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Increasing Innovation Impact

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Aviation is a very challenging industry as it acts on the complex intersection of technology, regulations, competing commercial organizations and environmental concerns. KLM, the royal Dutch airline, can proudly look back on 100 years of history in aviation. They anticipated that the next 100 years will require a new way of innovating, with more impact. KLM is convinced that design is a key ingredient in this shift. In 2019, KLM developed and kicked off a program, in collaboration with Livework, that combines design training, coaching on the job, and impact measurement. The program sets out to empower employees across departments to use a design as a means to increase collaboration, process efficiency, solution adoption and informed decision making. As KLM finds itself in the middle of unprecedented times going through a global pandemic, they have to cope with a completely changed context. We will share our honest story about how we needed to adapt our ambition of the Increasing Innovation Impact program.

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Increasing Innovation Impact

  1. 1. 1 Increasing Innovation Impact A strategic approach combined with innovation in practice SDGC 2020
  2. 2. 2 “At KLM we believe that design contributes to a better, more efficient and innovative development of new products and optimizing existing KLM processes”
  3. 3. 3 … a co-production from KLM, and…. KLM was established on 7 October 1919, making it the world’s oldest airline still operating under its original name. Operating out of its home base in Amsterdam.
  4. 4. 4 … and Livework. Livework strives to create smarter, more user-centred and sustainable services that deliver real value for all parties and our planet. Since 2001
  5. 5. 5 Nice to meet you Anouk RandagRyanne van de Streek +
  6. 6. 6 You might be curious about KLM in current times…. …. today is about: KLM design program - ambition and impact
  7. 7. 7 Varying: Employees Business units Services Internal users External users Best practices Design initiatives KLM, a challenging and complex context ∞
  8. 8. 8 Bundle KLM design initiatives KLM X Design Doing TU Delft students & PhDs (service) designers ...
  9. 9. 9 Mature & scale KLM design initiatives, to Move to digital experiences Increase innovation impact Leveraging best practices
  10. 10. 10 Northstar By 2023, > 1500 KLM employees will be inspired & empowered to innovate with impact, because they will be able to realize lasting value for internal & external customers Ambition set in 2019
  11. 11. 11 KLM employees align efforts in the innovation ecosystem and collaborate with stakeholders to realize overarching strategic value. KLM employees realize their full potential and are empowered to take control over their own innovation learning journey. KLM employees innovate efficiently and de-risk by continuous iteration and validated learning. KLM employees understand customer value, define success, prioritize our efforts and validate our impact. 2023 >1500 KLM employees empowered Integrally Connected Set-up Talent for Success Process ControlValue Creation Ambition set in 2019
  12. 12. 12 8 skills that support innovation impact Reframing the problem Validating solutions Turning a vision into action User-centered prioritization Defining success Aligning efforts Creating a vision Gaining user insights
  13. 13. 13 Program: Assess - build - learn - impact Assessment: innovation maturity & needs Modular learning journeys: training ‘Lego blocks’ and coaching. Impact measuring on three levels
  14. 14. 14 10 teams assessed 4 first learning journeys developed & iterated created request for more teams & journeys started ‘train-the-trainer’ Impact in March 2020 8 teams, 118 employees trained, in 24 training days continuous coaching on the job 15 projects directly accelerated plan for capability building & more scaling
  15. 15. 15 The KLM - Livework collaboration What makes it tick & stick: ● Prototyping & co-creating the program ● Trainer mix; KLM X Product owners & Liveworkers ● Mindset & skills based ● Practical & applicable to own process ● Learning journeys + coaching ● Cases & projects in live operation ● Balanced tailoring / scaling
  16. 16. 16 And then the pandemic hit the world Reduce cash out Smaller team Work from home and the program...
  17. 17. 17 How to know what customers want The request for ‘design support’ evolved Understand problem of the new situation Wish to adapt and act quickly Prioritize and connect Rules and regulations change rapidly Sense of insecure travelers Different tasks Smaller and changing teams Validating solutions Turning a vision into action Gaining user insights Reframing the problem User-centered prioritization Aligning efforts
  18. 18. 18 Need to adapt Shift from running the projects to teach a basic design process and support with coaching on the job
  19. 19. 19 Still spreading the mindset: ● Teach basic design process (KLM X Way of working); ● Training is hands-on and directly applicable; ● More people become capable in design doing. With a design mindset we’re: ● Being able to change faster (more agile) ● Staying focused on delivering things that really matter (ambitions) The upsides and downsides of this shift Less depth: ● Crash course - Just the basics ● Less ‘capability building’ ● No complementary and reinforcing effect between the KLM X workfield experience and the knowledge of LiveWork ● No knowledge development by train the trainer ● No major innovation projects by KLM X
  20. 20. 20 To be continued The pandemic might have slowed down the speed of the KLM innovation program; yet not our joint ambition & mindset. We are looking forward to work together again!
  21. 21. 21 Thank you Ryanne van de Streek - KLM Anouk Randag - Livework

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