DS 80-3 Proceedings of the 20th International Conference on Engineering Design (ICED 15) Vol 3: Organisation and Management, Milan, Italy, 27-30.07.15

Year: 2015
Editor: Christian Weber, Stephan Husung, Marco Cantamessa, Gaetano Cascini, Dorian Marjanovic, Francesca Montagna
Author: Minzoni, Angela; Mounoud, Eleonore
Series: ICED
Institution: Ecole Centrale Paris, France
Section: Design Organisation and Management
Page(s): 417-426
ISBN: 978-1-904670-66-7
ISSN: 2220-4334


This paper presents a co-design process in which operations managers and researchers engage in designing within the aim of radically innovate the operations management thinking focusing on the whole operation s environment and system, beyond operation s optimization. Organization s operating models have a key influence on the organization s governance and strategy. The design of operating models is thus pivotal for organizations and a key stake for those whose operations are based on high speed information and sophisticated knowledge, such as intangible services like banking, financial, insurance or internet services. A main challenge is to produce new knowledge and tools to address specific intangible services operating models at a time where service systems operations cannot any more be understood and planned under a mechanistic view of pre-established continuous chains of standardized micro tasks. The focus in this paper is specifically on the challenges related to pass from a static and mechanistic middle and back office operation s system view to a dynamic, living system like operation s model. The design process itself is designed as an iterative action-learning process.

Keywords: Participatory Design, Sustainability, Business Models, Super-Vision

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