Crazy Introduction

CSS  SUMMIT  ZÜRICH  2016  INTRAPRENEURSHIP  WITH  BUDGET  CONSTRAINS  &  RESISTANCE  WORKSHOP  3:  27.4.2016  THOMAS  VAJAY  

Crazy Introduction

Our afternoon

- Introduction and Intro

- Reality Check Session Break

- Budget constrains and resistance

- Ideation Session Break

- Pitch Session

The NavigationLab is an external Think Tank to create leading innovation concepts for brands and companies. We help to discover tomorrow's markets with new innovative idea management approaches. Values and behaviour of the society are in an ever-changing process. A deep understanding opens new ways to get in close dialogue with the costumers.We are an independent consultancy with long-lasting experience and an international network of experts.

Idea Management

How do you learn to think outside the box to find new creative and disruptive ideas within your organisation?Communication-Management

How can you start an open and trustful dialogue with relevant future digital communities? Brand Management

What is the positioning of your brand and what are the brand values to be relevant for specific communities in future?

Crazy Introduction

My name is"___________________" …an I tell you 3 things about me 2 of 3 are true, 1 of 3 not!

Crazy introduction

The  Power  of  Intrapreneurs  

Focus  on  innovators,  not  on  innova6on  

WHO  WANTS  HONEY  NEED  TO  PLANT  FLOWERS  

Corporate  Proper6es  

SPAC

E  

PEOPLE  

METHO

DS  

Corporate  Space  for  new  ideas.  

Space Open Doors

Colourful

Playful

Zone Concept

Changeable

Innova6on  Sta6on.  

Zone  Concept  

ARENA   WORK  STATIONS  

LOUNGE  

IDEA  WALLS  

How  to  work.  

Methods Tools

Customer Journey

Personas

Brain Writing

Proto-typing

Obser- vations

Idea  Genera6ng  

Corporate  Philosophie  

Customer  Centric  

Service  Design  

Approach  

Lust  for  Change  

InnovaTon  Culture  

New  creaTve  Energy  

CHANGE  

„How do I react to CHANGE?“

REACT  

ACT  

Act!  Transfer  Knowledge  into  AcTon.  

Corporate  Playgrounds  

Culture

Brand

Innovation

Culture  

Human  Centric  

Learning  OrgansiaTon  

Trust  

Leadership  

EmoTonal  Solidarity  

Customer  SaTsfacTon  

INNOVATION  

 Most  important  factors  of  cultural  

driven  Innova6on  

Think  outside  of  the  Box.  

Customer  PerspecTve    

Ergebnis:  Ideen  plus  InspiraTon  

 Ideas  &  InspiraTon  

Customer  Perspec6ve  

Think  outside  the  Box  

What excuses occur (usually) not to implement intrapreneurship

What excuses occur (usually) not to implement intrapreneurship

Why  many  innova6on  programs  fail?  What  are  the  reasons?  

20  min    

 

Split  in  3  groups:    Silent  wri6ng  on  Post  It`s    (5  min)  AYerwards  common  clustering  within  the  group  (15  min)                        

33  

   Coffee  Break  

MYTH 1: FINANCIAL RESSOURCES

PROPERTY vs. PROGRESS

EUR  3  MIO  CAPEX  EUR  0  MIO  FUEL    HOW  MANY  MILES?  

EUR  0,05  MIO  CAPEX  EUR  2,95  MIO  FUEL    HOW  MANY  MILES?  

“take the first step in faith. You do not have to see the whole staircase. Just take the first step.” Martin Luther King

MYTH 2: BUDGET PLANNING

SAVE 4 INNOVATE

           BUDGET  IT  

BUDGET  MA  

BUDGET  XY  

x% dedicated to INNO projects

x% dedicated to INNO projects

x% dedicated to INNO projects

x% INNO dedicated budget

Existing budgets, based on the cost forecasts

Within  the  running  budget  planning  a  fix  percentage  (differ  per  business  unit)  is  dedicated  to  the  innovaTon  hub.  Aim  -­‐>  to  make  exisTng  internal  projects  to  innovaTon  projects.  

INNOVATE HOW YOU INNOVATE Existing budgets, based on the cost forecasts

dedicated

P1   P2   P3   P4  

P5   P6   P7   P8  

P9   P10   P11   P12  

innovation

P2   P3   P4  

P5   P7   P8  

P9   P10   P12  

pot (x %)

Monitoring & Reporting

BUDGET IT BUDGET EF BUDGET XY

TAKE  CARE  THAT  YOUR  INNOVATION  TOPICS  ARE  NOT  ON  TOP  PROJECTS.  MAKE  THEM  PART  OF  YOUR  ROADMAPS.  USE  EXISTING  PEOPLE  ON  EXISTING  TOPICS.  IF  THE  TOPICS  ARE  THE  WRONG  ONE  -­‐>  REPLACE  IT.  DO  NOT  MORE  THINGS,  DO  THE  RIGHT  THINGS      

MYTH 3: „WE HAVEN´T GOT ENOUGH PEOPLE“

USE EXISTING COMPANY WIDE PROGRAMS

HOW TO AVOID RESISTANCE?

WHY PEOPLE ACT, HOW THEY ACT?

Experience  

Belief  

Value  

Ac6on  

WHY PEOPLE ACT, HOW THEY ACT?

WHY PEOPLE NOT ACT, HOW THEY SHOULD ACT?

Experience  

Announcements   Values  drawn  by    somebody  else  

Surveys   Annual  Reports  

BE ALWAYS ON AIR, NOT ONE-TIME

ORECHESTRATE IT TO AN EXPERIENCE

IDEATION SESSION

Transfer causes to solution

Problem  

Cause   Cause   Cause  

SoluTon  

What  

Idea  (how?)  

What  

Idea  (how?)  

What  

Idea  (how?)  

What?   How?  

…should  we  increase,  create  new,  reduce  or  eliminate?  

…do  we  solve  this?  CONCRETE  ACTIONS  

Impuls  

?  ?  

?  

?  ?  

?  

?  

?  

 Change  Matrix  

increase

reduce

new

eliminate

: Go  in  your  group          :Use  marker  and  Post  It`s          :Use  the  Brainwri6ng-­‐Method  : 5  min  silent  thinking  and  wri6ng        :15  min  talking  and  clustering  

CONCRETE  ACTIONS  

HOW  do  we  solve  this?    

: Take  the  best  impulses  from  the  change  matrix      : Think  in  ac6ons  and  concrete  solu6ons    : Ask  HOW        :  Use  Brainwri6ng  (5  min  silent,  25  min  discussion)  

Crazy Introduction

THOMAS  VAJAY  Geschämsführer    PHONE:  +49  211  9874  0202  MOBILE:  +43  (0)660  585  1677  EMAIL:  TV@NAVIGATIONLAB.DE    NAVIGATIONLAB  GMBH  INNOVATIONS-­‐BEFÄHIGUNG  WEB:  hrp://www.navigaTonlab.de  FACEBOOK:hrp://www.facebook.com/navigaTonlab