{"id":10914,"date":"2019-10-01T08:33:34","date_gmt":"2019-10-01T06:33:34","guid":{"rendered":"https:\/\/coachingexpertteam.com\/lean-innovation-examples\/"},"modified":"2022-12-08T10:29:20","modified_gmt":"2022-12-08T10:29:20","slug":"lean-innovation-examples","status":"publish","type":"post","link":"https:\/\/coachingexpertteam.com\/sr\/lean-innovation-examples\/","title":{"rendered":"Primeri Lean inovacije"},"content":{"rendered":"

Ovaj \u010dlanak je preuzet sa sajta MovesTheNeedle,\u00a0https:\/\/www.movestheneedle.com\/blog<\/a>, napisao Brant Cooper<\/em><\/p>\n

Sada kada imamo bolje razumevanje \u0161ta je to Lean inovacija, evo nekoliko primera kompanija sa kojima smo radili kako bi bile sposobne da integri\u0161u Lean na\u010din rada u svoju organizaciju.
\nIako su primeri iz razli\u010ditih industrija, rezultati su mo\u0107ni indikatori da i velike korporacije mogu da naprave veliki impakt koriste\u0107i Lean inovaciju.<\/p>\n

PRIMER 1: ING<\/strong>
\nPrvi primer kako je korporacija sjajno sprovela Lean inovaciju je ING, globalna finansijska institucija.
\nNa jednoj od na\u0161ih Inovacionih ve\u010deri sa direktorima, pri\u010dali smo o povratku investicije za inovacije i \u201e3 horizonta rasta\u201c.
\nOno \u0161to je ING uspeo je da razvije razli\u010dite programe koji uti\u010du jedni na druge kroz te horizonte rasta.
\nNjihov inovaciono transformacioni program PACE adresirao je potrebu za inovacijom kroz tri vremenska horizonta, kratkoro\u010dni, srednjero\u010dni i dugoro\u010dni.<\/p>\n

\u201ePACE Everyday\u201c u\u010di ljude kako da postanu preduzetnici, kako bi unapredili postoje\u0107e proizvode i tr\u017ei\u0161te, ali ovaj program tako\u0111e te\u017ei da odgovori na pitanje \u201eKako \u0107e bankarstvo izgledati za 5, 6, 7 godina i \u0161ta mi mo\u017eemo danas da uradimo da postavimo temelje za to?\u201c
\nNe samo da su razvili interni program koji adresira svaki horizont rasta, nego su implementirali ovaj na\u010din rada od prakti\u0161inera do senior lidera.
\nOni su izuzetno ambiciozni u postavljanju inovacionih ciljeva, tako da planiraju da 50% njihovih zaposlenih (50-60,000 ljudi) radi na ovaj na\u010din do 2020, i konstantno eksperimenti\u0161u sa strukturom njihove kompanije kako bi maksimizovali efektivnost i radili kao Lean inovaciona kompanija.<\/p>\n

Zaklju\u010dak:<\/em>
\nKreiranje inovacionih programa pripremljenih za svaki horizont rasta i liderskog nivoa zaposlenih je sjajan na\u010din da se transformi\u0161e na\u010din kako funkcioni\u0161e kompanija i kreira rast i prihodi kako u kratkom vremenskom roku tako i u budu\u0107nosti.<\/p>\n

PRIMER 2: AIA<\/strong>
\nIako je ING sjajan primer kako kompanija prolazi kroz inovacionu transformaciju, malezijska osiguravaju\u0107a ku\u0107a AIA je videla trenutne rezultate uvode\u0107i lean inovacione principe na takti\u010dkom nivou.
\nAIA je po\u010dela njeno inovaciono putovanje tako \u0161to je identifikovala grupu ljudi koji su postali \u201einovacioni \u0161ampioni\u201c: individualci koji \u0161ire inovacionu kulturu kroz kompanijske radionice, akceleratorske programe i obezbe\u0111uju\u0107i mentoring i savetovanje za timove koji su u\u010dili kako da rade na \u201epreduzetni\u010dki\u201c na\u010din.<\/p>\n

Tokom pro\u0161le godine, radili smo sa tim \u201einovacionim \u0161ampionima\u201c kako bi ih ubrzali kroz nekoliko inovacionih sprintova.
\nIz tih sprintova, AIA je lansirala 2 nova proizvoda i primila sredstva za pokretanje dodatna dva interna startup-a. Njihovi sprintovi su bili tako uspe\u0161ni, jer su u tipi\u010dnom sprintu koji je trajao 3-5 dana uspeli da sa 5 tima pokrenu \u010dak 30 eksperimenata i imaju interakciju sa skoro 700 korisnika!
\nKoli\u010dina posla koju su ovi inovacioni timovi uspeli da urade u toku samo jedne nedelje je bila zapanjuju\u0107a.
\nIako AIA nije imala jasno definisane sve ciljeve i put za sve oblasti inovacije, kada pri\u010damo o postizanju prvog cilja, i njegovog impakta na organizaciju, nema druge korporacije koja je bila u stanju da to uradi br\u017ee.<\/p>\n

Zaklju\u010dak:<\/em>
\nAgresivni sprintovi, mnogo eksperimentisanja i interakcija sa korisnicima mo\u017ee dovesti do brzog i zna\u010dajnog impakta.<\/p>\n

PRIMER 3: KOMPANIJA ZA MEDICINSKE URE\u0110AJE<\/strong>
\nZadnji primer je kompanija koja izra\u0111uje medicinske ure\u0111aje (\u0107ije ime ne\u0107emo spominjati) koja je ve\u0107 imala internu grupu i koristila design thinking kao metodologiju za evaluaciju zone budu\u0107eg rasta.
\nI dobra stvar je da se to de\u0161avalo dok je njihov trenutni biznis model bio ugro\u017een od konkurencije\u2026
\nOno \u0161to je ovde zanimljivo je da kompanija nije o\u010dekivala da \u0107e inovaciona praksa doneti nove proizvode\u00a0 koje \u0107e mo\u017eda dovesti do velikog rasta i sa\u010duvati da kompanija ne ode u ste\u010daj.
\nOni su se odlu\u010dili za kori\u0161\u0107enje Lean principa za komercijalizaciju trenutnih proizvoda na novim tr\u017ei\u0161tima.
\nOni nisu razmi\u0161ljali kako da unaprede razvoj proizvoda, ve\u0107 kako da iskoriste Lean inovaciju\u00a0 za pronala\u017eenje prilika za rast koriste\u0107i postoje\u0107i biznis model.
\nTipi\u010dno, kompanije koje koriste design thinking samo za pronala\u017eenje re\u0161enja koje adresiraju specifi\u010dnu potrebu tr\u017ei\u0161ta, se fokusiraju na proizvod i samo na proizvod.<\/p>\n

To je problem.
\n\u010cak i ako doka\u017eete da je proizvod po\u017eeljan to i dalje ne zna\u010di da \u0107e ga ljudi kupovati. Ova kompanija se prakti\u010dno nije ni dotakla promene biznis modela i kako se on mo\u017ee skalirati.
\nAli u ovom primeru, kompanija je iskoristila Lean inovaciju da komercijalizuje svoje proizvode na novom tr\u017ei\u0161tu.
\nOni su morali da na\u0111u kanale za distribuciju i prodajne metode.
\nOni su morali nau\u010diti da li su ostali proizvodi ili karakteristike neophodne kako bi kompletirali sliku iz ugla korisnika.
\nKako bi to postigli, koristili su 3E inovacije: Empatiju, Eksperimentosanje i Dokaze (evidence).<\/p>\n

Zaklju\u010dak:<\/em>
\nUkoliko shvatimo da nije bitan samo proizvod , ve\u0107 povezivanje inovacije i rasta, to nam poma\u017ee da odgovorimo na pitanje: \u201eKako da primenimo Lean inovaciju na ono \u0161to ve\u0107 imamo kako bi otkrili nove prilike i smanjili vi\u0161ak operacija u komercijalizaciji proizvoda.\u201c<\/p>\n

Lean Inovacija ukratko<\/strong>
\nKorporacije ne zalaze u su\u0161tinu inovacije.
\nTr\u017ei\u0161te razmi\u0161lja druga\u010dije od razvoja, koji razmi\u0161ljaju druga\u010dije od rukovodstva. To \u010dini da zapravo nemamo nikakvu inovaciju i ostavlja kompaniju osetljivu na konkurenciju i prirodnu eroziju postoje\u0107ih proizvoda i tr\u017ei\u0161ta.
\nInovacija mora biti povezana sa trenutnim \u017eivotnim ciklusom proizvoda, tehnolo\u0161kim trendovima i strate\u0161kim prioritetima kompanije.<\/p>\n

Velike korporacije zahtevaju \u0161irok portfolio inicijativa koje \u0107e razviti prilike za rast kroz vreme i blisku budu\u0107nost.
\nNeizvesnost vreba kroz ovaj vremenski kontinum.
\nLean inovacija smanjuje vreme otkrivanja nove vrednosti, gde god je prisutna nesigurnost.
\nKori\u0161\u0107enjem Empatije , Eksperimenata, i Dokaza (Evidence), svi zaposleni, od prvih linija do top menad\u017ement mogu umanjiti rizik od nepoznatog u njihovom pohodu kreiranja nove vrednosti i rasta.<\/p>\n

\n
<\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"

Ovaj \u010dlanak je preuzet sa sajta MovesTheNeedle,\u00a0https:\/\/www.movestheneedle.com\/blog, napisao Brant Cooper Sada kada imamo bolje razumevanje \u0161ta je to Lean inovacija, evo nekoliko primera kompanija sa kojima smo radili kako bi bile sposobne da integri\u0161u Lean na\u010din rada u svoju organizaciju. Iako su primeri iz razli\u010ditih industrija, rezultati su mo\u0107ni indikatori da i velike korporacije mogu da naprave veliki impakt koriste\u0107i Lean inovaciju. PRIMER 1: ING… <\/p>\n

Read More<\/a><\/p>\n","protected":false},"author":2,"featured_media":10370,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[79],"tags":[],"class_list":["post-10914","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-blog-sr","is-cat-link-solid-light is-cat-link-rounded"],"acf":[],"yoast_head":"\nPrimeri Lean inovacije • Coaching Expert Team<\/title>\n<meta name=\"description\" content=\"Ulaganje u obrazovanje je najisplativije, sa dalekose\u017enim i odr\u017eivim koristima.\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/coachingexpertteam.com\/sr\/lean-innovation-examples\/\" \/>\n<meta property=\"og:locale\" content=\"sr_RS\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" 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