Innovation- and Changemanagement

1. It is an apporach that should lead to the resolution of problems and the development of new ideas. The aim is to apply a creative, non-linear, iterative and interactive way of thinking and in particular a special apprach methodology for new ideas and for the creative solution of problems in everyday business, which is also systematically used in design processes and product development.
2. Finding solutions that are convincing from the user's point of view (user's point of view) should be the result of the design thinking approach.
3. In contrast to other innovation methods, design thinking can or is sometimes not described as a method or process, but as an approach based on the three equal basic principles of team, space and process.

Contryry to the name, design thinking is more doing than thinking!

• The quantity does it
  • If you rely on quantity, you create a huge pool of possibilities and increase the chances of a pop idea.
• Fail early & often
  • Failure early and often brings us to the great successes. The highlight lies in propromising early and improving and testing in small steps
• Take fun seriously
  • If we are enthusiastic about it, we not only have better ideas, we will get even better even faster and by the way we reprogram our brains
• Do! Don't talk
  • "Just do it" is the design thinking principle to avtively shape the future.
• Stay focused
  • No endless discussion: We stick with our attention to the topic and do not open up side-war scenes.
• Leave titles at the door
  • Whoever puts the titles at the door symbolically lays down the hirarchy and promotes an open culture of trust on an equal footing
• Avoid criticism
  • Avoiding criticism allows us to see obstacles as oppotunities and to think together about how to overcome them
• Build on ideas of others
  • Building on each other's ideas, you use th potential of everyone involved for the next innovation
• Be visual
  • We think with the hands and thereby release words and give free space for new ideas
• Dare to be wild
  • Wild ideas open up possibilities, so the crazier the better!

1. Understand
   1. Empathize
   2. Define
2. Explore
   1. Ideate
   2. Prototype
3. Materialize
   1. Test
   2. Implement

Understandind competitive forces to maximize profitability.

Porter's five forces is a simple but powerful tool ford understanding the competitiveness of your business environment, and for identifying your strategy's potential profitability.

If it is a pull or a push innovation:

Pull: From drivers, strategy or needs

Push: From Solutions, capabilities or resources

1. It deals almost exclusevely with technology management, R&D resource allovation, research and development management
2. New drivers com efrom the market rather than from technology. Project management methods are developed and applied and innovation projects are systematically addressed.
3. The innovation strategy becomes an explicit part of the corporate strategy; Innovation planning is now  a central corporate function. Project protfolios, integration into business processes, R&D partnerships and strategic R&D management are the tools used to manage innovation.
4. Involving customers in the innovation process becomes more important: customer needs and knowledge are used in the development of innovations
5. The generation of innovation networks brings with it a systematic use of internal and external sources of knowledge: the integration of innovation and knowledge management, management of innovation networks and collaborations is used. This was followed by an opening up of innovation processes to involve customers, suppliers, universities and sometimes even competitors

• Discovery
  • Finding the idea, the invention, recognizing the opportunity
• Stage Gate 1: Idea Screen
  • Does idea fit into our strategy?
  • Basic feasibility?
  • Basic market attractiveness?
  • Opportunities to use existing skills/resources?
• Scoping
  • Defining/analyzing customer benefits
  • Rough market analysis
  • Rough feasibility study
  • Possibly production functional Pattern / Rapid Prototype
  • Margin mechanics - rough costs / margin considerations
  • Sales - how does the product come to the customer
  • Initial reflections on the financial viability of the project
• Stage Gate 2: Second screen
  • Does the idea deserve further attention?
  • Customer benefit given?
  • Feasibility technical/logistical/production?
  • Do we make money with the product?
• Build business case
  • Customer needs analysis
  • Competitive analysis
  • In-depth clarification of technical feasibility
  • Definition of the USP
• Stage Gate 3: Go to development
  • Are the original requirements still met?
  • Customer need available?
  • Development, production, distribution can be financed?
• Development
  • Technical development with production prototype
  • Possible Rapid prototyping for discussion with customers
  • First customer feedback
  • First product tests in-house
• Stage Gate 4: Go to testing
  • Should the product go into the testing phase?
  • Results prototype promising?
  • Market/competitive situation still given?
• Testing & Validation
  • Extensive in-house tests
  • Field tests with customers
  • Compliance
  • Test sales
  • Planning launch
• Stage Gate 5: Go to launch
  • I the product ready for market launch?
  • Production capacity available?
  • Tests all successful?
  • Legal requirements all met?
• Launch
  • Market launch and delivery
  • Ramp up production
  • Start of sales activity

A roadmap is an extended look at the future of a chosen field of inquiry composed from the collective knowledge and imagination of the brightest drives of change in that field.

1. Preliminary activity
   1. Consider functions, customers, supplliers, partners, government agencies and universities
   2. Commitment of leadership
   3. Vision
2. Development of technology
   1. Product needs and focus should be agreed
   2. Critical system requirements needs must be identified
   3. Major technologies which can contribute to the product needs to be specified
   4. Product requirements must be translated to technology
   5. Major technologies must be identified which has a potential to respond to a technology driver
   6. The most attractive technology needs to be selected
   7. Information of step 1-6 must need to be pulled together into the roadmap
3. Follow-up activity
   1. Validate the roadmap with group people which are later involved in the project
   2. Translate the developed roeadmap into  activities and reflect the roadmap frequently
   3. Keep the roadmap up to date

• Functional design (no innovation structure, conventional design!)
  • Define the RACI (Responsible, Accountable, Consulted, Informed) in order to avoid misunderstandigs
  • Find a solution  for the dilemma of the people involved in the daily business and innovation
  • Conflict management with the heads of department must be observed and considered
  • Clear rules must be defined
  • Project management structure necessary
• Matrix Design
  • Innovation is part of RACI
  • The dilemma for the people in between daily business and innovation is reduced
  • No conflicts with the heads of department must be considered because they are a part of the game
  • No barriers between the innovation and functional departments of the innovation process is implemented
• Double-sided organization (Ambidextrous Organizations)
  • RACI can be defined without conflicts
  • No dilemma for the people in between daily business and innovation
  • No conflicts with the heads of department must be considered
  • No barriers between the innovation and functional departments must be organized
  • After facing out the existing business the people get obsolete
• Process oriented
  • Project manager for the processes the RACI must be defined
  • The dilemma for the people in between the different process are available
  • Conflicts with the heads of department must be considered because they are a part of the processes
  • No barriers between the process structure and functional departments are visible
  • The success of innovations belong to the process owner
  • The organization must function according to the process
• Think Tanks (Cluster alike)
  • RACI can be defined without conflicts
  • No dilemma for the people in between daily business and innovation
  • No conflicts with the heads of department must be considered
  • The barriers between the innovation and functional departments must be organized
  • Responsibilities for innovations must be defined in the functional department

• Pathriarchi
  • Impulsive world view
  • Either you have power over the others through your authority or you do not have so muc h power and are obedient to the head who is now obliged to take care of you
  • Mafia, Street gang
• Functional
  • Traditional conformist worldview
  • Stick to the rules and you will be saved and part of the group. Break the rule and you will be rejected and ejected forever
  • Army, Church, 70% of all industrial companies
• Matrix - Performance oriented
  • Modern performance-oriented worldview
  • Deliver your service and be accepted and can convince others
  • Public companies, Global Banks, Global players as Coca-Cola or General Motors
• Project - Value based
  • Postmodern pluralist worldview
  • Employees are empowered to make decisions themselves
  • Values are not just a fig leaf
  • Corporate culture is in the foreground
  • Southwest Airline, Ben & Jerry's, Spotify
• Incentive (Anreiz) systems
  • Share results
  • Equal work, equal pay
  • Individual inventives
  • Team awards
• Integral evolutioinary
  • Postmodern pluralist worldview
  • Individual and collective development and self-management
  • Let go of your own ego and listen to the innver voice
  • Holistic thinking, pain and emptiness of modernlife feel separated from nature
  • Patagonia

No organization can be assigned to 100% of an organization form.

Accodring to Mr. Conzelmann together with the curve of change concept one of the most important concepts in management regarding understanding its employees.

• Artifacts: Visible, but interpretation necessary (e.g. form of infrastructure, rituals, stories, anecdotes, dress code)
• Values: Partly visible, partly unconscious (e.g maxims of action, retention rules, preferences, handling of overtime)
• Basic assumptions: Uncertainty, usually subconsciously taken for granted (e.g. relationships, the view of human beings, nature, the environment)

Look also at the miro board!!

• Customer satisfaction
• Customer acceptance
• relative R&D costs
• Relative market share
• sales increse
  • -> Maintianing quality guidelines
• no significant cost overrun
• No significant planning delays
• Fullfilled profit expectations
• Fullfilled sales expectations
• Market share with new services
• Expert rating <successful>

• Incorrect market analysis
• Market segment misdefined
• underestimation of competition
• Insufficient marketing support
• Product defects and technical problems
  • Product thinking instead of problem-solving thinking
• Leadership and communication problems
• Technological connection missed
• Incorrect resource assessment
• Development times underestimated
• Incorrect timing of the introduction
• Ignorance of innocation success factors

Product superiority (CIA)

The Business Model

1. Which of the technology/competence/innovation factors that our industry take for granted should be eliminated?
2. Which technology/competence/innovation factors should be reduced well below the indutry's standard?
3. Which should be raises well above the indutry's standard?
4. Which technology/competence/innovation factors should be created that the industry has never offered?

1. Strategy
2. Lucrativeness
3. Customer value
4. Profit and losses
5. Business model hurdles