More and more organizations are using designerly ways of innovating to improve and transform their innovation systems and outcomes. This transformation implies the adoption of an innovation process characterized by experimentation, iteration, and fast failure rather than a linear, stage-gate type of process that is focused on failure prevention. In particular, when seeking to create and implement innovations that are radical in nature, iteration and experimentation are essential and require

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... nizational flexibility, for example, in the field of strategizing. It also requires organizations to open up their innovation systems and co-create with a broader set of stakeholders. Interestingly, designerly ways of innovating are not only embraced by established organizations, but also by new ventures. Organizations, be they newly created or established, not only borrow from the designers' toolbox, but also seek to create a more enduring, overarching creative mindset within the organization. Such organizations may assist their employees in breaking out of their habitual ways of seeing, knowing, and acting by means of, for example, investing in creative, inspirational workspaces or design thinking training programs. At the same time, the mass-marketing and commodification of designerly ways of innovating have led to a host of problems, and there are many challenges to overcome when implementing and using designerly ways of innovating in organizational settings. In this track, we seek to further explore these challenges.