Improving Innovation Processes at Nokia Salo
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Improving Innovation Processes at Nokia Salo

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This presentation was part of a joint Nokia-Aalto workshop in order to improve the idea management and innovation processes at Nokia Salo

This presentation was part of a joint Nokia-Aalto workshop in order to improve the idea management and innovation processes at Nokia Salo

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  • , rejection and prioritization of “big deals”, organizing and running idea assessment meetings, report to (Salo) CIO, expedition to specific departments and follow up/support as necessary, get specialists on-board for immediate meeting
  • , rejection and prioritization of “big deals”, organizing and running idea assessment meetings, report to (Salo) CIO, expedition to specific departments and follow up/support as necessary, get specialists on-board for immediate meeting

Improving Innovation Processes at Nokia Salo Improving Innovation Processes at Nokia Salo Presentation Transcript

  • 30.08.11
    Aalto/GSOM Block Seminar - Nokia Case
    1
    CEMS Block Seminar
    Innovate@Salo
    Group 1
    Jenna Hakkarainen, Sven Ahrens
    Thomas Henry, Jan Kešelak
  • Nokia’s innovation process has poor stats
    30.08.11
    Aalto/GSOM Block Seminar - Nokia Case
    2
    1
    “Idea Innovation” today
    • No transparency
    • Low ideator involvement/“Black box”
    • Low implementation ratio (1%)
    • Slow process (up to 3 years)
    • Partial specialists
    • Lack of motivation
  • Nokia is not alone: innovation barriers across industries
    30.08.11
    Aalto/GSOM Block Seminar - Nokia Case
    3
    1
    Source: Boston Consulting Group
  • Innovation will be process improved along several KPIs
    30.08.11
    Aalto/GSOM Block Seminar - Nokia Case
    4
    1
    +
    Target KPIs for the new innovation process
    • Provide 100% process transparency
    • Offer 100% ideator involvement
    • Increase implementation ratio to 10%
    • Speed up “T2D” to 1 week for critical and 1 month for non-critical ideas
    • Guarantee 100% impartial assessment
    • Increase motivation along several dimensions
  • Top management support and changes in working environment drive idea creation
    30.08.11
    Aalto/GSOM Block Seminar - Nokia Case
    5
    2
    Nokia wants more innovation in Salo? Then there should be a company-wide spiritthat encourages every single employee to drive every single of his/her ideasforward.
    15% off-time
    1
    Recognition
    2
    • Use time to work on ideas with colleagues
    • “Idea corners”/garage
    • Annual awards for teams/individuals with more than €1m in 3 years (cost/add. revenue)
    • E.g. trip to research labs
    No immediate monetary incentives
  • We propose a streamlined idea suggestion process
    30.08.11
    Aalto/GSOM Block Seminar - Nokia Case
    6
    2
    Idea(tor)
    Automated screening
    Standardized input tool
    Manage valves
    • Urgency
    • Process related
    • Product related
    • Unrelated
    • Cost/Value
    Category Green
    Category Yellow
    Category Red
  • We propose a streamlined idea suggestion process
    30.08.11
    Aalto/GSOM Block Seminar - Nokia Case
    7
    2
    Idea(tor)
    Automated screening
    Category Green
    Human screening
    1-2 FTE
    Immediate handling of idea
    1 FTE
    Yes
    No
    Yes
    No
    Budget and HR allocation, inclusion of ideator
    Case-by-case sorting
    Category Red
    Category Yellow
    Action within 24 hours
    Action within 1 month
    Yes
    No
    Yes
    No
    Budget and HR allocation, inclusion of ideator
    Budget and HR allocation, inclusion of ideator
  • Bias is prevented through a cross-functional assessment board
    30.08.11
    Aalto/GSOM Block Seminar - Nokia Case
    8
    2
    Continuous improvement specialists
    1
    Marketing/Sales
    2
    Area specialists
    3
    Ideator
    0
    Non-involved assessors
    4
    Open innovators (externals)
    5
    Plant management
    6
    Case-by-case sorting
    Category Red
    Category Yellow
    Action within 24 hours
    Action within 1 month
    Yes
    No
    Yes
    No
    Budget and HR allocation, inclusion of ideator
    Budget and HR allocation, inclusion of ideator
  • Innovation process will improve along several KPIs
    30.08.11
    Aalto/GSOM Block Seminar - Nokia Case
    9
    S
    +
    Target KPIs for the new innovation process
    • Provide 100% process transparency
    • Offer 100% ideator involvement
    • Increase implementation ratio to 10%
    • Speed up “T2D” to 1 week for critical and 1 month for non-critical ideas
    • Guarantee 100% impartial assessment
    • Increase motivation along several dimensions