Creating innovations over managing ideas
Ideas arise from an exchange between different people. At the coffee corner, at lunch or when sharing a taxi on the way to the train or airport. But when more and more such opportunities no longer exist due to distributed remote work and home office regulations, a significant problem arises: creativity and the ability to innovate fall by the wayside. beeBlum can help you change that!
we are happy to show you beeBlum in a personal online demonstration.
Systemic, not procedural approach
Intuitive, "gamified" end-user app for iOS and Android
Personal, AI-supported feed for company-wide communication & ideation
Customer-specific criteria
Support of agile decision-making workflows: Developing ideas together to real alternative courses of action
Innovation processes are different
In contrast to most processes in companies that are designed for efficiency, the innovation process has to be thought of completely differently. Innovation processes are not linear. You have no defined end. There is no expected result.
Ideas often arise at the beginning of a process in a kind of black box. In order to enable innovations, however, it is much less about the delivery and selection of ideas than about managing this early phase. The reason lies in the leverage effect of all actions. Here you decide on acceptance or resistance, participation or blockade, courage or fear. With increasing project duration, effort and costs increase continuously, so that the real possibilities of influence dwindle. The main focus here is on the design and creation of spaces of opportunity. Complexity has to be developed, not reduced. It must be convergent thinking, so thinking continuously fed into opportunities. This can only succeed, however, if opportunities are created to integrate such an exchange into the daily work routine. When selection and decision-making processes are decentralized and cooperation is carried out across as many spatial and professional boundaries as possible.
Complexity is the most valuable resource in the innovation process
Our brain continuously compares external information about our sensory perceptions with the stored knowledge, our experiences and memories. In just fractions of a second these are analyzed and emotionally assessed by the limbic system. If a thought arises from this, an idea that is considered valuable, it penetrates our subconscious and can be processed consciously and rationally. So ideas do not arise out of nowhere, but develop through iterative feedback and exchange. But because new possibilities only arise through complexity, it becomes a resource here that must not be reduced under any circumstances.
Our tacit knowledge is of enormous importance for the development of creative ideas and innovative ideas. This form of knowledge is based on experiences, memories and convictions and is also shaped by personal value systems. It differs from explicit knowledge in that one does not consciously dispose of it and therefore cannot express it verbally. That is why one sometimes speaks of "silent knowledge" in this context. Implicit knowledge can be converted into explicit knowledge in a phase of externalization with the help of visual language such as metaphors or hypotheses.
The reverse process is called internalization. Through constant application and individual experience, explicit knowledge is transformed into implicit knowledge and is thus available for further knowledge generation.
The key to acquiring new tacit knowledge is the exchange of experiences in the so-called phase of socialization. With the help of communication, but especially only through observation, imitation and practical application, people can acquire new tacit knowledge. By combining different areas of explicit knowledge, new systemic knowledge can be created. In this way, we open up new contexts and possibly learn to think outside the box. These processes interact with and with each other and thus form a spiral.
The secret spice in the innovation process is to come up with a really new approach. Creativity, imagination, iteration, and feedback are ten times more important than experience.
By enabling our brain to get to know new, unknown perspectives, we make use of this principle. The creation, sharing, organization and joint development of contexts, i.e. the ability to efficiently tap into the knowledge of several departments at once, creates innovation. This is not a linear process and therefore cannot be managed linearly, but should be supported systematically.
In order to work on a field of activity in beeBlum, the responsible department creates a situation and invites various stakeholder groups to do so. They then have the opportunity to contribute information and ideas based on their different experiences. This creates a mutually unaffected basis for developing possible options for action. Everyone involved interacts via their personal feed. Useful information can also be added to your own situations at any time from here. This creates a permanent change between context-specific information exchange and creative interaction .
beeBlum supports you in deriving real alternative courses of action from good ideas
Before an innovation is launched, alternative approaches can be considered and individually assessed. This includes "soft" factors, such as the consideration of opportunities or enthusiasm factors, as well as "hard" key figures such as budget or price. In this way, a criteria catalog is created and filled with content, as it were. If the decision template is classified as ready for decision, the decision maker (s) have the option of requesting further criteria or information, submitting the decision or making a decision on the existing basis.