NIKOS
5 INNOVATION CASES IAKOVIDIS
CONTENTS
STRATEGY PROJECTS
2
1
3
Trends and Trade-Offs Management through MIS Risk & Threats Management Real-time respond to Smart Grid Bldg Portfolio & Resources Mgmt via Cloud Data Warehouse
LIFECYCLE MGMT Design, Construction, Renovation & Demolition Mgmt Installations and Materials Durability
INTELLIGENCE INTEGRATION
Building Structure Monitoring
Integrating Personal with Building Resources Mgmt Operations & Maintenance Management Task Management Behaviour Monitoring & Analysis
ENERGY MANAGEMENT Energy Production & Storage Management In-Building Energy Distribution Management
CLIMATE CONTROL+
Lighting Management Water Management Air Management
>95% of Installations Performing as Expected
CLIMATE CONTROL
HVAC&Light Control Water Consumption
FEEDBACK LOOP
Managing the Innovation Process for a Commercial Bank
4
NEW PRODUCT DEV
Communicating Sustainability for an Airport
Strategy for Value creation for Stakeholders around High Performance Buildings
BUSINESS PLAN
5
Useful Note:
Developing the Strategy for future Motorhome Concept
cover photo: No.1 (Royal Red and Blue), Mark Rothko (1954)
Business Plan for own Fashion Brand
Each project is described briefly through 3 paragraphs each: Brief, Solution, Achievements & Learnings. In reality these 3 paragraphs are too small to reveal the depth and true number of facets of each challenge. So, this ‘portfolio’ is more a conversation starter than a showcase and should be considered as such!
partners
Business partners
Implementation Partners
MANAGING THE INNOVATION PROCESS FOR A COMMERCIAL BANK I&D Manager
Implementation Partners
I&D team
Idea Owner
Branch Employees
Criteria
takeholder
Employees
?
Temporary Architects
I&D Architect
FINALLY
Consumer Research Department
Board of THE STAKEHOLDER Directors SUPPORTS THE IDEA TOWARDS IMPLEMENTATION!
GET AN INTERNAL OR EXTERNAL STAKEHOLDER TO SUPPORT THE IDEA AFTER IT IS CONCEIVED!
+ ?
SHIFTED PRIORITIES
VARIOUS HELPER
INNOVATION MANAGER
INNOVATION MANAGER
BUSINESS PARTNER
INNOVATION MANAGER
Idea Generation
Idea Selection
Padrino and Idea Matching
Idea Development
Idea Testing and Evaluation
Implementation
+ Pitch
Idea Owner
Business I&D Manager partners
Evaluation Session
PR of I&D Team
Representative Implementer
I&D Director
I&D Manager Innovation Board Upper I&D Management Manager
Any Stakeholder
Representative Implementer
I&D Director
Award
I&D Manager
Business partners
Innovation Board Upper I&D Management Manager
1
Any Stakeholder
I&D Manager Business partners
Implementation Partners
Implementation Partners
Implementation Partners
I&D team
Branch Employees
Criteria
Employees
I&D Manager
Business partners
Customer
Idea Owner Implementation
PR Manager Temporary Architects
I&D Architect Board of Directors
Consumer Research Department
Find a solution in the problems encountered in the innovation process of a commercial bank. The innovation process followed hindered communication between key persons and did not align the interests of all the parties involved.
In order to bridge the communication gaps, our team proposed a shift in the innovation process called ‘Padrino’. Now, all new ideas are screened by Business Partners, who are strategic collaborators from inside or outside the company. If a Business Partner is interested in an idea, she/he is included in the overall innovation process, side by side with the Innovation Manager who is the head of the process. This way, she/he can promote an idea effectively, developing a personal interest accompanied by a financial interest.
YES
Award
Idea Owner
BRIEFPartners
SOLUTION
PADRINO
THE WHOLE PROCESS: Analysis Phase
PR of I&D Team
Idea Owner Implementation
WHY NOT?
IDEA LEFT UNSUPPORTED LEAVING THE INNOVATION DEPT.
YES
Customer
PR Manager
ORIGINALLY
Implementation Partners
Partners
ACHIEVEMENTS & LEARNINGS • Understanding of stakeholder management principles, corporate politics and motivation of stakeholders towards common goals.
COMMUNICATING SUSTAINABILITY FOR AN AIRPORT HOW IT WORKS:
1. GAME SETUP
BRIEF This project is part of the course Design Strategy Project and the brief was to help Schiphol Airport communicate its sustainability actions in a way that fits its brand identity.
2. CONCEPT CREATION
5. IDEA REALIZATION 3. IDEA GENERATION
4. ASSESSMENT
CARD EXAMPLES: ENGAGEMENT Collaboration - Interaction
Personas Simplies
Collaboration can be done through interactions.
Do you know?
yr. Hannah, 34 ger Salesmana
To save energy refers to use it in an efficiently way with a minimum of waste, expense or unnecessary effort. Do you know? » Pier H lighting is operated by means of presence detection. » Many of our buildings are using energy-efficient NEON and LED lighting. » We use energy-efficient LCD monitors to replace paper-based advertising and marketing messages in the terminal. » The electric motors used for lift and conveyor belts have reduced energy consumption.
We soon realized that an agile communication strategy, aligned with the goals of Schiphol Airport, cannot be static. Therefore it was decided to create a tool in form of a board game, allowing the Airport management team to design its communication strategy autonomously and independently of outside consultancies.
ACHIEVEMENTS & LEARNINGS
» A great way to get customers involved in promoting a concept is to directly involve them in the promotion. » Involving the client into uncompleted work gives high motivation to try hard and be effective. » Educating the client (on a sustainable action or concept) makes him/ her to mentally invest into the project and design.
» The corridor leading to Pier G is illuminated on the basis of daylight.
SOLUTION
The game of consists of 4 groups of cards, summarizing ‘sustainaibility’ actions & strategies, engagement techniques, personas, and delivery tips, helping the Airport to create their own content.
Interaction design is heavily focused on behavior and on satisfying the needs and desires of the people who will use the product.
Sustainability: Energy – Save
2
BUSINESS/ PREMIUM » Higher demand for speed and reliability. » Likes exclusivity and tranquility » High demanding, early adapting
usually intended to wound as well as amuse. Examples: “Not the brightest crayons in the box now, are we?” “Don’t work too hard” to a lazy worker. “I think you should talk a little bit louder next time, the
Do you know? » The use of irony introduces an element of humour, which may make the criticism seem more polite and less aggressive.
• Used design thinking, coming up with a communication concept that is larger than individual communication attempts. • Created a borad game, with rules and 40+ cards with content that helps executives with PR & communication solutions.
STRATEGY FOR VALUE CREATION FOR STAKEHOLDERS THE 3 STRATEGY STEPS:
3
BRIEF
1 | SECURE
The goal of this project was to propose a strategy that would allow Priva, Dutch developer of Building Management Systems, to offer value to more stakeholders of the industry, on top of the facility manager and the owner and/or tenant of the building.
SOLUTION Floor Hubs Wiring Wired Routers Wireless Smart Sensors Dashboards
2 | EXPAND
STAKEHOLDER’S NETWORK Mobile Devices Integration
STAKEHOLDER’S CLOUD CLIENT MULTIPLE SERVERS
COMMON
LOCAL SERVER
INTERFACE
the Internet
MULTIPLE DATABASES
Control Node
(MiddleWare) PRIVA Proprietary BIM Software
STAKEHOLDER PRIVA’S DATA COLLECTION SYSTEM
In this case, the software that makes sense of the data runs on the stakeholder’s servers. The stakeholder keeps all raw AND performance data stored on his own servers.
Water Data Air Data Well-being Data
DATA DISTRIBUTION TO STAKEHOLDERS CLOUD CLIENTS
PRIVA
(Control Dashboards)
Energy Data
Servers do not have an active role in this model
PRIVA’S OWN 1st TIER SAFE CLOUD
MULTIPLE DATABASES the Internet
IPv6 on Ethernet Backbone
Actuators
Wiring
Wired Router (GateWay)
10 meter radius
Local Application Server CONTROLLERS of
HVAC, Energy Prod., Stor., Distr. Architectural Elements
Wireless Smart Sensors
3 | LEAD
The proposed strategy is made of 3 steps. For the short-term step, a new hardware and software platform are designed, securing Business Partners as stakeholders while establishing the system architecture foundations for the 2nd step. The midterm step is about enlarging the scope of services by offering more value to more stakeholders, including gathering data related to performance aspects that stakeholders are interested in and offer performance analysis and management in a visually appealing and easy to navigate environment. The 3rd, long-term step secures the new position through synergetic solutions and leadership in the domain of performance management for the non-residential built enviroment.
PRIVA HIGH PERFORMANCE BUILDING
FUNCTIONAL DEFINITION
202X
Smart Actuators (SmA) are deployed on a large scale
20XX
Wireless Smart Sensors (WSmS) are considered common practice
20XX
CONSOLIDATING PERFORMANCE MANAGEMENT SERVICES LEADERSHIP
STRATEGY PERFORMANCE PEOPLE PERFORMANCE BUILDING PERFORMANCE INSTALLATION PERFORMANCE
Smart Actuators (SmA) are developed and tested in pilot projects
Wireless Smart Sensors (WSmS) are deployed on a large scale
LIFECYCLE MGMT Design, Construction, Renovation & Demolition Mgmt Installations and Materials Durability Building Structure Monitoring
Integrating Personal with Building Resources Mgmt Operations & Maintenance Management Task Management Behaviour Monitoring & Analysis
ENERGY MANAGEMENT Energy Production & Storage Management
Wireless Smart Sensors (WSmS) are developed and tested in pilot projects
In-Building Energy Distribution Management
CLIMATE CONTROL+
Lighting Management Water Management Air Management
>95% of Installations Performing as Expected
CLIMATE CONTROL SMART ACTUATORS
SMART SENSORS
ENLARGING SCOPE OF CORE COMPETENCIES FOR WIDE INTEGRATIONS STRATEGIC LEVEL
SHORT-TERM LEVERAGE OF CORE COMPETENCIES
2015
NOW
Real-time respond to Smart Grid Bldg Portfolio & Resources Mgmt via Cloud Data Warehouse
INTELLIGENCE INTEGRATION
2022
2018
HIGH PERFORMANCE BUILDING! Trends and Trade-Offs Management through MIS Risk & Threats Management
HVAC&Light Control Water Consumption
FEEDBACK LOOP
ACHIEVEMENTS & LEARNINGS • Overcame my lack of technical knowledge through desk research. • Formulated the knowledge on wireless smart sensors and related communication protocols required to successfully tackle the project. • Came up with a strategy that effectively balances major trade offs that emerged in research.
MAKING SENSE OF THE FUTURE OF MOTORHOMES USER-CENTRIC APPROACH chosen type of behaviour
carefree individuality
e l o n g at e d s ta g e s o f
Life
in control
household
at t i t u d e
frequent
&
over object ownership
sweet
society
t r a n s f o r m at i v e experiences
home
t o wa r d s
h o l i d ay s
escape
being
less traditional
a n d s h o rt e r
shared
6 CONCEPTS CREATED
s u s ta i n a b i l i t y is embeded
authentic
and increased
v i rt u a l w o r l d
inequality in society
&physical world
technology
ppl look for durable
u r b a n i z at i o n
are interwined
av o i d e n c e
products
coping with
d a i ly l i f e
ppl are
ppl are looking for quality time
technology
looking for
av o i d e n c e
quality time to bond
ta k e e t h i c a l c o n s i d e r at i o n
sharing of resources
stronger
is common
government control
for their actions
collective well-being
INSIGHTS
INSIGHTS & SOLUTIONS CAMPERS ARE A MARKET-DRIVEN INDUSTRY LOYALTY IS STRONG AMONG INDUSTRY STAKEHOLDERS SMALL AND INTROVERT INDUSTRY – PREVENTS INNOVATION
A MODULAR DESIGN SOLUTION
The team immersed into motorhome history, industry and market and we conducted user interviews. Then, according to ViP (Vision in Product design) method we followed, we infered that we were designing for the domain of “bonding through unconcerned exploration” and created the future context, shown in the matrix on the right and chose the type of human behaviour the client found important to design for –carefree, escapist individuals. Together with insights, like the ascendance of experience and sharing over ownership, we developed 6 concepts, upon which the final design was based.
‘COMMUNICATION GAP’ BETWEEN END USERS AND MANUFACTURERS RAISE AWARENESS FOR THE USE OF CAMPERS AS AN EXPERIENCE
SOLUTIONS
Digital Design Solutions, a German automotive studio, asked a team consisted of 6 students from all three Master’s programmes of the faculty of Industrial Design Engineering, to come up with a concept for a future motorhome.
SOLUTION
engage
to bond
individualists
BRIEF
home
Increasing Pace Of Life
i n e v e ry t h i n g
4
SERVICE ORIENTATION WILL ALLOW FLEXIBLE AND CHEAPER USE OPTIONS CREATE A SEAMLESS EXPERIENCE TO APPEAL TO YOUNGER CUSTOMERS NEW REVENUE STREAM (SUBSCRIPTION FEES) CLOSING FEEDBACK LOOP FOR MANUFACTURERS
ACHIEVEMENTS & LEARNINGS • Conceived the product-service package • Designed accompanying new business model, which greatly affected the design of the motorhome.
DEVELOPING THE BUSINESS PLAN FOR FASHION BRAND
5
THE IDEA:
regular shirt
outlines of an icon
final product
BRIEF During the academic year 2011-2012 I developed the business plan for a casual clothing brand, which had been awarded as entry in the SDA Bocconi ‘Business Idea in Fashion’ competition.
SOLUTION The idea can be summarized as an urban casual brand with items stamped with designs depicting the outlines of iconic clothing, like a tuxedo or a captain’s uniform. The taret group is men & women, 16-34 years old, middle/upper class. Market-to-stock supply strategy is chosen as it enables fast alternation between various prints and limited time to market. Also, conventional bricks-andmortar distribution channels are necessary for connection with clients and brand awareness creation.
Brand Matrix that allows us to position ourselves in relation to the market. “Gamut” has been chosen as the brand’s name. It is short, sounds the same in most languages and connotes the range of different prints that is essential to the brand.
Brand values’ MoodBoard
ACHIEVEMENTS & LEARNINGS • Formulated a complete overview of creating a new business, from the initial idea to the marketing plan, brand values, positioning, stock strategy, bricks&mortar vs online strategy. • Crafted complete calculations of profits/ costs, balance sheets and cash flows.
SNAPSHOTS FROM PRESENTATIONS/RESEARCH
NIKOS IAKOVIDIS
niakov@gmail.com +44 7577 819619
This document, including all accompanying pictures and visualisations, is not to be published or revealed in any way without prior written permission of the creator. Copyright Š Nikolaos Iakovidis 2013 - 2014. All rights reserved.