The organization rejected the idea that tax had to be

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The organization rejected the idea that tax had to be an innately unpleasant experience, and set about creating a system of positive interactions based on trust, understanding and fairness. They challenged themselves to make tax a good experience by encouraging people to feel engaged as citizens. In this organization, every project is required to utilize a user-centred design approach. In the first five years of the transformation process, the AT O was supported by the Sydney-based strategy and design consulting firm 2nd Road and several US-based design experts. Once they had systems up and running with a critical mass of trained staff, they left the consultants behind and continued transforming themselves from within. The project is expected to be a ten-year commitment. This may be the largest and most complete design transformation project to be documented to date.3 Another example is the Australian company, Suncorp, a top-25 Australian company that provides financial services (also a client of 2nd Road). In 2006 this organization began working to install design capability with the intent of transforming itself into a world-class customer-centred organization. But it has taken a more organic approach than the AT O. By planting design efforts around the organization at the level of everyday projects and supporting these through a small, centralized leadership hub with targeted training, communications and support, they hope gradually to win the organization over to design from the grassroots level. While slow, it has made steady progress. To date more than 900 employees on the operations side have received design training and over 1,000 employees have elected to join the design community of practice (6 per cent of the total workforce). This was achieved without any executivelevel mandates and relies on voluntary participation and individual initiative. The enthusiasm that has been awakened for design in this organization is remarkable. The design organization, as such, is an emergent species. Design organizations are those for which design is the culturally dominant way of working and thinking but Design Practice in Organizations 193 many of these are still experimental or works-in-progress. Full transformation to a design organization is not always the goal, nor does it need to be, though for any organizational design initiative to thrive there must be a tolerant, if not supportive, environment or culture and so some aspect of organizational change will always have to accompany the creation of an internal design capability. Who Are the Designers? In their position paper on transformation, the UK Design Council notes that the design community is experiencing two important shifts: firstly, in where design skills
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are being applied, and secondly, in who is actually doing the designing (Burns et al. 2006: 10). When we introduce design into an organizational context, we are inviting many people to the table as designers . Some members of the design community regard this as somewhat dangerous. The argument is that it is better to leave design to the experts,
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