Infrastructuring a Service-Dominant Orientation
How strategic design enables long-term organisational transformation in a large fashion retail company
x
The researcher's own professional experiences and the team's transformative practices over a ten-year timeline (2014–2024)
internal documents including project proposals, research reports, and internal communications across approximately eight major projects
workshop included members of the Research team
CX (Customer Experience) Associate Director
agents and stakeholders from across the Mango company, including the CX Director, Digital Transformation Director, Buying Directors, Commercial Directors, and Senior Researchers
Strategy and Service Design Leads, Innovation Experts, and academic researchers from external organizations ( Inditex, John Lewis & Partners, Bosch)
| # | Name of Method | Research Phase | Research Approach | Researcher Role | Object of Study / Participants | N |
|---|---|---|---|---|---|---|
| 1 | Literature review | Exploratory | Qualitative | x | x | unspecified |
| 2 | Autoetnography | Exploratory | Qualitative | Participatory | The researcher's own professional experiences and the team's transformative practices over a ten-year timeline (2014–2024) | 1 |
| 3 | Archival research | Generative | Qualitative | x | internal documents including project proposals, research reports, and internal communications across approximately eight major projects | 8 |
| 4 | Workshop | Generative | Qualitative | Participatory | workshop included members of the Research team | unspecified |
| 5 | Workshop | Generative | Qualitative | Participatory | CX (Customer Experience) Associate Director | 1 |
| 6 | Interview | Evaluative | Qualitative | x | agents and stakeholders from across the Mango company, including the CX Director, Digital Transformation Director, Buying Directors, Commercial Directors, and Senior Researchers | 11 |
| 7 | Expert panel | Evaluative | Qualitative | x | Strategy and Service Design Leads, Innovation Experts, and academic researchers from external organizations ( Inditex, John Lewis & Partners, Bosch) | 5 |
Knowledge Exchange (PhD Process) Exchange with community
| IK&T | Academia | Design Practice | Society |
|---|---|---|---|
| Context | No | No | No |
| Vision | No | Yes | Yes |
| Means | No | No | No |
Test the Gyroscope Model and the infrastructuring approach in non-commercial and public-sector settings to examine how ‘Forces’, impact definitions, and transformation practices change outside fashion retail.
Investigate highly regulated sectors such as banking and energy to compare how drivers, enablers, and barriers for transformation behave under deeper institutional constraints.
Run a cross-industry survey on the ‘Execution’ and ‘Forces’ dimensions of the Gyroscope Model, adding a more quantitative perspective to the study of strategic design and transformation.
Examine what widespread adoption of customer-centred practices would mean for fashion retail, including its implications for product-development processes, value constellations, and business-model transformation.
Develop educational tools, exercises, and toolkits that help design students practice the socio-political and participatory action-reflection skills required for designing organisational transformation.
