Human-Centred Organization Design

Abstract

The key aim of this article is to give a contribution to a design-oriented definition of organization design, with the human-centred approach to design (HCD) serving as the epistemological tool. Highlighting organizational identity as a facilitator or inhibitor of organization design change, the paper shares HCD’s focus on meaning with Verganti’s theory of design-driven innovation. An explanatory model is put forward detailing the steps in the process of linking the top-down changes from strategy or product innovation initiatives, as well as bottom-up changes emerging from organizational practices and relationships, with organizational design change. Organizational identity is defined as a superordinate conveyer and transformer of meaning and purpose, assuming different roles in the creation and dissemination of meaning, internally, as well as to and from the organization and the external environment. The paper ends with a number of recommendations about the need to focus on the management of identity.