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Case: Mannvit - Measured and Mangaged Innovation
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Case: Mannvit - Measured and Mangaged Innovation

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Presentation by Tryggvi Jonsson, Director of Infrastructure at Mannvit, at the final conference for the Measured and Mangaged Innovation Programme. …

Presentation by Tryggvi Jonsson, Director of Infrastructure at Mannvit, at the final conference for the Measured and Mangaged Innovation Programme.

Venue: Moderne museet, Stockholm, Sweden

Published in Business
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  • Short intro: Your company and your industry (1-2 minutes) – it should not be a lengthy company sales presentation - What innovation means to you and why it is important in your industry (which dimensions/factors are the industry players competing on?) - Your main lessons and takeaways from the MMI program? It’s great if you can display your Innovation Radar profiles 1-3 here and talk around it on e.g. the following: o What have you done to strengthen core dimensions? (select 2-3 focus dimensions) o How has MMI impacted the way you view and work with innovation? o How do you go about prioritizing and strengthening your innovation efforts? - Your ambitions/growth plans and challenges for the future?
  • Engineering and consulting company, the largest in Iceland Founded in 1963 Staff of about 400 We do engineering, procurement, construction management Here are some of our projects
  • Well educated staff
  • 90% of turnover is in Iceland 10% Global
  • Innovation means everything for a company like ours. Our interest in the beginning was to measure this and see if our focus made any sense. Mesured innovation Where are all these hours going How do we measure this Totally focused on process, management, solution Different strategy local vs. Globa Global focus on channel, partnership After the conference in Denmark last year All engineering firms do partner with others, but to have that as our main focus is maybe something new. Build up trust w. Partners and clients
  • Management, solutions, process Not a big surprise for an engineering company We always had the same group of people
  • 2015 when we look back, our success rate would be measured if we would have achived our goal for 50/50 + of cours increase in turnover and a healty profit How would we get there, and The answere was right there in front of us A big, short word with five letters
  • Locally You don‘t just buy trust you earn it, and it takes a lot of time Trust is something that we dont have when we go globally A partner with trust locally is therefore needed, or else we would need to spend several years to earn the trust that is needed.
  • This came after the conference in Denmark We had seweral workshops in 2011, as discussed at the conference, there was possibly an opportunity in channel and partnership
  • Mix of marketing and internal organization Manager both with resources and BD services Our innovation and development was all over the place We were sure that this kind of OC would not take us where we wanted to go We needed a OC with focus on projects and that could make it easier for us to go 50/50
  • All projects are either energy, industry or infrastructure Project management is stronger, project controler
  • This is our third radartest The group was possibly litle bit biased More effort on innovation, but it needs to be more focused
  • So today, when we take our product globally, first thing we look for is a local partner, Most of the engineering companies partner up in many of the projects they aquire But not many have it as their priority number one Dont have the numbers for 2012 but compared to 2011 but we are getting a better hit rate globally, more earnings so we think that we are on the right track We are constantly changing and searching. Right know we are evaluating the changes and asking our staff about their oppinion.
  • Main lesson: innovation is so much more and just products What have we done: new oc, Globally partnership is number one, our products are beeing developed MMI impacted a lot: we have a new OC , we look at innovation differently Are we there yet = never, we will constantly improve and if it isn‘t broken, we sometimes just break it.

Transcript

  • 1. MannvitMMI final conference in StockholmTryggvi JónssonDirector of Infrastructure
  • 2. Project map & markets Offices Projects
  • 3. Mannvit Innovation 2011• General Marketing and sales 7.500 hoursBusiness development 30.000 hours• 133 projects• 67 Development projects• 66 Bids for projects with hit rate of 26%Internal development 12.500 hours• 75 projectsTotal 50.000 hours
  • 4. Jan. 2011 Product (WHAT) Partnership 7 Platform 5 Channel Solution 3 Supply Chain Customer Need (RELATIONSHIP) (WHO) 3 Customer Management Experience 5 Value 7 Communication Capture Process (HOW)
  • 5. Trust
  • 6. Nov. 2011 Product (WHAT) Partnership 7 Platform 5 Channel Solution 3 Supply Chain Customer Need (RELATIONSHIP) (WHO) 3 Customer Management Experience 5 Value 7 Communication Capture Process (HOW)
  • 7. Old OC
  • 8. New OC
  • 9. May 2012 Product (WHAT) Partnership 7 Platform 5 Channel Solution 3 Supply Chain Customer Need (RELATIONSHIP) (WHO) 3 Customer Management Experience 5 Value 7 Communication Capture Process (HOW)
  • 10. Product (WHAT) Partnership 7 Platform 5 Channel Solution 3 Supply Chain Customer Need(RELATIONSHIP) (WHO) 3 Customer Management Experience 5 Value 7 Communication Capture Process (HOW)
  • 11. www.mannvit.com