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

delendorff advisory

Jacob Høj Jørgensen!Seniorkonsulent, Ph.D.!Tlf. 51244544!CONNECT PÅ: linkedin.com/in/jacobhojjorgensen!www.delendorff.com - jhj@delendorff.com

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

What we do…

Keith Blois, (2004) "Analyzing exchanges through the use of value equations", Journal of Business & Industrial Marketing, Vol. 19 Iss: 4, pp.250 – 257

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), 54-76

Gulati, R. and D. Kletter 2005. Shrinking Core, Expanding Periphery: The relational architecture of high-performing organizations. California Management Review 47(3)

Virksomhed/!offentlig!

organisation

Customer(Active(ParadigmManufacturer(Active(Paradigm

Fra(MAP(TIL(CAP(

Von(Hippel((2005)

MAP CAPJorgensen (2011).

Based on (Bilgram, Brem, & Voigt; von Hippel 1978; Wecht 2005)

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)

Innovation???

NYT Kreativitet = + NYTTIGT

Innovation = Kreativt + IMPLEMENTERET

= nyt + nyttigt + brugt til noget

Innovation???

Innovation = nyt + nyttigt + brugt til noget

+ ?Internt

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. 53-104). 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, 238-245. !!Eidelman, S., Pattershall, J., & Crandall, C.S. (2010). Longer is better. Journal of Experimental Social Psychology, 46, 993-998.

Anerkend og tag udgangspunkt i det

eksisterende

Hvad har det med os at gøre? !

(2 min snak med side m/k)

Absorptive capacity

Shaker, A. Zahra & Gerrard, George: Absorptive Capacity: A Review, Reconceptualization, and Extension.

The academy of Management Review, Vol.27, No.2 (2002)

SE nye muligheder!!

VILJEN til at implementere

Vigtige udviklingspartnere er nogle med helt andre kompetencer end dig selv

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

Von Hippel 2005

Kan projekterne absorbere og agere på de input, de får fra patienter og borgere?

Prevailing perspective!!

Branding!Focus Group!

Survey!Arms length

Expression of intension!!

Open innovation approach!Lead Users!Co-creation!

Relationship building

gap

MAP CAP

Goduscheit & Jørgensen (2011)

stru

ktur

tid

proces

indhold

Jorgensen, et al. (2011)!International Journal of Innovation Management, Vol.15, no.1 (february 2011) pp.145-163!Imperial College Press DOI: 10.1142/S1363919611003118

mind%set)

Dri,)

Kompe%)tencer)

Dri,)

målepunkter)

Implementering)

Projekt%)formulering)

Implementering)

Udvikling)

Innova=on)

Jorgensen (2014)

dfdsd

Chesbrough (2002), Harvard Business Review

“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)!!

EksterntInnovation!

Toolkits / prototyping

Open

Closed

FormalInformal

R & D Partnerships

Equal Partners

Crowd-SourcingLead Users

Communities

Innovation consortium

Jorgensen (2007)

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)

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.

HavbassinHvide Sande

Produktion Forvaltning

Behov

FAIL FAST!FAIL FREQUENT!

FAIL CHEAP

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)

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

udviklingsprocesser?

Fælles erkendelser skaber forandring

I skal være med!Ledelsesmæssig opbakning OG deltagelse

Goduscheit, R.C., Innovation Promoters- A multiple case study, Industrial Marketing Management (2014)

Fake Door

BANG!———— !

BUCK

Built the front-end!Fake the back-end

Er det muligt at arbejde med Fake-door 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

delendorff advisory

Jacob Høj Jørgensen!Seniorkonsulent, Ph.D.!Tlf. 51244544!CONNECT PÅ: linkedin.com/in/jacobhojjorgensen!www.delendorff.com - jhj@delendorff.com