Co AS

Keep-it Technologies AS

Scandinavian Business Seating AS

Luxo AS (Senere del av Glamox ASA)

Senter for fredsstudier (CPS)

ROFI Industrier AS

Norges Røde Kors

OCEA AS Avdeling Aquaservice

Mentum AS

Nofima AS

Sogn Aqua AS

Ocea AS

Sjøtroll Havbruk AS

Zenitel Norway AS

Trådløse Trondheim AS

Q-Free ASA

Munch-museet

Oslo kommune utdanningsetaten

Utlendingsdirektoratet

Vinmonopolet

Deichmanske bibliotek

Biota Guard AS

Roxar Flow Measurement AS

Hafslund Strøm AS

Salto as

HomeControl AS

MOVE ABOUT AS

NTE Holding as

Medema-gruppen AS

Laerdal Medical AS

Kysthospitalet, Sykehuset i Vestfold HF

TOPRO AS

Akershus universitetssykehus HF

LESS AS

Oslo universitetssykehus

Laerdal Medical AS

SERO AS

Sonitor Technologies AS

Poliform AS

Vestdavit AS

Ulstein Power & Control AS

Maritime Robotics AS

Timm AS

Regatta

DESIGN PILOT CONCEPT DEVELOPMENT PROJECT IN PROGRESS

Politiets data- og materielltjeneste (PDMT)

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mentation stage. The aim is to see the project through to launch.

From completion of the Design Pilot project to launch can take anything from 1 to 4-5 years, depending on complexity and R&D challenges. The diagrams show how many projects are under way, how far they have progressed and the main industries to which they belong.

Broken down by industry:

Gurskøy AS

4 3 2 1

only the introductory concept development stage of an innovation project.

This stage normally takes up to one year.

To date, no fewer than 341 companies from 70 different industries have applied for pilot project support. Interest is enormous!

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DIP results in greater R&D investments An important method of measuring whether DIP gives results that would otherwise not have been realised is to determine if Design Pilot projects culminate in decisions to undertake further development through R&D, implementation activities and investments. The first round of Design Pilot projects was implemented during 2010. Many of these projects are subject to confidentiality clauses pertaining to competitiveness and IPR. However, common to the majority of them is that the Design Pilot results have been so successful that it was subsequently decided to make them actual projects for further follow-up and R&D (see pages 6-7).

Some examples: The following three companies are among those which have decided to bring the results from Design Pilot forward to the R&D stage and have applied for R&D support from Norway’s SkatteFUNN tax deduction scheme and the Research Council of Norway’s User-Driven Research-Based Innovation scheme BIA and Maritime Activities & Offshore Operations scheme MAROFF.

The total value of the planned R&D investments in these three companies, including likely support from the Research Council of Norway, is initially estimated at NOK 75 million. By comparison, support for the Design Pilot projects for the same three companies totalled in their time NOK 1 million!

R&D INVESTMENTS NOK 75 million

• Ulstein Group ASA • Zenitel Norway AS • Sjøtroll Havbruk AS

In these cases we can firmly establish that DIP has had a tremendous effect for the companies concerned and has also given a good return on the public funds invested.

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NOK 1 million in DIP support has resulted in NOK 75 million in planned R&D investments.

DIP SUPPORT NOK 1 million

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DIP contributes to many follow-up applications to the Research Council of Norway and Innovation Norway.

NORWEGIAN DESIGN COUNCIL

Systematic, well-functioning cooperation with good role division DIP is aimed primarily at established companies that wish to change tempo in their business field.

Although still at an early stage in the lifespan of the programme, we can clearly see that the concept development projects supported by Design Pilot lead in the next stage to applications for support for follow-up projects with the focus on the challenges presented by R&D. It would appear that the resources of the Research

Council of Norway and Innovation Norway serve exceptionally well as a follow-up system for innovation projects that start with concept development projects from DIP and are based on design-driven innovation methodology.

nancial assistance in moving forward with their Design Pilot projects. In addition, cooperation enables the interchange of competencies between the parties based on clear role division and insight into one another’s specialist concepts.

RESEARCH COUNCIL OF NORWAY INNOVATION NORWAY

MAROFF

IFU-OFU (INDUSTRIAL AND PUBLIC SECTOR R&D SCHEME)

DIP

Since 2010, good cooperation has been established between the Norwegian Design Council, the Research Council of Norway and Innovation Norway in following up on companies that may require fi-

SKATTEFUNN (TAX DEDUCTION SCHEME)

BIA (USER-DRIVEN RESEARCH-BASED INNOVATION SCHEME)

OTHER RESEARCH COUNCIL OF NORWAY/INNOVATION NORWAY PROGRAMMES AND FINANCING SCHEMES

CONCEPT DEVELOPMENT

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R&D AND IMPLEMENTATION

LAUNCH

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Simulated advancement in DIP results and activities

Status and future

2009

Design Pilot 2009, 2010 and 2011 attracted no fewer than 341 applications with a total value of NOK 154 million from 70 different industries! Applications to date have resulted in a total of NOK 19 million being paid out to 53 projects.

The majority of these projects have moved forward to the R&D/development stage.

For reasons of competition and IPR considerations, the projects are subject to secrecy up until the time of launch. The Norwegian Design Council has signed a number of confidentiality agreements with companies relating to these projects to ensure that insight and documentation are not leaked in the run-up to launch. The important work of systematising all the collated information concerning processes and results will therefore start up in 2012.

This material will be prepared in stages for different channels.

In the years to come, the experience gained from the Design Pilot projects shall be disseminated and followed up with a particular focus on the following: • Presentation of end-results from the participating companies • Presentation of company cases showing the innovation process used • Presentation of methods used based on design-driven innovation methodology • Line of argument and presentation of the competency build-up achieved by the individual companies through their participation in DIP and the degree to which the methodology can be brought further as a new tool in the way the companies will work in the future

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• Presentation of the pitfalls and problems that may have been experienced in connection with implementation of the projects • Presentation of the resources from Innovation Norway and the Research Council of Norway that were used to realise the ideas that arose as a result of the Design Pilot projects

Main activities in 2012 PUBLICISING OF THE RESULTS The primary intentions with DIP are to reap experience of the pilot projects and disseminate it to Norway’s business sector.

Follow-up visits to and interviews with all companies that have received grants for DIP projects. We shall gain access to experience of processes and methods, material used in the processes, cases and evaluation of results.

All collated information will be structured, processed and prepared for media use with the aim of disseminating all experience-related material to the business sector in general at national level. This work will commence in 2012.

Our publicising activities in 2012 will feature presentation via digital media with the main focus on our own DIP-dedicated website, in order to be able to keep fully up to date with projects and quickly publicise the results. This website is now up and running and will be regularly updated.

In addition to the cooperation established with Innovation Norway and the Research Council of Norway in connection with the rounds of Design Pilot projects and case handling of company applications, 2012 also the establishment of specific competency transfer initiatives for the parties involved.

DESIGN PILOT, NEW ROUND A new round of Design Pilot funding is currently open for applications; deadline is 31 May 2012, by when as many as 60-90 applications are expected to be received.

The programme will have resources to support implementation of 10-15 new pilot projects with start-up around the turn of the year 2012/13.

Activities from 2013 onwards From 2013 onwards, project results will be publicised faster and in greater numbers. This will give the Norwegian Design Council the opportunity to utilise the information collated in its dissemination efforts, research projects and connecting with international innovation partners and EU initiatives in design-driven innovation in the business sector.

DESIGN PILOT, FURTHER ROUNDS New rounds of Design Pilot will be implemented based on the same platform as before, but with a profile aimed more at internationally active companies. The cooperation with Innovation Norway and the Research Council of Norway on resources will be taken a step further, with follow-up

2010

2011

2012

of completed Design Pilot projects in the development and commercialisation stage.

PUBLICISING AND DISSEMINATION It is estimated that the number of companies with results that can be released will number at least 20-30 during 2013. In addition to further developing the publicising activities being established in 2012, also in preparation will be publications, reports, films and a basis for seminars aimed at the business sector and the whole resource apparatus. Opportunities for large-scale events in conjunction between the Norwegian Design Council and Innovation Norway will be considered.

METHODS AND TOOLS We consider that by the end of 2013 the basis for the project will be sufficiently well established to enable work on developing specific “toolboxes” and methodology concepts to commence. This will be planned so as to allow new experience and practices to be integrated on an ongoing basis. The aim is to establish a foundation for the following activities aimed at the business sector from the end of 2013 and onwards: • Reference work for “Help with selfhelp” • Specialist press • Workshops • Courses and seminars • Advisory/consultancy services • Clusters as a possibility

2013

2014

2015

2016

LAUNCH APPLICATION ROUND

CONCEPT PROJECT

DEVELOPMENT AND IMPLEMENTATION

LAUNCH APPLICATION ROUND

CONCEPT PROJECT

DEVELOPMENT AND IMPLEMENTATION

LAUNCH APPLICATION ROUND

CONCEPT PROJECT

DEVELOPMENT AND IMPLEMENTATION

LAUNCH APPLICATION ROUND

CONCEPT PROJECT

DEVELOPMENT AND IMPLEMENTATION LANSERING

APPLICATION ROUND

CONCEPT PROJECT

DEVELOPMENT AND IMPLEMENTATION LANSERING

APPLICATION ROUND

CONCEPT PROJECT

DEVELOPMENT AND IMPLEMENTATION

UTVIKLING OG IMPLEMENTERING APPLICATION ROUND

CONCEPT PROJECT

IDÉPROSJEKT APPLICATION ROUND

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Ulstein Power & Control AS supplies products and services in bridge instrumentation, steering and monitoring systems, power packs and integrated communication for the international maritime market. The company is part of Ulstein Group ASA.

What users say: Vestdavit develops lifting gear called davits for launching lifeboats and is a world leader in advanced davit systems suitable for carrying out offshore rescue operations in challenging weather conditions. Customers are in the marine, offshore and seismic industries. Vestdavit is based in Bergen.

Vestdavit AS

Ulstein Group ASA

From Design Pilot project report:

“The information from the user surveys was crucial in enabling us to identify product improvements and new opportunities. We used substantial resources and time on the user surveys, but we found that it was the right priority and it gave us valuable input.

We found that design-driven innovation is the right methodology

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Ulstein Group ASA is an internationally renowned shipbuilder and supplier of ship designs and integrated system solutions for ships.

From the Design Pilot project report:

for developing new products. It is extremely important to have both user input in the process and a methodical approach, as this significantly reduces the risk of developing wrong solutions.

For Vestdavit, Design Pilot has been an eye-opener for those on the technical side of the business, who are now better able to appre-

ciate the value of design as part of the innovation processes. In the coming years we will be engaged in more development processes, where we will build on the good experiences gained with Design Pilot.”

“This process method is new for Ulstein and the maritime industry.

By developing conceptual solution specifications, the methodology provides the basis for radical rather than incremental innovations. Our experience suggests that the project can be of great relevance in similarly complex innovation processes in other industries, such as the oil industry and the health sector.

The Design Pilot project has been and remains of great significance for Ulstein. It has put thoughts and ideas in context that were previously fragmentary and dispersed throughout the organisation.

Design-driven innovation has been nothing less than epochal, yet at the same time has produced realistic results. Competence development through the Design

Pilot project has been stimulating and contributed to us being able to implement a bigger and more concrete project.

“Design-driven innovation has been epochal, yet at the same time has produced realistic results.”

The vision project and the holistic picture enabled by the Design Pilot project has been the key to Ulstein’s heightened focus on innovation in advanced ships’ bridges.”

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Zenitel is a telecommunication company headquartered in Oslo. Among Zenitel’s most important brands is Stentofon, which has embraced IP technology and today supplies intercom switchboards, apparatuses and associated software in segments such as industry, building safety and infrastructure.

Zenitel Norway AS

Designit AS (Service design agency)

From the Design Pilot project report:

Partner Kaja Misvær rates DIP a new trendsetter:

“One thing we have learned with design-driven innovation as a method is how well it was received within the company. It has been good at getting competent people to step back a little and take a more holistic view. The project has enabled us to implement the concept of “user-driven development”. Intro-

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Designit is an international design and innovation company with its head office in Copenhagen and a branch office in Oslo. The agency has been and is the leading consultant for 5 of the 53 Design Pilot projects that have been implemented.

ducing this concept and an understanding of the thinking behind it will clearly strengthen our innovation capabilities for future projects.

Without the financial support made available through Design Pilot, this project could not have been embarked upon.”

“We have experienced great changes in the business world and the market for design after the introduction of the Design Pilot programme.

There is a greater understanding of the importance of involving the users at an early stage of the innovation process. It also instils greater confidence in us as designers and

openness to using design as a tool for innovation at a strategic level in companies – where it is recognised that we have an important, value-creating role. The Design Pilot projects have provided an important opening for interesting, long-term cooperation with companies that have not previously used design.”

Read more

This is DIP The Design-driven Innovation Programme (DIP) is a government initiative. The programme introduces a new method for the business sector. It is based on a systematic, user-driven approach that uses the concept stage with a view to developing new products, services, business processes or organisational forms. The method used identifies user behaviour, practice, potential needs including unrecognised or latent. The users can be consumers, customers, staff, companies, partners, suppliers or other sections of society.

The process is typified by the use of design competency right from the outset of the project, in the concept stage, in order to establish user focus. In addition, there are systems for translating the information collated into new business opportunities using specific concept outlines, prototypes and solution specifications that designers have unique expertise in implementing.

The government’s focus on DIP In the Innovation white paper (government white paper no. 7, 2008-2009), the government has set out the following focus on design-driven innovation: ”There exist at present no targeted measures within design to stimulate a systematic, user-oriented approach already at the concept stage in corporate innovation work. The government has therefore proposed that in 2009 a total of NOK 10 million be earmarked for a new design programme to stimulate the build-up of competencies and investment in the concept stage based on systematic user studies and design methodology, so-called DIP (Design-driven Innovation Programme).

Through pilot projects, DIP will in part contribute to increased knowledge of processes and the usefulness of design-driven innovation. Through the spread of information, this will stimulate the business sector to intensify its focus on this methodology.”

What triggered the focus on DIP? In 2009, analysis institute Synovate carried out a nationwide survey of the business sector that revealed the following:

• Only 13% of Norwegian companies conducted user surveys in connection with their innovation processes.

• Companies that actively used design methodology in their processes had twice the degree of innovation as other companies, regardless of industry.

• Four times as many design users apply for patent protection compared to companies that do not use design methodology in their innovation processes.

The aim of DIP By allocating resources to implement a concept stage that is rooted in knowledge of design-driven innovation methodology, the aim is to start projects that strengthen innovation and competitiveness in the business and public service sectors.

Companies wishing to start projects based on such knowledge and are willing to make their experiences available to others can apply for financial assistance for the concept stage. DIP is a cooperative project between the Norwegian Design Council, Innovation Norway and the Research Council of Norway. The aim of the project is to: • Contribute to helping Norwegian companies and public institutions become more innovative and encourage more concrete, competitive innovations.

• Contribute to the development of specific method tools and procedures that will form the basis for advisory services and new company related service provision programmes.

• Harvest new knowledge and new experiences associated with practicing design-

driven innovation methodology, both for the individual company and at national level by spreading experience-related material to the rest of the business sector.

Another aim is to stimulate network building between players across different industries and subjects, and to nurture close cooperation between companies and R&D and design environments.

The Norwegian Design Council will ensure follow-up and the spread of new knowledge and results achieved through seminars, presentations, workshops and publications, both under its own auspices and through the networks of participating companies as the results gradually materialise over the coming years.

Who can apply for support?

DIP grants can be given to all legal units, such as companies providing goods and services, organisations, public sector companies, and private or public sector institutions including educational and research institutions.

The size of the company and/or its geographical location are irrelevant, although the programme is aimed at established companies wishing to strengthen their competitiveness or service level by creating new solutions for their users. The involvement of users and a focus on design methodology in the concept stage are central to the project.

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A design-driven innovation process begins with a systematic study of requirements in the concept stage. Design competency accompanies the entire project through to launch.

The government is maintaining its focus on DIP and has granted a further NOK 10 million to the programme in 2012.

Grants are only given to projects with at least one participating company whose aim is to further develop the results of the concept stage to the introduction of a new solution. It is a requirement that this company either has overall responsibility for the project or is the main partner.

Foreign partners may take part in the project provided that it contributes to furthering design-driven innovation in private and public sector companies in Norway.

See the results to date!

Since its launch in 2009, the government has made available new grants to the DIP programme each year. Figures for the three-year period to date can be summarised as follows: • A total of 341 applications have been received at a value of NOK 154 million from 70 different industries.

• Actual grants to date of approximately NOK 19 million have been awarded to a total of 53 projects in production industries and service provision companies in both the private and public sectors.

• The majority of these projects have moved forward to the R&D/development stage on completion of the concept development project that Design Pilot supports. For reasons of competition and IPR

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considerations, the projects are subject to secrecy up until the time of launch, a process that can take 1-4 years following completion of the Design Pilot project.

• The government is maintaining continued support for DIP and has granted a further NOK 10 million to the programme in 2012. For 2012, the deadline for applications for company support under the Design Pilot programme is 31 May.

DIP increases companies’ willingness to invest The pilot projects implemented with support from DIP identify new focus opportunities and ensure the focus effort through strong user involvement and a systematic approach to the final product or service.

The pilot projects show what needs to be improved or developed for one or more markets before the users in these markets themselves discover a need and create demand.

Such a proactive approach to users gives an important competitive advantage.

But the thinking and methods used are new to many people. And committing to something new is considered a demand on resources and with considerable risk involved, particularly when the resources being put into it are one’s own and knowledge is limited in the initial stage as to how to identify and confirm potential.

Nor is there the culture in Norway geared towards utilising design in a methodical and strategic way.

It has been shown that a relatively low grant towards design-driven innovation can initiate major processes in the companies concerned. The results of such a concept stage often reveal opportunities so evident that the management decide to invest a larger part of the company’s own resources in the project. Committing to design-driven innovation also realises a number of promising R&D projects with greater value for end-users and the company than what traditional innovation methods would have achieved.

Last but not least, it has been shown that those who implement a design-driven innovation process apply the knowledge and experience gained in new projects.

DIP benefits the entire business sector The contract with the companies receiving DIP support includes a clause on detailed reporting from the projects, access to process material and outlines, as well as follow-up interviews with the company and the design consultants involved. This ensures that we receive comprehensive information from all stages and from all levels, regardless of industry and area

of business. When all this experience is made available (with due consideration for competitiveness and IPR), the Norwegian Design Council will develop and offer case and process presentations in addition to training methods that will benefit the business and public sectors in the work of ensuring success with design-driven innovation.

Results to date have far exceeded expectations. When three Design Pilot projects (Ulstein, Sjøtroll, Zenitel – see pages 15-16) receive a combined amount of NOK 1 million in DIP support in 2010/11 and result in R&D activities valued at NOK 75 million, we hardly dare think what the overall positive result will be of the 53 projects currently under way.

There is no doubt that DIP represents a golden opportunity for growth in both the private and public sectors. See what those involved in the first six companies we present have to say about their experience with DIP resources on pages 22-33 of this report.

CONCEPT GENERATION

IDENTIFY USER NEEDS

CONCEPT SPECIFICATION

CONCEPT STAGE

DEVELOPMENT

INTRODUCTION

GROWTH

CONCEPT DEFINITION

IDENTIFY OPPORTUNITIES

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The DIP method strengthens the basis for making the right decisions in innovation projects involving risks.

DIP method step by step When a company implements a Design Pilot with the support of DIP resources, a project is established that goes through a concept development stage in a methodical and systematic way. The aim is to identify opportunities by engaging in close dialogue with users and arriving at a concept that is realisable. In the next stage this concept is brought to a development stage, before commercialisation and finally launch. The following illustrates the Design Pilot process:

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STAGE 1 DEFINITION OF FOCUS

STAGE 2 COMPLETION OF USER STUDIES

STAGE 3 TRANSLATING INSIGHT INTO OPPORTUNITIES

STAGE 4 SORTING AND VERIFICATION

STAGE 5 CHOICE OF CONCEPT

The first and decisive step is to define a clear issue or area that needs to be looked at through fresh eyes. The aim of the project must be clearly targeted at creating completely new solutions that challenge both the company and its users.

The aim of this stage is to gain insight into both recognised and unrecognised user needs. Identification of user needs in the concept phase can include user involvement, methods of user observation and interviews. This work is normally carried out by one or more designers with the requisite knowledge, ability and will to perceive issues and opportunities from a user perspective. Specialist expertise in anthropology, ethnology, sociology etc. can also be used.

In this stage, greater user insight is translated into specific opportunities.

The designer has unique competence and work technique in relation to translating the insight gained in the previous stage to alternative visual solutions.

Established solutions are challenged and new opportunities outlined and explained. Through the ability to visualise suggestions, the first potential “prototypes� of future products, services or business models are conceived.

Now it is time to test the suggested alternative solutions in order to identify the potential in the individual solution and what kind of challenges come with it. By again involving users and specialist environments, valuable feedback is gained in the work of selecting the concept with the greatest support and potential. The designer has extensive experience in leading processes that challenge established truths.

In the final part of the Design Pilot project, the decision is taken as to which concept one wishes to realise and take forward to the development and commercialisation stage. The concept chosen often involves technical or organisational challenges for which solutions must be found. In this regard, both Innovation Norway and the Research Council of Norway may have grant schemes to which application can be made for further support.

The result of the Design Pilot project is brought forward to the development and launch stage.

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Norwegian Red Crosss

Can design give better emergency management?

What on earth does emergency preparedness have to do with design, most of us will think. Probably because we generally associate the word design with predetermined lines and shapes, clothing and things that are nice to look at. So this is a good time to emphasise that design is so much more. For instance, we talk of innovations that are initiated and steered by potential users, processes with a methodical approach to an issue or, as in this project for the Norwegian Red Cross, the development of tools that are tailored to drill a crew and deal with major emergencies. And DIP was a central factor in being able to implement the whole project.

The Norwegian Red Cross became interested in DIP in connection with the development of an aid for even better rapid responsibility assignment and assignment solutions in major emergency situations.

Among other things, they saw a need to test the pilot in action, which would be relatively cost-heavy. In a comment in the application, they noted that without support from DIP they would have to make do with a less advanced version with the op-

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tion of revising the initiative at a later date.

The application for support was approved and emergency assistance coordinator Toon Vanderhove says that he is very satisfied with the way the project was financed and implemented. The development costs were fairly evenly distributed at 50/50, with half coming from DIP and half funded by the Norwegian Red Cross.

A demanding development process “The project was a cooperative effort between us and K Kunnskap Kommunikasjon, a PR and communications company which specialises in ‘learning by doing’,” explains Toon Vanderhove. “The actual development process was demanding in terms of the mass of detail required and we worked closely with K to ensure that they had all the information they needed. The first thing we did was to run a workshop hosted by us.”

The workshop mapped the project’s objectives, content, participants, framework factors, methods and evaluation in cooperation with representatives from the target segment. “This was important as it gave everyone a joint, clear picture of the desired identity, vision and intention with the project,” explains Lasse Hamre, project manager with K. The decision taken formed the basis for further concept development at K, which attached particular importance to preparing an alternative creative solution for training methods.

Role play in several stages Lasse Hamre adds: “The material was made to resemble a simulator for participants in Task Force, a group of employees attached to the Norwegian Red Cross who cooperate with them on crisis management in situations involving, for example, major natural disasters. Each individual employee has a specific task to carry out in a minimum of time.”

Lasse Hamre describes the solution they arrived at as a ‘House of Cards’. It involves several stages of role play and comprises some 50 cards. Once the participants have discussed and solved the challenges of one stage, they place their cards together in a kind of construction. This is symbolic of part of the work of Task Force in emergency situations, namely the setting up of field hospitals.

Testing and cooperation at a detailed level The first model of the role play was tested among the user groups. Then the participants were interviewed and the role play revised in response to the feedback received before it was again tested on the group.

“Design-driven innovation is a method that demands a great degree of cooperation between the participants in the project group,” continues Lasse Hamre. “This is highly suitable for a project such as this, where a good understanding of the reality

is a prerequisite for achieving the desired effect. Each Task Force employee possesses specialist competencies that are not formalised, and every detail in the role play has to be relevant and absolutely right to avoid the individual losing focus on resolving the task at hand. ‘House of Cards’ is a simulator where the aim is to be good at cooperating. Therefore it was a requirement that those who developed the training material fully familiarised themselves with the roles in the Task Force and the relations between the employees.”

A fairly realistic exercise in the meeting room Toon Vanderhove points out that ‘House of Cards’ proved greatly satisfying. It was found that users like the role play, they play an active part and give positive feedback. The aim is for the various players to feel more confident in their roles in regard to taking quick decisions in the field, and the role play helps maintain their level of knowledge.

He adds that they also use the role play during presentations and that they feel a greater sense of involvement than with regular Powerpoint presentations. Lasse Hamre says that people learn only a little of what they are told, but a lot from what they experience: “The method we have used in ‘ House of Cards’ gives participants a comprehensive and involving training experience that will survive the transition from a training situation to daily practicalities,” he concludes.

THIS IS HOUSE OF CARDS Each participant receives 6 cards in chronological order to reflect the different stages of an emergency, and each card describes a specific role in the Task Force. Card 0 carries a general description of the role, while cards 1–5 each carry a description of the role’s responsibilities and tasks in the specific stages of the emergency. The process manager has his/her own cards which he/she uses to lead the group through the process. On the table are 5 action cards; these describe a specific emergency that is cased in the simulator training. For each new stage, the group takes a new action card which tells them how the emergency is developing and what is happening. At each stage, the various roles and the group as a whole must decide what they will do to deal with events in the best possible way.

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Sjøtroll Havbruk AS

“ The Design Pilot gave us surprisingly many new approaches!”

Sjøtroll Havbruk AS, which is now part of the Lerøy Group, is Norway’s and the world’s leading trout farming facility. The company implemented a design pilot using DIP resources in the first half-year of 2010. The aim was to determine the profile that trout actually has on the different markets and what was required in terms of product development, production methods and packaging solutions to further enhance the profile in relation to salmon; in other words, to specify a new business concept.

Also on board the project was design agency Maritime Colours AS, which has worked on these issues before during and after the pilot.

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Finding the principal way forward Sofie Blich is Senior Adviser/Industrial Designer with Maritime Colours and one of the people who heard about the possibility of receiving DIP funding for an innovation project.

“When we first heard about DIP we thought of Sjøtroll,” says Sofie Blich. “And the design pilot was an incredibly interesting project for an amazingly attractive product.

“We implemented three stages, one with surveys, one with analyses and one with ideas and concepts. The method was based on interviews and workshops with professors, chefs, consumers, product managers from Sjøtroll, representatives from Brand Management Group and others. It was a great learning process and interesting for us all, and it identified various answers and possible directions forward. We evaluated these and reduced them to one main focus area, which has subsequently sprouted some interesting branches,” explains Sofie Blich.

by Hallvard Lerøy AS, which acquired a 50.7% shareholding in Sjøtroll. “Rather than apply for more traditional R&D funding, we decided that it would be more interesting to apply the design-driven method. The aim was to devise a strategy for developing new, international business concepts for trout.”

Ole Jan Flatråker considers that the DIP resources and the design pilot were verimportant in achieving a greater focus on trout as a quality product: “We received NOK 300,000 in DIP support for a concept development project and implemented a process involving many users and industry groups in a very thorough way. This persuaded us to put the project on our agenda internally and maintain the focus on it. The user involvement and methodology gave us a wealth of ideas and input as to which directions we could, and can, choose to move forward.”

How did it all conclude?

Why we applied for DIP

It was decided to proceed with a final concept of trout in its natural form with immediate processing and new packaging.

“There are big differences between salmon and trout, and knowledge of one is not directly transferable to the other,” adds Ole Jan Flatråker, formerly sales manager with Sjøtroll and now employed

“The main argument in favour of using this concept is that consumers in all segments demand that the fish is as fresh as possible,” explains Ole Jan Flatråker.

“Previously, we used to remove the bones

from the fish using traditional methods, resulting in two loins of uneven width.

Input from the Design Pilot identified the possibility of removing the bones in such a way that the loins were more even and the product more uniform. This was sufficiently interesting in relation to product utilisation, perception and packaging that following the concept stage we have put a lot of work into trying to resolve the technological challenges of production that these changes entail. We haven’t yet fully succeeded, although we are well on the way to finding a solution and this will form part of a unique finished product concept for trout that will involve substantial investments. We feel that the project has tremendous worldwide potential and we have also been able to benefit from the SkatteFUNN tax deduction scheme.”

Ole Jan Flatråker goes on to say that the DIP project has also enabled them to identify a need for further R&D in areas such as new stunning, slaughtering and production methods, a new logistics system and packaging solutions for optimising product quality and giving consumers the right product experience in the shop.

The concept process was also useful in other ways.

specific product and then come up with completely new approaches after entering into dialogue with users – options that had not occurred to us despite having been in the business for many years. We have also learned a lot about the importance of design, both as a method and as a means of establishing identity,” says Ole Jan Flatråker, adding that he is impressed at how valuable the dialogue with user segments and the systematic approach are.

A lot of interesting things are going to happen The conceptual solutions from the Design Pilot project have provided a good basis that has been further refined up to the first product launch that is currently planned, and the process has created a focus that has generated many other useful processes and interesting product solutions.

“We are now under new ownership and this has led to a number of changes in the last couple of years. The input from Design Pilot has also been well received by new owners, and Maritime Colours remains our partner on the design front, so we anticipate a lot of interesting things happening in the future,” concludes Ole Jan Flatråker.

“It was very interesting to see how external consultants acquire knowledge of the

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Campus Guide

By making technical modifications to the 1,800 wireless network transmitters at Campus Gløshaugen, Wireless Trondheim has managed to create a navigation experience that is as precise indoors as GPS is outdoors.

DIP culminated in indoor navigation project It is often a challenge for new students to find their way around colleges and universities. This inspired Wireless Trondheim to apply for DIP support for a pilot project for indoor navigation.

The project would be tested in the Norwegian University of Science and Technology’s biggest university area, Campus Gløshaugen.

The Norwegian University of Science and Technology’s faculties and departments are spread over a number of areas in and outside the centre of Trondheim, although the faculties of architecture and civil engineering both largely take place at Gløshaugen. Three of the eleven libraries under the University Library are located here, as well as several student organisations, bookshops, canteens and other service facilities, in addition to the following faculties: • Architecture and pictorial art (four of five institutes) • Information technology, mathematics and electrotechnology • Engineering science and technology (six of ten institutes) • Natural science and technology • Institute of industrial economics and technology management

Why DIP was crucial Thomas Jelle is managing director of Wireless Trondheim and was among those who took the initiative to apply for DIP funds for Campus Guide, the project name of the navigation application.

“DIP support was decisive for us in the initial stage of the Campus Guide project,” explains Thomas Jelle. “We had an interesting concept but no established

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credibility, and we lacked the necessary financing to try it out. The DIP funding enabled us to develop a “proof of concept”, the aim of which was to determine technical realisability, user usefulness, costs and commercial potential.”

DIP funding totalling NOK 300,000 was granted for use in the concept stage. This money enabled us to implement a designdriven innovation process with methodical user testing and a systematic approach through to a final result. The process and documentation gave us the basis for further financing of the first stage with a framework cost of NOK 1.6 million.

Thomas Jelle explains that during the concept stage they developed an application that was tested in a number of iterations on users, with very positive feedback.

“Based on the project, calculations were also made to ascertain what a full-scale application for the university campus would cost as well as calculations for other buildings defined as the market for the Campus Guide. Thinking in terms of commercial potential, general surveys have been carried out of other universities and colleges, airports, shopping centres and hospitals. The results show that there is great interest in the Campus G,” says Thomas Jelle.

How the project was tested Thomas Jelle explains that the project used for the most part one hired designer, Berit Alvestrand. She was responsible for the design of the user interface, buttons, screens etc. and also headed the user test process.

Berit Alvestrand points out that the first year saw the work effort concentrated on concept clarification, as it was important to illustrate the concept and make it attractive.

“When the application was nearing completion, we carried out over 20 user tests before, during and after making modifications. The tests included interviews aimed at mapping interest, seated tests with assignments in connection with orientation and understanding of the interface and concept, plus various purely navigational tests. In a couple of the tests we physically followed users around the campus while they spoke out loud about the challenges they encountered while navigating and we took notes.

“Finally, we had a run-through where users told how they had experienced the process and the product, the expectations they had at the outset and whether their expectations were met by the product,” explains Berit Alvestrand.

Thomas adds that they also carried out user tests in the prototype stage: “The Campus Guide was launched in a closed beta version. About 100 users were allowed to run the application on their own mobile phones and give us feedback after use.”

Innovation at a high level The first stage was completed on 31 August 2011 with the launch of the world’s biggest arena – and the world’s first university with indoor navigation. Thomas Jelle says that the result of the concept process provides the basis for a radical innovation that is new within the industry.

The process has also engendered ideas for other solutions that could be further developed at a later time.

“The next stage of the project has a budget of NOK 6.5 million,” continues Thomas Jelle, adding that they have contact with both Innovation Norway and the research Council of Norway in this stage. “However, we believe that the value to potential building owners lies equally within operation and maintenance and a more efficient performance of core functions. Therefore we think that the commercialisation project is just a small part of something that is potentially much bigger. How much financing we will require later is as yet unknown.

“Our project has the potential to be

relatively big; for example, ABI Research in New York reckons that the market for indoor positioning could outgrow the GPS market as early as 2015. We are not sure that it will grow so fast, but we have also noted interest internationally among both partners and customers. We have had visits from as far afield as Las Vegas and customer contact from Dubai. The week before Easter, we took part in an innovation competition in France and attracted a lot of attention and interest among major international players,” recounts Thomas Jelle.

Design in a holistic perspective “We have previously made use of userdriven design processes and are familiar with the method. But after the process with the Campus Guide we have learned more and definitely see the value of design in a holistic perspective. We are very grateful to have had support from DIP as it has enabled us to embark on this project, which we firmly believe in and for which we have already identified great development potential,” concludes Thomas Jelle.

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NorDan

“ Design Pilot has been a real eye-opener for us!”

Johannes Rasmussen is marketing director and third-generation owner of NorDan, founded in 1926 by his grandfather and today one of Norway’s keystone companies. When the suggestion was made to implement an innovation process with direct focus on the users’ wishes, Johannes Rasmussen was unreservedly positive. “But,” he says, “had the Norwegian Design Council not shown belief in us, been proactive and explained to us the opportunities afforded by utilising DIP resources, NorDan would not have embarked on a project such as this – which has now shown itself to be both a learning experience and an important venture for us.

With designers from Helen Hamlyn Centre and Kadabra product design as partners, many new opportunities have come to the fore. To exploit them in the best possible way, we have now elevated responsibility for product development to leadership level and invested in an entirely new research centre.

Same product, important user differences Johannes Rasmussen explains that NorDan is essentially a typical Norwegian family business, with owners and managers who have been strongly involved in product and industrial development from the perspective of function and costs, rather than the users’ unique experiences. The Design Pilot and all the input from users was therefore an eye-opening experience for them.

“Already in the application process some elements fell into place for us, and for-

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mulating what was the aim, ambition and goal of such a project brought a degree of clarity to bear,” says Johannes Rasmussen. “The process itself and the method used were also extremely interesting. The designers made clear what was expected of us and they assumed responsibility for the whole methodical approach with the involvement of both Norwegian and British users.”

Industrial designer Jan Walter Parr from Kadabra says that it was precisely the multicultural aspect that was one of the most challenging and interesting things about the process: “We worked in parallel

in Norway and the UK, and even though the products are the same we found that the user experience in each country was quite different. This was very much due to differences in culture, climate and the degree of knowledge of the product. When you put many such experiences into a broader context, issues and opportunities begin to crystallise in ways that can have consequences for the production technology, product design and how to approach the markets.”

Therefore users have such different needs It was quite a process that the two agencies had assumed responsibility for, with interviews, group discussions, observations of intuitive use and assignment solutions with prototypes, provoked behaviour and observations of daily use in the home. Among users it was those in wheelchairs, with arthritis, parents and children, students in small flats, families in large houses, people with an aesthetic focus and the blind.

“The majority of people who live in some type of flat or house have windows, but what is interesting is what they use the windows for and how they resolve that need,” says Jan Walter.

Seeing some of the issues!

The paradox with windows is that they are products that should preferably not be noticeable. They should give the least possible heat loss, optimal lighting conditions and good soundproofing. Safety and security are also a consideration in relation to break-ins and breakage of glass.

You should be able to see through them with as little interruption as possible from frames and other elements.

Other important details include whether they should open down, up or to the side, what kind of handle is best, how much strength should you have to use, what about people whose grip is not so strong or who are in wheelchairs, how do you incorporate safety considerations for all target segments in the event of fire, and what about general safety for children?

Which so-called smart functions can be incorporated into today’s windows and perhaps replace or supplement other known interior solutions?

in product development and are building a new research centre to help us work quickly. We have also gained knowledge of and interest in how we can work with design competency as part of our value creation efforts,” says Johannes Rasmussen.

In cooperation with Kadabra, NorDan has already implemented a number of improvements in details that give users an even better experience, and a completely new window model is currently in the pipeline. Comments Jan Walter: “NorDan has shown great faith in us by allowing us a free hand and giving us total responsibility for the user-driven process. We feel that they have learned a lot; they have gained a clear understanding of a new work method and assimilated a new vocabulary in relation to what they can add to their products and say about them. They have also become good buyers of design and have laid the foundation for a dynamic focus by upgrading both product development and R&D internally.”

Summing up the DIP process “After the Design Pilot, we are again sitting here with lots of inspiration and an amazing ideas bank. We have moved forward with some of the suggestions, while others need a little more research before we decide whether to pursue them. We are strongly focused on the users’ wishes

NorDan develops, produces and markets windows. The company was established in 1926, and today has about 1,400 employees and turnover of NOK 1.5 billion. The company is headquartered in Rogaland and has 8 factories and production facilities in 3 countries. In Norway the company is a market leader with a 30% market share, in Sweden it has some 10% of the market and is growing, and in Scotland and England the company has experienced strong growth and is a leader in the low-energy segment with its high performance NTech product range.

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“ DIP gave us a foundation in real user needs” Oslo Public Library

Plans have been laid for Oslo’s new main library. The name will likely remain the same and the location will be in Oslo’s central harbour area. The library is projected for completion in 2017. In the planning stage, there was agreement on the basic premiss for the building and that the service side would be modernised. But which innovative services a modern library should provide in order to be a genuine attraction and provide good value for users was not specified. With support from DIP, comprehensive studies of user needs were carried out and the results of these studies played a key part in this ambitious development project.

tually want. Equally important is to identify which services they do not know they want, but which they will make use of once they become available.

“One goal was to position Oslo Public Library as a leader in developing the public library of the future,” says developer Reinert Mithassel. “We envision the library as being the preferred meeting place and the leading literary institution for the active, committed citizens of Oslo. In this way the institution will generate different types of activities for a large part of the time.”

How the DIP resources were used

A vital process One of the great challenges when planning a new main library with such expansive goals is to know which services users ac-

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“The DIP resources and the Design Pilot project we have implemented were extremely important for us in connection with the new main library,” says Reinert Mithassel. “Without this support we would have had a completely different process, less based on real user needs. We would probably have handled the project by applying our own acquired attitudes, and less methodically, and ended up with a result that would have been based much more on our own assumptions. Instead, we now have a real steering document, a tool that tells us what our users will really value and benefit from. The document identifies possibilities and provides defined guidelines for the final solution.”

The DIP funding totalled NOK 400,000 and was used entirely on a pilot project that was managed and run by professional service designers from service design company Livework.

“The process included interviews, workshops and observations with representatives from the various user segments, in all 15 defined segments,” continues Reinert Mithassel. “We experienced the process as being very orderly. The designers’ competencies found expression

in particular when concluding which core insights are important, identifying functional ideas and determining the direction in line with the users’ perceptions and requirements.”

In the process, which involved all the employees at the main library, a list of some 200 ideas was drawn up that reflected the identified user requirements. These 200 ideas were then boiled down to 17 ideas and 5 conceptual directions, and these formed the basis for a service vision that will contribute to realising the strategy chosen because the services: • Form platforms where people can meet others, create something together and share with one another.

• Draw attention to the employees and their expert knowledge.

• Are perceived in Oslo’s urban landscape and support cooperation between the library and other players.

• Ensure that the physical and the digital are mutually enriching.

• Present the collection in relevant, surprising ways.

See what the new library will offer!

In brief, the strategy involves strengthening the core offerings, activating the source universe and being in a state of continual change and development. The library shall meet the challenges in part by providing first-class service, customised premises, refreshments, preservation of

tradition and a wealth of archive material.

Consideration is also being given to offering the employees’ competencies in new contexts, especially presenting themselves on a virtual platform, being more accessible through a greater level of self-service and a plan for smart use of digital channels and social media.

“It is also interesting to think in terms of Oslo Public Library’s services being part of other offerings in proximity to the library, both via the internet and smart phone solutions. The library’s location in downtown Oslo’s harbour area positions it right where throngs of people are passing by, making it natural to think in terms of interesting weekend activities,” adds Reinert Mithassel, who himself actively and brings it into various contexts almost daily.

Why Design Pilot was so important “The Design Pilot was important for us on several levels and service design will be actively used as the project moves forward.

In addition to giving us a comprehensive mapping of users, their behaviour, requirements and visions, the process enables us to find the best ideas and come up with comprehensible terms for them,” continues Reinert Mithassel. “We also learned the method for the user-driven process, so now we can implement it ourselves at a later date. But the most important thing from this stage is what the users’ say. This is of tremendous value to us, not least because our users are the same people

who vote in elections. It really strengthens our position when we can present these wants and requirements on behalf of the people of Oslo.”

How can we preserve the soul?

Even the moving process will be a challenge. “We have some good solutions for resolving the practicalities of moving, and those who currently work at the library, the content and services will all be available at the new premises. We hope and believe that we can also bring with us the soul of the old building, first and foremost by showing respect for the amazing cultural heritage that we are honoured to work with. And that is something I believe we will manage even better in modern, purpose-built premises,” says Reinert Mithassel.

FACTS ABOUT OSLO PUBLIC LIBRARY When Carl Deichman, a Danish/ Norwegian businessman and book collector, died in 1780, he bequeathed his entire book collection to the people of Oslo with the wish that the books could be borrowed free. This was the start of what is known locally as the Deichman Library, or Oslo Public Library, which was formally established in 1785.

Today it is Norway’s biggest public library and is owned by the City of Oslo. The physical collection numbers about 800,000 items. The library has a staff of 260.

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Vestfold Hospital

“DIP is worth gold!”

Rikke Aune Asbjørnsen is a consultant in the Specialist Department of Vestfold Hospital and one of those most deeply involved in the implementation of user-driven methods at Vestfold Hospital in Stavern.

“The users’ needs are absolutely essential in the development of future health services, and for those who take up these challenges DIP resources are worth gold,” she says.

Vestfold Hospital, or the Clinic for Physical Medicine and Rehabilitation, offers patients with cancer of the lymphatic system a specially customised 7-week rehabilitation programme designed to help them tackle the post-cancer-treatment period in the best possible way. With the help of service design, user-driven services have been implemented aimed at making the patient feel secure, content and well looked after by the health care system.

A response to the Coordination Reform “In June 2009, the government launched the Coordination Reform as its contribution towards ensuring that patients and users encounter a health care service that offers good quality of treatment, regardless of who is responsible for the separate sub-services,” explains Rikke Aune Asbjørnsen.

She goes on to say that the project at Vestfold Hospital took as its starting point the challenges outlined in the reform.

“Our ambition was to set an example to show how new methods of user influence could answer some of the central challenges facing the Norwegian health care system as it implements the Coordination Reform. At the same time, we wanted core competencies involved in designing “patient progress” and our goal was to

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introduce a new method of user knowledge and user influence in shaping care pathways.”

staff and patients work better together and thus the hospital functions more efficiently.”

Why the solutions were effective and user-friendly

How the ideas were tested

In the course of a 7-month period, interviews were held with patients, clinicians, panel doctors and representatives from the Norwegian Radium hospital and the Norwegian Cancer Society.

“The development of services at Vestfold Hospital is rooted in knowledge-based practice and has always had the best interests of the patients at heart. Yet the patients’ needs and experiences from A to Z have never before been chronicled,” points out Rikke Aune Asbjørnsen. “We wanted to use a design methodology with the emphasis on formulating functional, effective and user-friendly solutions.

And we found this design competency in Lavrans Løvlie from Livework.

Says Lavrans Løvlie: “User needs and requirements are the primary focus of every designer. In our work for Vestfold Hospital, we designed services that would give patients the best possible experience. A bonus is that the methods we use can bring about changes that result in major positive gains – also in terms of economics and efficiency – because the

Staff at Vestfold Hospital.

Ill. Photo: Morten Rakke Photography

Interviews were conducted in order to gain a comprehensive picture of patients’ needs, both during the course of the ailment and after recovery. Based on the responses, a number of improvement proposals were formulated. A couple of the ideas were tested in practice to see how they would function in reality.

“In the first prototype, we designed new interfaces for a goal-setting dialogue between the patient and an ergotherapist,” explains Lavrans Løvlie. “We took part, observed and gathered feedback.

In the other prototype, we made a film in which two patients talked about their stay in the clinic and shared their thoughts about the future. We collaborated closely with the staff at Vestfold Hospital in order not to compromise patient welfare and the quality of health care provision. The tests gave us feedback to our ideas and we were able to see how it impacted on the provision of rehabilitation treatment as a whole.”

During this work it became apparent that it can be just as big a shock for a cancer patient to become healthy as to fall ill.

of treatment available and as an active element in the course of treatment, is essential and should be introduced throughout the health care sector.

They need to develop an understanding that they cannot just go home and continue as before. This is where a course of rehabilitation treatment can help the patient make a quicker return to daily life.

Other needs included, for example, meeting someone who had been through the same experience, that food is as important as the rest of the course of treatment, to have “someone” who can explain the situation to relatives, and that the patient sees a clear thread running through the rehabilitation treatment offered.

Rikke Aune Asbjørnsen explains that the thread running through it all is “Back to normal life”.

“By breaking down the course of rehabilitation treatment into the most important component parts, we can more easily explain to patients how the activities contribute towards an easier and quicker return to normal life again. The rehabilitation treatment we offer consists of physical training, socialising, different forms of training, relating to surroundings, taking part in evening activities, eating good healthy food, and receiving medical support,” says Rikke Aune Asbjørnsen.

What did DIP mean to the project?

Experiences with the project are unreservedly positive and patients have given

good feedback to offers of courses of treatment developed as a result of the user-driven process.

Rikke Aune Asbjørnsen adds: “We are finding that the totality of what we can offer is proving satisfying, also in practice. This is about more than just mapping a need; the users are the drivers in the process itself, they are involved in the entire health care process that Vestfold Hospital provides. They experience that their quality of life improves, in part from the feeling of being in control, mastering and being able to see what is ahead. The overall conclusion has to be that user involvement, both in developing the course

“We are finding that many people are interested to hear about the project. For example, we have had a number of players here on study visits. We have been interviewed in various media outlets and have presented the project at an international quality conference. The issue of whether to implement such a project or not is often a matter of extra resources.

With the midline from the Norwegian Design Council and DIP, we were able to integrate new methods of user involvement in the preparatory work and the development of care pathways. The DIP resources were the trigger and also decisive in enabling us to implement such a successful, professional process and achieve such a good result,” concludes Rikke Aune Asbjørnsen.

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In three years, Design Pilot has reached more than 70 different industries in Norway.

All industries can benefit from Design Pilot

Grants in the period 2009-2011 Projects according to year of application

Food industry Environmental companies Workshop industry ICT solutions Fair trade businesses New materials Oil and gas companies Thermo-electric industry Universal design/ Design for all Patient transfer systems Patient welfare Civil protection Logistics Plumbing/sanitation sector Medical equipment Surgical equipment Social media Value chain efficiency improvement Automation and robot systems Travel and destination development Sport & leisure Textile industry Health foods Primary health care Energy economising

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HMS Fish farming – aquaculture Hotel and restaurant Experience industry Internet and broadband solutions Transport sector Car industry Aerospace industry Life-saving equipment Families and children Senior and elderly sector Hospitals Maritime companies Offshore equipment Training and schooling Kindergartens Furniture industry Lighting Building and construction Municipal structures E-learning Humanitarian organisations Emergency preparedness Monitoring equipment Solutions for the physically impaired

Waste management Environmental protection Post Technology companies Biotechnology Natural medicines Burial services Telecommunication Audio-visual equipment Oil pollution preparedness Intelligent packaging Inter-municipal cooperation Aliens Division of the home Office Police Consultancy sector Navigation Government procurement offices Internet shops Land-based breeding Museums Personal possessions insurance and personal insurance El-cars

2009

2010

2011

I ALT

Number of applications Amount applied for (NOK million):

180 80

81 80

80 34

341 154

Number of projects implemented Amount granted (NOK million):

17 5.7

20 6.065

16 6.5

53 18.265

AS % OF NUMBER OF APPLICATIONS 15 % 12 %

From 10 to 200 employees

Lass than 10 employees

REGION CENTRAL/NORTH 2009 : Number of projects: 2 Grants awarded (NOK million): 0.75 2010 : Number of projects: 6 Grants awarded (NOK million): 1.95

Companies that have received funding, broken down by number of employees

More than 200 employees

Projects broken down by region

2011 : Number of projects: Grants awarded (NOK million):

0 0

REGION WEST

REGION SOUTH/EAST

2009 : Number of projects: 6 Grants awarded (NOK million): 1.95

2009: Number of projects: Grants awarded (NOK million):

2010 : Number of projects: 3 Grants awarded (NOK million): 0.845

2010: Number of projects: 11 Grants awarded (NOK million): 3.27

2011 : Number of projects: 5 Grants awarded (NOK million): 1.65

2011: Number of projects: 11 Grants awarded (NOK million): 4.85

9 3

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Design Pilot projects implemented 2010 -12

NUMBER OF NAME OF COMPANY EST. EMPLOYEES PLACE PARTICIPATING COMPANIES TITLE

PROJECT PERIOD DESIGN PILOT SUPPORT

MARITIME Gurskøy AS 2008 11 Gurskøy Inventas Ålesund AS Timm AS 1772 9 Oslo Hareide Design Mill, CTC Nordic AS Ulstein Power & Control AS 2008 70 Ulsteinvik AHO (Part of Ulstein Group ASA) Poliform AS 1954 53 Ålesund Inventas Ålesund AS Vestdavit AS 1982 18 Laksevåg Industridesigner Ingunn Halland Maritime Robotics AS 2005 6 Trondheim Kadabra AS

Regatta 1988 10 Ålesund Studio Håvold

Gurskøy accommodation ladder GS 8000 Moortech U-Bridge Vision - (UBV)

2011 2010 2010

425.000 250.000 400.000

Boat Feder Module System Sekunder fra å bli slukt av havet Ubemannet maritim farkost for maritim forskning og havovervåkning Float Comfort

2010 2011/12 2011/12

250.000 330.000 200.000

2011/12

265.000

2011 2011

350.000 300.000

2011/12

450.000

MARINE AND AQUACULTURE Sjøtroll Havbruk AS (Senere del av Lerøy ASA) Ocea AS Sogn Aqua AS Nofima AS Mentum AS OCEA AS Avdeling Aquaservice

1979

250

Bekkjarvik

Maritime Colours AS

Fremtidens ørret-produkt

2010

300.000

2007 2007 2008 2005 1985

58 6 470 4 13

Kolbeinsvik Bjordal Ås Rælingen Straumgjerde

Inventas Bergen AS Maritime Colours AS DesignHub, Norgesmøllene AS Kadabra AS Inventas Ålesund AS

Ny generasjon fôrflåte Fra human oppdrett til human foredling Mitt personlige frokostbyggesett Hygienisk spiseopplevelse i naturen FTS - Fisketransportsystem

2012 2012 2012 2012 2011/12

300.000 330.000 570.000 400.000 250.000

2011/12 2011/12 2010

350.000 350.000 325.000

Leve best - med demens: skreddersydd informasjon

2012

650.000

EMERGENCY SERVICES

Empowering the patient - Pasienten som premissgiver i behandlingslinjen Stativ til Less båresystem Mobil Medisinsk Service Fremtidens rullator Nye resusiteringshjelpemidler for nyfødte Night Care

2010

425.000

2011/12 2012 2012 2012 2011/12

230.000 610.000 270.000 400.000 270.000

Norges Røde Kors 1865 249 Oslo K Kunnskap Kommunikasjon AS Internasjonal katastrofeledelse ROFI Industrier AS 1985 48 Molde Kadabra AS User needs in Shelter Camps Universitetet i Tromsø, 2002 6 Tromsø Livework Nordic AS Turning the Center for Peace Studies into an Senter for fredsstudier (CPS) International Resource through Service Design

Kadabra AS Energi display 2010 350.000 Agder Energi Innovasjon AS, Skift AS Utvikling av ”Intelligent Energy Monitoring System” 2011/12 150.000 Designit Oslo AS Sammen om en grønnere fremtid 2011 320.000 Accendo Produktdesign AS, Proxll AS, SALTO Power 2012 460.000 Park & Charge AB Inspire Greenworks A mobility consept for car sharing 2010 450.000 Tellus Software AS Fieldmanager SIP 2012 200.000 Kadabra AS, SLIP AS Biota Guard Expert Center 2012 420.000

PUBLIC SERVICE PROVIDERS

36

Q-Free ASA 1984 240 Trondheim Devoteam daVinci AS Førstemann - kooperative ITS-systemer Trådløse Trondheim AS 2006 6 Trondheim NTNU, Katie Kulseng og Campusguide

Berit Alvestrand (designere) Zenitel Norway AS 1992 89 Oslo Kadabra AS UTURN

Sensorteknologi i hjemmetjenesten N/A Ny generasjon HLR opplæring

ENERGY, ENVIRONMENT, OIL AND GAS NTE Holding as 2008 143 Steinkjer HomeControl AS 2003 1 Ås Hafslund Strøm AS 2000 30 Oslo Salto AS 2010 2 Oslo

MOVE ABOUT AS 2007 3 Snarøya Roxar Flow Measurement AS 1987 487 Stavanger Biota Guard AS 2005 3 Tananger

PROJECT PERIOD DESIGN PILOT SUPPORT

ICT AND TELECOMMUNICATION

HEALTH, MEDICAL EQUIPMENT AND BIOTECHNOLOGY Sonitor Technologies AS 1997 18 Oslo Kadabra AS SERO AS 1963 29 Billingstad Designit Oslo AS Laerdal Medical AS 1940 420 Stavanger Inhouse designere, Arc Giraff AS,

VisCo AS Oslo universitetssykehus 1826/2009 19000 Oslo Livework Nordic AS Kysthospitalet, Sykehuset i Vestfold HF 2002 250 Stavern Livework Nordic AS

LESS AS 2003 6 Kapp K8 Industridesign AS Akershus universitetssykehus HF 1961 6200 Lørenskog Kadabra AS TOPRO AS 1996 220 Gjøvik Kadabra AS Laerdal Medical 1940 420 Stavanger Inhouse designavdelinger Medema-gruppen AS 1993 140 Skytta Inventas Oslo AS

NUMBER OF NAME OF COMPANY EST. EMPLOYEES PLACE PARTICIPATING COMPANIES TITLE

Deichmanske bibliotek 1785 260 Oslo Livework Nordic AS, Veiviser - morgendagens bibliotek

Simon Clatworthy AS Vinmonopolet 1922 1876 Oslo Logica UX Interaktiv selvbetjening Utlendingsdirektoratet 1998 1000 Oslo Designit Oslo AS Førstelinjeprosjektet Oslo kommune utdanningsetaten N/A 12000 Oslo Livework Nordic AS Samarbeid mellom skole og næringsliv om nye

opplæringsløpPolitiets data- og materielltjeneste (PDMT) 2004 286 Oslo GW Design AS Kuttbeskyttelse til Politiet Munch-museet 1963 90 Oslo Innovate AS Munchs verden - Fremtidens museum

2010

400.000

2012 2012 2010

300.000 450.000 420.000

2012 2012

210.000 560.000

2010 2011/12 2011/12

105.000 280.000 550.000

OTHER B2B/B2C INDUSTRY Luxo AS 1937 350 Oslo Stephan Copeland Studio 360 LED Task Light 2010 400.000 (senere del av Glamox ASA) Scandinavian Business Seating AS 2007 450 Oslo Designit Oslo AS Arbeidslivsformer i endring: 2011 330.000

Scenarier og konsepter for framtida Keep-it Technologies AS 2001 5 Ås Techni AS, UMB Dynamisk datostempling - Holdbarhetsindikator 2011/12 370.000 Grove Knutsen & Co AS 2003 23 Oslo Inventas Oslo AS Systemløsninger for økt arbeidsflyt 2010 150.000 NorDan AS 1926 803 Moi Kadabra AS/ Helen Hamlyn Centre UK Vindu for alle 2010 250.000 Rindalshytter AS 1964 20 Rindal Studio Wullum, Oxygen Smått er smart 2011 270.000 TINE SA 1928 5675 Oslo Designit Oslo AS Mesterkokkens hemmelighet 2011/12 275.000

OTHER PRIVATE SERVICE PROVIDERSK

H. Aschehoug &Co (W. Nygaard) AS 1934 183 Oslo Making Waves AS 4L - nettbasert læring 2010 Norsk kirkegårdsservice AS 2009 2 Arendal A2 Design Fremtidens gravsted 2011 H. Aschehoug & Co (W. Nygaard) AS 1934 183 Oslo N/A Eksamenstrening 2012 Breeze Tekstil AS 2006 90 Bodø Designit Oslo AS Logistikkonsept for tekstiler i helseinstitusjoner 2010

400.000 175.000 370.000 400.000

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How we ensure efficient implementation of DIP

CALENDAR YEAR 1

The Norwegian Design Council is responsible for the DIP programme, and cooperates with the Research Council of Norway and Innovation Norway on marketing the application programme and processing the applications received.

Through the work of developing the programme from its beginnings in 2009, we have acquired extensive knowledge and good experience in all areas required to operate the programme legally, practically and financially. This requires that we have developed efficient routines for processing the hundreds of applications and good project follow-up without incurring excessive administrative costs.

The programme experience thus gained well qualifies us to further follow up on DIP, as well as new company-oriented programme initiatives in the future.

The programme for implementation of DIP is primarily based on competency and good routines in the following areas:

LEGAL PLATFORM

INSPECTION ROUTINES

CASE PROCESSING

ARCHIVING ROUTINES

APPLICATION ROUTINES

FOLLOW-UP ROUTINES

Regulations governing state support

Creditworthiness

Evaluation criteria

Project accounts

Case administration routines

Letters of authorisation / rejection

Electronic application form

Visits to companies and interviews

Correspondence

Marketing

Confidentiality agreements

Authority to administer sanctions

38

Final reports

Decision-making criteria

Publishing of results

CALENDAR YEAR 2

1

DESIGN PILOT APPLICATIONS (NDC) Per actual calendar year

12

START-UP DESIGN PILOT PROJECTS Completed before end of current calendar year.

2

INFORMATION MEETINGS AND GUIDANCE TO APPLICANTS (NDC, IN)

13

3

APPLICATION DEADLINE Application system closed and applications printed out

SUBMISSION OF FINAL REPORTS (NDC) Approval of project accounts.

Approval of project report.

Follow-up of any non-compliance with project contract.

4

STEP 1 CASE PROCESSING (NDC) Prequalification of all applications – main criteria

14

PAYMENT (NDC, RCN) Payment of remaining 1/3 of grant to approved projects.

15 5

STEP 2 CASE PROCESSING (NDC, RCN) Review of all applications – all selection criteria – order of precedence/reasons

FOLLOW-UP MEETINGS (NDC ) Interview and project examination per company and executing design agency.

Time-limited confidentiality agreements signed.

Project and process material delivered NDC.

6

STEP 3 CASE PROCESSING (NDC, RCN) New review of applications in order of precedence – final placing of candidates/reasons

7

CREDITWORTHINESS CHECK OF FINALISTS (RCN)

8

STEP 4 CASE PROCESSING – PROGRAMME MANAGEMENT (NDC, RCN, IN) Review of selections/reasons from case processing group – all applications.

Order or precedence of finalists/criteria. Approval of rejections and approvals.

9

NOTIFICATION TO ALL APPLICANTS (NDC, RCN) Letter with offer of grant. Letter of rejection.

10

PAYMENT (NDC, RCN) Acceptance of offer/ grant contracts signed.

Payment of 2/3 of grant in advance.

11

DESIGN PILOT PROJECTS START

CALENDAR YEAR 3 Following calendar year characterised by two main activities: 16

DEVELOPMENT AND COMMERCIALISATION PERIOD Result of Design Pilot project brought forward to R&D stage with aim of subsequent realisation/launch by the individual company.

17

FURTHER DISSEMINATION OF PROJECT EXPERIENCES As soon as the project information gathered is published by the individual company, NDC initiates its activities by publishing results and experiences from the individual projects in various formats, on different interfaces and through different initiatives.

39

Our websites are regularly updated with information about DIP. Keep up to date at www. norskdesign.no/DIP

We have done a lot... ‌ but we are still only in the starting point. Already in 2013 we expect to double the number of results that can be published. These results come from companies that began and implemented Design Pilot projects in 2010. A number of these projects are in the final stage or have just reached completion after a longer period of R&D, and have reached or are close to commercialisation.

We are rightly proud to say that the focus on design-driven innovation is a success.

A tremendous boost and a golden opportunity for the business and public sector can be summed up in two simple words: DIP works!

DIP works Published by the Norwegian design Council / May 2012 Print run: 4,000 Editor: Skule Storheill, Norwegian Design Council Copywriter: Gry Larsson Graphics design and lay-out: Heidi Eldor, K Kunnskap Kommunikasjon AS Printing house: Scanprint

40

Hausmanns gate 16, NO-0182 Oslo Tel.: + 47 23 29 25 50 E-mail: firmapost@norskdesign.no www.norskdesign.no We promote the use of design as a strategic innovation tool to achieve greater competitiveness and profitability in Norwegian industry and business.