IdeaFox – an innovation management platform for teams to co-create and implement solutions

In the process of building new digital business models I often revert to the business canvas template and generate a ton of MS Word/Excel docs and series of email threads in that process.

IdeaFox seems to deal with all that. I knew about the platform quite some years ago but got to lay my hands on it just recently (should have done earlier though). It has managed to put away most of the aforementioned overboard and gave quite an orderly look to my creative chaos.

IdeaFox is cloud based and covers all steps from collective ideation, co-creation and evaluation, to idea realization. It is simple and easy to use platform. I started a new project within minutes and is quite intuitive (whoever knows me, would sigh how rarely I actually say this).

But just in case you need a tutorial, here is one.

It can actually do more than I do with it. IdeasFox allows idea challenges, idea realization in a stage gate processes, or collection of best practices.

Typical users seems to be innovation and digitization teams (like I am), but also teams collecting ideas for operational improvements.

In sum, IdeaFox solves three needs of organizations that want to get better:

  • Get better solutions by efficiently connecting a broad group of participants
  • Improve realization of ideas and get up to 20% quicker (claim by IdeaFox)
  • Increase employee engagement and foster transparent communication

I also tend to know the two lovely people behind the platform so this is yet another argument for me to give IdeaFox a try if you need such a platform.

Meet Dörte and Aron

Looking forward to your feedback and please share your impressions.

Meet Lytt, the digital assistant that empowers employees to speak up when something is not right

The #Metoo movement and the increasing number of scandals in tech companies and political organisations, evidently became more urging for employers than ever before. But still, employees who experience discrimination and other inappropriate situations in the workplace rarely address these issues. Research shows that more than half of all cases are never reported due to fear of retaliation or career disadvantage.

Employees do not trust in internal incident-resolving processes and as a result rather leave the company than report what happened.

That’s what Lytt aims to tackle. Lytt is an AI-enabled digital assistant that helps employees to talk about inappropriate experiences at work. It guides users through the process of reporting incidents or concerns, can provide first aid, clarify doubts and even give simple legal advice. After talking to Lytt, the employee is in full control of what happens with the report. Lytt can connect them anonymously to a chat with an internal confidant or even an external expert in the field of the incident.

Marvin and Lara, the founders of Lytt.

That enables employees to address difficult topics in a safe and anonymous way, such as cultural issues, unconscious bias, harassment, discrimination or bullying. At the same time, Lytt empowers companies to identify health risks and conflicts early on, reduce personnel costs and prevent financial risk and image damage. Moreover, it provides the employer with a comprehensive KPI dashboard where all cases are anonymously outlined. This helps to create valuable insights on a company’s working climate and gives automated strategic recommendations for improving corporate culture.

To achieve this Lytt harnesses the power of conversational interfaces with deep learning elements – a promising application of AI. Building a smart chatbot with the ability to process natural language allows to provide helpful advice or clarify possible legal steps without revealing the user’s identity.

Below is an overview of the incident management app.

And below is an overview of the resulting consulting.

The digital assistant does not judge or forward a case unless you explicitly ask for it. It is always available and allows access via employer-individual progressive web app to really make sure employees can talk to Lytt with any device and from anywhere, whenever they feel ready for it. Those who experienced an incident are often unsure whether they should bother someone or if their report would even be relevant.

At the present time, Lytt is focused on offering consulting, mediation and workshops for companies in order to effectively counterpart those problems as well. However there is a lot more planned.

If you want to learn more about Lytt, check out www.lytt.de/en or follow them on LinkedIn, FB or Twitter.

How technology champs set goals – the power of OKRs

I find it increasingly challenging to stay aligned with the company and team goals of a modern business organization. The reason is simple, I believe we live in super fast paced times and it has become imperative for a business to make swift turns on its path to success. This is why OKR seems to be an excellent (and proven) system to align and quickly adapt to change while at the same time measuring results.

OKR is an abbreviation for Objective & Key Result. The concept comes initially from Intel Corporation and is well known for being used amongst the biggest technology companies like Google and Uber.

OKRs are meant to set strategy and goals over a specified amount of time for an organization, teams and individuals.

At the end of a set period, the OKRs provide a reference to evaluate how each piece of the organization did in executing the objectives.

If you have an hour and half I recommend to watch Rick Klau’s video on the topic. If you don’t, take a look at my notes on the topic. Credit goes to Rick but there is plenty of examples and resources on the topic.

Rick Klau about OKRs at Google

The OKR starter hints:

  • Works well if OKRs are publicly available to the entire company.
  • Do not turn them into performance evaluation.
  • Set, reviewed, and revised quarterly (and annually).
  • Initiated or at least supported by the management.
  • Try to do with ready tools. There are plenty of them e.g. Perdoo (Made in Berlin), BetterWorks, 7geese.

Objectives (the WHAT you want to achieve):

  • Cannot exceed 5 in total.
  • Must be strategic.
  • Not necessarily measurable (e.g. grow profit margins).
  • Should cascade – relate to the OKRs one level up and same time to what the individual wants to work on.
  • Mostly (60%) set by the individual.
  • Should get a score.

Key results (the HOW you know you have achieved your objective):

  • Must be measurable (e.g. launch a new feature; reduce defects by x%).
  • Should be hard to achieve so there is a substantial effort.
  • Are graded quarterly (should average 0.6 or 0.7 so it is fairly hard to get 1; 0.4 or below is bad, but a learning opportunity, not a failure)
  • Max. 4 key results per objective

Jason Carlin summed it up quite well:

The most useful thing I was ever told about writing effective OKRs is “Key Results must describe outcomes, not activities. If your KRs include words like ‘analyze’, ‘help’, ‘participate’, they’re describing activities. Instead, describe the end-user impact of these activities. ‘Publish latency measurements from ADR ad serving study by March 7th; is better than ‘assess ADR latency’.”

If you want to see further example OKRs just go to 00:07:36 and 00:36:32 of Rick’s video.

As said there is plenty being said about the topic. If you are sensitive on your spend, try to work out your OKRs using tools like the Startup OKR template. For established businesses I would recommend getting a coach and a good tool to get you started (Perdoo, BetterWorks).

The seven truths of innovation for Lego

This post is about Lego and how it reinvigorated its growth.

As a child I loved Lego. But I had none. Back then it was prohibitively expensive.

So I watched the shiny bricks and structures through the shopwindow. I actually doubted kids played with them, i thought nobody can afford them.

Funny enough Lego indeed got in trouble – but it had nothing to do with my post-communist low-income motherland. Instead in the late 90s kids were no longer fascinated with their products – it was the time of video games and a new wave of electronic toys.

This meant that Lego had to reinvent itself. So the iconic toy company rolled its sleeves to define a unique formula for creating new products and services.

David Robertson put it altogether in his book “Brick by Brick: How LEGO Rewrote the Rules of Innovation and Conquered the Global Toy Industry”. He summarized the seven truths of Lego innovation as follows:

  • “Hire diverse and creative people.”
  • “Head for blue-ocean markets.”
  • “Be customer driven.”
  • “Practice disruptive innovation.”
  • “Foster open innovation – heed the wisdom of the crowd.”
  • “Explore the full spectrum of innovation.”
  • “Build an innovation culture.”

Nothing more to say, just let it sink. And for those who want to read the book, here is the full story.

Ready player one? I am back to blogging

It has been a while but I am finally back to blogging. Some exciting developments kept me away – my kid, my new professional challenge, my many other hobbies.

Rest Later, No.9…

Blogging mostly means discipline. It is just that the only free time I have is either late at night or early in the morning – in either case I need to get going and that, requires discipline.

So here is the short version of what happened in the last year and a half.

I met an amazing girl.

Not so long after we were +1 (yes, a baby).

I had a short advisory stint at Contentful.

And currently I steer the digital transformation at rtv media group (a Bertelsmann SE company).

There will be some changes to the blog. If previously I mostly focused on some of my “visionary” thoughts, now I want to get a bit deeper in tech and share my views and that of my tech friends.

So let’s see how this turns. Wish me good luck.