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2017 09 NIRAS videndeling 2.0

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Transcript of 2017 09 NIRAS videndeling 2.0

NIRAS
Videndeling og innovation

Fra idé til handling
Indhold
Det Digitale Paradigme
Samarbejde, Videndeling +++
Digtitale
eksempler
TALENT ON DEMAND
Agilitet = Hurtig, let, smidig
...new drivers = new thinking
= new ways of working
Product life cycle: From 19 years to 9 months
Company life span: From 75 years to 15 years*
*S&P 500
Digitaliseringen forandrer ALT
In 5 years there will be at least 2 Billion people that are completely digitized and 3 billion people will get online.

If you are an accountant;
Bitcoin will make accounting obsolete.

If you are in banking:
Facebook, Apple, Google, Snapchat is taking your business

If you are in the energy sector:
Elon Musk / Tesla is building batteries to power your house

If you are in computing;
by 2020 it will be cheaper to sequence your DNA than flushing your toilet.

If you are in data;
by 2020 we will have created 73.5 zettabytes of data (21 zeros).

If you are in transport;
The development of drones is accelerating at twice the speed of Moore’s law.

If you are in farming or retail;
in 3 years there will be nano fridges that can print broccoli.

If you are in pensions;
People will live to be 200 years.
"Your brain is a lazy piece of meat"
Gregory Berns, neuroscientist
WE NEED COMPLETELY NEW PERSPECTIVES...OFTEN
We are emotionally attached to the existing world view & it's ideas
Question the existing, constantly leave own domain, meet new people
ANCHORING BIAS
You will often only consider information which confirms existing solutions
Re-test hypotheses, bring in outsiders to question, etc.
CONFIRMATION BIAS
ENGINEERS ARE SUPERHEROES...

but they still need to be creative :)
3 krav til den nye organisation
-
Agilitet
--> evnen til at tilgå ressourcer ad hoc og decentralt at omsætte brugerbehov til løsninger

-
Åbenhed
--> evnen til at indgå partnerskaber og agere frit ift. omverdenen

-
Skalerbarhed
--> evnen til at accelerere organisationen når værdien er bevist
A. Kaplan (1964)
DIGITAL ORG
Amazon's Jeff Bezos': "two pizza rule":

Never have a meeting where two pizzas can't feed the entire group.
Pizza i kampen mod bureaukratiet...
“The best way to harness human talent is through
full-time, exclusive employment relationships
where people are paid for the amount of time they spend at a common location.

They should be organized in
stable hierarchies where they are evaluated primarily through the judgment of their superiors,
and what and how they do their jobs is prescribed.”
Michael Chui, Senior Fellow with McKinsey
John Seely Brown, co-chairman of the Deloitte Center for the Edge.
"Før varede faglighed 30 år. I dag er det nærmere 5 år"
now
next
faglighed
ansættelse
fastholdelse
specialisering



fleksibilitet
agilitet
autonomi
generalisering
hvad motiverer talent?
"99,9% af talenterne arbejder ikke her"
More than 30% believe they’ll be working someplace else inside of 12 months.
More than 40% don’t respect the person they report to.
More than 50% say they have different values than their employer.
More than 60% don’t feel their career goals are aligned with the plans their employers have for them.
More than 70% don’t feel appreciated or valued by their employer.
Forbes http://www.forbes.com/sites/mikemyatt/2012/12/13/10-reasons-your-top-talent-will-leave-you/
http://uk.businessinsider.com/heres-googles-method-of-employing-the-best-talent-2014-11?r=US
IDEO toilet
FØR:
Designet til at modstå risici (og forandring), eksterne påvirkninger og sikre stabilitet
"Hvordan kan KRIFA organiseres for at (for)blive digital frontløber?"
Co-Creation: samskabelse med brugere, kunder, borgere, netværk etc.

Crowdsourcing: ekstern "hjernekapital" eller arbejdskraft

Crowdfunding: ekstern kapital som kan tilgåes via digitale platforme
Hvorfor crowdsource
adgang til talent

adgang til arbejdskraft og ressourcer

brugerinvolvering

eksternt perspektiv
"the greater the proportion of experts a team had, the more likely it was to disintegrate into nonproductive conflict or stalemate."
Research shows that as the size of the team increases beyond 20 members, the level of natural cooperation among members of the team decreases.
https://hbr.org/2007/11/eight-ways-to-build-collaborative-teams
Størrelsen af teamet

Virtuelt samarbejde

Diversitet

Uddannelsesniveau
Udfordringer for samarbejde
Ledelsesopbakning: investering i kollaborative arbejdsmiljøer

Ledelsen som forgangsmænd

HR faciliterer samarbejds-kompetencer

Byg et fællesskab

Medlemmer i teamet bør ikke være helt fremmede for hinanden
Erfaringer som kan hjælpe
Lean Start Up


Entrepreneurs are everywhere

Learning trumps finished products

Lean Start Up is a systematic way to find the right stuff to build

If you can't fail, you can't learn!
Minimum Viable Product (MVP)
- Viable product built with fewest possible ressources and gives the shortest route through the BML-loop

Measure
Metrics should be simple, cohort-based and accessible to all
Quantitative goals motivate qualitative learning
We learn the most when we "publish" the product
Learning obtained creates need for new loops
The Lean Startup: Byg-Mål-Lær
Data
Analysis
Build
Learn
Learning points
Ideas
Features
Improvements
“If we can’t print it, we’ll have to make something different”
Measure and test without losing your vision. Print it and put it up on the wall.
Build personas. Print them and put them on the wall.

Cohort analysis - measure differences. Pursue best solution.
Value hypothesis - set metrics
Activation and retention of users
Growth hypothesis - set metrics
User acquisition and referral
Test the most risky Leap-of-Faith hypotheses on archtype personas
www.localmotors.com
1/100 development cost
1/5 time
3.400 designers
Greener: more energy efficient and less production waste
44.000 designs every year
Idébrevkasse 2.0
"AGIL INNOVATION"
Catherine Bracy
Hacker, community manager
Code for America
"Hacking is really just any amateur innovation on an existing system, and it is a deeply democratic activity."
svagheder->muligheder
optimering =
det yderste potentiale
stjæler data
cracker websites
udnytter identiteter
VS
Mamie Rheingold, Innovation Program Manager at Google
48 hour hackathon
= 32 prototypes,
15 new business models,
1 patent
Hackathon
Hacking
idea -> prototype in 48 hours
@ google, facebook, Yahoo etc.
3 external innovators
+100 Mio DKK
www.pretotyping.org
5x5x5x5
MIT-competition:
5 teams
5 complementary participants
5 weeks
$5000 prize
ADOBE:
Teams competing
45 days
$1000-credit card
Hacker-spaces
åbne innovationsmiljøer, drevet af passion
PRETOTYPING
Stanford students
Jeff Hawkings
The primary purpose of prototypes is to answer questions such as:
Can we build it?
Will it work as intended?
How small/big/cheap/energy-efficient can we make it?

The primary purpose of pretotypes is to answer questions such as:
Would I use it?
Would other people buy it?
If they buy it, would they actually use it (more than once or twice)?
Dig
Organisationen
NETWORKS
CREATIVE MORNINGS
PECHA KUCHA
SILICON VALLEY ;)
BEERS AND DEMOS
HACKATHONS
CROWDSOURCING PLATFORMS
PARTNERSHIPS
INTERNAL NETWORKS
INCUBATORS
CO-CREATION
Videndelingsformater
1) Migration bærer dyrene udenfor deres almindelige habitat

2) Kursen er som regel lineær, ikke zigzaggende.

3) Migration involverer speciel adfærd ift. forberedelse og ankomst, eks. opfedning af migrerende fugle

4) Migration kræver helt specielle ressourceallokeringer

5) Dyrene udviser stor beslutsomhed under migrationen for at undgå fristelser og modstå udfordringer
Biomimetik & Forandringsledelse
Den Intelligente Sværm
Diversitet i viden og ideernes konkurrence
Strategier opstår
Information- & event-kaskader i grupper/netværk
Sammenhæng mellem lokal interaktion og global strategi
Systemers selv-organisering & adfærds opståen
Decentral beslutningstagen
Distribueret problemløsning
osv.
Organisatorisk kompleksitet er steget 6-fold siden 1955
--> har ført faldende agilitet ift. behov og øgede barrierer for innovation med sig

Den interne kompleksitet har oversteget markedets/den eksterne kompleksitet
--> hierarkiske lag, procedurer, forretningsregler, HR

Antallet af beskeder stiger markant (emails osv. fra 1.000/år i 1970 til ca. 30.000 idag/år)

Antallet af møder (15 % af lederes tid i dag) & emails sendt under møder er steget drastisk
"Hjernen er et dovent stykke kød"
Vi belønnes for vanetænkning.
Forandring & nytænkning = ingen umiddelbar belønning
Gregory Berns, Hjerneforsker
Vi leder efter løsninger hvor det er nemt at søge
DE FYSISKE RAMMER
Hvad kan vi "låne" fra verdens mest innovative virksomheder?

Samarbejde
Videndeling
Organisation
Indretning & Kultur

Er NIRAS designet til at understøtte samarbejde på tværs?

Hvordan skal det organiseres?

Hvordan arbejdes der med tværfaglige teams?
Eksempler fra Spotify
Airbnb: brugeren i centrum
IDEO: Læring på tværs
innovations- og videndelingsformater
Hvilke digital værktøjer kan hjælpe os til at:

dele viden?

dele ressourcer?

innovere?

Kommunikation og videndeling
Slack, Yammer etc.
Kan Velfærdsteknologisk Udviklingssekretariat skabe et fælles "Hackerspace?", hvor der eksperimenteres med nye løsninger?

Hvordan sikrer vi kort proces fra idé til handling?
Handling trumfer snak
Pretotyper trumfer idéer
Data trumfer antagelser

Byg det tidligt, hurtigt og billigt og TEST det!
Indsaml data
Fortolk og lær
Gentag :)

Besøg hos verdens mest innovative virksomheder
Hvad er de største udfordringer ved:

Overførsel af idéer og løsninger?

... ved innovation?

"indrettet efter det vi gør"
BONUS
"Operator is for "anything where you’d want someone to give you some judgement if it’s the right fit for you, where you’d value their opinion."
(Bio-Hacking, Bio-Eng. m.m
Martin Schorling
Innovation Lab


#OFFICE DESIGN
#OPEN SPACES
#KNOWLEDGE SHARING + INSIGHTS
#TOOLS & GEAR
#SOCIAL INTERACTION
#NEW WAYS OF WORKING
Regardless of whether it´s a classroom or a billion-dollar company, space is something to think of as an instrument for innovation and collaboration.

David Kelley, founder IDEO & Stanford d.school
Make space!
12 months:
Talent attraction
after space design:
+ 300% applicants
-GENSLER
“The best way to harness human talent is through full-time, exclusive employment relationships where people are paid for the amount of time they spend at a common location.

They should be organized in stable hierarchies where they are evaluated primarily through the judgment of their superiors, and what and how they do their jobs is prescribed.”
Michael Chui, Senior Fellow with McKinsey
John Seely Brown, co-chairman of the Deloitte Center for the Edge.
"Før varede faglighed 30 år. I dag er det nærmere 5 år"
now
next
specialist
steady
top-down



generalist
agility
autonomy
FROM: THE INDUSTRIAL MIND-SET
FREEDOM TO CHOOSE
SHOWCASE YOUR WORK
:)
WHAT CAN WE LEARN FROM
THE WORLD'S MOST INNOVATIVE COMPANIES
Aligning strategy with
the physical environment
AirBnB: User- and product insights available for all
Pixar: Telling stories about what we are doing
Google: Hands-on Innovation
AoL: Designing a knowledge flow

Value-centric office
INNOVATION DNA + KNOWLEDGE FLOW
Collaboration & openness
Mean while @ Yahoo! 50% of office space is lounge area
Entrepreneurs: Welcome!
- free office space
- all access to Aol. knowledge
- tech knowledge inside/outside Aol. scope
= knowledge upgrade, entrepreneur spirit & new network
Design the knowledge flow
New HQ by BIG & Thomas Heatherwick
Cafe areas open for outsiders
"Focus on the user and all else will follow"

Hackathons:
Let the user focus on you - and have them create
your products.
....Chairs bolted in the floor
“what you know depends a lot on who you know which depends a lot on what you know which depends a lot on who you know”
"creativity is just connecting things"
Known for creative facilities
Knowledge sharing:
digital references & worst ever ideas
Forbes article on Serendipity
Experiencing the product
Serendipity "lucky coincidences"
Steve Jobs
Management philosophy visible around the office
Pixar
Live the product...
Learn so much from the HQ alone
Talent attraction
Gear up - and make stuff...
GOOGLE GARAGE:
ENABLING BOTTOM-UP PASSION-DRIVEN INNOVATION
A MAKER/HACKER-SPACE DRIVEN BY EMPLOYEES
DESIGN FOR WORK @ IDEO
EMPLOYEE-2-EMPLOYEE SKILL DEVELOPMENT
FLEX ROOMS = PROJECT TEAM DESIGN SPACES
"We learned that IT-support was the department with most traffic - so we placed them in the middle of the office"
"Cooking is one of the most social things humans can do.
So of course we have a kitchen in the middle of our office"
THE USER JOURNEY: CLEARLY COMMUNICATING HW AND WHEN YOU CREATE VALUE
ARTIFACTS & STORYTELLING
FOUNDER'S COUCH
Interesting calculations from
interior architects Gensler
Does it pay off?
12 months:
Talent attraction
after space design:
+ 300% applicants
"As most companies grow, they slow down too much
because they’re more afraid of making mistakes
than they are of losing opportunities by moving too slowly,"
Mark Zuckerberg
Known for creative facilities
Knowledge sharing:
digital references & worst ever ideas
Management philosophy hanging around the company
"FACEBOOK WILL NEVER BE COMPLETED..."
(MOVEABLE FURNITURE)
Hacker-spaces
HOW CAN YOU VISUALIZE THE VALUE CREATION?

WHICH ARTIFACTS CAN YOU USE?

WHAT STORY WILL YOU TELL?
HOW CAN YOU VISUALIZE THE DNA IN THE PSYCHICAL SPACE?

WHICH EXTERNAL USERS SHOULD YOU INCLUDE? AND HOW?
WHICH TYPE OF USERS WILL YOU DESIGN FOR?

HOW CAN YOU SUPPORT THE (INNOVATIVE) WORKFLOW?

HOW CAN YOU MAKE THE ROOMS SUIT CHANGING NEEDS?

HOW WILL YOU STIMULATE SOCIAL INTERACTION AND LEARNING?
HOW CAN YOU SUPPORT “MAKING STUFF” AND PRETOTYPING?

WHICH TOOLS AND GEAR DO YOU NEED?
TO:
INSPIRATION
FORDØJELSE+
DISKUSSION
= ACTIONS!
AGILE Innovation
vs
doing beats talking

data beats opinions

simplicity beats features

commitments beats committees

customer centricity is key

Gns org. levetid:
Fra 75 år til 15 år
VIDEN
FAGLIGHED
FORANKRING

6X organisational complexity
+100 messages/day
>35% meetings
Google Garage
HVORDAN KAN I FYSISK INDRETTE JER TIL VIDENDELING OG INNOVATION?
FOLK MØDES OMKRING PASSION - OG DELER IDÈER
TECHSHOP

KEY TAKEAWAYS
The maker-movement is exploding! And again it's powering entrepreneurs
TechShop has been the scene for innovative and successful products, such as Square.
Many large american companies are supporting TechShop
They are fueling the next wave of hardware startups, in contrast to the many www-based startups in Silicon Valley


WHAT TO CONSIDER @ HOME
Maker Space / TechShop in the organisation: would that be relevant for you employees? Or customers

Hackathon:
"FROM IDEA TO PROTOTYPE IN
LESS THAN 48 HOURS"
BE OPEN TO PEOPLE AND IDEAS

PROGRESS OVER PROCESS.

BUILDING BEATS TALKING (IDEAS ARE CHEAP! )

EVERYBODY CAN CONTRIBUTE

COMPETE TO WIN

1 DEADLINE
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