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Behavioural Design by Sector

Behavioural design principles are universal, but their application is context-specific. These articles show how the science translates across industries.

12 articles

Behavioural Design for Healthcare

Why patients do not follow treatment plans. How behavioural design closes the gap between medical advice and patient action.

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Behavioural Design for Education

Why training does not change behaviour. How behavioural design closes the gap between knowing and doing in education.

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Behavioural Design for Government

Governments design policies for rational citizens who do not exist. How behavioural design closes the gap between policy intention and actual behaviour.

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Behavioural Design for Financial Services

How behavioural science improves financial decision-making, product adoption, and customer outcomes in banks and insurers.

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Behavioural Design for Retail

How choice architecture, friction reduction, and social proof drive purchase behaviour and loyalty in retail environments.

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Behavioural Design for Tech

How product teams use behavioural science to increase adoption, reduce churn, and design features people actually use.

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Behavioural Design for Fintech

How fintech companies use behavioural design to build trust, drive onboarding and create financial habits that stick.

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Behavioural Design for FMCG

How fast-moving consumer goods companies use behavioural science to drive purchase decisions, brand loyalty, and category growth.

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Behavioural Design for Insurance

How behavioural science improves policy uptake, claims behaviour, and customer engagement in the insurance industry.

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Behavioural Design for Telecom

How telecom companies use behavioural design to reduce churn, drive upsell, and improve customer experience.

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Buurtzorg Case Study: How Context Transformed 14,000 Nurses

Buurtzorg solved a persistent care problem without extra budget, training or motivation campaigns. A behavioural design analysis of what worked.

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How ING Turned 3,500 Employees into Self-Organising Teams

In 2015, ING transformed 3,500 employees into agile squads without a burning platform. A behavioural design analysis of why it worked.

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