Our Value Network Creation Masterclass Program aims to pass on to selected companies something of what we have learned in recent years about generating and managing innovation through networks. We believe that networks will be the biggest source of innovative value in the near future.
The world of innovation is changing fast – and this is bringing a number of tough challenges. Perhaps the most significant of these involves how we organize and manage our innovation efforts. Increasingly, the best innovations are generated not by isolated, in-house teams, but by a variety of partners connected in Value Networks. These partners are often from quite different disciplines, different parts of the value chain, or even different industries. It is precisely where their areas of interests and expertise overlap that innovation takes place. Indeed, some of the most striking innovations result from deliberately combining fields that have never been combined before, such as “design and organization”, “hospital and hospitality” or “coffee and electronics” [Senseo!].
But managing such diverse and loosely linked groups is not easy. The partners may differ greatly in how they see the task at hand, and they probably lack a common “language”. So if companies are going to succeed in highly innovative markets, they need to know how to generate effective cooperation between partners, and develop the full potential of co-creation within the network – only then will that network become a real Value Network.
Personal/professional development issues of participants.
Theory and skills related to innovative alliances.
Fundaments | Goal
Improving competences to guide innovative alliances in different stages. [from idea to implementation]
Improving sensibility for different professional types of comprehension: information, formation, form.
Improving competences to cross borders and induce transfer between different professionals.
| Personal intakes Start Conference Master classes  Public Seminars  Consulting teams Editorial teams Closing conference Route Personal development theme Organisational demand Professional theory and skills
First alliance task: connect individual values and
needs to group values and needs
Define individual fingerprint
Co-design the program
Match each individual need to program content
| work inspiration demand me as professional Gap / theme case sources personal details Personal details Work specifics Personal inspiration Demand in work Personal sources to deliver on demand Professional characteristics Gaps between demand and sources Professional case Kick-off start
Josephine Green : future is about quality of life more then about consumption, we will shift from pyramids (vertical power) to pancakes (horizontal connectivity). No more one size fits all supply-demand chain, new types of leadership.
Jaap Toorenaar : be able to design your big idea in brief essence [‘one team, one task’; ‘society that means you!’].
Roland van Kralingen : Make close connection with contexts, markets and consumers. Find the crucial insight, the secret that touches people and adds value for them [Madonna: girl power and self esteem; H&M: fashion for peanuts].
Geert Gratama/Robert-Jan Hofhuis : Work out your idea in a clear and appealing key image.
A deep and intuitively understanding of a major New consumer motivation Value anorexia
Being precise and appealing in what you plan to do [the big idea/dot at the horizon] is not that easy.
The way you bring your idea to the world has to include an insight and has to be carefully designed.
Figuring out what others are planning to do is even more difficult.
Offering variety as such is not a direct competitive advantage; people ask for back-up in navigating their life: design and packaging can help them to choose out of the many.
Good concepts constrain on the one hand and enable on the other.
Mapping the idea out together helps to make it tangible for the group as a whole, it leads to saturation in the end, the group becomes more and more silent: ‘Is this is what we mean? Gottit? Yes we’ve gottit!’].
This fase of forming an innovative alliance needs careful attention Do not skip this part of the formation to fast, do not jump to expressions and/or solutions too early: mind your essence, mind your language, mind your form.
Cool collectives are able to perform into flow. What induces flow?
Erik Heijerman : works at ISVW, a house of philosophy, defined by Wittgenstein as ‘the art to liberate common sense out of the traps of language’. That exactly what the Significa, the founders of the ISVW institute, were up to. Cool collectives behave collective and coherent but not locked in. The design of the place helps to get in flow, innovation emerges where masters meet in a free but inspiring space where initiatives can flourish.
Wim van Haverbeke : Develop a strategy and a working structure where big companies have small venture around them. Spin innovation in when it becomes valuable. Spin innovation out to let it grow outside without disturbance by corporate culture as long as you are not sure.
Group: what is inspiring me? Making connections via images and songs.
Annewieke Vroom and Jos Stuyfzand about experience. According to Annewieke and the Kyoto school, in pure experience there is no difference between part and whole. When we experience without analysis, concepts, comments and critiques we can, like a poet, grasp new meaning that language cannot really handle (yet). Jos: by putting experience central, consumers/users get a central role. Next to technical characteristics of products the more intangible aspects of the product become important: style, look and feel. Designers are always closest to experience.
Master Class 2: Cool collectives | What is Open Innovation? ‘ Open innovation is the use of purposive inflows and outflows of knowledge to accelerate internal innovation and expand the markets for external use of innovation, respectively.’ Chesbrough, Vanhaverbeke, West Open Innovation: Researching a New Paradigm (Oxford, 2006)
How to lead without a formal position and a hierarchy?
Jan den Hollander : connect your behaviour to what your alliance partners value important. Analyse stakeholder needs and drives: What makes Sammy run? Deciphering the codes might induce the group to run.
Mark Blaisse : where ever I am, I try to connect on what people drives and show my real interest. Not having a formal position makes me no treat to others and gives me entrance to usually closed spaces. All people like attention.
Marco Vonk : groups differ in their value sets. A sensitive leader connects to these value sets and their development and recognises the integrative and the differentiative steps in the development of groups.
Filip Vandendriessche : for managers it should be forbidden to have solutions and it should also be forbidden to have no criteria for solutions.
My own leadership style, am I one of the crew or do I climb to the top?
Nodal leaders tell stories in stead of theories or policies.
How fast we jump from ‘what I value important’ to ‘what is important’ or to ‘what we value important’, without checking the we.
Try to understand before being understood.
The habit of most minds to work solutions out alone and fight over concurrent solutions.
Analysing value drives of individual stakeholders.
Analysing value drives of groups/systems.
Management funnel, back to criteria.
Analyse about what important subjects you talk and about what not.
Analyse with which important persons you talk and with who you don’t.
Management Funnel Problem Goal Criteria Solution OUTPUT INPUT
Seminar: How alliances accelerate innovation |
Innovation takes place in a bigger [ecological] environment. When an environment is highly networked on a topic we call it a cluster. All participants open up to this environment, innovation is no longer closed.
Clusters form a strong sort of competitive advantage.
For a good cluster we need talent, tolerance, tools [Florida].
Europe is competitive in tolerance [bohemian index].
DSM means Doing Something Meaningful, that’s where I innovate for.
Distinguish in different sorts of innovation: incremental, big change and radical. Use incubators for radical innovators.
Don’t do everything inside the company: small initiatives get killed in an corporate environment.
Monitor innovation internal and external with a strict monitoring system.
Don’t fight strategic decisions: accept if a project is stopped by management, even if you think that project in itself is good, be humble.
What is the value everyone brings in? How to we divide?
Dave Jongejan : an investor checks on two things: do I trust this team and do I see a valuable business model? Making the model requires talking, checking, counting, talking, talking in order to get the best fitting interrelations and figures in the spreadsheet = fine tuning the engine.
Frederic Guillanneuf : IP in itself is (potential) value which needs to be protected.
Jan Erik Baars : the value of design. Four design strategies: - brand driven strategy: who? Nike - function driven strategy: what? Microsoft - style driven strategy: how? Apple - purpose drive strategy: why? Google
Models seems straightforward but the devil is in the detail.
Where do I stand myself: - Being [who am I?] - Meaning [what do I want to achieve?] - Engaging [for who I want to work?]
Individual discussions with coaches on information [Marian Hijmans], formation [Babette Niemel], form [Marieke Sonneveld ]
Make a value chain analysis together
Map out the business model together
aspirational promise (e.g. sustainability projects) concept car (e.g. next simplicity , RSNA, ) specific campaigns (e.g. brand campaign) innovation debate (Design Probes) collaborative innovation (ToDo - Mo) incremental innovation social cultural trends & narratives future focused persona research market research & data mining Create viable options Build emerging business Extended & defend core business
Cross borders: If you get stuck in information switch to formation or form.
Look for those themes nobody talks about and those people nobody talks to.
Be ambassador of two worlds: both the internal and external alliance.
Be very sensitive for switching from model to story and the other way around.
Only variety beats variety.
N+1: in first stage of innovative alliances we see the becoming of new organisational form.
Alliance partners seek to build a totem upon which they can attribute.
Ambiguous search in this stage leans on ways the partners use to comprehend. In general they attribute along the lines of becoming of plan, of team and of form.
Leading professionals in alliances use to originate in 1 domain and have to work on 2.
Draw it out and discuss, combine with story-telling.
Handouts and articles - 1 | Alliance essentials [Maarten Königs] Managing the Form, Function and Fit of Design [Angela Dumas / Henry Mintzberg] Casus open innovation DSM [Emmo M. Meijer] The Four dimensions of intelligent Innovation [Boozallen] Cultural Creatives in NL [ Willem Brethouwer en Linde van der Pol] Handout ‘coaching’ [Maarten Königs] PARK DMN Lecture Mythbusting [Tim Selders – Paal Smith-Meyer] Cultural Creatives Lifestyle and LOHAS Markets [Paul Ray] Open Innovation in pratice [Robert Kirschbaum] The Secrets to Predictable Innovation [Strategyn / Tony Ulwick]
Handouts and articles - 2 | LSI – Lifestyle Inventory VNC toolkit English VNC toolkit Dutch Group Dynamics Business Methods Alliance Methods
Movies | Here’s to the crazy ones Guitar hero Innovation Adidas Dove March pinguins Facebook Exceptional times Think different Apple 1984 Count the bounces Interview James Woudhuysen Interview Stefano Marzano