ABSTRACT
The hybrid research orientation of action research and design science research embedded in Mode 2 research paradigm guided the interaction with the six partner companies, each of which wanted to focus on their organizational transformation challenges and processes.
Nestlé and Philips engaged a community to transform their identities: Nestlé faces the challenge of establishing a culture of innovative leadership. Therefore, it engages a community of innovation enthusiasts into transforming their individual identities. A part of Royal Philips, Philips Experience Design wishes to transition to being a solutions company; to develop a meaningful transformation, it must necessarily leverage the perspectives of individual leaders all over the world.
Sasol and Sintetica established a new culture: Sasol, a South-African chemicals and energy company, faces the challenge of restructuring its’ portfolio. For this purpose, every employee can freely dedicate 10% of her working time to become more innovative and spur organizational transformation. Sintetica is a Swiss pharmaceutical company with a human-centric culture, which faces the challenge of digitalization. Employees were engaged in envisioning a future where technologies could empower and enable a human-centric culture.
Sorgenia and STEF faced the problem of introducing new routines: The utility provider Sorgenia took a bold strategic direction in response to a turbulent environment; now, it must engage employees to embed the new direction in their working practices, transforming the organizational routines. STEF, a leader in temperature-controlled logistics, wishes to introduce a new work model to maintain market leadership; employees would envision their transformed working practices to highlight the advantages of the new work model.
