From Solutions to Conditions: A service designer’s case for transition thinking

There is a familiar pattern in innovation work: organisations genuinely want to change, yet momentum stalls. This happens not for lack of ideas, but because the assumptions holding the current system in place remain invisible. What happens when a service designer starts asking different questions about those assumptions? And what does it look like to do this work not at the macro-scale of cities or global climate missions, but at the scale of a team, an organisation or a small business ecosystem?