3. PROTOTYPING INNOVATION
Integrate and accelerate change management.
Why is innovation important? How innovation strategies can be optimized within a company‘s
organizational structure? What lessons can be learned about the future of Pixelpark‘s innovation
strategy?
2
‣ by Axel Quack
‣ mail@axelquack.de by Email
4. PROTOTYPING INNOVATION
Integrate and accelerate change management.
Why is innovation important? How innovation strategies can be optimized within a company‘s
organizational structure? What lessons can be learned about the future of Pixelpark‘s innovation
strategy?
3
‣ written by Axel Quack
‣ mail@axelquack.de by Email
5. PROTOTYPING INNOVATION
Integrate and accelerate change management.
Why is innovation important? How innovation strategies can be optimized within a company‘s
organizational structure? What lessons can be learned about the future of Pixelpark‘s innovation
strategy?
4
‣ written by Axel Quack
‣ mail@axelquack.de by Email
6. PROTOTYPING INNOVATION
Integrate and accelerate change management.
Why is innovation important? How innovation strategies can be optimized within a company‘s
organizational structure? What lessons can be learned about the future of Pixelpark‘s innovation
strategy?
5
‣ written by Axel Quack
‣ mail@axelquack.de by Email
9. INTRODUCTION
I work as Vice President for Innovation and Head of
the Innovation Lab at Pixelpark - one of Germany‘s
largest interactive service provider of „creative and
value-enhancing communication and eBusiness
solutions“. In my current role I am responsible for
all aspects of innovation management and I also
serve as a member of the company‘s management
board.
7
Believing in impactful management, I use
emotional and logical techniques to drive positive
communication processes, increase efficiency,
decrease stress and enable engagement. I strive to
empower teams of technologists which
outperform expectations.
10. INTRODUCTION
I work as Vice President for Innovation and Head of
the Innovation Lab at Pixelpark - one of Germany‘s
largest interactive service provider of „creative and
value-enhancing communication and eBusiness
solutions“. In my current role I am responsible for
all aspects of innovation management and I also
serve as a member of the company‘s management
board.
8
Believing in impactful management, I use
emotional and logical techniques to drive positive
communication processes, increase efficiency,
decrease stress and enable engagement. I strive to
empower teams of technologists which
outperform expectations.
21. WHAT IS INNOVATION?
14
According to Tom Gorman, innovation is creating a novelty based on an idea. However, simply coming up
with the idea does not suffice to create an innovator. An innovator must effect change in the real world.
Thus, rather than remaining potential, an innovation – a new „product, service or process“ – must solve a
real- world problem.
22. WHAT IS INNOVATION?
15
According to Tom Gorman, innovation is creating a novelty based on an idea. However, simply coming up
with the idea does not suffice to create an innovator. An innovator must effect change in the real world.
Thus, rather than remaining potential, an innovation – a new „product, service or process“ – must solve a
real- world problem.
23. WHAT IS INNOVATION?
16
According to Tom Gorman, innovation is creating a novelty based on an idea. However, simply coming up
with the idea does not suffice to create an innovator. An innovator must effect change in the real world.
Thus, rather than remaining potential, an innovation – a new „product, service or process“ – must solve a
real- world problem.
24. APPLE
17
The company is a prime example of an innovator, which change the perception for a personal computer
from a cumbersome machine into an elegant accessory. Apple did not invent the computer. Other people
did. Moreover, businesses had been already using computers before Apple entered the market for
computers. However, Apple revolutionized this market by „[popularizing] the microcomputer.“ Apple
succeeded because the large mainframe computers of the time were hard to use. IBM dominated the
mainframe market, but it did not lead the way to smaller computers. DEC developed a minicomputer – but
even DEC „didn’t develop and popularize the microcomputer – Apple did.“ It took an existing product, shrunk
it, redesigned it and made it simpler to use.
25. APPLE
18
The company is a prime example of an innovator, which change the perception for a personal computer
from a cumbersome machine into an elegant accessory. Apple did not invent the computer. Other people
did. Moreover, businesses had been already using computers before Apple entered the market for
computers. However, Apple revolutionized this market by „[popularizing] the microcomputer.“ Apple
succeeded because the large mainframe computers of the time were hard to use. IBM dominated the
mainframe market, but it did not lead the way to smaller computers. DEC developed a minicomputer – but
even DEC „didn’t develop and popularize the microcomputer – Apple did.“ It took an existing product, shrunk
it, redesigned it and made it simpler to use.
26. APPLE
19
The company is a prime example of an innovator, which change the perception for a personal computer
from a cumbersome machine into an elegant accessory. Apple did not invent the computer. Other people
did. Moreover, businesses had been already using computers before Apple entered the market for
computers. However, Apple revolutionized this market by „[popularizing] the microcomputer.“ Apple
succeeded because the large mainframe computers of the time were hard to use. IBM dominated the
mainframe market, but it did not lead the way to smaller computers. DEC developed a minicomputer – but
even DEC „didn’t develop and popularize the microcomputer – Apple did.“ It took an existing product, shrunk
it, redesigned it and made it simpler to use.
27. WHAT HAPPENS IF A COMPANY IS NOT INNOVATIVE?
20
Most businesses are built to be efficient and profitable, but not necessarily innovative. By definition,
innovation disturbs sameness. It dismantles routines. It invites unpredictability. However, innovation should
not be taken for granted. Launching great innovation is often incompatible with the organizational rigidity of
modern companies. Therefore, most companies need restructuring which would be conducive to
innovation.
28. WHAT HAPPENS IF A COMPANY IS NOT INNOVATIVE?
21
Most businesses are built to be efficient and profitable, but not necessarily innovative. By definition,
innovation disturbs sameness. It dismantles routines. It invites unpredictability. However, innovation should
not be taken for granted. Launching great innovation is often incompatible with the organizational rigidity of
modern companies. Therefore, most companies need restructuring which would be conducive to
innovation.
29. WHAT HAPPENS IF A COMPANY IS NOT INNOVATIVE?
22
Most businesses are built to be efficient and profitable, but not necessarily innovative. By definition,
innovation disturbs sameness. It dismantles routines. It invites unpredictability. However, innovation should
not be taken for granted. Launching great innovation is often incompatible with the organizational rigidity of
modern companies. Therefore, most companies need restructuring which would be conducive to
innovation.
30. SONY
23
Not long ago, the Walkman was as ubiquitous as the iPod is today, and Sony dominated the market for TVs,
cameras, video recorders, and many other consumer electronics. But as Sony became a huge conglomerate
with film and music divisions, it lost leadership in many of its core product lines. What tripped up Sony and
some of its competitors was the move from hardware to software, which put the emphasis on the brains of
the device rather than the circuitry. As a result, faster-moving competitors like LG, Samsung, Vizio, Apple,
and the various makers of cell phones—which of course come with cameras these days—have outpaced
this old-school innovator.
31. SONY
24
Not long ago, the Walkman was as ubiquitous as the iPod is today, and Sony dominated the market for TVs,
cameras, video recorders, and many other consumer electronics. But as Sony became a huge conglomerate
with film and music divisions, it lost leadership in many of its core product lines. What tripped up Sony and
some of its competitors was the move from hardware to software, which put the emphasis on the brains of
the device rather than the circuitry. As a result, faster-moving competitors like LG, Samsung, Vizio, Apple,
and the various makers of cell phones—which of course come with cameras these days—have outpaced
this old-school innovator.
32. SONY
25
Not long ago, the Walkman was as ubiquitous as the iPod is today, and Sony dominated the market for TVs,
cameras, video recorders, and many other consumer electronics. But as Sony became a huge conglomerate
with film and music divisions, it lost leadership in many of its core product lines. What tripped up Sony and
some of its competitors was the move from hardware to software, which put the emphasis on the brains of
the device rather than the circuitry. As a result, faster-moving competitors like LG, Samsung, Vizio, Apple,
and the various makers of cell phones—which of course come with cameras these days—have outpaced
this old-school innovator.
33. FORMER BRITISH PRIME MINISTER HAROLD WILSON
»The only human institution which rejects change
is the cemetery.«
26
35. 27
SUCCESSFUL CHANGE PROCESS ACCORDING TO GREEN:
Transition
Integration
Mobilization
Organization
Orientation
Implementation
Moraleandcompetence
Time
41. 30
MANAGING DIRECTOR MANAGING DIRECTOR
DIRECTOR
CONSULTANCE
DIRECTOR
INFORMATION
TECHNOLOGY
DIRECTOR
DESIGN
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INFORMATION
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MANAGEMENT
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MANAGING DIRECTOR
42. MANAGING DIRECTOR MANAGING DIRECTOR
DIRECTOR
CONSULTANCE
DIRECTOR
INFORMATION
TECHNOLOGY
DIRECTOR
DESIGN
DIRECTOR
EDITORS
DIRECTOR
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DIRECTOR
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MANAGEMENT
DIRECTOR
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DIRECTOR
INFORMATION
TECHNOLOGY
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GENERAL
MANAGING DIRECTOR
DIRECTOR
INNOVATION MANAGEMENT
31
43. MANAGING DIRECTOR MANAGING DIRECTOR
DIRECTOR
CONSULTANCE
DIRECTOR
INFORMATION
TECHNOLOGY
DIRECTOR
DESIGN
DIRECTOR
EDITORS
DIRECTOR
SALES
DIRECTOR
PROJECT
MANAGEMENT
DIRECTOR
CONSULTANCE
DIRECTOR
INFORMATION
TECHNOLOGY
DIRECTOR
DESIGN
DIRECTOR
EDITORS
DIRECTOR
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DIRECTOR
PROJECT
MANAGEMENT
SENIOR
REGULAR
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MANAGING DIRECTOR
DIRECTOR
INNOVATION MANAGEMENT
31
44. 32
Many organizations set up innovation incubators or labs but, because
of their loose integration into the company, many promising ideas fail to
be promoted and adopted.
45. 33
Innovations can happen most easily in nimble environments, which
should not necessarily be limited to the walls of a lab.
47. 35
Second Goal:
Adding value to the already existing structure and getting employees
more engaged on innovative processes.
48. 36
Besides collecting ideas from employees through Ideation events we
wanted to make sure that everyone at the different locations had the
opportunity to contribute and to exchange ideas between different
people.
64. 47
When a company like Pixelpark has existed for 20 years it has well
established workflows, which are very efficient when applied to large-
scale projects. To achieve fast start-up like results, a large company,
such as Pixelpark has to disrupt its established workflows.
65. 48
When a company like Pixelpark has existed for 20 years it has well
established workflows, which are very efficient when applied to large-
scale projects. To achieve fast start-up like results, a large company,
such as Pixelpark has to disrupt its established workflows.
66. DESIGN THINKING
49
A large company, as Pixelpark has to disrupt its workflows.
Design thinking is crucial to any innovation effort if a company wants to break out of its current business
trajectory. Today‘s management concepts are heavily based on optimization and scale economics. This
means that making a better use of a company's resources and market power can contribute to gaining
competitive advantage. Indeed, design thinking can help achieve this goal.
74. DESIGN THINKING
51
A large company, as Pixelpark has to disrupt its workflows.
There are many different approaches to interpret Design Thinking. My main goal was to develop a
methodology that relies on Design Thinking principles and can be easily integrated and executed during a
workshop situation.
75. DESIGN THINKING
52
A large company, as Pixelpark has to disrupt its workflows.
Gamestorming is about an innovation method to create new ideas and strategies for success.
80. DESIGN THINKING
53
A large company, as Pixelpark has to disrupt its workflows.
Team
building
Ideation
Reality check
81. DESIGN THINKING
53
A large company, as Pixelpark has to disrupt its workflows.
Team
building
Ideation
Reality check
Business model
prototyping
82. DESIGN THINKING
53
A large company, as Pixelpark has to disrupt its workflows.
Team
building
Ideation
Reality check
Business model
prototyping
Users
needs
83. DESIGN THINKING
53
A large company, as Pixelpark has to disrupt its workflows.
Team
building
Ideation
Reality check
Business model
prototyping
Users
needs
(Paper)
Prototyping
84.
85.
86.
87.
88.
89.
90.
91.
92. LARGE GROUP INTERVENTIONS
62
Position of Large Group Internventions in the field of approaches for change.
Large Scale Interventions (LSI) are an approach for organizing sustainable changes with active involvement
of stakeholders throughout the whole system (e.g. organization or community and its environment). LSI is a
process in which participants work in small and (really) large groups. Those groups are so called Large
Group Interventions and the number of people involved can vary from five to a thousand.
96. LARGE GROUP INTERVENTIONS
63
Position of Large Group Internventions in the field of approaches for change.
Approach
(scale)
Tell Sell Test Consult Co-create
97. LARGE GROUP INTERVENTIONS
63
Position of Large Group Internventions in the field of approaches for change.
Approach
(scale)
Tell Sell Test Consult Co-create
Large Group
Interventions
Small Group
Methods
98. LARGE GROUP INTERVENTIONS
63
Position of Large Group Internventions in the field of approaches for change.
Approach
(scale)
Tell Sell Test Consult Co-create
Large Group
Interventions
Small Group
Methods
Open Space
RTSC
Company-Wide
Meetings
Conventional
presentations
99. LARGE GROUP INTERVENTIONS
63
Position of Large Group Internventions in the field of approaches for change.
Approach
(scale)
Tell Sell Test Consult Co-create
Large Group
Interventions
Small Group
Methods
Open Space
RTSC
Company-Wide
Meetings
Conventional
presentations
Circumstances
100. LARGE GROUP INTERVENTIONS
63
Position of Large Group Internventions in the field of approaches for change.
Approach
(scale)
Tell Sell Test Consult Co-create
Large Group
Interventions
Small Group
Methods
Open Space
RTSC
Company-Wide
Meetings
Conventional
presentations
Circumstances
Low
Clear
Low
Little
Pre-determined
Single
High
Unclear
High
High
Open
Multiple
Level of ownership and commitment
Issue / desired results / way forward
Complexity
Uncertainty
Outcome
Stakeholder groups / agendas
101. BY AXEL QUACK
I realized there are still »rules« within a company that tend to
slow down an organization on progression. So, how can we
»hack« this?
64
HACKING
SOMETIMES YOU HAVE TO BREAK THE RULES
ON
102.
103. BENEVOLENT HACKERS
Workers subvert established company policies whenever
rules and regulations make their jobs harder or less efficient.
This revolution takes the form of circumventing or replacing
outmoded or silly procedures. It enables workers to be faster
and more productive.
66
HACKING
HOW CAN I ACTUALLY HACK A COMPANY?
ON
104.
105.
106. BROKEN BUSINESSES
Old business models and processes no longer work. Rigid
managers and top-down directives make a company less
productive. But hard times demand courage, not timidity.
Workers are fighting back.
69
HACKING
HOW CAN I ACTUALLY HACK A COMPANY?
ON
121. CONCLUSION
83
Streamline and design manufacturing processes and driving employees to unfold their full potential to
deliver superior performance in innovation.
122. CONCLUSION
84
Streamline and design manufacturing processes and driving employees to unfold their full potential to
deliver superior performance in innovation. Build and manage strong and diverse teams that have delivered
cost-efficient, timely results within set budgets and strict deadlines.
123. CONCLUSION
85
Streamline and design manufacturing processes and driving employees to unfold their full potential to
deliver superior performance in innovation. Build and manage strong and diverse teams that have delivered
cost-efficient, timely results within set budgets and strict deadlines. Increase the efficiency of the creative
personnel by instilling into them a greater sense of independence and commitment.
124. CONCLUSION
86
Streamline and design manufacturing processes and driving employees to unfold their full potential to
deliver superior performance in innovation. Build and manage strong and diverse teams that have delivered
cost-efficient, timely results within set budgets and strict deadlines. Increase the efficiency of the creative
personnel by instilling into them a greater sense of independence and commitment. Protoptype business
models for strategic management of the firm‘s infrastructure, customers and finances.
125. CONCLUSION
87
Streamline and design manufacturing processes and driving employees to unfold their full potential to
deliver superior performance in innovation. Build and manage strong and diverse teams that have delivered
cost-efficient, timely results within set budgets and strict deadlines. Increase the efficiency of the creative
personnel by instilling into them a greater sense of independence and commitment. Protoptype business
models for strategic management of the firm‘s infrastructure, customers and finances. Find new growth
opportunities.
126. CONCLUSION
88
Streamline and design manufacturing processes and driving employees to unfold their full potential to
deliver superior performance in innovation. Build and manage strong and diverse teams that have delivered
cost-efficient, timely results within set budgets and strict deadlines. Increase the efficiency of the creative
personnel by instilling into them a greater sense of independence and commitment. Protoptype business
models for strategic management of the firm‘s infrastructure, customers and finances. Find new growth
opportunities. Lead and accelerate innovation strategies by identifying and executing strategic goals.
127. CONCLUSION
89
Streamline and design manufacturing processes and driving employees to unfold their full potential to
deliver superior performance in innovation. Build and manage strong and diverse teams that have delivered
cost-efficient, timely results within set budgets and strict deadlines. Increase the efficiency of the creative
personnel by instilling into them a greater sense of independence and commitment. Protoptype business
models for strategic management of the firm‘s infrastructure, customers and finances. Find new growth
opportunities. Lead and accelerate innovation strategies by identifying and executing strategic goals.
Prototyped Innovation by integrating and accelerating change management.
