Culture beats strategy Tankmeeting Innovation Pioneers Recap Volvo - PowerPoint PPT Presentation

Culture beats strategy Tankmeeting – Innovation Pioneers

Recap Volvo Cars

The e Husq sqvar varna na Hous use e of of lnnovat vation ion Innovation ” People creating & implementing new ideas that brings value ” Organization Assets Innovative Culture Procesess & Tools 1. Executive 1. Innovation-metrics 1. Resources & sponsorship. Budgets. 2. Innovation 2. Engagement management 3. People. 3. Project Portfolio optimization. Innovati vation on Stat atement ement 3

Execu ecutiv tive e spon onsors sorship hip 2015 2016 2017 2018 2019 2020 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Innovation Strategy (Roll-out). I-Strategy actions Roll out of the innovation strategy to all Husqvarna approved. division R&D / product departments. Approved actions, timeframe Communication of a clear message answering the and resource plan to start questions, what is innovation for us and why is it implementation of strategy important. Communication of selected action points and into actions.. timeframes. Increase commitment by directly conveying the message to managers that innovation (implementation )is an Leadership. organizational priority. Commitments from each team to be made. Innovation must be sponsored by you. The ideas presented today needs your full support to become reality. My expectation is Workshop to set foundation. feedback, spomsorship & a A workshop to set the foundation and focus areas for a click in the box-what actions innovation statement. Select 3 /10 types of innovation. to be executed, OUTCOME; A relevant, communicable and actionable innovation strategy. Commitment and buy in from the organisation, start of executing plans to actions. Commitment must be made at the very top of the organization to create an innovative organization, followed by a series of appropriate actions.

Enga gage gement ment 2015 2016 2017 2018 2019 2020 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 X-divisional Innovation X-divisional Innovation Expo. FedEx Day- El+HH Expo. Participation from all categories and R&D. Innovation EXPO expanded executive management participation. from Husqvarna, Gardena Pilot steps up from I-Expo to be held once / year and in division to also have participation primary to cat El+HH. Huskvarna, Ulm & Charlotte. from Construction +Consumer Activity to be held twice Open ening ing by by Pavel l and nd or Henric ic to division, per year. invit itees ees. FedEx Day-pilot FedEx Day- All Husqvarna R&D Opportunity for our employees to Activity steps up from cat El, HH to incl work on new ideas close to our all Husqvarna categories. business. Delivery of results over Activity to be held twice / year. night. Innovation champion to be nominated. Twice per year as a pilot during 2015/2016. OUTCOME; An insightful organization engaged in long-term performance and organizational actions that puts innovation in focus. Improved networking and cooperation over functions and divisions.

Peop ople le 2015 2016 2017 2018 2019 2020 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Employeer branding. Employeer branding Rewards & Recognition. Goal: To be One of the 40 (vs 87, Chalmers, Liunköping and Husqvarna innovation award is for 2015) most attractive employers for Jönköpings university in focus best innovation is existing. Also master of sc engineers and one of the for Sweden. monetary rewards for patents are most 20 (vs 39, 2014) attractive existing. employeers for bachelor engineers But rewards ds & Incent entiv ives es for the e bes best (Universum ranking). invent entions ions are missing ing and are needed. eded. Innovation leadership. Strategic workforce planning What workforce do we need to One trainee / year with a innovative recruit in terms of achieving our directed profile for R&D , Primary innovation targets ? A balanced development and prod department. workforce portfolio is an enabler for Stretch assignments for R&D / prod innovation. dep future leaders. 3-5 y perspective. OUTCOME; A talented & motivated organization. By an extensive employeer branding program we will attract young talents needed to develop our future. By Strategic workforce planning also directed towards innovation we will be able to identify capability gaps and over time fill those needs. We can also improve understanding between product planning and R&D, development of our future leaders.

Workshops 6 workshops with different themes Initiatives that direct or indirect creates a good innovation culture

What is a culture? The way of living, thinking and act in a certain area and at a certain time. ___________________________ Människors sätt att leva, tänka och verka inom ett visst område och vid en viss tid.

How do you grow intrapreneurs? “a person within a company who promotes innovative product development and marketing” Characteristics On all levels in the organisation? Employment How to protect them? What do they do?

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How do you execute an innovation event? ” time limited event to create lots of ideas ” Internal event External leaders 1 h or 1 week External partners Creates ideas Fun, sharing, out of box openess … Reward Co-opetition For bluberries bread and new concept car

How to create belief in the future? Long term plans Visionary future concepts Future environment scenarios Management Research & eduaction Ramus

How do you create an innovative working environment? Layout & collaboration Company history & identity Empowering management Time for reflections & ideas Playful interior Hierarchies

How do you get a collaborating culture? Crossfunctional workshops Internal concept testing External partners Openess Office location Knowledge sharing Customers

How can you work with rewards and recognition? Management dinner Feedback Publicity Innovation award Internal / external Patent rewards ”Dragons deen ”

Workshop rules • …have fun ! • Feel free to take the workshop in any direction within the topic • Try to share and build on examples from your organization • Follow presentation format (or make a better one) with detailed notes • Outcome shall be some sort of guide / toolbox for how to create a more innovative culture in organizations • 10 min oral presentation , use big papers / ppt if needed

Characteristics in a good innovation culture curios – nyfiken responsive – lyhörd Be aware of fearless – orädd Encourage prestigeless – prestigelös Protect passion – “ djävlar anamma ” dedicated – engagerad clarity – tydlighet pride – stolthet belonging – känna tillhörighet

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