ispim swarovski erler open - ispim innovation...
TRANSCRIPT
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HOW TO MAKE OUT THE VERY BEST USE OF YOUR EMPLOYEES CREATIVITYO OU O S C
XXIV. ISPIM CONFERENCE., HELSINKI
HANNES ERLER
DIRECTOR OPEN INNOVATION NETWORKS
JUNE 18TH
Why do we need innovation and who needs innovation?
How we do innovation as a company
How you can be part of innovation@swarovski
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Innovation Enables to Survive
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Innovation needs framework and direction
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1902
“Airplanes are interesting toysp g ybut of no military value”Marechal Ferdinand Foch, Professor of Strategy, Ecole Superieure de Guerre
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20122004
“There is no doubt, this is our century!”CEO 2006CEO, 2006
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Society
Levels of Value Creation
Ecosystem
Organization
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User
Source: Elke den Ouden, Innovation Design, Springer 2012
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Major Challenges – New Opportunities
Innovation always has to do with feelings of Unsecurity and Ambiguity
Develop and train „Change Management Skills“
We live in world of “Multioptional Value-confusion”
Revolution of Creative Economy and Knowledge
Don’t underestimate the Role of Middle-management in Organizations
Place Cultural Factors and Values in the
foreground
Use Social Media for for joint idea development
Innovation is a process of “Social Sharing of Knowledge”
p
Encourageflat communication,
networks and open mindset; Combine with hierarchical
necessities
Web 2.0 Technologies“Wisdom of the crowd”
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Why do we need innovation and who needs innovation?
How we do innovation as a company
How you can be part of innovation@swarovski
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COMPANY HISTORYFoundation 1895 in Wattens by Daniel Swarovski I., Tyrol Austria
5th generation family business
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SWAROVSKI GROUPFacts & Figures
Areas of Business
Cut Crystal Elements Swarovski Elements
Crystal Objects, Jewelry & Accessories Swarovski
Precision Optical Equipment Swarovski Optik
Bonded Grinding & Dressing Tools Tyrolit
Precision Cut Synthetic Gemstones Swarovski Gems
Road Safety Products Swareflex
Headquarters: Wattens, AUSTRIA
Group Turnover: € 2.9 billion
Group Employees: 31.460
Global distribution: 42 countries
> 120 countries (retail)
the INNOVISIONARY
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IMPORTANT ELEMENTS TO LEVERAGE INNOVATION
Strategy
• Communicated Innovation Strategy
Committed People
• Intrinsic Motivatorsgy
• Aligned Search Fields
• Targeted Innovation Portfolio
Processes & Tools
• Participation and Transparency
• Active Support of creative development
Organization
CULTURE
MYTHS
VALUES
• Overall Innovation Portfolio Boards
• Idea Management / Targeted Streams
• Stage Gate for Operative Realization
• Research & Innovation on Executive Level
• Cross-functional teams and networks
• Clear Defined Functions
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INNOVATION *) =
IDEA + INVENTION + DIFFUSIONIDEA + INVENTION + DIFFUSION
Manish Arora
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Any marketable development leading to a new product, service, process, technology or new business area
*) The succes of innovation belongs to all involved players and stakeholders
Manish Arora –“Love story of
the Heart”
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Good ideas have always been related to employee’s creativity and the transformation to the fashion industry
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iflash IDEA MANAGEMENT
Discussion
Employee
Idea
Employee
…offers all Swarovski employees the possibility to make their contributions to promising i ti
Idea
Employee
Discussion
Evaluation
Expert Expert
Idea
innovations
Employees can bring in own ideas, comment and discuss the ideas of others or submit recommendations
Ideas will be forwarded to experts via iflash
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iflash IDEA MANAGEMENT
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Values
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Networks INNOnetwork
INNOnetwork
Management• 65% of senior executives not confident about the decisionsthey make in this area
McKinsey Research on Innovation 2010:
• 94% say that people and corporate culture are the mostimportant drivers
• Executives can make better use of existing talent forinnovation , without implementing disruptive changeprograms, by creating conditions that allow dynamicinnovation networks to emerge and flourish
• Foster innovation culture based on trust amongemployees (Ideas are valued, people trust that it is safe toexpress them & oversee risk collectivly with their managers)
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J. Barsh, M.M. Capozzi, J. Davidson; McKinsey Quarterly 2010: Innovation and Leadership
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Source: The McKinsey Quarterly, Volume 1/2008 „Leadership and Innovation“
The Evolution of Innovation
e fo
r or
gani
zatio
n
InnovationExcellence
Evolution phase
Val
ue
lonelyheroes
guerilla groups
cultural islands
lonely cultural islandsIntegrated innovation
lonelyheroes
guerilla groups cultural islands(eg. i-LAB)
garchitecture & leadership
(R&I)
Isolated employeesWithout resourcesWithout internal
willingness to coop Missing clear goals
First intercompanynetworking (ad-hoc) Unstructured Opportunistic
First subareas (islands)are visible Partially structured Limited outcome
Company-wide Portfolio Innovation Strategy Structured and targeted Resource-backed Substantial outcome
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Based on: „Competitive-Intelligence-Evolutionsphasen in der Praxis“ (Thorsten Bill, Rainer Michaeli / HMD, Februar 2006)
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HOW INVENTION CAN BE BUILT INTO STAGE-GATE®
© Robert G. CooperStage-Gate® is a registered trademark of the Product Development
Institute Inc.
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3 Success factors for Hierarchical- Project and Network-driven Companies.
Impact of Lack: Conflict escalation, segregation, exclusion
If we look into our companies we experience „Sub Rationalities“ on a day
to day basis.
Together with our value systems they are building the basis for a “Culture of
Principle of Individualization
H I tiImpact of Lack: Financial crises, loss of motivation and loyalty
Impact of Lack: Short sighted decisions may result in misguided
gOpenness, Trust and Accountability“
- and consequently for
the Ability to Innovate.
Human Intimacy
SM: Trust
Principle of Standardization
Economical Success
Principle of Professionalism
Science, Knowledge
Challenge for Management:“We have to provide free space for evolvement of our employees talents and creativity”
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result in misguided investments and sunk profit.
SM: MoneySM: Learning, Insights
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Why do we need innovation and who?
How we do innovation as a company
How you can be part of innovation@swarovski
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DESIGN MANUFACTURING SOURCING RETAILCO-BRANDING
ADV. & PR CONSUMER
DIFFERENTIATING & CREATING VALUEPARTNER ALONG THE VALUE CHAIN
PROTOTYPING
CREATIVE
SUPPORT
PRODUCT & DESIGN COMPETENCE APPLICATION SOLUTIONS
RECOMMENDED
APPLICATION
PARTNER
APPLICATION
SUPPORT
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APPLICATION
INNOVATION
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Jewelry
INDUSTRY OVERVIEWSEGMENT PLATFORMS
Textile
Accessories
Interior
New Segments
DIY
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SAMSUNG GALAXY SII made with SWAROVSKI ELEMENTS
Design ‚Tender Blossom‘
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CRYSTAL EMBELLISHED CARDMade with SWAROVSKI ELEMENTS
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YKK, a leader in the world of zippers, and Swarovski Elements, the product brand of Swarovski have worked in partnership to bring the high fashion industry a unique vision.
The zipper can now be perceived as a piece of Jewelry. With multiple applications possible, crystal zippers are revolutionizing the world of fastening, bringing new
Cooperation with Industry Leaders
g g, g gopportunities for designing apparel pieces, shoes and accessories.
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W dd klWe add sparkle to people’s everyday
lives.
Publikationen:
2008 Erler, H.; Rieger, M.; Füller, J. (2009): Ideenmanagement und Innovation mit Social Networks – Die S ki i fl h C it I K ik ti l E f l f kt i I ti t St t i iSwarovski i-flash Community In: Kommunikation als Erfolgsfaktor im Innovationmanagement - Strategien im Zeitalter der Open Innovation. Hrsg.: Zerfaß, A.; Möslein, K. Gabler, Wiesbaden 2009, S. 159-176.
2010 Erler, H.; Wilhelmer, D. (2010): Ein neues Paradigma - Mit Netzwerken Innovationsprozesse steuern, in: Serhan Ili (Hrsg.): Open Innovation umsetzen – Prozesse, Methoden, Systeme, Kultur. Düsseldorf, Verlag Symposion, p. 225 – 270.Link dazu: http://www.symposion.de/default?cmslesen/q0002750_34740101
2010 Innovation Network: „An Integrated Organizational Setup for Management Learning” Publikation und Vortrag im Rahmen der Konferenz “MOT – Management and Organizational Learning” in Wien
© Copyright Swarovski AG, 2012