Jacob&Høj&Jørgensen. delendorff advisory

Transkript

1 Udvikling med patienter, borgere og kunder i centrum - Et forsknings- og praksisperspektiv på de interne og eksterne udfordringer i interorganisatoriske udviklingsprocesser LUR Strategiseminar, Stakladen Fredag 5.december 2014 Jacob Høj Jørgensen Seniorkonsulent, Ph.D. Tlf CONNECT PÅ: linkedin.com/in/jacobhojjorgensen - jhj@delendorff.com delendorff advisory Jacob&Høj&Jørgensen Indehaver&og&seniorkonsulent,&Delendorff&Advisory&(2005A)& Ph.D.,&Center&for&Industriel&ProdukGon,&Aalborg&Universitet& 12&år&som&rådgiver&i&udviklingsprocesser& Affilieret&forsker&IntegraGve&InnovaGon&Management,& Syddansk&Universitet& Ekstern&Lektor&Aarhus&Universitet,&ExecuGve&MBA&og&NPD& Clinic& Samarbejder&med&Technische&Universität&HamburgAHarburg,& Chulalongkorn&University&Bangkok,&Hosei&University&Tokyo,& Kobe&University,&Stanford&University

2 What we do

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4 Keith Blois, (2004) "Analyzing exchanges through the use of value equations", Journal of Business & Industrial Marketing, Vol. 19 Iss: 4, pp Basadur, M.S.; Pringle, P.F.; Speranzini, G.; & Bacot, M. (2001): Collaborative problem solving through creativity in problem definition: Expanding the Pie. Creativity and Innovation Management, Vol. 9 (1), Gulati, R. and D. Kletter Shrinking Core, Expanding Periphery: The relational architecture of high-performing organizations. California Management Review 47(3)

5 Virksomhed/ offentlig organisation

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7 Fra(MAP(TIL(CAP( Manufacturer(Active(Paradigm Customer(Active(Paradigm MAP CAP Von(Hippel((2005) Jorgensen (2011). Based on (Bilgram, Brem, & Voigt; von Hippel 1978; Wecht 2005)

8 Innovation??? Prototyping improve NPD by performing it early in the process and by involving a number of relevant stakeholders within and outside the design team and organization. (Buchenau and Fulton Suri, 2000;Mascitelli, 2000; Terwiesch and Loch, 2004) Kreativitet = NYT + NYTTIGT Innovation = Kreativt + IMPLEMENTERET = nyt + nyttigt + brugt til noget

9 Innovation??? Innovation = nyt + nyttigt + brugt til noget +? Internt

10 Eidelman, S., & Crandall, C.S. (2014). The intuitive traditionalist: How biases for existence and longevity promote the status quo. In M.P. Zanna & J.M. Olson (Eds.), Advances in Experimental Social Psychology(Vol. 50, pp ). Burlington: Academic Press Blanchar, J.C., & Eidelman, S. (2013). Perceived system longevity increases system justification and the legitimization of inequality. European Journal of Social Psychology, 43, Eidelman, S., Pattershall, J., & Crandall, C.S. (2010). Longer is better. Journal of Experimental Social Psychology, 46,

11 Anerkend og tag udgangspunkt i det eksisterende

12 Hvad har det med os at gøre? (2 min snak med side m/k)

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15 Absorptive capacity SE nye muligheder VILJEN til at implementere Shaker, A. Zahra & Gerrard, George: Absorptive Capacity: A Review, Reconceptualization, and Extension. The academy of Management Review, Vol.27, No.2 (2002)

16 Vigtige udviklingspartnere er nogle med helt andre kompetencer end dig selv Kan projekterne absorbere og agere på de input, de får fra patienter og borgere? Von Hippel 2005 Journal: In review for Research Policy Christoph Stockstrom, René Chester Goduscheit, Jacob Høj Jørgensen; Christian Lüthje, Prof. Dr. Title: Identifying Valuable External Sources of Knowledge: Assessing the Comparative Search Efficiency of Pyramiding and Screening

17 MAP CAP proces gap Prevailing perspective Branding Focus Group Survey Arms length Expression of intension Open innovation approach Lead Users Co-creation Relationship building struktur indhold tid Goduscheit & Jørgensen (2011) Jorgensen, et al. (2011) International Journal of Innovation Management, Vol.15, no.1 (february 2011) pp Imperial College Press DOI: /S

18 Dri,) mind%set) Kompe%) tencer) Dri,) dfdsd Udvikling) Innova=on) målepunkter) Projekt%) formulering) Implementering) Implementering) Jorgensen (2014) Chesbrough (2002), Harvard Business Review

19 If a corporation wants to transcend current strategy and processes, it should not rely on driving investments, which are ill suited for these tasks. Chesbrough (2002)

20 Open Eksternt Informal Lead Users Communities Innovation consortium Crowd-Sourcing Innovation Toolkits / prototyping R & D Partnerships Equal Partners Formal Closed Jorgensen (2007)

21 Prototyping is a effective way of involving stakeholders such as users (Bogers et al., 2010; Poetz and Schreier, 2012; Terwiesch and Loch, 2004). But also internal stakeholders across hierarchical and functional boundaries (Adler, 1995; Buur and Matthews, 2008; Song et al., 1998) Collaborative prototyping in search for the specific product. (Loch 2004) In participatory design, prototyping is used to learn about the actual use context and shape the technology. (Bødker and Grønbæk, 1991) Experience prototyping enables users to gain first hand appreciation of existing or future conditions through active engagement. (Buchenau and Fulton Suri, 2000)

22 Henderson (1995) discuss prototyping as a medium of persuasion rather than a vehicle to evoke discussion. It is used to prove a point rather than to create a platform for design dialog.

23 Havbassin Hvide Sande

24 Produktion Forvaltning Behov

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28 FAIL FAST FAIL FREQUENT FAIL CHEAP

29 Design prototype baseret på krav spec Prototype design mhp udvikling af kravspec Prototyping early in the process and by involving a number of relevant stakeholdes e.g. users, mangers, designers within and outside the project team and organization improve the NPD process. (Buchenau and Fulton Suri, 2000; Mascitelli, 2000; Terwiesch and Loch, 2004; Bogers, 2013)

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31 Er det overvejende de veluddannede og velfungerende patienter der involveres aktivt i udviklingsprocesser?

32 Fælles erkendelser skaber forandring

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36 I skal være med Ledelsesmæssig opbakning OG deltagelse Goduscheit, R.C., Innovation Promoters- A multiple case study, Industrial Marketing Management (2014)

37 Fake Door

38 BANG BUCK

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41 Built the front-end Fake the back-end

42 Er det muligt at arbejde med Fakedoor princippet i sundhedssektoren? Udvikling med patienter, borgere og kunder i centrum - Et forsknings- og praksisperspektiv på de interne og eksterne udfordringer i interorganisatoriske udviklingsprocesser LUR Strategiseminar, Stakladen Fredag 5.december 2014 Jacob Høj Jørgensen Seniorkonsulent, Ph.D. Tlf CONNECT PÅ: linkedin.com/in/jacobhojjorgensen - jhj@delendorff.com delendorff advisory