FIGURE 4. (OPPOSITE PAGE) EXPLORE LOCAL; DRIVE CHANGE aimed to
connect EV charging stations with local Vancouver businesses. This was meant to

incentivize EV use while also supporting the local community.

EV CAR

COMMUNITY
MAPPING

SUMMARY THOUGHTS

The essence of this collaboration is that multiple modes of conversation
over a period of time allowed for effective reflection. Design research in
phase one illustrated the scope of the challenges in shifting to EVs. In
phase two, demonstration prototypes helped Powertech Labs visualize
and discuss the boundaries of their core business. These conversations
and reflections led to the phase three shift from a single user to local
communities. This process resulted in actionable design solutions for
Powertech Labs, and a deeper understanding of sustainable design.

The iterative approach to the project also allowed us to modify our
collaborative strategy based on the company’s state of readiness for
design and community engagement. In the early project stages, the
process was more structured, allowing Powertech Labs to become
comfortable with a design approach to innovation. As the project
moved to the second year and Powertech Labs became more familiar
with design, we used generative approaches to explore more freely.
In the third phase, Powertech Labs took more leadership in defining
a research focus based in community engagement. The pacing and

CHARGE STATION

ICONS

FIGURE 5. The EXPLORE LOCAL program would encompass the below
components for its tour system. This project promoted not just electric vehicles,

but also sustainable community activities.

6

TOUCH SCREEN

WAYFINDING

reflexive nature of the process allowed Emily Carr to understand the
mindset and receptiveness that the partner company had towards
design and social innovation, and to adapt as those needs changed.

It illustrates how conversations between companies, designers, and
communities that include critical reflection and constant revision can
help us discover a way to a sustainable future.

REFERENCES

[1] Christensen, C. and Raynor, M. The tnnovator’s Solution. Harvard Business School
Press, Boston, 2003. [2] Generation System, 2013. Retrieved January 26, 2013, from

BC Hydro: http://www.bchydro.com/energy_in_bc/our_system/generation.html. [3]
Leonard, D. Wellspring of knowledge: Building and sustaining the sources of innovation.
Harvard Business School Press, Boston, 1998. [4] Manzini, E. Resilient Systems and
Sustainable Qualities. Current, 4. 10-13 [5] Rogers, E. Diffusion of Innovations. The Free
Press, New York, 1995. [6] Veryzer, R. Key factors affecting customer evaluation of
discontinuous new products. Journal of Product Innovation Management, 15. 136-150.
[7] Worldwide Trends in Energy Use and Efficiency, 2008, 43. Retrieved January 28,
2013, from International Energy Agency: http://hopi.iea.org:10000/search/search/C.
view=default/results?q=usage+trends.

SUSTAINABILITY

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