2. How do we Create Space for Design? Christian Bason, Director of Innovation Runa Sabroe, Project Manager

4. The logic of labs

5. The evolution of MindLab 2001-2006 Creative platform 2007-2010 Innovation unit 2011- Change partner?

6. From 1st to 3rd generation... Process People Capacity focus Tools Management Main role of design Key challenge Focus on value-creation User-centred Innovation projects Research, project, facilitation tools;involvement of teams Management passively supportive Interaction design, service design Integration of innovation processes Second generation Innovation unit Focus on change agenda User and o rganisation-centred Core business transformation Co-creation through professional empathy & rehearsing the future Management actively involved Systems design, organisation design, managing as designing Adopting new narrative in the organisation Focus on ideation Employee-oriented Training and facilitation Creativity tools; emphasis on individual coaching etc Management not involved Graphic design Buy-in to new ways of working Third generation Change partner First generation Creative platform

7. Case

8. Retaining foreign talents

9. Project Scope Initiated by management Highly charged subject Going cross sector

10. Barriers Conflicting objectives Negative competition Lack of incentives

11. MindLab’s contribution: Creating dialogue and shared goals across sectors

12. Co-creating a shared goal

13. Insights and empathy

14. What has happened?

15. This is what happened Screen expad

16. International school

17. Questions How to find the right position to generate change? How can one balance a mission of challenging the system versus helping generate real change? What are the strengths and weaknesses of design in that context?

18. www.mind-lab.dk