2. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk Managing innovation Enviter – Convida - Lisbon 10.11.2015

3. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk Definitions of innovation Copenhagen Municipality´s definition of innovation: ”New ideas that are implemented and brings value” ( Innovation (2014) p. 4) New ideas Implementation Value

4. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk The origins of the concept of innovation Latin: Novus – new - innovare – to make something new J. Shumpeter (1934): ”Implementation of new combinations…” Economist with a focus on industriel Research &Development, entrepreneurship and how new products can stimulate competition and economic growth.

5. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk Central to all paradigms of innovation 1.The handling of ideas 2.Front End Innovation, FEI 3.Management of ideas and innovation

6. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk Ideas “An idea is a cognitive impulse enabled by social experience” (Saatcioglu, 2002:1) ”Multi Mode Interaction Theory: Ideas are created in relations and in a context. Which is why you should observe the setting the development of ideas take place in, before, during and after.” (Due (2014), p. 30) Ideas: creativity innovation

7. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk Handling ideas structures the process through which you pick up and collect ideas. Dilemma: Standardisation kan stifle creativity, but without systematic collection, screening, selection and realisation of ideas too many ideas are lost 1. Handling ideas

8. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk The Fish (Tetzschner and Herlau, 1999) 2. Front End Innovation, FEI Know ledge coup- ling Start up Preject Projekt Product

9. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk 3. Management role It is important to secure a good connection from the basis organisation to the pre- og project organisation in regard to, e.g: -Strategic coherence -Management involvement as gate keepers and advocates -Knowledge coupling -Implementation and realisation

10. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk Management have to advocate the wish for and clear the way for an innovation culture to blossom: - A tolerant culture that allows for (untraditional) creativity, debate about ideas and criticisme Willingness to risk and room for things to go wrong A culture that seeks to avoid bureaucracy and controle Management of ideas and innovation

11. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk The innovation process Innovation (2014) SOF, s. 8 (in Danish)

12. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk 1. Plan the process The purpose is to make a (preliminary) plan for the process E.g. -What do we already know about the challenge? Facts – presumptions - questions -Who are the gate keepers? -What are the goals, scope and setting? -Who should be involved? -Which value is expected?

13. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk 2. Explore the challenge He purpose is to end with a strong innovation question: How can we...? What is the core challenge? Zoom in on the challenge

14. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk 3. Create the solution The purpose is to find the most suitable solution(s) Idea generation Idea screening Concept development Concept selection Prototype development Prototype test

15. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk 4. Realisation The purpose of this fase is to produce and end-implement the solution Respond to the frames for realisation (target group strategies, institutional strategies, year plans, etc.) Methods for realisation (project model and project tools) Who has the responisibility when the project ends?

16. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk Measure the effect of innovation in regard to the Copenhagen five bottom lines: 1.The service experience of the citizens 2.The experience of legal rights/ due process by the citizens 3.The productivity of the organisation 4.The innovation capacity of the organisation 5.The political agenda 5. Measure the effect

17. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk Types of innovation Incremental innovationRadical innovation Planned, organised, New paradigme - systematicrevolutionary or improvement process discontinous. of existing practice(s)Replace or change value. Parts of or the whole market. ExploitationExploration SecurityInsecurity

18. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk Forms of innovation Product and service Process Technological Strategic Organisational Cultural Marketing (Shen et al. 2009)

19. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk Scientists have identified: 1. Creativity 2. Openness 3. Orientation towards the future 4. Risk taking 5. Proactivity that represents the climate of the organisation, which refers to the organisational ability to generate ideas and innovate continously over time. (Ruvio et al. 2013 ) The organisations ability to innovate

20. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk ”Innovate or die” (Getz & Robinson, 2013:1) ”In business, organisations need to innovate – or die. In the public sector it is unlikely that organizations will collapse due to lack of innovation” (Geoff Mulgan, 2007, Social Innovation)

21. IBOS - Instituttet for Blinde og Svagsynede Rymarksvej 1, 2900 Hellerup T: 39 25 45 25 www.ibos.dk ibos@ibos.dkwww.ibos.dkibos@ibos.dk References Innovation (2014), Copenhagen Municipality, Social Adm. http://innovationsguiden.dk http://innovationsguiden.dk Annabeth Aagaard (2011) Idea and Innovation Management – and leadership, Hans Reitzels Forlag Tyge Mortensen: Fisken. Kompendium i Prejekt – Projekt Arbejde, 2. udgave, 2009 Henrik Herlau & Helge Tetzschner: Kubuskonceptet – prejektledelse og innovation, Forlaget Samfundslitteratur, 2006 Brian Due (2014) Ideudvikling, Samfundslitteratur Bason, Knudsen og Toft (2009) Sæt borgeren i spil. Gyldendal Public