Dr. Magnus Karlsson, Director New Business Development & Innovation at Ericsson Headquarters in Stockholm, Sweden will talk about how to implement and use collaborative idea management in a systematic way. In this way you can reduce the risk of choosing the “wrong” ideas to take forward. You will also increase your attractiveness as an employer by inviting your coworkers to participate in future development. Collaborative idea management is also way of using your already existing recourses in a more effective way.
When innovation is more important than ever, collaborative idea management can help organizations to surface new ideas, improve them and make sure they reach the right people. It is also a way to empower and recognize innovative employees, to measure and stimulate creative activity and to promote a more open and collaborative innovation culture in the organization.
Dr. Karlsson will generously share Best Practice from Ericsson, the global telecom company, and how they worked with introducing and designing a successful idea management system.
The presentation will address the challenges that are involved in the handling of ideas in organizations. Dr Karlsson will also share some design rules based on the initial experience at Ericsson and insights from other organizations that will help when considering getting serious about idea management.
Besides listening to Dr. Karlsson in person you are also very welcome to visit the IM store for more information on this topic and a free preview of the Applied Innovation Management™ article “Collaborative Idea Management – using the creativity of crowds to drive innovation” that explains how you can effectively use the creativity of your employees, customers and partners to drive innovation.
Dr. Bengt Järrehult, Director Idea & Knowledge Management at SCA, a multinational hygiene, paper and packaging company, will give a presentation focusing how to be able to handle both incremental and radical innovation simultaneously in a large organization.
The theme for the presentation is to promote ambidextrous behavior within a larger organization. Ambidextrous originally meant the ability to use both hands equally well but in the context of an organizational management it means the ability to focus on and handle both incremental and radical innovation simultaneously. This is proven to be a rather tough task in praxis. Although the management in large companies logically can accept the need for a better balance between incremental vs. radical efforts, it seems that in practice the portfolio balance is more the result of short term ad-hoc measures, not optimally and consciously created to achieve a long term growth. Companies are hence subjected to what may be called “involuntary incrementality drift”.
Dr. Järrehult generously shares best practice from his company and the presentation contains the way the hygiene businesses within SCA, has chosen in order to get an improved and more conscious balance between what now is called Cost save, Upgrade, Next Generation and Breakthrough innovation initiatives within the company.
This way first encompassed the creation of an innovation strategy, where the need for dual focus was emphasized. This lead to a complementary framework was created that better suited the more radical next generation and breakthrough aiming initiatives. This included the creation of another metaphor, the innovation reactor, for the exploratory work that supplemented the traditional innovation funnel, a metaphor used for exploiting, incremental projects in larger companies. It also contained he creation of a more open attitude to partners (a.k.a. Open innovation) and an increased focus on consumers and customers with a great emphasis on getting validated insights in the beginning of the initiatives, something valid both for the exploiting as the exploratory part. This changed the offers in the company from being idea based to become insight based.
For those practitioners who want to avoid the “involuntary incrementality drift” of the project portfolio in the own company, this presentation may give some hints on what to take home by referring to how it was done in another company. Data are also given on the optimal balance of different types of innovation projects and how this is linked to the strategy of the entity in question, whether it aims to be a fast follower or a lead innovator.
You will learn how a large multinational company successfully is working with the complex process of changing a company to become even more innovative. Dr. Järrehult´s presentation will show how this involved dealing with culture and existing mindsets and metaphors as well as the creation of an innovation strategy and incubator units. The story told could be repeated, somewhat modified of course, in your company initiated and influenced by yourself. InnovationManagement will shortly release an Applied Innovation Management-article by Dr. Järrehult on the above topic. Stay tuned for more information.