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How can Building Integrated Photovoltaics (BIPV) become a mainstream building component? And what are viable business models to foster such an integration? We are working for an international group of reseachers and practitioners of the International Energy Agency in Uppsala, Sweden. We captured directive values in European BIPV business to develop new business models for making BIPV a mainstream building component. Based on an initial collection and discussion of values 18 new business ideas have been identified. Two of these ideas were elaborated upon using the Business Innovation Kit, named Power2Consumers and Photovoltaic Catalogue. Two groups worked to sketch viable business models for each ideas and described five business models in more detail. Thanks and regards to a highly engaged group of participants! Image: Frodeparken building with BIPV facade in Uppsala

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We released an updated version of the Business Innovation Kit 2017. The new version contains an updated booklet and a new set of 40 case cards to dicuss and learn from a world leader in sustainability-oriented clothing business. The case is based on the private benefit corporation Patagonia. It was created by Judith Ehmann, Leydy Johana Gutierrez, Caravajal, Kira Herrenknecht, Francesca Poletti, Teresa Röhm, in the “Business Models for Sustainable Entrepreneurship” class by Dr. Florian Lüdeke-Freund 2016/17, Master of International Business and Sustainability. We thank the authors for their inspiring contribution!

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We finished an international field study in Italy, France and Spain for a large automotive client. Gathering speech data in real driving situations, audio editing and annotating utterances from drivers our international team contributes to the development of next generation speech recognition and infotainment systems. The project adds on to valuable results from a speech recognition study in Germany we conducted earlier this year.

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Based on insights of a previous UXBerlin client project for a renewable energy region in Northern Germany we published a paper in the renowned International Journal for Professional Innovation Management (IJIM). This is a brief summary of this new publication:     Innovation management falls short in solving urgent societal problems, if it neglects the power of networks and the values of their constituent actors. Even though network and business model innovation have been acknowledged as innovation categories in their own right, their problem-solving potential remains unexplored.   In this article, we argue that purposeful innovation requires considering the shared values of those engaging in innovation processes, where values are understood as subjective notions of the desirable. Values-based innovation can motivate the development of new networks and business models that address complex societal problems, such as the unsustainability of current forms of energy supply.   We present a theoretical framework and facilitation methods for values-based network and business model innovation. Both have been applied in an exemplary workshop on regional energy networks in Germany. Reflecting upon the lessons learned from theory and practice, we conclude that crucial starting points for systemic sustainability innovations can be found in values-based networks and business models.   Towards Values-Based Innovation Management: In order to specify the potential of values-based innovation, we need to differentiate between various management levels and the impact of different types of values. Building on The Integrated Management Concept (building on Bleicher), we distinguish between three dimensions of management in general and innovation management in particular. These are the normative, strategic, and instrumental management dimensions.   Values-Based_Network_and_Business_Model_Innovation Figure: Values (left) impact normative, strategic and instrumental management and may be leveraged to inform innovation activities (right) such as innovation in values-based networks.   Our framework describes how a company’s values and normative orientations — constituted of corporate governance, policy and culture, and articulated, for instance, in vision or mission statements — frame strategies and operations and thus business model-related decisions. The figure above relates the three innovation management dimensions to exemplary values on the left and broad innovation categories (called “innovation levers”) associated with these dimensions on the right.   A full overview of this framework, a discussion of different types of values and their impact on innovation is given in our new book “Values-Based Innovation Management” (Breuer & Lüdeke-Freund, 2017).   A Framework and Workshop Method for Values-Based Business Modelling: In order to facilitate the ideation and development of values-based networks and business models, and thereby translate the theoretical framework described above into an actionable management approach, we combined a “future workshop” format (workshop part 1) and business modelling techniques (workshop part 2).   Values_Based_Network_Innovation_Workshop_Methods_Breuer Figure: A framework and workshop method for values-based network and business model innovation.   Workshop part 1 (Future workshop): A “future workshop” consists of three phases of critique, vision (or fantasy) and realisation. This format allows directing collaborative reasoning in the critique phase towards values that are neglected or counteracted in the current situation. In the visionary phase, participants are asked, which ideal values could be achieved in a Utopian setting, i.e., in the best of all cases. They are also asked to provide live graphic recordings of emerging associations and ideas to enhance their imagination. In the realisation phase, participants generate ideas on how to realise selected aspects of their ideal values and on how the different participating actors could contribute to the realisation of these values.   Workshop part 2 (Business modelling): The second workshop part shown in Fig. 3 is dedicated to business model and network development using the Business Innovation Kit. The toolkit contains self-explanatory instructions guiding workshop teams through the definition of values or a “common ground”, exemplification (through cases and business model patterns), ideation (for single business model components), modelling relations across components and models, and challenging implicit assumptions with scenarios. The layout of this tool supports values-based, and thus also sustainability-oriented, modelling in collaborative settings and accounts for the participants’ varying and potentially conflicting values and normative orientations.   The framework and method have been applied to a case of developing a sustainable energy region. This case and its results are discussed in an article published in the International Journal of Innovation Management.   Sources   Breuer, H. & Lüdeke-Freund, F. (2017): Values-Based Network and Business Model Innovation, Int. Journal of Innovation Management, Vol. 21, No. 3, Art. 1750028 (35 pages).   Breuer, H. & Lüdeke-Freund, F. (2017): Values-Based Innovation Management – Innovating by What We Care About. Houndmills: Palgrave.

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We finished a set of field studies for a new client from the automotive industry. Based on interviews we guided, recorded and annotated audio interaction of car drivers to optimize or reconsider speech recognition systems and overall comfort.

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Values remain widely untapped as sources of and drivers for innovation. Our new book on Values-Based Innovation Management, published by Palgrave Macmillan takes a values based view on innovation and its management. It demonstrates the potential of values to integrate diverse stakeholders into innovation processes, to direct collaborative efforts, and to generate innovations that matter – innovations that cater to what we really care about. Historical and current case studies demonstrate how innovation in processes, products, services, business models, and even in whole organisations and networks may be driven and guided by notions of the desirable. Sustainability-orientation and social responsibility, but also values of privacy, safety, equity, or tolerance, qualify as relevant drivers and guidance for innovation within and across organisations. By reframing future scenarios, ethnographic research, and business modelling techniques, powerful methods are described to realise ideals by the means of business.

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