I dette seminar satte vi fokus på front-end innovation - det tidlige stadie i innovationsprocessen, hvor idéerne skabes og hvor forbrugerindsigt og -involvering er et afgørende fundament for den effektive bruger-drevne innovationsudvikling.

1. Side 1
Boost din front-end med bruger-dreven innovation
Wilke Innovations Seminar
April 21, 2016
Copenhagen, Denmark
“Coming together is a
beginning. Keeping
together is progress.
Working together is
success”
Henry Ford
“Renovation is largely
doing the same, but better
… Innovation is thinking
& doing different”

2. Side 2
Velkommen … til Wilke’s Innovations Seminar
Thomas Tuxen
2006-12: VP Group Innovation, Carlsberg Breweries A/S

3. Side 3
Innovationsambitionen og aktiviteten er begyndt at spire

4. Side 4
De fleste virksomheder synes at være forbi “den finansielle
krise” med et mere optimistisk syn på fremtiden & vækst

5. Side 5
Investeringsvilligheden er stigende og innovation er så småt
ved at komme tilbage på den strategiske agenda …

6. Side 6
… med henblik på effektivt at drive vækst – profitabel vækst!
Growth & profitability levers
Margin improvement
• Cost reductions
• Effectiveness programs
• Overhead efficiency improvements
Organic growth
• New distribution channels
• New demand (customers, occasions)
• Retention & customer loyalty (NPS)
Innovation (new business)
• New categories, consumer group, usage occasions
• New business model, products, packaging, services, etc.
• Improved products, packaging, services, etc.
Mergers and acquisitions
• Category expansion
• Regional roll-up
Geographic expansion
• Entrance into new geographies
• Increased presence in
under-penetrated geographies

7. Side 7
Eller … med henblik på at forblive relevant overfor kunderne
og undgå at blive overflødiggjort af “disrupters” …

8. Side 8
… som endnu engang understreger fundamentalt ændrede
markedsmekanismer & infrastukturens reducerede betydning

9. Side 9
Skabelsen af succesfuld innovation er dog ikke nemt …
Strategic to operational
End-to-end project management
Cross-functional leadership & involvement
Idea/concept
Design/visual ID
Positioning (target
group/occasions)
Portfolio range
Product & packaging
Launch plan(s)
IP/Trademark
Business case
Insight
Brand & namingProduction setup
Sales/channel
strategy & plans
Marketing strategy
& plans (BTL & ATL)
Quality & Regulatory
Breakthrough
(Build new categories)
Substantial
(Enter new categories)
Incremental
(Line-extensions in
existing categories)
Support
(Replacement of
existing products**)
Productinnovationlevels(consumernewness)
Impcat/risk
HighHigh
LowLow

10. Side 10
Det kræver topledelsens fulde opbakning

11. Side 11
Det kræver benhårdt fokuseret arbejde fra strategi -> insight
-> idé/koncept -> udvikling -> kommercialisering -> lancering
Uncertainty/risk
Finalisation/investment
Gate 1
Stage 5
(Launch &
evaluation)
Stage 0
(Idea
generation)
Gate 3
(Business decision)
Gate 4
(Final launch decision)
Gate 0
(Idea screening/selection)
Gate 2
Global
roll-out
P1
P2
P3
P4
P5
Iterate as appropriateIterate as appropriateIterate as appropriate
Front-end Innovation development Launch & roll-out
Stage 1
(Concept development)
Stage 2
(Business casing)
Stage 3
(Product development)
Stage 4
(Launch preparation)

12. Side 12
… og de fleste virksomheder kæmper med at realisere
deres innovationspotentiale!

13. Side 13
Succesfuld innovation kræver en effektiv “innovationsmotor”
Gate
Launch &
evaluation
Idea
generation
Concept
development
Business
casing
Product
development
Launch
preparation
Business decision Final
launch
decision
Idea screening
& selection
Gate
Global
roll-out
P1
P2
P3
P4
P5
Iterate as appropriateIterate as appropriateIterate as appropriate
1. Strategy
Roll-out
decision
2. Process (development & testing) 3. Execution & follow-up
4. Organisation
Innovation
platforms
Leadership Governance Culture IncentivesProject management
Insights
Insights
Insights
Insights
Insights
Insights
Creativity
Creativity
Creativity
Creativity
Front-end Innovation development Launch & roll-out

14. Side 14
Dagens fokus … front-end & bruger-dreven innovation
Gate
Launch &
evaluation
Idea
generation
Concept
development
Business
casing
Product
development
Launch
preparation
Business decision Final
launch
decision
Idea screening
& selection
Gate
Global
roll-out
P1
P2
P3
P4
P5
Iterate as appropriateIterate as appropriateIterate as appropriate
1. Strategy
Roll-out
decision
2. Process (development & testing) 3. Execution & follow-up
4. Organisation
Innovation
platforms
Leadership Governance Culture IncentivesProject management
Insights
Insights
Insights
Insights
Insights
Insights
Creativity
Creativity
Creativity
Creativity
Front-end Innovation development Launch & roll-out
”Godt begyndt … halvt fuldendt!”

15. Side 15
Dagens program Velkomst & introduktion
v/ Thomas Tuxen
Kundecentreret innovation
v/ Claus Rantzau & Sanne Dalgaard Madsen
Coloplast innovation inkl. Eve case
v/ Marc Brøndum
Carlsberg innovation inkl. Nordic case
v/ Pernille Arnt
Afrunding inkl. effektiv udviklingsproces
v/ Philip N. Alexandersen & Thomas Tuxen

16. Side 16
Dagens program Velkomst & introduktion
v/ Thomas Tuxen
Kundecentreret innovation
v/ Claus Rantzau & Sanne Dalgaard Madsen
Coloplast innovation inkl. Eve case
v/ Marc Brøndum
Carlsberg innovation inkl. Nordic case
v/ Pernille Arnt
Afrunding inkl. effektiv udviklingsproces
v/ Philip N. Alexandersen & Thomas Tuxen

17. © 2016 – Side 17
STRATEGY & INNOVATION
Strengthening long-term resilience & market impact

18. © 2016 – Side 18
In recent years, we have seen a lot of examples of companies
being disrupted by seemingly sudden changes in the market

19. © 2016 – Side 19
Let us revisit how the world has recently
changed exponentially

20. © 2016 – Side 20
How do you strategically handle the ongoing changes?

21. © 2016 – Side 21
To manage exponential change and disruptions, companies
need to approach strategy and innovation development
much more efficiently
Sustaining innovation Radical Innovation
Organization
(company
structure)
Execution
(approach)
• Innovation is episodic
• Planning orientation
• Governance and budgeting done the same
way across business
• People work on innovation in addition to
their day jobs
• Resources devoted primarily to
exploitation
• Begin with our offerings and innovate to
extend them to new areas
• Failures avoided
• Innovation is an ongoing, systematic
process
• Experimental orientation
• Governance and budgeting for innovation
separate from business as usual
• Resources dedicated to innovation
activities
• A balanced portfolio of initiatives that
support the core, build new platforms,
and invest in options
• Begin with customers and innovate to
help them get their jobs done
• Fail fast

22. © 2016 – Side 22
Companies need to practice transformative (re)thinking
to be disruptive & avoid disruptions
IMPACT
TIME
CUSTOMER
OFFERINGS
EXPERIMENTAL ORIENTATION
Jobs to be done are tested and
reevaluated through co-creation
Definition of Strategic Opportunity
Areas and what customers’ problems
to address and how
Innovation and
strategy development
in sync with the
changes of the market
demandDisruptive
innovation
PLANNING ORIENTATION
Assumptions regarding what is
valuable to customers are carried
on (inside out)
What customers’ problems to
address not fundamentally
reevaluated
Sustaining
innovation
Rules of the game
remain the same

23. © 2016 – Side 23
WHAT IS OUR
FRAMEWORK?
The principles that we build our consultancy on

24. © 2016 – Side 24
4 principles for strong innovations
Think and react
exponentially
IOT
Innovate from a
customer job to be
done – NOT from
existing products and
out
Identify future SOAs
Co-create with
costumers and non-
costumers
Experiment & fail fast
Longitudinal approach
Walk the Future Back
Operationalize short
term and long term
innovations
Strengthen core and
plan for new arenas

25. © 2016 – Side 25
STRATEGY & INNOVATION
TOOLS & CONCEPTS

26. © 2016 – Side 26
Signals of Change
Reading market and technology
changes for better innovation
Sustaining innovation
 Mange etablerede virksomheder er dygtige til at
lytte til kunderne i forhold til at forbedre den
eksisterende produktportefølje.
 Mange virksomheder investerer tungt i at udvikle
videre på de eksisterende tilbud.
Men…
Hvordan disrupter man?
Hvordan undgår man at dræbe en ide, kunden ikke ønsker lige nu. Og skal man dræbe den?
Hvordan finder man de løsninger markedet ikke ved det har brug for?
Hvordan kan man rette blikket mod et til at begynde med mindre marked?
Hvordan får man et marked som ”ikke eksisterer” til rent faktisk at opstå og blomstre?
Hvordan forhindrer man virksomheden i kontinuerligt at overshoote markedet?
Hvordan skal man arbejde med en fail fast tilgang?
Skal man give innovationsafdelingen frie hænder?

27. © 2016 – Side 27
Jobs to be done
”Without deviation from norm,
progress is not possible”
- Frank Zappa
Hvilket problem skal løses?
Når vi undersøger folks jobs to be done (hvilke
problemer der skal løses), så får vi mulighed for at skabe
bedre og mere innovative produkter, og vi bliver bedre
til at forstå vores strategiske mulighedsrum.
Hvordan skaber man nye innovationer?
En jobs to be done tilgang kan vise nye veje i forhold til
at drive strategi, innovere, og spotte fremtidens
indsatsområder.
Konteksten er afgørende for at finde de løsninger
kunderne har brug for. Gennem en kontekstuel tilgang
identificerer vi de løsninger du bør tilbyde som
virksomhed for at løse forbrugerens udfordringer.

28. © 2016 – Side 28
Co-creation
“The future is inescapable. How
are you going to shape it?”
- Max Frisch
Styrk din impact!
Co-creation handler om at turde inddrage forbrugeren i
innovationsprocessen som en medskaber, eller influent på
hvordan produkter med succes kan løse deres jobs to be
done på den korte og på den lange bane.
Skab stærkere innovationer
Hvis du vil skabe stærkere og mere holdbare innovationer
så bør du tage dine vigtigste interessenter med i
innovationsprocessen. Sammen styrker man resultatet af
det produkt, eller den service man skal leve af i morgen.
Lær at arbejde med provotyper og prototyper i
innovationsprocessen og få et stærkere innovations-
output.

29. © 2016 – Side 29
Innovation for Growth
Identifying game changing
business opportunities
Pave the way for creating breaking business
opportunities both on short term and on long term
perspectives on existing markets and non-existing
markets.
We will define the new strategic arenas suitable for your
business to move into and we will help you create the
right strategy and innovations for now and for the
future.
Scoping & environment reading
Where are we?
Why are we here?
Where do we need to be?
Exponential development and its impact on business
What is the strategy palette?
Workshops C-level
Jobs to be done
Functional, emotional and social dimensions of the jobs to be done.
Strategic Opportunity Areas
Ethnography
Co-creation
The value of quick feedback and the purpose of instant reactions
Co-creation sessions with customers & non-customers
Opportunity portfolio
Business estimation
Define growth gap
Volume of business and revenue
Portfolio strength
Walk the
Future Back
Anticipate future competition and future disruptive challenges.
Execute a long-term growth strategy with impact today.
LEGO SERIOUS PLAY Workshop – Guiding principles for short-term and long-term growth

30. © 2016 – Side 30
Future Back
A strategic planning process for
ensuring future growth
Sustaining Innovation
Enhance existing offerings or improves current
operations.
Enhance the current strategy and organization structure
with the objective of offering rapid and substantial
returns in the near future.
Radical Innovation
Extending current strategy or introduce new strategies
that offer complementary or completely new products
and/or services to existing customers or new customers
and new markets.
Generates new opportunities by reaching new markets
or new customers.
New
Growth
Innovation
1: Align on
the future
environme
nt
2: Blueprinting
the future
state
3: Walking the
future back to
move forward
Closing growth gap
and staying aheadof
competition!
1
2
3

31. © 2016 – Side 31
LEGO® Serious Play® for Strategy Development
Building a better business!
LEGO® SERIOUS PLAY® is a radical, innovative, experiential process designed to
enhance business performance. It enables you to take a speedy shortcut to the core.
OUTPUT
You will come out with skills to communicate more effectively, to engage their
imaginations more readily, and to approach your strategy and innovation with
increased confidence, commitment and insight.
The technique improves group problem solving. By utilizing visual, auditory and
kinesthetic skills, the Method requires participants to learn and listen, and it
provides all participants with a voice. The Method serves as a shared language
regardless of culture or position.
STORY MAKING
You will be building models, giving them meaning through story-making, and
playing out various possible scenarios – a process which deepens understanding,
sharpens insight, and socially "bonds" together the group as it "plays" together.
WANT TO UNDERSTAND YOUR CUSTOMER?
You will experience that the real issues are addressed, and ultimately you will be
able to see things through the eyes of your customers or colleagues – and have
them view the picture through yours.
"You can learn more about a
person in an hour of play than
you can from a lifetime of
conversation"
- Platon

32. Side 32
Dagens program Velkomst & introduktion
v/ Thomas Tuxen
Kundecentreret innovation
v/ Claus Rantzau & Sanne Dalgaard Madsen
Coloplast innovation inkl. Eve case
v/ Marc Brøndum
Carlsberg innovation inkl. Nordic case
v/ Pernille Arnt
Afrunding inkl. effektiv udviklingsproces
v/ Philip N. Alexandersen & Thomas Tuxen

33. Side 33

34. Side 34
Dagens program Velkomst & introduktion
v/ Thomas Tuxen
Kundecentreret innovation
v/ Claus Rantzau & Sanne Dalgaard Madsen
Coloplast innovation inkl. Eve case
v/ Marc Brøndum
Carlsberg innovation inkl. Nordic case
v/ Pernille Arnt
Afrunding inkl. effektiv udviklingsproces
v/ Philip N. Alexandersen & Thomas Tuxen

35. Side 35
Dagens program Velkomst & introduktion
v/ Thomas Tuxen
Kundecentreret innovation
v/ Claus Rantzau & Sanne Dalgaard Madsen
Coloplast innovation inkl. Eve case
v/ Marc Brøndum
Carlsberg innovation inkl. Nordic case
v/ Pernille Arnt
Afrunding inkl. effektiv udviklingsproces
v/ Philip N. Alexandersen & Thomas Tuxen

36. Side 36
Succesfuld innovation kræver en effektiv “innovationsmotor”
Gate
Launch &
evaluation
Idea
generation
Concept
development
Business
casing
Product
development
Launch
preparation
Business decision Final
launch
decision
Idea screening
& selection
Gate
Global
roll-out
P1
P2
P3
P4
P5
Iterate as appropriateIterate as appropriateIterate as appropriate
1. Strategy
Roll-out
decision
2. Process (development & testing) 3. Execution & follow-up
4. Organisation
Innovation
platforms
Leadership Governance Culture IncentivesProject management
Insights
Insights
Insights
Insights
Insights
Insights
Creativity
Creativity
Creativity
Creativity
Front-end Innovation development Launch & roll-out

37. Side 37
… også i den efterfølgende udviklingsproces (inkl. test)
Gate
Launch &
evaluation
Idea
generation
Concept
development
Business
casing
Product
development
Launch
preparation
Business decision Final
launch
decision
Idea screening
& selection
Gate
Global
roll-out
P1
P2
P3
P4
P5
Iterate as appropriateIterate as appropriateIterate as appropriate
1. Strategy
Roll-out
decision
2. Process (development & testing) 3. Execution & follow-up
4. Organisation
Innovation
platforms
Leadership Governance Culture IncentivesProject management
Insights
Insights
Insights
Insights
Insights
Insights
Creativity
Creativity
Creativity
Creativity
Front-end Innovation development Launch & roll-out
”Godt
begyndt
… halvt
fuldendt!”

38. Side 38
Vi reducerer usikkerheden og
øger chancen for succes
Supportere front-end
v/ Ide generering
Berige og sortere i ideer
v/ koncept- og brand stretch test
Validere ideer og produkter
v/ koncept og produkt test
Sælge budskabet
v/ kommunikations test
Optimering og tracking
v/ brand tracking, pris- & produktoptimering
Vi hjælper med at fuldende innovationerne …

39. Side 39
Opbygning af ide-katalog
Supportere front-end
v/ Ide generering
Berige og sortere i ideer
v/ koncept- og brand stretch test
Validere ideer og produkter
v/ koncept og produkt test
Sælge budskabet
v/ kommunikations test
Alle dine kunder er partnere i din mission, og kundens perception, er din
virkelighed
Optimering og tracking
v/ brand tracking, pris- & produktoptimering
Crowd sourcing som support til front-end innovation

40. Side 40
Hvilke ideer/ koncepter har
potentiale?
Supportere front-end
v/ Ide generering
Berige og sortere i ideer
v/ koncept- og brand stretch test
Validere ideer og produkter
v/ koncept og produkt test
Sælge budskabet
v/ kommunikations test
Koncept screening og brand stretch analyser sikrer fokus
Optimering og tracking
v/ brand tracking, pris- & produktoptimering
Hvis du elsker vores syltede agurker, så prøv de nye desserter,
universal rengøring & løse jeans – nu 25% rabat på fejlramte
brand extensions

41. Side 41
Hvor stort er potentialet
Supportere front-end
v/ Ide generering
Berige og sortere i ideer
v/ koncept- og brand stretch test
Validere ideer og produkter
v/ koncept og produkt test
Sælge budskabet
v/ kommunikations test
Forstå synergien mellem ide og produkt
Optimering og tracking
v/ brand tracking, pris- & produktoptimering
Hvor stærkt er konceptet
Hvor stærkt er produktet
Det koster det samme at lancere en succes,
som det koster at lancere en fiasko

42. Side 42
Sælger du det rigtigt?
Supportere front-end
v/ Ide generering
Berige og sortere i ideer
v/ koncept- og brand stretch test
Validere ideer og produkter
v/ koncept og produkt test
Sælge budskabet
v/ kommunikations test
Optimering og tracking
v/ brand tracking, pris- & produktoptimering
Kommer budskabet igennem
Skaber det interesse
Reklametests sikrer dit budskab når igennem til målgruppen og vækker interesse
Den der stopper med at reklamere for at spare penge,
er den samme der stopper uret for at spare tid

43. Side 43
Går det som planlagt
Supportere front-end
v/ Ide generering
Berige og sortere i ideer
v/ koncept- og brand stretch test
Validere ideer og produkter
v/ koncept og produkt test
Sælge budskabet
v/ kommunikations test
Optimering og tracking
v/ brand tracking, pris- & produktoptimering
Når vi målsætningerne
Har markedet ændret sig & skal produkt
eller pris tilpasses
Hvis du ikke måler det, kan du ikke styre det
Optimering og udvikling er ikke en styrke, det er en nødvendighed
Hold din nye innovation i hånden efter lanceringen

44. Side 44
Succesfuld innovation kræver den rigtige tilgang & kultur
Dysfunctional innovation
• Episodic (ad hoc & by coincidence) • Ongoing effort & systematic process
• Management model, governance,
budgetting, etc. same as existing business
• Management model different & separatefrom business
as usual (especially for breakthrough innovation!)
• Innovation portfolio largely focused
on incremental projects for core
business (simple line extensions)
• Balanced innovation portfolio supporting existing
core business, new business platforms & investment
into entirely new future growth options
• Short term – in line with normal business
planning process
• Balanced short, medium & long term focused
– goes beyond normal business planning process
• Largely product focused - “inside out”
(extend offerings into new areas)
• Truly customer centric – ”outside in!
(customers, their needs & ”jobs to be done”)
• Innovation done on top of people’s
everyday jobs (an add-on)
• Dedicated people to drive & facilitate innovation
• Limited real customer insight,
involment, testing of assumptions &
learning
• Truly customer-driven insight, ideation &
development approaches, iterative incl. continuous
testing/adaption/optimization & learnings
• Risk-aversion – failures are unacceptable
& people will be punished
• Entrepreneurial culture & risk willingness– Initiative,
bets, intelligent failures & learnings are encouraged
• Sequential planning & execution orientation • Experimental & iterative approaches
High performing innovation

45. Side 45
Vi håber I har fået lidt god inspiration i dag

46. Side 46
Tak … held & lykke med det fortsatte innovationsarbejde!
”It is not the strongest of species
that will survive but the one most
adaptable to change”
Charles Darwin
”Wherever you see a successful
business, someone once made a
courageous decision”
Peter F. Drucker
“The future is inescapable -
how are you going to shape it?”
Max Frisch
“Innovation is disciplined
rule breaking”
PaulWalton“Renovation is largely
doing the same, but better
… Innovation is thinking &
doing different”
”Without deviation from norm,
progress is not possible”
Frank Zappa
“Man cannot discover new oceans
unless he has the courage to lose
sight of the shore”
Andre Gide
”If I had asked the public what
they wanted, they would have
said a faster horse”
Henry Ford
”Innovation is the ability to
see change as an opportunity
- not a threat”
Anonymous
”Innovation distinguishes between
a leader and a follower”
Steve Jobs
”If you're not failing every now
and again, it's a sign you're not
doing anything very innovative”
Woody Allen

47. Side 47