Key note / Uvodno predavanje

Brane Gruban, ABC (Accredited Business Communicator, Los Angeles, 1997), DIALOGOS

Most attempts to transform organisations in this increasingly global world fail to meet their original aims! Yet organisations which can adapt quickly and effectively are the most successful! What is so thorny difficult about change and business strategy that only about 10% strategic initiatives produces real tangible results!?

One of the most important answer ....

Miloš Ebner, B.Sc.Arch, MBA, Chief Innovation Officer Trimo d.d.

Innovation is usually the one the most important competitive advantages of enterprises. It is shown in the clear business processes that support the creation and collection of ideas, their effective selection and execution as well as in innovative business models and processes for the development of the necessary competences of employees. One of the key components of “the innovation triangle” is the development of innovation culture in the company, which includes creative thinking at the level of the whole organization, teamwork, open communication, involvement of all stakeholders in the innovation process (including internal and external partners), the transfer of knowledge, mutual trust, flexibility, commitment of the senior management and global awareness of the importance of innovation in the organization development. The development of a culture of innovation is one of the most important and at the same time one of the toughest tasks of the leadership in the company that wants to provide competitive advantage through the creation of creative solutions for customers. The toughest task, because there is no simple or theoretical prescription for effective and quick way to create a culture of innovation, depending on a number of mostly "soft" management factors. Sometimes, these »soft« factors are indispensable for the effective development of creative solutions for clients and, at the same time, subject to a number of seemingly uncontrollable external influences and factors, significantly more difficult to develop as, for example, to write a theoretically efficient innovation process. Looking at the examples of the company Trimo, recognized  in being successful exactly in developing efficient culture of innovation, we will try to highlight the importance of these, usually neglected the "soft" factors of innovation and to show the ways and means how to approach to the development of a culture of innovation.

Miloš Ebner graduated from the Faculty of Architecture in Ljubljana in 1997, where he received the student Prešern award for his diploma research. In 2002 he completed with honors his International Post-graduate Studies of Management (EMBA) at the IEDC Business School in Bled, Slovenia. From 2000 to 2010 he has held the position of the Director of development and design at Trimo, where he was focused on innovation process, research & development, design and technical support within the company. He is deeply involved in the development of a culture of innovation and the processes and tools that promote innovation as well as connecting R&D and design with the various marketing & promotional activities.
During his time with Trimo, the company has received a number of prestigious Slovenian and international awards in the field of architectural and industrial design and innovation: In 2005 award for the most innovative product from the field of civil engineering and architecture from German Association for Transfer of Knowledge (GKT); in 2005 and 2010 GZS award for innovativeness; in 2008 award for innovative products at the third Slovenian Innovation Forum; international AT Kearney “The Best Innovator Award” for Slovenia in 2008; in 2009 first and second place and special award for the most innovative company in Slovenia at the 4th Slovenian Innovation Forum; Award for most innovative product in the Slovenian construction industry presented by the Slovenian Chamber of Engineers; In 2010 the Red Dot Award in Product Design and third prize at the 2010 EUROP/EURON Robotics Technology Transfer Award and an Award for best product technology in Slovenia by the Slovenian Technology Agency (TIA). Trimo is still the first and only Slovenian company to win the European Business Excellence award (EFQM) granted in Athens in 2007 and was the Finalist of EFQM Award for the most innovative practice in Bilbao 2010.
Among other functions Miloš Ebner is the President of the Trimo Research Board, President of the Research committee and the Jury for the International Trimo Research Award, President of the Jury for the Trimo Award for Innovation – “The Craziest Idea”, member of the Trimo Board of Experts and President of the Trimo Innovation Commission (for Intellectual Property policy of the company).

Miloš Ebner is also a member of the Slovenian Chamber of commerce Strategic Council for technological development policy, vice-president of Slovenian Innovation Managers Society (RIS) and was vice-president of the Supervisory Board of the Slovenian Technology Agency (TIA) and a member of the Slovenian government Competition Board.
In addition to all of above Miloš Ebner is deeply involved in the development of innovative culture in companies as well as innovation and R&D process and in connecting innovativeness with marketing, design and architecture. He has dealt with these issues in numerous articles, public media appearances and at his lectures at Slovenian and foreign Universities and conferences as well as serving as a member of numerous commissions and juries for different international competitions.  He is also active in consultancy activities for numerous Slovenian and international companies and government organizations regarding R&D, design and innovation process development.

Alenka Bezjak in Dan Podjed, Ergo inštitut d.o.o.

Beseda, ki se začne na K, je v naslovu namenoma izpuščena. Predvsem zato, ker jo pogosto uporabljamo, vendar jo običajno razumemo na zelo različne, mnogokrat tudi napačne načine. Zato jo je potrebno uporabljati zelo preudarno, saj nam lahko hkrati pojasni veliko ali ničesar. V poslovnem svetu je v zadnjih letih ta beseda postala nadvse modna, a obenem managerji in podjetniki dostikrat ne vedo, kako naj jo “zgrabijo” in uporabijo. Je predpogoj dobre organiziranosti ter delovanja podjetij in je nujna za razumevanje sodelavcev in vodstva. Izjemno pomembna je tudi za vzpostavljanje stikov s tujimi trgi, na katerih brez poznavanja K… ne bomo razumeli kupcev. K... je tudi ključen dejavnik tako pri vzpostavljanju timov, kot tudi pri rasti in razvoju organizacije. Ozaveščanje in analiza K… je lahko težak proces, a če ta pojem prepoznamo in upravljamo s pravimi sredstvi in ga primerno vzgajamo, nam to zagotavlja izjemno konkurenčno prednost.

Že slutite, katera je ta beseda? Pridružite se nam na uvodnem predavanju, da boste korak pred ostalimi.  

Franc Bračun, član upravnega odbora združenja IIBA Slovenia Chapter

Soustvarjanje izkušnje je nova paradigma inoviranja strategije. Gre za to, kako lahko podjetje inovira in oblikuje prepričljivo ponudbo vrednosti za stranke na način, da jo  načrtuje s soustvarjanjem strategije skupaj s svojimi strankami in z zaposlenimi. S soustvarjanjem inovativne strategije so podjetja kot npr. La Poste, Crédit Agricole, Apple, Google in druga pridobila trajno konkurenčno prednost, ki ji druga podjetja le stežka sledijo.

Zakaj je soustvarjanje izkušnje konkurenčna prednost? V čem je moč vključevalnega razvoja strategije? Zakaj je prihodnost poslovanja v soustvarjalni izmenjavi?

Kupci so danes bolj oboroženi z informacijami, bolj zahtevni, manj pasivni in bolj povezani zaradi preglednosti, ki jih ustvarja internet, nove komunikacijske tehnologije in tehnologije socialnih omrežij. Izdelke in storitve je lažje posnemati, zato skoraj popolna odsotnost razlikovanja med izdelki in storitvami razjeda zvestobo strank. Podjetja, ki ne pritegnejo k sodelovanju svojih strank jih lahko hitro izgubijo.

Predstavitev »Soustvarjanje inovativne strategije« bo osredotočena na to, kako soustvarjanje izkušnje postavi osredotočenost podjetja nazaj na potrebe in želje stranke – tu je mišljena resna osredotočenost na doživetje stranke - ter na to, kako lahko podjetje najbolj učinkovito izpolni te potrebe. Danes več kot 80% strategij ni nikoli implementiranih v praksi. Eden izmed ključnih dejavnikov je odsotnost sodelovanja zaposlenih in strank pri načrtovanju strategije.