Reference

Creating a new portfolio of disruptive innovations with well-written value proposals to introduce a lean way of working
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Creating a new portfolio of disruptive innovations with well-written value proposals to introduce a lean way of working

Challenge

Secure future growth through new ideas by boosting entrepreneurship and introducing lean working methods. Staff an innovation lab to focus more on breakthrough innovation

Approach

Venture game project, inviting all employees to harvest ideas together, prioritize them, while identifying entrepreneurial talents

Results

3 ideas identified for innovation lab, 127 rare entrepreneurial talents identified to staff the innovation lab

Challenge

The Electronics division of a multinational engineering and electronics company represents 10% of the total turnover and workforce. It is renowned as one of the most progressive and innovative divisions. Its strategy with multiple technologies, competences, and focus markets has resulted in manifold innovations and steady growth.

To perpetuate the good shape of the division, the management wished to further accelerate innovation and ensure further growth, while securing the proven benefits of the current organization and processes. They aimed at installing a new and more agile way of working on top of the proven and successful standard modus operandi, offering more room for collaboration and entrepreneurship.

To be able to work on non-standard innovations in an inspiring environment with all necessary tools and support, without being restrained by the burdens of the standard organization and processes, they initiated an Innovation Lab. The next step was to identify new sources of future growth that were not yet on their radar .

I took on various functional roles, which helped me to gain in-depth knowledge

Participant InnoGame

Approach

All employees were invited to collectively harvest disruptive ideas with a yearly potential of € 50M that were not yet on the strategic roadmap, to prioritize them in a portfolio of new projects, and to identify entrepreneurial talents in the process. Venture Spirit suggested the Venture Capital dynamics to bring in some Silicon Valley vibes. Through an anonymous game, called the InnoGame, we stimulated out-of-the-box thinking and cross-regional and functional collaboration.

Results

The game had a 15% participation grade within the global community, and enthused almost 500 active participants. 127 entrepreneurs took up the challenge to work out their own ideas, resulting in 8 finalist teams receiving an invitation to pitch their idea at the final event. The executive team identified 3 winning ideas for the newly created innovation lab. 1 idea did not survive the first milestone, but idea number 4 was picked up instead.

This game gave us exactly what is missing in our everyday job: the opportunity to become our own project leader! Innovation is not at the core of my everyday work, but I love it. This game is really a good idea

Participant InnoGame

Benefits

  • The game resulted in a notable cultural change: more people collaborating in a lean way, assembling new ideas bottom-up
  • 127 entrepreneurial talents were identified to staff the innovation lab
  • For some existing projects, the InnoGame was a chance to promote their idea more in the organization