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Quelle: https://limmatreframe.com/why-does-ikea-sell-hot-dogs/ Have you ever wondered, why they offer hotdogs at the end of an IKEA-trip? The answer is: If they wouldn´t, you would leave the store directly after the emotional all-time-low-moment of the entire IKEA-experience. Does IKEA sell more hot-dogs than the streets of New York? Have you ever wondered, why they offer hotdogs at the end of an IKEA-trip? The answer is: If they wouldn´t, you would leave the store directly after the emotional all-time-low-moment of the entire IKEA-experience. Have a close look at the last few steps in the below illustration of a typical IKEA-Journey: 📷 Hot-Dogs From A User-Journey Point Of View: Offering hot-dogs is a simple intervention to increase the customer-satisfaction towards the end of the customer-journey. By offering ridiculously cheap and (relative to price) good hot-dogs, IKEA ensures you leave the door with a broad smile on your facce. Have a second look at the customer journey below. Hot-dogs seem to make all the difference in this case: 📷 The Difference Between Experiencing Self And Remembering Self: And as Kahnemann&Co. stressed in "thinking, fast and slow": Your remembering self tends to blurr out most details of a memory, except for the beginning and end of an episode. Therefore, whilst you experience the ups and down of a IKEA visit, you most likely will only remember the first and last bits of it, when evaluating your experience in hindsight. In the given IKEA example this means: The entire trip would end as a desaster without hot-dogs: With hot-dogs however a much more positive memory is being stimulated. And for anybody chasing the Net-Promoter-Score: This does mean the NPS most probably will rise. Let´s compare the hypothetical remembered emotional value of an IKEA trip with & without the hot-dogs: User Journey With Hot-Dogs 📷 User Journey Without Hot-Dogs 📷 As you can see - if only the very early and very last bits of an episode are remembered - the investment IKEA makes to say "farewell" and "see you soon" to their customers will pay off! Who has learned from this? Sweets with the bill in a restaurant and for children after they were "brave" and visited the doctor? Chocolate whenever you leave a SwissAir flight? Somebody respectfully opening the door for you upon leaving the store? The barbier gifting you a little head-massage or the pleasure of a heated towel towards the end of the service you purchased? Do you see a pattern emerging? Quelle: https://limmatreframe.com/why-does-ikea-sell-hot-dogs/

📷FRONTIERS Why Large Companies Struggle With Lean Steve Blank, interviewed by Frieda Klotz November 27, 2019 To compete against startups and other disruptors, large companies need new approaches to innovation. MIT SMR FRONTIERS This article is part of an MIT SMR initiative exploring how technology is reshaping the practice of management. When serial entrepreneur Steve Blank published his first book, The Four Steps to the Epiphany, in 2005, he had no inkling that it would become a founding document of what’s become known as the Lean Startup movement. But 15 years later, Blank’s ideas about customers and how to create minimum viable products have been embraced by startup entrepreneurs everywhere — and, increasingly, by leaders of large corporations and government agencies. Blank, who has founded a string of startups in Silicon Valley and currently teaches and lectures at Stanford and Columbia, worked with the National Science Foundation to design a program called Innovation Corps (I-Corps), whose goal is to help scientists in universities commercialize their research. Using an approach he developed called Lean LaunchPad, I-Corps combines experiential learning with the best-known building blocks of lean startups: the business model canvas, the customer development model, and agile software development. Today, the program is offered at more than 100 sites around the country and is credited with accelerating the formation of hundreds of companies. This page contains a form, you can see it here Large corporations, however, have found that applying the principles of lean can be more complicated than they expected. MIT Sloan Management Review correspondent Frieda Klotz spoke with Blank about the current state of lean management and what he thinks the next set of challenges for innovators will be. This is an edited version of their conversation. MIT Sloan Management Review: What problems were you trying to solve with lean? Blank: The Lean Startup methodology was developed in response to a view that startups weren’t just smaller versions of large companies. The advice many startup founders received was that they should use the same tools that big companies used: business plans, five-year plans, and executing as though they were working with clearly identified customers and products. But it became clear that these assumptions were fundamentally incorrect. Startups weren’t smaller versions of large companies. The first derivative of this was that [small companies] needed new tools to do something very different, which was not to execute known business models, but to search for new ones. Your early focus was squarely on small companies, but interest in lean has spread considerably. Has this surprised you? Blank: When I wrote Four Steps to the Epiphany 15 years ago, I was focused on startups, not corporations. I had no intent other than to provide a tool set to early-stage entrepreneurs. But after my Harvard Business Review article was published in 2013, a flood of corporations raised their hands and said, “We’re getting disrupted. This is great — let’s do this!” I never meant to change corporations. I meant to change startups. We knew early on that startups weren’t smaller versions of large companies. And we’ve learned that companies and government agencies aren’t bigger versions of startups. For the last three to five years, we’ve seen companies and government agencies doing what I call innovation theater: copying startup activities and not getting results. What’s the problem? Is it the principles, or is it how big companies have implemented lean? Blank: Big companies typically do a bunch of things. It’s become a fad — they set up incubators, implement lean processes, and create minimum viable products. That’s great! But then the leaders ask, “How come we haven’t moved the needle or seen better revenues or profits?” Most corporate accelerators and incubators are trying to duplicate a process they don’t quite understand. They create a series of innovation activities, but they don’t create an end-to-end process to deliver products and services. To make innovation an integral part of the organization, it needs to be owned by the appropriate units. There needs to be a vision of how the incubator either delivers through existing units or turns into an independent entity. My guess is that in 90% of the cases, companies haven’t developed a clear route from the incubator’s output to the delivery channel. It seems that an important element of success with lean involves leadership. Blank: That’s right. What kinds of people generally end up running large corporations? Are they innovators or are they executors? In most cases, I’d say they’re executors — people who are great at process and procedure and know how to manage thousands, tens of thousands, even 100,000 people. When the same business model was in place for decades, this worked fine. But now the environment has changed. Having a world-class executor at the helm probably means your company is going out of business. Was this what happened with General Electric’s attempt at lean? Blank: To me, GE was an anomaly. It failed at the thing it was supposed to be great at, which was execution. Managers at GE lost sight of their core businesses — transportation and power — which is where their revenue and profits came from. But I don’t think you can say lean failed. Lean was a highly visible initiative. They brought in Eric Ries to help. From the time he was my student, he’s been actively engaged with lean, evangelizing and popularizing the lean movement. But the initiative wound up being a distraction from what the GE managers should have been working on. I think it was a management problem rather than a function of the methodology. That said, Eric and I disagree on how one should implement lean in a large corporation. Although I think GE was a good case study for implementation, it’s not an experiment I would have run. When introducing innovation and entrepreneurship at large corporations, one approach is to turn everyone into innovators — and that’s what the leaders of GE tried to do. But another approach is to acknowledge that most people don’t want to become innovators on a daily basis — they come to work to do a job. According to this model, some innovation can occur in existing divisions, but the more disruptive innovations ought to take place elsewhere. At companies like Apple, Amazon, and Netflix, most people in the company are not innovating. They are showing up and going to work. GE management wanted to train everybody rather than ensure that leaders understood where [innovation] fit in the company and how they could rapidly deploy new products and services. To expect everybody in a company to be an innovator was a mistake. What’s the takeaway for other big companies? It seems that you are saying that some aspects of lean, particularly in regard to large organizations, need to be retooled? Blank: Lean, as implemented in companies today, is not wrong, but it’s insufficient. What’s missing is an overall strategy for innovation in large companies — what I call an innovation doctrine, which outlines how to apply and use these innovation methods in a way that delivers rapidly and continually. With the competitive environment becoming more complex, businesses have been casting around for solutions. Lean is an important component of a solution. But we need a bigger theory and set of tools. Amazon has a version of an innovation doctrine with its leadership principles, and Netflix has its rules on employee culture. And other companies, such as [global investment manager] Bridgewater Associates, have their own heuristics that show how different pieces of the organization can deliver new innovation at speed. Extracting lessons from other companies can help large companies develop new ideas about innovation. More than a decade ago, Michael Tushman and Charles O’Reilly popularized the idea of the ambidextrous organization. They said companies needed to know how to both execute and innovate. Back then, the notion that a startup could be a threat to a large company wasn’t something most people took seriously. But lately, we’ve seen startups with access to more money than many large corporations, at least for R&D, and equally important, they aren’t being measured by revenue or profit. Large companies are competing with a form of subsidized capitalism. All the constants that corporate executives could count on — brand loyalty, market share, distribution channels — are out the window. We hear that you intend to explore some of these ideas in a new book. What can you tell us about your innovation doctrine? Blank: The goal is to give large companies that don’t have a CEO like Jeff Bezos or Steve Jobs a set of tools to help them. The way I see it, there are four key layers. First, leaders need to agree on the context the company is operating in, which can be difficult. Second, they need to determine what they have to do in response to the changing context. Is leadership structured in a way that allows it to address the challenges? Is the board focused on fighting off activist investors by driving up the share price? Do they have processes and resources in place, or do they have to focus on acquisitions or access other outside resources to achieve their goals? Third, leaders need to assess their current processes relating to how people are promoted and how financial decisions are made. If they have been built around execution rather than innovation, how can that be fixed? And finally, what’s the company doing to enhance its current markets and to create new ones? This is where accelerators, incubators, and approaches like lean and agile will play a role. Is there anything you wish had happened differently in terms of preparing companies to adopt lean? Blank: I’ve spent a lot of time trying to diagnose why a process that works so well when 100% of a startup is focused on it doesn’t work as well inside a large corporation. In my view, there’s nothing wrong with the process. The problem, when lean is introduced in a large company, is that it becomes a discrete activity among hundreds. What companies really need is an end-to-end innovation process — something that covers everything from sourcing to problem curation to prioritization to solution exploration to incubation to delivery. That pipeline needs to be part of an overall innovation doctrine. ABOUT THE AUTHOR Frieda Klotz is a freelance journalist and correspondent for MIT Sloan Management Review. She tweets @friedaklotz. Copyright © Massachusetts Institute of Technology, 1977–2019. All rights reserved.

3 Bücher aus der essentials Reihe vom SpringerGabler Verlag mit Fokus auf agile Unternehmen (Start-Ups, KMU und Konzerne) und deren Führung. 1) Prognosen für Start-up-Unternehmen Jörg B. Kühnapfel entwickelt in diesem Essential eine Methodik, die eine verlässlichere Prognose des erwarteten Geschäftsverlaufs von Start-up-Unternehmen erlaubt. Der Autor vermittelt ein grundlegendes Verständnis für die besonderen Probleme, die bei der Erstellung von Prognosen für Start-up-Unternehmen auftreten, und beschreibt Regeln für den Umgang mit Prognosen sowie ihren Nutzen und ihre Grenzen. Innovative und praxisorientierte Prognosemethoden für unterschiedliche Start-up-Situationen werden ausführlich beschrieben, ein Fallbeispiel verdeutlicht die dargestellten Aspekte und Methoden. https://www.springer.com/de/book/9783658088989 2) Lean Startup in Konzernen und Mittelstandsunternehmen, Ergebnisse einer Expertenbefragung und Handlungsempfehlungen Das essential gibt Handlungsempfehlungen für den Einsatz von Lean Startup in Konzernen und mittelständischen Unternehmen. Hier geht es zum einen um die Anpassung des bekannten Konzepts an die besonderen Rahmenbedingungen von Konzernen und Mittelstandsunternehmen. Zum anderen werden aber auch die organisatorischen Vorarbeiten für einen erfolgreichen Einsatz dargestellt. Diese Handlungsempfehlungen setzen auf einer Expertenbefragung auf und basieren auf weiteren Analysen des Autors. https://www.springer.com/de/book/9783658157746#otherversion=9783658157753 3) Interne Kommunikation in agilen Unternehmen, Eine Einführung Das essential liefert eine Einführung in das Agilitätskonzept insbesondere als Organisations-, Führungs- und Kommunikationskonzept und definiert den Beitrag der internen Kommunikation im Rahmen dieses Konzepts neu. Im Hinblick auf agile Organisationen legen die Autorinnen den Schwerpunkt der Ausführungen auf das Zusammenspiel von hierarchischen und heterarchischen Strukturen, wobei der Netzwerkorganisation besondere Aufmerksamkeit gewidmet wird. Dadurch eröffnen sich neue Perspektiven auf die Funktionen von gesteuerter Kommunikation als Teil des Führungshandelns. Die Managementfunktion „Interne Unternehmenskommunikation“ einschließlich der Führungskommunikation erfährt in diesem Kontext der aktuellen Managementlehre damit eine substanzielle Weiterentwicklung. https://www.springer.com/de/book/9783658169763#otherversion=9783658169770

Beitrag von Hannes Robier Customer Experience becomes more popular in many countries, on the other hand User Experience is dead and a hype at the same time. And Usability? Who really knows the difference between those human centred design wordings? https://www.linkedin.com/pulse/hot-topic-usability-vs-user-experience-customer-hannes-robier/

Artikel von Andreas von Criegern darüber, warum so viele Startups und Innovationsvorhaben scheitern. Due to a survey, 43% of all startups fail, as they are offering solutions nobody is willing to pay for. But also established companies have a quite high fail rate with their product development: 95% of all new products are not accepted by consumers. Companies obviously develop products nobody wants - meaning, they are not addressing a relevant problem in the life of their customers. What's the reason for that and are there any approaches to identify problems worth solving more successfully? Ganzer Artikel: https://www.linkedin.com/pulse/how-identify-problems-worth-solving-andreas-von-criegern/?trackingId=l0c5%2BBAEeRy73lAqI%2BEhxQ%3D%3D

Die Firma ohne Chef: Die Firma Heiler bei Karlsruhe ist ein Beleg dafür, dass flache Hierarchien funktionieren können. Der geschäftsführende Gesellschafter hat alle Entscheidungsbefugnisse an die Belegschaft abgegeben, ist nur noch Koordinator der firmeninternen Prozesse. Interessanter Kurzbeitrag von Andreas Linke auf zdf.de https://www.zdf.de/nachrichten/heute-journal/firma-ohne-chef-100.html

Ein Whitepaper von der Firma creaffective zum agilen Arbeiten in agilen Räumen mit Ausführungen zu den grundlegenden Elementen für Erfolg. https://www.creaffective.de/de/veroeffentlichungen/agiles-arbeiten-in-agilen-raeumen/

Hindernisse für Unternehmen, wenn sie versuchen, sich wie Lean-Startups zu verhalten Falsch verstandene Kundenzentrierung "Der Kunde erwartet diese Qualität von uns." Dieser Satz wird oft (siehe Grafik) als die notwendige Bedingung genannt, wenn es gilt zu begründen, warum einfache Prototypen (#MVP) dem Kunden nicht gezeigt werden können. Der Kunde könnte ja verärgert werden und zur Konkurrenz wechseln. Als Folge daraus wird eine Idee lieber mit viel Liebe zum Detail (und teuer) umgesetzt, als würde es sich um ein bereits fertiges Produkt handeln. Um was? Um im schlimmsten Fall am Ende darauf sitzen zu bleiben, weil der Kunde es nicht will. Lerne schnell, lerne günstig Tatsächlich zeigt die Erfahrung des Noema Netzwerkes, dass Kunden es sehr schätzen, in den Entwicklungsprozess miteinbezogen zu werden. Das ermöglicht ihnen, ihre kaufrelevanten Inputs und Bedürfnisse mitzuteilen. Prototypen helfen also dabei, den Kunden zu verstehen. Ein MVP (minimal viable product) ist die Version eines neuen Produkts, die es einem Team ermöglicht, mit geringstem Aufwand die maximale Menge an validiertem Wissen über Kunden zu sammeln. Ganz nach dem Motto: Lerne schnell, lerne günstig. Erste Hypothesen können so schnell, einfach und mit wenig Geld überprüft und folgende Fragen beantwortet werden: Haben wir das richtige Problem/Bedürfnis erkannt? Wir glauben, dass unser Service, Produkt, dieses Problem löst - stimmt das? Die Gestaltung des Prototypen folgt diesen Fragen. Er wird so umgesetzt, dass im Test durch die Benutzung die entsprechenden Antworten gefunden werden. Dafür wird er z.B. in Einzelinterviews oder in Kleingruppen ausgewählten Kunden vorgestellt und Feedback eingeholt. Der zeitliche und finanzielle Aufwand für dieses Testing ist minimal, der Erkenntnisgewinn ist hingegen riesig. Mittels der Testerkenntnisse kann das Produkt, der Service jetzt ganz gezielt weiterentwickelt (und wieder getestet) werden, bis die Kundenanforderungen erfüllt werden. So steigt die Sicherheit, dass ein erfolgreiches Produkt (Service) in die Stores kommt und die Investitionskosten auf jeden Fall gedeckt sind. Wertgeschätzte Kunden sind loyale Kunden Der zusätzliche positive Effekt dieser Einbindung ist, dass die Kunden sich auf das daraus entstandene Produkt freuen werden und erwartungsvoll auf dessen Weiterentwicklung und Launch warten – und es am Ende kaufen. Kunden, die sich wertgeschätzt fühlen, weil man sich Zeit für ihre Gedanken nimmt und sie einen exklusiven Einblick in eine von ihnen geliebte Marke erhalten, werden loyale Kunden. Lieber also das Unfertige früh dem Kunden zeigen, schnell und günstig lernen, als spät mit dem angeblichen Fertigen viel Geld und Kunden zu verlieren. #failearlyandcheap

Quelle Excelmagic Zu Beginn eines Projekts steht sehr häufig die Budgetfrage. Das Projektteam will möglichst viel Geld für die Umsetzung einer Idee erhalten, die Geldgeber wollen wissen, dass dieses Geld gut investiert ist. Um das zu beweisen, schmückt das Team das Produkt aus und beschreibt in einer umfangreichen Powerpoint Präsentation, was es alles kann. Es rechnet in Excel den Businesscase, der den Erfolg der Idee ausweist. Perfekt - das Budget wird bewilligt. Ja, wir können es! Die Geldgeber vertrauen dem Team. Obwohl der Erfolg nur auf dem Papier oder in der Exceltabelle besteht. Das Team hat sicher in der Vergangenheit bewiesen, dass es vergleichbare Produkte bauen kann. Die Ziele des Projektes erfüllen auch die Ziele des Managers, so dass einem Erfolg nichts mehr im Wege stehen sollte. Toll! Im Folgenden wird das Produkt umgesetzt. Sein Umfang wird – gemäss der anfänglichen Planung – immer komplexer, zwischendrin findet ein funktionaler Test statt, ob auch alles klappt. Gelauncht wird ein 120% gutes Produkt, das ist im Unternehmen so üblich. Quelle: Noema Innovation GmbH Sollen wir auch?: Outside-in vs. Inside-out Aber soll das Team das Produkt auch umsetzen? Für welches Kundenproblem entwickelt man das Produkt? Gibt es den nachgewiesenen Bedarf, dass die Lösung zum Problem passt? Sind die Kunden auch bereit, Geld für das Produkt zu zahlen (damit der Business Case sich erfüllt)? Diese Fragen sollte das Team sich zu Beginn stellen. Im Idealfall ist die Hypothese (=Idee) aus einem Kundenproblem – der sogenannten #OutsideIn Perspektive – entstanden. Vor der Lösung oder gar der Zahlungsbereitschaft gilt es, das relevante Problem zu identifizieren. Wo hakt es beim Kunden heute, was ist ungelöst und führt zu Unzufriedenheit? Was ist der Grund, weswegen man Kunden verliert oder schlechte Bewertungen erhält? Es ist die #Desirablity, die es zu überprüfen gilt. Desirability (Wünschbarkeit) Test, ob die Lösung auch das richtige Problem löst. Im Unternehmen selbst besteht eine Menge Wissen über den Kunden – man muss die Kollegen nur fragen, auch über die eigenen Abteilungsgrenzen hinweg. Das alleine reicht aber nicht. Put yourself into your customer's shoes! Dabei werden Erkenntnisse (=Probleme) entstehen, an die man selbst nie gedacht hätte und die es sicher mehr als wert sind zu lösen! #OutsideIn #ProblemSolutionFit #Desirability