Midem: Prototyping Innovation

PROTOTYPING INNOVATION


Integrate and accelerate change management.Why is innovation important? How innovation strategies can be optimized within a company‘s

organizational structure? What lessons can be learned about the future of Pixelpark‘s innovation

strategy?

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‣ by Axel Quack

‣ [email protected] by Email

mailto:[email protected]





strategy?

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‣ written by Axel Quack







strategy?

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strategy?

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AGENDAINTRODUCTION

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INTRODUCTION

I work as Vice President for Innovation and Head of

the Innovation Lab at Pixelpark - one of Germany‘s

largest interactive service provider of „creative and

value-enhancing communication and eBusiness

solutions“. In my current role I am responsible for

all aspects of innovation management and I also

serve as a member of the company‘s management

board.

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Believing in impactful management, I use

emotional and logical techniques to drive positive

communication processes, increase efficiency,

decrease stress and enable engagement. I strive to

empower teams of technologists which

outperform expectations.

INTRODUCTION

I work as Vice President for Innovation and Head of

the Innovation Lab at Pixelpark - one of Germany‘s

largest interactive service provider of „creative and

value-enhancing communication and eBusiness

solutions“. In my current role I am responsible for

all aspects of innovation management and I also

serve as a member of the company‘s management

board.

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Believing in impactful management, I use

emotional and logical techniques to drive positive

communication processes, increase efficiency,

decrease stress and enable engagement. I strive to

empower teams of technologists which

outperform expectations.

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»Focus on 3 Elements«

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1. Innovation

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2. Integration & Renovation

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3. Acceleration

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AGENDAINNOVATION

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WHAT IS INNOVATION?

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According to Tom Gorman, innovation is creating a novelty based on an idea. However, simply coming up

with the idea does not suffice to create an innovator. An innovator must effect change in the real world.

Thus, rather than remaining potential, an innovation – a new „product, service or process“ – must solve a

real- world problem.

WHAT IS INNOVATION?

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WHAT IS INNOVATION?

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APPLE

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The company is a prime example of an innovator, which change the perception for a personal computer

from a cumbersome machine into an elegant accessory. Apple did not invent the computer. Other people

did. Moreover, businesses had been already using computers before Apple entered the market for

computers. However, Apple revolutionized this market by „[popularizing] the microcomputer.“ Apple

succeeded because the large mainframe computers of the time were hard to use. IBM dominated the

mainframe market, but it did not lead the way to smaller computers. DEC developed a minicomputer – but

even DEC „didn’t develop and popularize the microcomputer – Apple did.“ It took an existing product, shrunk

it, redesigned it and made it simpler to use.

APPLE

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APPLE

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WHAT HAPPENS IF A COMPANY IS NOT INNOVATIVE?

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Most businesses are built to be efficient and profitable, but not necessarily innovative. By definition,

innovation disturbs sameness. It dismantles routines. It invites unpredictability. However, innovation should

not be taken for granted. Launching great innovation is often incompatible with the organizational rigidity of

modern companies. Therefore, most companies need restructuring which would be conducive to

innovation.


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innovation.


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innovation.

SONY

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Not long ago, the Walkman was as ubiquitous as the iPod is today, and Sony dominated the market for TVs,

cameras, video recorders, and many other consumer electronics. But as Sony became a huge conglomerate

with film and music divisions, it lost leadership in many of its core product lines. What tripped up Sony and

some of its competitors was the move from hardware to software, which put the emphasis on the brains of

the device rather than the circuitry. As a result, faster-moving competitors like LG, Samsung, Vizio, Apple,

and the various makers of cell phones—which of course come with cameras these days—have outpaced

this old-school innovator.

SONY

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SONY

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FORMER BRITISH PRIME MINISTER HAROLD WILSON

»The only human institution which rejects change

is the cemetery.«

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SUCCESSFUL CHANGE PROCESS ACCORDING TO GREEN:

Mor

ale

and

com

pete

nce

Time

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SUCCESSFUL CHANGE PROCESS ACCORDING TO GREEN:

Transition

Integration

Mobilization

Organization

Orientation

Implementation

Mor

ale

and

com

pete

nce

Time

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AGENDAINTEGRATION & RENOVATION

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MANAGING DIRECTOR

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DIRECTORCONSULTANCE

DIRECTORINFORMATION TECHNOLOGY

DIRECTORDESIGN

DIRECTOREDITORS

DIRECTORSALES

DIRECTORPROJECT

MANAGEMENT

MANAGING DIRECTOR

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SENIORREGULARJUNIORTRAINEE






DIRECTORCONSULTANCE


DIRECTORDESIGN

DIRECTOREDITORS

DIRECTORSALES

DIRECTORPROJECT

MANAGEMENT

MANAGING DIRECTOR

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MANAGING DIRECTOR MANAGING DIRECTOR

DIRECTORCONSULTANCE


DIRECTORDESIGN

DIRECTOREDITORS

DIRECTORSALES

DIRECTORPROJECT

MANAGEMENT

DIRECTORCONSULTANCE


DIRECTORDESIGN

DIRECTOREDITORS

DIRECTORSALES

DIRECTORPROJECT

MANAGEMENT













GENERALMANAGING DIRECTOR


DIRECTORCONSULTANCE


DIRECTORDESIGN

DIRECTOREDITORS

DIRECTORSALES

DIRECTORPROJECT

MANAGEMENT

DIRECTORCONSULTANCE


DIRECTORDESIGN

DIRECTOREDITORS

DIRECTORSALES

DIRECTORPROJECT

MANAGEMENT














DIRECTORINNOVATION MANAGEMENT

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DIRECTORCONSULTANCE


DIRECTORDESIGN

DIRECTOREDITORS

DIRECTORSALES

DIRECTORPROJECT

MANAGEMENT

DIRECTORCONSULTANCE


DIRECTORDESIGN

DIRECTOREDITORS

DIRECTORSALES

DIRECTORPROJECT

MANAGEMENT














DIRECTORINNOVATION MANAGEMENT

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Many organizations set up innovation incubators or labs but, because

of their loose integration into the company, many promising ideas fail to

be promoted and adopted.

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Innovations can happen most easily in nimble environments, which

should not necessarily be limited to the walls of a lab.

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First Goal:

Adding value to the brand Pixelpark itself, not a sub label or sub brand.

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Second Goal:

Adding value to the already existing structure and getting employees

more engaged on innovative processes.

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Besides collecting ideas from employees through Ideation events we

wanted to make sure that everyone at the different locations had the

opportunity to contribute and to exchange ideas between different

people.

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AGENDABOOTCAMPS

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ROLE OF THE INNOVATION MANAGER IN TERMS OF PRE-SALES

SELECTION OFSEGMENTS

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ANALYSIS>

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ANALYSISIDEA POOL

COMPARSION> >

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ANALYSISIDEA POOL

COMPARSIONCOLD CALL,

SALES FLIGHT> > >


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AGENDAACCELERATION

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When a company like Pixelpark has existed for 20 years it has well

established workflows, which are very efficient when applied to large-

scale projects. To achieve fast start-up like results, a large company,

such as Pixelpark has to disrupt its established workflows.

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When a company like Pixelpark has existed for 20 years it has well

established workflows, which are very efficient when applied to large-

scale projects. To achieve fast start-up like results, a large company,

such as Pixelpark has to disrupt its established workflows.

DESIGN THINKING

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A large company, as Pixelpark has to disrupt its workflows.

Design thinking is crucial to any innovation effort if a company wants to break out of its current business

trajectory. Today‘s management concepts are heavily based on optimization and scale economics. This

means that making a better use of a company's resources and market power can contribute to gaining

competitive advantage. Indeed, design thinking can help achieve this goal.

DESIGN THINKING

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According to IDEO (2010)


DESIGN THINKING

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DEFINE



DESIGN THINKING

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CREATEDEFINE



DESIGN THINKING

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CHOOSECREATEDEFINE



DESIGN THINKING

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SELECTCHOOSECREATEDEFINE



DESIGN THINKING

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REPEATSELECTCHOOSECREATEDEFINE



DESIGN THINKING

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REPEATSELECTCHOOSECREATEDEFINE



DESIGN THINKING

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There are many different approaches to interpret Design Thinking. My main goal was to develop a

methodology that relies on Design Thinking principles and can be easily integrated and executed during a

workshop situation.

DESIGN THINKING

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Gamestorming is about an innovation method to create new ideas and strategies for success.

DESIGN THINKING

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DESIGN THINKING

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DESIGN THINKING

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Teambuilding

DESIGN THINKING

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Teambuilding

Ideation

DESIGN THINKING

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Teambuilding

Ideation

Reality check

DESIGN THINKING

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Teambuilding

Ideation

Reality check

Business modelprototyping

DESIGN THINKING

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Teambuilding

Ideation

Reality check


Usersneeds

DESIGN THINKING

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Teambuilding

Ideation

Reality check


Usersneeds

(Paper)Prototyping

LARGE GROUP INTERVENTIONS

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Position of Large Group Internventions in the field of approaches for change.

Large Scale Interventions (LSI) are an approach for organizing sustainable changes with active involvement

of stakeholders throughout the whole system (e.g. organization or community and its environment). LSI is a

process in which participants work in small and (really) large groups. Those groups are so called Large

Group Interventions and the number of people involved can vary from five to a thousand.


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Tell Sell Test Consult Co-create


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Approach(scale)



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Approach(scale)


Large GroupInterventions

Small GroupMethods


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Approach(scale)



Small GroupMethods

Open Space

RTSC

Company-WideMeetings

Conventionalpresentations


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Approach(scale)



Small GroupMethods

Open Space

RTSC



Circumstances


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Approach(scale)



Small GroupMethods

Open Space

RTSC



Circumstances

Low

Clear

Low

Little

Pre-determined

Single

High

Unclear

High

High

Open

Multiple

Level of ownership and commitment

Issue / desired results / way forward

Complexity

Uncertainty

Outcome

Stakeholder groups / agendas

BY AXEL QUACK

I realized there are still »rules« within a company that tend to

slow down an organization on progression. So, how can we

»hack« this?

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HACKINGSOMETIMES YOU HAVE TO BREAK THE RULES

ON

BENEVOLENT HACKERS

Workers subvert established company policies whenever

rules and regulations make their jobs harder or less efficient.

This revolution takes the form of circumventing or replacing

outmoded or silly procedures. It enables workers to be faster

and more productive.

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HACKINGHOW CAN I ACTUALLY HACK A COMPANY?

ON

BROKEN BUSINESSES

Old business models and processes no longer work. Rigid

managers and top-down directives make a company less

productive. But hard times demand courage, not timidity.

Workers are fighting back.

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HACKINGHOW CAN I ACTUALLY HACK A COMPANY?

ON

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CONCLUSION

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Streamline and design manufacturing processes and driving employees to unfold their full potential to

deliver superior performance in innovation.

CONCLUSION

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deliver superior performance in innovation. Build and manage strong and diverse teams that have delivered

cost-efficient, timely results within set budgets and strict deadlines.

CONCLUSION

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cost-efficient, timely results within set budgets and strict deadlines. Increase the efficiency of the creative

personnel by instilling into them a greater sense of independence and commitment.

CONCLUSION

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personnel by instilling into them a greater sense of independence and commitment. Protoptype business

models for strategic management of the firm‘s infrastructure, customers and finances.

CONCLUSION

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models for strategic management of the firm‘s infrastructure, customers and finances. Find new growth

opportunities.

CONCLUSION

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opportunities. Lead and accelerate innovation strategies by identifying and executing strategic goals.

CONCLUSION

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opportunities. Lead and accelerate innovation strategies by identifying and executing strategic goals.

Prototyped Innovation by integrating and accelerating change management.

CONCLUSION

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This is only possible through Creative Leadership.

[email protected] WWW.AXELQUACK.DE