"Innovating our Common Future" is the motto of the upcoming 2020 ISPIM Innovation Conference in Berlin. We expect more than 600 of the worldwide leading innovation specialists from research and advanced practise. Together with our colleagues from Borderstep we are hosting this event and contributed Values-Based and Sustainability-Oriented Innovation Management the focal topic. Changing customer and stakeholder values and normative frameworks such as the Sustainable Development Goals (SDGs) by the United Nations create new challenges and opportunities for innovation. We call for demonstrations of innovation approaches and solutions for key societal challenges on local, regional and global levels and how these can create our common innovation future.
Here please find the Call for Submissions.
We have successfully completed an ethnographic research and customer journey project for TUEV NORD Mobility. Together with representatives from our client, we created 3 future state journeys, came up with 10 new concepts, 56 ideas and a lot of newly discovered or reformulated challenges for digitization and organizational development. Adding on to the promised results we also delivered two executive posters, one summing up the key insights and the other one providing an overview of the current customer journey and three future state journeys for different personas. We thank our client representatives for the excellent cooperation!
As partner of IZT we are part of the European Horizon 2020 project 5G-Victori, providing ubiquitous super-fast, reliable connectivity and seamless service delivery. The project focussed on large scale trials of next generation of communication networks and services for advanced use cases in Transportation, Energy, Media, and Factories of the Future. We contribute sustainable business models and the values-based innovation approach to generate alternative business models for each vertical use case. Each should be aligned with the SDGs, ist impact should be measurable following the DECD (2018) standard to link SDGs and targets to impact models and indicators. For more information check the project website. There you will also learn what victori stands for: VertIcaldemos over Common large scale field Trials fOrRail, energy and media Industries.
In a medium-sized company, based on the values of the employees, we have elaborated upon the core values of the company, its overarching purpose, an ambitious mission and a vision for the future. Using various collaboration methods we have addressed the crucial questions:
• Values: What is most important to us? What do we stand for?
• Purpose: What do we want to achieve?
• Mission: Where do we want to be in five to ten years?
• and Vision: How can we vividly depict the world we are striving for?
By combining and iteratively revising answers to these questions with selected employees, the vision can be formulated as a desired image of the future with a "vivid description" (Collins & Porras 1996).
The +3 magazine asked, and Henning Breuer was among the professionals who answered the question how innovation succeeds, within 1440 characters: "The very concept of innovation (unlike the ones of product improvement or ideation, for example) implies an extraordinary level of ambition, success, and risk. There is no simple recipe for successful innovation. However, organizations can create the necessary conditions and a culture conducive to innovation. For this, they need resources that are not absorbed by everyday business. They need methods and experience to think ambitiously into the future and to handle risks in a learner’s manner. Above all, they should know why they want to be innovative at all. A short-lived hunt for new trends and market opportunities is neither efficient nor successful. Companies need to clarify their ideas of what is desirable, and important to customers, employees, managers and other stakeholders. These values offer a heuristic for the development of new business fields, orientation for their design and starting points for the integration of even contradictory interests. Values understood in this way help formulate visions and a mission that is worth working for. They do that especially well when it comes to shaping our future, developing new processes, products, services, business models, or designing new organizations and networks."
For the European Institute of Technology EIT we are looking into recent trends regarding smart energy and smart spaces and mobility. Since October 2006 we are continuously scouting for new developments in ICT in Japan and Korea we found more than five dozen and initiated first German-Japanese contacts for research and development in telecommunication. For the Technology Radar of the Deutsche Telekom-Laboratories we delivered more than 200 topics and profiles for more than three dozen technologies like mobile multiplayer games, domestic robotics, large screen interfaces, projected displays, wireless sensor networks for disaster management, robotics or context-aware computing. Last but not least it keeps us up to date.
We are continuing to scan the global frontiers of innovation for Telekom Innovation Laboratories. Again our focus is on IT and telecommunication technologies from east asia and beyond, and diverse topics such as Microtransportation Networks with Drones and Next Generation Dating showed up on our radar screens.
Since October 2006 we are continuously scouting for new developments in ICT in Japan and Korea we found more than one hundred and initiated first German-Japanese contacts for research and development in telecommunication. For the Technology Radar of the Deutsche Telekom-Laboratories we now delivered profiles for more than five dozen technologies like mobile multiplayer games, domestic robotics, large screen interfaces, projected displays, wireless sensor networks for disaster management, robotics or context-aware computing. And we keep on looking.
We reviewed and updated results from a comprehensive strategy and scenario project in collaboration for Telekom Products & Innovation. We were quite impressed to see how the normative vision became the basis for the new innovation strategy regrading access products. Only slight changes were required more than a year after the project entered its communication phase.