Co-design readiness: Organisation Culture
Why your organisational culture is critical to co-design
Organisational culture is the foundation that can either support or hinder co-design efforts. It's all about the shared values, beliefs, and practices that guide how employees engage in co-design processes.
A positive organisational culture is open to diverse viewpoints, ready to innovate, committed to inclusive and trauma-informed practices, keen on turning co-design findings into action and is okay with failing and trying again.
About the Beacon Strategies organisational co-design readiness assessment tool
The Beacon Strategies Organisational Co-Design Readiness Assessment Tool has been designed to evaluate an organisation's preparedness and capability to engage in effective co-design practices. It combines our insights from delivering co-design work and the work of co-design thought leaders.
The tool focuses on key domains central to delivering an effective co-design process. It isn't academic in any way, it is merely to give your organisation an insight into how you can give your co-design activities the best chance to succeed.
About the 'organisational culture' domain
Organisational culture refers to the collective values, beliefs, and practices an organisation holds that underpin everything it does. Organisational culture ultimately shapes how co-design processes are designed and implemented. This includes openness to diverse perspectives, willingness to innovate, a commitment to inclusive and trauma-informed practices and commitment to implementation and testing (taking co-design beyond planning and research).
This blog aims to help organisations reflect on their culture regarding co-design through a set of straightforward questions. It also offers practical initiatives that can be taken to create a more supportive culture for co-design, leading to better collaboration and more meaningful outcomes.
Questions to help you understand your organisation's culture relating to genuine co-design:
Does the organisation value and embrace co-design at all organisational levels?
Is the organisation comfortable discovering new information through co-design and adapting its operations accordingly?
Is the organisation open to accepting 'co-design failure' and willing to try again if initial attempts don't succeed?
Does the organisation operate in a person-centred, trauma-informed manner?
Does the organisation maintain a focus on diversity and inclusive practice?
Does the organisation equally value the insights of lived experience individuals alongside experts such as leaders, clinicians, or practitioners?
Is there an organisational commitment to progressing co-design findings from concept to implementation?
Does the organisation have a history of discontinuing ineffective practices when new information is presented?
Tangible ways to improve organisational culture for co-design
Below are some tangible initiatives that might be worth considering to get the organisation up to speed:
Establish a co-design charter: develop a clear statement that articulates the value of co-design within the organisation, supported by all levels of leadership. The charter could outline a commitment to lived experience insights, trauma-informed practice and the value of diversity and inclusion.
Embed co-design training: provide regular training for staff on co-design principles and practices, ensuring that everyone is equipped with the necessary mindsets and knowledge to embark on co-design type work (focussing on mindsets and knowledge first is recommended to build a strong culture, the skills can come later.)
Create a safe space for failure: foster an environment where trial and error are part of the learning process, and 'failures' in co-design are seen as opportunities for growth. This could be achieved by over-communicating failures (i.e. learnings) or establishing an organisational 'co-design lab' where experimentation is encouraged in a risk-tolerant environment.
Establishing co-design rituals: embed rituals within the organisation that celebrate and reinforce the values of co-design, inclusivity, and how continuous learning can foster a positive organisational culture. Rituals can be regular events, ceremonies, or practices highlighting the importance of diverse perspectives and co-design successes.
Embed co-design indicators in manager OKRs: Ensure staff OKRs include measurable actions and outcomes relating to effective co-design practices, focusing on implementing findings and continuous improvement. Good judgement is required here, as you don't want to force co-design as an approach where it isn't needed or isn't feasible.
Strengthening your organisational culture to improve co-design outcomes
Building a strong co-design culture is an ongoing process that requires a good look at where you are now and a willingness to take steps for improvement.
The questions and initiatives outlined in this blog are tools for organisations looking to strengthen their co-design culture. The journey of improving co-design culture (and organisational culture more broadly) is not only an investment in innovation but a step towards more inclusive and effective engagement with all stakeholders involved.
Through reflection and action, organisations can better navigate the co-design journey, creating a culture ready for collaboration, learning, and continuous growth.
To assess your organisation's readiness for co-design and to learn more about embedding effective co-design practices, access the Beacon Strategies Organisational Co-Design Readiness Assessment Tool.
For further information and resources, visit our co-design homepage.
