Culture Hacking — Subversive And Intentional Innovation Capability Building F...Jan Schmiedgen
My talk from the IRDG Design Thinking Conference 2018:
These days design thinking is in high demand with top leadership. But often it’s just the outcomes — the innovation — management wants, less so the organizational change that comes attached with a comprehensive methodology and mindset. Why? The former is ‘sexy’ and brings money, the latter is annoying and might need investment at the outset. So, for many innovators and intrapreneurs the question is: how can we establish a design thinking practice sustainably, even with just ‘lip-service leadership support’? Jan’s talk will look into that topic by showcasing a range of inspiring examples of deliberate and subversive (culture hack) innovation capability building.
Es gibt keine 'Produkte', es gibt nur 'Service': Unternehmensstrategie neu de...Jan Schmiedgen
Slides zu meinem Talk zum UX-DAY 2017 (http://ux-day.de):
Eine Fortsetzung industrieller ‘Produktstrategiedenke’ könnte zur Achillesferse der deutschen Wirtschaft werden. Ein möglicher Ausweg aus unserem ingenieurskulturellen Dilemma wäre eine stringente Service-Logik des Wirtschaftens. Denn auch im Land der Maschinenverehrer gilt: Menschen kaufen keine Produkte, sie suchen Lösungen! Unternehmen sollten wissen ‚welche’, denn es gilt die Maxime: ‚Bevor Du die Dinge richtig baust, bau erst mal die richtigen Dinge!’ Die Linse der Service-Dominanten Logik kann dabei sehr hilfreich sein.
Parts Without a Whole? – The Current State of Design Thinking Practice in Org...Jan Schmiedgen
A presentation I gave in November 2015 at the "Warsaw Design Thinking Week" in Poland: It introduces our study of the same title and also gives some information beyond that.
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
Innovating User Value: The Interrelations of Business Model Innovation, Desig...Jan Schmiedgen
We live in a hyper-competitive world where whole industries either shift towards services or become obsolete due to new market entrants, technologies or even social practices. A world, where permanent interactions with customers, fast time-to-market, and the ability to innovate »right« (e.g. the right thing or value) are the key to corporate success. On that score the business world isn't getting tired of emphasising the need for strategic innovation (which means »creating superior customer value«, business model innovations or even the disruption and creation of new markets).
Through the lens of »customer value« this paper uncovers some of the often overlooked links of design (design thinking, design-driven innovation and service design) to strategic innovation. It will do so by ... 1) Disenchanting the big corporate rhetoric on above claims by showing that prevailing and too one-sided understandings of strategy and innovation, rather reinforce than escape old industry paradigms. 2) Examining designs still undervalued contributions to strategy-making by approaching business challenges with a user-centric and radical service logic. 3) Showing that every dimension of strategic innovation culminates in the concept of perceived user value and meaning, which gets reviewed in detail (dimensions, forms, properties), especially with regards to constructing value propositions. 4) Arguing that the current service design and business model innovation discourses cannot be negotiated separately, as they may be good methodological complements.
So when speaking about the innovation of value for the customer, the paper argues, the above stated and seemingly separated fields intersect. Therefore their most apparent systemic connections and the facilitation of value creation by design are outlined and discussed.
Introduction to design thinking and it's reference to (innovation) management. A presentation handout for my fellow students at Zeppelin University in 2009. The presentation can be found here: http://www.slideshare.net/janschmiedgen/design-thinking-7804533.
Culture Hacking — Subversive And Intentional Innovation Capability Building F...Jan Schmiedgen
My talk from the IRDG Design Thinking Conference 2018:
These days design thinking is in high demand with top leadership. But often it’s just the outcomes — the innovation — management wants, less so the organizational change that comes attached with a comprehensive methodology and mindset. Why? The former is ‘sexy’ and brings money, the latter is annoying and might need investment at the outset. So, for many innovators and intrapreneurs the question is: how can we establish a design thinking practice sustainably, even with just ‘lip-service leadership support’? Jan’s talk will look into that topic by showcasing a range of inspiring examples of deliberate and subversive (culture hack) innovation capability building.
Es gibt keine 'Produkte', es gibt nur 'Service': Unternehmensstrategie neu de...Jan Schmiedgen
Slides zu meinem Talk zum UX-DAY 2017 (http://ux-day.de):
Eine Fortsetzung industrieller ‘Produktstrategiedenke’ könnte zur Achillesferse der deutschen Wirtschaft werden. Ein möglicher Ausweg aus unserem ingenieurskulturellen Dilemma wäre eine stringente Service-Logik des Wirtschaftens. Denn auch im Land der Maschinenverehrer gilt: Menschen kaufen keine Produkte, sie suchen Lösungen! Unternehmen sollten wissen ‚welche’, denn es gilt die Maxime: ‚Bevor Du die Dinge richtig baust, bau erst mal die richtigen Dinge!’ Die Linse der Service-Dominanten Logik kann dabei sehr hilfreich sein.
Parts Without a Whole? – The Current State of Design Thinking Practice in Org...Jan Schmiedgen
A presentation I gave in November 2015 at the "Warsaw Design Thinking Week" in Poland: It introduces our study of the same title and also gives some information beyond that.
Introduction to a methodology and mindset @ Design Thinking Week Warsaw 2015, Centrum Zarządzania Innowacjami i Transferem Technologii Politechniki Warszawskiej
Innovating User Value: The Interrelations of Business Model Innovation, Desig...Jan Schmiedgen
We live in a hyper-competitive world where whole industries either shift towards services or become obsolete due to new market entrants, technologies or even social practices. A world, where permanent interactions with customers, fast time-to-market, and the ability to innovate »right« (e.g. the right thing or value) are the key to corporate success. On that score the business world isn't getting tired of emphasising the need for strategic innovation (which means »creating superior customer value«, business model innovations or even the disruption and creation of new markets).
Through the lens of »customer value« this paper uncovers some of the often overlooked links of design (design thinking, design-driven innovation and service design) to strategic innovation. It will do so by ... 1) Disenchanting the big corporate rhetoric on above claims by showing that prevailing and too one-sided understandings of strategy and innovation, rather reinforce than escape old industry paradigms. 2) Examining designs still undervalued contributions to strategy-making by approaching business challenges with a user-centric and radical service logic. 3) Showing that every dimension of strategic innovation culminates in the concept of perceived user value and meaning, which gets reviewed in detail (dimensions, forms, properties), especially with regards to constructing value propositions. 4) Arguing that the current service design and business model innovation discourses cannot be negotiated separately, as they may be good methodological complements.
So when speaking about the innovation of value for the customer, the paper argues, the above stated and seemingly separated fields intersect. Therefore their most apparent systemic connections and the facilitation of value creation by design are outlined and discussed.
Introduction to design thinking and it's reference to (innovation) management. A presentation handout for my fellow students at Zeppelin University in 2009. The presentation can be found here: http://www.slideshare.net/janschmiedgen/design-thinking-7804533.
1. "
// CASE STUDY
» BSKP
„Wir haben durchweg positives Feedback von unseren Man-
danten und Partnern erhalten können. [...] Es macht sich doch
bemerkbar, dass speziell die neue Website für Neumandate ein
überzeugendes Argument zu sein scheint, sich etwas näher mit
BSKP zu beschäftigen.“
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2. #
Im Rahmen der
Corporate Design-
Überarbeitung
mussten zahlreiche
Literaturanwendun-
gen neu konzipiert
und generalüberholt
werden damit sie
dem neuen “Look
& Feel” der Marke
BSKP® entsprechen.
$#
!
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$# !
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!
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3. Implementierung
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Im Rahmen von
Markenworkshops
mit den Partnern
der Sozietät entwick-
elte Jan Schmiedgen
die Leitidee “Immer
einen Zug voraus“,
die gleichzeitig als
Claim eingesetzt, die
Grundlage für den
Corporate Design-
prozess bildete.
Markenwerte, wie
“Weitsicht“ oder
“Proaktivität“
werden über eine
illustrative Bild-
sprache transportiert.
Jan Schmiedgen implementierte zahlreiche Medien im neuen Design. Von
Broschüren über Powerpoint- und Wordtemplates, Pressemitteilungen, Einla-
dungs- und Mandantenrundschreiben bis hin zu Skriptvorlagen.
Das neue Markenzeichen wird je nach Anwendung ab sofort in einer Kurz-
und Langversion eingesetzt.
4. Onlinestrategie und Website
%
Die Homepage der
neuen BSKP-Site
transportiert über
das zentrale Keyvi-
sual »Weitsicht«
und einen kurzen
Anreißertext zur
Sozietät sofort das
Markenversprechen
und gibt dem User
die Chance alle
wichtigen Bereiche
der Seite mit nur
einem Klick zu er-
reichen.
Bei Neukonzeption und Relaunch der Webpräsenz
standen neben gezielterer Imagevermittlung folgende
Ziele im Vordergrund:
Die einzelnen Fachbereiche und Berufsträger
von BSKP sollten leichter in den Suchmaschinen
au ndbar sein und − abweichend von der
branchenüblichen distanziert wirkenden Darstel-
lung − sympathisch aufbereitet werden.
Außerdem musste die Usability der gesamten Website
verbessert werden. So wurden alle News, Vorträge
und Publikationen neu strukturiert.
Die Daten p egt BSKP bequem über ein eigens
entwickeltes Redaktionssystem.