For example, the Business Model Canvas introduced by Osterwald and Pigneur (2010) is still an important tool for companies to develop their value proposition and to gain insight into the alignment of their business activities with customer needs or renewed insights into the core values that drive the organisation itself ( purpose). In cases of innovation of the business model and the portfolio, this often leads to business model re-development: adjusting the value proposition, the business model and realising the created value because of a new customer base. This includes the Brand Driven Innovation by Roscam Abbing (2010), which connects brand, innovation and design to help companies build people-oriented brands that match their vision and values. Within these approaches, methodologies are often used that are derived from the design discipline or science, such as the principle of the customer journey or user journey: going through the steps of a (potential) user from consideration of purchase to eventual use, so as to discover how a (broader) group of users can be served (Følstad & Kvale, 2018). Another example is (service) design thinking, in which, through an iterative process, a greater eye for and understanding of end-user problems and situations is obtained, in order to gain insight into the way in which design results can influence their specific contexts (Cross , 2013).