Afleveringen
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Heute geht es bei OpenUp2Innovate nicht wie sonst um Innovation und Transformation, sondern wir schauen uns in dieser Episode ganz gezielt den Nachhaltigkeitsaspekt an.
OMIND geht es um nachhaltige VerĂ€nderung â tief verwurzelt im Denken und Handeln der Menschen.
Daher freue ich mich besonders heute Daniel Groos, GrĂŒnder von Sharkbite Innovation zu Gast zu haben.
In dieser Episode, gibt uns Daniel spannende Einblicke in seinen Werdegang, was Sharkbite Innovation eigentlich macht und woher der Name kommt und wir reden natĂŒrlich ganz viel ĂŒber Nachhaltigkeit und Mindset.
Verpasst nicht den groĂen Erfahrungsschatz von Daniel Groos - rund um die Herausforderungen von Nachhaltigkeit fĂŒr Unternehmen sowie dem darin verborgenen Potenzial!
Buchempfehlungen von Daniel::
a) Doughnut Economics von Kate Raworth
https://www.hugendubel.de/de/taschenbuch/kateraworth-doughnuteconomics-30112896-produkt-details.html?adcode=120R20I20U20L&gadsource=1&gclid=CjwKCAjwouexBhAuEiwAtWZx1mrbUxELIHCKgsqytkiXpGKUuNZbQLCI6dzZjq3jYEpoDLY-iso6RoCCPUQAvD_BwEb) âHoch die HĂ€nde, Klimawende!â von Gabriel Braunach
https://www.hugendubel.de/de/taschenbuch/gabrielbaunach-hochdiehaendeklimawende_-45862290-produkt-details.html?adCode=320R20I20U31M -
In diesem Podcast, stellen wir euch COPETRI vor. COPETRI ist eine Initiative, die sich mit dem Dreiklang Innovation, Transformation und People beschÀftigt und OMIND & COPETRI aus unserer Perspektive somit perfekt zusammenpassen.
Dieses Jahr wird OMIND mit einem Stand auf der Innovation Area der COPETRI Convention (14. & 15. Mai in Frankfurt) sein.
Unser heutiger Gast, Dennis Böcker, leitet die Innovation Area der COPETRI â aber nicht nur das, er ist auch ein Experte fĂŒr Innovation.In dieser Episode wird Dennis Böcker Einblicke in seine Arbeit als COPETRI Innovation Ambassador geben, seiner Rolle als Global IoT Innovation Lead bei Bosch und sowie seiner SelbststĂ€ndigkeit als Experte fĂŒr ganzheitliche Innovation.
Unbedingt reinhören, um zum einen die Innovationsreise von COPETRI kennenzulernen, aber zum anderen auch exklusive Einblicke in die Herausforderungen von Unternehmen, wenn es um Innovation & ZukunftsfĂ€higkeit geht, zu bekommen. Dennis Böcker teilt seine praktischen Erfahrungen sowie Tipps & Tricks fĂŒr den Arbeitsalltag, um ein Innovationsmindset zu etablieren.Quellen aus dem Podcast:
Ambidextrie in Organisationen - Das Praxishandbuch fĂŒr eine beidhĂ€ndige Zukunft | Christoph Frey | Gudrun L. Töpfer
Digital Innovation Playbook - Das unverzichtbare Arbeitsbuch fĂŒr GrĂŒnderinnen, Macerinnen und Manager*innen | Dark Horse Innovation
COPETRI Mediathek: https://www.copetri.com/know-how/mediathek/
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Zijn er afleveringen die ontbreken?
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Seit 18 Jahren ist Oliver Sowa als GeschĂ€ftsfĂŒhrer bei Beutlhauser tĂ€tig, einem Unternehmen mit einer beeindruckenden Geschichte von 183 Jahren als Passauer Familienunternehmen. Seit acht Jahren fĂŒhrt er erfolgreich Transformationsprozesse durch, die das Unternehmen grundlegend verĂ€ndern, nicht nur verbessern. Diese Transformation konzentriert sich auf die Anpassung an die Anforderungen der Industrie 4.0 und fordert eine grundlegende Neuausrichtung von Denkweisen und Arbeitsweisen. Dabei steht nicht nur eine kontinuierliche Verbesserung im Fokus, sondern auch eine radikale Neuausrichtung gefolgt von kontinuierlichen Anpassungen.
Insbesondere seit MÀrz 2020, mit den Herausforderungen der Corona-Pandemie, der Ukrainekrise, Energiekrisen und LieferkettenengpÀssen, hat sich die Resilienz von Beutlhauser bewÀhrt. Der erfolgreiche Umgang mit diesen Herausforderungen basiert auf der sorgfÀltigen Vorbereitung und der FÀhigkeit des Unternehmens, sich flexibel anzupassen.
Oliver Sowa betont, dass die Motivation der Mitarbeiter nicht einfach durch Motivationsversuche seitens des Managements gesteigert werden kann. Vielmehr muss das Unternehmen als Gastgeber auftreten, der die BedĂŒrfnisse und Verhaltensweisen der Mitarbeiter versteht und die Rahmenbedingungen schafft, die ihre Motivation fördern. Dies erfordert ein Umdenken in der UnternehmensfĂŒhrung, weg von starren Hierarchien und hin zu einer horizontalen Organisationsstruktur, in der Entscheidungskompetenzen stĂ€rker an Fachkompetenzen gebunden sind.
Ein entscheidender Schritt in dieser Transformation war die ĂberprĂŒfung und Anpassung von Ziel- und Bonussystemen. Anstelle von provisionsbasierten Anreizen setzt Beutlhauser nun auf gute FestgehĂ€lter, was zu einer verbesserten Leistung der Mitarbeiter gefĂŒhrt hat. Dies zeigt, dass schlechte Leistung nicht auf mangelndes finanzielles Interesse zurĂŒckzufĂŒhren ist, sondern auf fehlende FĂŒhrung und klare Rahmenbedingungen.
Eine wichtige Erkenntnis fĂŒr Beutlhauser war die Tatsache, dass Innovation nicht nur technologische Neuerungen umfasst, sondern auch neue Arbeits- und Denkweisen beinhaltet. Durch die Schaffung einer Unternehmenskultur, die auf Vertrauen und Zusammenarbeit basiert, konnten sie Innovationen vorantreiben und einen Mehrwert fĂŒr ihre Kunden schaffen.
Trotz des Erfolgs dieser TransformationsbemĂŒhungen betont Oliver Sowa, dass der Prozess nie abgeschlossen ist. Es erfordert einen kontinuierlichen Dialog und die Bereitschaft, sich stĂ€ndig weiterzuentwickeln und anzupassen. Dies erfordert Mut und Engagement von allen Ebenen des Unternehmens.
In Bezug auf die ZukunftsfĂ€higkeit des Unternehmens betont Oliver Sowa die Bedeutung eines kulturellen Wandels, der als Treiber fĂŒr Effizienzsteigerungen und Innovationen dient. Dieser kulturelle Wandel kann nicht direkt gemessen werden, aber er trĂ€gt entscheidend dazu bei, dass die Implementierung von Tools und Prozessen erfolgreich ist.
AbschlieĂend betont Sowa die Bedeutung von Vertrauen und Selbstvertrauen in die FĂ€higkeit des Unternehmens, sich kontinuierlich weiterzuentwickeln und anzupassen. Es erfordert Mut, bestehende Denkmuster herauszufordern und sich neuen Herausforderungen zu stellen, um langfristig erfolgreich zu sein. Die Beutlhauser Gruppe verzeichnet seit der Investition in die Kultur Steigerungen in Effizienz und Marktanteilen. Eine gute Kultur zahlt auf die ArbeitgeberattraktivitĂ€t ein und hat einen positiven Einfluss fĂŒr Lieferanten, Gesellschafter und andere Stakeholder. Nur durch die Kulturtransformation können nun auch digitale Tools effizient eingesetzt werden, um Prozesseffizienz zu tracken, wie z.B SAP S4 Hana. Kultur ist das Fundament, das Digitalisierung ĂŒberhaupt funktionieren kann oder der FachkrĂ€ftemangel eingedĂ€mmt werden kann.
Buchempfehlung:
- "Die Gestörten" von Wolf Lotter
- Systemtheorie von Niklas Luhmann
- "Mythos Motivation: Wege aus einer Sackgasse" von Reinhard K. Spengler -
This podcast is all about open innovation, particularly the people involved in this process. We want to zoom in and understand what Open Innovation means for the people being involved. With this podcast, we bridge the gap between theory and practice and hence invite practitioners to speak about their practical experiences with open innovation and sometimes researchers, who share their scientific understanding of this phenomenon.
Our guest today: Mehdi Namazi
Mehdi is an engineer by background and did his Masterâs in Artificial Intelligence but since this was not enough he also added a Masterâs in Technology Management and enrolled in a PhD afterwards. In 2020 he defended his thesis.Today, Mehdi is the Research and Innovation Director at Informatics Services Corporation, a software company based in Tehran.
The adaptability is crucial.
In this episode, we speak about what academia can learn from practice and the other way around. Mehdi shares his experiences that brought him from industry to academia and then back to industry. Mehdi's journey was not only a one-way knowledge transfer, he learned a lot from academia but also experienced that academia can learn a lot from industry. The experience he made is that no single innovation framework he learned in university is suitable for his company nowadays. It is crucial to adapt these frameworks to the needs of the company. What works in one company does not necessarily work in another.Mehdi shared insights into what his daily job as a Research Innovation Director looks like and what his main challenges are. The main challenge he encounters in his position is the aspect of culture. Inhale and exhale a culture as we innovate to maintain and create a culture that nurtures research and innovation. This means fostering an environment where every team member feels encouraged to explore ideas and take risks.
"You can't change the culture by giving speeches, you can only change a culture by action."
In this view, it is really hard to change a culture but gradual shifts are possible.Mehdi is a role model who is leading the change by action.
In this episode, Mehdi shares a success story from his company as well as some lessons learned.
His advice "Be bold but be considerate"The key to success is that the whole team feels dedicated to the new idea.
Mehdi learned a big lesson: Diversity can both be an advantage but also a challenge.On the one hand, diversity of thoughts and perspectives can lead us to a rich area of ideas and innovation but on the other hand it underscores the critical importance of ensuring that everyone in the organization shares an aligned understanding of the innovation strategy.
Lesson learned is clear: Fostering a culture of innovation requires not only celebrating diverse viewpoints but also establish common understanding and language of innovation.In Mehdi's view, people play a big part in making things happen - they are the engine of the company's innovation efforts. However, there are rules and policies in a company that can either help or hinder the speed of innovation.
First establishing openness internally before expanding activities, reducing psychological barriers, and empowering people is crucial.
Companies often neglect that the internal openness of the people is a pre-condition before partnering with external partners.To find out more about how Mehdi empowers his people for innovation and how he compensates his time for the invested time, tune in!
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Mit Dr. Anne-Marie Deans haben wir eine unglaublich inspirierende Persönlichkeit zu Gast, die sowohl aus der Forschung kommt als auch sehr viel Erfahrung aus der Praxis mit sich bringt. Von Malariaforschung ĂŒber Strategieberatung bis zur MobilitĂ€t und schlieĂlich zum "Mut zu FĂŒhren".
Anne-Marie ist Dare to Lead⹠Trainerin, zertifiziert von Brené Brown, und ist heute mit AMDeans Consulting selbststÀndig.
Kotter's 8 Stufen fĂŒr Transformation verdeutlichten schon damals, dass Erfolg erst bei der Umsetzung messbar wird. Dennoch gibt es immernoch viele Stolpersteine, insbesondere in Zeiten von erhöhter MĂŒdigkeit durch externe EinflĂŒsse wie COVID und weltweite Herausforderungen. Es ist stets ein Wandel, eine fortwĂ€hrende Weiterentwicklung. In unsicheren Zeiten mĂŒssen Unternehmen anders vorgehen und Transformation nicht als isoliertes Einzelprojekt mit klarem Ende betrachten - sondern eher als kontinuierlicher Prozess.
Die Haltung dabei ist entscheidend.Daring Leadership bedeutet nicht nur, groĂe Risiken einzugehen. Im Kern geht es darum, mit Mut und Herz zu fĂŒhren, das Potenzial in Menschen zu erkennen und den Mut zu haben, dies anzugehen â sei es im Alltag an seinem Arbeitsplatz oder in leitender Position.
Ein Beispiel: Der COO eines Biotech-Unternehmens fĂŒhrte ohne SchutzhĂŒlle. Er hörte genau zu, erforschte die erreichten Ziele und erlebten Herausforderungen seiner Teammitglieder. Seine sichere Haltung war es, das ihm erlaubt hat, erst zuzuhören und zu verstehen, bevor er seine Interpretation und klĂ€rende Fragen einbrachte.
Die Investition in Menschen hat einen positiven Einfluss auf das GeschÀft, es ist eine langfristige Investition.
Möglichkeiten, diese Haltung im Alltag anzuwenden:
Zuhören.
"Hilf mir zu verstehen" oder "Die Geschichte, die ich mir zusammenspinne". Das schafft Distanz und eröffnet Perspektiven, da es nicht nur eine Wahrheit gibt.
Seine eigenen Werte kennen. Was bedeutet Konsistenz fĂŒr mich, um integer auftreten zu können?
Diesen Schritt kann ein FĂŒhrungskraft im kleinen Kreis mit dem Team ĂŒben:
Die Teammitglieder können ihre eigenen Werte aufschreiben, oder es kann eine Liste vorgegeben werden. Dann muss ĂŒber die Top 3 Werte gesprochen werden.
Mut und Vertrauen sind keine festen Eigenschaften, sondern beides kann erlernt werden.
Vertrauen kann in Elemente aufgeschlĂŒsselt und besprochen werden. "Ich vertraue dir nicht" ist eine schwierige Aussage, um in proaktive Zusammenarbeit zu kommen. Konkrete Kommunikation ist wichtig, um Mitarbeitenden zu binden, befĂ€higen und zufriedenzustellen. DafĂŒr mĂŒssen Werte in Verhaltensweisen ĂŒbertragen und kommuniziert werden.
Jedoch funktioniert das alles nur, wenn FĂŒhrungskrĂ€fte mutig vorangehen und ebenso lernen wollen. Dazu gehört beispielsweise die Erwartungen an eine Aufgabe klar zu definieren, um Misskommunikation zu vermeiden ("how done looks like").
"Better done than perfect" â sei mutig, probiere aus, und habe eine offene Haltung.
Umsetzungstipp:
An 2-3 Momente im Leben zurĂŒck denken an denen man sich stark und mutig gefĂŒhlt hat "ich war verletzlich, weil ich etwas begonnen habe, losgelassen habe, eine Entscheidung getroffen habe o.Ă€." Dann wird einem oft bewusst, das Verletzlichkeit und StĂ€rke so nah miteinander verbunden ist.Empfehlungen:
BrenĂš Brown "Dare to lead" lesen:
https://brenebrown.com/hubs/dare-to-lead/Netflix Serie "The Call to Courage" von BrenĂš Brown
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In dieser Podcast Episode war Kai Gondlach, Zukunftsforscher und GeschĂ€ftsfĂŒhrer von PROFORE, der Gesellschaft fĂŒr Zukunft zu Gast. Wir haben darĂŒber gesprochen, was der Unterschied zwischen Zukunftsforschung und Innovationsmanagement ist und warum jedes Unternehmen einen Zukunftsforscher haben sollte (Strategic Corporate Foresight).
AuĂerdem haben wir uns die aktuellen Innovationsausgaben von Unternehmen angeschaut und antizyklische Investition in Innovation diskutiert. Wollen Sie mehr ĂŒber die "Gleichzeitigkeit des Ungleichzeitigen" erfahren? Dann verpassen Sie diese Episode nicht.
NatĂŒrlich haben wir den Fokus auch auf das Individuum gelegt und ĂŒber Zukunftsangst und psychologische Ursachen dafĂŒr gesprochen. Wie kann man mit Zukunftsangst umgehen? Ist das normal? Wie gehen Menschen mit den ganzen VerĂ€nderungen um?Und zu guter Letzt haben wir auch ĂŒber die Rolle des Managements dabei gesprochen. Was fĂŒr ein Umfeld sollte geschaffen werden? Gibt es gezielte UnterstĂŒtzung fĂŒr Mitarbeitende, um sich gut an die neue Arbeitswelt anpassen zu können und mit den VerĂ€ndern umgehen zu können?
Die groĂe Frage im Raum ist: Wie kann man als FĂŒhrungskraft Mitarbeitende dabei unterstĂŒtzen eine offene & innovative Arbeitsweise zu entwickeln?
Kai hat tolle Tipps und Life Hacks fĂŒr einen positiven Blick in die Zukunft geteilt - nicht verpassen! -
This podcast combines research and practice of open innovation. Sometimes we have researchers as guests sharing scientific insights, other times we have practitioners sharing best practices on open innovation. Today, we combine both in one person: Dr. Oana-Maria Pop, head of open innovation at HYPE Innovation! Oana did her Ph.D. in economic ecosystems and collaboration. Oana has always been back and forth periodically between research and practice. Now she is applying her research into practice and supporting companies in integrating open innovation into their innovation strategy.
Oana & Aurelia got to know each other in June 2021 at a panel discussion organized by United Europe. Oana came from the service industry and Aurelia from psychology but what unites both was the intersection of open innovation. They hosted a challenge session at the World Open Innovation Conference together and it clicked so well that there was not much preparation needed as they both shared the same values and beliefs which was an important foundation for a successful collaboration without using many words.A quote that influenced Oana on her way of doing research and business:
"You cannot really trust someone who is not willing to change their mind"The understanding that social science is not static has a big impact on Oana's line of work. There is interesting research on why people want to collaborate and why people do not want to collaborate. Her favorite book is "This Idea Must Die" by John Brockmann which is a collection of essays by different authors. You have to progress through things - nothing stays forever. Some people are not comfortable with pivoting and changing their way of doing things.
Oana & Aurelia collaborate very well with each other as they both share the same values and beliefs. Oana emphasizes the following values that decide whether she would like to collaborate with a person or not:
- Authenticity: Don't pretend to be someone you are not
- Humour: Take yourself less serious
- Curiosity: Be interested in new things
- Trustworthiness: Being able to trust
- Track records: Such as how that person interacts with the waiter
- Shared goals: Are we going in the same direction?
- Inspiration: Does this person inspire me?Oana is not looking for a "one-hit wonder" but for a long-term collaboration! It is about the journey and what you pick up along the journey... Aurelia & Oana agree that there is no need for more unicorns but rather sustainably growing companies that learn and improve steadily along the way!
Reasons why companies stop investing in innovation:According to Oana:
Companies want to see quick wins and underestimate the sustainable success of innovation. This is contradictory to building a sustainable innovation culture.
1) Companies don't really know that investment in innovation increases their profit in the long run.
2) Companies are scared and hesitant at the moment.
3) Companies stop innovation programs because they don't see the success. The reason for this: They don't measure the results.Everything is at our fingertips at the moment. Everything comes up simultaneously. There is not sufficient patience anymore. If we do a better job of documenting how we work, would already increase our sense of success to make people believe in the progress. But changing behavior and habits take a while and people lose their patience too early.
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Dr. Schlegel lives in Melbourne and travels regularly to Germany so he knows both cultures very well. The main difference he sees between the two cultures that relate to innovative activity is that Australians are very open to experiments. That is something that companies in Germany are reluctant to. German companies are rather very protective of their own IP. If something goes wrong, Australian companies are very open to seeing it as a lesson learned, to take something out of it and understand how to fix this. This is more cultivated in Australia than it is in Germany.Practical advice of Dr. Schlegel for our community:
- Companies are recommended to enter the market early, develop their product in close collaboration with their customers and learn from the Australian culture by increasing failure tolerance & willingness to experiment.- Use the structural process by Gene Slowinski Want, Find, Get, Manage
as a best practice for open innovation, especially to structure and communicating your open innovation process or R&D strategy.
Key takeaways of the talk between Dr. Martin Schlegel who is the executive chair and board member of ASTN - the Australien Sports Technologies Network.Australian companies accept the premise that the current problems are way bigger than only one company can solve.
An open innovation mindset is the prerequisite for sharing and collaboration beyond the supply chain
Australia is a very multicultural society there are different viewpoints and lived experiences to find that add to being able to come up with solutions that otherwise would not be accessible.
There are structural differences between Start-Ups and SMEs. The definition of a start-up is "a temporal organization in search of scalable and profitable business modules where it is all about learning."
Successful collaboration between Start-Ups and SMEs needs a facilitator to overcome the psychological barriers of SMEs to share and source knowledge with start-ups.
Open innovation is in part reflecting the behavior of start-ups in the corporate world: The most important attitude in open innovation is to understand the problem your partner is facing. This actually draws from the normal approach of testing business models that start-ups do: First understand thoroughly what the customers are facing, understand the real need and driver. Why are not more companies developing their product with the customers instead of chasing investors?
There are attitudinal differences between Australia and Germany on how to approach sports - more to learn about in this episode. Tune in!
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According to Henry Chesbrough, a lot of the challenges relate to the people inside the organization.
Henry Chesbrough coined the term Open Innovation in 2003. What has changed since then?
In 2003 the focus was primarily on one organization and the innovation happening within the boundaries of a company. In the last 20 years, things have moved in a couple of ways:
1. Inside the organization: We have now a much richer sense of opportunities and challenges that OI can bring. A lot of the challenges of OI relate to the people.
2. Outside the organization: Nowadays, it is about bringing together many organizations. Collectively, we need to find out how to collaborate and orchestrate better solutions by building ecosystems!Open Innovation appears to get confused with "revealing all knowledge and IP". These misconceptions are rooted in fears. Any advice on how to reduce these fears?
You don't share everything!
There is a learning curve: If you gain more experience, it becomes more natural and easier to train and manage the process.
Working with larger companies: Create a public shareable version of your service so that people can say see the value. You don't share the specifics of how you do things, or what specific compounds you use.
How do we motivate and not demoralize the people?
Reframe the purpose of the organization: For example, instead of being the people who are solving the hardest problems, NASA now sees itself as the seeker of the answers to these hard problems (inside or outside the organization). This reframing helped NASA to align the goals of their organizations with the mechanism of OI.
Reconsideration of reward systems: Organizations need to establish a reward system that appreciates internal achievements but at the same time considers recognition for externally sourced know-how.
What can managers do to establish an OI mindset?
1. Achieve an early win: To create a small project that does not take a lot of money and time but achieves something positive that creates a positive flywheel effect.
2. Acknowledge all contributors: If you achieve this small win you should not only celebrate this win but all the people who have contributed to it - especially those outside the innovation team.
3. Align KPIs and reward systems: They have to be adjusted to stimulate the behavior we really want so that we can broaden this success to the entire organization.Henry summarized all his experiences in books written especially for managers:
How to move from technology development to the business model side: Chesbrough, H. (2006). Open business models: How to thrive in the new innovation landscape. Harvard Business Press.
How to move from the world of products to the world of services:
Chesbrough, H. (2011). Open services innovation: Rethinking your business to grow and compete in a new era. John Wiley & Sons.How to get positive business results from open innovation:
Chesbrough, H. (2019). Open innovation results: Going beyond the hype and getting down to business. Oxford University Press. -
Open Innovation als KreativitÀtsbooster
Wer ist Dr. Gerrit Jochims?
Gerrit ist MitgrĂŒnder und GeschĂ€ftsfĂŒhrer von IdeaChamp. Der Innovationsenthusiast promovierte ĂŒber KreativitĂ€t in Organisationen und berĂ€t seit 2014 Unternehmen in Bezug auf Innovationsprozesse. 2021 grĂŒndete er mit seinem Team die IdeaChamp Innovation GmbH, die eine digitale Kollaborationssoftware fĂŒr Innovationsideen entwickelt.Sophie spricht mit Gerrit darĂŒber wie MitarbeiterInnen zĂŒndende Ideen entwickeln können:
Beide sind sich einig: KreativitĂ€t kann durch die Kollaboration mit diversen Menschen auĂerhalb des Unternehmens gefördert werden.Gerrit verrĂ€t, wie er zu seinen innovativsten Ideen gekommen ist:
Sein Kreativprozess involviert Schreiben, Malen, Zeichen und startet zunÀchst mit der Frage "Warum ist das ein Problem?". Im nÀchsten Schritt besorgt er sich Know-How das ihm helfen könnte. Er spricht meistens mit Leuten die in dem selben Bereich schon mal ein Àhnliches Problem hatten und dann arbeitet das erstmal eine Weile.
Tipps von Gerrit & Sophie, um Probleme kreativer und effizienter zu lösen:Gewohnheiten entwickeln: Es darf nichts Besonderes sein, dass spannende Ideen von auĂen kommen. Externe WissenseinflĂŒsse sollen der Normalzustand werden. Wenn die Mitarbeiter:innen sich mehr mit externen Partnern austauschen, dann wird es zur Gewohnheit und das so genannte "Not-Invented-Here Syndrom" dadurch reduziert.
Aktiver Austausch: Andere Sichtweisen sehen und das Problem aus verschiedenen Perspektiven zu beleuchten hilft, um auf neue kreative Ideen kommen. Die eindeutige Aufforderung: Geht auf Leute aktiv zu, auch - und vor allem - wenn sie fachfremd sind!
Offenes Mindset: Offenheit hilft aus ausgetauschten Informationen wertvolle Ideen zu entwickeln und diese umzusetzen. Um kreativ sein zu können, muss man sich öffnen - innerhalb und auĂerhalb des Unternehmens.
Eigenes Verhalten Ă€ndern: Wenn Leute mit neuen Ideen auf dich ankommen, dann nimm die Idee zunĂ€chst an und gehe konstruktiv damit um, bevor du sie direkt ablehnst oder Kritik Ă€uĂerst. Frage dich zunĂ€chst einmal "Wie kann uns das helfen und unter welchen UmstĂ€nden?"
Open Innovation und KreativitÀt - beides bedingt sich
Ein offenes Mindset ist die Grundlage, um Open Innovation betreiben zu können. Laut Forschung ist KreativititĂ€t eine Dimension des Open Innovation Mindsets (Engelsberger et al. 2022). Um kreativ sein zu können, muss man sich öffnen und ĂŒber den eigenen Tellerrand hinausschauen. Daher benötigt man, um KreativitĂ€t zielbewusst einsetzen zu können, Open Innovation. KreativitĂ€t und Open Innovation sind daher ein sich gegenseitig befruchtender Kreislauf....
Gerrit fasst dies sehr gut in den folgenden Worten zusammen:
"KreativitĂ€t wĂŒrde verhungern, wenn man nicht intern oder extern offen ist. KreativitĂ€t brauch Open Innovation und Open Innovation brauch KreativitĂ€t!"
Das klingt alles super - aber wie umsetzen?
Wenn ich ernsthaft im Unternehmen KreativitĂ€t fördern möchte und mit Open Innovation befeuern möchte, damit wir effizienter werden, Kosten sparen und somit die Energiewende meistern, brauchen wir Tools um das alles in die Praxis umsetzen zu können! Die Mitarbeiter:innen benötigen Handwerkszeug, um zielgerichtet WissensflĂŒsse ermöglichen zu können und diese Instrumente sollen auch attraktiv gestaltet sein. Es mĂŒssen zielgerichtet WissenshĂ€ppchen bereitgestellt werden, die nicht in Hierarchien untergehen. Das Ziel: Mitarbeiter:innen dabei zu unterstĂŒtzen besser und effektiver Ideen zu entwickeln.
Wie sieht euer Kreativprozess aus? Und zu wie viel % involviert ihr andere Menschen dabei? Teilt eure Erfahrungen mit uns und sendet uns eine Email an [email protected]. -
The people are the key drivers of innovation
Why is it so important to measure people-centered innovation KPIs?
We want our people to collaborate, share and source knowledge - but this all takes time. We all know exactly how much time every meeting costs! Why should people do this if their success at the end of the year is measured based on something totally else?
What are people-centered innovation KPIs and how can they be captured?
Everyone is talking about the importance of an innovation mindset - but what exactly is it? In Aurelia's PhD she has investigated this question deeply and collected data in different industries and countries. She has identified 6 dimensions that globally capture the highest impact on knowledge exchange and innovative behavior. Hence, the OMIND team has translated these 6 dimensions into the OMINDset evaluation tools!
What exactly are these 6 dimensions?
1) Openness toward new experiences: Doing things differently!
2) Creativity: Thinking outside the box!
3) Positive attitudes toward knowledge sharing: Some people like to share but face psychological barriers to actively sourcing knowledge from others.
4) Positive attitudes toward knowledge sourcing: Some people like to source as much knowledge as they can get but don't want to share their one's knowledge.
5) Risk- and failure tolerance: Being open to trying something new although it might mean failing according to the slogan "Better fail fast!" - and very importantly, forgive yourself if making a mistake!
6) Integrative complexity: The ability to put yourself into the situation of your counterpart and viewing always two sides of a coin!
Are these research results accessible for practitioners through an easy-to-use tool?Yes, through OMIND consulting and OMIND platform.
With OMIND consulting, Aurelia and her team provide strategic consulting when it comes to developing people-focused KPIs and incentive and reward schemes that facilitate efficient collaboration and innovation.
OMIND platform is a software that enables employees with easy-to-use tools to act upon a conducive HR strategy. Employees get supported to work on themselves and become aware of their attitudes towards knowledge exchange and hence, support a sustainable mindset shift. By evaluating the people's mindset change over time and tracking their knowledge sharing and sourcing behavior, team leads can view all the results and KPIs in one dashboard to analyze the efficiency.
If you are interested in these evaluation tools or getting strategic consulting on how to empower your employees for efficient collaboration and innovation, don't hesitate to reach out to [email protected]!
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Open Innovation in media
How open is innovation at public broadcasters?
Today we discuss Open Innovation (OI) at public broadcasting companies in Germany. A topic that has not really been dealt with up until now. As part of Sophie's research, she tried to answer two questions:
âTo what extent does public broadcasting practice OI?â
âWhich requirements does public broadcasting need to fulfill in order to be able to optimally implement OI?â
Differences between the broadcastersLarge public broadcasting firms have the financial means to look beyond company boundaries and try out different innovation practices but because of their size, there are still many structures slowing them down, flat hierarchies and systematic knowledge management is difficult to establish.
Small public broadcasting firms have an open corporate culture, in which internal knowledge exchange is a matter of course and necessary. Hierarchies are sometimes less pronounced, which means that managers are much closer to the editors. However, they lack the means and influence to transfer this exchange of knowledge to externals or to other broadcasting firms and make a difference.
Obstacles to OIA very homogeneous workforce in terms of education and social background.
Inhibitions to move outside the public-broadcasting cosmos.
BUT
Tendencies that the public broadcasters open up, begin to work in an interdisciplinary way and think outside the box, can be found.
The focus of the new offerings is increasingly on social media which has a positive effect on the possibilities of conducting OI together with the users.
Possible solutionsIntegrating a systematic OI strategy and also connecting it to HR. It is important to create a conducive environment for the people to engage in OI.
More diversity within the staff. Building more cross functional teams with people with different cultural and functional backgrounds, education, age and gender.
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New Findings on the Open Innovation Mindset
In todays episode we talked to OMIND intern Clara about the importance of the strategic promotion of an open innovation mindset among employees at different organizational levels
Her research questions- What commonalities can be identified in the establishment of an open innovation culture by external consultants in and between the industries?
- How can this potential be used to develop a business model for OMIND consulting that enables sustainable value innovation?
Main takeawaysThe most common conception on innovation was the awareness regarding the need for change towards a more open corporate culture and a more intensive collaboration with educational institutions, startups and suppliers.
Barriers to establishing an open innovation culture were identified as an overload of employees in day-to-day business, which leaves neither space nor time for knowledge sharing.
Any questions? Feel free to contact us or Clara on LinkedIn!
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Special Episode â Innovatorik und Open Innovation
We invited Dirk Wirth, an innovation expert, to talk to us about the field "Innovatorik". It describes the combination of rhetoric and innovation. It's the ability to bring people to innovate.
Innovatorik and Open Innovation contribute to one another. You need an open mindset in order to successfully be a Innovatorik-person and be able to inspire others to innovate. On the other hand you need people who are talented at Innovatorik, in order to implement open innovation within an organization.
Dirk Wirth on Linkedin
"Das groĂe Handbuch Innovation: 555 Methoden und Instrumente fĂŒr mehr KreativitĂ€t und Innovation im Unternehmen" by Dirk With
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S2/EP1: Open Innovation and Sustainability
An interview with Felix Rossknecht, a consultant, speaker and mentor with whom we talked about sustainability and the important role of Open Innovation and employees.
This episode serves as a introduction episode to the second season of this podcast: Sustainability. While giving you a small overview and clarification on the terms, we also tried to connect the prior season on digitalization.
Our TakeawaysThe GOAL is a sustainable business. Open Innovation can be the KEY to successfully implement sustainability into the business context. Digitalization can be used as a TOOL to pursue this goal.
When it comes to sustainable business it is important to know that there is a lot people can learn from one another. Nobody has to make up their own ways, but rather try to collaborate and ask for help! For that to happen you need an open mindset, fitting organizational culture and shared values. Its not important to get money out of all the innovations, its rather about creating a new big pie â regardless how big the share of each individual is. Long lasting relationships are the key to successful collaborations and a sustainable future.
LinksFelix Rossknecht on LinkedIn
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Special Episode: Open Innovation in mittelstÀndischen Unternehmen
Christian Mohr is executive management board member and managing partner at UnternehmerTUM, the leading center for innovation and business creation in Germany. In this special episode we talked about middle-sized/ family owned companies and how different they deal with open innovation in comparison to bigger companies and start-ups.
Some family lead and middle-sized companies have been in business for decades and went quite well with their strategy. Through Corona though many were forced to rethink their business model and started to use digitalization and in some cases even broadened their way of thinking outside the firm's boundaries, hence use open innovation.
These companies have also a different and more down to earth set of values, which is deeply rooted in tradition and a sense of responsibility towards employees, who have been working in these companies for years and sometimes even generations. These values can sometimes hinder open innovation in terms of the willingness to try new things and take a risk, but can on the other hand be very helpful. Through the close connection and the smaller size, communication and idea generation within the company can be easier, which is an important factor for open innovation: when employees feel free to talk about ideas, it directly translates to the openness of companies to be able to share ideas across the firms' borders (for more information on that phenomenon read Human resources management and open innovation: the role of open innovation mindset by Engelsberger, A., Halvorsen, B., Cavanagh, J., & Bartram, T., 2021)
One of the biggest problems is, that many of these companies are scared of change. But in times of climate change, digitalization etc., this change is unavoidable, which makes these companies struggle. They are literally caught between tradition and adapting to their environment. Will they be able to sustain the close relationship to their employees and values, while adapting to the challenges of our time?
Christian Mohr on LinkedIn: linkedin.com/in/christian-mohr-921b56b7
Website UnternehmerTUM: https://bc.unternehmertum.de
Engelsberger, A., Halvorsen, B., Cavanagh, J. and Bartram, T. (2021), Human resources management and open innovation: the role of open innovation mindset. Asia Pac J Hum Resour. https://doi.org/10.1111/1744-7941.12281
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EP5 â Open Innovation and Team Management
How does a team with flat hierarchies help to encourage an open innovation culture?
We invited Julija Storz from freenet to talk to us about her views on team management. Here are some of the main lessons from the interview.
Challenges for interdisciplinary teamsPeople are coming together with different business-backgrounds and different mindsets. It is always a challenge to adapt to a lot of diverse people with various backgrounds.
Nobody is an absolute expert in any field. There is a huge dependence on external knowledge.
As everybody can easily take the lead and be more independent. But that means, that single employees tend to have more responsibility, which could be overwhelming at first.
How to adapt to digital transformationAlways listen to your employees and be aware of which tools they feel comfortable with.
The main goal is to always exchange knowledge.
3 success-factors to lead a self managed team with flat hierarchies1. Trusting and have an open mindset regarding other people.
2. Give people their freedom as a team and individually, especially regarding personal skillset and experience.
3. Always give and be able to receive feedback, whether it is within the team or with stakeholders.
Julija Storz on Linkedin
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Special Episode: How Open is Innovation?
Four masterâs students from the University of Southern Denmark present thePaper "How Open is Innovation? A Retrospective and Ideas MovingForward" by Linus Dahlander, David M. Gann and Martin W. Wallin, writtenin 2020 and published in 2021.
Whatâs it about?This paper analyses the last ten years of innovation and openness,draws lessons, evaluates criticism and further papers, and concludes bypreparing us for another ten years of Open Innovation.
What has affected open innovation?Technological development has hada significant impact on how companies can benefit from Open Innovation (ArtificialIntelligence, Cloud Services, Robotics and APIs). These technologies allowcompanies to change their business model. All this is related to the vastamount of data that is constantly being generated. Data openness couldbuild bridges across organizations, but only a tiny part of data is used tothis end. Some organizations, such as Google, Facebook or Amazon, are just verygood at monetizing with data, but handling a lot of information might lead to privacyviolations and other issues.
Dark side of open innovationIt enables collaboration and value creation for some, but it could alsolead to exploitation and value destruction for others.
Among the technologies that impacted Open Innovation are APIs and loginservices. They can facilitate interactions at a big scale, and they arepart of a rapidly growing market, and for this reason, some companies focusedtheir business models on them. But in some cases, this led to scandals and badsituations. The case of Cambridge Analytica, which is very well known, had issues due to an excessive collection ofdata.
Some issues can also be found in the volume of ideas generated throughcrowdsourcing. Aligning the company's strategy with the crowds that generateideas could be challenging because of the attention deficit. Technology comesto help in this case too. To cope with this, companies use different methods,one of which is Artificial Intelligence, even though the limitation of AI isthe ability in evaluating brand new ideas, because of the way AI algorithmsare trained.
CrowdfundingIt has gained a considerable importance in the past ten years. We all knowits power to find funds for early-stage ideas, but we should also consider thatcrowdfunding can generate only a tiny amount of funding compared to VC funds.Nevertheless, its importance is linked to funding-generation and, mostimportantly, to knowledge generation for the team. When a team posts acontent in a crowdfunding platform, they manage to collect information abouttheir potential customers.
And this links to information and data collection.
Importance of dataMore than it was ten years ago, it is now clear that data has hugeimportance for businesses, but it is still not easy for every company toimplement strategies based on data. Some very-well-known big tech companies,such as Amazon, Facebook and Google, made their business models around data,but this is not yet the case for smaller organizations.
It must also be understood that companies are still struggling toeffectively share data with big corporations due to the fear of an unbalancedflux of information, such as the case of the German automotive industry andGoogle Maps.
Therefore, one future research topic for Open Innovation researchers couldbe to understand the balance between revealing data and capturing value fromdata.
How can open innovation adapt to these changes and change the game itself?When people adopt idea-sharing mindsets, open innovation can changetraditional industry boundaries.
For instance, the article highlights Tesla, who is shaping the battlegroundfor the new automotive industry.
They have acknowledged that they cannot drive the electric market forwardalone. In fact, Tesla has revealed intellectual property to seek theadvancement of electric vehicle technology to accelerate electric vehicles'market size.
Ultimately, their ambition would be to improve their cars and stay ahead ofthe competition, and so they engage in an open, collaborative culture to gaininputs from the masses.
Furthermore, with this approach, Tesla states that they are willing tocooperate with electric car companies to compete against the fossil car market.
How does technological development impact organizations?Platforms are essential for today's organizational development andfacilitate how organizations create and capture value. And their impact is notsurprising. Platforms minimize barriers of distance and connect people andcreate a network effect. This provides a space where information and ideascan flow.
And successful platforms providers to grow larger and larger.
Are there any concerns?It is difficult not to acknowledge the power that large IT corporationshave. They even own open-source platforms, with codethat is designed to be publicly accessible. Microsoft now owns âGithubâ,âIBMâ owns âRed Hatâ. And while these large collaborations claim novelcommitment and intentions, it makes one reflect on how open open source reallyis.
Can there be too much innovation, or can there be toomuch openness?Yeah, we need to reconsider how much openness isappropriate and at the end of the day, it will be a trade-off that should behandled carefully. The amount of openness goes hand in hand with patenting.
This can be a barrier to adopting open innovation.There are many reasons that patents are a barrier to open innovation.The article highlights over-valuing internal ideas and fear of being the onerevealing the new commercial blockbuster to potential competitors.
Many companies still have a "no patent - notalk" mindset and therefore miss out on the benefits of broad and distant.They might miss out on business opportunities: What values do patents have, ifthey lay unused in a drawer? The pharmaceutical company âBayerâ employs 7.000scientists, holds thousands of patents, many unused. And yet only two employeesare responsible for licensing out.
OPEN INNOVATION - the bigger picture and societal shift in opennessCurrent tensions between nations make it harderto cooperate across borders, e.g. USA CHINA TRADE war. https://www.bbc.com/news/business-45899310
In China, the CTO of âAlibaâ said that we live inthe data age and that data could be processed better outside thecompany.
The current crisis gave open innovation a boost,exploration and collaboration among different institutes which did notcooperate before.
The challenge is to carry this momentum into a postcovid world.
Why is it so important that we carry the momentum?The importance of this momentum comes from the moresignificant problems we have to solve, such as climate change. These problems,which are not tangible, have high complexity and abstraction levels followingRittel and Webber, are called wicked problems.
In the 2010 paper the focus was on company-specificproblems. But companies can have a significant impact on their environment. Yet,another trend can be detected: We see a concentration in capabilities ofresearch due to the high cost of research equipment. A consequence of this is amore multidisciplinary team.
This results in hotspots of research. The powerof this hotspot is the knowledge and motivation in one place. The downside ofthis concentration is the downfall of collaboration among institutes.
Other challenges OI might face in the futureDefine the value of open innovation overestimatestheir contribution to a project, so it is a challenge to measure OI scrutiny.A second challenge is that organizations have to place OI either in theperiphery or at the core of their business: Substitute vs complementarity.
The speakers:Bolgac GĂŒlen
Alessandro Pisanu
Carl Brockhausen
Steffen Henriksen
Literature:Dahlander, Linus & Gann,David & Wallin, Martin. (2021). How open isinnovation? A retrospective and ideas forward. Research Policy. 50.10.1016/j.respol.2021.104218.
Rittel, H.W.J., Webber, M.M.Dilemmas in a general theory of planning. Policy Sci 4, 155â169(1973). https://doi.org/10.1007/BF01405730
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EP3: Tools for Open Innovation
Transcript:
Aspromised, we will put theory into practice. Today we will be talking about thepaper âTherole of digital technologies in open innovation processes: an exploratorymultiple case study analysisâ by Andrea Urbinati, DavideChiaroni, Vittorio Chiesa and Federico Frattini from 2018. The overallquestion: What does a company need to do, in order to implementdigital technologies in an Open Innovation process?
The Tools
Big Data
Hugeamount of data, that canât be handled with in a ânormalâ way. The correctamount of bytes depends on the size of the company. In order tohandle big data, one needs analytical skills to extract value from this massiveamount of data.
Internetof Things (IoT)
Itâs thetechnology to connect âthingsâ via internet. Smart homes and wearables are reallife examples, because they exchange data via the internet from one object toanother.
Informationand Knowledge Management systems (IKM)
Creating,sharing, using and managing the knowledge and information of an organization.(e.g. eLearning platforms like "Moodle")
CloudComputing
TheCloud! To put it as simple as possible: itâs an IT-Infrastructure madeavailable via internet. Normally it includes data capacities, computing poweror an application software (e.g. adobe programms, that also save your projects intheir cloud).
Product-Lifecycle-Managementâ Systems
Systemsthat withhold all the information and data regarding the life cycle of aproduct - from the concept to the trash bin/ recycling bin. With these systemsone can also control the process of development and enable the redistributionof workflows. Also crossfunctional teams can use these systems: One might be good inCAD programs to do the mock up, the other one is an engineer and realises theproduct and then there are administrators and such that do the distribution.All these steps can be included in one PLM - System.
System ofRapid Prototyping (SoRP)
SoRP (e.g. 3D printing technology), mainly revolves around prototype generation, testdesign, refining and commercializing. Its most beneficial in the productdevelopment phase, you can e.g. simultaneously develop several versions of thesame product and speed up the product offering.
Combiningthe Tools
In orderto understand the significance of the different tools, you must understand,that combined and used simultaneously, they give the organization additionaladvantages in the Open Innovation process. For example, a proper Cloudinfrastructure must be installed in order to deal with Big Data. That means youneed good working computers and lots of storage to even benefit from other digital technologies.
Two othertools working well together when it comes to product development is the Systemof Rapid Prototyping and Product lifecycle systems, because SoRP enables savingtime on prototyping and PLM provides control over the productlifecycle of said product.
How touse them?
On theorganizational level it helps in reorganizing the Research and Developmentunits in data capacities and time management for example. They need torestructure their way of financing digital investment, implement routine waysfor innovation activities and standardize technologiesâ features.
But letâsmove on to the process of Open Innovation: There are three phases, that acompany has go through to enable Open Innovation. I will include a littleexample just to make it more approachable: The generating of an idea, letâs saya nurse droid, the development of the droid and the last phase would be thecommercialization of it, so bringing it to the people and the hospitals.
Thementioned tools now need to be used tailored to the phase you find yourself in.
Examples
More andmore private hospitals invest in digital technology to monitor the patientâsdiagnostic-therapeutic pathway via electronic medical records. A hospital puttogether a group of 20 to 25 people including doctors and nurses. This socalled task force was supposed to work with new digital tools to accelerate theelaboration of information on their patients instead of using the traditionalclinical records on paper. In detail, they used Big Data and Cloud computing,where they saved and analysed the information of their clients. In the end theyreduced the time on elaborating clinical records from three to four weeks tofour days from the patientsâ discharge. On the OI process, letâs sayâtimelineâ, the technologies where used within the commercialisation phase, sothey where already using it on customers, their patients.
Thesecond example is of a company that tries to establish a unit called âDigitalDirection â unitâ that responds directly to the CEO. Before this unit they usedsite management, apps, social media etc., which helped different units tocommunicate. First they planned to make a unit, that reorganized and puttogether all these different platforms linked to digital technologies. In thisidea generating phase they mainly used Information and Knowledge Managementsystems. By initiating this unit the company was following two main goals: Theywanted to digitalize the marketing and commercialization in order to get totheir final customers and they wanted to put the digitalization of salesprocesses in the hands of sales. The next step, to achieve these goals, was toovercome the technological and digital gap. We now arrived at the developmentphase, where they integrated graduate programs for internal offices andemployees and of course digital training courses. Because the implementation ofdigital technologies and the initiatives require experts in the field, theyneed to be found as well.
Thetechnological transformation of the past years actually forces the companies toadapt their research and development units. They now have to adapt theirinnovation activities. In particular they do so by standardizing technologiesâfeatures, to rethink their planned budget for digital investments and, as wealready reflected on, developing new and formalized procedures for innovationactivities.
Summary
Tosummarize the findings of Andrea Urbinati et al. there are certainsteps a company needs to go through to enable Open Innovation and to really useit to their advantage. For optimization of your digital processes, it isadvisable to form a unit that will be combining the different tools tailored tothe organizations needs, and where it stands in the OI Process (whether it ison the stage of idea creating, developing or commercializing). After thesethings are sorted out, the optimized tools can be implemented in the differentdepartments, which need to work with these tools again. To involve theemployees in this transformation process will require workshops and some time.But as the case studies showed, it will be worth it, because in the end it willsafe costs and time and employees will be technological wise be picked upappropriately.
Source:
Urbinati,A., Chiaroni, D., Chiesa, V., & Frattini, F. (2020). The role of digital technologiesin open innovation processes: An exploratory multiple case study analysis.R&D Management, 50(1), 136â160.
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EP1: Open Innovation and Digitalization
Last week, Aurelia already gave you some insight onthis series and open innovation, but today we will dig a little bit deeper intothe topic on digitalization itself and I will explain to you how digitalizationcan be used to drive open innovation.
We will give you some advice onhow open innovation can help to drive the transformation.
Open Innovation: accessing external knowledge to find solutions for pressingproblems. In a business context open innovation means to use inflows and outflows ofknowledge to accelerate internal innovation. As a consequence theorganization's boundaries become permeable, what allows to combine the companyresources with the external co-operators. For example you can get access toimportant knowledge though experts. Moreover, companies canreduce costs and bring innovations to market more quickly.
How can open innovation help tosupport digital transformations? The explanation is based on these four keyelements.
1. Determineyour strategy
2. Developing the organisational culture
3. Developingthe right mindset
4. Empoweringyour employees
Further Links:Open Innovation Tool: Adobe Kickbox
This episode was based on the blogpost from Tatjana Juskov; October 13th, 2020: How to Use Digital Transformation to Drive Open Innovation which was originally posted on a blog of the RMIT University in collaboration with Geoffrey Mann. Here is the link to the original publication*
*Engelsberger, A., Juskov T. and Mann, G. (2020), 'How to Use Digital Transformation to Drive Open Innovation'
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