The Innovator's Toolkit

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Torsten Henning Hensel

The Innovator's Toolkit by nouvé. More Infos: http://innovation.nouve.de/

Business Technology

WHAT IS? WHAT IF? WHAT WOWS? WHAT WORKS?

MAKE INNOVATION HAPPEN!
NOUVÉ OFFERS TRAINING, COACHING AND CONSULTING
IN NEW METHODS & TOOLS THAT BOOST YOUR BUSINESS.

_EXPERIENCE MAPPING & SERVICE DESIGN
_BUSINESS MODEL GENERATION & COACHINGS
_CREATIVITY TECHNIQUES & IDEA GENERATION
_ASSUMPTION TESTING & VALIDATED LEARNING

FIND OUT HOW AT HTTP://INNOVATION.NOUVE.DE

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Suchen Sie nicht nach Bedürfnissen im Markt, die Sie erfüllen können.  Schaffen Sie einfach ein Bedürfnis, das nur Sie erfüllen können! Es gibt im Innovationsbereich einen sehr verbreiteten Ansatz: Unternehmen gehen auf die Suche nach Bedürfnissen, um diese dann mit neuen Produkten und Services zu befriedigen. Dieser Ansatz ist nicht nur wenig kreativ, er ist auch nicht sonderlich effizient und bringt vor allem kaum nennenswerte Innovationen hervor, meist eher kleinere Verbesserungen. Denn wenn man Leute fragt, was sie wollen, wollen sie meist genau das, was sie bereits haben, etwas schneller vielleicht, etwas billiger, etwas leichter zu bedienen und so weiter.  Wenn man sich die großen, revolutionären Innovationen der letzten 20 Jahre genauer anschaut – das Internet, das Handy, Suchmaschinen, Navigationsgeräte, das iPhone, Facebook, Cloud Computing etc. –, stellt man fest: Sie sind nicht einfach nur Weiterentwicklungen bestehender Dinge. Sie machen eine neue Kategorie auf (W. Chan Kim und Renée Mauborgne nennen sie ‘Blue Oceans‘), kreieren Bedürfnisse, die es vorher so nicht gab – und die zunächst nur durch sie selbst gestillt werden können. Niemand äußerte das Bedürfnis zu Kopien, bevor es Kopierer gab, niemand redete über GPS-Navigation im Auto, bevor es die Technik dazu gab, niemand hatte das Bedürfnis, das Leben seiner Freunde in Echtzeit verfolgen zu können vor Facebook, und wenige glaubten, unbedingt von überall auf ihre Daten zugreifen zu müssen, bevor sie von Cloud Computing gehört hatten.  Woher kommen solche revolutionären Ideen? Oft sind sie schon lange da, sind bereits imaginiert, ohne erfunden worden zu sein. Science-Fiction-Filme und -Romane zeigen uns oft eine Zukunft, die nur noch wenige Jahre vor uns liegt. Unternehmen sollten solche Zukunftsszenarien daher durchaus auch strategisch nutzen. Denn: “The future is already here – it’s just unevenly distributed” (William Gibson). Wie das geht, zeigt unsere Präsentation "FRONTLOADING FOR INNOVATION".

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Bekanntermaßen werden Strategien entwickelt, um konkrete Ziele zu erreichen. Was aber, wenn das Ziel der Strategie die kontinuierliche Veränderung ist? Dann sprechen wir über Transformation. Den Begriff der Transformation versteht man am besten durch sein Gegenteil: die Stagnation. Zu stagnieren, sich also nicht weiterzuentwickeln, bedeutet oft das Todesurteil für eine Marke oder ein Unternehmen. Das war schon vor 100 Jahren so. Heute haben die Veränderungen um uns herum allerdings ein Tempo erreicht, das Innovationszyklen immer weiter zusammenschrumpfen lässt – bis hin zur kontinuierlichen Erneuerung. Unternehmen, die bei diesem Tempo mithalten wollen, brauchen entweder einen guten Herzschrittmacher – oder ein neues Selbstverständnis: Weg von der Stabilität, hin zur Agilität.  Wenn wir bei GREENKERN über Transformation sprechen, dann geht es uns nicht nur ums Finden der nächsten stabilen Marken- oder Unternehmenskonfiguration, sondern darum, eine Marke bzw. ein Unternehmen in die Lage zu versetzen, sich kontinuierlich und optimal seiner sich verändernden Umwelt anzupassen.  Transformation ist für uns maximale Performance durch vorausschauende Anpassungsfähigkeit. Um diese zu ermöglichen, braucht es ein neues Verständnis von Markenführung, adaptive Businessmodelle und eine Organisation, die auf permanente Anpassung justiert ist. Erfahren Sie mehr darüber in unserer Präsentation "From Configuration to Transformation".

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Das Problem ist nicht der Mangel an Daten, es ist das fehlende Verständnis dafür, wie man diese Daten nutzbar machen kann. Das Sammeln und Verarbeiten von Daten war bis vor Kurzem noch mit einem enormen Aufwand verbunden. Das Web 2.0 hat uns alle zu Produzenten von Inhalten und damit zu Teilnehmern an einer gigantischen, globalen Konversation gemacht. Erst jetzt ist es möglich geworden, (eigen- und fremd-) markenbezogene User-Aktivitäten mit digitalen Tools in Echtzeit zu verfolgen, ihre Essenz zu filtern und für das Markenmanagement nutzbar zu machen.  Die heutigen Analysemöglichkeiten gehen dabei weit über die einfach ersichtlichen Kennzahlen wie z. B. Webseitenbesucher, Facebook-Fans oder Bannerklicks hinaus. Im Fokus moderner Analysetools stehen Stimmungsbilder rund um die Marke (Opinion Mining, Sentiment Analysis), die Früherkennung möglicher Probleme (Issue Detection) und die Erfolgsmessung von Aktivitäten (Campaign Monitoring). Damit ist das Interesse aller Beteiligter an der Markenführung die wichtigste Voraussetzung für die Entwicklung eines solchen Marken Steuerungstools.  Die Präsentation „MARKENFÜHRUNG IM DIGITALEN ZEITALTER“ stellt Ihnen unseren Ansatz des Brand Performance Measurements vor und gibt Ihnen einen Einblick in die Funktionsweise unseres Brand Performance Cockpits.

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Die digitale Welt endet nicht an der Grenze der Wirklichkeitsnachahmung oder -simulation. Vielmehr sehen wir, dass die neuen technologischen Möglichkeiten unsere Sinne nicht einfach nur „reizen“ (über unsere Perzeption), sondern dass sie tatsächlich auch gänzlich „neue“ Sinneserlebnisse ermöglichen (durch Assoziation oder Evokation). Das Digitale wird damit zu einem Katalysator für die Erweiterung unserer sinnlichen Fähigkeiten.

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