Architecture and graphic design portfolio by Bogna Anna

ARCHITECTURE AND GRAPHIC DESIGN PORTFOLIO

PALACE INVENTORY, LODZ, POLAND MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

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PALACE INVENTORY, LODZ, POLAND MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

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PALACE INVENTORY, LODZ, POLAND MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

CO-WORKING ARCHITECTURE OFFICE MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

CO-WORKING ARCHITECTURE OFFICE MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

CO-WORKING ARCHITECTURE OFFICE MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

PENTHOUSE MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

PENTHOUSE MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

PENTHOUSE MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

PASSIVE SINGLE FAMILY HOUSE IN THE COUNTRYSIDE MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

RESTORATION OF MEDIEVAL CASTLE, LECZYCA, POLAND MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

PRZEKRÓJ B-B

SKALA 1:100

bale drewniane 20x20 obejma z blachy kotwy Hilti HVU mocowane w warstwie rumoszu istniejącego muru

system elewacyjny Pilkington Planar

FRAGMENT RZUTU SKALA 1:50 warstwa żwiru drobnego gr.10 cm hydroizolacja - 2X papa izolacja termiczna 20 cm z Keramzytu maxi 10-20 B paraizolacja - folia PE gr. 2,0 mm plyta zelbetowa 25 cm

PRZEKRÓJ B-B

SKALA 1:100

5cm 15cm 4mm 20-40cm 12cm

posadzka izolacja termiczna izolacja przeciwwilgociowa plyta fundamentowa żelbetowa chudy beton grunt rodzimy

DETAL SKALA 1:20 zwieńczenie korony murów istniejących trzema warstwami cegły ceramicznej ułożonej w wątek polski

5cm 15cm 4mm 20-40cm 12cm

posadzka izolacja termiczna izolacja przeciwwilgociowa plyta fundamentowa żelbetowa chudy beton grunt rodzimy

RESTORATION OF MEDIEVAL CASTLE, LECZYCA, POLAND MsC BArch BOGNA ANNA GEBALSKA

(+45) 50232164

bogna.ana@gmail.com http://cityandarchitecture.wixsite.com/portfolio

GRAPHIC DESIGN PORTFOLIO

HEARTFULNESS INSTITUTE HEARTFULNESS INSTITUTE

MEDITATION I modsœtning til koncentration, som krœver mental energi, er meditation en tilstand, hvor vi på én gang er både afslappede og fuldstændig opmærksomme. Du kan ubesværet bevare fokus uden at tankerne vandrer. Når du mediterer på hjertet, får du en pause fra tænkningen, fra travlheden, og for en stund vil du mærke dig selv og være i hjertet. På den måde bliver føling en ny form for tænkning, hvor hjertet er dit kompas.

INTRODUKTION TIL HEARTFULNESS

HEARTFULNESS TIL INSTITUTIONER INTEGRER MEDITATION I DIN ORGANISATION

EXPERIENCE INNER PEACE

HVOFOR MEDITERE?

PAS PÅ DINE MEDARBEJDERE Vor tids udfordringer stiller også krav til arbejdspladserne, som har et større ansvar, når det kommer til at håndtere medarbejdernes trivsel. En organisation har i dag et ansvar for at tage vare på deres ansatte, så de har det godt og kan bevare deres menneskelighed.

Mennesker viser i stadig større grad tegn på, at de har svært ved at tilpasse sig den nye virkelighed. Vi udvikler sygdomme, der udspringer af stress såsom allergier, mave/tarm- og hjerte-kar-sygdomme, angst og depression bare for at nævne en lille håndfuld. Det er alt sammen et tegn på, at vores sind og bevidsthed er under pres. Vi mister simpelthen mennesker, som ikke kan følge med.

Sundhedsprogrammer, øget interesse og forståelse for velvære og sund levevis bliver mere og mere udbredt. Det er en nødvendig prioritet i vores liv, hvis vi skal kunne tilpasse os de nye omstændigheder fysisk.

Målet for Heartfulness meditation er at optimere vores bevidste og følelsesmæssige forhold til virkeligheden – at stå stærkere inde i os selv.

Men hvor finder vi den personlige kraft til at imødekomme tidens mentale og spirituelle udfordringer? Hvor finder vi tid, værktøjer og ro til egenomsorg og til at være med os selv?

Det betyder i praksis, at du har nemmere ved at forholde dig følelses- og tankemæssigt til de indre og ydre konflikter, der kommer med vores tids udfordringer. Og at du kan bevare overblikket og styrke medmenneskelige relationer.

Det gør du blandt andet ved at meditere. Når vi bruger sætningen Mediter med hjertet – stå stærkt i dig selv, er det ikke bare en floskel. Det er en kendsgerning, som er støttet af de seneste års videnskabelige forskning.

Heartfulness Instituttet og Københavns Universitet samarbejder i øjeblikket på en større videnskabelig undersøgelse af Heartfulness meditation. Som et led i undersøgelsen har man MRI-scannet personer før, under og efter, de er begyndt at meditere på hjertet. Scanningen har bekræftet, at hjernen tilpasser sig ved at påvise et øget funktionelt og anatomisk netværk mellem centre i hjernen, som regulerer samspillet mellem tanke og følelse. Meditation skaber en ny afslappet og afklaret bevidsthed, der ændrer din hjerne.

STÅ STÆRKT I DIG SELV

HEARTFULNESS INSTITUTE

MEDITATION SOM ARBEJDSREDSKAB

HEARTFULNESS INSTITUTE

Onsdag 9.00 -10.00 Velkomst i cafeen inklusiv morgenmad og indkvartering 10.00 - 12.00 Heartfulness Meditationsworkshop inklusiv kaffepause 12.30 - 13.30 Frokost i cafeen 13.30 - 14.30 Guidet gåtur på Heden - mødes ved cafeen 15 - 18.30 Heartfulness LederCirkel inklusiv kaffepause 18.30 - 20.00 Aftensmad i cafeen 20.00 -21.00 Heartfulness Meditationsworkshop

Kurset indeholder: 3 Heartfulness-workshops: Her lærer du via guidede øvelser tre forskellige teknikker til Heartfulnessmeditation. Der er tid og ro til fordybelse til at gøre dig dine egne erfaringer og til sparring med underviserne og gruppen.

Workshops og kursus er henvendt til kommuner og institutioner som tilbud til deres medarbejdere. Formålet er at støtte dig som menneske i en lederrolle og styrke din relation til omverdenen, til dine medarbejdere og din organisation. Gennem Heartfulness meditation udbygger du kontakten med dit hjerte – det skaber nærvær, autenticitet og glæde. Med bevidstheden i hjertet finder du menneskelig styrke til at navigere i vanskelige samtaler og beslutningsprocesser, således at du bliver i stand til at vælge, hvordan du både påvirker og bliver påvirket af en given situation.

2 Heartfulness LederCirkler: Igennem oplæg, samtale og praktiske øvelser vil du opleve, hvordan Heartfulnessmeditation kan bruges som et konkret redskab i dit liv og arbejde. Pris efter aftale, som dækker undervisning, fuld forplejning og overnatning. Forplejningen er overvejende økologisk og fuld vegetarisk og overnatning er i enkle ferielejligheder på stedet med 1-2 personer i hver lejlighed.

HEARTFULNESS PÅ ARBEJDSPLADSEN Instituttet organiserer ugentlige workshops af 1-2 timers varighed, hvor certificerede undervisere via guidede øvelser indfører dig i Heartfulnessteknikker til afslapning, meditation og mental afstresning. På få gange kan vi lære dig afslapning, lethed og glæde ved kontakt med din indre natur.

Centrering hjælper dig til inspiration og til at kommunikere det formål, der skal drive dine beslutningsprocesser og adfærd.

HEARTFULNESS FOR LEDERE

HEARTFULNESS INSTITUTE

"Jeg vurderer, at kurset har meget stor relevans for mig i min ledelsesrolle - det ramte plet. Jeg vil helt sikkert anbefale Heartfulness, da vi kan samarbejde på en helt anden måde. Lad det gode sprede sig fra hjertet."

KURSUSPROGRAM

HEARTFULLNESS - KURSUS

Vi tilbyder at afholde undervisning ude på arbejdspladsen eller medarbejderne kan deltage i et todages Heartfulness-kursus på vores kursuscenter, som ligger i et fredet og naturskønt område ved Silkeborg.

Heartfulness Meditation er en sublim teknik til mental træning af hjernens parathed til omstilling. Den forbereder evnen til ny indlæring, intuitiv forståelse og inspiration. Og det er netop det, tilpasning handler om.

MEDITATION OG HELBRED

• Giver øget livskvalitet • Forebygger stressrelaterede sygdomme • Forbedrer din søvnkvalitet • Stimulerer dit immunsystem

HEARTFULNESS INSTITUTE

Foredrag og workshops kan afholdes på din arbejdsplads, institution eller foregå i vores Heartfulness-centre. Vi foreslår et foredrag som oplæg til Heartfulness og/eller et undervisningsforløb på flere workshops en gang ugentlig. Pris efter aftale.

HEARTFULNESS INSTITUTE

I dag er vi udfordret fysisk, mentalt og spirituelt som mennesker. Vi skal tilpasse os den digitale teknologi, større informationsmængder, stigende krav til både sundhed, familieliv og karriere, nye måder at arbejde på, tidspres og usikkerhed for vores egen og verdens fremtid.

HEARTFULNESS KURSUS

Mennesker tager ikke kun beslutninger ud fra en konsekvensanalyse eller sandsynligheden for et bestemt udfald. De gør det primært ud fra et følelsesmæssigt standpunkt. Som leder lærer du at forblive centreret og bevare din medmenneskelighed.

- Gitte Rasmussen, Chef for plejesentrene, Herning Kommune

"Programmet havde en god vægtning mellem teori og praksis, og dagene er gået så hurtigt. Underviserne var søde, rolige og nærværende." - Astrid Hindhede, Leder, Fuglsangsø Centret

"Fantastisk lærerigt kursus, der giver redskaber personligt og til lederskabet." - Eva Østergaard, Centerleder, Lindegården

MEDITATIONS CENTRE I HELE DANMARK

Torsdag 8.00 - 9.00 Morgenmad i cafeen 9.00 - 11.00 Heartfulness Meditationsworkshop inklusiv kaffepause 11.30 -12.30 Heartfulness LederCirkel 12.30 – 13.30 Frokost i cafeen 13.30 - 15.00 Heartfulness LederCirkel inklusiv kaffepause 15.00 – 16.00 Afrunding

Mere information: http://heartfulnessinstitute.dk Kontakt: denmark@heartfulness.org

DESIGN : BOGNA

BROCHURES FOR MINDFULNESS INSTITUTE Heartfulness Heartfulness er en simpel og enkel meditationsmetode, som kan praktiseres af alle uanset køn, nationalitet, overbevisning og religion. Metoden har sin oprindelse i Indien men er i dag kendt i hele verden og praktiseres overalt.

INTRODUKTION TIL HEARTFULNESS

Du behøver ingen forudsætninger eller viden om meditation for straks at kunne meditere. Det moderne liv er komplekst, problemfyldt og stressende for de fleste. Heartfulness meditation er tilpasset vor tid, hvor en travl hverdag fylder det meste. I denne folder kan du læse om de forskellige elementer i Heartfulness, og hvordan du kan bruge dem i din hverdag. De består af afspænding, meditation, cleaning og aftenmeditation. Hvert af elementerne i Heartfulness har sit særlige formål, men de understøtter hinanden i en symbiose som vil hjælpe dig med at slappe af, være opmærksom, reducere stress og skabe indre glæde og tilfredshed. Du vil også frit kunne kontakte trænere, der kan hjælpe med at forklare de finere detaljer i teknikkerne og svare på dine spørgsmål. På folderens sidste sider finder du links og praktiske oplysninger vedrørende Heartfulness.

Heartfulness metodens 4 elementer: Afspænding Anbefaling: Når som helst. Varighed: Nogle få minutter efter behov. Udbytte: Fokus og en afslappet tilstand.

Meditation Anbefaling: Om morgenen eller på et hvilket som helst andet tidspunkt af dagen der måtte passe dig. Varighed: Fra 30 minutter op til 1 time. Du kan begynde med nogle minutter og efterhånden øge varigheden. Udbytte: Dybere forståelse af dit eget liv, indre ressourcer og muligheder.

Cleaning Anbefaling: Om aftenen når dagens arbejde er overstået. Varighed: 30 minutter. Du kan begynde med nogle minutter og efterhånden øge varigheden. Udbytte: Fjerner de indtryk som dagens tanker og handlinger har afsat.

Aftenmeditation Anbefaling: Ved sengetid lige før du sover. Varighed: 10 til 15 minutter. Udbytte: Fordybelse før søvnen.

Guddommeligt I Heartfulness mediterer vi på lys guddommeligt lys som begreb snarere end som synligt lys, fordi lys er det nærmeste, vi kommer på en beskrivelse af den mest subtile tilstand i vort indre, kilden til livet. Lys indeholder desuden idéen om lethed, ubesværethed og åbenhed. Antag at guddommeligt lys allerede er i dit hjerte uden at presse dig selv til at se det eller give det en bestemt form. Transmission Fortidens indiske yogier og vismænd benyttede transmission, når de underviste deres elever og uden ord overførte højere indre tilstande til dem. Transmission - eller på sanskrit Pranahuti - forstås som livsenergi. Yogisk transmission gør Heartfulness til noget ganske særligt. Det gør meditationen dynamisk, og vi kan hurtigt og effektivt opnå meditative tilstande, som ville være svært at opnå ved egen hjælp. En meditativ tilstand kan transmitteres som en resonans mellem hjerter. I Heartfulness kan vi ved at meditere sammen med en træner nyde godt af denne transmission og med vedvarende øvelse og erfaring kan vi også på egen hånd erfare transmissionen og dens virkning. Du kan lytte til en guidet instruks til “Meditation” ved at downloade lydfiler fra Soundcloud: https://soundcloud.com/heartfulnessdenmark eller du kan downloade ‘HeartsApp’ på din mobil enhed. (Findes både til iOS og Android)

Cleaning

Aftenmeditation

Heartfulness cleaning giver os mulighed for at nulstille vores system ved dagens afslutning, og den forbedrer kvaliteten af vores meditation.

Meditations teksten, som du kan læse herunder, blev skrevet af Heartfulness grundlægger, Ram Chandra, engang i begyndelsen af det

Når som helst vi reagerer følelsesmæssigt, f.eks med vrede huskes det i underbevidstheden. Ved brug af cleaning, som er en meditationsteknik, kan samme dags indtryk fjernes før de etableres som varige spor i underbevidstheden. Herved renses vi for den underbevidste kilde til vores vanemæssige og ofte uhensigtsmæssige reaktioner. Det er en effektiv teknik, som vil give dig lethed i sindet, bedre søvn og også forberede dig til næste dags meditation.

20. århundrede. Den fungerer som bindeled mellem dig og det, som i dit indre er den mest subtile tilstand, livets kilde, som her kaldes for Gud eller Mester.

Sådan gør du Sid med tanken om, at alle kompleksiteter og urenheder, som du har opsamlet i løbet af dagen, forsvinder fra dit system ud gennem ryggen, fra issen til halebenet, i form af røg eller damp. Prøv ikke kun at tænke det, men føl virkelig at det sker. Undervejs vil du muligvis blive opfyldt af tanker, følelser og indtryk fra dagen, men det er en del af cleaningen. Tag det som et tegn på at processen virker. Prøv at udføre den i ca. 10 - 15 minutter og føl efter den lethed, som er tegn på at dit system er blevet renset. Du kan nu afslutte processen ved at antage at dit system fyldes op med transmission fra hjertet. Du kan lytte til en guidet instruks til “Cleaning” ved at downloade lydfiler fra Soundcloud: https://soundcloud.com/heartfulness-denmark eller du kan downloade ‘HeartsApp’ på din mobil enhed. (Findes både til iOS og Android)

Praktisk info I dette afsnit giver vi dig en oversigt, hvor du kan finde flere oplysninger om Heartfulness. Her kan du ﬁnde det nærmeste Heartfulnesscenter, trænere, tid og sted for gruppemeditationer og forskellige onlinefaciliteter.

Sådan gør du Aften meditationen udføres lige før du sover i 5 - 10 minutter. Afslappet og med lukkede øjne gentager du teksten mentalt i dit indre en til to gange, og du mediterer nu ved at fordybe dig i betydningen af ordene. Oh Master, Du er menneskelivets sande mål Vi er endnu kun slaver af ønsker, som hindrer vores fremgang. Du er den eneste Gud og kraft, som kan bringe os op til det stade.

Nu har du stiftet bekendskab med Heartfulnessmetodens 4 elementer. I meditation, som i alle livets forhold, er nysgerrighed et af vore fornemmeste værktøjer. Nysgerrighed og din egen vilje til forandring driver værket.

BOGNA ANNA GEBALSKA

Vi anbefaler dig at deltage i en ugentlig meditationssession med en træner. Det kan både gøres i en gruppe og individuelt. I begge tilfælde understøtter træneren meditationen med cleaning og transmission og hjælper dig på den måde til at gå dybere i din meditation. Alle vores trænere arbejder frivilligt, og der er ikke er nogen form for betaling involveret. Ønsker du at blive medlem af Heartfulness foreningen betales et årligt kontingent.

Nyttige links: Find nærmeste center og trænere: Danmark: www.heartfulnessmeditation.dk/ kontakt Internationalt: www.heartspots.heartfulness.org Heartfulness Meditations App for iOS og Android: “HeartsApp” Bøger kan inspirere og understøtte din meditation, men det er din daglige praksis og egne erfaringer, der viser dig vejen frem.

DESIGN PORTFOLIO

YK CREATE A UNIQUE SPACE

THE CONCEPT YellowKorner positions itself as a developer of emotions with the aim of democratizing art photography and making it accessible to all.

PARTNERSHIP PRESENTATION

YellowKorner

PHOTOGRAPHY

ABOUT THE CONCEPT

CREATE A UNIQUE SITE

A PERSONALIZED SERVICE

SELECTION OF ARTWORKS

5 - 14

EXPERIENCE AND SERVICE

CONTACT

Numbered limited edition photographs with certificate of authenticity

A desire to promote renowned and emerging artists

A constantly evolving selection of photographs and artworks.

BERNHARD HARTMANN

Customize small and large spaces thanks to a panel of more than 2,000 limited edition photographs, as well as multiple formats and finishes: transform your space into a special place!

I love what is beautiful. The serenity of a beautiful garden and the grave of an architectural monument must provoke the same emotion for the viewer. They must be enchanted through their emotions.

Offices, hotes, agencies or restaurants: YellowKornar offers a personalized service avaible to all, in order to create an atmoshere that reflects your unique identity.

Quality and unique experiences: We guarantee quality. Our prints and frames are based on artisan experience

Create a unique site of expression to fit your workspace.

ART

YellowKorner guides you in your discoveries and presents you with selections of works presenting unique artistic approaches. 3 16

1 16

LIMITED EDITION

LAURENT DEQUICK

MATTHIAS HAKER

LAURENT DEQUICK

As you walk down the street, the lights, noises, traffic, hustle and bustle, and mix of smells are so striking that no single shot could capture all of it. So do we have to make choices? I don’t think so and I don’t want to. LAURENT DEQUICK

To convey in images this “congestion” of urban life, Laurent Dequick does not hesitate to juxtapose, superimpose, or imbricate his shots. He fits together photographs representing architectural complexes, highways, and people, all with the same intensity.

YELLOW KORNER CATALOGUE YK

AURELIEN VILLETTE

BERNHARD HARTMANN

Architecture marks all of our lives, our lifestyle, beliefs and cultures, from our birth to our death and beyond. All of this variety leaves me awestruck, every day. AURELIEN VILLETTE

KLAUS TIEDGE

AURELIEN VILLETTE

Whether it be to represent its people, animals, or landscapes, I find that it is good for my soul. It’s so diverse, authentic, and satisfying. KLAUS TIEDGE

BOGNA ANNA GEBALSKA

DESIGN PORTFOLIO

WEBSITE DESIGN

BOGNA ANNA GEBALSKA

DESIGN PORTFOLIO

SOCIAL MEDIA GRAPHICS I INTERVIEW LAYOUT INTERVIEW

Interview with David Gram 8 November 2019

Understanding Lego’s Core For Radical Innovation

17'

ABSTRACT David Gram recalls how the Lego group moved from the brink of bankruptcy to become the most powerful brand in the world — by shifting focus back to its core capabilities. He further shares his thoughts on integrating agile processes at Lego, merging physical and digital experiences, and how to become a diplomatic rebel within large organizations.

David Gram

Director Senior Innovation Director, LEGO Creative Lab

00'

What does the innovation framework look like at Lego? To answer that, we need to delve into a bit of company history. The way Lego acted before the crisis and after is extremely different. it was the classic case of a small company growing big. Sometimes growing big in pain, as there weren’t the right processes in place to handle such growth. The brand grew strong but there wasn't a clear strategy nor a clear mission in place. There were no processes established to lead the company through innovation. Projects had no traction and there wasn’t a clear direction. So, innovation went in all kinds of directions, which led to a big crisis that nearly killed the company in 2003. After that, the company shifted focus back to its core capabilities – it was necessary to understand the value drivers. A mission statement that clearly defined the DNA of any value proposition it delivered was built. Product development processes were established, which really helped the company create a flow from early concept development to downstream launch. To help manage costs and create coherence and collaboration across the company, Lego went back to its core product - the Lego bricks. Before the crisis, designers, created a big number of innovative elements to be produced every year. This number grew to a level where it became far from cost

When the pilot was concluded, we transferred all that knowledge by moving key members of the team into new projects, where physical and digital experiences are integrated.

efficient. Thus, after the crisis, a rule was put in place — whenever you invent a new element, you have to retire an old one, and you have to make sure that the element created is not only used for one product but across other product lines. This imposed a maximum of 7,000 elements in production at any given time, which forced designers to work collaboratively across units. So, that significantly helped cost effectiveness and created a sort of lean development process which qualifies projects as they develop. Lately, we added the Creative Play Lab, which is the unit I am working in. Here, we look at the early elements and we bend the boundaries of existing core capabilities while looking to understand which ones will become essential to stay competitive in the market. How is the Creative Play Lab set up? We are a relatively small team in the Creative Play Lab. The frontend team, that drives the more incremental innovation, is a larger team that feed new experiences into the same platforms as today. Instead, our team is experimenting on getting new platforms. We are a very international team made up of 35 people, spread out globally in China, U.S., UK. and Denmark, where the HQ is placed. We employ different functions, be it designers, marketeers, business developers, engineers, project managers, and

research designers. We are a really diverse team with many different skills. We aren´t necessarily a full-feature team, but we leverage external partnerships such as vendors, freelancers, and internal specialists to support our work.

What does the Scrum/agile approach involve?

Can you tell me how ideas are generated and what does the process look like?

If we have a backlog of potentially interesting projects but we don't have resources to run all of them, key projects or activities are prioritized. Those projects are developed further by teams that create a hypothesis that then needs to be validated. The team, thus, works two weeks on making it real — and making it come alive. They still do not have a product, but a set of assumptions that becomes the hypothesis. Then, a prototype needs to be made to make people try it out. It may still be fake, as we don't want a fully functional product, but something that creates an illusion for whoever tries it out. Here, you can get an honest sort of emotional feedback, it’s about seeing how people interact with it – a non-verbalized observation.

Our process starts with analyzing what´s going on in the world outside. We have people researching and scouting, within technology, business models, as well as the consumer changes of kids, parents, and customers in retail simultaneously. This includes assessing micro and macro trends, new technologies, new consumer insights, plus potentially large disruptions that are happening generally and in our specific business. Insights are then mapped out in the direction room, in our office, where a huge wall contains all the necessary information. Finally, pattern recognition workshops are conducted — to uncover links and interest areas to focus on. We need to combine our mission with intermediate strategies to understand which patterns form a direction. Each direction typically becomes a work stream that we deep-dive into and do R&D work. This is not yet at the project stage but is rather considered an opportunity space set by the direction established through pattern recognition. From these work streams, one or more projects can arise, and once it's a project, a project team is put in place to run it. Both in the work stream process as well as in the project development process, we work around two-week work cycles, an approach borrowed from the Scrum methodology. Here, we move from creating a hypothesis to building a prototype that can be experienced by users. Then, based on the learnings, a new work cycle is put in place to further elaborate on the same hypothesis or create a new one. The process is built so that every decision, every move, and every change in the project is based on insights, not hunches. This makes us move fast and gives us a maximum investment of two weeks in the wrong direction.

The original Scrum methodology has a lot of specific rules. What we do today is called agile; yet, it leans on Scrum, as we are still using some of the same features.

If the work cycle starts on a Monday, the demo day takes place on the next Thursday. To obtain input, the whole unit as well as many other stakeholders from around the company join in. This does not revolve around democratizing the decision-making process but it's about getting external contributions to better understand these new areas and opportunities. Friday is the day where the team reflects on the input gathered from stakeholders and the leadership team. From there, a resource assessment is made use of — to understand how to proceed. Monday will then be the planning day where the next work cycle is developed, and then it all starts again. It´s not the whole company running ideation. Right now, it's just Creative Play Lab with its 35 people. I am not sure if it's something that would necessarily work everywhere, but I do believe it's something that would be beneficial in many other places across the company. Do you think this process could be transferred to other companies? I think it's useful anywhere where you are not able to completely specify what the team needs to do — where you have a starting point, but don't know the end point. If you don't know the end point,

the traditional way of working is the Waterfall Model, where you constantly move through milestones toward the end. What´s hard when using this method, is to move back upstream again. If you’ve used 18 months working like this and your final product is not appreciated by the customer, you have wasted all that time. With our approach, we only spend two weeks before checking in with customers and figuring out the next step.

customer. To understand the whole value chain, we considered the experience, the go-to-market strategy, and all the communication around it. What was really important was not to be ambitious about financial targets, but to remain targeted toward the end-to-end customer experience. All these things you cannot learn in a lab because there it will always be artificially set up and there are a lot of factors that aren’t present, which would normally be potential disruptors of your ‘perfect little play scenario’. So, we were also experimenting on how to gather maximum data, analyzing this data, and using them for live iterations. That’s another part — to be able to have a setup that's active after products go out because that's when the real work starts.

So, I think this process could work in any circumstance where you are not sure about the result — where the customer is not able to specify what they want. Scrum is used even in circumstances with clear specifications, because it's a way of checking in with your customer in an ongoing manner, not just at the end. Could you provide an example of a product that was born trough pattern detection? One of the large things that we’ve been challenged with is digitalization. It is not a secret that kids are spending more and more time with digital experiences. This started with games, but toys are also getting digitalized now. This means that customers are more able to engage and choose what they want. So, there is a big pull toward this and, being a company that produces physical toys, we need to find our way in. We have the challenge of looking at how we might leverage digitalization in our products — getting the best of both worlds. To get a foot into the market, we have conducted several foundational studies and in-home tests. We looked at how might we combine our good old brick system with these new digital devices. So, we started creating an experience on a pilot basis to understand what type of experiences we are able to create. Also, to understand what it takes for a company like us to deliver such type of experiences. What challenges a company more than a lack of ideas is the ability to execute on ideas at scale. Companies may need to build new core capabilities, new processes, and maybe reorganize themselves. So, we developed a product experience and launched it on the market in a pilot targeted toward just one market and one

During the process, we started to involve the core business, for them to understand what we were doing. When the pilot was concluded, we transferred all that knowledge by moving key members of the team into new projects, where physical and digital experiences are integrated. New capabilities were built, as a number of people have become experts from our pilot and are able to provide that expertise further downstream.

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When do you stop and integrate your developments to the business? We need to understand whether we discovered a new area and if it is one product experience or a whole set of experiences. To understand this, we bundle innovations in three areas desirability, feasibility and viability. Desirability is the extent to which costumers are willing to buy the product. Feasibility describes the company´s ability to develop the product both from an experience and process perspective. Viability determines if the idea delivers on the business objectives. When the three measures have been validated, the maturity of the project and the risk related to it is assessed. We cannot base our measures on financial returns, as it might take years before the proposal reaches the market. Thus, we measure the maturity level of our portfolio and we constantly ensure to mature new experiences to a level where they are attractive to downstream.

At Lego, we build on four key pillars to make sure you become a diplomatic rebel. You need to challenge the status quo and, at the same time, navigate the large corporate organization, while being diplomatic enough to make things work.

The new different features might be used at different times downstream, depending on the portfolio´s needs. But it´s still a win if the three key areas are ticked off. Can you describe the culture at Lego? Culture is as important as it is challenging. The challenge resides in implementing lean startup within a big corporation. It's hard to recruit people that have an entrepreneurial spirit and, at the same time, have the patience to work with slow corporate processes. Finding people that can live in that mix is tough and that´s why culture has a crucial role to play on leading innovation leadership. You need to create the perfect environment to make people thrive in that. At Lego, we build on four key pillars to make sure you become a diplomatic rebel. You need to challenge the status quo and, at the same time, navigate the large corporate organization, while being diplomatic enough to make things work.

To do so, you need to first accept initial resistance. Some people might even hate your project because it disrupts the company rules. Secondly, you need to understand the rules you are breaking. Show respect for the core business and be able to explain why you are breaking normal procedures. Thirdly, you need to build a tribe where people feel involved. Build transparency, invite stakeholders to see how you work, and create excitement to get people on board. Fourthly, make other people shine. If you make feel people accountable for the success achieved, they will come back instead of feeling obsolete. How do you deal with failure? If you run according to waterfall processes, failure can be a nasty thing. Spending a big amount of resources on a failing project represents a huge loss for the company. But with iterative work cycles, failure is accepted if you spend a maximum of two weeks to realize a hypothesis to be false. Having this process almost eliminates failure. Of course, when you bring things into the market as pilots there is always a risk that it will fail due to a variable that you couldn't have foreseen. That's why it’s important that pilots are small, so they don't represent a major investment. By doing all these things, the process is so engrained in de-risk that failures no longer are considered failures, they are lessons learned that contribute to a high degree of value into moving on to the next step. How do you leverage partnerships?

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provide the use case. Together, we co-develop, so it revolves around developing the software and the hardware as well as the play experience in the context of Lego. It´s exactly the same way with universities — they want to research a new area and we want to understand how we might tap into that field.

What were the lessons learned from this experience?

Can you provide an example of a product that came out of a partnership? We have had successful pilots as well as others that didn't move. One of the early things we worked on was Lego Architecture, targeted an older audience. When we began this project, there was no real excitement about pursuing an adult target group because it was perceived to be centered around hardcore fans, a niche thing. However, we had a hunch that there was a chance for us to tap into professional communities with high passion for specific areas. Here, we looked at architecture and said: “What if we create miniature models of famous architectonical buildings and houses and sell them to adults?”. We did a pilot first and it ended up working out well, so it was scaled to a full-fledged product line within our core business. Another more recent example is the merge of physical and digital. We did a pilot that basically proved to the company how we might create a seamless experience merging the two of these worlds. We wanted to use the best from both areas to enhance the experience and make it even more creative. This pilot was stopped, but based on that, several new experiences have come out of it and have proven to be a commercial success.

It really depends on the opportunity space we are looking into. Taking digitalization around technologies and software as an example, Lego did not have strong internal resources when it started out. We had to go outside and partner up with different companies. We started by freelancing designers with digital backgrounds and we built a huge pool of resources internally to understand which resources and processes were needed. Then, we pulled in a vendor to develop the product in joint collaboration with R&D. Typically, there is no financial transactions because there should be a mutual win between the two. They provide the technology, we

At the beginning, we had to experiment with it in a low-risk manner. We decided to do a small pilot of this in Japan on an existing Japanese site, with a small company that was already doing this with other partners. We called it Lego Cuusoo which means “wish” in Japanese

Learning about the experience itself. It felt like you were breaking the flow of the experience between playing a game and building something physically. Desktops and bricks didn't work well together. So, there were lessons learned about how to create a seamless integrated experience that doesn't feel broken. Another key lesson learned occurred on the capabilities side. We understood which type of resources, new core capabilities, and changes were needed to make in our operating model. Can you tell us your experience about innovation through the crowd? Yes, we are fortunate to have a large adult fan community. We have many adults that are passionate about the bricks, the models, and the stories. Many of them played with bricks as a child, but many others are sort of modern designers doing their own models with bricks. They aren’t just building stuff and creating stuff, they are also selling it. And if you went on Etsy, which is one of the world's biggest sites for home made products, there would be thousands of Lego products built by fans and sold to other fans. It became a big sort of shadow economy, infringing the brand in various ways. We discuss this with our legal department, and they said that we could do something but it would take hundreds of lawyers and probably up to five years. Not to mention, harm to the brand — as these people represent our strongest fans. We understood that these customers are so passionate and in love with the brand and the product, that Lego should celebrate

them. We started certifying the most successful model, providing the rights to drive a real business around it. Basically, if a customer could follow our guidelines, we would certify him or her to use our brand, no cost attached.

service crashed three times in those 24 hours. It really proved that when we tie into a community of high interest and passion, is a great deal of authenticity. Today, the platform is running and it’s a significant growth driver for the company.

That empowered customers but wasn’t very scalable. On top of that, we built a crowdsourcing platform called Lego Ideas which allows fans and consumers to come up with new product ideas. They pitch it on the site by either sketching the idea or building it, and they need to gather a minimum of 10,000 supporters on the platform. Supporters are those persons that are going to buy the product if launched at a given price point. Those that are launched are those that get the most supporters and, at the same time, have a match with Lego’s values and DNA. At the beginning, we had to experiment with it in a low-risk manner. We decided to do a small pilot of this in Japan on an existing Japanese site, with a small company that was already doing this with other partners. We called it Lego Cuusoo which means “wish” in Japanese. Here, Japanese consumers could make a wish for any given product and put it on the platform. The reason we chose Japan owed to the fact that it was already a mature Lego market with huge language barriers - we didn't want it to spread globally. We ran it for two years and the first product that came out was a Japanese submarine of sorts that could go down to six kilometers depth.

Which kind of capabilities do we need to be future proof?

We made it a legal product and we sold it in the market. It quickly became one of the bestselling items in that market ever. It showed that there was a direction, not only for gathering ideas and creating engagement but also to do business. We launched it globally being quite nervous about whether it would work on a global scale. We set about 10,000 supporters for us to review it. The first product that came out of it was Lego Minecraft. Minecraft is a very popular digital game where you build digital blocks. When a fan posted the idea of creating a physical Minecraft product but based on the game, we got more than 400,000 supporters in just 24 hours. We had millions of unique visitors on the site and the

A lot of different capabilities are needed. Digitalization is important, and we need to understand how to integrate it with the new technologies that are under development. One important capability is the ability to experiment with these new things. Technology is developing so rapidly that we need to be able to follow and that's a capability in itself. The most important thing right now is probably to build a culture that can experiment in short cycles. It’s vital to build capabilities that allow us to constantly explore and test — to build learning and knowledge around what the future might bring.

BOGNA ANNA GEBALSKA

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