Influence uses cookies to give you the best experience. If you continue to use our site, we will assume that you agree to the use of cookies. Learn more

Case:

New structure for innovation created continuous learning

Summary
  • Common language

    Innovation was poorly defined but a framework gave direction on how to create value.

  • Management of innovation lab

    A learning-by-doing approach accelerated the understanding of what would really work.

  • Connect knowledge to create value

    By teaming up with external partners important insights were made.

We helped to lay the foundation for successful innovation and led an innovation lab


Fail forward is a cliché - but it works!

Our client, a construction industry company, had launched an internal innovation campaign with the goal of engaging employees to generate ideas. However, there was a lack of structure on how to manage ideas or a standardized way of working to deliver actual value from the ideas.

We were assigned to establish and lead an innovation lab. This included engaging the company's innovation board to lead innovation initiatives to continuously supply learnings to the business.

It became evident that the actual word 'innovation' was poorly defined and many management stakeholders had different views on how the lab should be best utilized.

To address these issues, a project was initiated to establish common definitions and principles for innovation. To increase the chance for an idea to lead to actual innovation and long-term financial impact, a framework covering both structural and cultural aspects of innovation was designed and implemented. The main concepts were also documented in a toolbox to be shared and used internally.

There are many ways to innovate and not every company can innovate in the same way. As part of the assignment we were responsible for project managing several innovation initiatives delivered by both employees and external partners. This learning-by-doing approach led to real feedback of what worked which meant the framework and toolbox could be refined. The initiatives also resulted in concepts, insights and recommendations about applications of new and upcoming technology.

At the end of the assignment, we handed over the innovation lab project management together with supporting material. With executive sponsors, prioritized strategic areas for innovation and an easy to use toolbox, the company was successfully set up to lead the idea management process in a structured way.

Simon Eliasson