Intrinsic benefits are merely by products of the

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intrinsic benefits are merely by-products of the design process, the effects are significant enough to become the ends in themselves and not just the means. Design/Designing Organizations There are many organizations that have very explicitly and deliberately incorporated design and design approaches to core of their mission and activities. Many of these are companies are known for excellence in delivering consumer products such as Apple, Samsung, BMW, Herman Miller or Dyson. Others, like Morningstar, Zappos, or the Mayo Clinic, deliver exceptional service-based products. Part of the brand these companies trade on is the intense focus on design practice as a core competency. But, to varying degrees, these companies may or may not be what we would call design organizations , where the incorporation of design thinking and processes infiltrate every organizational nook and cranny. There is a spectrum of design activities that can play out in any organization that designs, from running a centralized and deeply specialized design group, to separate and unique product development and design departments in each division, to ensuring that there is broad participation in a shared methodology and adherence to organization-wide design vision, practices, and culture. The Australian Tax Office (AT O) is an organization that began a journey in the late 1990s to transform itself from the policy level on up using design. Rather than simply redesigning tax forms or using superficial design tactics to try to improve communications about an already overly complex system, they decided to begin redesigning the tax system from its very foundations, using clarity and ease of use as their core design 192 Design, Management and the Organization principles. They started by reconceptualizing the form and structure of the underlying code from which the taxation system is administered. In this way, the tax system as a whole was designed, with explicit attention to how the intent behind the law that forms policy should be captured and expressed and how tax policy as a whole should be structured and maintained. From this, a system of creating, communicating, and administering federal tax was created, with a specific emphasis on user-centred design. The AT O established a department for this purpose, called Integrated Tax Design. In order to complete this organizational, policy and content-level transformation, the AT O created a design hub for specialist services, the ongoing development of design competencies with people at all levels of the organization, and the establishment of organizational structures, processes, and tools to support design activities throughout the organization, based on a user-centred design methodology that was customized
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specifically for the needs of the AT O. The goal was to create an organization that has as its sole mission the idea of improving the tax experience for all taxpayers by making encounters with the Tax Office easier, cheaper, and more personalized.
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