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We are now happy to offer Raw Report for free – our comprehensive trend report about Health, Care and Sports in Sweden 2016. The report covers the latest and most important stories, interviews and our own top list. Rapporten är på svenska!
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I really love corporate innovation labs. It’s a great way to boost R&D, promote intrapreneurship and get the best talent on the market. Well executed it’s also great way to “fight off” potential threats from startups, giving you a position at the forefront of new ventures, tech and innovation. Of course every company innovates, but dedicated labs can take innovation to the next level.
The ever great CB Insights, have compiled an amazing list of the most well known corporate innovation labs. The list 47 companies, from Google toSephora, who understand the power of distruption.
So what if you are a business leader and don’t yet have your own innovation lab — what should you do?
First, you have to consider how innovative you already are. Are you already organising hackathons, promoting inventive concept development and encourage idea development on a regular basis? Do you allow employees to spend time on non business related innovation and have you aligned the creative product and service development processes with your overall corporate strategy?
1. Is innovation development being spearheaded by a small, focused team of people who have relevant experience or are prepared to learn as they go?
2. Has the team spent enough time directly with prospective customers to develop a deep understanding of them?
3. In considering novel ways to serve those customers, did the team review developments in other industries and countries?
4. Can the team clearly define the first customer and a path to reaching others?
5. Is the team’s idea consistent with a strategic opportunity area in which the company has a compelling advantage?
6. Is the idea’s proposed business model described in detail?
7. Does the team have a believable hypothesis about how the offering will make money?
8. Have the team members identified all the things that have to be true for this hypothesis to work?
9. Does the team have a plan for testing all those uncertainties, which tackles the most critical ones first? Does each test have a clear objective, a hypothesis, specific predictions, and a tactical execution plan?
10. Are fixed costs low enough to facilitate course corrections?
11. Has the team demonstrated a bias toward action by rapidly prototyping the idea?
Then, you need to seriously consider and analyze how big of a threat it would be for you to not create a dedicated innovation lab. Evangelous Simoudis and Steve Blank wrote a great piece in VentureBeat about the process of building an innovation lab. It’s a step-by-step guide that works for any business leader who considers to setup their own lab. I briefly want to outline the process:
Step 1: Identify Your Technology Connectors
So called technology connectors, are according to Simoudis and Blank, people who truly understand the overall corporate strategy and can help to execute it accordingly. Their main task is to identify what the purpose of the innovation lab would be; for example, BASF wanted to keep pace with university R&D in inorganic materials and biosciences or automakers likeMercedes and BMW and automotive parts suppliers like Delphi are focused on keeping pace with self-driving car technology.
Next, the lab needs to be connected to the outside world, and not stay an internal R&D department. You need to build a strong network amongInvestors, Academics/Consultants/Incubators andStartups/Entrepreneurs/Management Teams in order to create an ecosystem. This will ensure that you can capitalise on your innovations in the future and perhaps more importantly, it’s a way to build a two-way value exchange. You must be willing to share your data, findings and technology with startups and invite them to be part of your network.
Companies unwilling to empower their outposts with the ability to exchange data with startups have set up the outpost for failure. — Evangelous Simoudis and Steven Blank
Then, it’s also important to understand the implications of inviting corporate VC early on in creating your corporate innovation lab. “Companies often initially staff their innovation outpost with a venture investing group. This isnot the the optimal way to start. Corporate VC needs to be part of an innovation investment portfolio with a mix of incubate, invest, and acquire. (Time horizons for return on investment from a VC investment may be 7+ years, ROI from the acquisition of an earlier stage company, 4–5 years, and the ROI from acquisition of a mature company, 2–3 years.) Until a company has enough data from its Stage 1 innovation outpost, starting an innovation outpost with corporate VC often results in ready, fire, aim.”
Key tasks in the first phase:
Step 2: Adding Capital
In the first step, you have successfully identified your technology connectors and how your new lab can connect with the overall corporate strategy in order to promote (sustainable) growth and solve problems.
Now, the corporation needs to add capital to fund the lab. This can be done by engaging the corporate VC but also by engaging outside investment partners, preferably a combination of both. “Examples include include BMW’s Silicon Valley development group, working on self-driving vehicle technologies, while their venture group has been making investments in companies like ChargePoint and Nauto. Another example is Qualcomm, which invests around robotics and incubates in collaboration withTechstars.”
But basically the Partners/CEO/Executives need to decide whether investing in the corporate innovation lab will successfully contribute to the company’s innovations goals — but I would also add, to their business goals. Since creating a lab is a timely effort that will span over several years (or decades) everyone on board — including the investment committee — need to truly understand the longterm perspective. Innovation can be done, but not implemented, quickly.
In overseeing projects, this investment group could copy some standard VC operating procedures:
- Venture capital partners often disagree about investment opportunities. In fact, seasoned VCs will tell you that the best investments are the most polarizing.
- A decision to invest in a start-up is considered very carefully, but most day-to-day spending decisions are left to the start-up’s CEO. Corporate innovation leads should set a threshold investment amount that project teams can spend themselves without asking for leadership approval.
- Major VC funding doesn’t follow quarterly or annual budget cycles. When a start-up resolves a key risk, it gets further investment. And when a big issue arises, the board of a venture-backed company gathers within 36 hours. You should ensure that your team are capable of assembling and making decisions that quickly.
If you are not into creating a longterm innovation lab, consider setting up a skunkworks (or Skunk Works). The term skunkworks originates from the legendary innovation lab of Lockheed-Martin, setup during WWII to build a worldclass fighter jet. A skunkworks consist of a small group of people who work on a project in an unconventional way. The group’s purpose is to develop something quickly with minimal management constraints. Skunkworks are often used to initially roll out a product or service that thereafter will be developed according to usual business processes.
Half of the rules (with a few word changes) can be applied to any skunk works project, and they prescribe a robust framework within which to operate:
- The Skunk Works manager must be delegated practically complete control of his program in all aspects. He should report to a division president or higher.
- Strong but small project offices must be provided.*
- The number of people having any connection with the project must be restricted in an almost vicious manner. Use a small number of good people (10% to 25% compared to the so-called normal systems).
- A very simple drawing and drawing release system with great flexibility for making changes must be provided.
- There must be a minimum number of reports required, but important work must be recorded thoroughly.
- The contractor must be delegated the authority to test his final product in flight. He can and must test it in the initial stages. If he doesn’t, he rapidly loses his competence to design other vehicles.
- Access by outsiders to the project and its personnel must be strictly controlled by appropriate security measures.
Key tasks in the second phase:
Identify solution to productize
Have solution roadmap
Have solution home (setup new Business Unit)
Step 3: Bring Solutions To Your Problem
At this stage, you are ready to solve problems, whether it is building new products or services, or disrupting your existing business model. Now’s the time to truly bring solutions to the challenges that led you to setup the lab in the first place.
But as Simoudis and Blanks points out again and again, you should never stop questioning the whole process and before you invest further time and resources into the project, consider these questions:
- Do you have a corporate buy-in to build a product?
- What solutions are we productizing?
- Where in the company will this solution fit?
- Who will lead this new effort?
- Do we have a Lean Startup Methodology in place?
The Alternative: MVIS
As already mentioned, before you setup a corporate innovation lab you can start by creating skunkworks. Somewhere in-between those two models, you can set up a Minimum Viable Innovation System (MVIS). Minimum viable innovation system refers to the essential building blocks that allow a company to begin creating a reliable, strategically focused innovation function. An MVIS will ensure that good ideas are encouraged, identified, shared, reviewed, prioritized, resourced, developed, rewarded, and celebrated. But it will not require years of work, fundamental changes to the way the organization runs, or a significant reallocation of resources.” The architects behind this system are Scott Anthony, David S. Duncan Pontus M.A. Siren.
MVIS requires senior management attention, that might be the chief executive officer or a chief innovation officer, but it doesn’t have to be. If you’re responsible for innovation in your company at the highest level, you’re the catalys. With a little help from other executives and innovation practitioners, you can set up an MVIS by completing four basic steps in no more than 90 days, with limited investment and without hiring anyone extra. And as early success builds confidence in your innovation capabilities, it will set the stage for further progress.
Here’s the outline of the 90 day process:
Learning By Doing
I personally believe in any process, as long as you are willing to test by trial-and-error. There is no one right way to do it, but several solutions that can help you spark true innovation. You just need to start learning by doing.
Harvard Innovation Lab (I-lab) was launched in 2011 to help develop students’ interest in entrepreneurship and innovation. The lab has been the incubator for more than 600 startups since its launch. Over the years, the Director Jodi Goldstein has learned some important lessons about how to create an environment where innovation thrives. Here are seven essentials:
- Be a sponge. Innovators are intellectually curious and thrive on absorbing new information that may help their ideas.
- Narrow is a good place to start. Big ideas are great, but most of us have limited resources. Trying to be the next Amazon or Google right out of the gate is going to lead to burnout and frustration.
- Competition is good. Whether it’s in the marketplace or between peers, competition can create a sense of urgency and motivation that can spur innovation.
- Ideas are great — but execution is what matters. Many people can come up with a good idea…
- Spend time with people who are different from you. If you have a group of people who all have the same experiences, viewpoints, and backgrounds, you’re limiting the potential for innovation.
- Getting better is messy. Being creative and innovative means that you’re going to try many things that don’t work.
- Innovation isn’t lightening, it’s simmering. You learn more from mistakes — and from hearing about mistakes — than from successes.
We love content. Great, inspiring stories. Worth sharing to all your friends and family. That is the core of most marketing communications activities that brands do today.
Does it feel like you’re reading, watching, and listening to more information than ever before? Or alternatively, after spending the last few years too overwhelmed in the digital age, have you turned off Twitter, put away your devices, maybe even started to read some print papers and magazines again, on a newfound quest to find some sense of calm amidst the flurry of information? You’re not alone.
These are the words of Erica Berger capturing the feeling of peak content perfectly. We really want to recommend this post on Medium, about the future of content – which will be much less about content:
What Does the Future of Content Marketing Look Like? Spoiler: Far Less Content – ReadThink (by HubSpot)
Content creators everywhere including YouTube stars, Twitter personalities, and journalists are all suffering from the results of peak content. Erica Berger captures the feeling of peak content perfectly: Does it feel like you’re reading, watching, and listening to more information than ever before?
Raw Agency is a boutique innovation consulting firm focused on the practice of Strategic Innovation. We blend non-traditional and conventional consulting approaches to deliver business breakthroughs – through strategy development, opportunity identification, new product, service and business model innovation, and leadership development and culture change for disruptive innovation & organizational transformation.
Do you want a culture of innovation? Do you need to bust silos, foster collaboration, and drive value creation across the organization? Our innovation Culture assessments and strategies uncover the deeper barriers and untapped opportunities for driving greater innovation and business growth.
Do you want to build strategic thinking, innovation, and growth strategy capabilities into your high-potential managers and executive leadership? Our leadership development programs build skills and capabilities for effectively leading disruptive innovation and change.
For two decades now there’s been a lot of hype around the tech sector. But now we finally seem to reach a tipping point, where everything in society is integrated with new technology, digital solutions, products and services.
Digital is no longer a niche industry, but a fundamental proponent of society’s economic growth. Driverless cars and robots in the workplace may not be as far away as we think. Whilst nobody can deny these science fiction developments will be hugely exciting, the more important point is how embedded technology has already become into the fabric of society.
These innovations are already happening now, with tech entrepreneurs deploying world-class digital skills to reimagine the way we live. Whichever way you look at it, technology is rapidly transforming our everyday lives.
No industry is immune to disruption. With sharing economy services and the explosion of e-commerce platforms, we have already seen how technology is being used to reshape the travel, transport and retail sectors, to name a few. In the not too distant future we may see technologies such as drones, 3D printing and virtual reality transform a whole range of disciplines (don’t miss our Trend Report about Frontier Tech coming up September 22nd).
Technology is now so intertwined within most businesses that we’ve moved beyond simply having a great tech sector and now have a wider tech ecosystem within which all organisations can thrive.
Four key trends we see right now:
- Intelligent Automation – AI is coming and faster than we think.
- Liquid Workforce – The freelance setup is key for tomorrows automated world.
- Digital Trust – The more devices we connect, the more we need to be secured from threat.
- The Platform Economy – The product ecosystem is fundamental for growth.
I framtiden kommer vi uppleva hur ny teknik leder människor in i vad en del experter kallar för världshistoriens största folkmigration – den in en virtuell verklighet. Det som slog igenom under 2016 med Pokémon Go kommer att förändra människans beteende från grunden inom bara ett par år.
Många banbrytande projekt håller på att byggas upp och det finansiella stödet har aldrig varit större – riskkapitalet flödar till startups medan superentreprenörer som Elon Musk och storföretag som Facebook redan påbörjat sin resa in i framtiden (du har väl förbeställt din Oculus Rift?).
Trendexperten Roland-Philippe Kretzschmar kommer att ta med dig på en spännande resa i framtiden till en verklighet med drönare, nanoteknik, AI, marsresor, VR och AR – eller vad som kallas för Frontier Tech.
Trendpresentationen efterföljs av en paneldiskussion med experter och särskilt inbjudna gäster – Lista på deltagare utannonseras inom kort.
One of the most interesting articles around, trying to define the current state of politics and macro economics. It is really well written and has some clear cut perspectives worth thinking about if you are interested in the future of society (and a new economic system).
”Capitalism, it turns out, will not be abolished by forced-march techniques. It will be abolished by creating something more dynamic that exists, at first, almost unseen within the old system, but which will break through, reshaping the economy around new values and behaviours. I call this postcapitalism.”
The red flags and marching songs of Syriza during the Greek crisis, plus the expectation that the banks would be nationalised, revived briefly a 20th-century dream: the forced destruction of the market from above. For much of the 20th century this was how the left conceived the first stage of an economy beyond capitalism.
GlaxoSmithKline and Alphabet’s (Google’s Parent Company) life sciences unit are creating a new company focused on fighting diseases by targeting electrical signals in the body, jump-starting a new field of medicine known as bioelectronics.
Alphabet’s life-science arm, Verily (formerly known as Google Life Sciences), is to team up with pharma mega-company, GlaxoSmithKline, to establish a new bioelectronics research venture. The new company will be called Galvani Bioelectronics.
This is a very interesting investment for both companies, finally merging on big scale tech with life science. We will see more of these joint-ventures in the next coming years – since the Bioelectronics field is just about to breakthrough.
”Large-scale electrical devices have been used for years as heart pacemakers and, more recently, deep brain stimulation has been applied to treat Parkinson’s disease, severe depression and certain neurological movement disorders.
In future, however, the aim is to apply electrical interventions at the micro level, using tiny implants to coax insulin from cells to treat diabetes, for example, or correct muscle imbalances in lung diseases.”
GlaxoSmithKline and Alphabet’s life sciences unit are creating a new company focused on fighting diseases by targeting electrical signals in the body, jump-starting a new field of medicine known as bioelectronics. Verily Life Sciences-known as Google’s life sciences unit until last year-and Britain’s biggest drug maker will together contribute 540 million pounds ($715.12 million) over seven years to Galvani Bioelectronics, they said on Monday.
AI is the future. Simple as that. We already live in a machine learning society. The algorithms of google search are too complicated to understand for humans. Dating apps like Tinder match people based on algorithms, virtually creating human offsprings as a result of machine learning tech. This is super exciting, highly polarising and rather difficult to understand.
Here’s a great article about AI, explaining this complex field in a simple and straightforward manner:
Our last invention, greatest nightmare, or pathway to utopia? About This essay, originally published in eight short parts, aims to condense the current knowledge on Artificial Intelligence. It explores the state of AI development, overviews its challenges and dangers, features work by the most significant scientists, and describes the main predictions of possible AI outcomes.
Ny opinionsundersökning visar att intresset för hälsa och motion är fortsatt stort i Sverige
En Svensk Klassiker har genomfört en opinionsundersökning om svenskarnas inställning till hälsa och motion i samarbete med Novus. Resultatet presenteras i en trendrapport.
Vad har allmänheten för inställning till hälsa och motion? Och hur stillasittande är svenskarna egentligen? Under senare år har det varit en tydlig hälsotrend med rekordmånga anmälningar till motionslopp, större intresse för en hälsosam kost samt en nyfikenhet på att testa oss själva fysiskt och mentalt. På arbetsplatserna blir man dessutom mer och mer aktiv, även under arbetstid. Samtidigt lyfts ett varnande finger då vi ser allt fler rapporter som vittnar om att barn och ungdomar inte rör sig tillräckligt mycket, vilket inte bådar gott för framtiden.
För att själva förstå allmänheten bättre genomförde En Svensk Klassiker därför en egen opinionsundersökning i samarbete med Novus. Resultatet presenteras i trendrapporten som även väver in kommentarer och intervjuer från experter inom folkhälsoområdet.
Kort sammanfattning av resultatet från opinionsundersökningen:
- Nästan sju av tio svenskar uppger att de har ett stort intresse för att ägna sig åt fysisk aktivitet på fritiden.
- Omkring åtta av tio svenskar instämmer i att motion och träning är något man mår bra av.
- Omkring varannan svensk tycker att de ägnar sig i tillräcklig utsträckning åt fysisk aktivitet på sin fritid.
- De flesta anger tidsbrist och andra prioriteringar som hinder för att ägna sig mer åt fysisk aktivitet.
- Nästan fyra av tio uppger att de generellt sitter mer än de rör på sig under en vanlig dag. Samtidigt verkar många ha svårt att skatta sitt stillasittande i timmar då undersökningen visar stor spridning i svaren.
- Fyra av tio (42 procent) av svenskarna uppger att de på sin fritid ägnar sig max 3-4 timmar/ vecka åt lättare fysisk aktivitet
- Fyra av tio (39 procent) uppskattar att de under en vanlig vecka ägnar max 2 timmar åt 30 minuter sammanhållen ansträngande fysisk aktivitet. Av dessa uppger cirka hälften att man vanligen går snabba promenader.
- De flesta upplever inte sitt arbete eller sin vardagliga sysselsättning som fysiskt ansträngande.
- En av tio svenskar uppger att de tränar i idrottsförening och tre av tio svenskar uppger att de tränar på gym/träningscenter.
- Nästan var tredje svensk följer/registrerar sin fysiska aktivitet på något sätt, främst genom mobilappar.
Här kan du ladda ned trendrapporten: Svenskarna om hälsa och motion
För mer information vänligen kontakta:
En Svensk Klassiker består av Engelbrektsloppet eller Vasaloppet, Vätternrundan, Vansbrosimningen och Lidingöloppet som tillsammans engagerar 180 000 motionärer året runt. En Svensk Klassiker bildades 1971 och hittills har 80 000 personer genomfört klassikern. När man genomfört de fyra loppen under en tolvmånadersperiod är man berättigad till En Svensk Klassikers diplom med ett unikt nummer. Man kan även köpa klassikermedaljen. Loppen genomförs i valfri ordningsföljd. Huvudsponsorer till En Svensk Klassiker är Crescent/Cycleurope, ICA och Santander Bank.