This thesis explores how public sec​tor organizations introduce new ways of working, such as co-design methods and mindsets, and examines the interactions between emerging co-designing cultures and dominant public sector cultures. This research contributes to the field of design, with a focus on culture change in public sector organizations.

When designers try to create lasting change in the public sector, their aim is not only to co-design meaningful new or improved services, but also to embed the capacity – rather than dependency – of co-design into the organization. Current research suggests that this embedded co-design capacity allows for ongoing transformation.