The launch of the Healthcare Initiative was a real success of ours with Be-novative. The challenge was not only an inspiring call-to- action but it also resulted in ideas which were implemented earlier than expected.

Zsuzsanna Friedl, HR leader of Microsoft Hungary

Partner

Mission: “Empower every person and every organisation on the planet to achieve more”. As for 2016, the company has:

• more than 114 000 employees worldwide
• 85.32 billion USD Net Revenue

In 2015, Microsoft ranked No. 5 in the list of World’s Most Innovative Companies by 24/7 Wall St. based on data from IFI Claims Patent Services.

Goal

Microsoft Hungary has launched Healthcare Initiative with the aim to provide solutions for the problems which patients, citizens, doctors and institutions in healthcare may face with Microsoft technologies. To turn the initiative into actions, the CEO and the project owners needed creative ideas from fresh minds in a limited time. The question was: what solutions can Microsoft provide that can modernize, simplify and enhance healthcare services?

Solution

In November 2015, Microsoft has launched the Healthcare Initiative Challenge in Be-novative and invited their employees to join a 30-minute- long brainstorming session with an impact- feasibility voting. To make the session effective, the focus of the challenge was carefully developed by the project owners with the support of a Be-novative Customer Success Specialist. Moreover, the Innovation Team in Microsoft organized an “Innovation Breakfast” at the time of the kick-off of the challenge.

Outcome

The challenge was open for two weeks and resulted in:

• 198 early stage ideas shared
• 32 new people engaged in the Healthcare Initiative
• 19 ideas found to be highly impactful and feasible in only 1 year
• 10 ideas implemented in January 2016

The team, led by the CEO, could start the implementation of the first projects in only two months after starting the challenge in Be-novative.

Partner

The Ontario Medical Association (OMA) is a membership organization that represents the political, clinical and economic interests of Ontario’s medical profession. Founded in 1880 as a voluntary association of the province's physicians, the OMA plays a vital role in developing and promoting healthcare services across Ontario.

• Membership: more than 30 000 members
• Budget: EUR 363 million

Goal

With its large base of members, the Ontario Medical Association must continuously pursues opportunities for exceeding the expectations of its members through mutually beneficial communication. Involving all their stakeholders in innovation, however, is a big challenge. OMA took on a new approach by involving Be-novative in the program of its annual Council meeting in 2016. The goal was to boost discussion between delegate members around the most important issues physicians face in Ontario, and to form strategic priorities based on their insights.

Solution

In only 30 minutes, 115 participants shared 423 ideas and evaluated them based on their impact and urgency. An expert group analyzed the results, identified 6 categories, and based on this analysis, created the strategic priorities for OMA.

Outcome

Based on participants’ feedback, the 2016 Council meeting was outstandingly efficient and engaging for members who were motivated to participate actively. Be-novative empowered management to define the most crucial strategic issues based on the result of this active discussion. Inspired by the session, OMA plans to expand the discussion and involve thousands of doctors throughout Ontario to find solutions for the most pressing challenges.

Be-novative is a major player in making our innovation processes more powerful. I would recommend trying the Be-novative software to anyone.

Christopher Laska, CEO Telenor Hungary in 2014

Partner

Telenor Group is a Norwegian multinational telecommunication company.

• One of the top 500 global companies by market value (Financial Times Global 500 2015)
• More than 36,000 employees worldwide
• Revenues 2015: NOK 128 billion

Telenor is engaged in various innovation projects including open innovation with youth and third parties, research, and in-house intrapreneur programs. (telenor.com, 2016)

Goal

The Head of Digital Services was looking for breakthrough solutions for a new mobile service. A project team of 15 employees was working on finding a solution for 3 months. The team tried to involve others too to share their ideas, but it was difficult to engage employees to be creative on the top of their daily responsibilities, so the results were:

• mostly uniform solutions sent in
• without feasible ideas, implementation was missing

Solution

Be-novative provided a unique, inspiring crowdsourcing method.

The agenda contained 2 main parts:

• A 30-minute- long online session in cross-divisional teams, where hundreds of ideas were collected and evaluated based on impact and feasibility
• Selecting early stage ideas for elaboration, led by the project owner

The results:

• 5 new directions in line with strategic priorities
• 1 idea with high ratings from experts
• Implementable project plan of an innovative solution within 1 week

Outcome

The project team implemented the selected new service earlier than expected, which:

• saved 100s of working hours
• reached 400,000 users in 4 months
• generated $100,000 revenue monthly

Since then, Telenor established an Innovation Team of volunteers cross-dvisionally, which launches strategically high-priority challenges for the employee-base of the entire enterprise monthly and brings the best innovation project plans for the Innovation Board consisting of the C-level management to decide over introducing new products and services.

Partner

Cisco Systems, Inc. is an American multinational technology company. They anticipate and lead transitions, embrace and encourage disruptive innovation.

• design, manufacture and sell networking equipment
• 49.16 billion USD revenue
• 118,000 employees
• headquartered in San Jose, California

Goal

Cisco’s EMEAR Business Development has decided to go forward with a new business strategy for 2016. The topics contained:

• new products and services
• business innovations to reach new target groups
• finding new market opportunities to offer for existing customers

Cisco wanted to involve most of the region’s Business Development colleagues before their annual strategy planning event to share their ideas in just about 3 weeks.

Outcome

• more than 1250 early stage ideas in online brainstorming
• 19 detailed solution plans
• 12 implementable solutions in 1 Fiscal Year

We have reached 2 running projects with a half year long process. This result is insanely good and the expected profit is just not comparable with the amount of the investment. If you also take into account the project’s impact on the cultural change that was triggered, it is an exceptional ROI.

Frigyes Endersz, Strategic Director of T-Systems Hungary.

Partner

T-Systems is a major component of Deutsche Telekom Group, a B2B ICT company with:

• a footprint in more than 20 countries
• 46,000 employees
• external revenue of 8.2 billion EUR in 2015

Problem

T-Systems Hungary has implemented a vertical approach in its operation, which is focused on understanding customer demands and market opportunities. Nevertheless, the creation of out- of-the- box concepts remained a challenge due to some major issues, including:

• low number of feasible innovation projects in the pipeline
• low employee engagement towards innovation

Solution & Outcome

T-System’s Director of Strategy decided to find a new way to drive innovation. His team called the solution Innovation Campus, and its twin goals were: to involve employees in an inspirational experience which develops their approach towards innovation; and to create at least one feasible project idea at the Campus. The preparation for the event started with an online Be-novative challenge for the employees. They shared their ideas about how they imagined the future of the industry and experts identified the topics with the biggest potential. At the two-day- long Campus, created project concepts based in these ideas using with a powerful combination of in-person human interactions, design thinking methods, and the be- novative online tool.

The results:

• almost 400 ideas shared
• 44 ideas selected to go forward to concept creation
• 100 participants in 12 teams created innovative project concepts
• 5 concepts received awards from management
• the 5 selected concepts merged into 4 business cases and the teams started with implementation
• within 6 months, 2 out of the 4 solutions were piloted on the market

Since then, Telekom in Hungary has used Be-novative to solve various project-focused and cross-divisional innovation challenges, such as creating new business opportunities harnessing the power of big data, or improving collaboration between top managers of the technical units.

Be-novative proved to be a truly engaging platform that not only our engineers loved; it made knowledge-sharing fast, motivating and effective in all different departments which made the solutions robust and well-prepared.

Lajos Reich, CTO and Managing Director of GE Hungary in 2014

Partner

GE is a multinational digital industrial company, which was included in the list of the most innovative companies by Fast Company in 2016. By the end of 2015, the company had:

• more than 115 billion USD revenue
• 333,000 employees worldwide (ge.com, 2016)

In Hungary, GE Healthcare's engineers developed radiology software, creating value on a global level: by today every 3rd - 4th patients around the world are diagnosed with it.

Goal

“When I returned to Hungary to take the CTO position, my goal was to foster greater teamwork, to institute a complete cultural transformation. Innovation is a modality.” said Lajos Reich, CTO and Managing Director of GE Hungary in 2014.

In previous years, GE Healthcare held Innovation Weeks where usually 13-24 innovation project proposals were submitted by employees. Though the number of ideas was satisfying, the proposals lacked cross-divisional insights, because the idea-owners often worked on proposals without interaction with other teams.  GE Healthcare partnered with Be-novative to organize the Innovation Week 2014 with the aim of keeping the number of submissions around 13-24, but also stimulating collaboration in cross-divisional teams. We believed this could bring us closer to the final goal: patenting new solutions.

Solution

What has GE achieved using Be-novative in only 2 weeks?

• a quarter of the enterprise joined the brainstorming
• 133 early-stage project ideas
• 37 ideas were voted to go forward to the next stage
• 23 ideas were developed into project plans
• 23 project plans got implemented as rapid prototypes

Each solution contained the background and user needs, benefits, envisioned solution, proposed execution, expected costs and commitment of the idea owners. Others could join the project teams from different divisions and follow the implementation stages of each project. All ideas were analysed by experts who rated the submitted project plans in Be-novative.

Outcome

All 23 submitted ideas were implemented and preparation for patenting started. In comparison to previous years, the quality of the submitted ideas has been proven to increase significantly. GE Healthcare and Be-novative collaborated in various innovation projects since then, including open ideation with students on the transformative digital solutions of the future and concept creation with doctors on tackling the challenges in the field of rare cancer.