Danmarks Biblioteksskole & Danmarks Biblioteksforening. Innovation temadag. 27. maj Torsten Bjørn

Transkript

1 Danmarks Biblioteksskole & Danmarks Biblioteksforening Innovation temadag 27. maj 2010 Torsten Bjørn

2 Leadership development: Pathfinder Leadership and coaching Managing Corporate Resources (MCR) /IMD 2005 Lausanne MBA Strategic Leadership & Management Aalborg Torsten Bjørn Gift med Susanne siden 1991 folkeskolelærer (LEGO Design manager/ designer i 18 år) 2 børn Astrid 17 år adopteret fra Kina Anthon 16 år adopteret fra Vietnam 1998 Fritid Fodboldcoach/konsulent, løb, tennis, golf, familie-ferie i Frankrig (helst), kunst/kultur Senior Director LEGO Group (1989..) Product & Marketing Dev. * Design Manager, Chef-designer, Project Manager, Director/senior director Concept & Design Management

3 Agenda LEGO Shared Vision LEGO Innovation LEGO Development Process (LDP) LEGO Innovation Model millioner stk. pr. år - 4 milliarder totalt LEGO Innovation next step Case 1 (gruppe + plenum) MBA speciale Next Gen. LDP version Case 2 - (gruppe + plenum) Opsamling

4 Strategic direction of LEGO

5 Shared Vision At blive den førende legetøjsvirksomhed ved optimal udnyttelse af vores kerneværdier Mere end 400 millioner børn og voksne vil i år lege med LEGO elementer

6 Overlevelse Profitabel kerneplatform Organisk vækst Turnaround Forretningstransformation Styrkelse af brand LEGO er verdens største dækproducent med 300 millioner stk. pr. år.

7

8 Mission Oplevelser og forventninger At inspirere og udvikle dem, der skal bygge fremtiden Play Promise - vores legeløfte Glæden ved at bygge. Stoltheden ved at skabe. Planet Promise -vores løfte til omverdenen En LEGO autentisk, positiv påvirkning. Partner Promise - løftet til vores samarbejdspartnere Fælles værdiskabelse baseret på LEGO varemærket People Promise - vores medarbejderløfte Vi lykkes sammen. Motto LEGO værdier Det bedste er ikke for godt Kreativitet Sjov leg Læring Kvalitet Omsorg Fantasi

9

10 Innovation = Leadership *MWB= Must-Win-Battles Strategisk dialog Corporate Man. Corporate Growth Strategy MWB 2010 AAR MWB* 2011 Opportunity platforms Business Units BU-Plan New Innovation focus

11 LEGO Development Process LDP

12 High Speed portefølje - Start your engines! - September

13 Change management LEGO Development Process Principles Projektets hovedformål: Vi skal skabe en betydelig forbedring af udviklingsprocessen på tværs af porteføljen ved at: Reducere udviklingstiden for porteføljen til 12 måneder Øge reaktionsevnen på input fra detailhandlen og forbrugertrends Skabe mindre og mere effektive projektteams Øge den overordnede organisatoriske effektivitet Skabe en performancekultur på tværs af organisationen

14 LEGO Development Process portfolio milestone overview The strategic part of the development of the portfolio Launch Year 2008 TOTAL 2008 Novelties - for subsequent years Novelties Carry Over Total Product Life Consumer Sales Gross Sales CTT and Cash discount Net sales FMC Costs Kirkbi royalty Gross Contribution 1 (GC1) Full Distribution Costs Gross Contribution 2 (GC2) Direct Marketing spending Gross Contribution 3 (GC3) Market overhead costs Gross Contribution 5 (GC5) Project Costs Cost of Capital Employed Earnings Before Allocations Calculated EBA % of Net Sales 37.0% 44.6% 40.3% 46.1% 46.1% 38.5% Gross Sales /FMC Factor Project Outgoings (Mill DKK) Costs Total Investments Total Grand Total Concept & Development 2.9 Mould 1.9 Technical Development and purchased samples 1.7 Equipment 0.4 Packaging & Insp. Materials 3.8 Ext. purchased 2.6 Campaign 4.5 Project support 1.0 Total project costs 13.9 Total invest Year x-2 March May SEP NOV Portfolio milestones P0 P1 P2 P3 Focus area Strategic scoping Strength Opportunity freeze Opportunity 1 Concept portfolio freeze Project portfolio freeze Issue Opportunity 2 Opportunity 3 Weakness Opportunity 4 Opportunity 1 Opportunity Issue Opportunity 2 Opportunity 3 Opportunity 4 Threat

15 The Project Milestone phases are more organic and the projects decide when they are ready to pass a gate, but we have last date that a gate should be passed Year 2007 TOTAL 2007 Novelties - for subsequent years Product Amounts stated in Mill DKK Novelties Carry Over Total Life Consumer Sales 376,4 105,6 482,0 188,2 87,8 652,4 Gross Sales 451,7 126,7 578,4 150,5 50,2 652,4 - CTT and Cash Discounts (50,2) (14,2) (64,4) -16,7-5,6-72,5 Net sales 401,5 112,5 514,0 133,8 44,6 579,9 - FMC Costs (134,2) (41,7) (175,9) -44,7-14,9-193,9 - Kirkby royalty (14,1) (3,9) (18,0) -4,7-1,6-20,3 Group Contribution 1 (GC1) 253,2 66,9 320,1 84,4 28,1 365,7 - Full Distribution Costs (27,0) (8,7) (35,7) -9,1-3,0-39,1 Group Contribution 2 (GC2) 226,2 58,2 284,4 75,3 25,1 326,6 - Direct Marketing costs (27,6) (1,0) (28,6) xxx xxx -27,6 Group Contribution 3 (GC3) 198,6 57,2 255,8 75,3 25,1 299,0 (41,7) (11,7) (53,4) -13,9-4,6-60,2 Group Contribution 5 (GC5) 157,0 45,5 202,4 61,4 20,5 238,8 - Project Costs (11,1) (11,1) -11,1 - Cost of capital employed (4,0) (1,2) (5,2) -1,29-0,4-5,7 Earnings Before Allocations (EBA)141,9 44,3 186,1 60,1 20,0 222,0 EBA % of Net Sales 35,3% 39,3% 36,2% 44,9% 44,9% 38,3% NIP / FMC Factor 3,36 3,04 3,29 3,36 3,36 3,36 Operating Profit 1119,1 316,7 1435,4 417,0 139,3 1674,6 Calculated ROS % 248% 250% 248% 277% 278% 257% Project Investments 0,7 0,7 0,7 Capital employed 30,4 9,4 39,8 10,1 3,4 43,9 Capital Return on Invested Capital (GC8)1115,1 315,5 1430,2 415,7 138,9 1668,9 Calculated ROIC % 3588% 3344% 3530% < Launch year - Project life > 3744% ROI Factor (GC 5/Total outgoings) 13,3 17,1 20,2 Project costs Total Investments Total Grand Total 2,2 0,6 0,8 0,0 2,6 0,1 4,6 0,9 Total project costs 11,1 Total invest. 0,7 11,8 Time NOV Year x-1 JAN FEB MAR APR MAY JUN JUL Aug SEP OCT NOV DEC JAN Project milestones M1 M2 M3 M4 M5 L Project kick-off Business case freeze Product and packaging freeze Communication freeze First Procurement date Launch Project team Novelty Project Financial Business Case Project RACERS Year TV spot Packaging graphic Key visual Campaign tool box Employed 31,1 9,4 40,5 10,1 3,4 44,6 Project Outgoings (Mill DKK)

16 Change management LEGO Development Process Principles Det skal vi gøre ved at implementere fem grundlæggende principper: Fokuserede og sammentømrede teams (færre men bredere og mere dedikerede roller) Parallelle processer Fleksibel beslutningsproces Én virtuel udviklingsplatform Fokuseret mindset

17 The key pillars of the LEGO Development Process

18 The process is based on a flexible stage-gate model Overall process logic Year X-1 P phase Year X FEB NOV DEC JAN M phase 1 st half projects APR M phase 2 nd half projects Year X+1 JUN Year X-1 Year X Year X+1 Time FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN Mileston es (1 st half launch) P0 PORTFOLIO OBJECTIVES P1 OPPORTUNITY FREEZE P2 P3 M1 M2 M3 Selling-in M4 M5 CONCEPT FREEZE PORTFOLIO FREEZE KICK OFF BUSINESS FREEZE PRODUCT FREEZE COMMUNICATION FREEZE PROCUREMENT FREEZE Product. Launch Funnel 50+ ideas opportunities concepts projects products campaigns

19 And it is based on continuous interaction with key stakeholders Year X-1 Year X Year X+1 Time FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN FEB MAR APR MAY JUN JUL AUG SEP OCT NOV DEC JAN Milestones (1 st half launch) P0 PORTFOLIO OBJECTIVES P1 OPPORTUNITY FREEZE P2 P3 M1 M2 M3 Selling-in M4 M5 CONCEPT FREEZE PORTFOLIO FREEZE KICK OFF BUSINESS FREEZE PRODUCT FREEZE COMMUNICATION FREEZE PROCUREMENT FREEZE Product. Launch Market and customer interaction points MPLT STRATEGY MEETING MPLT BUSINESS PLAN MEETING = Lead Market prep. meetings = Including external customers MARKET LT PORTFOLIO MEETING 1 st HALF PRODUCT INPUT WINDOW 1 st HALF PACKAGING INPUT WINDOW 1 st HALF SELLING-IN STARTS IN US 2 nd HALF PRODUCT INPUT WINDOW 2 nd HALF PACKAGING INPUT WINDOW 2 nd HALF SELLING-IN STARTS IN US 2 nd HALF TOY FAIRS NÜRNBERG, NEW YORK ETC. Supply Ch. and Market Operations interaction points STRATEGIC CAPACITY REVIEW STRATEGIC CAPACITY REVIEW STRATEGIC CAPACITY REVIEW Monthly S&OP Development Reviews PP1 PP2 PP3 Monthly FC s

20 Focused and close-knit teams build around a dedicated core - Team structure - - Staffing profile example Packaging Equip. Driver Prototype driver Equipment driver Packaging engineer Packaging designer Logistical Masterdata Mould driver Project Supporter Tool constructor Account manager OFF-SITE TEAM CORE TEAM Graphic production manager Engineers Marketing Lead Project Manager Creative Lead 3D artist ON-SITE TEAM BI instruction developer Global Purchasing Production driver Art Director 3D modeler Designers Virtual producer Product Coordinator Legal Market Intelligence Web producer Resource Project manager Marketing Lead Creative Lead Designer Art director Pack. designer Project supporter Engineers Mould driver Tool constructor Pack. Engineer BI instr. developer Account manager Equipment driver Graphic Proj. mgr Sourcing network Production. driver M1 M5 M1 M5

21 HOT TEAMS High Performance Teams

22 All project teams are located physically in few buildings

23 John P. Kotter: Ottetrinsprocessen til at skabe større forandringer: 1. Etablering af en oplevelse af nødvendighed (konkurrence-sit. potentielle kriser etc.) 2. Oprettelse af den styrende koalition (etablere stærk gruppe/team) 3. Udvikling af en vision og en strategi 4.Formidling af forandringsvisionen (konstant kommunikation adfærd ) 5. Skabe grundlag for handling på bred basis (fjernelse af forhindringer ændring af systemer) 6. Generering af kortsigtede gevinster (planlægning af synlige præstationsforbedringer) 7. Konsolidering af resultater og produktion af mere forandring (opstramning af processen) 8. Forankring af nye arbejdsmåder i kulturen (bedre lederskab, midler til at sikre udvikling og kontinuitet i lederskabet

24 Design For Business Innovation Model

25 DESIGN FOR BUSINESS PROJECT OBJECTIVES: to improve the contribution to business of the design function by increasing their effectiveness & efficiency without losing creativity with a series of relating tools & processes including coaching & implementation for creative directors, creative leads, designers, marketing leads, project managers, PMD-LT, etc.

26 WHAT ARE THE BENEFITS OF A SHARED MODEL FOR INNOVATION Shared understanding & vocabulary across entire company Facilitate strategic dialogue, setting clear direction and objectives Company level Division level Portfolio level Project level Task level

27 Takeaway 1: Develop an Innovation Model that is tailored to your business and development needs - to secure a broad and holistic approach to development.

28 The LEGO Innovation Model takes a natural starting point in business and experience objectives.. Business

29 The LEGO Innovation Model takes a natural starting point in business and experience objectives.. Experience

30 It talks about 4 different TYPES of innovation. Business

31 It talks about 4 different TYPES of innovation. Product

32 It talks about 4 different TYPES of innovation. Communication

33 It talks about 4 different TYPES of innovation. Process

34 It comprises 3 different LEVELS of innovation.. Adjust

35 It comprises 3 different LEVELS of innovation.. Reconfigure

36 It comprises 3 different LEVELS of innovation.. Redefine

37 We can draw an Innovation profile for a project

38 .or an entire portfolio of projects.

39 .or an entire portfolio of projects.

40 And it can help us establish a picture of risks, resources and competencies needed to drive forward a project/portfolio of projects What does It take?

41 INNOVATION DEFINITION TEAM DYNAMIC & PROFILE vs PROJECT PROFILE Core Team PL

42 P P3 CONCEPT FOUNDATION PG X: NAME OF CONCEPT P3 concept foundation contains: 1. concept objectives 2. business rational 3. experience rational 4. innovation objectives 5. business profile appendix A: launch & support overview appendix B: assortment overview 6. product profile 7. communication profile 8. procurement profile appendix C: risk log 9. recommendations & key tasks 10. resources profile

43 Design process and..project process

44 Takeaway 5: If you do not keep a scoreboard you are only practicing make sure you constantly measure performance up against set targets.. GO TO NXT GATE DESCRIPTION NO GO TO NXT GATE DESCRIPTION REASONS 2. REASONS EVALUATION CRITERIA PROGRESSION OBJECTIVES BUSINESS PRODUCT COMMUNICATION PROCESS RESOURCES

45 Innovation Workshop We want to lift THE POWER TO INNOVATE!

46 Innovation Workshop INNOVATION OUT OF THE BOX INSPIRATION TIME TO REFLECT BEYON EXPECTED GETTING SERRIOUS TALKING STRATEGY SETTING AMBTION SETTING DIRECTION

47 Innovation Workshop 2 LT STRATEGY WORKSHOP : ONE PAGER DOCUMENT: Gather all insights, foundation and material from P0 and Innovation Workshop 1 Foundation for LT discussion and workshop Briefing for PG1 Core Teams IT WORKS!

48 Vinder - Innovation Cup 2009 Store innovationsmestre LEGO, Gabriel og Oticon ligger alle meget højt, men nogenlunde på linje, når det gælder de fundamentale forhold for innovation samt innovationsprocesser. LEGO viser sig dog noget stærkere indenfor den sidste fase i innovationsprocessen, nemlig implementering. Det er nok en del af årsagen til, at når det kommer til innovationsresultater, så er der dog ikke noget at rafle om her er LEGO i en klasse for sig selv.

49 Innovation leadership (summary): Facilitation Diversitet (kompetencer) Kultur (adfærd-attitude) Strategiske pejlemærker Skabe merværdi i værdikæden

50 Work smarter not harder

51 THANK YOU.?!