Chinese SMEs are facing significant difficulties after the epidemic, the number of closures has tripled and business owners are seeking help for digital transformation due to the exposure of management issues. Compared with large enterprises, SMEs face 4 challenges in terms of capital, methods, consensus, and staff capacity, so that I can see the dilemma of their transformation. As a service designer, this gives me great motivation and responsibility to contribute to this field through service design combined with digital transformation methodology. From the first chapter, I learned about the problem of employee engagement and trust in transformation, so I partially refined the existing 4-step transformation framework, and I proposed 2 new hypotheses for the framework, regarding consensus and the learning-by-doing for training. In the landing validation session, I worked with a consultancy to design for Chajiu.com, a small business in eastern China. First, we prioritized the problems through a leadership co-creation workshop. After that, I conducted in-depth research & design in working and management for Inappropriate schedule and performance management and Chaotic interdepartmental collaboration problems. As a solution, the consensus issue and staff training issue was solved through a pilot project and co-creation workshop. For now, the project has been in place for one month. Meanwhile, based on the design process, I have also validated the hypotheses of the framework for 'SMEs' digital transformation. In the future, more areas within digital transformation would be validated, replicate and help other companies in need.
Le PMI cinesi stanno affrontando notevoli difficoltà dopo l'epidemia, il numero di chiusure è triplicato e gli imprenditori cercano aiuto per la trasformazione digitale a causa dell'esposizione dei problemi di gestione. Rispetto alle grandi imprese, le PMI affrontano 4 sfide in termini di capitale, metodi, consenso e capacità del personale, in modo che io possa vedere il dilemma della loro trasformazione. In qualità di progettista di servizi, questo mi dà grande motivazione e responsabilità per contribuire a questo campo attraverso la progettazione di servizi combinata con la metodologia di trasformazione digitale. Dal primo capitolo ho appreso del problema del coinvolgimento dei dipendenti e della fiducia nella trasformazione, quindi ho parzialmente affinato il framework di trasformazione in 4 fasi esistente e ho proposto 2 nuove ipotesi per il framework, riguardanti il consenso e la formazione. Nella sessione di convalida dell'atterraggio, ho lavorato con una società di consulenza per la progettazione di Chajiu.com, una piccola impresa nella Cina orientale. In primo luogo, abbiamo dato priorità ai problemi attraverso un seminario di co-creazione della leadership, dopo di che, ho condotto una ricerca e una progettazione approfondite nel lavoro e nella gestione per la pianificazione e la gestione delle prestazioni inadeguate e i problemi di collaborazione interdipartimentale caotica. Come soluzione, il problema del consenso e della formazione del personale è stato risolto attraverso un progetto pilota e un workshop di co-creazione. Per ora, il progetto è in atto da un mese. Nel frattempo, sulla base del processo di progettazione, ho anche convalidato le ipotesi del framework per la trasformazione digitale delle 'PMI'. In futuro, più aree all'interno della trasformazione digitale sarebbero convalidate, replicate e aiutate altre aziende in difficoltà.
Design for working in post-pandemic. Service design and digital transformation enable China’s SMEs to improve work efficiency
Lou, Zhengang
2020/2021
Abstract
Chinese SMEs are facing significant difficulties after the epidemic, the number of closures has tripled and business owners are seeking help for digital transformation due to the exposure of management issues. Compared with large enterprises, SMEs face 4 challenges in terms of capital, methods, consensus, and staff capacity, so that I can see the dilemma of their transformation. As a service designer, this gives me great motivation and responsibility to contribute to this field through service design combined with digital transformation methodology. From the first chapter, I learned about the problem of employee engagement and trust in transformation, so I partially refined the existing 4-step transformation framework, and I proposed 2 new hypotheses for the framework, regarding consensus and the learning-by-doing for training. In the landing validation session, I worked with a consultancy to design for Chajiu.com, a small business in eastern China. First, we prioritized the problems through a leadership co-creation workshop. After that, I conducted in-depth research & design in working and management for Inappropriate schedule and performance management and Chaotic interdepartmental collaboration problems. As a solution, the consensus issue and staff training issue was solved through a pilot project and co-creation workshop. For now, the project has been in place for one month. Meanwhile, based on the design process, I have also validated the hypotheses of the framework for 'SMEs' digital transformation. In the future, more areas within digital transformation would be validated, replicate and help other companies in need.| File | Dimensione | Formato | |
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Design for working in post-pandemic.pdf
solo utenti autorizzati dal 12/07/2022
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https://hdl.handle.net/10589/177166