1 Productive games in front-end innovation and new product development Presenter: Max Møller, Learning Lab Denmark Co-author: Svend Ask Larsen (LLD)

The Innovation Challenge Exploring new directions means managing contradictions changing ways of managing innovation Existing tools and methods like portfolio management and resource allocation do not ensure strategic fit when ideas establish completely new directions 2

The Cognitive Challenge The Underlying Paradox: We know we are blind to some ideas We don’t recognise the limits of our vision The Cognitive Challenge: Create awareness of limited points of view Develop ways of seeing from new perspectives 3

4 Brainstorming Research is typically focused on comparing nominal and real groups, using simple problems, evaluating number of ideas In innovation problems are complex and require expert knowledge - the quality of the idea is more important than the quantity of ideas

Games for Ideation Structuring the Process To ensure openness and manage frustrations Changing Perspectives Getting innovative ideas involves reframing knowledge Changing Roles and Social Rules Allowing wild ideas and new perspectives 5

The Takeover A takeover forces players to rethink the company’s existing competences Engaging interactive narrative – closely related to reality Not a simulation game! 6

Objective and Learning Goals Deployment: Workshop for 2-4 teams, 2 days Objective: Create new ideas for products and services Learning Goals: New understanding of the company New understanding of innovation New innovation methods and perspectives 7

CompetenciesNegative Habits Preparation 8 Group AGroup CGroup DGroup B Discussion of Competencies + negative habits

New understanding Look across alternative industries Look across strategic groups within industries Look across the chain of buyers Look across complementary product and service offerings Look across functional or emotional appeal to buyers Look across time 9 Methods/analysis Idea development

New Ideas 10 Methods/analysis Idea development Feedback on ideas for new products and services from stakeholders

11 Preparation for Final Presentation Evaluation Based on Company’s Competencies, Strategic Position, Ressources... Debriefing: What could/should become reality – and how? Reflexive Evaluation: Which methods and processes are relevant? Focusing on organisational fit, stakeholders, etc. Possibly using methods such as force field analysis Evaluators play stakeholders Seamless progression to debriefing Splitting action and reflection to keep focus

12 Debriefing: What could/should become reality – and how? Reflexive Evaluation: Which methods and processes are relevant?

13 Preparation for Final Presentation Evaluation Based on Company’s Competencies, Strategic Position, Ressources...

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