Designing transformation in the voluntary sector

This paper presents the key findings from a recent Doctoral inquiry into the impact(s) of a Design approach in Voluntary Community Sector (VCS) contexts. Using Action Research and a case study structure, the Design approach was introduced and applied within three VCS organisations in succession. Data on the impact and perceived value of the approach to a range of stakeholders was captured during, immediately after, and in the year following the engagement. An inductive analysis process was then employed to build theory from the collated case study data. The paper briefly describes the design activity in each of three medium-sized VCS organisations before presenting the three key outcomes of the collaborations: more customer-focused services, financial impacts and organisational learning. Significantly, the paper will discuss how in two of the three charities, design resulted in transformational change; fundamentally altering the organisation’s culture and vision to the benefit of all stakeholders.