In this webinar with CreativeLabs, Henning will introduce the values-based innovation management framework and present unique facilitation methods. He will demonstrate ethnographic customer research to drive product and service innovation, values-based business modelling and normative management reviews to define values, purpose, mission and vision. Each will be exemplified with selected cases from UXBerlin consulting projects and the new Special Interest Group on “Values-Based and Sustainable Innovation”. You are welcome to join!
We invite you to join our new Special Interest Group on LinkedIn. Following a splendid start at this year’s ISPIM Virtual Conference (here the innovator's digest) with 3 workshops, 3 panel discussions, and 7 paper sessions, we will share information about values-based and sustainable innovation such as events, publications, podcasts, and news from the business world. We are addressing practitioners, researchers, and advanced students with an interest in values, culture, and sustainable innovation. We are also addressing innovation managers and consultants looking for new ways to drive innovation, #sustainability-led innovation, and cultural change. In short, we address everyone wanting to innovate by what he or she cares about (for more see https://lnkd.in/g7ms8nJ).
The current global crisis is shaking up everyone. Everybody’s life and every business is affected. While most people are still overwhelmed by the speed and diversity of related news and countermeasures, for some theorists these reactions already prove mankind’s ability for radical change based on scientific anticipation, values of solidarity and a primacy of politics and multilateralism over short-lived interests. However, will it allow us to look beyond the day into our common future?
The management view
Corporate managers are well aware from previous crises that new profits, but also heavy losses in market share, arise in phases of economic downturn, more so than in phases of growth. Most of them anticipate that many of these losses and gains will outlast the acute crisis situation, and that innovation is their best vaccination against such a crisis. Some suspect that today’s customer concerns and desires make tomorrow’s business models, and look for ways of their sustainability-oriented renewal.
The customer view
Likewise, many customers take a crisis as a chance to review their routines, and to reflect upon what is important to them, what they are missing most during a lockdown, and what they care about in any case. Even though some individuals are seeking to turn back time and suspect evil forces behind the situation, many are dealing with the crisis creatively, as any crisis pushes our readiness to change and innovate.
The social researcher's view
Social research points out that the resulting shifts in behaviour and values are tricky to detect. Close observation and well-informed interpretation are required to see how and why customers do what they do: Which previously weak signals now turn into mainstream? Which new behaviours and values emerge that lead to a depreciation of taken-for-granted routines and push the adoption of innovations? And which customer insights can be derived from what we have been missing most?
Beyond the new normal
Most people are now striving to get back to what is called the “new normal”, and imagine it like the life before the crisis, just with a few acceptable handicaps. However, we need to get beyond just going back to get in touch with what we care about. Along with an increased readiness for change comes the risk of seeking innovation primarily in crisis management mode. Already managers and politicians are negotiating which types of (combustion, electric, hydrogen) car engine purchases should benefit from state funding to overcome the economic downturn due to the crisis – instead of clarifying a shared vision of sustainable mobility first. According insights (e.g. from Agora) and scenarios are already available. Such foresight might keep them from state funding of generic categories of economic actors (e.g. small versus mid-sized companies) and interest groups independent of their environmental performance. Based on this it would be easier to see that recovery plans for combustion engines are not the way forward, but that whole ecosystems involving new services, regional planning and infrastructures, legislation and tax models are crucial parts of the agenda. However, moving towards a desirable future, it may not suffice to meet minimal environmental requirements and thresholds. Instead, we should agree upon and strive for a positive impact in each industry and each firm.
Advancing from coping to caring for our common future
The conference theme of values-based innovation and the headlines of the global innovation conferences – ISPIM 2020 (Innovating in Times of Crisis) and ISPIM 2021 in Berlin (Innovating Our Common Future) – indicate this shift in perspectives. They also point to a major challenge we are facing over the next few months: How to proceed from coping with the current crisis to caring for our common future. Accordingly, this question will guide closing panel this year (with Allen Alexander of University of Exeter, Joana Breidenbach of betterplace.org and Klaus Fichter of Oldenburg University & Borderstep Institute for Innovation and Sustainability). What distinguishes coping from caring? Would you agree to the following contrasting juxtapositions?
Actually, coping and caring are not either or, nor a sequence of activities – as this table may suggest. Instead, the ways in which we cope with crisis already reflects the ways we care for our future – the second perspective is just more comprehensive.
Upcoming isses for innovators
Moving on from coping to caring, how can we include sustainability-oriented goals into normative directives for companies and economic stakeholders, and transfer them into domain specific challenges, goals and innovation projects to achieve? How can we succeed with new business models that foster sustainable development? How can we continuously assess related activities against our normative goals? And how should we engage the stakeholders (especially customer and employees) in the process? The upcoming conferences 2020 online and 2021 in Berlin (both co-hosted by UXBerlin) address these and related questions. We will be happy to have you join us!
Join the upcoming webinar on the use of remote games to foster innovation by Sune Gudiksen, Henning Breuer and Kiril Ivanov. "Learning and innovation go hand in hand. The arrogance of success is to think that what you did yesterday will be sufficient for tomorrow" (William Pollard, 1828-1893). In the last few weeks, this statement has gained additional importance. The current circumstances caused by the coronavirus pandemic have not only forced numerous businesses to rapidly and effectively adopt a remote mindset, but have also confronted them with accompanying challenges for individuals and teams. How can companies ensure that innovative ideas of its stakeholders can be managed appropriately without face-to-face interaction? How can they rapidly align and constantly renew their portfolio in order to withstand economic pressure during the crisis and in the future?
The webinar gives insights into the opportunities and usage of remote games that foster innovation. It provides guidelines on how to drive innovation through remote games in times of crisis.
What can you expect to take away from the webinar?
An understanding of the need to promote innovation even in remote situations to continue successful operation in complex and demanding markets.
An overview of opportunities to address this need with remote games and other initiatives in order to foster innovation throughout the remote team.
An introduction to the setup of the games and game elements, as well as the know-how and an exchange of experiences from our business partners.
Scheduling systems are crucial for a satisfactory customer journey. You have to take into account the requirements of different stakeholder groups, in particular the customers organisation and contact persons, the service provider, and the organization of the provider. For a technical inspection organization, we develop an improved disposition system together with inspection engineers and customers.
We started a new project introducing future scenarios to the Customer Journey team of a large vehicle manufacturer. In the first session we reviewed trend exploration and scenario analysis, and developed a raw scenario for future vehicle services. We will follow up with normative scenarios and scenario management and introduce a forward-looking team to managing their way of dealing with uncertain futures.