Bilag_15_Innovation._second_stage_Karl_Kalcher_.ppt

7/27/2019 Bilag_15_Innovation._second_stage_Karl_Kalcher_.ppt

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Canon of KnowledgeChartered Institute of Marketing

Innovation


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Objectives

The Canon of Knowledge is a focused, dynamic

reference and inspiration source for Marketers. The

Canon covers a number of subjects - Innovation is

just one of them.

The aim is to identify and promote the information

and knowledge about Innovation, which is critical to

successful marketing practice.


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Contents

The basic questions

Innovation management

Inspiring innovators

Software and innovation

Practical innovation knowledge

and what to know about creativity


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The business hastwo basic functions:

marketing and innovation. Marketing andinnovation produce results; all the rest are

costs

Peter Drucker


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Why innovate?

Innovation is a crucial source of competitive

advantage:

Nokia, Intel, Sony, Seiko, Corning & Motorola have all generated sustained

competitive advantage. These firms have generated 49% of their revenue

through new products versus 11% for mediocre performers.

Without innovation core competencies can

become core rigidities


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What is Innovation?

A Choice of Definitions: Innovation is the sum of invention plus the commercialisation of that

invention. (D.R. Ireland)

A major innovation is one that sparks further innovations andinvestment (e.g. the computer) as opposed to other innovations whichare primarily improvements (N. Rosenberg)

Innovation is a process by which a company

Builds insights about its customers

Identifies and evaluates unique market opportunities and prepares

a plan to seize them Develops a stream of winning products (JP Deschamps)

An Invention is a new product; an Innovation is a new customer benefit(P. Doyle)


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What is Innovation?

A Choice of Definitions:

..the ability to look where everyone else is looking and see what no-one

else can see.Richard J Duggan

Innovation is the practical application and use of creativity

Creativity is thinking up new things .Invention shows it can be made

Innovation is making it commercially valuable

Research is the Transformation of Money into Knowledge - Innovationis the Transformation of Knowledge into Money

A.C./ McD


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Commercial Innovation

Manufacturing

Processes

BusinessProcessesNew Services

New Products

What is Innovation?


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What is Innovation? -

Terminology

Dimensions of innovation

product

service

process (manufacturing or service delivery system)

business process

Degreesof innovation

incremental

radical /fundamental


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Where does innovation come

from?

While the sources for innovations are literally all around us, thereare two avenues to harness them:

Formal Innovation Processes External Innovation, such as innovation outsourcing or a

formalised external scouting structure / network.

Institutional Innovation

Internal R&D

NPD processes New Venture Division / Internal Venture Capital mindset

Cultural innovation

Innovation is at the centre of management efforts (3M,Rubbermaid)


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Where does innovation come

from?

Informal Innovation Processes

Individual ideas and observations (often the source ofentrepreneurship)

Innovation Camps (professionally orchestrated, strategicallydirected idea generation sessions).

Brainstorming sessions (let a 1000 flowers bloom; weird &wacky & all is welcome


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Innovation Management


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Managing Innovation

Human Resource Management

Innovation Strategy

Creativity / Ideas

ManagementPortfolio

Management

Implementation

(NPD, etc) Market-Products

-Processe

-Services

Culture

Motivat ion

Appraisa l

Goals

Communicat io

Technology

Measures


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Innovation Strategy

Has innovation been introduced as a fundamental part of your company

philosophy and values?

What is the role of technology in innovation?

Does top management spend sufficient time supporting all stages of

innovation?

Are competitors innovation rates known/monitored?

Are innovation goals / measures defined - for new products, services

and processes?

Is there a good balance of truly innovative projects as well as product

improvements?

Does your innovation strategy integrate all five areas of innovation

management?


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Creativity & Knowledge

Management

Are creative ideas collected on a regular basis from all

employees?

How many ideas for new products, services and processeswere developed in the last 12 months?

Do ideas originate from all departments, often from contacts with

customers?

Are ideas quickly developed into new product / service

concepts?

Are creativity techniques and workshops used?


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Portfolio Management

Is there a good balance of ideas for new products, services and

processes?

Are concept reviews held regularly?

Are choices made quickly?

Is there a good feedback mechanism from actual product

performance to ensure screening decisions

Does the responsibility for screening decisions lie too high inthe company hierarchy?


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Implementation

Is this a bottleneck stage, because too many projects are

attempted? Are best practice techniques such as simultaneous engineering

applied, where appropriate?

Is your time-to-market comparable to your competitors?

Are manufacturing ramp-ups fast and efficient?

Does manufacturing regularly develop new processes?

Are project reviews effective and used to improve performance?


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HRM - People Management

Is the broad meaning and importance of innovation-new

products, services and processes- understood by allemployees?

Are clear innovation targets set and known by all employees?

Do human resource policies support a culture of innovation

through stimulating a creative, problem-solving working

environment? Are organizational structures flexible andeffective?

Is innovation covered by employees appraisals?


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Portfolio Management

Innovation Strategy

Has innovation been introduced as a fundamental part of your company philosophy and values?

What is the role of technology in innovation?

Does top management spend sufficient time supporting all stages of innovation?

Are the innovation rates of competitors known and monitored? Are innovation goals - for new products, services and processes - defined?

Is there a good balance of truly innovative projects as well as product improvements?

Does your innovation strategy integrate all five areas of innovation management?

Human Resource Management

Is the broad meaning and importance of innovation-new products, services and processes- understood by all employees?

Are clear innovation targets set and known by all employees?

Do human resource policies support a culture of innovation through stimulating a creative, problem-solving working

environment? Are organizational structures flexible and effective?

Is innovation covered by employees appraisals?

Creativity Management

Are creative ideas collected on aregular basis from all employees?

How many ideas for newproducts, services and processeswere developed in the last 12months?

Do ideas originate from alldepartments, often from contactswith customers?

Are ideas quickly developed intonew product / service concepts?

Are creativity techniques andworkshops used?

Is there a good balance of ideas for

new products, services and

processes?

Are concept reviews held

regularly?

Are choices made quickly?

Is there a good feedback

mechanism from actual product

performance to ensure screening

decisions

Does the responsibility for

screening decisions lie too high inthe company hierarchy?

Is this a bottleneck stage, because

too many projects are attempted?

Are best practice techniques such

as simultaneous engineering

applied, where appropriate?

Is your time-to-market comparable

to your competitors?

Are manufacturing ramp-ups fast

and efficient?

Does manufacturing regularly

develop new processes?

Are project reviews effective andused to improve performance?

Implementation (NPD, etc)


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Upstream innovationdefinition

Jean-Phillipe Deschamps argues that Innovation can be managed as a

linear process and split into two major parts:

upstream innovation - the process of developing and cultivating ideas

for new business creation and evaluating their merit downstream innovation - the process of converting selected

opportunities from concepts to market-ready products or services.

Most companies have a formal downstream process, but very few

manage the upstream process in a formal way, which creates fewer

ideas and fewer innovations linked to business goals. He details three

stages to the upstream process: Fertilisation: Envisioning Opportunities (usually a top mgmt. task)

Seeding: Generating & validating the Idea Flow (innovation teams, etc)

Incubation: Managing the early feasibility process (budgets, feedback, time

frame)


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Upstream innovationSome ideas for getting upstream results:

The 3M example of allowing certain employees up to 20% oftheir paid time on independent research efforts

Insist on working with people who have their ear to theground, who have seen the ocean and who have theability to network with intelligent purpose.

Professionally managed Employee Idea Schemes (caution:many fail because they are poorly conceived and managed).

Thinking Communities and Knowledge Forums asIntranets within the organisation


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Upstream innovationSome ideas for getting upstream results:

Mixing cultures, skills, functions, age and gender within ideateams

Creating an Intrapreneur structure / philosophy

Creating a New Venture Incubation unit / division.

Innovation Task Forces for Product, Services, Processes,Technology,

Setting Strategic Innovation goals as major management

focus (Rubbermaids goal to have 50% of their products lessthan 5 years old)


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Upstream innovationSome challenging views:

Brian Quinn, Amos Tuck Business School, having studied GE,

IBM, Polaroid, etc. found that not a single major productinnovation has originated from a companys formal planningprocess.

Karl Kalcher, MindFolio Ltd, having worked with Clarks, LEGO,Motorola, HP, Polaroid on innovations believes that companiesmust encourage rebels and missionaries, revel in managing

creative tension and strive to obtain results through a parallelprocess of quick experiments and disciplined innovationmethodology. And they must insist on managing a tight After-

Action-Review for every try.


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Upstream innovationSome challenging views:

.

Motorola believes in creating new avenues through learning bydoing

Most practitioners agree that cross-functional project teamsare the only way

Intel insist on staying scared, believing that they are, at alltimes, only two years away from bankruptcy.

Dana requires employees to generate two ideas for process

innovations each month (and supports them with correspondingtraining too)


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Send the Wrong signals

Itll Never Work

We Explored That Thoroughly 10 Years Ago

OK, If We Can Get Somebody Else to Pay for It

Were Too Shorthanded to Work on Blue Sky Ideas

Its Not in the Business Plan

Its Not Your Job to Talk to Customers

Pocket guide to Poor Innovation

Management

A.C./ McD/3M


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Pocket guide to Poor Innovation

Management

Rules to avoid Innovation

Be Suspicious of Every Idea that Originated Below You

Insist that People Go Through All LevelsWith a New Idea

Express Criticism and Withhold Praise

Make a Decision to Reorganise in Secret andMaximise Surprise

Be Control Conscious

Never Forget that People at the Top Know Everything

A.C./ McD/3M


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Pocket guide to Better Innovation

Management

A.C./ McD/3M

Rules to improve Innovation

Increase base of knowledge upon which innovation can be based Education should not focus on specific skills Make change based on what you want Blur distinctions between jobs Base salary on what someone can do (potential)

Dont shield information - good or bad Daily team meetings

Give logical and compelling reasons for change Establish favorable workplace climate for change and trust


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Pocket guide to Better Innovation

Management

A.C./ McD/3M

To activate Innovation

You need to know where you want to go - VISION

You need to know where the rest of the world is going - FORESIGHT

You need ambition - STRETCH GOALS

You need freedom to achieve your goals - EMPOWERMENT

You need to draw from and work with others -

COMMUNICATION, NETWORKING

You need to be rewarded for your efforts there is nothing more rewarding than

RECOGNITION from your peers


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BEST PRACTICES IN

INNOVATIION

Inspiring Innovators

I i i M f i


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Innovation in Manufacturing -

Trends

Was focused on products, NPD processes and time-to-market

Now moving to more flexible NPD processes (faster less formal);

auditing innovation performance

Greater focus on choosing the right innovation projects (portfolio

management)

Clever use of process and service innovation to strengthen

competitive advantage

I ti i S i I d t i


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Innovation in Service Industries -

Trends

High level of interest in improving performance

Focusing on better/documented living processes

Conducting innovation audits to determine current performancelevels

Moving to look at other types of innovation - not just product and

delivery

Attempting to implement more effective cross-functional teams


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Inspiring innovators 3M

3M The company:3M is dedicated to the innovation of products in over 28 sectors from adhesives to

products for cars. 3M is an American company with global offices. Most employees

are hired locally because they know their markets, customs and culture better than

anyone their global network helps bring customers innovative and useful products.

Just some of 3Ms products

(picture) (picture)The postit notes. The inhaler


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Inspiring Innovators 3M

The culture of innovation

Innovation is encouraged from the top 3Ms motto is we are forever new.

Cross-functional teams work in the products sectors, e.g. automotive products, officeproducts.

New ideas are encouraged within those sectors

Constant tweaks are made to those products to fulfil customer needs

Ideas are sought from outside 3M to improve the quality of upstream innovation

There is continual measurement of the innovation process through the 6th Sigmasoftware system


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Give it

a go

attitude

Give a

person a job

&the

freedom

to do it

Teams

Defiantrole

models

15% rule

Tolerance

of mistakes

Recognition

Management

by

walking

around30% new

product

rule

Growth

with the

business

Self

appointedinnovators

Toleranceof

bootlegging

THE

CUSTOMER

3M

A.C./ McD/3M


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Inspiring innovators - DYSON

The companyDyson emerged during the 1990s as one of the leading vacuum cleaner

manufacturers through the creation and production of the paperless bag

vacuum cleaner no other manufacturer

s vacuum cleaner came close.

The Products

(picture) (picture)

The most powerful upright The only 2-drum wash action

45% more suction than a Dual Cyclone


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Inspiring innovators - Dyson

The Culture of InnovationLeadership: James Dyson, the creator of the dual cyclone vacuumcleaner and founder of Dyson gives sets the tone for innovation at Dyson.

The teams: Design staff work in teams and wear casual clothing, sothat they have nothing to hide behind. Ideas are continually brainstormed

and then built accordingly. Every member of staff when they join Dyson

has to build one of the vacuum cleaners.

Design teams are within easy reach of the production lines, so they can

walk over and talk with those manufacturing the vacuum cleaners to ensure

that any problems are countered early on.


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Inspiring innovators: Dyson

Control MechanismsDyson vacuum cleaners are constantly taken to homes and usersare asked what their likes and dislikes are. Changes are mad to thevacuum cleaners in accordance with the customers wishes. Designchanges are made in the cross-functional teams.

New products and New ideasIn the words of James Dyson, you know the feeling when some

everyday product lets you down.I could have designed this bettermyself. Each employee is encouraged to think in this manner.

The product is then designed and redefined accordingly.


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Inspiring innovators: Convergis

The CompanyConvergis is a world-wide leader in innovative billing systems. The

billing software is used by large organisations to bill their customers.

Convergis is renowned for the scalability of its products.

In the fast moving telecom sector constant innovation is vital.

Organisations that do not innovate will die.

The ProductsSoftware for billing. The products and business to business


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Inspiring Innovators: Convergis

The culture

A vision of innovation comes from the top

Cross functional teams

Trusting culture in a market area where there is constant breakthroughinnovation

The products are constantly tried and tested by customer and the product istweaked accordingly

The ControlConvergis get constant feedback from customers, market research teams,such as the Yankee group. Speaking at conferences gives them theopportunity to discuss their products with others in the sector


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Inspiring Innovators: MBNA

The Company MBNA (Maryland Bank National America) is an American company

specialising in lending credit card lending to the consumer markets.Over the last 9 years MBNA has captured over 13% of the market in

the UK and is still growing strongly. MBNA has been truly innovative in the way it has developed the

customer service processes and channels to customer

Products

MBNA Credit Card Insurance


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Inspiring Innovators: MBNA

The Culture MBNA believe that employing the right people leads to acquiring the right customer

Employees are given career path

Salaries are well above the local and industry norms

Customer service staff are empowered through training to give customers the rightadvice and solve their problems

55% of customer service staffs time is spent in training

The Control Mechanisms

MBNA monitors the activities in the customer services department on a daily basis

Customer service department know how they are performing on a daily basis.Excellent service is rewarded accordingly by the company

Customers are constantly asked their opinion, MBNAs 5% customer attrition rate isthe lowest in the business, it speaks for itself.


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Commercial Innovation

Use of

3rd Parties

New services

CustomerProfiling

New Insurance

Policies

Inspiring Innovation in Insurance

Channels

+

++

+

+ ?

First-to-market?

Pre-sales


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Software for innovation

Case studies of software support


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Software-based innovation

Software provides the critical mechanism through which managerscan lower costs, compress time cycles, decrease risks and increasethe value of innovations.

Software can be used to: Define how people interact

Dictate the information they use

Determine what they communicate about

Identify where they can be located

Enhance the skills It can become integral to the organisation


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Innovation software

What type of innovation software exists:Innovation software exists to support the innovative thought and processes of

the company. Usually software can only support one part of the process,either the initial ideas creation, the portfolio management or the new

product development phase.

Creative and New Ideas: Software exists to assist a small team bouncingideas of one another. Generating new ideas is very often the biggestchallenge for companies so, having software gives the teams support and astructure.

Portfolio Management: Developing new ideas, then leads to having tocreate a selection process by which only the best ideas get through. Anexample of this type of software is at Oxford Assymetry where software hasbeen developed by Steve Davies to identify new compounds which aremore likely to be made into drugs.


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Innovation software

Knowledge Management: Managing data and ideas within acompany is another means to improving the quality of innovation ina company. Software gives employees access to other employeesdocumented findings. Companies such as PA consulting, Cap

Gemini and McKinsey specialise in developing and implementingsuch software.

Measuring software: Software also exists for companies to pinpointtheir progress on specific projects. Such software is developed bysuch companies as Q Management, Fishbone and Kaiser.

New Product Development: The stage gate process usuallyrequires various teams working in parallel and a considerableamount of resource allocation. Such software provides informationon who is working on which project and also gives a crosscomparison.


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Innovation software - selection

There is a wide selection of software available, each has the potential to

help with a different part of the innovation pathway. Some of the software is

only suited to a particular size of company. A website giving you a list of

different types of software is as follows:www.zdnet.com

How to decide to purchase software:

Identifying why you need the software

Listing the costs versus the benefits

What are the advantages of using software rather than other non-

software processes

How long will the implementation take

Is the software suited to the size of the project


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Innovation software: KODAK

The company

Kodak produces films and cameras for both the

commercial and industrial markets. Such a companyconstantly needs to evolve.

The software:

Kodak have a worldwide system, WIN. This is adatabase which generates cross-functional ideas. Thecompany wanted to stimulate ideas in an informalmanner

96% of the ideas generated through WIN were unusable


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What was the problem with WIN?

96% of the ideas generated through WIN were unusable WIN was modified by installing idea focus, this served

as an early filter. It focussed on real customer needs,

advocates and short proposals

Innovation software: KODAK

Innovation software: Hewlett


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Innovation software: Hewlett

Packard

Hewlett PackardComputer company that constantly seeks develop new products for this

ever burgeoning market.

The software:To assist new concepts and ideas Hewlett Packard use the intranet.

This system enabled employees to exchange ideas and the email

was programmed so that if one employee wrote an email on a

specific subject they would be put in touch with another employeewho had written an email on a similar subject.


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Innovation software: CGEY

The Company: CGEYCGEY is one of the largest management consultancy firms in

the World providing effective solutions through every part of the

business cycle from first ideas to long term operations.

The Software: Knowledge Management Employee Structure: Professions divided into communities

Community Portal:

Discussion forum set up where community members can shareknowledge.Primarily used to integrate and implement gain access to

knowledge on projects and clients.

Components are generally purchased off the shelf from existing partners.


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Practical Innovation

Knowledge

Starting with the Mindset


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The innovation mindset

Effective innovation management starts with you and your mindset.Here are some Lessons Learnt from practitioners who havedeveloped many new businesses and products.

Innovation is a company wide process and involves all aspects ofthe Value Chain on an on-going basis. Too many managers have avery narrow view of Innovation, i.e. it only concerns New ProductDevelopment or R&D.

Marketers carry the Duty of Initiative for innovations. The key

driving force for innovations are customer benefits and, therefore, itis the Marketer who should identify and galvanise the business toseek new solutions.


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Life is too short to wait for Eureka. New thinking, idea generation,innovations do not, for the most, rely on sudden flashes of brilliance.

A disciplined, creative innovation process will yield surprisingly

effective results and will usually involve a multitude of people. Aswith most things, its about smart, hard work rather than hope.Specialist Innovation Consultants can be valuable catalysts during aspecific process.

Constraint is the essence of creativity. In order to gain effective

results from an innovation process, managers must clarify

essential constraints, not just budgets. Most innovation teams willfind solutions to the most difficult challenges if the road map is

clear from the outset. Moving goalposts several times during a

process will usually kill spirit and outcome.


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A generous budget is no substitute for poor or indifferent top

management. Disunity amongst senior managers about the

direction or the priority of a given innovation project will sink any

effort by the innovation team. It is essential, therefore, to ensure that

consensus exists within the management team prior to project

commencement.

Essential Innovation Ingredients: Hard Fun, inspirational

leadership, internal and external people with different skills and

outlooks, a clear brief, reasonable funds against reasonable

deliverables, some training about idea generation and effective

creative processes and..customer focus.


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Mindset: A New Spiritual GoalThe Way Forward

Put imagination before experience(innovation not optimisation)

Go against the flow

Create the future

that we want

A.C./ McD/L.Burnett


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Mindset: A New Spiritual GoalTo Create Our Future We Must Be Prepared to...

Challenge industry conventions

Challenge our own assumptions about the

nature of the business we are in Learn from others

A.C./ McD/L.Burnett


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Mindset: A New Spiritual GoalTo Create Our Future We Must Be Prepared to...

Create alternative pictures of the future

Create new customer needs rather than

merely satisfying existing ones Leverage the inherent power of our brand

A.C./ McD/L.Burnett


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Measuring innovation

A frequent weakness of management is to think through and setrealistic expectations for a project. Good projects can thus bedamned to failure before they even got off the ground and prevent

the spreading of a positive innovation culture.

There are four categories of Innovation Measurement:

measuring the internal skill base / efforts

e.g. patents per employee; R&D expenditure in relation to

competitors, etc measuring the results

e.g. New Product share of total profits; Time to Market, BreakEven Time, etc


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Measuring innovation

measuring innovation culture

e.g. Response Times to competitor action, cross-functionalprojects as % of total, etc

management accounts

e.g. R&D costs as % of revenue, etc; Innovation costsdedicated to core business, new business and early trials,etc


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Protecting innovation

Intellectual Property Rights (IPR) come in many forms, e.g. patenting a

technical invention, protecting a design, trade marking a logo,

product or service and / or copyrighting of a piece of creative work.

The following sources can provide further assistance:

Patent Office www.patent.gov.uk

Chartered Institute of Patent Agents, London, 020 7405 9450

IPR helpdesk www.ipr-helpdesk.org

Government www.intellectual-property.gov.uk

EU registrations Lovells-Boesebeck-Droste, Alicante, Spain+34 96 514 41 05


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Outsourcing innovation

The basic premise of Innovation Outsourcing is the fact that no single

company can hope to possess all the resources, skills, eyes and

ears and, especially, time, to grow the business successfully.

The decision to outsource is preceded by a strategic process in

which the company examines their Value Chain, their processesand activities in order to determine the scope for Innovation

Outsourcing. The basic objectives are to:

lower innovation costs

speed up development cycles

gain untapped knowledge

spread risks

know more and act faster than competitors


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Outsourcing Innovation

The most popular avenues for outsourcing are in Basic Research and Supplier

Integration. Cisco Systems is a much quoted example. Johnson Control has led the

car industry in forward integration, delivering ever more complex sub-systems to car

assembly lines.

Some golden rules:

Give and Take; the partner must benefit, too

A chance for talented intrapreneurs to head the process

A cross-functional approach; superior communication facilities, accessible

software process tools.

Respect the centres of gravity; be very clear about the what & when, but be

tolerant about the how.

Scanning for feasible New Opportunities or the management of certain elements of

the Innovation / New Product Development is provided by specialist Innovation

Consultant firms or universities. Some very large companies finance their own

scanning unit.


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New Product Development

Detailed descriptions of NPD processes exceeds the scope of thisCanon, save to say that the task remains one of the constant battlesfor improvements for most companies, however here are some

useful hints forBest Practices

:

The Stage / Gate process is still amongst the most popular methods

There is increasing focus on fast prototyping and acceleratedexposure to customers

Cross-functional teams are de rigueur, however, accountabilityproblems have dogged some teams. One response is to extend theresponsibilities of the Project Team beyond the launch period.


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New Product Development

NPD processes are notoriously individual, even undisciplined tothe point of amateurish. Companies are now looking to invest in thevery best practices

, increasingly supported with software, and

then insisting on standardising the process throughout businessdivisions.

Innovation Directors, heading Project Offices are new organisationalpositions to facilitate this development.

Reflect on the study that it takes 3000 raw ideas to equal 1commercial success (G.Stevens).


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Intrapraneurs

Defined as entrepreneurs within a larger business, Intrapreneursare people who provide a strong stimulus to the innovative (and/orcommercial) activities of a company by leveraging the might of a big

business with the skills and nimbleness of a self-employed businesscreator.

Consider a company-wide programme to create a intrapreneurculture (but with transparent objectives, reward systems, exit

conditions). It may be more important to search first for latent entrepreneurial

individuals than for ideas, because it is their tenacity andcommitment which may make the real difference.


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Intrapraneurs

.

Train senior managers to recognise, tolerate and enjoy thepotentially unconventional consequences of giving Intrapreneurs alead role.

It is usually better to form teams of Intrapreneurs, as they are likelyto support and stretch each other.

Critically, allow good failures, recovery and the re-start of anotherproject.

Protect Intrapreneurs from the iron disciplines (and monkey rules?)of Big Business, whilst insisting on disciplines foe money anddeliverables.


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Internal PR for Innovation

Innovation activities are not automatically welcomed by everybody!

Emotions can range from the Fear of Change, Envy, Disagreement about

priorities to potential Turf Wars.

Here are some actions to minimise such potential sentiments: Clarify / classify all stakeholders

Briefly introduce the project / inform about rough purpose / time

Ask for advice

Invite visits / make visits (esp. some prior to milestones)

Create an internal P.R. Plan

Subtle

Low to no cost

Friendly tone; beware of arrogance, self-promotion, etc.

Share Lessons Learnt


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what to know about

creativity

To be completed via the Design Institute

Bilag_15_Innovation._second_stage_Karl_Kalcher_.ppt

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