The document discusses open services innovation through examples of companies partnering upstream and downstream to co-create value with customers. It provides case studies of companies like Janssen Pharmaceutica, Swift, Eurex, Sense Networks, and ABN Amro that have partnered with other organizations and customers to design new services through open innovation approaches. The cases illustrate how open innovation can help companies strengthen relationships with customers and partners to develop innovative new services.
Bombardier launched an online competition inviting students to develop visions of future urban mobility. Nearly 900 participants from 74 countries submitted 215 entries. Heineken launched an online platform to post challenges on beer packaging innovation. Their first challenge received over 20,000 visits and 150 ideas. Jeppesen co-created their Mobile FliteDeck app with 58 pilots over numerous sessions to design an intuitive paperless charting solution. KLM's Meet and Seat lets passengers find other interesting passengers on flights and was co-created over a full day session with 5 KLM employees and 10 external experts. The municipality of Eindhoven and Hermes co-created a public transport route for elderly residents in one district that addressed both
This document provides information about Tilt, a creative agency. It discusses Tilt's client portfolio and services offered. More than 50% of Tilt's revenue comes from repeat business with long-term relationships of over 5 years. Tilt has experienced growth and offers a wide range of advertising, design, media, and photography services. Recent projects highlighted include work for government agencies, educational institutions, and corporations. The document promotes Tilt's understanding of clients' needs and emphasis on high quality design.
When it comes to building brands, most companies focus on communications. But what really builds brands goes much deeper to include a company's products&services, people, and places.
In this talk originally given by Shift. at CEIBS, China's top ranked business school, we explore how brands are built beyond advertising with examples from Virgin Atlantic, Google, Mengniu, and Nokia.
For more on Shift. please visit us at
http://www.shiftpartners.com
1. The document provides an overview of an Indian technology company that has been in business since 1994, with a focus on delivering innovative solutions through a strong management team and experienced workforce.
2. It details the company's sustained relationships with major clients across sectors, as well as strategic partnerships with global technology leaders.
3. The company has offices and infrastructure in Mumbai and Bangalore, including development facilities, an R&D center, and over 120 employees focusing on areas like software, design, communication strategy, and entertainment content.
Playgroup is an independent, creatively focussed, design agency based in Farringdon, London.
Creativity lies at the heart of everything we do, it is our lifeblood. As individuals we are naturally inquisitive, imaginative and collaborative and we use these characteristics to really understand the challenges that we’re presented with. Combining these playful traits with insightful thinking and a professional, can-do attitude enables us to craft effective and often surprising creative solutions, both offline and online.
We think that we’re a pretty nice bunch of people to work with.
This document provides a summary of Nicholas Hong's education and qualifications, professional experience, and some of his awards. Nicholas Hong has a Master's degree in Design from The Hong Kong Polytechnic University and over 17 years of experience as an integrated creative professional. He has worked in both Canada and Hong Kong for various advertising agencies, developing both conventional and interactive campaigns for clients such as Intel, Dell, Microsoft, and HSBC. Nicholas Hong has won numerous awards for his work in areas such as interactive and digital media.
This document discusses marketing as service design and provides three examples:
1) Dollar Shave Club uses a subscription model to provide shaving supplies at lower prices than competitors, saving customers up to $300 per year. They engage customers for feedback on new products.
2) Kellogg's My Special K platform offers personalized lifestyle content, weight tracking tools, and shopping integrations to support customers as a "shape management brand".
3) Philips' Lifeline medical alert service now has a Caregiver app to alert family/friends if a user falls and needs help, including their medical information and a group messaging service.
This document discusses key elements in building sustainable brands:
1. Brands should create new categories through divergence rather than extending existing brands or converging categories. Red Bull created a new energy drink category through divergence.
2. Strong brands provide a "badge of origin" with a recognizable visual identity supported by the company's mission and values to create trust.
3. Brands must deliver on their "promise of performance" by aligning products, communications, and employees to meet customer expectations across all touchpoints.
4. While global brands offer scale, local brands may emerge stronger if localization reconnects with local consumer lifestyles rather than just promoting a Western lifestyle.
Bombardier launched an online competition inviting students to develop visions of future urban mobility. Nearly 900 participants from 74 countries submitted 215 entries. Heineken launched an online platform to post challenges on beer packaging innovation. Their first challenge received over 20,000 visits and 150 ideas. Jeppesen co-created their Mobile FliteDeck app with 58 pilots over numerous sessions to design an intuitive paperless charting solution. KLM's Meet and Seat lets passengers find other interesting passengers on flights and was co-created over a full day session with 5 KLM employees and 10 external experts. The municipality of Eindhoven and Hermes co-created a public transport route for elderly residents in one district that addressed both
This document provides information about Tilt, a creative agency. It discusses Tilt's client portfolio and services offered. More than 50% of Tilt's revenue comes from repeat business with long-term relationships of over 5 years. Tilt has experienced growth and offers a wide range of advertising, design, media, and photography services. Recent projects highlighted include work for government agencies, educational institutions, and corporations. The document promotes Tilt's understanding of clients' needs and emphasis on high quality design.
When it comes to building brands, most companies focus on communications. But what really builds brands goes much deeper to include a company's products&services, people, and places.
In this talk originally given by Shift. at CEIBS, China's top ranked business school, we explore how brands are built beyond advertising with examples from Virgin Atlantic, Google, Mengniu, and Nokia.
For more on Shift. please visit us at
http://www.shiftpartners.com
1. The document provides an overview of an Indian technology company that has been in business since 1994, with a focus on delivering innovative solutions through a strong management team and experienced workforce.
2. It details the company's sustained relationships with major clients across sectors, as well as strategic partnerships with global technology leaders.
3. The company has offices and infrastructure in Mumbai and Bangalore, including development facilities, an R&D center, and over 120 employees focusing on areas like software, design, communication strategy, and entertainment content.
Playgroup is an independent, creatively focussed, design agency based in Farringdon, London.
Creativity lies at the heart of everything we do, it is our lifeblood. As individuals we are naturally inquisitive, imaginative and collaborative and we use these characteristics to really understand the challenges that we’re presented with. Combining these playful traits with insightful thinking and a professional, can-do attitude enables us to craft effective and often surprising creative solutions, both offline and online.
We think that we’re a pretty nice bunch of people to work with.
This document provides a summary of Nicholas Hong's education and qualifications, professional experience, and some of his awards. Nicholas Hong has a Master's degree in Design from The Hong Kong Polytechnic University and over 17 years of experience as an integrated creative professional. He has worked in both Canada and Hong Kong for various advertising agencies, developing both conventional and interactive campaigns for clients such as Intel, Dell, Microsoft, and HSBC. Nicholas Hong has won numerous awards for his work in areas such as interactive and digital media.
This document discusses marketing as service design and provides three examples:
1) Dollar Shave Club uses a subscription model to provide shaving supplies at lower prices than competitors, saving customers up to $300 per year. They engage customers for feedback on new products.
2) Kellogg's My Special K platform offers personalized lifestyle content, weight tracking tools, and shopping integrations to support customers as a "shape management brand".
3) Philips' Lifeline medical alert service now has a Caregiver app to alert family/friends if a user falls and needs help, including their medical information and a group messaging service.
This document discusses key elements in building sustainable brands:
1. Brands should create new categories through divergence rather than extending existing brands or converging categories. Red Bull created a new energy drink category through divergence.
2. Strong brands provide a "badge of origin" with a recognizable visual identity supported by the company's mission and values to create trust.
3. Brands must deliver on their "promise of performance" by aligning products, communications, and employees to meet customer expectations across all touchpoints.
4. While global brands offer scale, local brands may emerge stronger if localization reconnects with local consumer lifestyles rather than just promoting a Western lifestyle.
Design Thinking, by André Convents, Procter & Gambleresearchvlerick
This document discusses innovation at large companies and discusses different types of innovation including sustaining innovation, discontinuous innovation, transformative innovation, and disruptive innovation. It also discusses design thinking, open innovation, crowdsourcing, and examples of product innovations at companies like P&G.
From caterpillar to butterfly: how to transform your business model to turn i...researchvlerick
The document discusses how companies can transform their business model from product-focused to solution-focused. It provides 10 steps for companies to move toward becoming a solution provider, including identifying customer needs, deciding on an organizational structure to support solutions, developing value propositions, engaging in lead projects with key customers, aligning back-end processes, and implementing performance management focused on solution effectiveness. The overall goal is to help companies in Flanders transition from selling products to creating integrated solutions that improve customer outcomes.
Introduction and content of the call by Nordic Innovation: The Nordic region ...Nordic Innovation
This document discusses a meeting organized by Nordic Innovation to discuss innovation in the health sector through public procurement and regulation. The meeting aims to provide information and inspiration to participants and facilitate matchmaking between potential project partners. The agenda covers exploration of common needs and ideas, focusing on specific partnership opportunities, and answering participant questions. Nordic Innovation seeks proposals within three themes: establishing a Nordic competence network for health procurement, improving dialogue between procurers and suppliers, and other ideas that help meet stated goals. Definitions of key terms are also provided.
The document discusses crowdsourcing and using online communities for collaborative innovation. It explains that value co-creation is the new business paradigm, with customers being involved in companies' value chains from product development to personalized experiences. It provides examples of companies like Adidas and KLM that have created online communities for collaboration. The rest of the document outlines best practices for setting up virtual customer environments, including defining clear goals, engaging customers, generating and integrating ideas, and focusing on the customer experience. It concludes by discussing different models for online communities, from internal networks to more open radical innovation networks that involve external experts and users.
Brands in 2012 began using digital to grow their business in three main ways: addition, design, and disruption. Through addition, brands added digital as a marketing and sales channel to complement their existing businesses. With design, brands focused on improving the customer experience to create incremental value. Disruption involved creating new value chains and revenue streams by solving customer problems in novel ways. However, most brands still viewed digital as an add-on rather than a transformational opportunity, and few took a truly user-centered approach to unlock its full potential.
The document discusses the Creative Industries Network Baden-Wuerttemberg, a state-wide network in Germany funded by the European Regional Development Fund. The network has over 17 project partners, 30 network partners, and 100+ business partners. It aims to promote entrepreneurship, analyze future trends, and boost networking across the creative industries in Baden-Wuerttemberg. Some of its initiatives include startup camps and coaching, trend studies, and cross-industry collaboration. The network also engages in international networking through EU projects.
The document summarizes Nordea's startup accelerator program. The goal is to create an innovation interface between Nordea and startup companies to identify ideas that add value for customers. Startups will receive mentoring, training, partnerships and potential seed funding. They will explore using Nordea APIs and be able to implement services in production depending on progress. The 12-week accelerator program will take place in the Nordic region from September to December 2016. Topics include emerging technologies, digital life insurance, regulation changes, and banks as collaboration enablers.
The document provides information about Volume, an independent digital marketing agency established in 1997 with sites in the UK and US. It lists their credentials, mission statement, quick stats, key clients, accreditations, global reach, integrated competencies, approach to digital innovation, interaction, applications, commerce, social media methodology, and contact information.
Nordea customer story: How Nordea drives consistency and operates as one unif...Bynder
Operating in multiple markets, Nordea needed a solution that would help their team to work closer together and communicate a unified, unique, and consistent brand identity across all customer-related content.
This document discusses integrating intellectual property (IP) protection with open innovation business practices. It provides an overview of an event on this topic, including presentations from Bob Ford on open innovation business practices and John Harris from Gowlings law firm on protecting and licensing IP in open innovation models. The document also includes background information on open innovation, describing it as using internal and external ideas to accelerate innovation. It discusses expectations businesses have of institutional partners in open innovation clusters.
Final results from the Measured and Mangaged Innovation ProgrammeNordic Innovation
Presentation by Bardur Ørn Gunnarsson, Communcations Manager, Hans Christian Bjørne and Jørn Bang Anderssen, Senior Innovation Advisers at Nordic Innovation at the final conference for the Measured and Mangaged Innovation Programme.
Venue: Moderna Museet, Stockholm, Sweden
FITT Toolbox: Market Assessment: Pitch your Idea!FITT
The Heidelberg Innovation Forum is an annual one-day event that has been held since 2005 to help match researchers, start-ups, investors and entrepreneurs. Up to 30 business ideas and research projects are presented through eight-minute pitches to an audience of experts and investors. Participants receive coaching to improve their pitching skills and business models. The event includes networking sessions to help initiate business deals like licensing and start-up financing. Many past participants have successfully started companies or licensed their technologies, helping to transfer innovations to the market.
The document proposes a new business model called the Fair Business Deal (FBD) which aims to connect entrepreneurs, experienced professionals, large enterprises, SMEs, and supporters of innovation. The FBD would operate as a subscription-based business utility service providing deal making, data, and collaboration services to help members find business opportunities and realize deals in a values-centric way. The organization would start as a company but eventually transition to coalitions of businesses and foundations to redistribute profits.
1. IBM Connections is a solution that can enable more effective communications within companies. It was chosen as the social enterprise platform by Esprinet and Sme.Up.
2. Social enterprise is an expanding market area that is closer than we think.
3. IBM Connections allows organizations to innovate and execute faster, better understand and serve customers, and empower a more engaged workforce, as shown through customer examples.
The document summarizes Lehigh University's Integrated Product Development (IPD) program, which aims to foster student technology entrepreneurs through interdisciplinary collaboration. It discusses how the 18-year old program brings together business, design, engineering, and other students and faculty to work on projects with industry sponsors. Key aspects of the program include using cross-disciplinary teams, modeling and simulation, prototyping, and oral presentation skills to guide students through the innovation and product development process. Over 200 industry sponsors have worked with over 1500 students on more than 175 capstone projects through the IPD program.
The MehrWert Service Company Ltd (MWSG) is a central service provider for the savings bank group of financiers which takes care of the concept from distribution support and customer connection programs for more than 100 savings banks and state banks in different concepts.
There is a special experience program for the target group of young adults with events in sports, culture, entertainment and individual travel offers. They also offer advantages with many cooperation partners, trainings and workshops in different subjects with the in-house brand S- POOL. The MWSG provides an online portal, which was recently relaunched based on OpenCms 7.5.2.
The session shows the specifics in the front- and backend of the portal, including the integration of services from external websites.
Innovation in the elderly care sector: at the edge of chaosBart Collet
Verleye, Katrien & Gemmel, Paul (2009). Innovation in the elderly care sector: at the edge of chaos.
Gent: Vlerick Leuven Gent Management School en Flanders District of Creativity.
Via this research report, we would like to diffuse the identified innovative opportunities and their preconditions in and outside Flanders, as these are without exception inspiring initiatives.
6. Specific Questionnaire Cosmin SanduCosmin Sandu
This summary provides the key points from the strategic document in 3 sentences:
The document outlines the candidate's strategy to achieve the budget for AIESEC Romania in the current economic climate, including customizing products to market needs, account management for current partners, and proposed strategic projects for the upcoming year. It also discusses improvements to products, market focus, pricing, and delivery models, and introduces two new proposed products. The candidate emphasizes collaborating with local committees to ensure quality delivery for national partners through training, accountability, and setting national standards.
The document describes the Development Program (DP) run by TOP-IX, a non-profit internet exchange consortium in Northwestern Italy. The DP aims to foster new business creation by providing resources and an open innovation environment for startups in their seed phase. It offers services like infinite bandwidth, distributed computing platforms, and a free trial period. The DP creates value by connecting investors with entrepreneurs and organizing events for them to meet. It also allows startups to trial technologies and define business models, facilitating the evaluation of risks and potential investments. The goal is to help innovation projects grow and eventually become members of TOP-IX's internet exchange.
Sessie 5 - Inspiratie-economie: cross industrie innovatie - Ramon Vullingsresearchvlerick
1. The document discusses cross-industry innovation and learning lessons from other sectors to solve business challenges.
2. It recommends asking "What Would x Do?" to consider how other companies address similar problems and what can be learned from them.
3. Cross-industry insights can be drawn from looking at other companies' products, services, processes, strategies, leadership styles, and business models.
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This document discusses innovation at large companies and discusses different types of innovation including sustaining innovation, discontinuous innovation, transformative innovation, and disruptive innovation. It also discusses design thinking, open innovation, crowdsourcing, and examples of product innovations at companies like P&G.
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The document discusses how companies can transform their business model from product-focused to solution-focused. It provides 10 steps for companies to move toward becoming a solution provider, including identifying customer needs, deciding on an organizational structure to support solutions, developing value propositions, engaging in lead projects with key customers, aligning back-end processes, and implementing performance management focused on solution effectiveness. The overall goal is to help companies in Flanders transition from selling products to creating integrated solutions that improve customer outcomes.
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This document discusses a meeting organized by Nordic Innovation to discuss innovation in the health sector through public procurement and regulation. The meeting aims to provide information and inspiration to participants and facilitate matchmaking between potential project partners. The agenda covers exploration of common needs and ideas, focusing on specific partnership opportunities, and answering participant questions. Nordic Innovation seeks proposals within three themes: establishing a Nordic competence network for health procurement, improving dialogue between procurers and suppliers, and other ideas that help meet stated goals. Definitions of key terms are also provided.
The document discusses crowdsourcing and using online communities for collaborative innovation. It explains that value co-creation is the new business paradigm, with customers being involved in companies' value chains from product development to personalized experiences. It provides examples of companies like Adidas and KLM that have created online communities for collaboration. The rest of the document outlines best practices for setting up virtual customer environments, including defining clear goals, engaging customers, generating and integrating ideas, and focusing on the customer experience. It concludes by discussing different models for online communities, from internal networks to more open radical innovation networks that involve external experts and users.
Brands in 2012 began using digital to grow their business in three main ways: addition, design, and disruption. Through addition, brands added digital as a marketing and sales channel to complement their existing businesses. With design, brands focused on improving the customer experience to create incremental value. Disruption involved creating new value chains and revenue streams by solving customer problems in novel ways. However, most brands still viewed digital as an add-on rather than a transformational opportunity, and few took a truly user-centered approach to unlock its full potential.
The document discusses the Creative Industries Network Baden-Wuerttemberg, a state-wide network in Germany funded by the European Regional Development Fund. The network has over 17 project partners, 30 network partners, and 100+ business partners. It aims to promote entrepreneurship, analyze future trends, and boost networking across the creative industries in Baden-Wuerttemberg. Some of its initiatives include startup camps and coaching, trend studies, and cross-industry collaboration. The network also engages in international networking through EU projects.
The document summarizes Nordea's startup accelerator program. The goal is to create an innovation interface between Nordea and startup companies to identify ideas that add value for customers. Startups will receive mentoring, training, partnerships and potential seed funding. They will explore using Nordea APIs and be able to implement services in production depending on progress. The 12-week accelerator program will take place in the Nordic region from September to December 2016. Topics include emerging technologies, digital life insurance, regulation changes, and banks as collaboration enablers.
The document provides information about Volume, an independent digital marketing agency established in 1997 with sites in the UK and US. It lists their credentials, mission statement, quick stats, key clients, accreditations, global reach, integrated competencies, approach to digital innovation, interaction, applications, commerce, social media methodology, and contact information.
Nordea customer story: How Nordea drives consistency and operates as one unif...Bynder
Operating in multiple markets, Nordea needed a solution that would help their team to work closer together and communicate a unified, unique, and consistent brand identity across all customer-related content.
This document discusses integrating intellectual property (IP) protection with open innovation business practices. It provides an overview of an event on this topic, including presentations from Bob Ford on open innovation business practices and John Harris from Gowlings law firm on protecting and licensing IP in open innovation models. The document also includes background information on open innovation, describing it as using internal and external ideas to accelerate innovation. It discusses expectations businesses have of institutional partners in open innovation clusters.
Final results from the Measured and Mangaged Innovation ProgrammeNordic Innovation
Presentation by Bardur Ørn Gunnarsson, Communcations Manager, Hans Christian Bjørne and Jørn Bang Anderssen, Senior Innovation Advisers at Nordic Innovation at the final conference for the Measured and Mangaged Innovation Programme.
Venue: Moderna Museet, Stockholm, Sweden
FITT Toolbox: Market Assessment: Pitch your Idea!FITT
The Heidelberg Innovation Forum is an annual one-day event that has been held since 2005 to help match researchers, start-ups, investors and entrepreneurs. Up to 30 business ideas and research projects are presented through eight-minute pitches to an audience of experts and investors. Participants receive coaching to improve their pitching skills and business models. The event includes networking sessions to help initiate business deals like licensing and start-up financing. Many past participants have successfully started companies or licensed their technologies, helping to transfer innovations to the market.
The document proposes a new business model called the Fair Business Deal (FBD) which aims to connect entrepreneurs, experienced professionals, large enterprises, SMEs, and supporters of innovation. The FBD would operate as a subscription-based business utility service providing deal making, data, and collaboration services to help members find business opportunities and realize deals in a values-centric way. The organization would start as a company but eventually transition to coalitions of businesses and foundations to redistribute profits.
1. IBM Connections is a solution that can enable more effective communications within companies. It was chosen as the social enterprise platform by Esprinet and Sme.Up.
2. Social enterprise is an expanding market area that is closer than we think.
3. IBM Connections allows organizations to innovate and execute faster, better understand and serve customers, and empower a more engaged workforce, as shown through customer examples.
The document summarizes Lehigh University's Integrated Product Development (IPD) program, which aims to foster student technology entrepreneurs through interdisciplinary collaboration. It discusses how the 18-year old program brings together business, design, engineering, and other students and faculty to work on projects with industry sponsors. Key aspects of the program include using cross-disciplinary teams, modeling and simulation, prototyping, and oral presentation skills to guide students through the innovation and product development process. Over 200 industry sponsors have worked with over 1500 students on more than 175 capstone projects through the IPD program.
The MehrWert Service Company Ltd (MWSG) is a central service provider for the savings bank group of financiers which takes care of the concept from distribution support and customer connection programs for more than 100 savings banks and state banks in different concepts.
There is a special experience program for the target group of young adults with events in sports, culture, entertainment and individual travel offers. They also offer advantages with many cooperation partners, trainings and workshops in different subjects with the in-house brand S- POOL. The MWSG provides an online portal, which was recently relaunched based on OpenCms 7.5.2.
The session shows the specifics in the front- and backend of the portal, including the integration of services from external websites.
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Via this research report, we would like to diffuse the identified innovative opportunities and their preconditions in and outside Flanders, as these are without exception inspiring initiatives.
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This summary provides the key points from the strategic document in 3 sentences:
The document outlines the candidate's strategy to achieve the budget for AIESEC Romania in the current economic climate, including customizing products to market needs, account management for current partners, and proposed strategic projects for the upcoming year. It also discusses improvements to products, market focus, pricing, and delivery models, and introduces two new proposed products. The candidate emphasizes collaborating with local committees to ensure quality delivery for national partners through training, accountability, and setting national standards.
The document describes the Development Program (DP) run by TOP-IX, a non-profit internet exchange consortium in Northwestern Italy. The DP aims to foster new business creation by providing resources and an open innovation environment for startups in their seed phase. It offers services like infinite bandwidth, distributed computing platforms, and a free trial period. The DP creates value by connecting investors with entrepreneurs and organizing events for them to meet. It also allows startups to trial technologies and define business models, facilitating the evaluation of risks and potential investments. The goal is to help innovation projects grow and eventually become members of TOP-IX's internet exchange.
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1. The document discusses cross-industry innovation and learning lessons from other sectors to solve business challenges.
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Managementexperten proberen bij informatieve overload signaal van ruis te onderscheiden. In emotionele overbelasting is veerkracht opbouwen het sleutelwoord, en hier lijkt timing het absolute verschil te maken. Voor de overdaad aan aanbod, geldt het principe ‘less is more’, maar we vergeten maar al te vaak dat ‘meer’ ook ‘anders’ is. Hoe ga jij als manager om met information overload? Belemmert dit je bij het nemen van de juiste beslissingen?
Passie bij ondernemerschap door Matthieu Voet (Newance)researchvlerick
Passie is ongetwijfeld een van de meest geciteerde eigenschappen van ondernemers. Het is de passie die hen vooruit drijft en ervoor zorgt dat ze helemaal worden opgeslorpt in hun activiteiten. Vreemd genoeg echter staat het wetenschappelijk onderzoek naar ondernemerschapspassie nog in zijn kinderschoenen. Een eerste aanzet in de ontrafeling van het passie-construct werd onlangs gegeven door Professor Cardon. Zij toonde aan dat er drie verschillende soorten ondernemerschapspassies bestaan voor verschillende rollen: de rol van de uitvinder (steeds op zoek naar nieuwe business ideeën), de opstarter (kan niet wachten om zijn idee om te zetten in praktijk) en de ontwikkelaar (wil niets liever dan de onderneming zo snel mogelijk doen groeien).
Een heel aantal vragen blijven echter onbeantwoord: in welke mate beïnvloedt de passie voor deze verschillende rollen de plannen van de startende ondernemer? Versnellen ze het proces of vormen ze eerder een barrière? Zijn deze passies stabiel of kunnen ze veranderen? En als ze kunnen veranderen, welke zijn de triggers?
Tijdens deze creativity talk proberen Prof. dr. Veroniek Collewaert en Jacob Vermeire hierop een antwoord the geven. Deze inzichten kunnen interessant zijn voor startende ondernemers, en een belangrijke impact hebben op het ontwerp van initiatieven in ondernemerschapsonderwijs alsook de bedrijfscontext (bv. effectief stimuleren van intrapreneurship).
Creativity Talk: Growing Beyond 2012 door Marc Cosaert van Ernst&Youngresearchvlerick
Al sinds 2008 houdt de financiële crisis de globale economie in zijn greep. Ondanks nooit geziene overheidsmaatregelen zetten ondernemers zich schrap voor de toekomst.
Maar hoe reageren grote en kleine ondernemingen op de crisis? Schuilen er ook opportuniteiten in deze moeilijke tijden? Hoe kan je vandaag innovatief en creatief aan de slag blijven? En welke zijn – gezien het huidige klimaat – strategische keuzes om een dergelijke periode te overbruggen en verder te groeien?
Prof. dr. Hans Crijns deed hier in het kader van het Impulscentrum ‘Groeimanagement voor kleine en grote ondernemingen’ (IGMO) onderzoek naar. Tijdens deze Creativity Talk vertelt hij samen met Ernst & Young (prime foundation partner van IGMO) welke economische trends hij heeft vastgesteld en geeft hij tips om vandaag creatief en innoverend te werk te gaan.
Creativity Talk: Creatief in de crisis? door Hans Crijnsresearchvlerick
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Prof. dr. Hans Crijns deed hier in het kader van het Impulscentrum ‘Groeimanagement voor kleine en grote ondernemingen’ (IGMO) onderzoek naar. Tijdens deze Creativity Talk vertelt hij samen met Ernst & Young (prime foundation partner van IGMO) welke economische trends hij heeft vastgesteld en geeft hij tips om vandaag creatief en innoverend te werk te gaan.
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Fdc open services innovation creativity talk 190612final
1. 19-6-2012
Open Services Innovation
by Marion Debruyne, Wim Vanhaverbeke and Livia Pijakova
Flanders DC Kenniscentrum
Flanders DC - Mission
Stimulating Creativity in Stimulating Entrepreneurship in
Flemish Entrepreneurs Flemish Creative Industries
2 Flanders DC Kenniscentrum
1
2. 19-6-2012
Flanders DC – Companies
3 Flanders DC Kenniscentrum
Flanders DC – Schools
4
Flanders DC Kenniscentrum
2
3. 19-6-2012
Flanders DC – General Public
5
Flanders DC Kenniscentrum
Open Services Innovation
by Marion Debruyne, Wim Vanhaverbeke and Livia Pijakova
Flanders DC Kenniscentrum
3
4. 19-6-2012
Open Innovation in Services: 2 sides of the same coin
Upstream open innovation = with Partners
YOUR
COMPANY
Downstream open innovation = with Customers
7| Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
Value co-creation is the new paradigm
Commoditization risk?
More products and innovations
How to be different?
More Information, MARKET Value co-creation
more choices Forum of conversations Customers are part of value chain
More informed, network and between customers, From product-centric to personalize
companies & communities customer experiences
empowered customer
Word of mouth
Peer influence
Customers are the best or the worst
marketing tool
Sources: Adapted from Prahalad, C.K, Ramaswamy (2004). The future of Competition: Co-creating Valur with Customers. Harvard Business Review
Flanders DC Kenniscentrum
4
5. 19-6-2012
They have all done it…
9| Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
Upstream + Downstream possibilities:
In Focus:
Design Co-produce
With Partner
HealSeeker by J&J Cab Sense
Design with Co-
Co-produce
Partner with Partner
Co- Amro
Co-produce
Customer
Swift ABN
Design with
EUREX – with
Customer
Customer
Deutsche Boerse Customer
With
10 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
5
6. 19-6-2012
Design with partner:
Janssen Pharmaceutica: Healseeker
Project started in early 2011 as a
result of an internal innovation
bootcamp
Sparked by the desire to provide
holistic treatment to children with
ADHD
Janssen teamed up with a
psychiatric clinic Yulius, a computer
game developer RANJ and a patient
organisation ZITSTIL
Innovative approach to behavioural
therapy – computer game to train
children in time management and
planning as a complement to
pharmacotherapy
11 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
Design with partner:
Heal Seeker: Value Creation
Game is to be used as a
complementary therapy
recommended by physicians
Children with ADHD are undergoing
behavioural therapy sooner and in a
playful way
Plans to internationalise once
successful in the Dutch-speaking
market
12 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
6
7. 19-6-2012
Design with partner:
Healseeker: Value Delivery
Endorsed by ZITSTIL in Belgium
Multi-channel approach in
distribution: online and through
ZITSTIL
2-pronged strategy in launching –
running clinical trials to prove game
efficacy, but also launching it
without claims
13 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
Design with partner:
Healseeker: Value Capture
Product is still in the pre-launch
phase
Pre-clinical research shows possible
efficacy in achieving the learning
goals
The initiative opened up new doors
to the gaming market for Janssen –
games geared towards other
therapeutic areas may follow
So far the investment was done by
Janssen alone, for future RANJ may
share some of it and become a
partner
14 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
7
8. 19-6-2012
Design with partner:
What can we learn from Janssen?
Partnerships for Open Innovation
spark up by serendipity: be open to
new contact and maintain your
network
If you are in a sector, which is
regulated, involve the legal
department from day 1
Do not be afraid to step out of your
comfort zone to innovate – trust
your partners
15 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
Upstream + Downstream possibilities:
Our Framework
Design Co-produce
With Partner
HealSeeker by J&J CabSense
Customer
Swift ABN Amro
EUREX –
Deutsche Boerse
With
16 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
8
9. 19-6-2012
In some service industries,
co-creation with customers
is DIFFICULT.
But NOT im possible!
17 | Flanders DC Kenniscentrum
| 19-06-2012 | Creativity Talk: Open Services Innovation
Design with customer:
Swift: Innotribe
Global cooperative ensuring secure
messaging and transactions within
and between supply chains mainly
in the financial industry
Innotribe started on 2009 as an
internal company tool
2 main functions: change the
company culture and change the
company positioning to the outside
world
Flanders DC Kenniscentrum
9
10. 19-6-2012
Design with customer:
Innotribe: Value Creation
Innotribe gives bright minds from
within and outside the company an
opportunity to realise their business
ideas
A new channel of meaningful
communication within the company
but also opens the company up to
outside world
Swift is connected to 8000 banking
institutions
The unique position enables them to
create an innovation hub
Flanders DC Kenniscentrum
Design with customer:
Innotribe: Value Delivery
The virtual Innotribe is
seamlessly connected to
physical conferences Sibos
Sibos conferences are
organised to recruit smart
thinkers and get them to
present their ideas in a
“Dragon’s Den” setting.
Participants have 5 minutes to
present their idea without
powerpoint
The prize is 50 000 EUR or
Swift’s involvement in
developing the idea
Flanders DC Kenniscentrum
10
11. 19-6-2012
Design with customer:
Innotribe: Value Capture
Swift managed to change its
corporate culture and
reposition itself as an
innovative company
As a result of the success, in
2011, Swift set up an
incubation framework of 5
Million EUR to be able to
support more than just a
single winning idea
About 10% of NPD idea inflow
comes from Innotribe –
currently there are 2 projects
about to be launched as a
venture
Flanders DC Kenniscentrum
Design with customer:
What can we learn from Innotribe?
It may take time for an open
innovation initiative to settle
in in your organisation, but do
not give up!
Make a clever combination of
online and offline to keep the
ball rolling between events.
Flanders DC Kenniscentrum
11
12. 19-6-2012
…and Swift is NOT alone
practising Open innovation in
the financial industry…
23 | Flanders DC Kenniscentrum
| 19-06-2012 | Creativity Talk: Open Services Innovation
Design with customer:
Eurex: Idea Board
Operating in the business of selling
derivatives in the financial market
The initial starting point to
strengthen the innovation capability
of the company and use every
opportunity to communicate with
their customers
Started in 2010, reaching about 350
members by 2011
Flanders DC Kenniscentrum
12
13. 19-6-2012
Design with customer:
Idea Board: Value Creation
Financial institutions are able to
express their ideas on new financial
products to a neutral and safe party
10% of the creative inflow in Eurex’s
NPD process comes from the idea
community
There are ideas that sparked up
within the community in the NPD
pipeline about to be launched
Flanders DC Kenniscentrum
Design with customer:
Idea Board: Value Delivery
Any one of the members can post an
idea to a virtual idea box. This one is
considered by the experts at Eurex
and evaluated.
Some ideas may be further
developed on a forum, which his part
of the Idea Board. Then the whole
community can contribute to the
development. (only if IP is not
sensitive)
No reward is offered, companies
benefit from the financial products
created in this collaboration.
Flanders DC Kenniscentrum
13
14. 19-6-2012
Design with customer:
Idea Board: Value Capture
The project is strengthening the
bond between Eurex and its
customers, but also fostering
innovation within the company by
opening up the company culture.
The Idea Board community would
never have come together in face-
to-face!
Flanders DC Kenniscentrum
Design with customer:
What can we learn from Eurex!
Your customers can become your
partners in development
Give them room to co-create and
they will do so out of their own
goodwill
Practice soft launch, start with your
best customers they will then pull
others in
If you cannot organise co-creation
face-to-face a secured virtual
environment will do the job
Maintain the feedback loop
Flanders DC Kenniscentrum
14
15. 19-6-2012
Upstream + Downstream possibilities:
Our Framework
With Partner Design Co-produce
HealSeeker by J&J CabSense
Customer
Swift ABN Amro
EUREX –
Deutsche Boerse
With
29 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
Co-produce with partner:
Sense Networks - Cab Sense
All taxis in New York are equipped
with a GPS device connected to a
register
The analytical capabilities of Sense
Networks combined with NYC Taxi
&Limousine Commission give
opportunity to provide a new
service
App launched in 2008 for iPhone,
Android and Motorola
Predictions of most probable taxi
locations are projected onto the
map of the city as a heatmap
30 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
15
16. 19-6-2012
Co-produce with partner:
Cab Sense: Value Creation
The purpose of the app is to
improve the service experience of
travelling by taxi beyond the service
process
It helps match taxi providers and
taxi seekers in a more efficient way
31 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
Co-produce with partner:
Cab Sense: Value Delivery
App is free of charge and
downloadable from iTunes, Android
Motorola markets
Upon installing app, users can make
use of many functions: navigation to
the point with most available taxis,
time slide to plan your night etc…
New taxi data are fed into the
system to make the prediction
algorithm more accurate
32 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
16
17. 19-6-2012
Co-produce with partner:
Cab Sense: Value Capture
Sense Networks uses Cab Sense to
showcase the power of their
machine learning algorithm – their
main product
Increase in revenue and passenger
satisfaction for NYC Taxi &
Limousine Commission
Greater satisfaction and service
efficiency for the taxi hailers.
33 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
Co-produce with partner:
What can we learn from Sense Networks?
If you own a good technology, look
outside its current application
Look for partners in the new market
that have access to the target group
Use the app market to showcase
what your technology can do to fuel
your revenue growth
34 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
17
18. 19-6-2012
Upstream + Downstream possibilities:
Our Framework
With Partner Design Co-produce
HealSeeker by J&J CabSense
Customer
Swift ABN Amro
EUREX –
Deutsche Boerse
With
35 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
Co-produce with customer:
ABN Amro: Arena
Arena has been set up by the
Dialogues House – one of ABN
Amro’s ventures to facilitate intra-
company conversation and to help
people share ideas and jobs.
The company believes that radical
ideas come from connecting people
with similar interests
Flanders DC Kenniscentrum
18
19. 19-6-2012
Co-produce with customer:
Arena: Value Creation
People with different interests
create value for each-other and the
company
The idea was to foster the company
culture and facilitate creative
thinking
Flanders DC Kenniscentrum
Co-produce with customer:
Arena: Value Delivery
Arena serves as a micro-jobbing
market with open positions
Amount of hours per week is
standardised across all tasks so they
are equal
Employees are allowed to give up a
task they dislike as long as they take
on another one they like
The original task owner is still
responsible for the result
Flanders DC Kenniscentrum
19
20. 19-6-2012
Co-produce with customer:
ABN Amro: Value Capture
Boost in internal communication
and alignment
Performance boost – workforce is
happier and more productive
Lower employee turnover
Leaner Structure
Flanders DC Kenniscentrum
Co-produce with customer:
What can we learn from ABN Amro?
Open innovation does not need to
happen solely in the R&D field
Partners for Innovation don’t
necessarily need to be outside the
boundaries of your company
Collaboration is easy and successful
as long as there is a common goal
equally attractive to all parties
involved
Flanders DC Kenniscentrum
20
21. 19-6-2012
But where exactly is the value created for
the customer?
Search and Service
Purchase
Selection Experience
Example of
Gamification/
Co-created advice: Many in one service Customisation:
OI
Amazon bundles: Raytheon & Disney
Netflix prize Brussels Loft, KLM meet & seat
NU.nl
41 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
Co-created advice:
Netflix
400 000 participants
competing and collaborating
to design the best
recommendation system in
the movie rental industry
Netflix knew it probably
wouldn’t win on price with
the likes of Walmart, so it
competed smart
Walmart, Blockbuster and
others competed at the
purchase point
Netflix chose a different
strategy and created a value
beyond the service result
42 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
21
22. 19-6-2012
Many in one service bundles:
The Brussels Loft
Focus on independents and
entrepreneurs
You rent a desk, but you get
much more
Exposure to fellow
independent experts
Networking, mutual service
exchange and collaboration
on projects
43 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
Gamification/Customisation:
Raytheon & Disney
Set up by Raytheon as part of a
wider strategic MathMovesU
programme in 2009
Goal is to secure future
employee base by promoting
engineering education amongst
younger generation
Partner up with Walt Disney
Imagineering to let children
design their own roller coaster
ride
Combination of Fun & Maths
Education
44 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
22
23. 19-6-2012
You don’t need to focus on just one stage!
Search and Service
Purchase
Selection Experience
Example of
Many in one service Gamification/
co-created advice:
OI
bundles: Customisation:
KLM Bluenity
YourAirportTransfer & KLM meet&seat
KLM
45 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
You CAN Combine Upstream + Downstream possibilities:
Air France KLM
Design Co-produce
With Partner
EC Solution KLM iSeatz
Customer
KLM Meet&Seat
KLM In-Touch KLM Bluenity
With
Community
46 | Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
23
24. 19-6-2012
Design with partner:
KLM & EC Solution
Working together in thinking out the
future of air travel
Permanent baggage tags with
interactive display and smart
frequent flier cards with
comprehensive travel information
used as travel documents too
Easy check in and check out, no
airport hassle for the passengers
Significant process efficiency
improvement and decrease in
investment costs for drop off
machines for KLM!
Less disposable material used every
day!
Flanders DC Kenniscentrum
Co-produce with partner:
KLM YourAirportTransfer - door-to-door service
KLM’s partner to provide a 1-stop
shop for organising the entire travel
Saves the customer time by
providing seamless transport from
door-to-door
makes the whole journey more
comfortable by reducing uncertainty
as taxis are informed of any delays
and accommodate for that
Flanders DC Kenniscentrum
24
25. 19-6-2012
Design with customer:
KLM In Touch community
Started in 2008 as a virtual club of
frequent fliers
Currently around 550 members
from all over the world interact in
English
KLM uses the input from this
community for qualitative market
research and new product
development
Members feel special and feel that
KLM cares, so they stay loyal
The whole organisation is more
consumer-centric
Flanders DC Kenniscentrum
Co-produce with Customer:
KLM Meet & Seat
Launched in February 2012 first on flights
from Amsterdam to San Francisco, Sao
Paolo and NYC
Matching passengers sitting next to one
another through their social network
profile
Upon booking, passengers opt in to share
details of their Facebook or Linked-in
profile and they will get to see profiles of
other passengers travelling in return
Result: More fun and meaningful
networking on board!
Flanders DC Kenniscentrum
25
26. 19-6-2012
Co-produce with Customer:
KLM Bluenity
First community site for frequent fliers
launched in 2005
Fellow travellers share tips on hotels,
restaurants and shopping in and around
destination cities
This makes it easier to book the right
hotels and places for business meetings
for newbies
Passengers can make their trip plans
public on the community so fellow
passengers at the same destination can
join them
Flanders DC Kenniscentrum
What can you do and where do you fit in?
Look at your customer’s
decision-making journey
- Where does your customer seek value?
- Where is value being created for the customer
now?
Examine the value chain of your
company
-Where is value created?
-What are other opportunities?
What ecosystem do you need to
build?
-Which partners will enable you to co-create the
value?
52 |
How can your role in the ecosystem enable you
Flanders DC Kenniscentrum | 19-06-2012 | Creativity Talk: Open Services Innovation
to capture value?
26
27. 19-6-2012
Thank you for listening
Questions time!
53 | Flanders DC Kenniscentrum
| 19-06-2012 | Creativity Talk: Open Services Innovation
Sources 1/3
99Designs, company information, http://bit.ly/MHdk6e
Abimo, Survivalgids, Interview with Sarah Kumar, 2012
ABN Amro, Arena, In-depth Interviewm, 2011
Air France, Bluenity, http://bit.ly/JJu3CJ
Alam, I., 2002, An Exploratory Investigation of User Involvement in New Service Development,
Journal of the Academy of Marketing Science , Vol. 30, No. 3
Anthony, M., 2012, KLM Meet and Seat – social seating for airlines, StratChat,
http://bit.ly/Kqn9ar
ArtistShare, company information, http://bit.ly/GTbT0g
Bernoff, J., Schalder, T., 2010, Empowered, Unleash your employees, Energise your customers,
Transform your business, Harvard Business Review Press
Brussels Loft, Interview with Bernard Perelsztejn, 2012
Brustein, J., 2012, The Push to Make Cab Rides Smarter, New York Times,
http://nyti.ms/M5CKLB
Coyote, Conmpany Information, http://bit.ly/dGupxM
Deuze, M., 2007, Convergence Culture in Creative Industries, International Journal of Cultural
Studies, 10:243
Edvardsson, B., et al, (2010) Involving Customers in new service development, Imperial College
Press
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