DESINOVA. General Lessons Learned. Innovation och tjänstedesign, Malmö Högskola, Sweden. January 29, 2010

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1 DESINOVA General Lessons Learned Innovation och tjänstedesign, Malmö Högskola, Sweden January 29, 2010

2 General Lessons Learned DESINOVA wise Policy wise Innovation wise DESINOVA Q & As

3 DESINOVA wise Thrust comprehensive competence development and mindset change among participant companies, from the very beginning As much as possible apply top notch graphic design and video in communication with participant companies Immediately launch an ongoing communications strategy targeted towards participant companies and parties outside project Better (more!) funding, notably to project management activities Get budget modus operandi model clinched from very start

Immediately launch an ongoing communications strategy targeted towards participant companies and parties outside

4 Policy wise Is DESINOVA a successful example on a correction of market failure? The case for additionality is established: 10 private service companies do service innovation and 12 design companies developed new competencies and a new market for the design industry What innovation and design policy recommendations came out of DESINOVA? A substantiated argument for a national program for service innovation/design thinking and recommendations for content of program

companies developed new competencies and a new market for the design industry What innovation and design policy

5 Policy wise What recommendations for changes to the Danish programme for user-driven innovation came out of DESINOVA? Approval of financial support to project must be conditioned by pledge to deliver not only new concepts, but launch of new concepts also, and by pledge to do intense competence development among project participants from the very start of the project Success with development of additionality on behalf of project participants depends very much on project management activities, why the funding of project management must be improved

and by pledge to do intense competence development among project participants from the very start of the project Success with development

6 Policy wise What policy recommendations for education came out of DESINOVA? Design education curriculum must include basic business education modules and business lingo, namely in relation to build the business case Business school curriculum must include basic design education modules and design lingo, namely in relation to uncover latent user needs, prototype and visualize HR and IT managers must be taught innovation project management skills

relation to build the business case Business school curriculum must include basic design education modules and

7 Innovation wise Service innovation and product innovation: Differences + Similarities The professional faces of innovation are decisive for success Make it simple, stupid! Embedd the innovation project within the customer organization Methodologies and tools from different disciplines apply Management of (large) innovation projects is a distinct discipline Continuously create visible and, if possible, tangible results during the innovation process Embark on an innovation project, only if you are fully dedicated Designers can enrich the innovation process Innovation & Operation Time and ressource consumption

Embedd the innovation project within the customer organization Methodologies and tools from different disciplines apply Management of (large) innovation

8 Designers can enrich the innovation process Uncover latent user needs, early prototyping and test of solutions Visualization of customer experiences at touchpoint during the customer journey

9 Innovation & Operation Innovation competes with operation Ownership among top management Internal champion / project manager External competencies/experts to sustain momentum and provide direction

10 Time and ressources consumption Time consumption per innovation project: hours (all incl.) Duration of innovation project: 3-6 months New shop interior design: Immediately! New principle for recruitment: Immediately! New educational modul for employees: Immediately! New IT interface: 1-2 months after concept development New store portfolio: 1-2 months after concept development New services by shop floor employees: 1-2 monts after concept development

New principle for recruitment: Immediately! New educational modul for employees: Immediately!

11 Case movies and innovation- and policy-debate movies: Chapbook on tools and methodologies, documentation of 10 innovation cases, presentations from final conference and joint workshops, relevant journal articles, blogs): Overall DESINOVA project phases: List of participant companies:

joint workshops, relevant journal articles, blogs): http://www.desinova.dk/sider/ressourcer.

12 DESINOVA Q & A Question: Do private service companies in Malmö need to become better at competing by service innovation? Answer:?

13 DESINOVA Q & A Question: Do design companies in Malmö have something to offer private service companies, in terms of service innovation? Answer:?

14 DESINOVA Q & A Question: How many manhours does it require to develop and implement a project like DESINOVA? Answer:?

15 THANK YOU!

16 DESINOVA Project Manager Partner Mads H. Odgaard ODGAARD Consult Gl. Kongevej 167 C DK-1850 Frederiksberg C Cell: madsodgaard@mail.dk

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