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Morgenbooster Purpose-Driven Innovation I Morgenbooster #90

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In this Morgenbooster Jens Bjørn Koustrup Nielsen, CCO at 1508, and Hjørdis Thorborg, Brand Experience Director at 1508, will address some of the fuss and buzz about purpose and innovation and will share their own reflections on how you can drive impactful design- and innovation processes through a strong sense of purpose.

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Morgenbooster Purpose-Driven Innovation I Morgenbooster #90

  1. 1. Morgenbooster #90 Oktober 2018 – ved Jens Bjørn og Hjørdis Thorborg Purpose-Driven Innovation
  2. 2. AGENDA • Why? • Purpose • Innovation • Purpose-Driven Innovation
  3. 3. Hjørdis Thorborg Brand Experience Director
  4. 4. Jens Bjørn Koustrup Nielsen CCO
  5. 5. TEAM
  6. 6. Why?
  7. 7. Why?
  8. 8. Companies with a strong sense of purpose are able to transform and innovate better A global survey of 474 executives - Harvard Business Review Analytic Services & The EY Beacon Institute
  9. 9. 4 observations
  10. 10. 1. Too much buzz and too little common understanding Let’s save the world! Let’s make a lot of money!
  11. 11. 2. Too much focus on short sighted KPI’s, click-rates and ROI
  12. 12. 3. Innovation is driven from a too narrow business perspective
  13. 13. 4. Lack of integrity in a user-acentric approach
  14. 14. Purpose
  15. 15. Your aspirational reason for being and doing
  16. 16. WHAT Simon Sinek – The Golden Circle WHY HOW
  17. 17. Purpose provides activation energy for living Mihaly Csikszentmihalyi, psychologist, author of the book, “Flow”
  18. 18. PASSION
  19. 19. PURPOSE
  20. 20. The urge to do what we do in the service of something larger than ourselves Daniel H. Pink – Drive, The Surprising Truth about what Mitivates Us
  21. 21. Internal quest External problem PURPOSE Wolff Olins – Butterfly Model
  22. 22. FIT EXPERIENCEPURPOSE
  23. 23. Innovation
  24. 24. Creating value through something that is new, useful and utilized
  25. 25. DESIRABILITY VIABILITY FEASIBILITY INNOVATION IDEO
  26. 26. EXTERNALINTERNAL Look for internal drivers from an external point of view (What value would our new “…” generate for our users?) Look for external drivers from an internal point of view (What would their new “…” mean, seen from our perspective?)
  27. 27. UNDERSTANDING PEOPLE HYPOTHESIS DRIVENPROTOTYPING COLLABORATIVE PROOF BY DESIGN™
  28. 28. TEST & LEARN PROTO TYPE INSIGHTS & HYPOTHESIS BUILD & OPTIMIZE Proof of Problem Proof of Concept Proof of Solution
  29. 29. Purpose-Driven Innovation
  30. 30. BRANDINNOVATION BRANDINNOVATION
  31. 31. BRANDINNOVATION PURPOSE
  32. 32. You need to connect to your purpose to innovate in a meaningful way Erik Roscam Abbing, Brand-Driven Innovtion – Strategies for development and design
  33. 33. and… Erik Roscam Abbing, Brand-Driven Innovtion – Strategies for development and design
  34. 34. Innovation is required to bring your purpose and your promise to life Erik Roscam Abbing, Brand-Driven Innovtion – Strategies for development and design
  35. 35. STORY TELLING
  36. 36. STORY DOING
  37. 37. SPECIFIC VALUE PROPOSITION SPECIFIC VALUE PROPOSITION SPECIFIC VALUE PROPOSITION SPECIFIC VALUE PROPOSITION SPECIFIC VALUE PROPOSITION SPECIFIC VALUE PROPOSITION PURPOSE A1 A2 B1 B2 C1 C2 HIGH LEVEL VALUE PROPOSITION HIGH LEVEL VALUE PROPOSITION HIGH LEVEL VALUE PROPOSITION A CB PURPOSE
  38. 38. PURPOSE
  39. 39. A global survey of 474 executives Harvard Business Review Analytic Services Report - in collaboration with The EY Beacon Institute
  40. 40. Companies who clearly articulate their purpose enjoy higher growth rates and higher levels of success in transformation and innovation initiatives A Harvard Business Review Analytic Services Report – The Business Case for Purpose
  41. 41. Purpose-driven companies are more likely to have:
  42. 42. 1. More innovative power
  43. 43. 84% HBR Analytic Services Report: 84% said it can affect an organization’s ability to transform
  44. 44. 2. More motivated employees
  45. 45. Generation Y
  46. 46. 3. More loyal customers
  47. 47. 33% Marty Neumeier, The Brand Flip: Loyal customers spend 33% more than new customers
  48. 48. 4. Better business outcomes
  49. 49. Purpose fuels profitinnovation
  50. 50. Purpose fuels profitprofits
  51. 51. 1 - 2 46% articulated a strong sense of purpose and used it as a way to make decisions and strengthen motivation
  52. 52. Can you prove it’s viable? Is it feasible? Is it desirable?
  53. 53. EXPERIENCEPURPOSE BIG IDEA
  54. 54. External problem Internal quest External offer Internal abilities PURPOSE External offer Internal abilities EXPERIENCEBIG IDEA
  55. 55. B2C
  56. 56. H2H
  57. 57. TEST & LEARN PROTO TYPE INSIGHTS & HYPOTHESIS BUILD & OPTIMIZE Proof of Problem Proof of Concept Proof of Solution Proof of Purpose Proof of Promise Proof of Experience
  58. 58. There is no mind without emotion Antonio Damasio, Neuroscientist - What Role do Emotions Play in Consciousness? 2010
  59. 59. DESIRABILITYDESIRABILITY VIABILITY FEASIBILITY INNOVATION IDEO
  60. 60. MVP Brian Collins, COLLINS
  61. 61. Brian Collins, COLLINS MVP+MFL
  62. 62. Take Away no.1: Start with ”why” and keep your purpose, in focus through your innovation process
  63. 63. Take Away no.2: Design for people! Both your organization and your market is run by human drive and desire
  64. 64. Take Away no.3: Minimize consensus around your core purpose and simple patterns to allow for innovation
  65. 65. Thanks! Jens Bjørn Koustrup Nielsen CCO Hjørdis Thorborg Brand Experience Director

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