Abstract

Design is increasingly used to develop public services, and considerations have arisen regarding how to gain best value from it. Design ladders and design maturity models are commonly also referenced in the public sector, but we argue that their adequate use must rest on an informed view of the diversity of design activities in public-sector organizations. The world’s major cities are large and highly diversified organizations. Our inductive case study of one of them, the city of Helsinki, reveals 23 design activities, distinct in terms of the process, outcomes or agency that design has. These activities can be grouped into six different clusters. These lay the ground for each other and support the cultural transformation of the organization into being a more citizen-centric organization. At the same time, they also create a design management challenge and confusion over what ‘design’ is and what it can do.

摘要

设计越来越多地用于开发公共服务，人们开始考虑如何从中获得最大价值。设计阶梯和设计成熟度模型通常也在公共部门中被引用，但我们认为，它们的充分使用必须依赖于对公共部门组织中设计活动多样性的了解。世界主要城市都是大型且高度多元化的组织。我们对其中之一赫尔辛基市的归纳案例研究揭示了 23 项设计活动，这些活动在设计的过程、结果或机构方面各不相同。这些活动可以分为六个不同的集群。这些为彼此奠定了基础，并支持组织的文化转型，成为一个更加以公民为中心的组织。同时，