# Nosco — full content corpus Source: https://nos.co Generated: 2026-08-27T09:26:20.636Z # Brand pages ## Home URL: https://nos.co/ Nosco — innovation platform and consultancy. --- ## About URL: https://nos.co/about-us/ The team, mission, and impact behind Nosco. --- ## Contact URL: https://nos.co/contact-nosco/ Get in touch with Nosco. --- # Platform URL: https://nos.co/platform/ Ideas, innovation projects, AI opportunities, transformation initiatives, operational improvements - Nosco gives every team the structure to build, manage and accelerate their pipelines, and leaders the visibility to act on what matters most. ## Purpose-built, not bolted on Nosco creates purpose-led features that matter. Built in close cooperation with our customers, they intuitively solve real problems, and help your organisation achieve results without unnecessary complexity. ## Platform capabilities - **Brand the challenge** — Brand your innovation challenge with a custom design to fit your corporate identity. - **Brand your initiative** — Brand your open innovation initiative with a custom design. - **Comments** — Engage participants through social features such as commenting, liking, and following ideas. - **Delegate rights** — Delegate rights to set up and run campaigns. - **Ease of setup** — Ease of setting up idea campaigns. - **Enable Collaboration** — Enable cross-team collaboration via online team formation. - **Engage participants** — Engage participants through social features such as commenting, liking, and following ideas. - **Evaluation** — Manage distributed evaluation and screen hundreds of ideas. - **GDPR** — GDPR compliant collection and storage of personal data. - **Invite external parties** — Invite external parties to your platform. - **Manage evaluation** — Manage distributed evaluation and screen hundreds of ideas. - **Manage ideas** — Manage ideas from submission, growth to implementation. - **Reuse of best practice** — Reuse of best practice processes and templates. - **Run multiple campaigns** — Run multiple campaigns across your organisation. - **Social signup** — Easy sign up with email, Google, Facebook or LinkedIn. - **Target idea campaigns** — Ability to target idea campaigns to select individuals or groups. ## Secure by default GDPR-compliant. EU data residency. ISO/IEC 27001-aligned ISMS. ISAE 3402 audited annually. SSO, SCIM, and granular permissions out of the box. - **GDPR Compliant** — Full compliance with EU data protection law. DPAs based on the European Commission's Standard Contractual Clauses. - **EU Data Residency** — All customer data hosted on AWS within the European Union. Data does not leave the EU region in normal operation. - **ISO/IEC 27001** — Information Security Management System aligned to ISO/IEC 27001, with documented controls, governance, and operational processes. - **ISAE 3402 Audited** — Security controls and operational processes independently verified through annual ISAE 3402 audits. - **SSO / SCIM** — Single sign-on and automated user provisioning via Microsoft Entra ID and other SAML 2.0 identity providers. - **Granular Permissions** — Role-based access control across pipelines, ideas, and individual data fields — configurable per use case. --- # FAQ URL: https://nos.co/faq/ ## How much does Nosco cost? Nosco offers transparent pricing in three tiers, matched to organisational maturity: - **Free trial:** 90 days, full functionality for up to 10 users, no commitment. - **Self-serve plans:** for teams getting started or running focused programs, priced at €5 per user per month. - **Business and enterprise agreements:** for larger deployments of 100+ users, with listed-user or active-user pricing. Detailed pricing for business and enterprise agreements is shared during scoping, once Nosco understands the customer's use cases and scale. --- ## How does Nosco handle information security? Nosco operates a comprehensive Information Security Management System (ISMS) set up and managed in accordance with ISO/IEC 27001 and audited annually under ISAE 3402. This means information security controls, governance, and operational processes are independently verified against recognised international standards. Detailed security documentation – including controls, sub-processors, and architecture – is available on request under NDA for procurement and security review teams. --- ## Is Nosco only for innovation teams? Nosco supports multiple innovation pipelines across an organisation in a single platform. Typical use cases include: - Innovation challenges and idea campaigns - R&D idea pipelines - Product development pipelines - AI and digital transformation pipelines - Continuous improvement pipelines - Research grants management - Open innovation challenges with external partners (customers, suppliers, universities, startups) Administrators can configure submission forms, stage-gate processes and evaluations, pipeline and portfolio overviews (Kanban, swimlanes, XY bubble charts), and integrations and automations (SSO, Power BI, Power Automate, and more) directly in the platform - no code required. --- ## What is Nosco? Nosco is a leading innovation management platform that helps mid-to-large enterprises manage end-to-end innovation pipelines - from idea capture and evaluation to portfolio reporting. We're also a consultancy, so customers get software and hands-on expertise in one. --- ## Is Nosco GDPR-compliant and where is Nosco customer data stored? Yes. Nosco is GDPR-compliant. The Nosco platform is hosted on Amazon Web Services (AWS) within the EU region. Data Processing Agreements are based on the European Commission's Standard Contractual Clauses (SCCs). Data residency, retention, and deletion policies are documented and contractually committed. --- ## How does Nosco use AI? Nosco uses AI to accelerate specific parts of the innovation workflow. Today, AI in the Nosco platform supports: - Idea articulation and refinement, helping submitters strengthen their proposals - Intelligent search and discovery across pipelines and portfolios - Evaluator feedback consolidation, turning multiple comments into clear summaries - Administrative and workflow configuration AI enhances the innovation process. It does not replace human judgment, governance, or accountability – and Nosco does not pretend it does. --- ## What kind of support does Nosco provide? Nosco customers receive more than software. Support includes: - Expert-led platform support from people who understand innovation, not generic ticket handlers - Consulting across innovation strategy, governance, and execution - Hands-on help shaping pipelines, portfolios, and decision frameworks - Training and capability building for innovation teams Support comes from experienced innovation practitioners who have typically run programs comparable to the customer's. --- ## Where is Nosco based? Nosco is based in Copenhagen, Denmark. --- ## How fast can we get started with Nosco? A first idea campaign or pipeline can typically be live in less than a week from kickoff. Nosco supports rapid time-to-value through an intuitive interface that requires minimal training, best-practice templates for common innovation use cases, and implementation guidance from experienced innovation practitioners. Teams can start with a single use case and expand at their own pace. --- ## Is Nosco recognised by industry analysts? Yes. Nosco is recognised by QKS Group as a leader and innovator in innovation management in the SPARK Matrix™: Innovation Management, 2025 report. Nosco has also been recognised as a leader in innovation management by Forrester and Gartner. This recognition reflects Nosco's technology foundation, flexibility across use cases, European enterprise focus, and the combination of software with hands-on innovation expertise. --- ## Who uses Nosco? Nosco is used by mid-to-large enterprises with 500 to 100,000+ employees that need a structured, scalable way to manage innovation across R&D, product development, AI and digital transformation, operations, and sustainability. Typical users include innovation leaders, R&D and product leaders, transformation teams, operational excellence teams, and executives who need transparency into pipelines and portfolios. --- ## Why choose Nosco? Organisations choose Nosco because it: - Fits real organisational complexity without adding complexity - Scales from small teams to enterprise-wide deployments without becoming rigid - Combines configurable software with deep innovation expertise - Is European-based and enterprise-grade, with EU data residency and ISO 27001 / ISAE 3402 assurance - Delivers transparency, collaboration, and measurable impact across innovation portfolios In short, Nosco focuses on making innovation operations manageable. --- ## Does Nosco scale across large enterprises? Yes. A single Nosco tenant supports global enterprise deployments with tens of thousands of active users, multiple business units and geographies, internal and external collaboration, and portfolio-level reporting for leadership. Customers do not re-platform as they grow. --- ## What companies use Nosco? Nosco customers include leaders in their fields, such as Danfoss, Linde, Merck, Ramboll, Coloplast, and Raiffeisen. Customers span industries including industrial manufacturing, life sciences, engineering services, energy, medical devices, and financial services. --- ## What does Nosco integrate with? Nosco integrates with enterprise infrastructure, including: - Microsoft Azure / Microsoft Entra ID for single sign-on (SSO) and user provisioning (SCIM) - AI assistants via Model Context Protocol (MCP), including Microsoft Copilot and Anthropic Claude - Microsoft Power BI for advanced analytics - Microsoft Power Automate for workflow automation - A documented REST API (OpenAPI / Swagger) for custom integrations --- ## What makes Nosco different from other innovation management platforms? Nosco combines flexibility, enterprise-grade functionality, and innovation expertise in three specific ways: - **A configurable platform.** Pipelines, forms, workflows, and portfolio views adapt to your processes – without code. - **Purpose-built support for innovation pipelines and portfolios.** Stage-gates, evaluation logic, and portfolio analytics are core, not bolted on. - **Direct access to innovation experts.** Nosco is both a software company and a consultancy. Customers work with practitioners who have run innovation programs themselves. --- # Articles ## Behind Many Failed Innovation Efforts Sits a Beautiful Dashboard URL: https://nos.co/articles/why-dashboards-hide-innovation-failures/ Date: 2026-05-18T09:31:00.000Z A CEO once reflected on a string of failed innovation initiatives with a simple line: “For every one of our failures, we had spreadsheets that looked awesome.” What makes the quote powerful isn’t the criticism of numbers – it’s the recognition of their limits. Spreadsheets didn’t cause the failure. They just made it harder to see. In today’s organizations, spreadsheets have been replaced by dashboards. But the dynamic is remarkably similar. Most corporate innovation failures don’t happen because leaders don’t care. They happen because leaders care from a distance. If you’ve worked with innovation portfolios for any length of time, you’ve likely seen it: a beautifully designed dashboard, live KPIs, clean traffic lights, quarterly updates that look reassuringly “under control”. And then – suddenly – nothing works. The most promising initiative stalls. A core assumption turns out to be wrong. Three years and millions later, the organization quietly moves on. **The dashboard didn’t lie. It just didn’t tell the truth.** ## **The seduction of the aggregate** Dashboards are irresistible to leaders for good reason. They provide: - Comparability - Pattern recognition - A sense of control - Distance from operational noise In *business as usual*, this works remarkably well. Financial performance, operational efficiency, supply chain metrics all benefit from aggregation. But innovation is not business as usual. Innovation exists precisely where: - Outcomes are uncertain - Progress is non-linear - Teams work with incomplete information When you aggregate uncertainty, you don’t reduce risk – **you erase the signal**. ## **Innovation can’t be led in the aggregate** An innovation portfolio is not like other transformation or improvement programs. Most transformation and improvement portfolios are characterised by a large number of projects with a moderate degree of variance – and can be managed in the aggregate based on the law of large numbers. Most innovation portfolios cannot because the portfolios are often smaller, and the individual projects display much higher degrees of variance. Each project has: - Different uncertainties - Different learning curves - Different leadership needs Trying to “manage” innovation through portfolio-level KPIs – like # of initiatives, percentage core/adjacent/transformational split, and [risk-adjusted NPV of pipeline](/articles/building-decision-ready-portfolio-overview/) – is like trying to manage people by only tracking headcount, performance distribution, and revenue per employee. Technically accurate. Practically useless. ## **Innovation needs proximity, not just oversight** Successful innovation leaders are uncomfortably close to the work. They: - Know the teams - Understand the hypotheses - Can sense when confidence is warranted – and when it’s performative - Recognize when “green” actually means “unexamined” This doesn’t mean micromanagement. It means **involvement without interference**. Just like people management you don’t manage talent by dashboard alone. You manage it through conversation, observation, and judgment. Innovation management is far closer to leadership coaching than operational reporting. ## **The role of qualitative insight** If dashboards struggle with innovation, what’s missing? **Narrative.** The most important innovation signals are often qualitative: - How confident is the team in their core assumptions? - What surprised them this month? - What’s blocking them – and why? - What are they no longer sure about? These insights don’t compress well into KPIs. Yet they are exactly what senior leaders need to decide: - Where to lean in - Where to challenge - Where to give air cover - Where to stop pretending Innovation progress happens through learning, not ticking boxes. If learning isn’t visible, progress isn’t real. ## **Cadence over reporting** One of the most reliable predictors of innovation success isn’t a metric. It’s meeting cadence. Specifically: - Regular, structured conversations between project teams and their sponsors - Focused on learning, not justification - Repeated often enough to create pattern recognition These aren’t status meetings. They’re sense-making sessions: - What have we done? - What have we learned? - What has changed – and why? Over time, leaders develop a feel for the project. That “feel” is often what triggers: - Timely intervention - Course correction - Or a brave, early stop And that “feel” can be translated into [**project health indicators**](/articles/building-your-innovation-pipeline-portfolio-overview/) like: - Overall health – What is the overall health of the project? - Scope – Are we clear on the assumptions to be tested? Is the scope realistic? And is it still relevant to the business? - Resources – Does the project have the needed resources? - Traction – Is the project making traction in terms of testing assumptions? These indicators aren’t KPIs in the traditional sense – they are prompts for gauging the progress of the project. And they are closer to how experienced leaders assess people: contextually, comparatively, and over time. ## **Staying close to what matters most** No leadership team can be close to everything. Which makes selectivity critical. A mature [innovation operating model](/services/innovation-operating-model/) allows leaders to: - Zoom in on a few critical initiatives - Maintain light-touch visibility on the rest - Dynamically shift attention as risk changes The question isn’t: “How do all projects perform?” It is: “Which projects need leadership attention right now?” That answer rarely comes from summations or averages. It comes from **transparency of variance, tension, and uncertainty**. ## **Dashboards are not the enemy** Dashboards aren’t the problem. **Substituting dashboards for leadership** is. Used well, overviews should: - Preserve granularity, not erase it - Support questions, not provide comfort - Trigger conversations, not replace them The strongest innovation dashboards don’t try to simplify reality. They invite leaders back into it. ## **The real work of innovation leadership** Innovation fails not because leaders lack insight – but because they rely on representations of reality that were designed for stability. Innovation demands something harder: - Presence - Curiosity - Judgment - And the humility to admit that progress can’t always be summarized Behind many failed innovation efforts sits a beautiful dashboard – perfectly aligned, reassuringly green, and quietly disconnected from the truth. The leaders who succeed choose something messier. They choose **closeness over comfort**. --- ## Building a Decision-Ready Portfolio Overview URL: https://nos.co/articles/building-decision-ready-portfolio-overview/ Date: 2026-05-04T09:37:00.000Z We caught up with [Sebastian Cadell](/team/sebastian-cadell/), Partner & COO at Nosco, following a recent session on pipeline and portfolio overviews. In this conversation, Sebastian shares practical insights on why most portfolio efforts fail, how organisations can break the cycle, and what it takes to build simple, decision-ready overviews that leadership can actually use. ## Why do so many organisations struggle to build a working portfolio overview? Most organisations don’t struggle because they lack frameworks. There are plenty of models out there. The challenge is making them work in practice. What we typically see is a lack of alignment on what to track. Different teams create their own views, reporting gets duplicated, and complexity increases over time. The natural reaction is to add more data, more attributes, more detail. Before long, the overview becomes too heavy to maintain and too difficult to trust. ## What is the typical pattern when portfolio efforts break down? There is a clear pattern. Leadership looks at the portfolio and feels it doesn’t provide enough insight to make decisions. So they ask for more information. The portfolio manager adds more attributes, which increases the burden on project owners. Updates become a chore, and data quality drops. As trust decreases, leadership asks for even more detail. This creates a vicious cycle where the effort increases while the value decreases. ## What actually works when building a portfolio overview? What works is disciplined simplicity. Instead of trying to capture everything, organisations need to agree on a small set of dimensions that truly matter. Typically, this includes why the initiative exists, how ambitious it is, its potential impact, the expected time horizon, the level of certainty, and whether it is progressing. When these dimensions are clear and consistently applied, it becomes possible to compare initiatives, prioritise effectively, and maintain the overview over time. ## How should organisations think about early-stage data and uncertainty? Early-stage innovation is inherently uncertain, and this needs to be reflected in how data is handled. A common mistake is trying to calculate detailed financial metrics too early. This often leads to false precision. Instead, it is more useful to work with ranges or categories that allow initiatives to be compared without overestimating accuracy. Being approximately right creates better decision-making than being precisely wrong. ## Where do tools typically fall short? Tools often fail in two key areas. First, data capture. If updating information is not simple and integrated into the way teams already work, it will not happen consistently. Second, visualisation. Many organisations rely on manual PowerPoint updates or reporting tools that are not designed for the type of visualisations that are needed. This leads to static views that quickly become outdated. What is needed is a setup where data is captured once, close to the source, and can be visualised in multiple ways depending on the audience and decision context. ## How does this connect to the increasing focus on AI? There is a direct connection. AI depends on structured and reliable data. If portfolio data is fragmented or locked in slides, it cannot be meaningfully used for decision support. When organisations establish a consistent and continuously updated portfolio structure, they create a foundation that can be leveraged by AI tools. Without that foundation, the value of AI remains limited. ## How would you recommend organisations get started, or restart, their portfolio efforts? Start smaller than you think. Many organisations fail because they try to design a complete solution from the beginning. Too many stakeholders, too many attributes, and too many use cases create unnecessary complexity. Define a small set of dimensions, ensure the data can be updated easily, and start using the overview in real decision-making settings. From there, iterate based on what actually proves useful. This is also where the Nosco platform plays an important role. It allows organisations to start with a simple setup and gradually expand as they learn what works. The platform is designed to adapt and scale with the organisation, supporting both early-stage simplicity and more advanced portfolio needs over time. --- ## Building Your Innovation Pipeline & Portfolio Overview URL: https://nos.co/articles/building-your-innovation-pipeline-portfolio-overview/ Date: 2026-04-15T09:19:00.000Z Most innovation leaders can sketch an innovation pipeline or portfolio model on a whiteboard in under five minutes. McKinsey’s [**Three Horizons**](https://www.mckinsey.com/capabilities/strategy-and-corporate-finance/our-insights/enduring-ideas-the-three-horizons-of-growth). The Innovation Ambition Matrix (maybe better known as the Core–Adjacent–Transformational framework). Strategyzer’s [Explore-Exploit portfolio map](https://www.strategyzer.com/library/the-explore-and-exploit-continuum). The frameworks are well known. The terminology is shared. And yet, in practice, most organizations still struggle with a basic question: “**Do we actually have one shared, transparent view of our innovation pipeline and portfolio?”** For many, the honest answer is “no”. ![Innovation pipeline overview in Nosco showing initiatives grouped by discovery, shaping, and validation stage](./pipeline-kanban.png) ## The real challenge isn’t the framework – it’s the information Across large organisations, innovation portfolios often exist as a patchwork: A PowerPoint snapshot for the board, a handful of Excel sheets owned by different units, a project list somewhere in the PMO tool, or a few critical initiatives tracked off-system in people’s heads. At the core of the issue is a failure to agree on **what information truly matters**, and how to track it consistently across the lifecycle. In our work with innovation leaders across industries, we see the same pattern repeatedly: - Too many attributes being tracked - Lack of a shared set of key portfolio attributes - Attributes that change over the life cycle - Financial metrics applied too early - Multiple Excel sheets and duplicated reporting efforts The result? Portfolio efforts start with ambition, lose momentum, and stall – or survive only as ad hoc reporting exercises. And as a consequence [don’t support consistent decision-making](/articles/building-decision-ready-portfolio-overview/). ## Six dimensions that consistently make the difference Teams that manage to establish a single, shared portfolio view tend to converge on a surprisingly small set of core dimensions. Not dozens. Not hundreds. But **six**. ### 1. Domain / driver: Why does this initiative exist? Every innovation initiative should clearly answer: What **domain** does the opportunity belong to? Which strategic driver does the initiative support? Or which strategic priority does the initiative serve? At a general driver level, this might look like: - Revenue growth - Cost reduction or operational efficiency - Sustainability or compliance - Digitalisation of the business - Exploration of entirely new domain. Without this anchoring, portfolios devolve into collections of projects rather than a strategic instrument to drive innovation in the areas that matter most to the business. The aim is not to track all of these attributes, but to choose the one that provides the right level of specificity for explaining why an initiative matters to the business. ### 2. Ambition level: How new is this really? Classic models like the Three Horizons or Core–Adjacent–Transformational can be powerful because they force a conversation about the **level of ambition**. Below the surface, this dimension can be broken down into technology or solution newness and market or customer newness. But typically we find that it is sufficient to track opportunities as core, adjacent, or transformational. This dimension helps leaders balance incremental improvements versus more transformational bets. And critically it can help avoid comparing fundamentally different initiatives on the same terms. ### 3. Business potential: If it works, will it move the needle? One of the most common portfolio traps is financial false precision. Early-stage initiatives are often forced into total addressable market estimations, detailed business cases, Net Present Value (NPV) calculations long before the problem-solution fit has even been validated. For portfolio-level overviews, what works far better is focusing on **business potential** and gauging this in bands or categories, for example on a scale of “1 – EUR 0-50k” to “5 – EUR 50m+”. As the innovation opportunity is shaped, validated, developed, and launched, a set of supporting measures can be expanded, e.g. from total addressable market, over peak revenue potential, to NPV. And the level of certainty about the business potential will increase. Tracking business potential in bands or categories allows for a shared view across all stages of the innovation pipeline. And the broad categories can also be developed to ensure alignment and comparability between top-line growth opportunities and cost-savings opportunities. ### 4. Time horizon: When could value realistically materialise? Time is the most underappreciated portfolio dimension. But with leadership always under pressure to deliver results, this may be the second most important attribute after business potential. Portfolios typically distinguish between: - Time to market - Time to value - Time to break even - Time to full impact With time to market or time to value often being the attributes that can best be tracked across the pipeline. ### 5. Degree of certainty: How sure are we – really? High-performing portfolios explicitly track degree of certainty, whether expressed as: - Degree of certainty - Probability of success - Innovation risk The goal is not to eliminate uncertainty – that would kill innovation – but to **make it visible** so that risk exposure is intentional, not accidental. In later stages of the innovation life cycle, the degree of certainty can be detailed in terms of degree of certainty about desirability / market readiness level, feasibility / technology readiness level, viability, and sustainability. ### 6. Progress: Is this actually moving forward? Finally, progress must be more than stage gates. Effective portfolios combine: - Stage (discovery, shaping, validation, development, launch, …) - Progress within stage - Overall project health This shifts the conversation from “Do we have the right projects in the portfolio?” to “Are the projects in the portfolio in good shape and progressing?” ## **One more thing: choose attributes that survive the lifecycle** A subtle but critical insight: **portfolio attributes should remain valid from early exploration to launch and scale.** That is why: - Business potential works better than NPV - Expected time to value works better than time to break even - Degree of certainty works better than technology readiness level When attributes can’t be tracked through the lifecycle, the portfolio view fragments – and trust erodes. ## **Tools matter more than most leaders think** Even with the right dimensions, many organisations still struggle. Why? Because portfolios only work if: - Project owners can update information easily - Data is captured once, close to the source - Visualisations don’t have to be made by hand in PowerPoint - Overviews work at board, leadership, and execution level Static slides don’t scale. Spreadsheets don’t invite ownership. [Generic project tools don’t reflect innovation reality](/articles/the-hidden-flaw-in-project-portfolio-management-tools/). This is where [purpose-built innovation portfolio platforms](/platform) enter the picture. The Nosco Platform enables organisations to: - Track the right attributes consistently across all initiatives - Give project owners simple, intuitive ways to update progress - Maintain one shared, real-time view of the pipeline and portfolio - Visualise business potential, progress, degree of certainty, and project health by strategic priority without manual reporting ![Innovation portfolio pipeline dashboard in Nosco showing initiatives mapped by strategic driver and development stage](./overview.png) Innovation portfolios don’t fail because leaders don’t know the models. They fail because organisations don’t operationalise the few dimensions that actually drive clarity and decision-making. When those six dimensions are finally in place, your pipeline and portfolio overview can become a strategic advantage. --- ## The Hidden Flaw in Project Portfolio Management Tools URL: https://nos.co/articles/the-hidden-flaw-in-project-portfolio-management-tools/ Date: 2026-02-03T12:08:00.000Z For many years, in our work with innovation portfolios, we’ve seen organizations pour immense time, money, and energy into Project Portfolio Management (PPM) tools – yet PMO and innovation leaders report the same recurring frustrations: low adoption, stale data, endless manual workarounds, and a widening gap between how teams *actually* deliver work and how PPM tools *expect* work to happen. We’ve even heard from companies that have spent two years trying to make Microsoft’s PPM stack work for them before ultimately abandoning the effort. Not because their PMO was immature. Not because their teams resisted change. But because the tool was simply not built for the way their organization actually delivers work. While vendors promise structure, oversight, and strategic clarity, the reality inside many PMOs looks very different. At the heart of the failure lies a rarely discussed but deeply systemic issue: **PPM tools are far too tightly linked to the execution layer.** And that single flaw sets off a chain reaction of pain for PMOs, teams, and executives alike. ## **1. When the PPM layer mirrors the execution layer too closely** Most legacy PPM systems were born in a waterfall world. Their data models assume predictable phases, homogeneous project types, and one “proper” way of doing projects. But modern organizations don’t work like that. In a single portfolio, you are likely to see: - Classic waterfall projects (often PRINCE2‑style) - Agile delivery (Scrum, Kanban, SAFe, “generic agile”) - Hybrid models that keep evolving When the PPM tool is tightly coupled to any one of these ways of working, it becomes brittle and exclusionary. Instead of mirroring business reality, it enforces methodology dogma. The result is a portfolio layer that doesn’t really represent the portfolio. ## **2. A forced waterfall mindset in a hybrid world** When the PPM tool’s underlying logic mirrors waterfall, everything – from project setup to reporting – assumes linear, gated, phase-based progression. This leads to PMOs experiencing: - Difficulty onboarding agile projects - Inability to map iterative delivery into rigid structures - Teams forced to “waterfallize” their work to satisfy reporting needs - Frustration from product owners, scrum masters, and dev teams - Reports that misrepresent what is actually happening No wonder teams resist entering data – the system simply doesn’t reflect their world. ## **3. Lack of flexibility: Multiple ways of working, one way of reporting** A modern PMO must accommodate *coexisting, parallel, and evolving delivery models*. But PPM tools often demand: - One standard structure - One lifecycle - One definition of “project” - One way to forecast, plan, measure, and report This rigidity forces the PMO to spend enormous energy translating, coaching, and manually reconciling mismatches between how work is done and how the tool wants it done. And every manual workaround widens the trust gap between PMO and delivery teams. ## **4. Usability issues that guarantee low adoption** Layered on top of all this is the user experience problem. Most PPM tools suffer from: - Too many mandatory fields - Confusing navigation - Rigid workflows - Steep learning curves - Burdensome data entry - Inconsistent UX across modules This leads to the most predictable outcome in the PMO universe: **Low adoption → stale data → loss of trust → manual workarounds.** And once the PMO resorts to spreadsheets “to make the tool work,” the entire business case for the PPM system collapses. ## **5. When systems don’t get updated, the PMO becomes the workaround factory** Because teams avoid the tool, portfolio reviews rely on offline summaries, and status reports are made in PowerPoint. Instead of enabling strategic decision-making, the PMO becomes an administrative buffering layer between teams and executives. PPM tools should eliminate this burden – not amplify it. ## **So what’s the real takeaway?** Most PPM tools fail because they operate on an outdated assumption: **That portfolio management is just an aggregated view of project execution.** But portfolio management is a *translation layer*, not an *extraction layer*. It requires judgment, pattern recognition, scenario analysis, prioritization, and strategic sense-making – not raw task-level data pulled from MS Project or Jira. Until PPM tools decouple themselves from the execution layer and allow PMOs to define flexible, human-centered models of work, PMOs will continue to struggle with: - Low adoption - Inaccurate reporting - Manual workarounds - Misalignment between strategy and delivery The future of portfolio management is not ever‑tighter technical integration with every execution tool. It is: - **Looser coupling** between portfolio and execution - **Smarter abstraction** of data into [decision‑ready signals](/articles/building-decision-ready-portfolio-overview/) - **Flexible ways of working and reporting** that can embrace new delivery models instead of fighting them At Nosco, we see this every day when innovation initiatives move from ideas to funded projects. The PMO’s real value is to [connect strategy and delivery across many ways of working](/services/innovation-operating-model/) – not to force everyone into one template. If you’d like to explore what a more flexible, loosely coupled [portfolio layer](/services/portfolio-shaping/) could look like in your organization, we’d be happy to talk. Reach out to us at Nosco. If you're weighing up which vendors actually handle portfolio management well, see our [comparison of the top European innovation management providers](/guides/european-innovation-management-providers/). --- ## Getting Your Organisation Licensed to Innovate URL: https://nos.co/articles/getting-your-organisation-licensed-to-innovate/ Date: 2026-01-05T09:22:00.000Z ## **What is License to Innovate, and why do organisations need it?** [License to Innovate](/services/license-to-innovate/) is a structured programme designed to bridge the gap between ideation and project execution. Many organisations struggle with stalled projects, unclear ownership, and a lack of formal processes in the early stages. License to Innovate helps teams shape and validate their ideas, accelerate high-value projects, and upskill employees in practical innovation methods. ## **What are the most common challenges you see in project pipelines?** There are usually too many projects, too few, or projects that simply aren’t advancing. Resources get spread thin, and stakeholders lose trust when profits and cost savings aren’t met. Often, there’s no clear way to assess project health, low stop rates, and missing links to strategy or leadership. Teams may lack experience in validation, be too homogeneous, or not feel truly accountable for their projects. ## **How does License to Innovate address these challenges?** The programme runs in two main phases: shaping and validation. First, we select important and urgent projects—sometimes those that are underperforming—and run a detailed shaping workshop. Teams clarify the problem, the solution, and how to present their project for validation. After a rehearsal pitch, only the strongest projects move forward. In the [validation phase](/services/validation/), teams work in sprints, with regular review meetings and clear deliverables. We coach project leaders and teams, and even support leadership in gate meetings to ensure alignment and value. ## **What makes the shaping phase so important?** Shaping is about getting projects ready for validation—whether they’re brand new ideas or mature projects that need a rethink. It’s a chance to ensure teams know who their project is for, how they’ll deliver it, and how to present it clearly to decision-makers. High-quality pitches and a uniform approach help leadership understand progress and make informed decisions. ## **How does the validation phase work?** Validation typically runs for [three months](/articles/validate-ideas/), though some projects may need more time. Teams develop a master plan, set clear tasks, and work closely with sponsors. Monthly review meetings focus on learning and problem-solving, not just reporting. We provide tools and methods for market validation, customer interviews, and evidence gathering. The goal is to prove desirability, feasibility, and viability before scaling up. ## **Can License to Innovate fit with existing stage gate processes?** Absolutely. Many companies use License to Innovate as a front-end to their stage gate model, or as a way to rethink early phases. It’s about making sure the right things happen at the right time—avoiding the “business case trap” too early, and allowing for iterative learning. The programme adapts to both new and mature projects, and helps teams avoid common pitfalls. ## **What types of projects benefit most from License to Innovate?** It works for everything from new product development to manufacturing optimisation, global rollouts, and even AI projects. The methods introduced spill over into other projects, improving project management and team accountability across the board. Whether you’re dealing with uncertainty, complexity, or just need to accelerate progress, License to Innovate provides the missing piece. ## **What’s your advice for organisations considering License to Innovate?** Start by identifying your strategic priorities and the projects that matter most. Use License to Innovate to focus resources, accelerate learning, and build capability. It’s not just about getting projects done—it’s about upskilling your people and creating a culture of experimentation and continuous improvement. --- ## How to Run Successful AI Idea Campaigns URL: https://nos.co/articles/how-to-run-successful-ai-idea-campaigns/ Date: 2025-12-08T09:10:00.000Z ## **Why are AI idea campaigns important for organisations right now?** AI is everywhere—there’s a lot of hype, a lot of investment, and huge expectations. But if you look at the numbers, only a small percentage of organisations actually achieve measurable business value from AI. The challenge isn’t just about technology; it’s about making AI relevant to real business problems. That’s where [idea campaigns](/services/ai-idea-campaign/) come in—they help organisations connect AI to the issues that matter most. ## **What’s the biggest mistake companies make when investing in AI?** Often, investment in AI doesn’t follow the usual innovation process. Instead of starting small and learning as you go, many organisations are making big bets, focused on building. The result is lots of activity, but not much achievement. To get real value, you need to organise AI projects more like innovation projects: small bets, iterative learning, and a focus on business outcomes. ## **How should an AI idea campaign be structured?** Start by inviting everyone—or everyone relevant—to share ideas about how AI could improve their work. Use the campaign as a chance to teach people about AI, its possibilities, and its limitations. Once you’ve collected ideas, evaluate them and select the best ones. Form cross-organisational teams around those ideas, making sure you mix business experts with AI specialists. Then, run a [shaping phase](/articles/getting-your-organisation-licensed-to-innovate/) where teams clarify the problem, explore solutions, and assess the potential. The best ideas move into a [three-month validation process](/services/validation/), where teams experiment and prove the concept. ## **Why is it important to mix business and AI specialists in teams?** Too often, AI projects are led by IT and staffed by specialists who don’t have enough contact with the business. That can lead to solutions that don’t address real problems. By mixing domain experts with AI specialists, you ensure that projects are driven by business needs, not just technology. The teams start by focusing on the business problem, then bring in the AI expertise to see what’s possible with the data and technology. ## **What are the key ingredients for a successful campaign?** - Focus on real business problems, not just technology for its own sake. - Build cross-functional teams, ideally self-appointed and motivated. - Organise the process in sprints, so it’s truly iterative and experimental. - Promote a culture of exploration and learning, not perfection. - Make sure there’s a validation phase to test and prove ideas before scaling. ## **What challenges should organisations expect?** Expect some “analysis paralysis”—especially in regulated industries or where innovation isn’t the norm. People may be unsure where to start, or worried about governance and compliance. Use the campaign to educate, demystify AI, and encourage experimentation. Not every idea will be an AI solution, and that’s fine—the process helps teams discover what works and what doesn’t. ## **What results have you seen from running AI idea campaigns?** We’ve seen high engagement, even in organisations where innovation is new. Campaigns generate a wide variety of ideas, from simple process improvements to technical solutions. Some ideas are already being built within departments, and the campaign helps spread a culture of experimentation—like the “5% for tomorrow” initiative, where employees dedicate time to future-focused projects. The key is to keep learning, sharing stories, and building on what works. If you're also evaluating which platforms have the AI capabilities to support this, see our [comparison of the top European innovation management providers](/guides/european-innovation-management-providers/). --- ## Aligning Promise and Practice with the ISO 56002 Framework URL: https://nos.co/articles/aligning-promise-and-practice/ Date: 2025-09-22T09:52:00.000Z ## **The core idea behind industry standards** The core idea behind any industry standard is that it serves as a measuring stick to determine whether “what we say we do” aligns with “what we actually do.” It provides a quality stamp and an evidence-based evaluation tool that creates the necessary framework for improvement, supporting innovation efforts and ultimately improving business impact. Nowhere is this more critical than in corporate innovation, where research shows that 83% of companies rank innovation among their top three priorities, yet only 3% consider themselves truly “Innovation Ready.” This gap between intention and implementation is precisely where ISO 56002 can be transformative. This article is aimed at innovation managers, chief innovation officers, and executives seeking a structured approach to improving the outcomes of their innovation efforts. As discussed in our first article, [*“ISO 56002 standard – an Oxymoron, a Help, or a Bureaucratic Nightmare?”*](/articles/iso-56002-innovation-management/), innovation and standards may seem conflicting, but they are not. Innovation needs structure to thrive. The standard and its assessment system provide that structure and a systematic approach to transforming innovation into a strategic business function. The innovation team can use the framework to engage with the executive team by presenting an assessment of the current level, identifying gaps, and offering recommendations. It can also be used externally to demonstrate the correlation between “what we say we do” and “what we actually do.” ## **Why innovation assessment matters: The strategic imperative** Innovation is not optional; it is a core driver of modern business success. The Draghi report concludes that Europe is falling further behind in global competitiveness, especially compared to the United States and China, and that urgent, coordinated action is needed to address this gap. The report highlights chronic low economic growth, a widening innovation gap, and structural barriers that hinder the scale-up and commercialization of innovative companies. Numerous reports have documented the need for companies and organizations to update their innovation operating models and measure the impact of their innovation efforts. An **Innovation Management System (IMS)**, guided and assessed by the ISO 56001 and ISO 56002 frameworks, offers a structured and holistic approach to transform creative efforts into systematic, strategic assets that deliver measurable results. ISO provides an overarching management system that is internationally recognized and approved, helping to ensure quality, drive improvements, and increase the likelihood of delivering meaningful impact. ISO 56002 can be integrated into an organization’s overall management and leadership structure. ## **The framework: Seven dimensions of innovation excellence** True value emerges when organizations move from words to action through a comprehensive assessment framework. We have adapted the innovation model with the Nosco framework so that it is fully aligned with ISO 56002, integrating all seven key dimensions of an effective IMS: ### 1. Context of the organization The company must analyze how both internal and external factors impact innovation, ensuring activities are strategically relevant and aligned with competitive pressures. This includes market trends, technological developments, internal capabilities, and stakeholder expectations. This analysis should be translated into practical guidance: - What to search for - Where to play - How to focus innovation efforts We refer to these as innovation strategy, search fields, and opportunity spaces. They guide ideation and help populate innovation pipelines with relevant ideas. ### 2. Leadership: The foundation of innovation culture Vision and strategy must be translated into innovation search fields and opportunity spaces. Leadership requires future-focused thinking and clear strategic direction, including: - Meetings that prioritize ideas and allocate resources (time and money) - Clearly defined roles for leadership and management - Regular executive attention devoted to “tomorrow’s business,” not just today’s operations ### 3. Planning: Strategic innovation portfolio management A structured process ensures innovation initiatives align with organizational goals. This includes: - [Portfolio management](/services/portfolio-shaping/) with balanced approaches for time and risk - Clear evaluation criteria for all ideas - Defined objectives for each stage with ROI and impact measurement - Structured processes for ideation, shaping, validation, and acceleration ### 4. Support structures: Enabling innovation success A robust support system goes beyond resources—it includes [transparent digital infrastructure](/services/innovation-operating-model/) to connect and empower the innovation process. Key elements include: - Centralized digital platforms (e.g., Nosco) for idea submission, tracking, evaluation, and advancement - Transparency on progress and executive engagement in reviews - Access to best-in-class tools and methods at every stage - Systematic capability building through programs such as [*“License to Innovate”*](/services/license-to-innovate/) This ensures consistency, quality, and a culture of continuous learning. ### 5. Operations: Excellence in innovation execution Execution focuses on implementing projects using best practices, tools, and methods—from idea generation through commercialization. A systematic framework allows for learnings, improvements, and efficient lifecycle management of innovation projects. ### 6. Performance evaluation: Evidence-based innovation management Audit and feedback processes ensure claimed impact is measured when ideas or projects go live. Regular evaluation enables: - Tracking progress - Identifying improvement areas - Making data-driven adjustments to optimize the IMS ### 7. Continuous improvement: Dynamic innovation evolution An effective IMS incorporates feedback, lessons, and new insights for ongoing improvement. This includes: - Performance metrics (time-to-market, ROI, customer satisfaction) - Feedback mechanisms from stakeholders - A culture of learning from failures - Agility to adapt to shifts in technology and markets - Knowledge management systems to capture and share insights The model below shows how the seven dimensions come together into one operational framework for innovation excellence. ![Nosco's innovation framework based on ISO56002](./picture-1.png) ## **Leadership assessment: Where transformation begins** As with many business practices, effective innovation starts at the top. Leadership must actively engage and dedicate time to “tomorrow’s business.” Without this, results become inconsistent and unsustainable. Challenges include: - Difficulty in finding good ideas without direction - Lack of transparent resource allocation, leading to random outcomes Criteria for “the best” ideas should be clear—supported by market demand, company capabilities, and strategic value. ## **Examples of innovation assessment outcomes** - **Time allocation:** An assessment revealed executives dedicated little time to “tomorrow’s business.” The solution: quarterly meetings focused solely on innovation, prepared by the innovation team and led by the CEO. - **Zombie projects:** Several projects lacked sponsor attention for months. After review, 30% gained new momentum while the rest were closed. - **Resource dedication:** Leading organizations dedicate budgets and FTEs specifically to innovation, ensuring measurable commitment. - **Systematic improvement:** Regular innovation assessments correlate with higher innovation culture scores, stronger engagement, and higher growth rates. ## **Conclusion: Innovation as sustained competitive advantage** ISO 56002 transforms innovation from aspiration into strategic action by embedding systematic innovation management into leadership behaviors and daily routines. - **Step 1:** Assess the current state of your IMS. - **Step 2:** Establish regular assessments to drive continuous improvement. The standard provides a clear pathway to close the gap between “what we say we do” and “what we actually do.” It inspires leaders to champion a culture of learning and evidence-based exploratory work. The evidence is compelling: organizations that implement structured IMS demonstrate enhanced innovation capabilities, improved efficiency, and stronger stakeholder trust. They achieve faster time-to-market, higher returns on innovation investment, and resilient competitive advantages. In today’s competitive landscape—where Europe risks falling behind—ISO 56002 offers a proven framework for sustainable renewal and systematic capability building. An Innovation Management System provides the structure to ensure that innovation becomes a strategic asset, actively shaping the future rather than just reacting to change. --- ## Why Most AI Projects Fail to Deliver Real Impact URL: https://nos.co/articles/ai-projects-are-failing/ Date: 2025-08-13T13:38:00.000Z By now, most companies have AI initiatives. And by “initiatives” we mean a money pit with a dashboard. The AI initiatives we have seen, often exhibit more activity than achievement. The problem? We’re treating AI like it’s 1999 and we’re rolling out a new ERP system. Spoiler: it’s not working. Too often, they are set-up like expert-driven task forces, disconnected from the business, aiming for “fancy” outcomes instead of real impact. It’s as if the lessons from decades of innovation and change management vanished when the AI buzz arrived Let’s talk about why and how to fix it. ## The problem: The AI theatre Most AI projects are a masterclass in how to burn cash without creating value. Here’s our top six: - Tech-first, use-case-last: You’re building a Ferrari engine when what the business needs is a bicycle. Most often, data quality is not at a level where you can build meaningful models. - Too much money, too little business value: You’ve got a team of PhDs fine-tuning models, but no one can explain how it helps the customer or the bottom line. - IT-led, not business-led: The people driving the project don’t own a P&L. They own a Jira board. - Staffed by specialists, not teams: It’s all data scientists and zero domain experts. That’s like building a restaurant with only chefs and no customers. - Change management? What’s that?: You drop a shiny new AI tool into the business and wonder why no one uses it. Because no one was brought along for the ride. - Big bang launches instead of small bets: AI is exploratory. You don’t know what’ll work until you test it. So why are you betting the farm on a single moonshot? This isn’t innovation. It’s theatre. And the audience, your shareholders, your customers, your employees, are shaking their heads. ## The fix: AI ideation campaigns Here’s the thing: AI isn’t a tech problem. It’s a business opportunity. And the best way to unlock it? [Run an AI ideation campaign](/services/ai-idea-campaign/). Think of it as a company-wide hackathon with a purpose. Not just to build cool stuff, but to solve real problems. Here’s how it works: ### 1. Ideate Open the floodgates. Ask everyone, yes, everyone, how AI could improve their work. Yes, you’ll get gold, garbage, and everything in between. That’s the point. You’re not just collecting ideas; you’re building awareness, transparency, and momentum. Asking everyone also flushes out smart people from all corners of the business, who might have high levels of capabilities needed for an idea to provide business impact. Bonus: Tap into AI startups or your preferred tech partner with AI capabilities. They’re hungry, fast, and often very smart. Add them to the mix. ### 2. Shape Take the best ideas and build cross-functional teams: business, IT, AI. No silos. No egos. Just people who understand the problem, the tech, and the customer. Each team answers the big questions: What’s the problem? What’s the solution? Who benefits? What’s the business model? Can we actually build this? Bonus: add one external AI specialist to the team. Someone that has built models before. Who knows the need for data quality and can prepare data for the coming model work. ### 3. Validate Now test it. Fast. [Build a prototype. Run experiments.](/services/validation/) Kill what doesn’t work. Double down on what does. Meet monthly with sponsors who can greenlight or kill the project. No endless steering committees. Just action and short learning loops. ## Why it works Because it flips the script. Instead of AI being a side hustle for the IT department, it becomes a core business capability. You get: - Real business problems, not tech demos. - Mixed teams that actually talk to each other. - Fast feedback loops instead of slow death spirals. - A culture of experimentation, not perfection. And maybe most importantly: you find the people in your organisation who get it. The ones who can lead your AI future, not just talk about it. This way, the business owns the solution. The change management issue is halfway solved. ## Bottom line If your AI project is all activity and no achievement, it’s time to stop the madness. Start small. Start smart. Start with the business. [Run an AI ideation campaign](/services/ai-idea-campaign/). You’ll be surprised where the best ideas and the best people come from. --- ## ISO 56002 Innovation Management URL: https://nos.co/articles/iso-56002-innovation-management/ Date: 2025-05-22T07:29:00.000Z Innovation is often seen as the antithesis of bureaucracy – dynamic, creative, and unpredictable. So, what happens when you try to standardize innovation? Is it possible, or would it kill every creative thought? Is it a contradiction in terms, a valuable guide, or just another layer of red tape? This article explores the promise and pitfalls of ISO 56002, helping you decide whether it’s a catalyst for your organization’s creativity or a bureaucratic burden. ## **What it is and why it has something to offer** ISO 56002 is a guidance standard developed by the International Organization for Standardization (ISO) to help organizations establish, implement, maintain, and continually improve an [innovation management system](/services/innovation-operating-model/). It’s designed for all types and sizes of organizations, regardless of sector, and aims to provide a systematic approach to managing innovation activities, processes, and culture. At Nosco, we find the framework helpful, especially in companies that subscribe to the ISO philosophy. Companies that do not should still pay attention. The framework has something to offer, and, on top of that, research consistently demonstrates that creativity can indeed benefit from a structured approach. ## **The case for ISO 56002: Why standardize innovation?** The structured framework maps out how the processes for identifying, developing, and implementing tomorrow’s business should work (innovative ideas or ideas for new business and services). It helps corporations evaluate and improve how they are staying ahead of market changes and competition. If you do not have any formalized process, it is very hard to do any systematic evaluation and improvement; without it, you are back to relying on hope as a strategy. The standard encourages organizations to streamline their innovation processes, allocate resources more effectively, and make faster, better decisions. ISO 56002 emphasizes the importance of leadership, employee engagement, and a supportive culture. It encourages organizations to involve employees at all levels, value creativity, and promote collaboration – both internally and with external partners. In our experience, we see this intention in many corporations, but when it comes to daily practices, fewer corporations manage to do this. That’s why an ISO standard for innovation can be helpful, because with the standard comes a yearly review of how well the corporation is doing. This review is helpful, especially when it comes to systematic funding of the best ideas and ensuring employee engagement. The standard provides guidance on identifying, assessing, and mitigating risks, making the innovation process more predictable and less prone to costly failures, or reliance on key individuals’ insistence on ideas. Adhering to the ISO standard not only demonstrates a commitment to best practices, continuous improvement, and responsible innovation management, but it also enhances your chances of having executives involved and committed to the process as well as the output. ## **The structure of ISO 56002** ISO 56002 is built on several core components and principles: - **Organizational Context:** Understanding internal and external factors, stakeholder needs, and opportunities for value creation. - **Leadership:** Senior management commitment, clear roles, and responsibilities. - **Support:** Adequate resources, competencies, and communication. - **PDCA Cycle (Plan-Do-Check-Act):** Continuous improvement through planning, execution, evaluation, and adjustment. - **Holistic Approach:** The Innovation Management System is fully supported by the Nosco platform and includes cultural aspects such as the importance of employee engagement, practices (training), and [balanced portfolio management](/services/portfolio-shaping/). ## **Are there downsides? Is it a bureaucratic nightmare?** While ISO 56002 offers many benefits, some would argue that the very idea of standardizing innovation is an oxymoron – how can creativity be boxed into a set of procedures and checklists? However, we will argue, backed by research, that creativity can benefit from structure. Naturally, there is a risk with any “system” that it’s interpreted too rigidly. The focus on implementing the ISO 56002 standard for innovation management should be to get more and better results, not just compliance with the system. The framework is so high-level that it allows for tailoring to the specific organization. Naturally, the system itself does not guarantee any transformative or good ideas, but it creates a way to identify, evaluate, and fund the best ideas in the pool. That also allows the company to create a decent pool of ideas for all the search areas and opportunity spaces that the company has. As with any initiative, there is a potential for cultural resistance. This might be even higher when standardizing innovation processes. People interested in innovation are most likely not the same people who are passionate about standards. However, if the focus is on securing top-level management attention and proper funding for the right ideas, it can be overcome. ## **Is ISO 56002 right for you?** ISO 56002 is not a magic bullet. It offers a valuable structure for organizations seeking to professionalize and scale their innovation efforts, especially in environments where a systematic approach can reduce chaos and increase accountability. For large organizations, or those in regulated industries, the standard can help align diverse teams and processes, foster collaboration, and demonstrate a commitment to innovation and tomorrow’s business. ## **Conclusion: Oxymoron, help, or bureaucratic nightmare?** The reality is that ISO 56002 can be all three – oxymoron, help, and bureaucratic nightmare – depending on how it’s understood and applied. However, we like the framework. We have spent the last 20+ years implementing Innovation Management Systems and helping corporations strengthen their innovation efforts, and we think this is a great framework that can open doors and contribute to that effort. We recommend starting with [an assessment of how far the corporation’s innovation efforts are from the ISO 56002 standard](/articles/aligning-promise-and-practice/) and then recommending ways to get closer to certification. It’s not the certification that is the main goal here; it’s enhancing and strengthening the innovation practices that is in focus. --- ## Do you have a license to innovate? URL: https://nos.co/articles/license-to-innovate-corporate-innovation-training-program/ Date: 2025-05-12T10:38:00.000Z The companies that consistently outperform on growth have one thing in common: they’ve built strong entrepreneurial capabilities. These capabilities are developed through the practice of working on realising tomorrow’s business. From early stage ideas on paper to fully fledged new business, with money in the bank. Just like individuals improve with practice, so do organizations. By consistently working on tomorrow’s business both inside and outside the company, they get better and better. In fact, research shows these companies achieve an organic growth rate that’s nearly three percentage points higher than companies that don’t take a systematic approach to innovation. ## **What sets growth leaders apart** [McKinsey’s global surveys on innovation](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/courageous-growth-six-strategies-for-continuous-growth-outperformance), based on five years of data from over 1,100 executives, reveal six actions that separate the best from the rest. Those actions align with our experience and practices, helping companies with strengthening their innovation practices. 1. Companies must dedicate real funding to the growth. Not just peanuts, but real budgets that can be compared to start-ups funding rounds with venture funds. There’s a clear link between how much you invest and the results you get. To make meaningful progress, you must dedicate growth capital to support your Innovation Project Portfolio. 2. A Balanced portfolio – successful companies spread their bets, balancing big, transformative ideas with projects closer to the core business. Beginners often focus on the transformative ideas, because they sound more innovative, but they fail more often than not. Having a balanced portfolio means having 40-50% ideas that are closer to the core either in capabilities or market. 3. Give your high-risk projects access to the organization’s strengths and resources, rather than isolating them. The Corporate incentive system can have a tendency to “protect” or shield high performing individuals from doing anything outside the job description. That is a mistake. Work flows to those who get it done, so the most busy people are often those you need in creating something new and impactful. 4. Executive support is a classic on a list like this, but it’s still critical. Leaders need to regularly check in, set priorities, and make sure growth efforts stay on track. Way too often, the “disengaged middle-managers” will try to downprioritise new initiatives in order to deliver on today’s performance. Leaving the effort to build “Tomorrow’s business” in tatters, scrambling for the resources left over. 5. Putting the right people on the job. Too often, companies assign innovation projects as side work. We’ve found that “self-appointed” teams — those who volunteer because they care — perform best. With the right tools and platforms, like Nosco’s, companies can tap into talent across the organization. 6. Building missing capabilities is vital. Innovation is a skill that can be learned. By training teams, you create a pool of people who know how to turn ideas into results, embedding these capabilities into your organization’s DNA. We have found a way, to practice intrapreneurship and build capabilities at the same time as securing management backing and have better portfolio overview. In this way, hitting 4 out of the six action points. ## **Practice makes perfect** The more a company matures its innovation approach and practices going from ideas to implemented solutions or new business, the more likely it is to succeed. Research shows expert innovators are about twice as likely to meet or exceed their goals. And the companies that can be considered “experts in building new business” enjoy significantly higher growth rates than its peers. At Nosco, we’ve developed the [License to Innovate](/services/license-to-innovate/). It’s an applied innovation upskilling program that works with real projects inside your organization, not just theory or workshops. It creates a shared framework across teams and leadership, speeds up progress on critical initiatives, and strengthens cross-functional collaboration. Instead of theoretical exercises, teams apply what they learn directly to initiatives that matter, whether it’s a new product, a service improvement, or a business model tweak. The program creates a common language and approach across the organization, helping teams move faster and smarter. ## **The program journey** To get started, the program is designed to bring the involved people together. The idea team, the sponsors and the managers get training on real ideas. Since it’s an applied learning program, it starts with the leadership team that owns a portfolio. Together, we find the teams that should be participating in the program. They join 2 workshops. A 2-day “shaping workshop” and a 3-day validation workshop and hands-on project support in between and as preparation for a planned Gate meeting. The Leadership team commits to 2 half-day meetings that work as portfolio and gate meetings. In the workshops, we ensure that the projects get into the digital portfolio system. The program unfolds across three levels: **1. Idea Shaping:** A two-day workshop where teams shape concepts, discover their innovation strengths, and learn how to pitch their ideas. **2. Three-Month Validation:** Teams plan and test key assumptions, run experiments with customers, and report progress. Managers get coaching to lead effectively. **3. Innovation Leadership:** Sponsors and leaders are trained to guide projects, make key decisions, and align on priorities. ## **Why it works** License to Innovate connects leaders, managers, and teams. It blends into existing meetings and processes and is designed to be self-sustaining over time. The result is faster validation, stronger cross-functional collaboration and a clear return on investment. ## **Where to begin** Most companies get started in one of two ways: By applying the program to existing projects that are high-priority, stuck, or losing customer focus. By launching an innovation challenge around a big, relevant business problem and forming teams around the best ideas. From there, teams move through idea shaping and structured validation, turning potential into progress. ## **Ready to start?** Before you begin, consider these questions: Which projects could serve as great pilots? Which business unit might be your first customer? How can you align with existing training or innovation tools? And what barriers should you anticipate? ## **Final words** License to Innovate is about empowering people. It gives employees the permission and tools to shape the future, while giving the company a structured approach to make innovation stick. If you’re ready to explore how License to Innovate can unlock growth in your organization, let’s start the conversation. --- ## How to get more out of your growth strategy URL: https://nos.co/articles/get-more-from-growth-strategy/ Date: 2024-11-13T13:42:00.000Z The landscape of corporate growth is ever-changing, and as companies strive to stay competitive, the balancing act between maintaining operational efficiency and pursuing long-term innovation becomes increasingly complex. To uncover this apparent dichotomy, we conducted a series of interviews with executives and adjacent roles across various industries. ## Key hypotheses and conclusions Before conducting our research, we formulated several hypotheses based on our observations and experience. The first hypothesis was that innovation efforts lack clear executive ownership, which often leads to a lack of accountability. Our findings partially verified this, revealing that while executives typically hold ownership, the role is often diffuse, with responsibilities spread across multiple individuals, making it harder to prioritize innovation. We also hypothesized that exploratory growth initiatives receive insufficient executive attention. This was also partially verified—while growth initiatives are discussed, they are often only prioritized when they reach a certain financial threshold, leading to bloated projects. Finally, we suspected that exploratory initiatives are governed using the same metrics as exploitative initiatives, which can cause inefficiencies and premature project closures. This hypothesis was fully verified, as we found that many companies apply the same appraisal standards to exploratory projects, which leads to mismanagement and missed opportunities. ## Strategic recommendations Drawing on the insights from both our interviews and industry research, as well as McKinsey’s findings on “growth outperformers,” we offer the following recommendations to help companies better manage their innovation efforts: ### 1. Establish a meeting cadence focused on tomorrow’s business To ensure innovation receives the executive focus it needs, we recommend setting up dedicated meetings that focus exclusively on “tomorrow’s business”; the future-focused initiatives that drive long-term growth and innovation. These meetings should be scheduled on a regular cadence and should involve reviewing emerging trends, assessing the company’s innovation pipeline, and determining which exploratory projects warrant further investment. Creating this separation between “today’s business” and “tomorrow’s business” fosters the right focus and prepares the organization for the future. ### 2. Develop and manage an “explore” portfolio Exploratory projects are fundamentally different from exploitative ones, and they need to be managed differently. Companies should create a clear “explore portfolio” that tracks innovation projects from ideation through scaling. This portfolio should include: - [A funnel overview of projects by stage](/articles/building-your-innovation-pipeline-portfolio-overview/) (ideation, shaping, incubation, scaling). - Resource allocation and expected returns. - A light project-level reporting system that tracks learnings and validation efforts, progress and resources. By distinguishing exploratory projects from exploitative ones, companies can ensure these initiatives receive the right level of attention without burdening them with the same performance expectations or comparing them to initiatives which are more linear and have track records and data. ### 3. Create an incubation zone for exploratory projects As early-stage ideas often struggle to secure resources, we recommend creating a dedicated “incubation zone” (term from Geoffrey Moore’s book, “Zone to Win”, 2015). This flexible space, distinct from core business operations, would allow innovative projects to develop without competing for attention with mature business units. The incubation zone should have its own budget, resources, and a quarterly evaluation process to assess whether the project is moving toward viable market demand and technological feasibility. ### 4. Establish a central innovation unit with decentralized execution [A central innovation unit](/services/innovation-operating-model/) should be set up to provide guidance on methods, processes, and best practices, supporting innovation activities across the organization. However, innovation should happen where it is closest to customers. Thus, decentralized business units should lead their own innovation efforts with support from the central unit. Using a digital infrastructure, the central unit should be responsible for transparency, ensuring that the same problem is not being addressed in multiple places. This allows for analysis of the combined pipeline across the organization, maximizing the value of efforts and the collective knowledge of the company. This model enables faster decision-making and ensures that innovation stays aligned with customer needs. ### 5. Enable the organization to manage and evaluate exploratory projects To create a culture of innovation, organizations need to enable their leaders to manage both incremental and transformative innovations. This can be achieved by running internal venture competitions, sponsoring incubation projects, and providing training programs (such as a [“License to Innovate”](/services/license-to-innovate/)) to help managers and project teams develop the necessary skills to handle exploratory projects effectively. These initiatives should also be supported by frameworks and tools to manage the uncertainties inherent in new ventures. ## Final thoughts In conclusion, managing growth through innovation requires both structural and cultural shifts within the organization. By separating the focus of “today’s business” from “tomorrow’s business,” establishing clear ownership of innovation, and creating tailored governance structures for exploratory initiatives, companies can better navigate the tension between short-term financial imperatives and long-term strategic goals. Success lies in creating a dedicated space for innovation, empowering executives and teams to prioritize future growth, and fostering a culture where both incremental and transformative innovations are seen as vital to long-term success. Companies that implement these recommendations will be better positioned to capture new revenue streams, adapt to market shifts, and maintain a competitive edge in an ever-evolving marketplace. ## Get the full report For more information and the detailed report on our findings, download the white paper or listen to our podcast. --- ## How to validate your ideas, fast URL: https://nos.co/articles/validate-ideas/ Date: 2023-04-13T13:03:00.000Z Through our work with clients from across different industries and levels of innovation maturity, we often see how innovation gets stuck between the discovery phase and its further development. This is due to a lack of plan and defined process of what comes after the discovery phase. Without it, there is a great risk of ideas ending in the idea to project vacuum; the space between discovery and development where many great ideas go to die. In the vacuum between idea and project, no one owns the ideas and no resources have been allocated, and due to their immaturity the ideas cannot be moved on to the existing business yet. Thus, nothing happens. For an idea to create value, someone must own them and dedicate a certain amount of time to further explore and validate them. If there is no process for this, ideation processes can end up being seen as failures or even nuisances for those involved. ## **Overcoming the idea to project vacuum** Incubation, sometimes also referred to as “validation”, offers a structured and managed process after the ideation phase. Thus, ensuring that ideas won’t get stuck in the “idea to project vacuum”. It involves taking early stage ideas from the first concept to investment decision by testing and validating key-hypothesis on feasibility, market fit and demand as well as business potential. The key principles are small teams, short but frequent feedback and meetings, adoptable plans, and fast decision-making. In our experience, incubation is unfortunately often overlooked and undervalued. Many companies don’t consider it as part of their innovation process and thus, don’t have an established framework or the necessary resources allocated for it. As a result, a lot of high-potential ideas are wasted by not being developed to their full potential or, in some cases, tie up unnecessary resources despite their lack of e.g., market potential. We see the latter especially in tech-companies. Researchers fall in love with a new technology but fail to investigate the market potential before spending endless resources developing the technology. It thus goes without saying that having a clear framework for incubation is critical for avoiding aforementioned pitfalls. The advantages are to quickly move promising ideas forward and close those with little to no potential. Although the upfront investment in resources might seem high, it is small compared to losing out on high-potential ideas or investing in the wrong ideas. We have seen examples of both. ## **How to best structure your incubation process** When it comes to format and structure for incubation, we have seen different examples work equally well. ### Incubation Friday The simplest format is the “Incubation Friday” that [Husqvarna](https://www.husqvarna.com/) has applied successfully. 5 teams get 8 Fridays to work on their ideas, after which a decision is made on which ideas should continue on. The advantage is fast validation with a minimum of resources that do not need to be taken out of current roles. The method is mostly fit for quite advanced ideas, where only a few assumptions need to be validated. ### 3-months validation The most applied format is the 3-months validation applied by e.g. [KUKA](/cases/reignite-kuka-entrepreneurial-dna/), Raiffeisen Landesbank and many more. This format gives teams of 3-4 people 3 months of leave from their current roles. During the three months, assumptions of both market, technology and business are explored and the result is a data-based pitch with a clear recommendation from the team. The advantage is that the team gets quite far even on ideas with high uncertainty. The method fits most projects, but might not be enough time for complex technology projects. ### Entrepreneur in residence In the entrepreneur in residence format one person is relieved from his/her job and given one year to validate the idea and build a business. The project refers to top-level decision makers and is followed through quarterly reviews. This format is especially fitting for new technology development and completely new business areas. Common for all formats is the gate meeting at the end of the incubation. It determines the fate of the idea based on a pitch and recommendation from the team behind it. The decision can be to either a) close the project, b) integrate into a suiting business unit or project or set up a new unit or c) continue the project in another loop of incubation. The decision is based on the data created by the team and is typically followed by an assessment of the competences needed going forward; should the team continue as is, or are other competences needed? Through our work in Nosco, we have seen many successful incubations that have resulted in highly successful new products being developed, as well as projects being closed and resources freed up – these are also success stories worth sharing! We would love to share all results coming out of the incubation projects, but for confidentiality reasons (and for the simple reason that some are still in development) we cannot share them all. Here are a few that we can share: - **WallCraft by Evonik** – a self-healing concrete that extends the lifetime of concrete constructions. The idea came out of their 2016 innovation challenge and was refined through a 1-year incubation process by Sarah Hintermayer. - **Blue Lithium by Evonik** – a new way of extracting and recycling lithium, used in batteries for e.g. electric cars. This idea also came out of an innovation challenge, and it has been developed by Alessandro Dani. - **DockIt® by [Covestro](/cases/covestro-collaboration/)** – a technology that simplifies and speeds up the dispensing of automotive refinish paints in paint shops. The idea came out of the 2018 innovation challenge and has been refined by Marc Schreiber. - **ReSpare by [Husqvarna](/cases/husqvarna-innovation/)** – a marketplace for Husqvarna dealers to sell and buy spare parts. The idea came out of the Shotgun challenge, an ideation event for employees, and was matured in an incubation process consisting of a series of interviews, email tests and beta version of the website. --- ## Let your corporate innovators reach their full potential URL: https://nos.co/articles/corporate-innovator/ Date: 2022-09-06T13:59:00.000Z A recent HBR-article ([“Don’t let hierarchy stifle innovation”, Timothy R. Clark, August 2022](https://hbr.org/2022/08/dont-let-hierarchy-stifle-innovation)) and a McK-study ([“Fear factor: Overcoming human barriers to innovation”, Furstenthal, Morris and Roth, June 2022](https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/fear-factor-overcoming-human-barriers-to-innovation)) focus on some of the greatest barriers of innovation: the fears that hold many innovators back and the hierarchy that can stifle innovation. The fears investigated by McK include the fear of (negative) career impact, the fear of uncertainty and losing control and the fear of criticism. These are also natural behaviors, but also something that innovators must learn to live with. Innovation is inherently uncertain, and so are the career paths of innovators. As one of our clients said after having been part of an idea team that [entered incubation full-time](/services/license-to-innovate/): “why didn’t you tell me that this would change my life!”. This was meant as a positive note, but for many, it can be a daunting task to engage with something that has the potential of changing your career path entirely – or setting you back. ## How to kill great ideas Through our work, we have seen these barriers in the organisations and the people we work with. Great ideas and intentions end up not being pursued due to these barriers – to the disappointment of both managers and innovators. Innovators hesitate to bring forward their ideas or discontinue at the first sight of opposition. And managers are surprised that no really ambitious ideas ever see the day of light. Here, the barriers are the fear of criticism and the hierarchy that stifle innovation. We are used to few interactions with managers, and typically, these interactions include a high level of preparation, long-term planning but short windows of interaction, and a go/no-go decision at the end of it. This setup is almost tailored to kill ideas and demotivate innovators. Ideas evolve constantly and innovators need frequent sparring to align on progress. They need to spend their time on progressing their ideas, not preparing meetings. ## Pushing past the barriers So what to do to get past these barriers? The articles offer some great advice, and in addition, we have put together some of our own: - **Keep ideation an open, engaging and judgment-free zone**. This one is a no-brainer for most Nosco-clients as the platform strongly supports this principle. Everyone is equal on the platform, and managers have full access to everything that is being shared. This makes it crucial that no judgment is passed at this stage, and that managers, if active (which is of course recommended), keep it to acknowledging and supporting comments. When managers are active during ideation, it sends a clear and strong signal that they support innovation and that they are on equal terms as the employees. - **Practice frequent feedback.** If we leave innovation decisions to make-or-break meetings, we put enormous pressure on the employees and miss out on great opportunities because too much must be conveyed in too little time. Instead, we recommend that we get used to presenting ideas and getting feedback much more frequently. This helps innovators to get used to taking in input from others, deciding what should be applied and making their own opinions about the next steps. In this way, the anxiety around the “big meetings” is lowered and managers can be involved when needed, and are not surprised about the outcome. In the incubation projects we run in Nosco, we favor short “end-of-business-day” meetings that have the purpose of checking in, instead of reporting. Rather than only meeting at the gate meeting, we recommend that managers have these check-ins at least 2-3 times before a gate meeting. - **Make it clear that innovation is business**. In too many companies, innovation is still seen as on top of the regular business, potentially contributing but often disconnected from “real business”. Creating a strong link between innovation and business can help lower the fears and hierarchical barriers as innovation’s importance is clearly established. This can be done by explicitly [including innovation in business strategy/-ies](/services/innovation-operating-model/), but it should also be done in the language and terminology used by the innovators. Using innovation-specific words (I am sure you can think of a few) can alienate the rest of the business. Instead, we propose to use words such as business model, progress, revenue models, impact etc.; words that the rest of the business uses and acknowledges as important. - **Don’t put innovation in a corner**. This point is strongly related to the prior. Innovation is and should be closely linked to the rest of the business. This does not mean that innovation should operate at the same terms, but it also does not mean that it should be left all to itself. Taking innovation seriously by defining clear KPIs, strategies and governance structures will send a clear signal to everyone that this is serious, and it will provide innovators with the comfort of knowing what is expected from them. Results, however positive they may be, must be communicated widely to ensure full transparency and lower the barriers for others to engage in innovation projects. --- ## Empowering people to innovate on the ground and solve problems immediately. URL: https://nos.co/articles/empowering-people-to-innovate-on-the-ground-and-solve-problems-immediately/ Date: 2022-07-21T10:16:00.000Z ## Changes in the way of work that impact innovation ### *Hybrid work is here to stay* Despite all of the challenges of the past couple of years, the COVID-19 pandemic has also shown us new possibilities and has accelerated digitalisation. Much of the global workforce moved to remote work almost overnight. Many companies were rightly worried but despite fears to the contrary, people proved that we can be more productive than ever before. However, now comes the difficult part of the journey – building onto that knowledge and moving towards a future of work that has room for everyone, regardless of location. Working with innovation, organisations need to find ways to innovate without meeting, and translating sprints and collaborative workshops into online sessions. Digital tools supporting agile ways of working play a key role in this transformation. ### *Self-assigned teams & entrepreneurship in residence* As Morten Benn recently said in an interview with Innov8rs, looking inward to get started is not only the ‘right’ thing to do - it also produces more solid solutions that are easier to implement and realize. And mobilizing and engaging employees to share their ideas creates growth and better financial performance for corporations. Tapping into your employees’ collective genius can create a potent pipeline that delivers growth, and raises engagement from within. But in order to enable employees and facilitate [self-assigned teams and intrapreneurship](/articles/embracing-diversity/), organisations with more established HR models might need to adjust themselves. They need to accommodate for individuals and teams to leave their roles for shorter periods of time to test and help validate new business opportunities for the company. Without an organisational culture clearly supporting decision-making by their employees, it is difficult even for the best self-managed teams to be successful. ## Upskilling and capability building is not about preparing people for new roles Capability building goes beyond training and adding skills to your workforce. But it can rather radically change how work gets done. When upskilling people in innovation, ideally you upskill people who have shown engagement in the area. They are intrinsically motivated, appreciate for example flexibility and the unknown, and most importantly they want to learn and get better. *An example:* Nosco has [a programme to upskill employees](/services/license-to-innovate/) and equip them with tools to become experts at evolving an idea from the abstract to the investable. That can be done on a case, or through training after teams have assigned themselves to an idea they truly believe in. In other words, you can make it an academic exercise or jump into the deep end and combine training to solve an actual problem. *Take a classical gate meeting:* Often it’s a slow death from powerpoint presentations which are way too long and the meetings are focused on technical details. And on top of that: employees presenting at a gate meeting are not trained in pitching and presenting at these types of meetings. Therefore, in essence, [Jesper Müller-Krogstrup](/team/jesper-muller-krogstrup/) finds upskilling to mean that “we give people the capability to do what they need and want to do, better and faster”. ## Why it is a win-win Upskilling management, middle management and employees in innovation is important to create an innovative culture. It may take up to three years, but the benefits are worth it: - Attraction and retention of talent - Faster closure of projects without potential - Way faster and cheaper validation or opportunities - Speed from idea to realisation of the business potential. Since sustainability is fortunately often a must to many companies, achieving new sustainable solutions and working with innovation are two sides of the same coin. Hence, training employees on how to think sustainability into the process from the beginning is a win-win. ## Where to start As Stanford Professor BJ Fogg explains it “people can be motivated to innovate, but if they don’t know how, it’s difficult. What really motivates are mastery, autonomy, and purpose.” So how can organisations give employees the autonomy to apply their new learning right away in their day-to-day work so it feels meaningful and relevant? At Nosco, we use contextual based training. It is the intersection where the work we have to do regardless meets a structured and organised way of applying new knowledge. *The mindset is:* - **Make the call for ideas your training ground** - Make the gate meetings a training ground. - Make idea **maturation** a training ground. - Make your incubation process your training ground. It has to be done very intentionally, tested and then adapted to existing processes and ways of working. --- ## 6 Ways to Encourage Adoption of Idea Management Software URL: https://nos.co/articles/6-ways-to-encourage-adoption-of-idea-management-software/ Date: 2022-07-04T12:31:00.000Z The purchase of software alone will not make your organisation more innovative. Therefore, we have decided to dedicate this article to platform, channel and process administrators who work hard to engage colleagues in innovation across their organisation. ## User adoption of new technology doesn’t happen overnight Your company has invested in an idea and innovation management software solution, such as the Nosco Platform, to help eliminate process bottlenecks, increase efficiency, save time, scale innovation efforts and leverage internal knowledge to boost innovation efforts. But the implementation process often comes with its challenges. After all, software adoption is about transforming the way that people work. As most of us are creatures of habit, there is bound to be fear of change. Your colleagues’ routines are changing, and new habits need to be formed. Without an actionable adoption plan, software implementation can be difficult and lead to frustration. However, done right, software adoption can be a process that replaces fears of change with anticipation and support. In this article, we will share six key steps toward successful idea and innovation management software adoption for your organisation. ## The six key steps ### 1. Let people know the software is built for them Some colleagues may not have a high level of technical expertise. Speak their language and assure them that their needs have been heard - if a team is convinced that the software is designed and was selected with their specific needs in mind, you may just have overcome the first roadblock to successful software adoption. ### 2. Select user-friendly software Have you selected software that is easy to navigate and use? If the software is what your team needs but they have a hard time using it, you will lose the battle before it starts. Understand the environment people are used to, the positives and negatives of the current systems or workarounds in use, and select software that is user-friendly, and highly efficient. An interface design that makes adoption and navigation smooth and hassle-free gives you a tailwind for succeeding with software adoption in your team. ### 3. Find internal champions Identify who your early adopters are and use them as ambassadors for the adoption process. Early adopters are the ones who will get the most excited about the implementation of the new software in your organisation. Not only will they be happy using the software in their daily tasks, but their enthusiasm can be used to encourage even the most reluctant colleagues to give the new software a try. Remember to communicate well with them throughout the process and back them up with reliable support. ### 4. Make the adoption process as un-disruptive as possible You cannot expect business to stand still while you implement the new software solution. Understand your current business environment and existing processes. Try and ease in the new system with these aspects in mind. Let people know how you will make sure that the incoming system does not interrupt their workflow. ### 5. Provide ongoing support In order to successfully implement idea and innovation management software, we suggest you go beyond the implementation itself. We generally say that users of the Nosco Platform do not need training. However, admins need to be trained and have access to ongoing support. When you reassure your admins that this kind of support will be provided both during and after implementation, the organisation is more likely to embrace the new software. ### 6. Take the software for a spin It is difficult to learn how to swim on land. Similarly it is difficult for an organisation to truly learn how to use idea and innovation management software without taking it for a spin. If you are concerned about how the new system or ways of working with innovation will be received you may want to consider starting out small - testing it on a smaller topic or targeted group of users in order to learn and adjust. Idea and innovation management software is well suited for such an approach: - Start out small, e.g. by setting up a channel to gather ideas within one functional area - Scale your initiative to run multiple, cross-organisational idea campaigns inside your company - Advance to running open innovation challenges with external participants To help make adoption smoother for your organisation, Nosco has an extensive [Help Center](https://help.nos.co/hc/en-us) and Nosco Academy where you find everything from quick, practical guides to courses that get you and your team started and scale your innovation efforts. On top of that, our goal is to assist you in running successful innovation initiatives. Therefore, you always have the opportunity to reach out to our experts for additional sparring, guidance and training tailored to your needs. Our team of experienced consultants can help you every step of the way, including ideation, screening, maturation and incubation of ideas. *Innovation is a team effort - so let us back you up.* [*E-mail*](mailto:cometoknow@nos.co) *us or schedule a call if you would like to learn more.* --- ## Embracing diversity boosts innovation & financial results URL: https://nos.co/articles/embracing-diversity/ Date: 2022-04-29T12:25:00.000Z There is plenty of evidence that suggests that diversity boosts innovation, but we still often get the question of 1) what diversity actually is and 2) how to work with it in relation to innovation. A (2018) study by Harvard Business Review found that the most diverse companies were also the most innovative, outperforming their competitors by 19%. According to a 2020 Forbes article based on a BCG study (BCG Innovation and Diversity survey 2017), diverse management teams were more innovative than less diverse teams. Companies with above-average diversity produced a greater proportion of revenue from innovation (45% of total) than from companies with below average diversity (26%). This 19% innovation-related advantage translated into overall better financial performance. Diversity and inclusion can be defined through a variety of lenses. Age, race, ethnicity, cultural background, gender, sexual orientation, and religion, immediately come to mind, but also educational background, managerial experience, neurodiversity and even personality traits have been considered (Cultureamp). Inclusion at the workplace takes diversity a step further and focuses on providing everyone with equal access to opportunities and resources (Builtin). The concept of diversity can thus be defined quite broadly, which does not make it easier for managers to work with and promote, despite recognising its importance. Achieving workplace diversity means you are [empowering your employees to reach their full potential](/articles/involve-your-employees-and-improve-your-innovation-culture/) and encourage a more innovative talent pool. But even if you have a diverse workforce, how can you ensure that you don’t end up involving the same “usual suspects” and increase engagement across organisational divisions and groups? ## Adjust your communication When we communicate our innovation initiatives, we tend to assume that people have the same knowledge about innovation as we, and that everyone will find it as exciting as we do. But that is not the case for all. It is rather the exception. That type of communication will speak to those employees that are already involved in innovation and the “usual suspects” that find these types of initiatives interesting. If we want to engage other groups, and more diverse groups, we thus need to rethink our communication. One of our industrial clients, for example, adopted an [idea management program](/services2/idea-campaigns/), where they wanted to hear the ideas of all their employees – everyone from blue-collar workers to senior management. They implemented a strategy that would allow them to engage their office-based workers via digital channels, their intranet, emails etc. But crucially, they made sure to target the blue-collar workers who worked in the factories, without direct access to a computer. Therefore, they utilized analogue channels, such as posters and notice boards to advertise the idea gathering project, and even built ‘submission stations’ for workers to submit their ideas. Rethinking the means and channels of communication is thus one way of adjusting our communication efforts. We have seen many creative versions of communication, including everything from: - make-your-own paper planes - 2 meter paper rockets - foils on elevator doors - cakes with messages on them etc. In our experience, for communication to be engaging it must be fun, stand out from other corporate communications, and it must be right where people work and impossible to miss. We, as innovation managers, need to get out of the office and actually visit the groups we want to engage. It might take more resources, but it is also much more efficient in terms of increasing engagement and inclusion of all employees. Another aspect that we need to consider is how we communicate. Subconsciously, we will assume that 1) people know what innovation is about and 2) that they believe that they have a role to play when it comes to innovation. Many employees in companies do not necessarily see themselves as being involved in anything innovation-related. And it might be that they are not interested, but it might also be due to a lack of knowledge. We thus need to adjust our messaging to something that they can understand and that relates to their specific situation. And it might be that we should not even use the word “innovation”, as the word in itself alienates some people. ## Promote self-appointed teams – and nudge participation Teams are where the actual magic of innovation happens: it is through the work of teams that ideas get matured, tested, scaled or stopped. But how do we create great teams built on principles of diversity and inclusion? At Nosco, we believe in the power of [self-appointed teams](/articles/empowering-people-to-innovate-on-the-ground-and-solve-problems-immediately/). Teams where the members themselves have signed up to be part of the team. But as with our communication efforts: if we do nothing, it will be the ones already engaged in innovation and the usual suspects that will sign up for the teams. Typically, it is less hard to find product- and tech people to join teams, whereas profiles in finance, marketing, operations et al. are harder to find. To get self-appointed and diverse teams, we need a bit of facilitation and nudging. One of our chemical industry clients decided to put the concept of self-appointed teams into practice. 15 ideas had been nominated and asked to assemble teams around those ideas. Most of the idea author only had networks within their own departments and didn’t know how to find team members with different skills and areas of expertise. The project team thus decided to help the idea authors find team members by reaching out to managers of departments not usually involved in innovation, but with great relevance to the teams (e.g. finance and marketing). The managers then helped identify a pool of people and set up for individual talks with the idea authors to find out if there was a match. ## Final thoughts Building a culture of innovation based on diversity and inclusion is not an easy job and it comes down to much more than ticking off roles and job functions. It is about bringing a variety of perspectives together, respecting and utilising the strengths of those involved. We can only recommend leaders to trust their employees when it comes to forming diverse and inclusive innovation efforts. Trust in the power of honest communication that embraces the diversity of any organisation, helps build diverse teams. Let them lead the idea through the innovation process by utilizing relations based upon knowledge, experience, and influence in their network and not so much by navigating company hierarchies. --- ## Innovation starts with connecting people URL: https://nos.co/articles/innovation-starts-with-connecting-people/ Date: 2022-03-17T12:15:00.000Z ## **What potential can an innovation platform unlock in the innovation process?** At Nosco, we work with this rule of thumb that it’s 80% about establishing a good process and 20% about the platform – in truth, you can’t really do one without the other. The platform definitely plays a role in terms of connecting people. The big challenge we see out there is that as companies succeed and grow larger, it becomes more and more difficult for them to be as innovative as they were on day one – in relative terms. What we’re trying to do through our platform and the processes that we bring, is provide an overlay to the organisational model, both in terms of processes and systems to help counter some of the silo effects of a large organisation. ## **What are the core principles of the Nosco platform?** Nosco, as a business, is about broadening innovation and making innovation everybody’s business. As you grow, what often happens is that you don’t involve people to the same extent in innovation. That means you’re not using the full innovation potential across the organisation. You have people close to the customers that are seeing things and getting ideas but they are “isolated” from the people in the product development organisation who may be sitting in a different country or a different part of the organisation. ***“These silos mean that the eyes and ears are no longer connected to the decision making power and the brains.”*** Just to steal a good old tagline from Nokia it’s about connecting people. Therefore, our platform’s core principle is to help remove silos. It’s about flattening the hierarchies, reducing the distance between idea and decision making and improving the ability to execute on that idea. Moreover, Nosco is about keeping things simple and keeping things real. If you look at it, innovation is in some ways brutally simple. It’s very, very different from business as usual. That is why a lot of large organisations fail at it. Therefore, the systems that you build have to be brutally simple as well so that they don’t get in the way of innovation. It should not be like getting into the cockpit of a plane and you’re spending more time trying to figure out where all of the features are than actually doing what’s needed to succeed with innovation. ## **How do you work to continuously improve the platform?** One of the big benefits is that we have both, a consulting and a software business. This means that we are extremely close to our customers in terms of helping them become more innovative and seeing and understanding what actually works in real life. Our consultants are also part of the customer success team. So when you write to support at Nosco, basically you will have an equal chance of getting in contact with someone from the consulting team. This means that we stay in extremely close contacts with our clients even after the project and help them succeed. It’s not just about making the platform work while we are there and keeping the lights on. As a result, we get to see what and how things work on a day-to-day basis which provides us with firsthand detailed knowledge about our customers. All of this knowledge is brought back into the product development process. In that sense, I would say that we are extremely customer driven in our own innovation process. Needless to say, we use our platform for capturing and sharing all the ideas that we get. ## **How do you see the future of the platform?** If you look at innovation, there is what I would call the crowd collaboration part of innovation, where a lot of people are chipping in with different ideas and inputs. This is what our platform is designed for. But there is also another part of innovation, which is much more project based. Project collaboration, however, requires a different set of technologies. In terms of focus, we will definitely continue to be a social platform for ideas, as we call it, focusing on the crowd collaboration space. When we take decisions regarding changing the platform or adding to it, there is always a careful decision process involved in which we ask ourselves: Does this truly add value or does this add more complexity than it adds value to the process? A very practical discussion could be, what should the available parameters be in an idea evaluation form? Assessing ideas is a decision making process. It’s a commitment process rather than an analytical process. So you don’t need full-blown survey tools to do this. We’ve learned to use all of these very sophisticated assessment mechanisms in “business as usual” but when we’re talking innovation, we’re back to “brutally simple”. We need brutally simple tools to assess and discuss and decide on which ideas to take forward. At the end of the day, innovation is about the future. And you haven’t created the data to analyse yet. We often discuss whether you can truly analyse whether an idea is going to succeed. Or whether it is more a commitment exercise? For us, decision making in relation to innovation is a commitment exercise. We believe that it’s about getting ideas in front of the right group of people, with the right level of insight, decision making power and resources. And it is about running a transparent decision making process of review, discussion and decision with these decision makers. ## **Meet Sebastian Cadell, COO & Partner** [Sebastian](/team/sebastian-cadell/) has more than 20 years of experience working as a management consultant in the field of strategy, organisational development and innovation in B2B organisations and professional service organisations. He works with clients to design and facilitate innovation challenges and innovation processes more broadly. And leads the strategic development of the Nosco platform. ***“What I really love about my job is working with people in companies. Helping them bring ideas to life. It is a gratifying process – meeting passionate people with ideas, helping them to lay out a process by which they can realise their ideas and giving them the tools and methods and thereby a chance to realise their idea.”*** --- ## The role of innovation in reaching sustainability goals URL: https://nos.co/articles/the-role-of-innovation-in-reaching-sustainability-goals/ Date: 2022-02-10T19:57:00.000Z There’s no doubt about it: Innovation is a key part of securing your company’s future. Constantly adapting to new technologies, improving current projects, and solving previously-unaddressed customer problems is the best way to ensure that you’re never left behind. And sustainability needs to be an integral part of innovation and business planning. It needs to be anchored across the organisation. Sustainability is no longer just challenging organisations but is now a sought-after trait in modern business. Coupled with innovation, it represents a key driver of profit and long-term growth for many of today’s businesses. In fact, research indicates that innovative businesses are 2.4x more likely to be among the strongest-performing businesses of the future. ## **We see three main business advantages of sustainable innovation** ### **1. Competitive advantage** Revenues from sustainable products and services grew at six times the rate of overall company revenues. Environmental standards and changes in consumer behaviour foster innovation as well as open new business and growth opportunities. **As an example:** Nike embedded sustainability into its innovation process and created the $1 billion-plus Flyknit line which uses a specialised yarn system, requiring minimal labour and generating large profit margins. Flyknit reduces waste by 80% compared with regular cut and sewed footwear. Since its launch in 2012, Flyknit has reduced 3.5 million pounds of waste and fully transitioned from yarn to recycled polyester, diverting 182 million bottles from landfills. ### **2. Increased financial performance** Companies start to realise significant cost savings through operational efficiencies by better management of natural resources like water and energy, as well as minimising waste. Companies are also driving down costs by systematically managing their value chains and mitigating risks arising from climate change, resource scarcity, or community issues. **As an example:** Dow has invested nearly $2 billion in improving resource efficiency and has saved $9.8 billion from reduced energy and wastewater consumption in manufacturing. ### **3. Talent attraction and employee engagement** Companies with strong sustainability programs are better in employee morale, loyalty and turnover and have a significant increase in productivity over firms that did not adopt sustainability practices. **As an example:** A study published by [Anthesis](https://www.anthesisgroup.com/sustainability-vital-for-employee-attraction/) reveals that for 53% of the UK’s workforce sustainability is an important factor in choosing a company to work for. Now, the big question on every business leader’s mind is: How do you make innovation sustainable? How do you create a culture of innovation interwoven with sustainability practices, while improving your bottom line in the process? ## **Here are some steps and strategies that can help you get started** ### **1. Establish sustainability as a core company value** Easier said than done. Everything that your company does must be interrogated as to whether it adheres to a core value of sustainability. By making sustainability part of your culture, you ensure that every decision you make already considers the environmental and ethical impacts of your actions. Every leader, manager, and employee must be aware of sustainable practices, and capable of offering sustainable ideas. And the result? An expansion of your existing culture of innovation, which weaves a sustainable mindset into every new idea. One of the best ways to espouse this value is to involve your workforce and get them to help in developing ideas for sustainability. A great example of this was done by the company Bühler, a global, industrial solution provider for processing and manufacturing. We helped the teams at Bühler achieve their sustainability goals. Together, we designed an [innovation challenge](/cases/buhler-collaboration/) that was open to all of their employees. Over the course of the challenge, they got input from 5,500 employees and received 341 ideas. Then, the top 8 ideas were further refined by teams in a 3-day workshop and then the Minimum Viable Products (MVPs) were produced. Some of these ideas would go on to be considered as potential offerings for Bühler’s customers. This challenge served the dual purpose of engaging employees with sustainable and innovative practices and putting more eyes on the company’s problems to help them develop new solutions. ### **2. Ensure that you have clear and achievable goals** Sustainability certainly has the potential to bring success and profit to your company, but only if you know what your specific targets are. Look at the areas in which your environmental impact may need some work, and create actionable improvement goals with set timelines. In the [Bühler challenge](/cases/buhler-collaboration/), the company had specific goals with timelines—30% reduction of waste and energy consumption by 2020. Having these specific goals allowed them to narrow down the scope of innovative ideas. Instead of creating unclear and vague initiatives, they had realistic and achievable goals that they could actually meet. ### **3. Make sustainability a part of every process** Sustainable practices don’t just start when a product is launched, when prototypes are being created, or when the final idea is being presented. It needs to be woven into every facet of design, and every theme of innovative ideation, from the moment of inception. If you consider sustainability targets to be an afterthought, rather than a core part of each design and workflow, then you may find that it’s difficult to achieve them at all. Think about how hard it is, once a product is launched, to change even the smallest things, such as packaging. In the healthcare industry for example, when medical devices are being designed and developed, FDA approval is needed. Changing packaging or the like post-approval may result in a long and costly process. Therefore, it is important to think about sustainability from the start – already in R&D. ### **4. Make a (public) commitment—and leverage it** Making a commitment to sustainability is not easy and it is even harder to prioritise and reach those goals. One of the reasons why commitments often fail is because they’re met with resistance from stakeholders. Oftentimes, when given a choice, they would rather pick business objectives over sustainability targets—especially if these targets are vague, unrealistic, or they experience a lack of executive support. By making a public commitment to sustainability, with clear targets, you’re making the first steps to accountability. Publicly demonstrating your commitment to sustainability can also open up a variety of opportunities for you to engage with customers, attract new ones, and improve your bottom line. You also set the stage for the entire company, guiding and encouraging every stakeholder and team member to focus their efforts on sustainability. Take Covestro, for example. Covestro successfully implemented a new company culture and mission based on the experience of more than 80 years of innovative leadership. Through training in idea development and corporate entrepreneurship, they aimed to transform employees into entrepreneurs. During that process, they ran a successful innovation challenge, of which washing with CO2 was one out of five high-potential business opportunities that received funding. ## **Innovation and sustainability: Hand-in-hand towards the future** If your company wants to grow and exist in the long term, you need to commit to sustainability across the entire value chain. Innovation and sustainability should go hand-in-hand, ensuring business goals by creating solutions and technologies of tomorrow – climate-friendly (or positive) with an overall positive socio-economic impact. Looking at the bigger picture and saying it with [BCG](https://www.bcg.com/publications/2019/innovation-win-sdg-race)’s words: innovation is the only way to win the Sustainable Development Goals (SDG) race and achieve a sustainable future. Radical, disruptive innovation, in particular, can significantly shift the economics of possible solutions and the timeline for delivering them. With the potential to fundamentally change the cost of achieving progress, innovation can support and advance sustainability efforts. At Nosco we help our clients foster a sustainable innovation culture. Through innovation challenges, workshops, and advice we help engage workforces and shape company values towards making sustainability a way of life, not just a KPI. *Innovation is a team effort—let us back you up. E-mail us or schedule a call and let’s work together to jumpstart innovation in your company.* --- ## 10 Ways to Create a Culture of Agile Innovation URL: https://nos.co/articles/10-ways-to-create-a-culture-of-agile-innovation/ Date: 2021-11-16T19:57:00.000Z ## **1. Learn from failure, transform while you perform** - Fail fast, cheaply and learn as you go: Set objectives at the outset, and ensure the organization and stakeholders get smarter every step of the way - Agile “theory” doesn’t help: Any agile implementation needs to fit your needs, rather than prescribe processes or practices that don’t make sense to your business. - All about the people: acquiring, training and retaining the talent that you need - Transform while you perform: Business doesn’t stop. Today’s environment demands that we digitally transform today while we continue to perform. ## **2. Encourage design thinking** Design and development should not be siloed. Development needs to be in on the design decisions to make sure the solutions can be built, and design needs to be in on the development so that the solution is built as designed… it’s not about “design by committee” but about allowing trained designers to guide the solution rather than dictate it. ## **3. Empower your employees** “The only way agile development has a chance to succeed is if the culture empowers employees. And this needs to extend throughout the organization, including executives and those on the business-side of the organization.” ## **4. Organisational process change required** Having the processes, communication flows and tools which characterize a digital workplace will be crucial in bringing agile to the whole organization. Effective governance structures and management can only be achieved if information flows are digital. ## **5. Inspire innovation away from day-to-day** Getting your workers together for fun and learning activities can create better bonds and promote team building. Build projects that are designed to give employees a perspective on how other jobs and roles work within the organization. ## **6. Agile training from the top down** Make sure every department head is thoroughly trained on agile so they can implement these practices from the top down and ensure the processes are continuing to be implemented. It’s also important to train someone on agile as soon as they start so they don’t go back to old processes. ## **7. Plan for agile and adopt agile practices at a team level** Individual teams need to make specific changes to how they operate; for example, adopting scrum or kanban. Businesses have a variety of different agile methodologies to choose from, and many adapt their chosen methodology for their specific needs. ## **8. Implement continuous integration & DevOps** DevOps involves development and production working closely together to ensure faster and more predictable software releases. Continuous integration, meanwhile, involves team members integrating their work at least daily, and receiving immediate, automated feedback in order to improve quality. ## **9. Deliver on your sprints** Hautau’s team works in “sprints” where it assigns a number of tasks that each team member has to complete within that sprint time limit (in their case it’s two weeks)… The deliverables from the sprint should be lean but meet all requirements to make that task valuable to the team. ## **10. Cash management is paramount** Nothing hamstrings an entrepreneur and his/her organization more than lacking the cash necessary to implement the vision and accomplish the mission so always focus on making cash king. Wasting cash on anything that doesn’t drive the organization forward will hamper agility. ## **Credit** [CMS Wire](https://www.cmswire.com/digital-workplace/10-ways-to-create-a-culture-of-agile-innovation/) [Anne Larsen](/team/anne-larsen/) --- ## The value of open innovation URL: https://nos.co/articles/part-4-extend-the-value-of-open-innovation/ Date: 2021-08-26T19:57:00.000Z As part of our series on the [eight innovation essentials](https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/the-eight-essentials-of-innovation), we will explore how corporations can benefit from tapping into external innovation networks. In the last decade or so the concept of open innovation – sourcing ideas from an external network of partners, suppliers, universities, start-ups and customers – has become increasingly popular. However, companies often fail to harness the benefits they have hoped for. In this article we will share practical insights on how to avoid common pitfalls and increase the chances of success for your next open innovation initiative. ## **What is open innovation?** Traditionally, in large organisations innovation is the domain of R&D departments. The formula is to come up with a unique product or solution, take worldwide patents and then execute with high efficiency. However, with the change in speed of technology development, the rise of digital solutions and the lower capital barrier for launching a company, it has become increasingly difficult to succeed by just sticking to the known formula. Thus, companies have started to look for innovation outside of their own organisation – partners, customers, universities or start-ups. The promise is that by tapping into “outside” capabilities, companies can bring in more diverse and fresh ideas while also increasing the speed of innovation. In a nutshell, open innovation is about opening towards different sources of knowledge, insights, and capabilities, often as a collaboration between the parties. ## **Different types of openness** There are many types of open innovation. To simplify the discussion, we have divided them into five different types based on their objectives and the parties involved. ### **1. Employee engagement** Opening up the innovation process for employees outside of R&D-domains is typically not included as open innovation practice in academic literature. However, because involving e.g. operational and frontline workers in innovation is so foreign to many companies, we believe that it is in fact very similar to other forms of open innovation. Over the last decade Nosco has run hundreds of innovation initiatives involving all employees or a sub-group. Our experience is that often companies don’t have to look far to find new sources of innovation. Read more about this format and the value it brings to corporations in our article “Involve your employees and improve your innovation culture”. ### **2. Employer branding and talent acquisition** Technological advancements and digitisation have changed what skills are required from employees. As the baby-boomer generation is retiring and millennials and gen Z are taking over as the main workforce, companies need to adapt to new ways of attracting and keeping talent. The [2018 GE Global Innovation Barometer](https://www.ge.com/sites/default/files/GE_Global_Innovation_Barometer_2018-Summary_Report.pdf) found that 74% of surveyed global executives highlight a lack of skills as an issue in their industry. This lacking spells trouble for innovation. Thus, employer branding has become increasingly important, particularly for more established and traditional companies. An efficient way of doing this, is to engage e.g. students in open innovation initiatives. Companies can benefit in two ways: (1) position the company as a desirable and modern workplace (2) spot talent and get access to new insights and ideas. Two examples of such initiatives are [Buhler](https://carbonfootprintchallenge.org/) and [MIT](https://mitdkinnovation.nos.co/). ### **3. Customer involvement** Involving customers is probably the most known type of open innovation, but also, in our experience, one of the hardest to succeed with. There are many pitfalls but done right, it can provide great insight and raise brand value substantially. A prerequisite is a solid and loyal customer base that is willing to engage with you. A good example of successfully involving customers is Husqvarna, a global leader in robotic auto-mowers. An animal protection NGO was concerned about the safety of wildlife when the robot lawn mower was working at night. Despite a low number of reported cases (3 incidents with more than 2 million auto-mowers at work), Husqvarna took the potential bad image seriously. The Husqvarna Innovation lab, thus, invited over 66.000 users via the auto-mower app to collaborate on solving the challenge. The aim was to find inexpensive solutions to the problem and to show that Husqvarna is serious about this issue. Participation was high and the outcome was 32 high-quality ideas as well as reinforced relation to their customer base. ### **4. Start-up collaboration** Collaborating with start-ups can be a good way of bringing in capabilities that are otherwise difficult to build yourself. A study by Deloitte demonstrates that pharmaceutical drug candidates developed with open innovation practices (investing in ventures) have a [success rate three times higher](https://knowledge.insead.edu/entrepreneurship/equity-investment-as-an-innovation-tool-4954) than those sourced through traditional in-house, closed innovation methods. Start-up collaboration is in many ways related to the traditional M&A approach but yet different. As opposed to an M&A, the start-up approach builds a collaboration and invests in learning rather than future paybacks. Many companies like to flirt with the start-up community but lack the commitment to act like a venture company. In our experience, clear and transparent intentions are the road to successful collaboration. In this case, success is defined as real adoption of acquired knowledge, whether in the shape of a partnership, an equity stake or another kind of transaction. The company needs to act like venture capitalists. Invest in themes and create a portfolio of companies. It is best not to get majority shares right away. Invest to ensure future learnings, but not to carry the burden. When a start-up succeeds, the company can go in and buy more, at a higher price. ### **5. Value chain collaboration** The last approach to open innovation that we want to highlight, is collaborating across value chains within an industry. Many value chains are clearly divided with distinct roles for each company. This is a disadvantage when it comes to initiatives that require collaboration across the value chain. For example packaging and smart technologies (e.g. RFID tags and IoT). Collaborating with industry partners towards the same goal has immense potential for solving issues that can’t be tackled and solved by only one company. However, it is also one of the hardest to succeed with, because companies are often hesitant to share insights that value chain partners might exploit for their own benefit. One successful initiative of this kind is initiated by [a small interest organisation,](https://inside-innovation.nos.co/interviews/reyna-bryan) [RCD](https://inside-innovation.nos.co/interviews/reyna-bryan), gathering industry partners to solve the issue of plastic packaging. Key for the success of this was the handpicking of participants, the activities involved to build trust and the rewards for participating (e.g. access to high-profile experts). ## **Barriers and what to watch out for** It is tempting to venture into open innovation, due to the many potential upsides and the popularity of such initiatives at the moment. The upsides are indeed promising. However, it is important that companies are clear about their objectives and aware of potential pitfalls. In our experience, it is crucial to be clear about why you want to involve external stakeholders and what you are hoping to achieve before you start any open innovation initiative. In many cases, companies don’t even have to look far to find new sources of ideas. In fact, it might be easier and quicker to look within your own boundaries and employees. Should the company suspect that the external environment will be able to provide other benefits, the next question should be: who to involve and why would they want to collaborate with us? Open innovation is never a one-way street. You need to give something in return in order to attract partners and really get the benefits of it, whether it is knowledge, insights, money, training or access to facilities and network. Once the purpose and rationale are clear, it is essential to ensure internal backing of the process. Especially if it entails high monetary rewards and another big investment from the company. Internal backing should address the questions of: How much are we willing to invest? How do we make sure that we can adopt the knowledge and harvest the benefits? We have seen companies that have spent lots of Euros on cultivating ecosystems at universities, without ever being able to document the value or capitalize on the effort. Whereas the initiative itself might be a success, it is not a success to the company. Finally, we recommend working in parallel on changing the mindset of the company. Do not assume that everything is on green light, just because the top executives said yes to the program. We often see a disconnection between the top executives and the next levels of management. It is often those next levels that should adopt and integrate the acquired knowledge or acquired start-ups. If they do not buy-in to the value of the initiative, it will most likely never materialize. ## **How to get started** At Nosco, we help companies host [open innovation](/services2/open-innovation/) challenges. We have been involved in designing and implementing multiple initiatives. Sometimes, we also play an active part in identifying and engaging the target group. Our work has helped create hundreds of ideas and dozens of prototypes, and we have supported our partners to create great value through new ways of collaboration. Every company has different prerequisites and levels of experience with open innovation. Therefore, we prefer starting with a scoping discussion and clarification of “how mature” regarding the above-mentioned barriers the company is. In the process, we like to run an “Aspiration workshop” (see part 2 article). We also sometimes suggest finding an important business challenge and run an internal campaign to prove that extending the innovation effort beyond the traditional way is a fast and valid way to capture value. *Ready to extend and create better ideas for innovation? Contact us now for a free consultation—we’d love to know how we can help.* --- ## How to inspire innovation in a corporate environment URL: https://nos.co/articles/how-to-inspire-innovation-in-a-corporate-environment/ Date: 2021-06-23T19:57:00.000Z **There, we said it.** It might not be what you want to hear, given that innovation is what so many enterprises aspire to. However, whether you’re scoping out a potential digital transformation initiative or brainstorming new and disruptive product ideas, innovation is often at odds with traditional corporate culture. Usually, the risk of innovation simply does not jive with the conventional model of fixed quarterly targets and extensive risk management. Indeed, in a survey of UK business leaders by PA Consulting, [40% feared the failure of new and disruptive ideas](https://alcorfund.com/insight/latest-innovation-statistics-and-facts-2020/), which leads them to abandon these initiatives before they ever get off the ground. For many companies, the solution is to create an innovation lab, where employees are free to think out of the box and identify new ways of meeting the market’s needs. Such a Lab would be separate from the rest of the pack, unbound by the usual corporate expectations. They’d be allowed to test new ideas and chase after risky endeavours that might otherwise have been denied or would have required a lengthy bureaucratic approval process. On the other hand, it’s possible for these corporate innovation labs to have *too much* freedom, without the temperance of a mature corporate management structure and long-term objectives to guide them. These labs may end up a case study in [*innovation theatre*](https://hbr.org/2019/10/why-companies-do-innovation-theater-instead-of-actual-innovation), where they haphazardly throw ideas on a wall and see what sticks, without truly understanding how these ideas need a corporate backing convincing the executives who have the resources, that they address attractive market needs or business goals and that it’s possible to realise them without breaking the bank. This is especially problematic if the core business enters a slump—in this case, an innovation lab could find itself with nothing useful in the pipeline if it was left to its own devices. It’s important, for the long term health of the Lab, to have a pipeline of ideas that are verified, and ready for investment in scaling. So how do you develop and cultivate your ideas in a culture of innovation while managing to occupy the happy medium between flat hierarchy brainstorming and corporate stability? In this article, we look at how to help foster this culture of innovation in a way that allows ideas to grow, while ultimately keeping them on a path that’s good for business. ## **1. Skip the brainstorming and employ a structured idea generation process** This might seem counterintuitive—isn’t brainstorming the lifeblood of a fast-paced and innovative environment? However, more and more companies are moving away from brainstorming in the traditional sense. Throughout the years, study after study has shown that this time-constrained, anything-goes model of ideation can yield many negative results. For example, all the way back in 1958, a study at Yale showed that [brainstorming in a group yielded half as many ideas as just working solo](https://www.newyorker.com/magazine/2012/01/30/groupthink). Much more recently, in 2008, a professor at Harvard Business School showed that [time pressure causes people to be less creative](https://hbr.org/2002/08/creativity-under-the-gun). In order to refine your idea generation, it’s best to take a page from the corporate playbook and employ a more structured model, with key goals, targets, and leadership at its core. One great way to do this is through [corporate incubation](/services2/incubation/), where business leadership meets with innovation teams regularly to involve them in the decision-making process, get feedback, and continuously test and validate ideas. By creating short, fixed-interval iteration cycles, agreeing on tools and testing methodologies, and setting specific requirements for every idea, you can ensure that your ideas develop into mature, workable concepts, ready for entry into the product development pipeline. Meanwhile, you also ensure that your innovation spaces are still separate enough from the core business that they’re not stifled by being put under the magnifying glass too often. ## **2. Involve everyone in the innovation of your business** One of the best ways to create a culture of innovation is to make sure that everyone is a part of it. That way, leadership, middle management, and the rest of the workforce can all be trained to improve their ability to innovate. A great way to do this is through an [innovation challenge](/services/innovation-challenge/), during which every level of the company participates in ideation and project planning. These types of challenges help align teams around a particular innovation target and illustrate how ideas can be matured with the help of every stakeholder. Innovation challenges not only inspire a culture of innovation but also generate real, actionable ideas that can reveal new business opportunities. By demonstrating the real-world benefits of innovation, they can help promote its value to the company. ## **3. Develop innovation as a continuous mindset, not a fixed goal** In the short term, you might be able to get away with thinking of innovation as a way to improve your revenue targets. But in the long run, the most effective way to harness the power of innovation is to weave it into your culture over time. Innovation can’t just be seen as a separate concept that “turns on” whenever you need ideas. It’s a muscle that needs training. In its best form, it’s a culture of continuous improvement that encourages the constant evaluation of old processes, while also rewarding new and improved ways of doing things. It’s a curiosity, that searches for new opportunities, new markets, new offerings. You need an *innovation ecosystem* to get this culture up and running. To do this, you need people who can determine how your current corporate culture supports innovation and identify areas of improvement. You also need to create roadmaps with clearly defined and measurable goals that are geared towards strengthening your innovation framework. ## **4. Support a culture of innovation with the right tools** Innovation itself is constantly evolving, and you need the right digital tools to stay ahead of the curve. One of the best investments corporations can make to support this is an innovation platform that provides a collaborative workflow, a place to go to that provides help and guidance to your teams, in creating and giving feedback to ideas, and develops clear evaluation criteria for ideas. With that, you are able to have a credible overview of the stage of the ideas in the corporation. You know, the ideas that have been market validated, where the technology is ready and where the corporation could earn money. These platforms can also help you track the progress of your innovation initiatives and get a bird’s-eye view of each idea’s performance. This way, you can make strategic decisions that involve all of your innovation arms and help them stay on track towards your goals. ## **Conclusion** Innovation isn’t a monolithic practice that exists separately from your core business. It’s a complementary aspect of a continuously improving corporate machine, and it needs the right cultivation and environment to support the development of ideas. However, over time, innovation should eventually evolve into a key part of how you work, and that means investing in creating that culture of innovation in your business. You can achieve this by taking the right approach to innovation and investing in the right platform to track corporate innovation initiatives. Nosco can help you out on both fronts. We offer various consultancy services that can help you introduce and foster innovation in your company and organise events and campaigns that can provide you with new opportunities. We also have a complete digital innovation platform that supports all your idea generation, evaluation, and collaboration needs. *Innovation is a team effort—let us back you up. E-mail us or schedule a call and let’s work together to jumpstart innovation in your company.* --- ## Who are the innovators in your company and how can you find them? URL: https://nos.co/articles/who-are-the-innovators-in-your-company-and-how-can-you-find-them/ Date: 2021-05-12T19:57:00.000Z When we think about successful innovators, we often picture a hard working entrepreneur building an empire out of a garage in Silicon Valley. While there is certainly some validity to this narrative, the fact is that in most cases it doesn’t hold true. As we highlighted in a [previous article](/articles/debunking-the-myth-of-the-lone-innovator/), [research](http://cup.columbia.edu/book/driving-innovation-from-within/9780231189521) suggests that the majority of innovation actually comes from within corporations. But who if not the entrepreneurs come up with new innovative ideas and bring them to life? In this article we will get to the bottom of this question and give you actionable insights on how you can identify and nourish innovators in your company. ## **Who are the innovators in your company and what do they have in common?** It is tempting to aim to attract successful “entrepreneurs” to drive innovation in your company. After all, corporations depend on entrepreneurship to stay relevant and competitive. However, in our experience it needs different kinds of people to prevail and thrive in a corporate environment. They have been often coined “intrapreneurs” or corporate entrepreneurs. While they share certain traits such as innovativeness, market awareness and proactivity with the traditional entrepreneur, they exhibit three distinct characteristics that uniquely qualify them to be successful in large organisations. ### **1) Calculated risk** Innovators are often portrayed as big risk takers. In the case of entrepreneurs it is certainly true. Intrapreneurs on the other hand are more calculated. One reason is that large companies are often more risk averse. In order to excel, intrapreneurs need to take the company’s risk profile into account and find creative ways to maximise the upside of their ideas while hedging and protecting them from potential downsides. ### **2) Political acumen** Through our work as an innovation consultancy and our [online innovation magazine – Inside Innovation](https://inside-innovation.nos.co/), we have been in touch with a lot of intrapreneurs from a broad range of companies. One thing that has become apparent is that all of them have a good understanding of corporate politics and know how to use it to their advantage. The success of the idea doesn’t just depend on if customers embrace it but also that it aligns with the company’s strategy and motivation. Therefore the ability to find support for the idea depends more on political work than just a great pitch. Successful intrapreneurs know how to play the corporate game, find help from different parts of the organisation and if needed understand how to circumvent long corporate processes and customs. ### **3) Motivation** One question that often arises is why intrapreneurs don’t just start their own business with potentially much higher financial return and compensation? Intrapreneurs certainly have a strong dedication and passion to solve an important problem/need, a sense of purpose of building something new and realise their idea. What clearly distinguishes their motivation from entrepreneurs is that they seem much more risk averse. They often prefer the security of being employed and see advancing their career and serving a greater purpose as the main payoff. ![Attributes of internal innovators](./intrapreneur-attributes-1.png) ## **How to identify intrapreneurs** Since intrapreneurs can come from all parts of the organisation, it is not an easy task to identify them. We have worked with people coming from technical backgrounds venturing into innovation projects, as well as project managers diving into technically advanced idea development. Young employees, new to the company as well as highly experienced ones specialised in leading new projects. Admittedly, highly dedicated intrapreneurs will find a way to get noticed. However, in our experience there is a significant dormant mass of untapped potential that just waits to be awakened. An effective method to “lure” them out is giving them an opportunity to showcase their ideas and motivation. [Innovation campaigns or challenges](/services/innovation-challenge/) have proven to be an incredibly good way to identify and engage with employees that have the right attitudes and traits. It encourages potential intrapreneurs to share and test their ideas, find a team to support them and a chance to get backing from management. We do this by creating an environment outside of regular operating procedures and with real resources behind. This means should their idea get selected, intrapreneurs can quickly move on and start working more exclusively on their solution. Another benefit of the innovation challenge and campaign is the momentum, fast decision-making and the backing from the top. All key factors to engage intrapreneurs. ## **How intrapreneurs thrive** Working with our clients we have seen and experienced how individual intrapreneurs might struggle to work on their idea alone. Therefore, we strongly advocate for surrounding them with a team that complements their skills for support. A well rounded team is often equally if not more important than the idea itself. In all innovation challenges we thus introduced the concept of “self-appointed teams”. It is in short a digital supported process that facilitates the formation of idea teams. People that are equally passionate about the idea and have the necessary skills can, with the help of the Nosco platform, reach out to the idea author and apply to join the team. In our experience, intrapreneurs really thrive if you set clear goals and expectations for the team but give them the freedom to operate within those boundaries. When highly motivated teams work in agile ways – validating and testing their idea with short feedback loops – we see great results in moving ideas fast ahead, “unfreezing” your innovation pipeline. To sum it up, innovators within large organisations differ in some important aspects from the traditional entrepreneur. Companies trying to unleash their entrepreneurial talent, therefore, need to look out for people that display these traits. A good way to identify them is by running an innovation challenge or idea campaigns. They provide a structured and fast approach to finding people with good ideas, test their motivation and attitudes as well as surrounding them with the right team and environment to bring their ideas to life faster. --- ## Choose the right ideas to back URL: https://nos.co/articles/part-3-choose-the-right-ideas-to-back/ Date: 2021-04-15T19:57:00.000Z We are now at part 3 of our article series on the 8 innovation essentials, a collection of attributes and behaviours that underpin superior innovation performance. In the last articles we highlighted why it is not enough to just have sky high aspirations. Executives need to tie innovation to the overall strategy, set concrete targets and allocate resources to support the best innovation opportunities. However, how can we ensure that we choose the right projects that help us execute our aspiration and how can we use our time, budget and resources most efficiently? In part 3 we will take a closer look at those questions as we deep dive into the innovation essential “*Choose*” – prioritising and selecting innovation opportunities. **If you haven’t read part 2 yet, we highly recommend reading it before continuing.** As a starting point it is important to understand the link between *“Aspiration”* and “*Choose”*. If your ideas and projects in the portfolio are not tied to your aspiration and overall strategy it is virtually impossible to allocate resources in a meaningful way. Since nobody can foresee the future, we need a better strategy than luck to choose the opportunities that can help us achieve our targets. Instead, we need to set up a process and nurture a culture that constantly feeds the portfolio with ideas distributed across our goals and allocate resources for testing and incubation to the ones with the biggest potential. In the following we will provide you with actionable advice on **(1)** how to create a time-risk balanced innovation portfolio and **(2)** how to raise the probability of backing the right ideas with sufficient resources. ## **How do you create a time-risk balanced portfolio?** Companies can neither solely rely on innovation efforts aimed at the core nor on the other extreme, self-disruption. In order to succeed both in the short and long term a risk and time balanced portfolio that aligns with your aspiration is indispensable. We recommend categorising the projects into time to ROI. We like to use the [3-horizon model](https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/enduring-ideas-the-three-horizons-of-growth). Horizon 1 describes ideas at the core with an ROI within a year. Horizon 2 encompasses emerging opportunities likely to create a profit in the future and Horizon 3 includes ideas that could contribute to profitable growth within a time frame +3 years down the line. A balanced portfolio should have ideas on all 3 horizons from “easy wins” to “wild shots or big bets”. The foundation of your portfolio is a strong infrastructure and commitment. The infrastructure ensures a transparent process to source new ideas, identify search fields and choose the right ideas to incubate. While commitment pushes executives to start building the pipeline and allocating resources needed for incubation. In our experience using a [digital platform](/services/) combined with the idea campaign methodology works well in achieving both. The [digital innovation platform](/services/) allows you to source a large and diverse pool of new ideas across all corners of the organisation, involve different stakeholders in the selection and structure ideas into opportunity spaces. The idea campaign approach establishes a quick and transparent process from idea to investment decision within your search fields. Within a short period of time you will have 15-25 ideas that can be mapped along the 3 horizons. Critical stakeholders and resource owners are involved in the selection process creating the commitment to execute. Based on your strategy and portfolio gaps, 5-7 high potential ideas are then chosen to move to a three-month incubation. Thus, reducing the critical investment decision to yes or no to give a small team a moderate budget to test and validate the idea quickly. Keep in mind that an infrastructure is not built in one go but as you go. It is all about getting it going. Execution beats finding the ideal structure. Rather learn by experience and iterate, than wait until the ideal model is found (it never will!). **To sum it up:** - Start forming the infrastructure - Identify opportunity spaces or “search fields” - Create a large pool of ideas to choose from - Involve the resource owners in the screening and selection process ## **How do we raise the probability of backing the right ideas, with sufficient resources?** We believe that the future success of ideas is closely connected to the way it was dealt with at the start. Traditionally, idea authors are asked to present a business case already at an early stage. The problem is that often the case is built on a lot of hope, assumptions and sometimes is even inflated so it looks more attractive. The idea author knows that executives want to “see the money”, so they give them what they want. That is why we have created an alternative method for gradually maturing ideas into a business. Killing the idea of the “business case” in the early stages and instead asking executives to invest in learning cycles and validation. In the new practice, the idea team presents their main assumptions and hypotheses, and only asks for resources to validate or debunk them, one step at a time. The first steps are cheap. Let us find and talk to 10 customers and see what they are saying. Then, if we gain confidence, and trust our insights, we can move on to create more elaborate prototypes for further testing. Once we are convinced about the idea’s potential, we can finally move on to larger scale experiments. **Boiled down, we need to find convincing evidence to the following questions:** – Is there a real need behind? – Would anyone desire this? – Would they buy it? – Can we build it? – And can we, down the line, earn money on this? Every month or quarter, executives will be presented with the learnings, and based on them make decisions to either kill or further pursue the idea. Together with a good time-risk portfolio overview, executives can make better decisions in which search areas they need to invest more. The key questions executive boards need to ask are: Are we playing offence or defence? Do we have enough knowledge about emerging and foreseeable trends that can destabilise our business? Do we have someone who is working on those emerging and foreseeable ideas? What stage are the ideas in and how much time and resources do they need before we can take them to market? --- ## Create a shared aspiration for innovation & set quantitative targets URL: https://nos.co/articles/part-2-create-a-shared-aspiration-for-innovation-set-quantitative-targets/ Date: 2021-02-17T19:57:00.000Z In our last article we highlighted [8 innovation essentials](https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Strategy%20and%20Corporate%20Finance/Our%20Insights/The%20innovation%20commitment/The-innovation-commitment-vF.pdf), a collection of attributes and behaviours that underpin superior innovation performance. Companies who are able to master at least 5 have shown to surpass their competition that just muddles along. In this article we will take a deep dive into the first of the 8 essentials – “aspiration”. While certainly all essentials are equally important, we recommend starting with “aspire”. Why? Simply, because without a guiding star and defined targets your innovation efforts will be at random and most likely fail. In our experience, most companies have understood that innovation is critical for growth. However, much fewer have tied innovation into their overall strategy and defined clear actions and specific goals that hold all leaders accountable in the same way, as to meeting their budgets. What some executives get wrong is that innovation is not just about creativity and generating ideas. At its heart, it is a resource-allocation problem. It is not enough to have good will and sky-high aspirations. What is needed are people, budget and management attention to support the best innovation projects as well as qualitative and quantitative targets for all business leaders. In 1961 J.F. Kennedy not only voiced his grand vision to land men on the Moon and return them safely to Earth by the end of the decade, but at the same time he also backed it up by allocating the necessary resources and manpower to pull it off. Executives need to do the same if they want to succeed with their innovation aspirations. ![Line illustration of John F. Kennedy giving a thumbs up](./jfk-1.gif) ## **Aspiration is just the start** We have argued why setting the aspiration is a key starting point for a better innovation performance. But how can you as innovation manager convince the executive board to also commit to it and allocate the necessary resources? First, you need to make sure you get a ticket to the executive board meeting. We recommend starting with an assessment and description of the current state of innovation. This will give the executive board a finger on the pulse and provide them with a good foundation to discuss how to improve. Here is an example of what the assessment could look like: ### **1. Online questionnaire** An online survey, incl. open-ended questions, to get a representative picture of the “state of innovation” and gathering insights from the organisation ### **2. Semi-structured interviews with key stakeholders and managers** Get an in-depth understanding of the current situation and a managerial perspective ### **3. Analysis of the last 3-5 innovation projects** Understand what worked and what could be better Additionally, it is always beneficial to present benchmarks and best practices as well as suggest possible key actions. This often leads to an agreement on a shared aspiration but also an initial discussion on cascaded targets. ![Line illustration of the cratered moon surrounded by orbiting cloud trails](./moon-missiom.gif) ## **Translate aspiration into shared quantifiable targets** Armed with a shared aspiration for innovation and a series of follow-up meetings, the innovation management will have overall growth targets and a clear innovation strategy roadmap on how to achieve it. In the following we give a concrete example from one of our clients to illustrate how you could break down the overall target for growth: ### **1. Market momentum** Annual organic growth budgeted to be 4% over the next 3 years. ### **2. M&A** Adding an extra 5% to the current top-line over the next 3 years ### **3. Incremental innovation** Securing an EBITDA margin of 10% (2% higher than peers) ### **4. Transformative innovation** Primarily delivered by the CIO and R&D adding an extra 5% of the current top-line over the next 3 years* ** Depending on your starting point and your state of innovation, transformative innovations might not deliver value in the short term* Each part has a clear executive responsibility. While the innovation team and CIO (Chief Innovation Officer) are driving the “transformative innovations” contribution to the overall growth, the responsibility for incremental improvements might be shared, depending on how the business operation is organised. ## **The innovation team's KPIs** The targets for the innovation team can be then further broken down into more specific KPIs. Here is a list of KPIs that in our experience achieve good results: - Establish an [incubation zone](https://www.youtube.com/watch?v=FsV_cqde7w8) that is continuously fed with new ideas to explore. Each quarter the zone should deliver ideas that have been tested for viability, show promise and provide investment opportunities for further exploration from the executive board. - Responsible for a diverse and balanced portfolio of ideas covering product, service, process, and business model innovation – sometimes broken-down per business unit. - Work closely with business teams and product development to create viable business models and commercialisation strategies for ideas in incubation. - Facilitate a quarterly overview of the number of ideas in the incubation zone. How many ideas are in incubation, how many are viable and which ones show high potential and can be scaled. - Build and support an innovation culture and grow the capabilities to master innovation practices across the business. Innovation does not happen in a corner of the company; it happens across the organisation and arises from unexpected places. - Run x-amount of company-wide [innovation challenges](/services/innovation-challenge/) and idea campaigns to source new ideas from employees. Show best practices in idea development by using consistent tools and methods. E.g. engagement rate +30% of invited/ the whole company. - Responsible for setting up an innovation operation model – a set of consistently used processes, methods and tools - Facilitate a high “ideation rate” – as the number of ideas backed with resources to be explored to a certain level of maturity. This would work as the “pipeline” for the incubation zone. E.g. 10-15 ideas selected and backed with resources to experiment and incubate. - Facilitate that senior executives and managers on all levels are exposed to your innovation activities and are involved or informed in a relevant manner. - Run “intrapreneur” programs – training people in lean start-up and agile maturation methods and train executives to think like a venture fund. While the innovation team has the main responsibility of achieving the KPIs, sometimes division leaders and business unit leaders also share some of the responsibility for the implementation rate and the number of ideas scaled into viable business as they contribute with a certain percent of their resources to finance the incubation zone. Hence, you should always include them in the selection and evaluation process so they are committed to play their part, when the idea is ready for implementation. A [digital platform](/services/) involves different stakeholders and groups, easily and efficiently. But more about that in our upcoming article. --- ## Companies committed to innovation have a 2.4x better profit performance URL: https://nos.co/articles/part-1-companies-committed-to-innovation-have-a-2-4x-better-profit-performance/ Date: 2021-01-26T19:58:00.000Z In times of financial hardship, companies react differently. While some press “pause” when it comes to innovation, others press “play”. [A survey by McKinsey among 200 organisations](https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/innovation-in-a-crisis-why-it-is-more-critical-than-ever) across a variety of industries shows that 90% of executives expect that the current Corona crisis will fundamentally change their business over the next 5 years. However, only 23% put innovation as their number 1 or 2 priority compared to 55% pre-crisis. The survey shows that the majority of companies are thus putting a halt to their innovation effort and instead shift focus on short-term issues. Pressing “pause” reflects an underlying belief that innovation is not a business-critical activity. This could prove fatal on their performance in the long run. ![Line illustration of a finger pressing a button marked with a play symbol](./press-play-final.gif) The ability to develop, deliver and scale new products, services, processes and business models rapidly is a muscle that all organisations need to exercise and continuously strengthen to be successful in the long run. In fact, historic data suggests that companies that invest in innovation through a crisis outperform peers during the recovery. It is therefore more important than ever to be persistent and keep on investing in innovation. > ***“Those who are able to master at least five of the eight innovation essentials perform 2.4x better on financial performance than their peers who just muddle along.”*** ## **What characterises committed companies?** In the McKinsey Quarterly of October 2019, the authors identified eight innovation “essentials” – a collection of attributes and behaviors that appeared to underpin superior innovation performance. Over the course of the last 7 years they validated them by studying more than 175 companies. Their analysis showed that those who are able to master at least five of the eight innovation essentials [perform 2.4x better on financial performance](https://www.mckinsey.com/~/media/McKinsey/Business%20Functions/Strategy%20and%20Corporate%20Finance/Our%20Insights/The%20innovation%20commitment/The-innovation-commitment-vF.pdf) than their peers who just muddle along. Each of the eight identified essentials of Innovation requires practices that must be mastered by the leaders of the company. Over two decades, [Nosco](/team/) has supported companies and organisations in strengthening their innovation effort and implementing new methods. Our [digital platform](/services/) and process underpins six of the eight essentials, and offers new best practices for a digitised world. In a series of short articles, we are going to take a deep dive into each of them, but for now, here are the eight innovation essentials in short: ### **1. Aspire** Regard innovation-led growth as absolutely critical and set cascaded targets to reflect this. The link between Aspire and choosing the right ideas is crucial, as it is virtually impossible if there is no aspiration or direction. ### **2. Choose** Invest in a coherent, time-risk balanced portfolio of initiatives with sufficient resources to win. Innovation, at its heart, is a resource-allocation problem. The pull from resources from the performance and operation zone of the company is powerful. We have developed practices that involve the resource owners in creating a time-risk balanced portfolio. Combined with defining an incubation zone it provides some protection from the forces of the other zones and the demands that they are trying to deliver on. ### **3. Discover** Have actionable and differentiated business, market, and technology insights that translate into sourcing ideas within the aspiration or the “search fields”. Have quick processes and methods in place that connect discovery with evolving the best ideas into possible winning value propositions. A digital platform that guides the discovery process is indispensable in discovery as it efficiently delivers the data needed to measure performance. ### **4. Evolve** Create solutions that provide defensible, robust and scalable profit sources. A structured maturation framework, that evolves the idea from the abstract to the investable is essential to judge if it is indeed viable. Can it be defended? Can it be scaled? ### **5. Accelerate** Launch the chosen ideas quickly and effectively. At its heart innovation is all about testing, learning and adapting and being able to do it quickly. Many larger companies experience “frozen” innovation pipelines. A new idea needs to wait for something to leave the pipeline. That prevents any form of acceleration. Acceleration is not only about having a structural framework that focuses on moving forward fast but also the ability to quickly kill ideas that have no market validation. Preventing clog up the pipeline and prevent new ideas to enter. ### **6. Scale** Once the idea has evolved or matured into a validated business, the company needs to scale it so that it can benefit from size. From having validated the ability to sell one, they need to move to selling many. This involves a blueprint for how to pick the right market and segment and how to secure a supply chain and operation practices that can follow the increased scale. ### **7. Extend** Win by creating and capitalising on external networks. Intellectually, it’s easy to accept that if one could source ideas from the external network of partners, suppliers, universities, start-ups and customers it could benefit the company. Reality is different. It requires a massive shift in the mindset of the company. From the secrecy of R&D to the protectiveness of IP and legal. ### **8. Mobilise** Ensure that your people are motivated, rewarded and organised to repeatedly innovate. Create a culture of Innovation and make Innovation everybody’s business. This is not only about engaging the employees but also to provide an infrastructure where they can contribute and where they are recognised for their contributions. If you want to reap the benefits of innovation, you need to first and foremost start by committing to it. If you want to outperform your peers with 2.4x stronger financial results, you need to continuously invest in improving the practices for all eight essentials. It’s a bit like fitness. If you want to get better, you need to start building a habit of exercising regularly. However, if you stop training, your fitness level goes down and once you are out of shape, it takes way longer to be back on track. Over the course of the next couple of months we will deep dive into each of the innovation essentials and will share our experience on how to strengthen them through practice. So stay tuned. ### ***Sources*** [“Innovation in a crisis: Why it is more critical than ever”, McKinsey, July 2020](https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/innovation-in-a-crisis-why-it-is-more-critical-than-ever) “The innovation commitment”, Daniel Cohen, Brian Quinn, Erik Roth, McKinsey, October 2019 --- ## Are you ready to kill your darlings? URL: https://nos.co/articles/are-you-ready-to-kill-your-darlings/ Date: 2020-12-17T19:58:00.000Z William Faulkner, an American writer and Nobel Prize laureate, is often credited with the well-known advice of “kill your darlings”. Sometimes, you simply have to let go of a phrase or a creative side story that you love, because they serve no purpose or simply don’t fit. No matter how hard it might be and how much time was spent on it. The same holds true in the realm of innovation. We tend to fall in love with ideas, our own and others’. They might initially sound interesting or excite us but if they don’t meet any customer needs or have little market potential we have to learn to let them go. Unfortunately, in many companies, “darlings” are not getting killed often and fast enough. ## **Why you should kill your darlings** When we conceive new ideas they are still in “thought-land”, a term introduced by the [pretotyping-inventor Alberto Savoia](https://www.albertosavoia.com/). What he means is that in the beginning ideas are often built on opinions, hypotheses and assumptions. Early-stage ideas are extremely hard to evaluate as they lack evidence. Therefore, for the initial decision, we have to rely on our gut feeling, prior experience and expertise. However, once the first selection is made we have to start testing our assumptions before investing more time and resources. Way too often companies don’t have a process in the front-end of innovation that supports quick testing, decision making and incubation of promising ideas. Instead, they often fall into the trap of skipping this important stage. In their [recent HBR-article](https://hbr.org/2020/09/start-stopping-faster), Darrell K. Rigby, Sarah Elk and Steve Berez argue that ideas linger for too long in organisations, thereby wasting much-needed resources on something that will never generate value. We highly agree with their argument. Based on our experience ideas often suffer from non-decision. They do not get “killed”, but they also don’t get funded enough to go anywhere. The problem is in fact not a lack of ideas, but a way of stopping projects that are not right, and a focus on investing in testing those with real potential. Of course, it is not an easy task. Not only due to the time and money already invested but also because stopping a project is often seen as a failure in big corporations. However, the longer we stall the decision, the harder it gets to put a halt to it, and the more valuable resources go to waste. Instead, managers must learn to make quicker decisions and recognise ideas for what they are: experiments. Organisations have to make it more acceptable to test ideas fast and if needed to stop or park them. > ***“We need to shift the perspective from losing money to paying for learnings.”*** ## **How to test your ideas and accelerate decision making** The key to faster decision making is two-folded. First, it’s better to spread your investment in several early-stage ideas rather than focusing on a few. Allowing a number of ideas to test their key hypothesis in a [3-6 months incubation](/services2/incubation/) with a small team of 2 – 4 people, puts you in a better position to make a more informed decision. The main hypotheses and assumptions to test are typically linked to these three distinct tracks: ### **Desirability** *Do customers want/need what we propose?* ### **Feasibility** *Can we deliver the solution we propose?* ### **Viability** *Is there an attractive market potential and business case for the idea? And can we realise it in our company?* Once you have some data that your assumptions are valid, it will be easier to decide which ideas to kill or to proceed with because there is evidence to back the decision, not just opinions and gut feelings. In our experience, you might get some pushback when proposing this. Managers usually don’t like the idea of spending their budget on ideas that might not be realised. Which businessman willingly loses money? However, by shifting the perspective from “losing money” to “paying for learnings” we can avoid making big investments in the wrong ideas. Therefore, this approach is more risk-averse than the usual approach followed by managers. The second key to quicker decision making is to make it acceptable to stop an idea. That means we need to start rewarding people for learning valuable lessons by taking a risk even though the immediate outcomes are disappointing. That is both true for the idea author/team and the people making the decisions. By stopping their idea and admitting that they might have been wrong the first time around, people should not lose their face or harm their position in the company. A good way to get started is by running idea campaigns as they provide a good structure and process to not only collect ideas from a variety of people but also a transparent way to select ideas for maturation and [incubation](/services2/incubation/). Within 3 – 6 months, key hypotheses and assumptions of the best ideas can be tested, putting you in a good position to decide which ideas are worth further explorations and which need to get “killed”. Get in touch – [morten@nos.co](mailto:morten@nos.co) --- ## Debunking the myth of the lone innovator URL: https://nos.co/articles/debunking-the-myth-of-the-lone-innovator/ Date: 2020-09-24T19:58:00.000Z It is time to stop the narrative and media’s portrayal of genius entrepreneurs and start-ups disrupting existing businesses. While this is true in some cases, the matter of fact is that this happens much rarer than we think. In his book, “[Driving innovation from within](https://www.inside-innovator.com/)” Kaihan Krippendorff interviewed 150 corporate entrepreneurs and analysed research conducted by Wharton Business School and PBS on the 30 most transformative [innovations from the past 30 years](https://knowledge.wharton.upenn.edu/article/a-world-transformed-what-are-the-top-30-innovations-of-the-last-30-years/). He then posed the questions: “Where and by whom were these innovations conceived, developed and scaled?”. In his findings, he concluded that 22 of 30 innovations were conceived by a person or a team within large companies. Moreover, only 2 were scaled by individuals. That might not be surprising. After all, large companies have resources to back good ideas. However, Kaihan uncovered that in most cases, competitors of the company in which the idea was originally conceived, develop and scale the ideas. In effect, that means a lot of organisations do not take full advantage of the innovative potential that lies within them and miss promising opportunities. ## **Why do many companies struggle to harness their innovative potential?** Kaihan suggests that many intrapreneurs face what he calls corporate antibodies when going from conceiving an idea, to developing it. Often the original idea authors find it too difficult to get the idea exposed to senior management and get their backing. They are too busy running the current business and looking for new ideas outside the organisation. You might be familiar with the story of Steven Sasson, who was a young engineer employed by Eastman Kodak in 1973 and invented the digital camera. By 1975, Mr Sasson presented the first camera and the process that allows us today to take photos with our phones, send images around the world within seconds and share them with millions of people. Kodak acquired the world patent in 1978 and with that, the chip that is in every sold digital camera. In 2008 the patent ran out. It is important to say that the management’s decision to prioritise chemistry and paper over the new digital was a sane and rational business decision made by a capable management team. Nevertheless, they still missed the train. We can also observe that with the companies we work with. It is hard, to prove the value of an idea with very high uncertainty compared to the current well-performing “cash cow”. Corporate entrepreneurs have to spend a lot of time and energy to move forward with their idea (read more about how some great innovators have overcome these challenges in our online magazine – [Inside Innovation](https://inside-innovation.nos.co/)). However, it does not have to be like that. We often ask executives: “How many Mr Sassons do you have employed?”, “How many “next wave” projects do you already have in your basement/incubation zones?”. If you do not know, it is time to find out and equip the people with the right tools and resources to test and validate their ideas and eventually succeed. It is not necessarily a failure of existing management systems. It is more a result of a highly structured, focused and intense process that breaks away from existing procedures and governance intending to find the hidden genius and help them get time in front of executives, pitching the potential of their idea. ## **You’ve got the power, use it** At Nosco, we have worked with intrapreneurship with a wide range of companies for more than 15 years. Using our [collaborative platform for ideas](/services/), we have specialised in supporting large companies in finding and connecting creative minds within their organisation to share and mature ideas. What we learned is that all companies have unused innovative potential: their employees. Innovation is not only about coming up with new, brilliant ideas – it is as much about creating value from these ideas by bringing them to the right people. Our triumph is when we enable the unknown inventor to stand in front of top management and pitch their idea. Almost every time executives are surprised and impressed by what a few dedicated and motivated individuals can achieve within a short period, given the right structure and tools. We hear statements such as “I didn’t know we had people like this”, “I didn’t expect us (the company) to be able to do this.” The point is that if large companies can apply their extensive superpowers, there is no reason that they cannot supply the transformative innovations of the future. However, it requires that they start utilising the potential that lies within their organisation; supporting their employees in conceiving new, and previously suggested ideas, connecting the right people and backing them with the resources they need to develop and scale ideas. To quote [Rita Gunther McGrath](https://www.ritamcgrath.com/): “Successful companies of tomorrow are finding a new way to compete by empowering the true drivers of innovative growth: their employees”. We know you’re busy, so we tried to keep it short. If you want to hear more, drop a line, write a mail or connect via [LinkedIn](http://linkedin.com/company/nosco-dk/). --- ## The secret behind successful innovation managers URL: https://nos.co/articles/the-secret-behind-successful-innovation-managers/ Date: 2020-07-17T19:58:00.000Z Over the past few months, we have conducted a series of interviews with some of the [most successful innovation managers](https://inside-innovation.nos.co/) we collaborate with. The goal was to uncover who they are, how they work and what makes them successful. It was a true pleasure to talk with them about their challenges, recipes for success and overall thoughts on innovation. Their background is as diverse as their ways of working with innovation, but they are all triggered by a true interest and inner motivation for changing the status quo. Looking back at the learnings from the interviews, one thing has become apparent: Innovation is an outlier in the daily operations of big corporations. Therefore, success in innovation doesn’t come overnight but requires passion and persistence and must be continuously fought for. We have gathered 5 insights from our interviews that we want to share with you. Hopefully, they will help you elevate your innovation efforts to the next level. ## 1. Pushing for a strategic link Most top managers today can agree that innovation is necessary in a strategic context. It is not uncommon to have a growth strategy that includes a new business area or new opportunities. However, without a filled idea pipeline or specific new product/solution it is unrealistic to execute on the strategic intent. Moreover, top-management sometimes faces the issue that although they feel they have communicated the new strategy accordingly, it doesn’t trickle down in the remaining organisation. For you as an innovation manager it is, therefore, crucial to link your innovation efforts to the overall strategy. When starting a new initiative ask yourself the question: “which kind of innovation is needed, what is the goal of it and how does it support achieving the strategic intent?”. The reasons are two-folded. First, through your innovation initiatives you can support top management in communicating the strategy in the organisation. Second, by filling up the pipeline with new ideas and projects you contribute in executing the strategy. By pushing for a strategic link you solidify your position in the organisation as well as “claim” more budget for activities that go beyond just the actual innovation team. ## 2. Tireless stakeholder management In order to be successful as an innovation manager you must create value for the business. Of course to do so, one is dependent on input, time, budget and help from others. This means that managing your relevant stakeholders is an absolutely crucial task. It will not only support you in carrying out your projects successfully but also ensure your future relevance in the organisation. One of the most critical stakeholders are business owners. After all, successful innovation projects require an owner with a critical and urgent business problem to solve. Therefore, you need to establish close contact and relationships with them. Understand how emerging trends will affect them, identify relevant opportunity spaces and help them solve critical and urgent business problems in the short term as well as provide a pipeline filled with validated and credible ideas in the long term. ## 3. Ongoing communication Although, over the last decades innovation has become more established in organisations, it is not yet an integral part of regular business operations – and maybe it should never be. This means as innovation managers you have to constantly fight to validate your own existence. You need to show and convince the organisation that innovation is important and creates value. Running a successful project (e.g. idea campaign) is key, but to make sure the projects and budget keeps coming, ongoing communications is necessary. This includes showing and speaking about your results and the ideas you have “killed” as well as promoting how your service offerings can support the organisation. However, as innovation is a team effort don’t forget to also let other people shine. The task of communication is both an upward and outward task: upward to make sure management is updated and keeps you on the radar, and outward to make sure the rest of the organisation is aware of your existence, can see the impact you are creating and know how they can get involved. ## 4. Continuous promotion of tools and methodologies Innovation managers are often pioneers in the organisation, introducing new ways of working, tools and methodologies. Being at the forefront is hard and you will most likely face resistance, sometimes even ridicule. New methods might easily get discarded and doubted and people tend to “fall back to the old ways”. Therefore, you must be extraordinarily persistent when it comes to pushing them through. But as with many other things, if you do it enough times, you will eventually see the effects. Our clients are successful because they have insisted on trying out new ways of working. And if they fail, they revert, change if needed, and try again. ## 5. Insisting on timelines and budgets In most organisations the existing operations are of highest priority. There is always an important deadline, urgent manners or critical projects that must come first. This means that innovation is constantly at the risk of being pushed down on the agenda. What our clients have succeeded in, is making sure that this does not happen. Regardless of other important deadlines, they make sure the innovation projects are kept on time and that budget is reserved. If you want to maintain your status as strategically important, it is critical to uphold the seriousness and urgency of innovation projects. This means you need to continuously fight for budget and resources, also in dire times. We have highlighted some insights and activities that help our clients to be successful, some of which might not be the most obvious. Of course, these are by no means the only activities that are at the core of their job; actual work on innovation projects, running idea campaigns, delivering incubation projects, facilitating workshops, coaching teams, preparing pitches. This is where the true value of innovation manager’s work lies and where our clients excel in creating impact for their companies. If you want to know more about our learnings and how to get started, [Thilde](/team/thilde-norgaard/) and [Morten](/team/morten-benn/) are happy to talk to you. --- ## Key learnings from the corona crisis that will impact our future workshops URL: https://nos.co/articles/key-learnings-from-the-corona-crisis-that-will-impact-our-future-workshops/ Date: 2020-04-22T19:58:00.000Z In this crisis, we have been forced to work together digitally and replace all the work that we would normally have done in person with digital formats. Now, five weeks into the lockdown we want to share with you some of our experiences and lessons learned that we will take with us into our future workshops. Many theories on creativity ([e.g. later work by Teresa Amabile](https://hbr.org/2013/01/how-intelligent-constraints-dr)) show that boundaries and constraints can induce creativity and produce more usable outcomes. We can all agree that the situation we are all in is not ideal and something to desire. However, when faced with difficult circumstances, we can use it as an opportunity to be creative and disrupt old ways of doing things. We have been fortunate that many of our clients utilised the opportunity to explore new ways of working. Like many others, we had to completely restructure and rethink workshops, meetings and entire projects to accommodate for the new setting. This has caused a lot of adjustments and creative thinking, but we have found that all in all, it has produced some good results and important learnings to take with us into the future. ![Line illustration of a brain surrounded by small spark and idea icons](./learnings.gif) ## **Our 7 key learnings** Reflecting on our experience of the last few weeks, we have gathered key learnings you can use in your next digital workshop: ### **1. Be very clear in what you ask for** A lot can be understood by reading someone’s body language. One example is whether or not a person has fully understood what is meant by a request. As many of us want to please others, we tend to say “yes” even if we are not fully onboard. When you meet digitally, it can be hard to decipher whether something is fully understood. That is why you need to be very clear in what you ask for and install other measures for acceptance than a simple “yes” (this could e.g. include asking people to rephrase what is being asked). ### **2. The quality of meetings can increase / Digital meetings provide an opportunity for quiet voices** The outcome of a discussion depends on the input by the people involved. When we are together in a room, this sometimes implies that the loudest voice has the biggest say and that some might not feel comfortable sharing input (e.g. for reasons of shyness or hierarchy). When working together digitally, you have the opportunity to let everybody speak by structuring rounds of input for each discussion point. This can produce a higher quality of discussion. ### **3. Meeting output should be documented simultaneously** As with physical workshops, documentation of key decisions is critical. This often leaves you with a lot of work after the meeting. Working together digitally opens up an array of tools that can help you design a process where you capture key decisions along the way. This results in enhanced efficiency, since no one needs to go home and document the results of the meeting – you have already captured the essence. ### **4. Recognition and disagreement must be verbalised** Some things are better said in person. Especially when we pass on recognition, express our gratitude or disagree with someone. We usually communicate these feelings through body language. When you work together digitally, you are forced to verbalise these feelings for the message to get across. At first, it can seem awkward and inappropriate, but it is a necessary condition to understand each other’s positions. It also means that conflicts can be harder to solve. ### **5. Practicality still rules** Many of us are used to online meetings and work with digital tools on a daily basis. Thus, in theory transferring to work fully digitally should not be a problem. However, practical issues of having a stable internet connection at home, logging on, accessing the video, downloading new versions etc. are still a cause for disruption. In our experience, getting a digital meeting up and running takes 15 minutes. Along the way, there might be even more time needed to transfer to new tools, people dropping out etc. However functional many digital tools are, this is a challenge that you need to take into account. ### **6. You need to allocate more time than you would normally do** Given the learnings mentioned, it is clear that the time needed for working together digitally must be extended. Online, everything simply takes longer. You must accept that you cannot speed things up, and you need to consider time to hear everyone’s opinion, repeat messages, and take more rounds of input than usual. ### **7. We still need physical workshops** For many years, we have supported our global clients in strengthening their front-end innovation efforts and achieving results faster. Based on our experience, we always insist on a series of executive workshops to support the process. Sometimes we have gotten pushback on this: “How come a digital process needs physical workshops to work? Do we really have to fly people in from Singapore or Sao Paulo?” The answer is often “yes – you have to” – the argument is that creative abrasion, healthy discussions and disagreements lead to better ideas and show strong convictions, which are critical if we want to follow through (Hirshberg – “The Creative Priority”). Our experience shows that these discussions don’t often happen digitally and have to be actively encouraged. Moreover, it is harder to resolve conflicts that might result from the discussion. We thus still need physical workshops going forward. However, we also learned that with some extra effort we can partly replace physical workshops, at least for the moment. ## **What we take with us** So, what will we bring with us, when the world is back to normal? - We have learned that we can have creative abrasion in virtual workshops! - That we can activate the quiet ones and improve the quality of the workshop. - Due to some of the downsides, as “difficult to handle conflicts” and the remaining technical practicalities, we will still prefer to meet in person. - As a minimum, we will recommend meeting with core project teams at the very beginning of a project. - Although digital meetings are comfortable, physical meetings are just more fun. - We will thus continue to recommend meeting, whenever it makes sense. - Now, we will be able to combine it with digital capturing of the input and output, simultaneously. - We will also make sure to make structured rounds of input to activate the quiet ones differently. - In the long run, we hope that this will help us increase the quality of our meetings, digital and physical and that it might also help us reduce our need for flying. If you want to know more about our learnings and how to get started, [Thilde](/team/thilde-norgaard/) is happy to talk to you. --- ## We have digital meetings, but do we collaborate, progress or decide? URL: https://nos.co/articles/we-have-digital-meetings-but-do-we-collaborate-progress-or-decide/ Date: 2020-03-23T19:58:00.000Z Many of us find ourselves having to discover new ways of working, in particular digital ways of working. Luckily, there are a multitude of solutions out there for [running digital meetings](https://zoom.us/) and workshops. However, it seems even more difficult to capture, decide and progress ideas or projects. These are tasks that require the collaboration of more than a few and cannot be solved within a time bound meeting. Furthermore, we are cut off from colleagues that we interact with on a daily basis and that we are used to sharing thoughts and ideas with. Casual interaction not only inspires us, it is also our preferred stakeholder management method, so progressing and reaching a decision becomes trickier than usual. We need a digital operation mode, so we can accelerate and progress even when our knowledge and employees are distributed and maybe even isolated. We cannot force ourselves to be inspired, and ideas and inspiration often come in between other tasks. It is hard to generate and develop ideas in a time bound meeting, regardless of how digital and interactive we can make it. Instead, we need a place to share. We need a place that we can easily access, and where we can see what others have shared and contribute when it fits us, not a predefined schedule. Especially in times of crisis, this outlet for sharing thoughts and ideas on how to collaborate becomes particularly important. It will also strengthen our digital operation mode, and enable us to accelerate once things are back to normal. ## **How you can collaborate in a meaningful way when social interactions are limited** The [Nosco platform](/services/) offers an opportunity to share ideas, inspiration and knowledge independent of location or time, fast and with a minimum effort. You can set up a channel for spontaneous sharing of news, ideas, best practices or tools – the kind of sharing you would have during a regular workday in the office, casually interacting over lunch and at the infamous coffee machine. Additionally, you can create more goal-oriented channels for sharing ideas and input on specific topics, for instance when you have a certain problem you need ideas for. The benefit of a digital platform is that people can share and collaborate whenever they want and wherever they are. In contrast to digital meetings, ideas and content are always available and accessible for all employees. Information can be properly documented and found if needed in the future. Moreover, you can also set up a workflow and invite decision makers at specific gates, so you can capture, decide and progress ideas and projects. ## **Get inspired to collaborate in new ways** To inspire you to collaborate in new ways, we have collected some examples of how our clients are using a digital platform in times of the Corona crisis. ### 1. The virtual coffee machine Discover people with skills you didn’t know your company possessed.
Give people a channel to share knowledge and ask questions. It works a little like an old-fashioned notice board “who knows how to fix this…” or “who in the company knows about …” ### 2. Crisis management Share best practices or run an idea campaign on how to help the company cope with this crisis and come out stronger. ### 3. Support your digital meetings Use the platform to support your digital meetings. Share input before and after the workshop and use the workflow and evaluation function to decide and progress. ### 4. Run your offline workshops digitally Use the Nosco platform for – e.g. idea screenings, continue important strategic projects, launch of new company-wide strategy, etc. If you want to know more about the different use cases and how to get started, [Thilde](/team/thilde-norgaard/) is happy to talk to you. --- ## How do you innovate, when you cannot meet? URL: https://nos.co/articles/how-do-you-innovate-when-you-cannot-meet/ Date: 2020-03-03T19:58:00.000Z The outbreak and spreading of COVID-19 have put the world in a state of emergency. In the fight to keep the new virus under control, businesses have had to cancel important travels, meetings and workshops. For global companies with a high degree of distributed knowledge and an analogue operation model, the current epidemic could put a severe hold on their innovation pipeline and future growth. At times when you cannot physically meet and work together, it becomes evident why it is so crucial to have a well-functioning digital innovation infrastructure in place. You will be surprised how a good digital platform and process can replace many workshops and meetings, as well as help you scale your innovation efforts. ## **Why a well-functioning digital innovation infrastructure is so important** Although we have seen great attempts for systematizing and digitizing innovation, in many places innovation still happens in a rather analogue way; at the coffee machine or in workshops, conferences and meetings. The problem arises when the analogue way is the only way we innovate. Why? Because the analogue way has a limited scope and it is often dominated by the extroverted form of ideation, where the loudest voice in the room wins the day. We know, however, that often the best ideas are developed by combining a multitude of profiles, experiences and cultures ([Hewlett, Marshall and Sherbin, HBR 2013](https://hbr.org/2013/12/how-diversity-can-drive-innovation)). In contrast, a digital infrastructure ensures that ideation can be scaled. It can reach those that are not present on a specific day, but might have valuable insights, as well as give people beyond the usual suspects, the chance to be heard. Digitally supported processes ensure diversity, are not time-zone restricted and can be free of hierarchy restrictions. ## **How can you start building or improving your current digital innovation infrastructure** Today, many large companies already have digital platforms in place to support interaction between people spread across many locations. Some of them even have specific platforms for idea management and innovation. However, having a digital platform for innovation is just one part of the equation. The difficult part is to make the platform the epicentre for innovation to happen – a place that colleagues know of, participate in, trust and find value in. A place that is supported by and frequently visited by managers. Over the years we have seen some good examples of companies succeeding, but in many cases, we also see a lot of untapped potential. ## **So what can you do?** 1. Get a digital platform, if you don’t already have one – [See how](/services/) 2. Start building a culture for innovation – [See how](/services/) 3. Make innovation visible and start spreading it in your organization – [See how](/services/) Want to know more about how you can succeed in building your digital innovation infrastructure? – [Morten](/team/morten-benn/) is happy to talk to you. --- ## How innovation departments stay relevant and avoid downsizing URL: https://nos.co/articles/how-innovation-departments-stay-relevant-and-avoid-downsizing/ Date: 2020-02-18T19:58:00.000Z Although innovation as a corporate discipline has been somewhat internalized by companies over the last decades, innovation departments are often first in line in times of downsizing. This raises the question how we as practitioners can show the value of innovation to our organisations and thus avoid becoming the targets of downsizing exercises. ## **The end of dedicated innovation departments** During the 00s, we saw office spaces dedicated completely to innovation, decorated to clearly stand out from the remaining office décor, and most companies had a designated group of innovators within the company. The Nosco survey conducted in November/December 2019 ([download here](/wp-content/uploads/2020/02/Nosco-Innovation-Lab-survey_comp-2.pdf)) indicates that this trend is fading out; companies still prioritize innovation and dedicate resources to it, but they are to a large extent integrating it into the organization making it less visible and identifiable. There are clear advantages to this, including cost savings and a close relation to the business, but there is also the risk that the main goal of innovation, to challenge the existing business, is lost. Standalone innovation departments are better suited to do just that. In light of the current development, innovation departments thus, need to become clearer in what they deliver and the results they create for the business. ![Line illustration of a hand holding a toy shrink-ray gun](./downsize.gif) ## **Communication is the key to your success** As practitioners of a fairly new discipline, and one that might have earned a reputation for being buzzwordy and fluffy, we need to constantly prove ourselves and let people know what we are in fact delivering to the business. Instead of talking in general terms about agility, fast failures, sprints etc., we must get concrete and clearly communicate what exactly we do, how it relates to the overall strategy and the results it creates for the business. This communication effort should not be underestimated, and it is a constant effort that must be carried out by both innovation practitioners and their managers. Availability heuristics teach us that if we can recall something, we will also think it is important, so to get innovation to stick as a standalone corporate discipline, we need to invest in communications. ## **How to get started** To create meaningful communications, we need to have content and messages to share. That can be hard in the early days of the life of an innovation department, but that is nonetheless when it is the most needed. Collecting data from projects, running surveys, collecting testimonials, tracking results and formulating 3-5 key business-relevant services is a good place to start. The results of innovation efforts are often more long-term and “hidden” within the business. So we need to dedicate an extra effort to make them visible and clearly show how we contribute. According to a November 2019 HBR article (“[What Companies That Are Good at Innovation Get Right](https://hbr.org/2019/11/what-companies-that-are-good-at-innovation-get-right)”), “innovation and R&D leaders that expect their programs to endure and grow over time must be gathering data — often with help from colleagues — about the economic value they are delivering to the organization”. This data will create the meaning in the communications and make it clear that innovation is in fact necessary for long-term survival. It can also be useful for an innovation department to help businesses solve short term issues. Out of a continuous improvement or lean process some really important business issues arise. The innovation team could dedicate 20-25% of their resources to assist the business in solving those issues and help generate revenue in the short term. Such quick wins provide results for the innovation team paving the way for new projects, and establishing a relation to the operational business that can prove valuable for other projects. ## **What you can do today to stay relevant** Based on our experience in working with innovation practitioners, we have gathered some advice on how to create meaningful communication and stay relevant: ### **Innovation practitioners:** 1. Run 1-2 profile projects per year that are closely tied to business (solves a real business problem) and make case profiles with key metrics afterwards 2. Create a “catalogue” with the services you offer to the organization, clearly outlining expected outcome and the (minimum) effort required from the business 3. Offer campaigns to the business units: no business problem is too big or small. Key is to have a clear call for ideas, get commitment around implementation, and setting up a fitting process 4. Have a defined incubation process and stay close to the execution. Many innovation projects die due to lack of sales and marketing efforts 5. Run surveys and evaluations on projects to prove your impact 6. Grasp any opportunity you have to talk about what you offer and what you have helped others with (become friends with internal communication)! ### **Managers:** 1. Make sure there is a clear link between the overall strategy and innovation – it should be clear how innovation contributes to (and is critical in) realizing the strategy 2. Create a dashboard with key metrics on innovation and bring it up as a regular agenda point. Key metrics should cover a) your work (e.g. conversion rate on ideas to projects, speed of closing down ideas, general awareness and engagement in innovation) and b) your contribution to the business (e.g. revenue generated through your projects, cost savings or efficiencies created, satisfaction with your services) 3. Book time at meetings to talk about your offerings and results – at senior management meeting, but also at business line meetings and similar 4. Prioritise this! Dedicate minimum 50% of 1 FTE in the early years of innovation team to communications and stakeholder management ## Connecting the dots Too often, “innovation” happens in secluded parts of the organization that few people have access to and know about. Not until ideas are ready to be implemented, is the organization made aware of it. This approach to innovation is a fundamental opposite to how innovation is best nurtured: via an open and collaborative process where relevant people, across the organization are involved throughout the process. The more distributed the organization is, the bigger a problem it is. The digital infrastructure of the Nosco platform ties this in by connecting people in the effort to solve critical business problems. Staffing ideas with the right capabilities (tech, production, sales and marketing) ensure that the right ideas get executed and become a success in the market. Often the organization is not aware how easy it is to run campaigns, to involve everyone, and make innovation everybody’s business. And they are not aware that it might actually help them save costs and time in doing the things they are already doing. That is why communication is at the core of staying relevant along with creating impact. Want to know more about how you can better communicate your results – [Thilde](/team/thilde-norgaard/) is happy to talk to you --- ## Use your innovation challenge to solve your sustainability challenge! URL: https://nos.co/articles/use-your-innovation-challenge-to-solve-your-sustainability-challenge/ Date: 2020-01-22T19:59:00.000Z Sustainability is becoming an increasingly important strategic topic for companies. At Nosco we see more and more companies using their [company-wide innovation challenge](/services/innovation-challenge/) to address their sustainability challenge. An innovation challenge is not only a great way to source ideas for becoming more sustainable, it is a great way of engaging the people who have both the expert knowledge and the passion to make your company more sustainable: your employees. Before sharing some of our experience on how an innovation challenge can be used to address sustainability, let’s just recap why addressing sustainability makes a lot of sense. ## **Why sustainability is good business** As a global community, we face rapid climate change. It’s a challenge that can only be solved if industry rises to address it. It is in many ways a sensible choice, but it is also good for business. According to a 2016 [Harvard Business Review article](https://hbr.org/2016/10/the-comprehensive-business-case-for-sustainability) by Professor Tensie Whelan and Carly Fink research points to 6 very good business reasons for placing sustainability at the core of a company’s strategy: ### **1. Building customer loyalty** Customers are increasingly expecting that companies are committed to sustainability. According to a study by Nielsen, sustainability-committed brands grew four times more than those that didn’t advertise as sustainable. ### **2. Improving financial performance** Good environmental, sustainability and governance (ESG) standards are positively correlated with lower cost of capital, higher sales growth, and significant cost reductions through better management of natural resources. ### **3. Creating shareholder value** Investors are increasingly rating companies on their ESG performance and there is a growing body of evidence that companies adopting sustainability practices outperform their peers in terms of creating shareholder value. ### **4. Managing risk** Unlike traditional forms of business risk, social and environmental risks manifest themselves over a longer-term. According to a study by McKinsey of 8000 companies, 72% said that climate change presents risks that could significantly impact their operation, revenue or expenditures. ### **5. Fostering innovation** If tied to value creation, sustainability provides a significant opportunity for innovation. ### **6. Building employee engagement** Employees are increasingly focusing on working “for a purpose” that makes them proud. As a result, companies that are committed to making a positive impact on society have more motivated employees and higher productivity. ## **How can an innovation challenge deliver results to sustainability?** Over the last 10 years, we have helped large organisations run innovation challenges to solve their important business challenges. Sometimes, rallying the entire organisation, making innovation everybody’s business, and sometimes engaging a focused group of employees in a more narrow or specific “call for ideas”. With technology ([the Nosco platform)](/services/), asking your entire organisation is not only possible, but it is also the most efficient way of reaching beyond the usual suspects in your organisation to find new and innovative ideas to drive development. Furthermore, it makes for a compelling story to ask your employees for ideas rather than going externally, when you have passionate experts ready at hand, namely your employees. It’s a real appreciation of their daily efforts and builds knowledge. Not only does this engage them in the important discussion of “what is next” and “how to do it better”, but it also rallies the collective intelligence around your company’s important business challenge. And done right, it improves chances for the idea to be realised. After all, results matter more than fancy “breakthrough” ideas that never materialise. So, using the innovation challenge to solve your sustainability challenge is almost plug and play. There is, however, one tweak that we would strongly recommend when running a sustainability oriented innovation challenge. Make sure to take a more holistic approach on deciding what constitutes a good idea. Instead of judging ideas solely on ROI and growth try to also incorporate social and environmental criteria. Favour ideas that not only meet your business goals but those that are good for people, planet and profit. ## **Our clients are leading the way** A good example of a company that has used its innovation challenge to address its sustainability challenge is [Covestro](https://www.covestro.com/en), a world-leading supplier of high-tech polymer materials. Its “Start-up Challenge” is an internal competition designed to encourage entrepreneurial thinking among the company’s nearly 17,000 employees worldwide. In its second year, the Start-up Challenge combined the company’s drive for innovation with its strong focus on sustainability, tapping employees for their creative ideas to promote a more circular economy. The final projects reflected a diverse range of solutions (see video below) to tackle complex global challenges, such as: - generating power from plastic waste to counter plastic pollution in the oceans, while providing greater access to electricity for people in developing countries - curbing water pollution with an innovative polyurethane technology - promoting resource efficiency through recyclable shipment packaging and a CO2-based cleaning agent that degrades more easily ## Let’s get started Want to tackle your sustainability challenge with a company wide innovation challenge? [Morten](/team/morten-benn/) is happy to talk to you. Get in touch – morten@nos.co --- ## Involve your employees and improve your innovation culture URL: https://nos.co/articles/involve-your-employees-and-improve-your-innovation-culture/ Date: 2019-10-24T19:59:00.000Z Why look outside of your company to find the next big thing, when your greatest resource is right at your fingertips? Involve your employees instead! When engaging your co-workers, you tap into a vast source of knowledge, for free. You create a sustainable innovation culture of engaged employees that continuously look for new business opportunities and improvement. ## **Why companies don’t involve employees in finding the “next big thing” but should do so.** Today, many companies are still organised by an organisational model that dates back to the 19th-century. A time where people on top were more insightful and knowledgeable than the ones below. However, in a more fast-paced and specialised world knowledge has become increasingly dispersed. The person who has first-hand market or customer experience is often far away from the forum that decides and allocates resources. So why are some organisations still attached to an outdated model? A model that prevents them from quickly responding to changes in the market and from using the vast knowledge already existing in the organisation to their advantage. Involving employees in innovation processes requires the existing corporate culture to change and evolve. However, we all know that changing a culture that has been established over decades is not an easy task and often faces resistance. Therefore, many companies instead look for ideas outside of the organisation. At the same time they lose the ability to innovate internally. Unfortunately, employees with years of experience and unique insights into markets, customers or supply chains feel left out and unappreciated. As a result, they tend to resist ideas from the outside and are reluctant to create new ones themselves. Moreover, large organisations often lack the experience and tools on how to best involve thousands of employees across geographical and organisational borders and thus are reluctant to do so. ## **How you can turn the wheel around and start building an innovation culture starting today** Although your organisation might face some of the above-mentioned obstacles, the silver lining is that we can overcome them. As Deborah Ancona, Professor of Organization Studies at MIT, wrote in her recent [Harvard Business Review article](https://hbr.org/2019/08/3-ways-to-build-a-culture-of-collaborative-innovation), *“all organizations have the ability to be smarter than the sum of their members’ intelligence and talent”*. So how can you ensure to take advantage of the immense potential that lies within your organisation? To harvest the collective intelligence of your organisation and build a culture of innovation, you need to have a few things in place: 1. Create tools that allow everyone to communicate strategically about innovation. Good ideas can come from all corners of a company, but would-be innovators may need help developing a strong strategic argument for their idea. 2. Create a transparent decision-making process that is agile and involves the right people (not necessarily all the usual decision-makers). 3. Vet and refine ideas collectively and continuously, realising that uncertainty is a feature, not a bug that must be eliminated. 4. Get a few leaders’ commitment to do anything they can to clear the way for promising new projects and get the resources needed. ## **How Nosco can help you get there faster** Idea management platforms, such as the [Nosco platform](/services/) come with the functionalities that support you in building the above-mentioned foundations of creating a culture of innovation. Innovators can easily submit their ideas in line with the strategic search field laid out by executive management and collaborate with team members from all corners of the organisation. Furthermore, it enables you to decide on which ideas to move forward in a transparent manner and instantly provide valuable feedback. Dedicated leaders can start multiple initiatives and projects with just a few clicks and thus increase the speed in which you develop ideas and innovate. The Nosco platform has enabled our clients to solve issues that are business-critical, using fewer resources and creating a transparent workflow in the process. They have created pools of ideas that continue to be the sources of new innovations even after projects have ended. With a clear and lean innovation process and limited involvement of management they manage to make decisions on horizon 2 and 3 projects in a sound and agile manner. Something that can be a real challenge in a busy performance-focused organisation. Not only do they reduce time spent on meetings, workshops etc., they also reach global sites and functions in a completely new way. ## **Our recommendations to get started** You don’t need to go big, to get started. In fact, if you can show results with a swift process and limited resources, you will have a much better chance of getting another project going. The most critical factor is that you take action. Here are our recommendations: 1. Build a digital infrastructure for successful innovation. 2. Decide on a proof of concept project, asking a defined group to solve an important business challenge or go all in from the beginning, and ask everybody in the company! 3. Make sure to have buy-in from the project (problem) owner and direct access to key supporters 4. Build a transparent decision and feedback process. 5. Communicate results and benefits widely. 6. Do it again and again! Few things are more fulfilling in modern professional life than seeing your ideas become real. To feel your voice was heard and to know that you made a difference. By involving everybody in your organisation in your innovation efforts you not only create happy employees but simultaneously start building a culture of innovation. Want to get started in involving your employees? – [Morten](/team/morten-benn/) is happy to talk to you. **[Get in touch – morten@nos.co](https://calendly.com/meeting-nosco/nosco-demo)** --- ## Work smarter, not harder URL: https://nos.co/articles/work-smarter-not-harder/ Date: 2019-09-30T19:59:00.000Z All companies share the need to continuously look at their cost structure and find ways to work smarter, not harder. While this often lies within the responsibility of the CFO or COO, we believe it should actually be everybody’s business. In order for the company to be truly effective and work cost-efficiently, we need to foster a culture in which all employees have an obligation to continuously improve. However, this is rarely the case because as it happens, it is quite difficult to change existing habits and cultures. If we dig deeper into the root cause of why companies fail to change we can identify two main reasons. First, fear of change and lack of trust. Second, the lack of the right workflow and decision process. So how can you overcome those barriers and turn your organisation into a continuous improvement powerhouse? ## **1. Show respect to the people whose work will change by involving them in defining the improvements** As Brad Power suggests in his [HBR article – “Understanding fear of process improvement”](https://hbr.org/2012/09/understanding-fear-of-process-improvement), the best way to “drive out fear” and build trust is by involving the people affected by the change in the process. If you involve people in defining the problem and solving it, you will have an easier time implementing it. Take yourself as an example. If you are involved in the process, you are halfway in accepting that something needs to change. You will better understand the tradeoffs and the complications and therefore be more willing to change yourself. ## **2. Show respect to the people whose work will change by recognizing their contribution** As we already mentioned, trust is essential for creating a culture of continuous improvement. We have helped numerous large companies with improving their business. Time and time again we see that employees are hesitant to voice their ideas for improvement. Why? Because their contributions are not fully recognised. Often, you hear the following remarks “I’ve been telling my boss about this idea for years, but he’s not doing anything about it.” Now, it might be that the idea is not very useful, impractical or even brilliant. However, if your employees are kept in the dark on your decision making they will be reluctant to share their ideas the next time around. One way to build trust is by “walking the talk”. It will give you credibility and reliability. So, when you announce that you appreciate all ideas remember to give feedback. Even when you received hundreds of them. Fully commit to your employees. Ensure that they will not lose their jobs as a result of their improvement suggestions and that their contributions are crucial for the future success of the company. Their jobs might change, but you will do everything you can to promote and nurture committed and competent employees. Demonstrate your commitment by offering training and incentives as well as engage in the discussion on “how to work smarter not harder”. ## **Why not every organization involves employees in continuous improvement but should do so.** Often involving people is perceived to be messy and complicated. Of course, sometimes this is indeed the case. However, today, technology can help us to overcome this challenge. We have created a digital platform and a model for supporting and building a sustainable continuous improvement culture. The platform enables you to involve thousands of people and funnel their suggestions or ideas for improvements into a dedicated workflow where ideas get funded or killed and idea-authors receive feedback. Employees can see the status of their own contributions and can comment or like to give feedback on contribution by others. This way, ideas get qualified by people with specialist insight. With the Nosco platform at hand CFOs and COOs have a digital focal point for initiatives that support building a sustainable continuous improvement culture in an efficient and smart manner. Often we observe that a digital platform can overcome geographical and organisational boundaries by connecting different company sites or units and tie them together. Sharing of best practices can supplement local kaizen boards and can turn “just do” results in one business unit to “copy that” in others. However, some ideas are not simple, even though at first glance they look easy and straightforward. In this case, the platform can help you to redirect the more complicated ideas to a workflow where people with resources and relevant knowledge can decide to initiate or implement the selected suggestions. ## **How one of our clients collected 104 ideas in 8 weeks and saved 26.000 hours annually** If you wonder how you can put our suggestions into practice, we’d like to give you a real-life example from one of our clients. 600 customer support agents were asked to come up with improvements in their daily interactions with customers. 50% of them actively engaged in the conversation and submitted 104 ideas in just 8 weeks. The digital process was set up so that all relevant team leaders, IT-specialists and stakeholders reviewed all ideas online before a “selection meeting”. In this meeting, opinions were shared and discussed and ideas were sorted according to impact and ease of implementation. What turned out to be the winning idea took the IT department one day to implement but saved 26.000 hours annually. 15 minutes non-value adding work removed from 600 employees. One single good idea from an employee created substantial savings, removed unnecessary extra work and contributed to a change in culture. What not to like! In conclusion, a digital platform with transparent workflows as the focal point for conversations and ideas for improvements can be a powerful contribution to building a culture of improvements. Of course, culture is fluid and difficult to change, however, this is a very tangible way of getting the ball rolling. As with so many things, talking is great but the action is even better. Want to get started? Learn more under [continuous improvement](/services2/continuous-improvement/). Our partner [Morten](/team/morten-benn/) is happy to chat with you – shoot him an email to [morten@nos.co](mailto:morten@nos.co) --- ## Innovation dating for invincible ideas URL: https://nos.co/articles/innovation-dating-for-invincible-ideas/ Date: 2019-06-20T19:59:00.000Z ## **What is innovation dating?** The Nosco platform fosters collaborative working by enabling users to assemble teams directly within the platform. Here, users with an existing idea can [find others to join their team](/articles/who-are-the-innovators-in-your-company-and-how-can-you-find-them/) or those without an idea can post their skill sets and strengths if they wish to join an idea team. This gives users the opportunity to assemble teams that would otherwise not be possible in the physical work environment due to an organisation’s functional team structures and/or the geographical distance between participants. Thus, innovation dating consists of seeking team members outside of your network with various backgrounds, experiences and expertise to [form an idea team](/services/innovation-challenge/) online. ## **Why innovation dating works?** The idea author has the opportunity to select a team that fills the various roles necessary to run a business (i.e. CEO, CFO, CTO, CMO and a field specialist). After more than a decade, we have found that teams with varied backgrounds of expertise tend to be the most successful as they have a deeper and broader understanding of the idea at hand in terms of cost, customer interest, risk, competitive landscape, and much more. Understanding these elements is vital to generating a strong pitch and increasing the likelihood the idea receives funding within the organisation. ## **It’s not about ideas, it’s about people** Now back to passion – without this element, the idea loses momentum. The purpose of innovation dating is to unite individuals who are equally passionate about the idea as the idea author him or herself. Passionate team members contribute to vivid discussions that will ultimately progress the idea, from conceptualisation to implementation, fighting for the idea every step of the way. ## **Why it’s not *always* easy, but worth it!** Friends are friends and entrepreneurs are entrepreneurs, but our friends are not always entrepreneurs and entrepreneurs are not always our friends. It’s easy to form a team with your closest colleagues, but what comes easy rarely lasts. Similar to our personal lives, stepping into something new means stepping outside of our comfort zone. Those with varying cultural, work and personal experiences bring different perspectives to the table and getting acquainted takes more effort than colleagues that we’ve worked side by side with for several years. However, seeing the idea through a wide variety of lenses is what pushes ideas into further definition and ultimately creates the most value for the end user. Skeptical of self-forming teams? Nosco will work directly with you to administer entrepreneurship and personality tests to build high-performance teams. Thus, ensuring teams have the skillset and determination to drive ideas forward within your organisation. We know you’re busy, so we tried to keep it short. If you want to hear more, drop a line, write a mail or connect via [LinkedIn](http://linkedin.com/company/nosco-dk/). --- ## Create positive impact & generate new revenue streams URL: https://nos.co/articles/create-positive-impact-generate-new-revenue-streams/ Date: 2019-05-20T19:59:00.000Z ## **Corporate social responsibility is no longer enough** Consumers and employees have higher standards than ever as they increasingly come to *expect* global companies to act socially responsible. While your organisation may already engage in corporate social responsibility (CSR) through philanthropic funding or volunteer efforts, stakeholders are beginning to see this as another check of the box activity to gain goodwill, boost sales, and reach the ever-growing environmentally-conscious consumer group. Ten years ago, organisations that participated in CSR were far and few, but today, this is the norm. ## **The difference between corporate social responsibility and corporate social innovation** While the purpose of Corporate Social Responsibility (CSR) is to gain goodwill often through volunteer efforts or philanthropy, Corporate Social Innovation (CSI) aims to produce new revenue streams that serve as a competitive advantage for an organisation. CSI is related to strategic investments in which an organisation uses its assets and business expertise to solve a societal problem by leveraging the expertise and knowledge of others through collaboration. Not only creating a sustainable business model for the organisation but creating a positive impact on people and the planet. ## **The power of strategic investments** [Unilever and Dow](https://www.dow.com/en-us/news/press-releases/dow-showcases-sustainability-in-the-supply-chain-at-consumer-specialty-products-association) are on a mission to make soap accessible to prevent the spread of life-threatening diseases. With the support of Dow Chemical, Unilever was able to develop a soap that lasts longer, cost less and lathers easier enabling more people to have access to basic hygiene products and ensuring healthier communities across developing countries. [Interface](http://www.interface.com/US/en-US/about/modular-carpet-tile/TacTiles-Glue-Free-Installation) set out to make carpet tiles with the least environmental impact. The result was an environmental footprint 90% lower than traditional carpet adhesives by almost entirely eliminating the need for adhesives to hold carpet tiles in place. Further, the carpet tiles could be selectively removed reducing excess waste. [Adidas and Parley](https://www.adidas.com/us/parley) partnered to create footwear made from ocean plastic, while [Nike](https://www.nikegrind.com/about/) created a new material for footwear by binding leftover hide. These innovative product lines not only add to the bottom line but reduce waste by upcycling. ## **A platform that supports corporate social innovation** Industry leaders including [Bühler,](/cases/buhler-collaboration/) [Covestro](/cases/covestro-collaboration/) and Evonik use the Nosco platform to invite students from across the world to submit business ideas that decrease the carbon footprint of their manufacturing, industrial processes and products throughout their value chain. Learn more about the Carbon Footprint Challenge by watching the video below or read the case, [here](/cases/carbon-footprint-challenge/). {% video src="https://www.youtube.com/embed/Z1QOwzfR6Uc" /%} --- # Buyer's Guides ## Top European Innovation Management Providers 2026 — An Insider's View URL: https://nos.co/guides/european-innovation-management-providers/ Date: 2026-08-21T09:00:00.000Z For innovation leaders who are tired of suspiciously glowing review portals and AI-generated lists — and just want to know which European vendors matter most in the enterprise innovation management space. ## Why this article exists If you search online for innovation management software, you'll be presented with dozens of vendors that seem to offer broadly the same thing. Review sites and AI-generated lists often create the impression of a large and highly competitive market. The reality is rather different. When organisations run serious enterprise evaluations, the same handful of vendors appear repeatedly. The challenge is rarely finding software. The challenge is understanding how different platforms approach innovation, what they do well, and where they are best suited. This article is written from an insider's perspective for innovation leaders who want to: - Find European and EU-based providers for compliance, proximity, and partnership reasons - Build a shortlist of vendors that actually operate at enterprise scale versus vendors who mostly market well - Read between the lines of review platforms such as Capterra, G2, Gartner, and similar sources This is not an independent analyst report and not an endorsement. It is a reality check based on market observation, buyer conversations, and hands-on experience in the field. Each vendor below is covered in two ways: a narrative read on how it behaves in the market, and a structured assessment across six criteria — Ease of Use, Breadth of Functionality, Flexibility / Customisability, Expert Support, Integrations, and AI Capabilities — so you can scan for specifics as well as understand the judgement calls behind them. ## Comparison criteria - Ease of Use — How easy is the platform for employees, managers, evaluators, and administrators to deploy and use? - Breadth of Functionality — How much of the innovation lifecycle is covered — from scouting and insights, through ideation, shaping and validation, to execution and portfolio management? - Flexibility / Customisability — How easily can the platform be adapted to different business units, use cases, innovation processes, and governance models? - Expert Support — To what extent does the vendor provide implementation support and innovation expertise beyond the software itself? - Integrations — How well does the platform connect with the wider enterprise technology landscape? - AI Capabilities — How deeply is AI integrated into innovation workflows such as ideation, evaluation, management, and reporting ? ## What to look for before choosing a platform The biggest mistake organisations make when evaluating innovation management software is focusing on vendor features before understanding their own innovation operating model. Most platforms can collect ideas. The real differentiators lie in how they support the innovation value chain, how easily they are configured and adopted, and the support the vendor provides after implementation. ### What part of the innovation value chain matters most? Different platforms are optimised for different priorities: - Scouting and management of trends, technologies, startups and insights - Ecosystem engagement - Ideation, shaping and validation of innovation opportunities - Portfolio management and governance - Innovation execution and value tracking ### Will people actually use it? Innovation platforms succeed or fail based on participation and engagement. Ease of use often matters more than feature breadth. A platform with fewer features and higher adoption frequently generates more value than a sophisticated platform that only a small group of specialists can navigate. ### Do you need software or a partner? Some vendors primarily provide implementation and software support. Others combine software with hands-on innovation expertise and consulting. For organisations launching or scaling an innovation programme, this distinction can be critical. ### How much will your process change over time? Innovation processes evolve. What works in year one rarely looks the same in year three. Flexibility, administrator independence, and ease of configuration often become more important after implementation than during initial procurement. ## Vendor-by-vendor ### Nosco (Denmark, EU) Nosco is one of the few EU-based platforms that deliberately avoids feature sprawl. Its core strength lies in combining innovation, transformation, improvement, and selected scouting pipelines into a single, coherent system that can scale from small teams to large enterprises without becoming unusable. Nosco combines its software platform with experienced innovation consultants who support customers with software implementation as well as innovation processes, capabilities and governance. This combination of platform and practical innovation expertise is a significant differentiator for organisations looking to build long-term innovation capability rather than simply deploy software. Unlike many competitors, Nosco does not try to win by becoming an "innovation operating system" in name. Instead, it focuses on making innovation operations manageable: fewer unnecessary modules, fewer inflated promises, and more consistency across the innovation value chain. **Ease of Use:** Consistently recognised by customers for simplicity and ease of adoption compared with larger enterprise-focused innovation platforms. **Breadth of Functionality:** Covers the full innovation value chain from ideation to execution, and increasingly scouting and insights, without excessive platform complexity. **Flexibility / Customisability:** Highly configurable while remaining manageable for non-technical administrators. **Expert Support:** Combines software delivery with practical innovation expertise through its consulting team. **Integrations:** Strong Microsoft ecosystem alignment (SSO, Power BI, Power Automate), custom integrations via REST API, and integration to AI tools via MCP. **AI Capabilities:** Rapidly evolving AI functionality focused on innovation coaching, knowledge discovery, AI-assisted configuration, custom reporting, and more. Insider reality: Nosco competes directly with HYPE and Wazoku in enterprise deals, but differentiates through usability, faster onboarding, and a clearer value proposition. It is often shortlisted when organisations are tired of heavy, vendor-driven implementations and want a platform that internal teams can actually operate. ### HYPE Innovation (Germany, EU) HYPE is the most established European innovation management vendor and, for many global enterprises, the safest choice on paper. It offers very broad functionality, configurability, and a strong global partner ecosystem. It is no accident that HYPE consistently appears as a leader in analyst evaluations. The platform is mature, proven, and capable of supporting complex enterprise innovation governance models. **Ease of Use:** The breadth of functionality creates a steeper learning curve than most lighter-weight competitors. **Breadth of Functionality:** Among the broadest innovation platforms available, covering almost every aspect of innovation management. **Flexibility / Customisability:** Highly configurable and capable of supporting complex enterprise governance models, although major process changes may require more planning and specialist support than with lighter-weight platforms. **Expert Support:** Strong support and consulting organisation, though somewhat software-centric. **Integrations:** Extensive integration options and experience operating within large enterprise environments. **AI Capabilities:** Significant investment in AI, including innovation coaching, automation, knowledge discovery, and workflow assistance. Insider reality: HYPE's strength is also its weakness. Implementations are rarely lightweight. The broad functionality comes at the expense of ease of use, flexibility is somewhat limited despite the deep configurability of the platform, and making configuration changes often requires involvement of the vendor. ### ITONICS (Germany, EU) ITONICS has carved out a distinctive niche by combining strategic foresight with ideation, roadmapping, and portfolio management. This makes it a strong choice for organisations where trend scouting, technology management, strategic foresight, and portfolio visibility sit at the centre of the innovation process (typically B2C and strategy-heavy innovation teams) and less obvious for organisations mainly looking for a platform to support innovation, transformation and improvement pipelines across the organisation. For organisations where trend intelligence, technology scouting, strategic foresight, and portfolio visibility sit at the centre of the innovation process, this positioning becomes a significant strength. Companies seeking a traditional idea management platform, however, may find a steeper learning curve. **Ease of Use:** Powerful but can feel overly complex for organisations where strategic foresight does not sit at the centre of the innovation process. **Breadth of Functionality:** Strong coverage across foresight, opportunity management, ideation, roadmapping, and portfolio management, though comparatively weaker in relation to ideation. **Flexibility / Customisability:** Flexible taxonomy, visualisation, and workflow capabilities support a wide range of strategic innovation processes. **Expert Support:** Strong customer success and implementation support, with deep expertise in foresight, technology intelligence, and effective use of the ITONICS platform. **Integrations:** Solid integration capabilities with enterprise systems and external intelligence sources. **AI Capabilities:** Increasingly strong AI support for scanning, analysis, opportunity identification, and strategic insights. Insider reality: ITONICS is less about classic ideation and more about strategic foresight and portfolio management. Organisations expecting a traditional innovation funnel may find it too abstract and complex; those running extensive trend and technology scouting will find it compelling. ### Wazoku (UK-based, EU adjacent) Wazoku combines idea management , open innovation, and ecosystem engagement in a single platform. Its most distinctive asset is the integration of InnoCentive, a global network of external experts and problem solvers, making it particularly attractive for organisations looking beyond internal idea generation. This gives Wazoku a clear position in challenge-driven innovation, external collaboration, and solver-network access. It is especially relevant for companies that want to connect internal innovation teams with external experts, researchers, startups, and problem solvers. **Ease of Use:** Accessible at first glance and designed to encourage participation, though the breadth of the platform does not always translate into product cohesion. **Breadth of Functionality:** Covers idea management, open innovation, challenge management, innovation ecosystems, and external problem solving. **Flexibility / Customisability:** Flexible enough for most innovation programmes, though not always as deep as some enterprise-focused competitors. **Expert Support:** Strong support around open innovation and challenge-driven innovation programmes. **Integrations:** Good integration capabilities, although not usually the primary differentiator. **AI Capabilities:** AI capabilities are evolving but remain less central to the value proposition than ecosystem access and challenge design. Insider reality: Wazoku is frequently shortlisted and well-known, but product breadth does not always translate into product cohesion. The breadth created through acquisitions can occasionally result in a less unified user experience than more integrated platform architectures. Its most valuable asset is often access to external innovators and problem solvers rather than software functionality alone. ## Summary The table below is intentionally not a star ranking. A more useful comparison is to understand each vendor's primary strengths, best-fit customer profile, and likely watch-outs. | Vendor | Primary strengths | Best fit | Watch-outs | | --- | --- | --- | --- | | Nosco | Usability, flexibility, practical innovation operations, hands-on consulting support. | Organisations seeking broad adoption, manageable governance, and innovation execution across multiple pipelines. | Less suitable if the primary need is very deep foresight intelligence or external challenge networks. | | HYPE | Enterprise scale, breadth, governance depth, mature global footprint. | Large global innovation programmes with complex governance, reporting, and configuration needs. | The broad functionality comes at the expense of ease of use and flexibility. | | ITONICS | Strategic foresight, technology scouting, trend intelligence, portfolio visibility. | Innovation teams where strategic foresight and portfolio management are central. | Can feel abstract or complex for organisations mainly seeking classic innovation pipelines. | | Wazoku | Open innovation, external problem solving, challenge management, ecosystem access. | Organisations looking to connect internal innovation programmes with external experts and solver networks. | Product breadth may not always translate into a fully unified user experience. | ## Closing thought The European innovation management market is mature, but not as crowded as search results suggest. In reality, only a handful of vendors operate at true enterprise depth, and even fewer do so from within the EU. The question is rarely which platform has the most features. The more important question is which platform best aligns with your organisation's innovation model, culture, governance requirements, and long-term ambitions. The best software will not create innovation capability on its own. But the right combination of platform, process, expertise, and adoption can significantly improve an organisation's ability to discover innovation opportunities, shape and validate ideas, and deliver measurable outcomes. If you want to discuss the landscape, trade war stories, or sanity-check a shortlist, you know where to find us . --- # Interviews ## Sarah Simon new — MSG Life URL: https://nos.co/interviews/sarah-simon/ Date: 2026-05-19T12:38:00.000Z ### What led you into working with innovation? I got into working with innovation early on in my career, starting already in my studies. I studied innovation economics and got my first job as executive assistant to the CEO. In that job, I was part of founding our Innovation Board that serves as the decision maker for innovation projects. Personally, I am the kind of person that is always on the move and have a disruptive mindset always asking questions and wanting to change this. This is sometimes quite annoying to people, but I do it with my best intentions. To me, it is a red flag if people respond to my question of “why” with a “because this is how we are used to doing it” and I will keep asking until I get to the root of things. > It takes years to fully integrate an agile way of working. ### **What does a typical day look like?**? At the moment, we are transitioning to agile software development (applied in our core software development) so this is what is on my agenda at this point of time.  We are defining processes and new roles, and there are many learnings and discussions along the way. We have built 10 agile teams by now, but it is a process that has taken some time. It takes years to fully integrate an agile way of working. We are also currently in the evaluation phase of an idea campaign: the first round of idea sharing is done, and we are giving feedback to all idea authors. I try to give individual feedback to all idea authors. It is very time-consuming, but I find it is worth it to show our appreciation of their effort. ![](./sarah-simon/inline-1.png) ### **Which challenges in relation to innovation do you face at your company?** As mentioned, we are quite successful in getting colleagues engaged in our idea campaigns, but the real challenge for us is the transition from maturation to implementation. Getting resources to actually implement an idea can be really hard as it comes on top of everything else and often at inconvenient times. To make that transition easier, we have started to reserve a retainer of resources (FTEs) into the budget plan. It also helps to start stakeholder/sponsor management very early on the process. The CEO is our financial sponsor, and we have now agreed to report to our CIO on the progress of all ideas in the implementation phase to make sure they get the attention needed. ### **Can you share a recent success story?** One of the ideas we picked during an idea campaign was a very big success that resulted in two new customer projects. The idea was not groundbreaking innovation, but its starting point was an unmet customer need that we could solve quite easily, hereby making things both faster and easier for the customer. There was a need out there, the timing was right and the ide approved to be very valuable to us as well, saving us a lot of money. Other than this specific success story, I am quite proud of our participation rate. It is important to me that people see the point of participating in the campaigns and that I can feel the motivation to change and shape things. ![](./sarah-simon/inline-2.jpeg) ### **What is one thing about innovation that you think is important?** People tend to think that innovation is very mystical that happens in a black box or in the mind of a genius. That is not true – everyone can be part of innovation. Although a bit old, I really like Schumpeter’s definition of innovation: a novel combination of re-combination of resources with the goal of creating new value. This means that innovation is not a random process of magic; it is a directed and conscious effort that takes its starting point in a need. Network is an important factor in succeeding with innovation: an internal network to get access and resources and an external to get inspiration and new insights. Engagement of people is also an important success factor: without people, you cannot do anything! And a big part of getting people engaged is to make it fun and easy for them. If you can do that, you are off to a good start. --- ## Allan Edvardsen — VELUX Group URL: https://nos.co/interviews/allan-edvarsen/ Date: 2026-05-19T12:32:00.000Z ### What led you into working with innovation? As with many things, it was by coincident. My background is in construction and engineering, and I started in VELUX Group with a job within that field of work. My curiosity and a multitude of ideas led me into product development, which I have been working with since then. During my 25 years of working with innovation, I have seen the field shift from being very tech-focused to being more customer-focused. We have become better at focusing on the customer first, and instead of seeing ourselves as “window engineers”, we now call ourselves “daylight engineers”. We now have more designers employed that are able to maintain that focus throughout the process. I have found that designers are more comfortable in being in the uncertain, initial phase of scoping than e.g. very product-focused engineers. > Working with innovation in a big organisation like ours is a balance between being open and safeguarding projects until a certain point. There is a lot of work on my end to ensure backing from the rest of the organisation. ### What does a typical day look like? The main part of my job is to check in with the teams and help in their projects. I usually work around in the offices a lot, talking to people, helping them and reinstall bravery in what they are doing, if they are experiencing difficulties. Other than that, a big part of my job is to clear the road for the teams and pave the way to other resources in our organisation. Our work in the frontend of innovation is very dependent on collaboration with other units. In particular, our strategy department that sets the direction for the future. My job is to align with this department and the managers of other organisational units to make sure we share where we are going – although we cannot be too open too early because people will shape their opinions prematurely. Working with innovation in a big organisation like ours is a balance between being open and safeguarding projects until a certain point. There is a lot of work on my end to ensure backing from the rest of the organisation. ### **Which challenges in relation to innovation do you face at your company**? Our most prominent task is to think holistically, including where we can go as an organisation, while not stepping into other people’s domains. It is not always easy being a change agent in a big, successful company that rests on many years of successful execution of standard products. We challenge the dominant focus on execution and that is sometimes hard for people to take in. Further, we generally have very high requirements for profitability, which makes it hard to accept projects that hold very limited profit compared to the majority of our business. On the other hand, we have the necessary resources to really invest and scale fast once we decide to do so. ### **Can you share a recent success story**? A good example of how we, as a big organisation, can utilise our resources is a recent story. We set up a small workshop to produce a low number of items of new products (MVPs) and test their market validity, before investing in a full production setup. Through co-creation with a partner, we found that they requested a certain product, and instead of doing as we would normally: spend a long time specifying that product, investing in production and then actually launching, we tried to do it differently. We now have a small workshop that can produce small numbers of new products and get them to the market fast, without huge investments. Of course, we still need the necessary approvals and certificates, as well as supporting processes (SAP, VAT etc.), but by circumventing the standard ways, we can now do it much faster. ### **What is one thing about innovation that you think is important**? ”Bravery” is the first thing that comes to my mind – there will very often be many reasons to not move on with an idea, but we need to be brave enough to hold onto the few good ones. And at the same time understand when to call it quits. When that is, is a hard question to answer, and sometimes the answer lies in simply bad timing. We need to be able to let go of ideas, move on, and be ready to pick them up again at a later point of time when circumstances have changed. --- ## Birgit Reinhofer-Mitterer — Raiffeisen Landesbank Steiermark URL: https://nos.co/interviews/birgit-reinhofer-mitterer/ Date: 2026-05-19T12:32:00.000Z ### **What is your background and current role?** My background is a bit unconventional for innovation: I have an education in controlling and worked as an accountant for some years. However, I quickly realized that I did not thrive in that kind of job. I thus started studying again while working as an assistant to a CEO in a waste disposal company that also did biogas, which was very innovative at the time. My studies were in software engineering and IT-law and I later switched to work for KNAPP – a market leader in warehouse automation. I started designing software processes with customers and later got more and more into working with internal processes. After heading the organizational development department at a local university of applied sciences for two years, I joined Wirecard who was starting a new global tech competence center. I saw how difficult it was to find the right people with the right competencies across an organization with that many hubs around the globe so together with two international colleagues I created the “virtual coffee machine” based on the NOSCO platform to easily connect people and supported the Wirecard Labs with the global innovation challenge. Just when we were about to launch the virtual coffee machine, the Wirecard scandal happened and I had to find another job. I decided to join Raiffeisen Landesbank to try something completely different. My official position is in group organization. Coincidentally during my first weeks at Raiffeisen I met Hannes who was about to start an intrapreneurship program, so I offered to share my experience and network and we quite soon decided to collaborate on launching RLBs internal innovation challenge. ### **What have been some of the key success factors in your innovation challenge?** When working with a company in a highly regulated market like ours, people are comfortable with being told what to do and having processes that support what they need to do in order to not make any mistakes. It is thus critical for us to have some clear processes and backing from the C-level. We thus started the project with an executive workshop, bringing all board members together to agree on the project. The way we did that was also new to them, but they were really behind it, which also helped in our communication. People are afraid of making mistakes, especially in a bank. You need to make them feel safe. In fact, everyone will fail in innovation. There will only be one winning team from our project, but people need to know that there are other ways to realize their ideas and that all input is welcome and appreciated. We have also launched a new continuous improvement process called fast track for small ideas coming out of this challenge, and have made sure that the management level is involved in the decision of these ideas as well. I consider our project team as role models for innovation and it is our job to make it clear that the learnings achieved are equally important. We tried to have a lot of fun and to show that it is ok to fail. And we made sure to communicate the failures and the fun of learning to our organization. Our board of directors was also involved in communicating this. One of our board members published a video with him skateboarding in our News-channel on the platform to show that it is fun to try out something new. The caption was: “it is new and unfamiliar, but it feels really good”. This triggered another of our board members to also publish a skateboarding video! The signal of this is really important: that the managers are onboard, and that it is fun to try out something new. > Focus on the ones that support you, instead of focusing on the ones that tell you it will not work ### **You had a very high engagement level in your innovation challenge, how did you achieve that?** We had a strong focus on communication, a huge network of formal and informal ambassadors and some nice giveaways (pens, hoodies et al.), but we also decided to break with conventions a bit. Instead of making sure that everyone got something, we let people know that they could get their sample, if they believed in and wanted to support the program. It was up to them to decide if they wanted to support, instead of it being something imposed on them. We also hosted some beer and pizza events to make it more fun for people to participate and get an opportunity to communicate across hierarchies. On top of that, we made middle management responsible for coming up with and supporting ideas and we reported stats per department to middle management on the status of their participation during the project. There is a good example from our compliance department. Usually, compliance departments are not famous for being the coolest people in a company, but the head of compliance is a very cool lady and she was a great supporter. She told her department that even though they might not come up with many ideas themselves, they were the ones to work with them later on and thus they should support the program - and they did! They created a super cool video motivating many people to visit our innovation platform and become part of this challenge. ### **What are some of the challenges you have experienced and how have you worked with it?** We were quite aware of the cultural challenges that we might meet, as we both have experience in working with more old-fashioned organizations. Therefore, I was highly positively surprised to see how people wanted to participate, and how they welcomed the Nosco platform. I thought they needed more instructions, but people found out with much less help than anticipated. I think it was actually helped along by the corona-state, because people were isolated and wanted to interact. If there was no corona, it probably would have been harder to get people to engage on a platform. And maybe because people were already forced to use new platforms, it was easier to convince them to try out a new one. The fact that the platform was possible to use whenever and wherever and even on their private mobile phones, people posted also during evenings and weekends, which was nice to them as systems in banks are typically only available during office hours. ### **What are your key learnings from working with innovation and how have you handled them?** I have found that it is important to focus on the ones that support you, instead of focusing on the ones that tell you it will not work. We looked for official ambassadors in the beginning. Our Management supported us in picking the right colleagues for that job and we had weekly sync meetings with our ambassadors who all did a great job supporting the challenge. Quite soon we saw that we do not only have our official network of ambassadors but a lot more people out there promoting what we are doing and motivating their colleagues to participate. Those people who are passionate about innovation are the ones we focus on – instead of spending much time convincing people in the organization that did not want to be convinced. Another learning came through working together as a team with Nosco. I see our collaboration as a role model for collaboration. You are not the ones telling us what to do, but bring in your advice and guidance, letting us drive the project. It is not over-managed: a weekly touchpoint, fast feedback via email and efficient communication. We like to see this as an example of how we would like to work with innovation projects in the future. --- ## Carlos Martinez Cristancho — Evonik Industries AG URL: https://nos.co/interviews/carlos-andres-martinez-cristancho/ Date: 2026-05-19T12:32:00.000Z ### What led you into working with Innovation? I am a chemical engineer and in my first position at Evonik, I was responsible for developing and optimizing processes closely related to biotechnology which is a field with a lot of potential for Evonik. This kind of job requires a lot of creativity, teamwork, openness and focus on experimenting and documenting diverse solutions for for existing or new processes. These privileged engagements in process technology left a deep mark in my mind and showed me that innovation could be a potential career path. After some years, I was lucky to get a position in the Innovation Networks department, related to the Open Innovation. I found a great appeal in the idea of working in Open Innovation and trying to make something of it. It is a job full of intellectual stimulation and a lot of interesting people. I have found new tasks and responsibilities but at the same time more freedom, more satisfaction, and, even a different kind of fulfilment in combining technical knowledge and managerial skills. > My job is to create the perfect environment for the creation, growth, and development of ideas and every day is different. ### How does a typical day look like? My job is to create the perfect environment for the creation, growth, and development of ideas and every day is different. My focus is on experimenting with new methods and tools for everyone to try and to fail. We want that every employee at Evonik feels as an innovator in his or her daily job. We aim to identify and develop ideas, but most importantly the persons behind the ideas. This is what the Evonik’s Corporate Entrepreneurship Program does, and I am responsible for it. A program, Nosco helped us to develop a couple of years ago. We further support the growth fields - strategic topics on which Evonik is building its future. This requires cooperation among different internal and external stakeholders, and we play a significant role in bringing people together to share their expertise or questions or ideas. ![](./carlos-andres-martinez-cristancho/inline-1.png) ### What Innovation Challenges do you face at your company? At the moment, I focus on two challenges at Evonik: enhancing risk-taking and improving knowledge sharing. As mentioned, we are continuously working on identifying the innovators within the company and giving them the opportunity to develop their ideas and skills further. We give them a platform for taking the risk of creating and developing ideas into value as products, processes, services and so on. The next task is to find strong support from the operational divisions. Support means to bring the developed prototype to market and test it with real customers. For this, the divisions need to provide further financing. Here we still have a lot to do to enhance the risk-taking of the operational division. Our second largest challenge is to effectively connect our employees from different business lines for open cooperation. Recent acquisitions and a clear decentralized structure of our divisions and operating businesses have brought many advantages for independent decision making. But they have also made knowledge sharing or technology transfer within the company more difficult. ![](./carlos-andres-martinez-cristancho/inline-2.jpeg) ### Can you share a recent success story? We have very creative and high-potential people at Evonik. People who think beyond their job description. But again, these people need a suitable platform to share and realize their ideas. This involves a cultural transformation on a large scale, at all levels of the company and all regions where the company is operating. Our innovation challenge, The Global Ideation Jam, developed together with Nosco has been a key driver for our cultural transformation to become a more connected and innovative company. This has been a great success and evidence of this can be observed in the evolution of the competition since 2016 when we started. Up to now, we have 4 entrepreneurs, more than 3000 participants each year, around 80 ideas per year, more than 100 employees and 30 coaches trained at the boot camps. We evolved from an almost pure German competition to a global initiative, international participation has outnumbered even Europe. The operating businesses are now recognizing that the Global Ideation Jam is a source of novel ideas and talents and they are also getting more interested and supportive with the initiative. Our success story is the learning journey that this cultural transformation has left behind. We are still learning, and this journey is far from over. Nowadays, we are developing other formats to make our innovation culture more visible and hopefully more impactful. ![](./carlos-andres-martinez-cristancho/inline-3.jpeg) ### What is one thing about Innovation that you think is important? The synergetic effect of combining people and expertise is the one thing that makes innovation unique. And this is normally the result of curiosity and networks. Ideas come from the curiosity of people asking about better products, services, technologies and so on. But for ideas to become reality, they need a special constellation of people and skills interconnected in an incredible and magical way. Setting the platforms and tools for this to happen is the one thing that makes innovation stand out. --- ## Carlos Cruz — Iturri URL: https://nos.co/interviews/carlos-cruz/ Date: 2026-05-19T12:32:00.000Z ### What led you into working with innovation? My background is in industrial engineering, and I have been working with innovation at Iturri since January 2019. I started working for Iturri in 2013 and have had positions in the business lines. The role of Head of Innovation is quite new to me. I am currently focusing on getting educated in this field. Having worked with water supply, energy efficiency and energy management previously, I have a natural focus on how to do things differently, and I have a curious mindset that always questions how we can do better. Also, being young and new to the role, I have a fresh view on things and an ability to challenge the existing way of doing things. ### What does a typical day look like? My role is to scout for new ideas externally to apply internally. In other words, I help bridge the realities of business and research. To help do this, we have a partnership with Frauenhofer. They have the know-how and technologies from other fields. My target is to find out in what other fields from our businesses we can apply these new technologies. We do not do basic research but focus on applied research instead. Another part of my work is to establish connections with people internally, to get more people involved in innovation. > By combining technologies from different fields: a radar to capture movement in the chest and breathing rate together with a measurement of fever enabled us to develop a much more accurate corona detecting device. ### **Which challenges in relation to innovation do you face at your company**? The main challenge for me right now is the fact that we have so many product categories – they all represent different industries, requiring different approaches and different technologies. Each industry has a different challenge. A big one right now is the circular economy, and we are working on how to integrate that. Another challenge that we are working with continuously is how we can boost innovation and engage more people to get value from our innovation efforts. I am very focused on getting more people involved in our innovation processes. We have many people with much knowledge and know-how, but the challenge is to put this into play in the right context, making it available to the rest of the organization. > We need to understand our customers, how they work and what is important to them. ### **Can you share a recent success story**? We have a quite good success story from our trial campaign, focusing on the corona crisis. By combining technologies from different fields: a radar to capture movement in the chest and breathing rate together with a measurement of fever enabled us to develop a much more accurate corona detecting device. The campaign helped us to identify the problem, the current inaccuracy of detectors. Through the partnership with Frauenhofer we identified the idea of integrating the radar. It was a huge success for us – the product and the proof that the campaign process works. ### **What is one thing about innovation that you think is important**? For people who work with innovation, the best advice is to understand the necessity of our customers. There is no innovation without a problem – we need to understand our customers, how they work and what is important to them. Not necessarily what they say they need, but what we can predict they will need. We always need to be a step ahead and try to predict future needs. --- ## Hannes Meixner — Raiffeisen Landesbank Steiermark URL: https://nos.co/interviews/hannes/ Date: 2026-05-19T12:32:00.000Z ### **What is your background and current role?** I am a banker by training and have been with RLB for almost 20 years. I started as a trainee and have had different positions internally, primarily with our corporate clients. At one point, I was offered a position in a new department, capital market sales, which in many ways resembled a small start-up. I then got hooked on starting new things, and after that, I was always part of creating new stuff, e.g. new business models for start-up clients. By getting in touch with start-ups as clients, I started to realize how quickly they developed things. There was a huge difference between the speed of development in start-ups and the speed in corporations, including our own bank. The question then became how quick we could become. I went to the executive board and suggested a digital bank. Initially, they were hesitating, but I kept at it, and in the end, they decided to do something about it. This is how the innovation department started, although we call it “intrapreneurship”: enabling the willing employees to come up with and do something about their ideas. My title is thus not innovation manager, but “ZukunftsBauer” which means “a builder of the future”. ### **What are some of the challenges you have faced?** I was very enthusiastic about working with start-ups and we provided them with a lot more services than regular banking business. In order to help them as much as possible and find potential customers, I tried connecting the start-ups with people from inside RLB. That completely failed. The organisation simply was not ready. In the bank, we have a zero-mistake culture. When collaborating with start-ups, there will be failures, and our people could not handle that. It became clear to me that we had to do something to change the culture. This was where we engaged with Nosco. The goal was not so much about developing new products or services, but to create an impact on culture and make people realise that it is ok to fail. I see collaborations as essential for us to catch up with the market and survive in the future. ### **How do you know if you are successful when it comes to changing culture?** My feeling is that people are already more open to look for new things outside the bank, but we still have some way to go. One thing is the innovation challenge we are running right now, where my goal is to let people understand that failure is ok, and expected. The ultimate goal is that I would like us to radically open towards the outside world; that we can enter collaborations with e.g. start-ups in the future. We will not be able to stay on top of our game without collaboration. This goes for us as a bank, but also for most other corporations, in my view. The speed of innovation is a lot higher in start-ups and that is needed now, and will be even more so in the future. The ones who manage to get into collaborations with start-ups are the ones that will remain relevant. The others might stay, but have a higher risk of becoming irrelevant. I will consider myself a success when we manage to do these collaborations and get value from them. It is something that is very difficult for us as a bank. It might be simple for others, but has many sub-components for us as a bank, including some very high regulatory barriers (do we even have permission to do this?). ### **Why are collaborations so important when it comes to innovation?** Collaborating with partners that have specialist insight is really important when doing innovation: it is naïve to think you can do everything yourself. When we decided to run an innovation challenge, we quickly realized we needed a partner on board. Nosco was a perfect fit for us, as they not only offer a platform that is super easy to use, but also share our view on how to best collaborate as partners. Traditional project structures do not work for innovation – it has to be agile, with immediate and concrete feedback and without too many decision layers. We ourselves need to be an example of how to work together, and I hope this way of working together can set an example for future projects. ### **A challenge for many is to convince internal stakeholders, incl. management, to invest in innovation – how did you manage to do that?** The short answer: you have to be a constant pain in the neck. I was always an intrapreneur and I was willing to fail many times. I first mentioned innovation as a topic 12 years ago, to the former CEO. I was constantly discussing and mentioning it, and the pressure for innovation increased in the past years. My job is to convey what I see happening outside the company and convey it to the board and make them see what is needed. This does not happen (?) immediately or suddenly, but by constantly highlighting that disruption might hit  us at any time. And we probably will not realize it until it is too late. We have a tendency to think that because customers are not requesting e.g. digital products, it will not be relevant for us. But still, there was a feeling on the board that we will have to face it at some point. The argument that made the difference was this: we are making enough profits now, and we are being very risk-averse. Our insurance-policy for the future is innovation: if it comes, we are prepared, if not, we have spent the money on insurance. > One of the key things I have learned so far is the importance of perseverance. You have to be very stubborn and open to take many hits, and if successful, be humble and make it the success of the many people who helped you. ### **What are your key learnings from working with innovation?** I still consider myself an apprentice when it comes to innovation and I am still learning. One of the key things I have learned so far is the importance of perseverance. You have to be very stubborn and open to take many hits, and if successful, be humble and make it the success of the many people who helped you. Another thing I find quite essential is to understand how to operate independently of the hierarchy. If you always go by the hierarchy, you will never get things done. You need a network/a shadow structure to the traditional hierarchy. You must be an influencer to engage people and have them help you, instead of building small kingdoms. ### **What do you see as the future for innovation in corporations?** The rate of change will further increase. We are only seeing the beginning of it now. It will become more important to stay flexible. The classical innovation management will also need to change to become less about processes and more about organisation in general. We must be able to solve the problem of how we as an organisation can respond and adapt to change. As is the case in start-ups, we need to be able to switch roles and adapt to the challenges we are facing. My demand when entering this new role was that I did not want a department. Innovation should not be the responsibility of one department, but be a collaboration among people from across the organisation that fulfill different roles but are equally important. I believe that companies need to rethink their organisational structures: hierarchies are needed to make things work, but you have to allow network structures to exist as well. This is especially true when it comes to the younger generation. When asking the students I am teaching if they want to become CEO or a main influencer in a company, 80% said influencer. And most of them are more interested in working with start-ups than big corporations.  There is a huge change on the way when it comes to working cultures. It will soon happen that we will have multiple jobs/become self-employed working with different companies. This will challenge traditional companies like ours, but that is needed and a part of the change to come. --- ## Hans Lercher — Think Big URL: https://nos.co/interviews/hans-lercher/ Date: 2026-05-19T12:32:00.000Z ### **What is your background and current role?** I grew up in a small village in the mountains, and we didn't have much as children, no internet, no Netflix etc., I was forced to use what I had to entertain myself. This taught me something that is called "Hausverstand" in German (can be translated to “common sense”); I had to entertain myself using what was available, re-combining it and finding new ways of applying it to have fun and solve problems. In my view, this ability can be applied in many areas of life and work – including science and innovation. I have a degree in both Telematics (mixture of electronics, computer science and communications engineering) and economics, and while studying economics, I got in touch with innovation management. I was fascinated by the topic of innovation management and by the tools used. After finishing my PHD, I started working as an assistant to the CEO in a big company. I later decided to start my own company with a colleague to work more focused with innovation management. That was the first innovation management consultancy in Austria. At the same time, I started teaching at the university and was later asked to develop a new study program for innovation management. Today, I call myself a “hybrid-professor” as I work part-time as a professor and part-time as a consultant. This is ideal for me, as I can benefit from both worlds and can transfer what goes in practice to my research and vice versa ### **What is your definition of innovation and how do you work with it?** The term innovation has its origin in the Latin word "innovatio", which means renewal and change, or in the Latin novus (new). Unfortunately, in many large companies, "innovation" is only associated with new products, new technologies and/or research and development. I think we need to look at innovation in a much broader sense, across business areas, including sales, HR, support, finance – functions that are normally outside of the realm of innovation. In my definition, innovation is about “realizing ideas to become more competitive”, and when thinking about it in that way, it is something that applies to all areas of a company, and it should integrate all people in the company 3-4 years ago I was in contact with a large Austrian company producing styrofoam insulation panels. There was a management meeting, and I was invited to give a keynote on innovation management. In the beginning of the meeting, I asked: “who is responsible for innovation management?” They all pointed to one person in the room. And yes indeed, most innovation came from him (CTO-type of person). The next question I asked was: “And who is responsible for quality?” The answer here was: “of course everyone!”. For me, this experience nicely illustrates one of the main problems in innovation management: Many managers see innovation as a special task for specific people, when in fact everyone in a company can and should have the opportunity to innovate. Management's attitude towards innovation has a major impact on the company culture, for example when it comes to who is responsible for innovation, how they see mistakes (acceptable, even desired or something that should be avoided at all costs) and how they perceive innovation. When they realize that innovation can be applied to all areas of a company and that it is the job of many, they start organizing innovation management differently. ### **Which challenges in relation to innovation do you experience and how do you handle them?** Without generalizing for all companies: Top management quite often recognizes the need for innovation, but the problem arises with middle management. They are often “lords” of their own “dukedoms” that have built up over time and their objective is to defend their position. Everyone welcomes innovation and change, but only if it doesn't affect them. They would rather fence off any new initiatives that might threaten their positions, than to engage in them. This means that middle management often stops many good ideas (from bottom) and good strategies (from the top), hence becoming a constraining middle layer. Clear roles, goals and responsibility is needed. By this, I do not mean a segregated process with responsibility changing with each step of the process, but overall responsibility and accountability of continuous innovation efforts. > In order to be successful in innovation, however, there needs to be continuous responsibility and no blame! In many companies I also see a relay race in innovation projects: Someone has the idea, someone develops the prototype, someone makes the transition to series production, someone the marketing concept, someone the sales strategy, and so on. And if it turns out successfully, everyone is happy and everyone was involved. But in the case of a failure, the blame is laid on each other. There is a saying: "Victory has many fathers, only defeat is a foundling!" In order to be successful in innovation, however, there needs to be continuous responsibility and no blame! We also have to stop seeing innovation as something that has a beginning and an end, like a project that we do when we have a new idea and a budget for it. We have to learn to see innovation as a cyclical task with its own budget, for which the respective managers should be responsible throughout the year. ### **What is your advice for innovation managers who want to make sure they are doing the right thing?** There are six areas that must be in place for innovation management to be successful: **1. Culture:  What is our understanding of innovation? Failures? Risk? leadership**? This comes back to my earlier point about management’s view on innovation and failure that sets the direction for the whole company. **2.Strategy: what is our innovation strategy? Which search fields do we focus on?** To be successful, we need to know where we are going – and not going. We need a clear focus to prioritize, which also means a clear deselection of some areas.  Like Seneca said: “For someone who does not know which port to sail to, no wind is a favourable one!” **3. Structure: How are we organized for innovation?** One of my main tasks as a consultant is to define the role of managers: It has to be very clear what they are supposed to contribute concretely to innovation behaviour and how they are integrated into innovation management. **4.Process: How does communication and decision-making in the innovation process look like and how are the different innovation classes dealt with?** Many companies have an innovation process, but it is often only defined for one innovation class from idea to implementation. The class of innovation is shaped by the investment, risk, complexity and impact of the innovation project. Therefore, different implementation paths make sense, which also require the integration of different levels of management. The interfaces and communication from strategy development to the concrete innovation result must be defined. **5.Resources: what do we provide for innovation?** Defining one person as an innovation manager is not enough to be successful. If management is to be serious about innovation, it must allocate sufficient resources. How can I work on search fields if there are no resources? Most companies have a R&D budget but little or no innovation budget. I see the R&D budget as part of the innovation budget, which means that the budget for innovation should be much bigger in most companies. And I may define this budget not only for R&D but according to the definition innovation should be done everywhere. **6. Competences: What are our tools and methods? Who is proficient in them?** Sound and continuous training is simply important. For example, how can I expect creativity from my staff if they don't even know the simplest tools for analyzing problems and being creative? And further training is also necessary to stay curious. None of these areas can really be left out. It might seem as a daunting thing to do, but the benefits are high. My BIG Picture Innovation model is based on interviews with more than 130 managers, and I myself have implemented it across 35+ companies. The most successful ones have become innovation leaders within their fields, not only releasing successful new products, but changing industries with whole new business models and platforms. If you want to read more about my company, find it here: thinkbig.at You can also download the BIG picture innovation model: [https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2965373](https://papers.ssrn.com/sol3/papers.cfm?abstract_id=2965373) --- ## Justin Anders — Schnellecke Logistics URL: https://nos.co/interviews/justin-anders/ Date: 2026-05-19T12:32:00.000Z ### What led you into working with innovation? I started working for Schnellecke in 2012 when I was still a student. Throughout the years, I worked in different departments of the company. At one point, while working in the lean department, I noticed that I can change people's work-life to the positive by implementing small changes in the way they work. That is what I enjoy the most about my work, even today. For me, it is important that lean is not seen as something that equals personnel reductions. The word often has negative connotations, but we want to show that it is about improving work-life by for example making things easier and less strenuous. If it was only about the money, we would not get the commitment of the people submitting the ideas. > Training is thus about developing skills, understanding and establishing a close connection to the change agents. ### What does a typical day look like? There is no such thing as a typical day at work for me. Most often it implies packing a suitcase and traveling somewhere to train people. To succeed with lean innovation, the community of change agents must understand what we do and why we do it. That is why we continuously train both newcomers and more experienced people. Training is thus about developing skills, understanding and establishing a close connection to the change agents. ![](./justin-anders/inline-1.jpeg) ### Which challenges in relation to innovation do you face at your company? The challenges that we are currently facing center around innovation across business units. We have gotten to the point where we have captured the low-hanging fruits by optimising within the units. Now, we must figure out how to tackle innovation across units. That means we need to look into ideas that are more complex and require cross-department collaboration. We also need to have a continuous focus on building the community of change agents. They get value from connecting, so it is our job to enable and assure this connection. The Nosco platform helps us do that, but we need to do more. That could imply lean/change agent summits. We also let people connect via Yammer to support open and free-flowing information sharing. ![](./justin-anders/inline-2.jpeg) ### Can you share a recent success story? I think that our biggest success story is the Nosco platform itself. When we implemented the platform in 2016 we started with just a few Kaizen being shared online from all around the world. Of course, we were also in a kind of trial and error phase, in which we had to figure out how we could make the best use of Nosco. Since then, every year we improve our Nosco template according to the users and set a new standard. I think that is one of the key points why the platform is successful. Apart from that, I consider myself a success when I can see people changing their way of working. This is the key outcome of lean! Higher job satisfaction and a community of people that help each other. ![](./justin-anders/inline-3.jpeg) ### What is one thing about innovation that you think is important? It is a critical success factor that the management team supports lean innovation and buys into the principles behind what we are trying to do. It is not just talk – they follow through and implement the ideas that come from our work. Making sure that management is on board and continues to support is an ongoing priority for us, especially at the business-unit level where the middle-managers are the true role models for our colleagues in creating a change. > We tend to think that we already have all the answers and that we know what works and what doesn't. But my experience is that if you give ideas a fair chance, the outcome will likely surprise you positively. Another thing I would like to highlight is the importance of a community. Trying something new can be scary. The community gives people a feeling of not being alone. We strive for a community in which people share voluntarily and get rewarded for their input. Submitting kaizen was never mandatory for the beginning, but when people saw how they could benefit from it, it created a pull-effect. Employees request access to the platform rather than us imposing it onto them. I think this has been critical to the success of lean management in Schnellecke. Finally, I think it is significant to be openminded towards new ideas. We tend to think that we already have all the answers and that we know what works and what doesn't. But my experience is that if you give ideas a fair chance, the outcome will likely surprise you positively. Even though I have worked with innovation for a long time, I constantly remind myself to stay open-minded! --- ## Katharina Hilker — Bühler URL: https://nos.co/interviews/katharina-hilker/ Date: 2026-05-19T12:32:00.000Z ### **What is your journey into Intrapreneurship?** I have a background in food technology and development. I just came out of university and was an intern in Bühler when I got invited to join a team in our Innovation Challenge. We were a young team, and all of us were very new to Bühler. All invited by the managing director for our business unit. For him, it was a pure experiment to see if we could come up with some ideas. None of us knew each other. Our work experience combined only counted a couple of years. We started to brainstorm and came up with a couple of ideas, including the one idea which ended up winning. The idea is to create a more flexible process in chocolate moulding based on robots. It is a new concept that readjusts and changes the focus of the lines to make it more flexible without too many stops in between. It can be applied, e.g. for product development, market trials and in showrooms. ![](./katharina-hilker/inline-1.jpeg) ### **What happened after your idea got selected, and where are you up to today?** At the moment of being selected for the Innovation Challenge, I was working on my master thesis. Having finished, I immediately started working full time on the project as a product manager. We started working on the project, not knowing all details about the technology or the company we were working for. We thus got a lot of support from different departments. The manager who initiated our team ended up joining us to represent the business side. We developed the concept and the business plan within the Innovation Challenge and then handed it over to R&D to build together a prototype and to continue with an industrial-scale development. In 2017 it made it to the market, which was very fast compared to regular development cycles. A version 2.0 has now been launched, and I have handed over the role. ### **What does a typical day look like?** My primary role was to bring people together and to bring in the market perspective. It was important that automation, engineers and sales discussed different topics and were aligned. As we were a young and less experienced team, there was a lot of time spent on speaking to experts, bringing together different perspectives and trying to synthesize their input within the team. I also spent time presenting to customers and getting their feedback and input. I analyzed customer needs and translated from the interviews what they would prefer, and what would make their life easier. When your idea proposes a more radical change in processes, it is more complex to make it understandable and brings a change of perspective. Within the industry, the ChocoBotic created the conversation and reflection of the conventional way of processing chocolate. ### **What have been your biggest challenges?** It was both a challenge and an advantage that we were a young team. I was in a unit with people having an average of 20 years of experience. Some people were surprised that our idea and team got selected. We did not have the experience, and some struggled to understand they chose us. We focused on getting in more customer perspective and feedback by directly contacting customers. We wanted to prove that it could work. And we made sure to create a concept that could work in the context of an actual setting. We got a lot of different feedback from different people, and we needed this feedback, but we also had to stand firm in our beliefs and select which feedback to incorporate. There are many arguments about why things won’t work – sometimes you need to be brave and try it. > We got a lot of different feedback from different people, and we needed this feedback, but we also had to stand firm in our beliefs and select which feedback to incorporate. ### **Can you share a success story?** Seeing the machine running now in an industry environment fulfils me with pride. The chocolate tastes great, and visitors of the factory tour can even see the ChocoBotic live in action. I am very proud of what we have created, and I can see how our initial conversations and work paved the way for the new bigger versions. ### **What is one thing about intrapreneurship that you think is important to succeed?** Believe in yourself! Stand firm, also when it gets tough. Honestly, I was so naive in the beginning, not aware of the size of our project. I was so unknowing of what it meant to present to an executive board, so I was not nervous. I enjoyed the playful and project-like character of the process, and I did not have any doubts and did not see the hurdles. Looking back, I would probably have more doubts. I had the passion, drive and motivation for it – this was even more important than understanding all the details of the process. I was 100% allocated and was the front person on the stage. But a good, diverse and supportive team is essential! You must have some visionaries on your team, and some doers as well. Team building is a process, and you need to trust in the process of growing the team. Do not take in disappointments, frustrations and self-doubts, but trust that it is part of the process! --- ## Lorenz Kramer — Covestro URL: https://nos.co/interviews/lorenz-kramer/ Date: 2026-05-19T12:32:00.000Z ### What led you into working with Innovation? I have a PhD in chemistry and started, like many others, by spending my time in a lab. I enjoyed it, but I wanted to do something else. I saw a job in corporate foresight in Bayer and was intrigued by the opportunity to get to know more about the market side of technology. My manager wanted a diverse team, and I fit that profile. I liked the intersection of market and technology and stuck to it, finally ending up in innovation. > Another challenge is to make sure innovation is in focus all year, not just during the periods of running innovation challenges. It is during the innovation challenges that people are trained and made aware of tools to apply, but we need to spread it out so that people work with the tools and methods continuously. ### How does a typical day look like? I spend some time scouting for new tools and methods, e.g. new ways of doing workshops which we have recently been working. Once we identify new things we want to try, we test these new methods and tools with an internal innovation community. We would typically run a pilot project with them, and then later engage HR to incorporate it into their training. If we deem it relevant, we build bigger training programs around it, as we have done with our recent scrum program. ![](./lorenz-kramer/inline-1.png) ### What Innovation Challenges do you face at your company? We are a global company which gives us some benefits but also poses some challenges. The cultural differences and different politics within the countries makes our job more complicated. Things take longer and require a lot of stakeholder management. As we cannot be present every time it is needed, we have designated “idea pilots” to help us locally. Another challenge is to make sure innovation is in focus all year, not just during the periods of running innovation challenges. It is during the innovation challenges that people are trained and made aware of tools to apply, but we need to spread it out so that people work with the tools and methods continuously. That is why we created the Idea Box (our version of the Adobe KickBox) to make tools available also after a challenge. > This was a great success for us and our program: we put it together very fast, many people joined and the people we had trained actually passed on their knowledge. ![](./lorenz-kramer/inline-2.jpeg) ### Can you share a recent success story? A very recent success story is from the month: we needed to train a specific target group in Scrum. Pre-Corona, we prepared training sessions that included both theory and practice like, e.g. building with Lego blocks. It was a challenge to convert this into a digital format. We did that very quickly, and it was a great success because it ended up not being our presentation, but a training driven a lot by the scrum masters from the organization that we had previously trained. It was a great success for us and our program: we put it together very fast, many people joined and the people we had trained passed on their knowledge. ![](./lorenz-kramer/inline-3.jpeg) ### What is one thing about Innovation that you think is important? Intrinsic motivation is critical when you work with innovation: you need to be ready to fail and have the drive to realize your ideas. People can come from many different backgrounds, as long as they have the will to work with new ideas and the persistency needed to follow through. To identify these people internally, we do not hunt them and pin them out. Instead, we offer our services and try to get people to come back and build a relationship with them. We focus our energy on these, instead of focusing on converting the other 90%. What makes us successful is that we stay around, we offer our services – that sends the signal that we mean it and are serious about innovation. Also, we have a clear brand that is now well-established. That makes it recognizable for people. It helped us a lot to establish ourselves and make us stick with people. --- ## Marc Schreiber — Covestro URL: https://nos.co/interviews/marc-schreiber/ Date: 2026-05-19T12:32:00.000Z ### **What is your journey into Intrapreneurship?** I have a bachelor in economics and have been with Covestro, which was called Bayer MaterialScience before, since 1996. I started working with marketing in pharmaceuticals and later moved on to controlling and product management to get more knowledgeable about the business side of the company. I then moved back to working with industrial marketing, and in this role, it was part of my job to come up with new ideas. I ended up winning our global innovation challenge with my idea for optimizing the coating process in car repair shops and reducing manual labour. This idea was in our company for a while. Many people were sceptical because it was another kind of innovation than we know. When I submitted the idea, I intended to get feedback and input from others – not to win! ### **What happened after your idea was selected and where are you up to, today?** The training received at the Bootcamp inspired us to work in a new way and kickstarted the project. Early on, we conducted a large number of interviews and got an indication that there was indeed a problem to be solved. We had a very early prototype that we could show to people, which enabled us to validate that there is a demand for it and that it has potential. We used the first year to prove that we could build a real version and that there were a good value proposition and business model behind. Luckily we succeeded, and our project was approved and turned over to our Ventures-department with a budget and resources. Right now, the person I hired and I are working full-time on the project. Additionally, a pool of six internal freelancers works on the topic - experts that I can draw upon, including people from our labs. We just started our first production run, which means that we now hold the products in our hands, and we will soon go out and test them with customers. ![](./marc-schreiber/inline-1.jpeg) ### **What does a typical day look like?** There is no typical day – and to me, that is a good thing. As we are a small team, working on many different aspects, I have to be informed about every detail. Intimidating, but also very fun. During the day, I might make myself familiar with technical details, looking at cost structures and creating communication plans. The only thing that is certain about my day is that there will be a surprise - something unexpected will happen! ### **What have been your biggest challenges?** In the beginning, you think you have a brilliant idea. And once you get the funding, you realize that you can make it a reality – but where to start? You realize there is a mountain of unsolved questions that you cannot answer on your own. You have to find people who are willing to support. I could not just offer something like money to everybody – I had to convince people to spend their precious time working on it. And I had to convince the investors or sponsors that their money is well-invested. It was a challenge, but even though it seemed incredibly difficult at some times, we always found a solution. One important thing was to cut regular ties to the organization. Get out of the usual project management system and manage expectations accordingly. We are used to presenting projects that we are 100% certain about and know every detail about. In this case, we had to accept that we are working in uncertainty and adjusted expectations accordingly. Instead of trying to have the answer for everything, we relied on the support and tried to be honest about what we did not know, which opened many doors for us. > Instead of trying to have the answer for everything, we relied on the support and tried to be honest about what we did not know, which opened many doors for us. ### **Can you share a success story?** The project in itself is a success story. We started with a task that seemed impossible, and we had many small success stories along the way - talking to designers, finding people that were willing to produce our idea, and much more. It was a rollercoaster ride: one week could be a disaster with unsolvable challenges, but a couple of phone calls later and after playing with materials, we found a solution. People are often surprised that we could achieve our goals on our own. We had support, but we also had a lot of freedom and trust, which has made the difference. I found it very rewarding with this kind of project – to have something that is yours. Our story, our baby. It has been the greatest learning opportunity I have had in my entire career. It makes work fun, even if you run into some walls once in a while – after all, we have learned that you can overcome most of them if you try hard enough. ### **What is one thing about intrapreneurship that you think is important to succeed?** Being able to accept imperfection, that you will never be 100% sure and know all details. I am always sure about the vision, but I often found myself making decisions on something uncertain. Having a role in big corporations, they teach us to work without making any mistakes. But we have to unlearn that. I also learned that I do not always have to defend my point of view but instead take time to listen, take other peoples input in, and take what I can use from it. One of our internal coaches was the most critical person – he respectfully challenged us. It was often uncomfortable, but it enabled us to grow. --- ## Marta Canas Ventura — Evonik URL: https://nos.co/interviews/marta-canas-ventura/ Date: 2026-05-19T12:32:00.000Z ### **What is your journey into Intrapreneurship?** I have always been obsessed with the unknown and with what I do not know. I studied physics, where I was in direct contact with my professor’s start-up and the questions from the industry. It ignited my interest in bringing these scientific ideas to the world. My first position at Evonik was in the Strategic Innovation Unit Creavis, where I was responsible for assessing new ideas from both a technological and a market perspective. I had the opportunity to work on a variety of exciting and futuristic topics, mostly focused on sustainable solutions, operating in a multidisciplinary and motivated group of colleagues. One afternoon, we were testing one newly learned ideation method and came up with an idea for a digital business model in the chemicals industry. The goal of the idea was to reduce waste by gathering and analyzing data from across the value chain. We submitted our idea to the Global Ideation Jam. The Global Ideation Jam, developed together with Nosco, is Evonik’s innovation challenge to collect high-potential ideas and foster the entrepreneurial spirit across the globe. Our team ended up winning. The idea was, and still is, with great potential, but it has been parked for now. Despite this, it has been a great experience. I have learned and grown a lot through this journey – working on the idea, receiving coaching from Nosco, learning new tools and making an impact on the innovation culture through leading by example. ### **What happened after your idea was selected and where are you up to, today?** My initial focus was to build a team and make sure they were engaged and motivated. The project required a wide variety of capabilities. I did not cover all of them, so I was dependent on my team. To begin with, I spent a lot of time talking to different people, getting a diverse input of knowledge. I validated various use cases, 40 in total. We decided to buy in extra help to help check these cases, by interviewing people, e.g. going to the pharmacy, talking to patients. By the end, we narrowed the number down to 3 different ones. We then built a mock-up of the app we wanted to develop for each of the cases. Based on the learnings, we were able to build our MVP internally. I learned a lot in the process of having to talk to people without having the technical solution ready. The MVP turned out to be a real break-through. However, we did not manage to cross the threshold the business side was expecting. I do still think it is a great idea with great potential, and maybe one day, it will be picked up again, by us or someone else. ![](./marta-canas-ventura/inline-1.jpeg) ### **What does a typical day look like?** I would spend time talking to different people – externals with industry or technical knowledge, experts in my network, and people suggested to me by others, e.g. my team members. I had a team to help, but it was not fully allocated. In essence, I was working alone, trying to keep the unofficial team motivated to participate as much as possible. My focus was always to keep them in the loop and to make sure they identify themselves with the problem that we were trying to solve. The result was an extra motivated team creating value that exceeded any expectations. We were working as a genuinely entrepreneurial team, intending to identify the hypothesis that we were working with and prioritizing them. It was about looking for ways to test them, even if it is not the expected procedure, and it was about engaging people to support us even if it was not the way you would usually do it. ### **What have been your biggest challenges?** New ideas come with uncertainty. We focused on reducing these, but no matter how hard you work, some will remain. The main challenge was presenting uncertainty to our stakeholders and decision-makers as something to embrace. Being an intrapreneur in a big organization comes with the advantage of having easy access to many resources, and there are processes in place to handle everything. However, if we were to follow these processes strictly, we would not have gotten as far as we did. We had to find other ways. Otherwise, nothing would have happened. The challenge is to know about the processes, and then find ways of getting around them. > The challenge is to know about the processes, and then find ways of getting around them. ### **Can you share a success story?** To me, the real success was getting to create the MVP. It was a success because we were able to bring all these competencies and skills together - more than 140 people helped. Thanks to all their contributions, we were able to test an MVP in the real world in a relatively short time and low budget. And that was an eye-opener and an example to follow for many other colleagues. Those of us that participated are currently acting as multipliers of the intrapreneur mindset in very different functions within the company. ![](./marta-canas-ventura/inline-2.jpeg) ### **What is one thing about intrapreneurship that you think is important to succeed?** The most important thing is to have a dedicated team. Using the power of motivated teams means working with people who love what they do, and that makes the difference. To succeed, you thus need to foster your team. We, as individuals, are the ones building mental barriers, and in a corporate environment, it happens quickly. Breaking through these barriers is not an easy task, but when we manage, it can create so much value – to you, to the company you are working for, and to the next ones engaging in intrapreneurial projects. --- ## Michael Nichols — Bosch URL: https://nos.co/interviews/michael-nichols/ Date: 2026-05-19T12:32:00.000Z ### **What is your background and current role?** My background is a bit different compared to most employees at Bosch. Bosch has traditionally been a premier engineering and hardware company but it is now supplementing its offerings with software and service. Having an MA in social sciences and liberal arts, focusing on Russian and Eastern European culture, my background is a bit more exotic. I have lived in Germany teaching foreign languages and took an MBA at the University of Florida, focusing on finance and strategy, which allowed me to enter the world of business. I am a generalist by nature and intellectually curious; I’m therefore keen to understand everything – the assumptions behind things, and innovation is, at the end of the day, a social science; it is much more about people than numbers, technology, and processes. My first position in Bosch was in finance and controlling, but I wanted something more general and strategic, so I had the unique opportunity to create a position to do corporate business model innovation in practice. Corporates are typically quite bad at innovation away from the core, and I saw an opportunity in that to make an impact by addressing this gap. This was in 2016 when business model innovation was still quite new, and we kept a close link with leading universities such as UC Berkeley and tried to incorporate the teachings of thought leaders such as Steve Blank, Alexander Osterwalder, and Charles O’Reilly to educate ourselves and learn from their vast experience with other corporates. ### **What is your definition of innovation and how do you work with it?** My philosophy when it comes to innovation is that most new ideas won’t succeed. It is very seductive to believe you have insights that the market somehow does not have, and that you can select the best ideas. But most of us are not consistently smarter than the market, and therefore most ideas will fail. We also need to understand the reasons why they fail. The top reason is that there is no market need, meaning there are not enough customers with a need strong enough to be wiling to pay for your solution fast enough that you do not run out of money. The sooner corporations realise this, the better. Many corporations place bets that are too large too early on. Instead, you need to test as many projects as possible, as fast as possible. You need enough throughput to get a high number of chances, or shots on goal. And you need a mechanism to stop ideas early on since most of them will not work out. If you do this, winners will have a chance to emerge. We consider ourselves (Bosch Management Consulting) a service organisation sourcing projects from the business and taking them through a rapid validation process. We charge for our services and demand skin in the game – we only accept projects with a committed team with full capacity until a project is validated. If you cannot allocate a team for a few weeks, you are not really serious about innovating. Innovation must be treated just as seriously as your core business. Otherwise, you end up in the theatre. We start by validating customer needs, and this is where most projects drop out:  50% of the projects we work with drop out within the first 8 weeks of validation due to not finding a must-have need of a relevant customer segment. This is not surprising, since changing customer behavior is one of the most difficult challenges all innovators face. Later, only after we have validated the customer needs do we develop an MVP or a pilot-project with some of our OEMs with potential customers. These pilots or proofs-of-concept should be paid to prove willingness to pay early on, because we want to avoid spending lots of cash to develop technology nobody will ultimately pay for, otherwise known as proof-of-concept hell where you are stuck doing free demos. We have a set of transparent criteria that projects must meet, but it is the team’s decision whether to kill a project or not, and we tell the business managers to respect this decision. We do give our recommendation, but we are a service and not a governance unit. If validated, the project is eventually transferred back to the business unit. This is typically where the biggest problem may arise, as projects can get lost in the “Bermuda triangle” between the working style of this early incubation mode and the expectations of the business unit which may be unrealistic for early-stage ventures. This remains a challenge for all corporations, including us, even if you have done everything right before then. Projects need to be ring-fenced, including after going back to the business unit. And managers need to assess the project’s business model configuration and potential, rather than myopically focusing on traditional business metrics such as revenue figures and EBIT contribution, and this should be done for a longer time than these managers are comfortable doing. This discomfort is not surprising, since these managers must meet their core-business targets. Adding exploratory projects to their portfolio presents them with a difficult situation. They often perceive these ventures as costs and not as opportunities. The trick is finding a way to protect these projects while allowing the managers to focus on their core activities. There is no one-size-fits-all answer to this, though. This is the core problem ambidexterity concepts try to resolve, and it is one we are actively seeking solutions for. I am not a fan of innovation as “transformation”, where whole businesses are turned around. It is not helpful for most corporations to think about innovation in that way, and it can even become destructive by distracting the core from its main purpose – to produce cash for the company’s survival. Without this cash, there is no innovation. The point is that fully transforming your core business immediately is not needed for most companies– but looking beyond the core should be the goal. Thus, not everyone needs to be an innovator; you still need those that execute and administer the existing business well. What companies really need are new business models to drive future growth. We need to think more in terms of how we might change around the edges while simultaneously keeping the core but leveraging its capabilities. In that regard, I find the dichotomies of exploit-explore and core-beyond core more useful concepts when it comes to corporate innovation. ### **What are your key learnings from working with innovation and how have you handled them?** The first thing I would highlight is the strategic relevance to the company. Corporations let through too many ideas without critically assessing the strategic relevance. You have to ask yourself: if you are not utilizing a company capability, why are we the right ones to do it? We were probably too vague in that regard in the beginning, wanting to try everything new and interesting, but the risk is that you can fail to obtain the strategic alignment that is really crucial to get the resources you need later on to incubate and scale. Adjacent and radical innovation projects are often considered a cost and are thus easy to kill. It is easy to end up creating an “innovation zoo” with many exotic projects, but no real integration. You need to have strategic alignment internally and a commitment to follow through, otherwise, it is all for show. That is why we now ask for a project team with full capacity for up to a year. The second learning is about capital efficiency. In corporations, there is often a patent-focused culture. But when doing exploration away from the core, speed is more important than a patent, and you cannot afford to tie up so much cash in an idea that is highly likely to fail. If you test in the market in the right way, you do not need to worry so excessively about IP. You get extra validation before investing. It is hard for people, especially in R&D, to trust that you do not necessarily need IP so early on. We like to say: Don’t worry about IP, worry that nobody cares! Do not invest in patents, but in learning – that is more efficient in the end. So, the key is to invest at the speed of learning, as our friends at Change Logic often say. Third, I would like to say that it is possible to create a failure culture. Not in the buzzwordy-sense where it is said that all failure is good but our actions tell us otherwise. Corporates need to understand that failure in innovation is not exclusively about the people behind it, but mainly because of a lack of market need. You might fail, but actually be the best team – and your success is that you stopped the project before you burned too much cash. That is a success! This mindset helps liberate the teams to explore without fear. Additionally, you must embrace failure in the sense of placing lots of bets. You literally have to fail a lot to find the few winners worth betting on further. That is what embracing failure is all about. ### **Can you mention an example of a success story?** We had a project that wanted to bring Bosch technology to Africa, but the initial problem was that the hardware was too expensive for this market. The project managers Sara Carvalho and Levent Suerer, now my wonderful colleagues in the Bosch Accelerator Program, found another business model using mobile payments that was based on a collaborating with a local partner who could also provide access to local customers. The market was tested through numerous customer interviews, and the feedback was positive: people wanted and even paid early on for the solution and the partner was able to deliver. Despite this, the project was later discontinued because of strategic reasons. I still consider this project a success, because it failed for the right reasons. We ended up in a good place because we were truthful about the probability of success. We are honest about failing, and focused on failing for good reasons. We did not want to disappoint teams and their morale by allowing projects that were strategically misaligned. Failing for the right reasons is a good thing. If you start on this path with eyes wide open, and are honest to management as well, you will not disappoint. You need to ask yourself: do you want to do theatre or do you want to do business? If you do business the right way, you will change culture. Not the other way round. --- ## Nils Michaelis — The LEGO Group URL: https://nos.co/interviews/nils-michaelis/ Date: 2026-05-19T12:32:00.000Z Innovation comes in many forms and shapes. In our coffee series, this time we were so lucky to catch up with Nils and are excited to share this interview. Nils is a product marketing and management expert with 15+ years experience from Google, Trustpilot and Bestseller (just to name a few) - and now the LEGO Group. His experience ranges from building digital products to improving cross-functional collaboration.In this coffee interview, he shares insights on how to set up product teams for success, driving change management and innovation remote. ### Can you share your experience in building digital products and improving cross-functional collaboration? It's probably good to start with my time at Google because it was back then I was introduced to the way of working with OKRs. That has a lot to do with how you build good products, how teams operate and how they really work well together cross-functionally. I learned how to align teams on the scope of the task at hand and ensure that you don't deviate from that. This really helped me understand how to keep teams focused. Throughout the years I realized that you can't stay in your commercial silo - you have to work with other functions to achieve progress and build good experiences. By that I mean you should consider: - How do you work with developers?  - How do you work with designers?  - What is the role of UX?  - What is actually the role of a product manager?  - And how should you collaborate together with the commercial team - sales, marketing, business development, or even legal or finance? How do you help different business units to improve and address opportunities they see? Because in reality, a finance manager, a marketing manager, head of sales etc. they're all going to have great ideas on what they think could be the solution to a problem or an opportunity but it's unlikely that they're going to be the ones really building it. In product, we always say the problem with ideas is that everybody has them. So the role of the product manager here is really to separate good from bad ideas, or what we call product discovery. The process of going through ideation and experimentation and finding out what actually works and moves the needle. ### Many large organizations have or are setting up innovation departments. What role do you see product play in innovation? I see product as the translator between tech and commercial. This is where innovation and magic really happens - in the cross-functional nature of the team. Even if I was a single product manager and I am only working with developers, it's likely that we would come up with novel solutions. However, if it is a financial problem, you probably want a finance subject matter expert on the team. It is within the mix of those functions that the great ideas come out. Historically speaking, it is a shame that in many enterprise companies for tech products, engineers are not included in the innovation phase. Instead, they are just being handed a list of specs and requirements without knowing the context. As Marty Cagan says “there's a lot of great ideas that actually come from engineers.” ### In a marketing driven organization, such as the LEGO Group, how do you ensure product teams have a voice? How do you organize and manage them so that they play a role in innovation? As you said, it's a very known, loved and marketing driven brand. Therefore, marketing as such is key. Brand reputation is key. Quality of our products is key. We are very good at building products and experiences for kids and parents but it is relatively new for us to do the same on the digital side. The concept of iteration and constant delivery is relatively new as we used to invest long term and launch the product everywhere. Digital product development is often not practiced that way. You would launch, iterate and continuously improve. So it is an exciting time for us. Now we are really establishing digital technology to become a digital consumer company, too. The hard part is change management and jointly drafting the strategy, allowing the team to come up with a solution without telling them what you feel the solution should be. That mindset shift is something that is going to take time. On the digital side of the LEGO Group, we realized if we want empowered teams, they need to be owning a problem or an opportunity. They also need to be staffed accordingly, and we need to give them a scope. OKRs come in handy here - a three months scope of what we want them to focus on, whilst not telling them what to build. There will always be features or integration requests but on the innovation side, we really want them to own the problem or the opportunity and only give them a strategic direction and then be hands off. ### How do you collaborate and orchestrate innovation when you're spread across the globe? There are different tools to visualize ideation, development processes, delivery processes and so on. Technically, it can work if you're not co-located. But especially when it comes to ideation and brainstorming on the discovery side, you need to use tools that help collect input, visualize it and let people vote on the ideas. So what we have done on whiteboards in a room before with eight people can still work remotely. ### How do you ensure you push ideas from the idea stage to evaluating them, eventually killing your darlings and launching what you believe in? It is a matter of validation, and that is something teams or companies just need to invest more time in. It is so important to properly validate concepts and ensure the people actually want to use the product or service once it's there. Therefore, you would want to probe on that early on to mitigate risk. It is also something we have to learn as we build new experiences in the case of the LEGO Group. We have to realize that there are other platforms and digital experiences kids use today and we see it as a mission to foster cognitive development. Physical play is something we do not want to go away. Therefore, we use digital as an enabler to inspire physical play. ### **What was the worst or best idea/ prototype you have generated?** It was the best and worst at the same time. At the time I was at Google. I remember I got a chance to work on a branding campaign called “Find us on Google”. Remember, at the time, businesses having a website that could handle online purchases were rare and it was relatively new in 2009/2010. We tested an approach where you can, as a business owner, come to a website that we would have built and put in your URL. Then it would say, Find us and Google. You could order a decal which had an NFC chip in it and make it visible e.g. on your store window. Thereby, even if you were closed, people could hold up their phone and that way go straight to your website. The problem is that, today, why would you need that with Google's core product? It was also a terrible idea because most people didn't have NFC chips yet - only the later iPhones actually had the capability to do that and therefore introduced this as a standard feature. I was both behind and ahead of my time - but it was fun to work on it. ### **Tell us about a time you faced failure and more importantly how you bounced back** Sometimes traditional enterprises have an ambition to make the OKR framework work. And no matter how hard you try, you need to take a step back and figure out whether this is working. If an organization is simply not ready to deviate from thinking output, requesting features and handing over lists of requests instead of giving mandate, you need to accept that. Which brings me to how to bounce back. When I was in that position, I pursued a new opportunity where the mandate was given and the way of work appreciated and welcomed. ### **Can you share any book recommendation?** One of the latest books I read and really liked was “Continuous Discovery Habits” by Teresa Torres. “Radical Focus” by Christina Wodtke is in my opinion also one of the best books to learn about OKRs that I would definitely read twice. --- ## Nicolas Blier-Silvestri — Platypus URL: https://nos.co/interviews/platypus/ Date: 2026-05-19T12:32:00.000Z Platypus is a platform with the goal of bringing a more data-driven approach to establishing “cultural fit” in the recruitment process. Platypus' aim is to make company culture easy to understand, measurable and actionable, so that you can make smarter decisions. Their approach is to take employees on a journey to reflect on 12 work-related values to assess alignment with the organization rather than looking at personality tests and one-time engagement surveys. We had the pleasure to chat with Nico about his view on corporate culture, as well as how you can foster and measure innovation culture. ### Before we jump into it, it would be great if you could briefly present yourself and Platypus. Platypus will be 3 years old in February 2022. We built the recruitment tool to get data about cultural alignment and concluded quickly that organizations actually don’t have data on culture. In our view, corporate values are autocratic but culture is democratic. Therefore, rather than starting with personality tests and one-time engagement surveys, we start by asking employees to reflect (anonymously) on 12 values. The results provide input for a cultural map for the organization and the outcome can definitely be different in different departments. Especially now that everything's online, how do you create and measure company culture? When we present our data to organisations like Pleo, Vivino and Contractbook and, their reaction is: "Oh, wow! We didn't know that!". That is what excites me and it is where Platypus creates an impact. ### From our experience, culture is the sum of actions. It’s what people are doing that together constitutes a corporate culture. It’s not very tangible and it is hard to change. But one of the handles is to start initiating behaviours by celebrating the behaviours you are aiming for. So for example, in an innovative culture, you would like some of your employees to act like entrepreneurs or leaders to look at ideas like a venture fund. What is your approach to defining culture? We give you data about what drives your culture and what is important to your people and then you can slice and dice it and personalize the approach, if you want. But even at our size of company we already have three very distinctive subcultures between the product, tech and revenue team. And that is relevant, because like in marketing it is all about personalization. So getting data on what to talk about with whom makes you a better and more efficient manager. But in that context, it is essential to ask relevant questions. If you ask me to evaluate public transportation in Copenhagen, I will tell you it’s awesome. Why? Because I’m from Paris and on top of that I never really use public transportation because I rather bike. So this doesn’t really tell you anything. ### If we take Platypus as an example, how would or could you measure innovation culture? And how do you follow up, who is responsible for governance etc. At Platypus, for example, I would say we have an innovative culture due to the nature of what we do. We are for example tracking results coming out of our product and tech sprints and differentiate between continuous, incremental improvements and new, innovative, creative ideas. Is it an iteration or an improvement? But if you are thinking of large organizations who often want to work agile and innovative, we often stop and reflect. Can you be agile and innovative when you have 15,000 people? And should you be? Does it make sense for your business? If everyone wants to be innovative, you will end up with chaos. You need a leader, you need builders, you need coordinators. When you are cooking for example, someone needs to be in charge, some people need to chop the vegetables, others need to stir the sauce - everyone can be part of the recipe but somebody needs to orchestrate the effort. ### What is your experience with mergers and acquisitions? The classic challenge is that mixing two cultures becomes like mixing oil and water. When you’re buying a company, it would be great to have the cultural maps of both companies and evaluate what’s going to happen when they are combined. At Platypus, that’s what we can do with our algorithms and data. When we talk about recruitment or mergers and acquisitions, there is no sense in asking if the people are aligned with the whole organisation, as you can’t align with a company of several hundred or thousands of employees. Instead, we analyse the data and identify their alignment with a specific team. What really matters is the cultural experience they have with the team they are working with. ### So if we take a closer look at those teams, you might identify people who already have an innovative mindset, are forward thinking, creative and open to testing, making mistakes and trying again; they are collaborative and progress-loving. But what do you recommend and what is your experience regarding changing behavior and encouraging new practices? Here you are looking at the individual and probably more at personality tests. Some people just won’t thrive in a certain set up. So you need to find out: Is agile, creativity, innovation etc. the right thing for you? You can also take the board room as an example. Top management in principle shouldn’t be agile. They are responsible for risk assessment, triage, and planning ahead. But the task force should be agile and that should be embraced by the management team. Good innovation leadership gives room to have open discussions and you need people you want to have a voice and discuss. The challenge for management often then lies in the decision making. There I follow the philosophy that “We don’t need to agree but align!”. ### That was a perfect transition to my second last question for you. Do you have any “favourite” worst idea or prototype you have generated? Oh, I’ve had many bad ideas but I think the fact that I have been kicked out of the UX/UI design meeting because apparently I have (really) bad ideas, says it all. But that’s where innovation and innovative leadership comes in. You can’t be good at everything. ### And last but not least, we usually round off with a book/film/YouTube recommendation. Anything you can think of that has inspired you recently? The Prince by Niccolò Machiavelli. Not 100% related to the topic though. Otherwise, there is a company I admire and follow on all possible channels. That is Lego. For me, Lego is the archetype of innovation. --- ## Reyna Bryan — Rainchild Design URL: https://nos.co/interviews/reyna-bryan/ Date: 2026-05-19T12:32:00.000Z ### What led you into working with Innovation? My background is both in business and technology management.  I have a passion for transitioning supply chains to more sustainable materials and technologies and evolving our material management systems to fit the circular economy. Over the last ten years, I have found that they are blockages that hinder innovation across value chains that cannot be solved by the individual companies. From previous work with innovation, I got inspired that design thinking and collaboration could help to solve this. Bringing people together from different parts of a value chain is typically a no-go, and so our approach has been unique. With the exponential growth of the ocean plastic crisis, we do not have time to wait for everyone to drag their feet and follow old processes – curating this workshop we felt compelled to create an impact now and do it in a lean way. The Nosco platform has enabled us to create a simple and lean process for collaboration while giving that look of professionalism that is necessary for us to establish a strong position. It has allowed us to be flexible and open while giving structure to a process that might otherwise be quite chaotic. ### **What does a typical day look like?** My typical day includes work related to developing new materials and sustainable packaging products with partners. That includes having calls with brand owners, R&D directors and manufacturing operators to follow up on how things are going. A continuous dialogue with suppliers is also a key part of my job  - making sure that they have the technical specifications et al. I also spend a lot of time helping to educate brands and industry organizations about sustainable materials, and the challenges of our current material management systems. I find myself spending a lot of time on marketing and communications, as I believe it is critical for our success that people understand the importance of what we are doing and that they feel inspired to engage. > Since we are engaging with a range of stakeholders with many different interests and motivations, we must succeed at creating a space where people find it safe to share. ### **Which challenges in relation to innovation challenges do you face at your company?** Since we are engaging with a range of stakeholders with many different interests and motivations, we must succeed at creating a space where people find it safe to share. First and foremost, we did a lot of work to carefully select the right people to join our community and help us solve the challenge. Secondly, it was important to set clear intentions for what we were doing. We made sure the guidelines and rules of engagement were clear from the beginning. For instance, we communicated that we were not asking people to share anything considered a trade secret, but instead, invited people to bring forward their zone of genius and expertise within their fields. Our aim has always been to create a trusting community, where people feel safe to share, but without asking them to sign a confidentiality agreement to participate. Another challenge that we had to manage was time. The participants in our workshop are executive-level professionals that have many responsibilities on a day-to-day basis. Our task was to create an effective experience while asking for a minimum amount of time. We do a lot of work on the backend to streamline and process the experience to ensure we created a valuable output. ### **Can you share a recent success story?** As part of our effort to create a safe space and create some excitement within the group, we offered up a ton of valuable knowledge and insights; throughout the workshop, we hosted panels with top-notch experts and thought leaders. It was very well received and created a motivation for people to engage and collaborate. ### **What is one thing about Innovation that you think is important?** I would say that having the right people is very critical. For us, it was more important to build a community that manages a large crowd. We made sure to have conversations with people very early on (before launch) to set clear expectations and to make sure people understood what we were doing and why. When executing the process, having online ideations or workshops, we make sure to specify the purpose and what we will accomplish in these sessions. We make sure that there are visibility and transparency all the way through to establish that feeling of trust in the process. --- ## Sara Maki — Global fin-tech company URL: https://nos.co/interviews/sara-maki/ Date: 2026-05-19T12:32:00.000Z ### **What led you into working with innovation?** My journey into innovation was not planned and happened by serendipity. I have a background in anthropology and international studies, and I later took an MBA. I have always been interested in creating positive social change, globally. I was working in a product line, but when an opening in innovation came up, I took a chance. The mandate was about change management; creating a culture of innovation and “build something that could have a big cross-organizational impact”, fast! This was very attractive to me, as I have a basic interest in human behaviour: what drives people and how do they change behaviours? ### **What does a typical day look like?** As with probably anyone working in innovation, there are a few similar days, but there are three major tasks that take up my time: **1. Guiding my team:** which issues are we facing? How do we achieve our goal? How can I help them move forward? **2. Looking into the next business opportunities:** what can we do with our program? Where can we apply our methodology and expertise to get valuable results? **3. Communication:**aligning with different stakeholders to find new opportunities, with management to make sure they understand the value we are creating and with externals to spot trends and future needs. Communicating about the results of innovation is ongoing; to explain what we do and what we are delivering. > We must be able to pivot, create processes that are scalable and flexible, and communicate consistently but not excessively. ### **Which challenges in relation to innovation do you face at your company?** I am very focused on how to ensure that enough is done to develop the ideas so that value is actually created. It is only when the ideas meet the reality that their true value can be seen, so we must work diligently throughout the process. We must be able to pivot, create processes that are scalable and flexible, and communicate consistently but not excessively. This is a challenge for any big organization, and that was also the case for us. ### **Can you share a recent success story?** A major challenge when working with innovation is to ensure the backing and resources of others. As an innovation team, we cannot succeed by ourselves – we need the support of others to make the ideas become a reality. I have found that it is not enough to rely on voluntary support. It must be built into the structures of an organization, preferably supported by KPIs and budgets. We need people on the ground to support and promote our initiatives. People with a can-do attitude who are used to applying new tools and ways of working and who have a network within the organization. In my previous job, we had a program to train local ambassadors to become our megaphones, to provide feedback and input from local markets, and scout new trends and products. Their incentive was to increase their skill-levels and become better innovation leaders. This was a great success, and I am adopting this approach in my work with scaling the innovation initiatives, from the Innovation Lab to create local impact. ### **What is one thing about innovation that you think is important?** Innovation is all about collaboration and our role was especially to facilitate and empower others to imagine big and we would support the ideation to the execution process. I had a powerhouse team that took the program to new heights with their spirit and work ethic. Also, I have found that innovation always starts with a basic human problem, and technology is only interesting when it can solve an actual problem. I have seen many ideas focusing on the technology first, but if you cannot link the technology to a customer use case, it will not succeed. The learning is to ask the customer as soon as possible in the process. By doing simple and cheap market research very early on, you can avoid big mistakes and heavy investments later on. Further, innovation is a highly ambiguous and unpredictable discipline, which makes it hard to plan and make decisions. Instead, I try to slice our work into manageable steps or tasks and incorporate many decision points along the way to de-risk the idea and resource spend. In this way, we can make it a structured and repeatable process where the focus is on the right things at the right points of time. This makes it easier to manage, decreases the chance of unpleasant surprises and increases the transparency of the process in general. --- ## Sarah Hintermayer — Evonik URL: https://nos.co/interviews/sarah-hintermayer/ Date: 2026-05-19T12:32:00.000Z ### **What is your journey into Intrapreneurship?** I had only been working at Evonik for six months when I joined an idea team of the Global Ideation Jam at Evonik, whose idea I liked. The idea focuses on the problem of concrete constructions cracking, which causes expensive and troublesome maintenance and solves the issue by introducing self-healing concrete that sustainably increases the durability and service life of it. When we entered the Bootcamp, I did not know what to expect. I volunteered to be the intrapreneur pitching the idea and potentially taking it into further development. We ended up winning. Ever since then, I have been working on it. I have now handed over the idea to a commercial department. I did not know a lot about the company, the idea or innovation in general, which was scary at the beginning. But it also enabled me to do things differently because I had no limitations. I have developed immensely through this journey; at the start, I was very shy. But because I had to go out and talk to people, I have gained a lot of confidence. Some people get lost in technical details, but I learned to keep a focus on the overall problem that I was helping to solve. This skill is something I can use in my future work, and I hope that I will also be able to maintain an openness towards trying new things and doing things differently. > Some people get lost in technical details, but I learned to keep a focus on the overall problem that I was helping to solve. ### **What happened after your idea was selected and where are you up to, today?** To begin with, I got one year to work on the idea. The goal was to prove that the idea works and that there was a demand for it. We quickly had an MVP(minimum viable product), and I spent the rest of the time talking to people in the field, pitching the idea and getting their feedback. I started talking to various industry associations that could point me to the right people. The next step was to speak with actual, potential customers. I created a short video that explained the problem to be solved and outlined the solution, which I showed to them, e.g. at conferences. This way, I got a lot of valuable input. I prepared a lot for the first evaluation meeting, preparing stakeholders for what we would present to them. At the meeting, people then knew what my requests were, and they permitted me to continue. It was important for me to get full permission and to have a budget to operate freely. I much prefer having a budget to spend, rather than having a team allocated with only a bit of their time. This way, I can draw in the resources I need, e.g. help from an expert. After year one, I got the Go for the next year. The ambition was to scale out MVP from the lab to larger volumes so we could test externally and refine our business case. We spent the year building miniature models and making our first field tests. We generated a lot of scientific data, which was needed for internal approvals and also for us to increase our understanding. Having entered year 3, the focus is on commercialization. I have passed on the responsibility of the project to a business unit here in Evonik. Of course, there are still hurdles that we need to overcome, but we are optimistic. I enjoy the early stage of shaping ideas and the freedom that comes with being an intrapreneur, deciding for your own time and budget. Now, the idea is developed and ready to be commercialized, so I have decided to pursue this in another part of the organization. It feels a bit like I am the mother passing over my child to someone else, and I still check in on it occasionally. ### **What does a typical day look like as an intrapreneur?** There are no typical days as an intrapreneur. In the beginning, I travelled a lot, so I would not be at my desk, but out speaking to different people in face-to-face meetings. I prefer this, as I get their full attention, get more information, and they see that I value them by taking out time to see them. Now with COVID-19 changing so much, I have learned that I can do a lot virtually as well. I have done many presentations, read and wrote patents, designed experiments for the lab, visited construction sites, did cost calculations, answered my emails and arranged meetings. It was more about me asking questions and going out to discover, rather than waiting for others to bring me something. > It is important to have people on the team that feel ownership of the product, and that feeling of ownership builds up through time. ### **What have been your biggest challenges?** A big challenge that I had not expected was the onboarding of new team members. It is a great team, but it took more time than I thought to get everyone on board. It was something that I could not force – it needs time and continuous effort to make sure everyone is motivated and works at their best. It is important to have people on the team that feel ownership of the product, and that feeling of ownership builds up through time. For me, it was always important to make everyone see the team behind the project and to make clear that it is not me moving the project forward. My focus was to make their work as easy as possible, clearing roadblocks and making sure they can use their skills in the best way. I have found that it is not necessary to be the expert at everything, but you must be able to manage expectations, externally as well as internally. Within the team, within Evonik, and with the customers. ### **Can you share a success story?** The far biggest success story is the one about the idea itself – that it will now make it to the market. Other than that, a personal success story for me is that I was able to be part of a cultural change towards a more intrapreneurial culture. I have pushed some boundaries, especially by being very open and honest about my project. I have been communicating a lot, also internally, sharing mistakes and failures. I think I managed to install some enthusiasm in others. If I managed to convince two people to do things differently, I consider my work a success. I feel it is my responsibility to try to change the culture towards entrepreneurship. ### **What is one thing about intrapreneurship that you think is important to succeed?** A few things are worth mentioning: 1. The team behind makes the difference. Being able to select and draw upon different team members for input is the key to success as an intrapreneur. 2. Do things, rather than thinking and assuming. We tend to draw our conclusions from the hypothesis and then test them later. I found that it is much more valuable to test a hypothesis right away and then draw conclusions from what I learned. 3. Find leaders that empower you and put trust in you. In the beginning, I was asking "Am I allowed" a lot. It was crucial for me that I had someone that backed me in doing things differently. --- ## Steen Lindby — ROCKWOOL Group URL: https://nos.co/interviews/steen-lindby/ Date: 2026-05-19T12:32:00.000Z ### **What is your background and current role?** Currently, I am responsible for innovation in ROCKWOOL Group. I am a mechanical engineer by education with an MBA in business development. I have always been interested in the clash between technology and the market. There is an inherent conflict that intrigues me, and I am driven by bridging technology, market and people. In my view, innovation is all about people: without people behind ideas, nothing happens. ### **What is your definition of innovation and how do you work with it?** I apply the definition of innovation as being about “transforming learning into value”. All three elements; transformation, learning and value must be present for innovation to happen. That innovation is about creating value and transformation is obvious to most, but learning might be a bit surprising to some. We focus a lot on learning in the way we run our innovation processes. I see innovation as being much more about people than anything; it is through people that we learn and make things happen. We use the Stage-Gate model which might seem old-school to some, but we apply it in a different way. Instead of having a linear approach to the process and focus on what it takes to pass each gate, we focus on the learnings achieved during the stages. There are clear topic areas in each stage, and the teams work on what they learn during the stages, rather than meeting requirements for each gate. The gate-meetings are project-specific meetings with the right people onboard; those receiving the idea and paying for the resources. The focus is on checking if everything is going as planned, whether the scope is still right and relevant, and if it is still worth spending time and money on. In my experience, strict gate criteria only end up killing ideas and demotivating creative people. Our core philosophy is thus that we would rather stop a wild idea in due time, than awaken dead ideas going nowhere. ### **Which challenges in relation to innovation do you experience and how do you handle them?** The transition from idea to product can be challenging, especially in a de-central organisation like ours where the country organisations work independently and in different ways. Innovators tend to get disappointed when meeting production and sales people, because they might not see the value right away, or because it does not work as expected due to local differences in operations. Implementation thus becomes more about people than technical details. To mitigate this, we spend a lot of time maintaining an ongoing dialogue with sales and production, and involving them early on so that they understand the process and are ready to receive the solution. We have quarterly meetings where we present upcoming solutions, and they voice their challenges. Finally, we make sure that there is support from at least one business unit at the third gate in our process. I also see a clash between technology push and market pull. The market requests solutions that they can imagine and that solve existing needs, and we must cater to that. But we also need to be able come up with ideas that the market has not seen yet. To accommodate this, we have reserved a budget for “under the radar”-activities, which means that all employees can use up to 10% of their time on this. We then reserve 5% of our budget for people to further explore these ideas, e.g. build prototypes. This has been a great success and some of our biggest successes have come through this. ### **Can you mention an example of a success story?** Our new spinner is a good example of an innovation success story. It is actually an idea that was conceived a while ago, but we did not have the budget to back it and top management was against it from the beginning. Instead, the innovators got the permission to build a prototype and then spent the summer in a camping van using an oven from our prototype stock. By the end of the summer they had a working prototype, and today we have a new production line based on this. A true “garage-project” driven by a technology push that meets a need in the market. ### **How are you organized and which skills does it require to manage an innovation unit?** Previously, we were organized more traditionally with an organisation that mirrored our production, but that does not work well for innovation projects which typically require a combination of competences. Today, we are organised in a matrix that matches strategic focus areas with different professional areas, and we have managers responsible for the professional groups and managers responsible for strategic areas. This allows us to be more flexible and combine the different types of resources needed for the specific project. A key to our success is the motivation of people, and we ensure this by letting them be part of defining what we should focus on, a bottom-up approach, combined with swift decision-making from management and easy access to resources. We see our colleagues around the organisation as an endless source of ideas and a good determinant of when the timing is right and the market is ready for our ideas. It is thus crucial for us that this motivation of people is established, and we actually did an investigation a while ago that showed that with more motivated employees, you will get more done (in terms of hours spent on projects). In terms of managing people, I find that an important skill is to adjust your behavior. In one setting, you will need to act as an idea and team coach, and in others, you will need to plan a project in detail. Success is not about controlling everything and finding all solutions yourself, but having the right people with you and enabling them to come up with the solutions. There is an enormous complexity in working with innovation, and as a manager you must be comfortable with swapping between different tasks and change roles accordingly. Further, it is important to realise that one person cannot master all competences needed to succeed with innovation. It requires a shift in competences during the course of a project, and we must be prepared to make the changes needed, when needed. In general, I find that innovation inherently implies a tension that we as managers must live with and find a balance. It can create conflict, but it is also what makes it exciting and appealing to work with. --- ## Stefan Ermtraud — Stabilus URL: https://nos.co/interviews/stefan-ermtraud/ Date: 2026-05-19T12:32:00.000Z ### **What is your background and way into working with innovation?** I am a global innovation manager, which is a new role here in [Stabilus](https://www.stabilus.com/). I started after we ran our first global innovation challenge in 2018. After a successful challenge collecting numerous ideas and engaging people across our organisation, we convinced our new CEO that we needed a process and toolbox for innovation. I came from a job in operations, I am an electrician by education, and got an opportunity to try out this very new role. My strengths lie in communications, and my manager realized that to succeed with the innovation challenge, a person with strong communication skills and good connections was needed. A large share of our workforce is blue collar workers that are not used to working with innovation, so for them to participate, we needed to get out and talk to them. I was part of a leadership program at that point of time, and being able to talk with both managers and blue collars turned out to be critical for the success of the challenge. ### **How do you work with innovation?** The global innovation challenge was our first major campaign, and since then, we have focused on defining our process, developing our toolbox and running targeted mini-campaigns to solve specific problems. The mini-campaigns, or “focused sprints” as we call them, are a great way of engaging a small group of people and getting ideas fast. We are also planning to run another global challenge, once we are able to get out to people in person again. It quickly became clear to us that what we needed was a re-focus from technology/solution to market/customer. Our normal way of approaching innovation is to start with the technology, and only get input from potential customers once we are in the market. We love advanced gas springs, but if no one else does, it does not matter. We should always focus on customer needs instead of: “look what we can do” ### **What are you currently working on?** I am trying to turn this around so that we actually require input from the market very early on. We also try to create teams around ideas that include both tech- and market people. This is unfamiliar to many people in our organisation, but when I say that it will help them save time later on, they will typically understand why it is a good idea. Another thing that is very new to us as a company is to work at a more global level, sharing insights across our organisation and working in market segments, instead of a purely regional focus. Our vision “Your motion, our solution” requires that we collaborate across and that we also partner up with others to help us deliver comprehensive solutions targeting motion in general, instead of a solely product-oriented focus. My focus right now is to “create some noise” around idea sharing by involving a lot of people in generating ideas and building insights, so that we create an atmosphere of this being normal, allowed and even expected. This is what I try to do with the focused sprints, by being open to ideas from individuals and through workshops with e.g. students and suppliers. Later, I will focus more on the quality of the ideas coming in applying the tools and processes we have been creating. It is not perfect yet and we might still change things, but my philosophy is to “get in the pool and start swimming” rather than to wait for us to learn the perfect swim technique before we try it out. ### **What are your main challenges?** The main challenges that I have experienced in my work, is to get access to people. Everyone is very hung up and I need to convince them to spend time on something they do not see the value in to begin with. Our success is depending on how much we are able to convince people. The positive outcome of the pandemic is that managers are gaining more trust in people actually doing their job, also when they are out of their direct control. The backing from the managers is essential for people to engage in innovation activities, and I hope that an increased trust from the managers will pave the way for being more open to spending time on innovation in the future. ### **How do you succeed with innovation?** To me, success is not so much about the number, but more about the connections. I am not a big fan of KPIs in innovation, but if you want to have the continuous back-up, we need to compromise and find some numbers. I see it as a tool to support my work. The real value, though, comes from creating connections among people. The connections will pave the way for innovation in the future. If you bring people together with the right topic, give them some input, solutions will come. If not to begin with, then later. When people know each other, and know who they can reach out to, it will become easier for them to solve problems and generate ideas in the future. It was a real eye opener to me to see people collaborating in the bootcamp; seeing the self-appointed teams with people from different departments, with no clear leadership, working together to deliver. This was unusual for us as a company, and it was great to see how cross-functional heterogeneous groups produced better results than the homogenous groups with people being all alike – as is the normal way for us to work. I am thus very much looking forward to being able to meet people again and build even more connections! --- ## Ulrike Tagscherer — KUKA AG URL: https://nos.co/interviews/ulrike-tagscherer/ Date: 2026-05-19T12:32:00.000Z ### What led you into working with innovation? I have always found myself working at the intersection of research and industry. I started my career in European's largest organisation for applied research, where I learned innovation from just doing it. My understanding of innovation as something that requires trial and error as well as seeing failures as opportunities for learning comes from being part of an organisation where everyone had that attitude. Now I am trying to infuse people at my current workplace with that attitude. ### **What does a typical day look like**? Most of my day I spend talking to people. I try to convince stakeholders, communicate about internal innovation and mobilise people to participate in our initiatives. I also try to stay up to date on how other companies innovate and lookout for new tools that can support us being more innovative. > In Kuka, this way of working is very new to many people. The global standards require robots to have a reliability of 98,5 percent. In KUKA it is even higher. Using the right tools can help us to form new ways of thinking and working. They help us to reduce uncertainty among our employees and to move through the process. In Kuka, this way of working is very new to many people. The global standards require robots to have a reliability of 98,5 percent. In KUKA it is even higher. In the coming period, I will focus on supporting two teams from our currently ongoing innovation campaign that are going into the incubation phase and I will work on building our global innovation community. ### **Which challenges in relation to innovation do you face at your company**? The biggest challenge that we currently face is the change of the mindset and culture of a very technology-driven organisation. We have some deeply rooted ways of working and a "no-failure" culture that permeates the entire organisation. Whereas this way of thinking is a necessity in our operational business, it also keeps us from doing some real leaps in learning and pursuing new and interesting opportunities. One example is that some ideas have a hard time getting any backing again when they have been rejected once. But in fact, conditions might have changed, and they might indeed be relevant now to pursue further. We need to build ways of testing ideas fast as well as we need to learn that failing along the way is part of the journey. Making this change is a process that starts with management, which is why we will work with our leadership team to teach new ways of working with innovative ideas. ### **Can you share a recent success story**? I think that our first online innovation campaign was a great success that even surprised us a little. We had such a great number of ideas, of people participating in the campaign and a lot of conversations around innovation. The best part for me was that what we saw in the comments of our ideas was the start of cross-organisational communication, regional and cultural borders in the company. I found it amazing when colleagues from the UK shared their experience from a pilot project with their customer with an idea author in Germany, who had a similar idea. Also, we saw that colleagues started communicating via the platform and at some point, they said: "now let's have a physical meeting" because they realised they wanted the same idea being developed. > But a new approach and better timing can make previously suggested ideas successful. We need to learn that failure is a feature of innovation, instead of trying to have a flawless product before we show it to a customer. Furthermore, we selected an idea for incubation that had been suggested before. We believe that some of them should get a new chance. This is new to us because we tend to not retry ideas once we have discarded them. I hope that the coming campaigns will create more opportunities of this kind and that it will naturally evolve. ### **What is one thing about innovation that you think is important**? For me, it is about being open-minded towards ideas and past failures. I often hear people saying, “we have already tried this and it did not work”. So, they suggest that the idea will never have a chance. But a new approach and better timing can make previously suggested ideas successful. We need to learn that failure is a feature of innovation, instead of trying to have a flawless product before we show it to a customer. When working with innovation, I also think it is important to have the right tools and processes in place. Without it, it will be very dependent on individuals and not necessary progress as it could when you scale it using the tools and methods. One such tool is the Value Proposition Canvas and the Business Model Canvas by Alexander Osterwalder that we applied in the Bootcamp (part of the campaign). To illustrate this, one person who was part of the boot camp came up to me and said: “I have worked with innovation for many years, but I have never understood or learned the process, theories and tools behind it". We need more people to understand these models to assure that we get more ideas faster to our customers. --- ## Yannick Gächter — Bühler Group URL: https://nos.co/interviews/yannick-gachter/ Date: 2026-05-19T12:32:00.000Z ### **What is your role in Bühler and what does it entail?** For the past years, I have led our Food Application Center in Minneapolis, USA. My role has been to accelerate innovative solutions by bringing suppliers, customers, partners, and researchers together in a collaborative environment. To emphasize our commitment to and focus on sustainable protein sources, we launched [Scale It Up!](https://www.scale-it-up.org/) last year - an innovation challenge that seeks start-ups working with plant-based protein to help them scale their products and get to market faster. We are acutely aware that a big part of innovation in our industry happens through collaboration. Alone, we cannot bring about the innovation power needed to address the challenges in our global food system. We must look at the ecosystem as a whole and focus on how we can solve the bigger challenge together. Scale It Up! is a great way for us to build closer relationships with start-ups and bring our strengths to table. Another initiative I have been fortunate to lead in 2019 is our Bühler Networking Days. Here, we brought together 800 industry leaders, partners, researchers, and start-ups from the global food, feed, and mobility industries from across the world. During those days, we align, inspire and act together to enable and accelerate a global food and mobility system that allows our growing population to live healthy and happy within our planetary boundaries. ### **Can you share some insights on collaborating with start-ups?** Bühler has a clear target to reduce energy, waste, and water by 50% in our customers’ value chains. That is an ambitious goal which requires industry collaboration at scale. I can really see how we can achieve more through collaboration. You will make mistakes and have a lot of challenges, but it is better than not doing it at all. My biggest learning from working with start-ups is to not exclusively look at the short term. Collaboration needs time to develop. You need to focus on finding the right people to have in your team and externally to collaborate with. > My biggest learning from working with start-ups is to not exclusively look at the short term. Collaboration needs time to develop. You need to focus on finding the right people to have in your team and externally to collaborate with. It is fundamentally different to collaborate with start-ups than with corporate and research institutions. In a large organisation, you typically see a clear scope, a defined process and clear division of tasks. And we stay within these boundaries. With start-ups, the scope is the entire business and there is no clear process for the collaboration to work. This means that you must be prepared to be agile and pivot – and to move fast if needed. This type of collaboration requires trust, patience, and openness. People need to be able to trust one another and be willing to challenge their own way of thinking. Those working with these type of collaborations must be willing to share and discuss fundamental questions, taking ego out of the conversation. We have built collaborations and trust with certain people and partners, so that we can easily start new initiatives – like the relationship we have built over the years with Nosco. ### **How have you handled the issue of intellectual property (IP) and confidentiality in these collaborations?** This is an important point to discuss early on and openly. Who owns what IP, what does each of the partners bring to the table and how to handle new IP generated in the process of collaboration? At a later stage, we might enter collaborations with shared IP and profit, but that is to be decided on a case-by-case basis. This makes the collaboration much easier. It is important that companies secure and use IP that is absolutely at the core of their business to ensure they are financially sustainable in the long term. If all partners in the collaboration benefit from the work together and share as much as they can, it will be mutually beneficial. Knowledge sharing is essential to create added value, otherwise there is no reason to collaborate. If you are a company that keeps everything in house, you will be overtaken by others – keeping everything inside, slows you down. ### **How do you handle these types of collaborations internally?** We have people dedicated to working with the start-ups in the markets we are working in and have regular interactions with the partners we are collaborating with. Finding the right people internally for the start-ups to collaborate with is quite often a challenge. It is much more about mindset than function, and that can be hard to assess. To find the right people, we engage with our teams and rely on direct recommendations, rather than searching for specific competences on paper. Where possible, we try to keep these collaborations away from regular corporate structures. This means that we do not set up e.g., a regular project organisation, but try to keep it flexible, agile, and open. Also, we have created a separate brand for Scale It Up! to create a shared mindset, this also allowed us to speed up by being outside of corporate identity discussions. We were also lucky to find a group of legal people to help setup the agreements in a way that was enabling to startups and not hindering. ### **How do you measure success in these projects? / When do you consider yourself a success?** We do not focus on directly taking equity of the companies but on supporting the entire ecosystem. There is no positive, short term financial ROI in our work – instead, a percentage is dedicated each year to building this ecosystem. That is my goal: to make a positive impact on the plant-based food industry. When it comes to the start-ups and following up with them, we look more at engagement: are they hiring people, are they generating investments, are they getting products to the market? One example is NowaDays; after having been part of Scale It Up! (2021 winner), they were able to secure a further $7mio in funding. Clearly this is not purely because of this competition, but it was a key enabler in this process. This has been a successful collaboration that we would like to replicate. We do have examples of start-ups that are creating value that flow back to us, and we make sure to present these cases whenever we can – to the C-level, to customers and at events like the Bühler Networking Days. Another success criteria, for me, is to keep up with momentum in collaborating with the start-ups after Scale It Up! has ended. The real success comes when they can grow and accelerate, and that requires a structure of frequent follow-ups and engagement. The target for Scale It Up! is not only to be a cool event, but to truly help the start-ups afterwards and create value for them in the long run. That is why we need to think about how to tackle the collaboration afterwards. Success to me is when we help move something forward that otherwise would not have happened. And this means that we must walk the talk in everything that we say and do. --- # Cases ## Rallying a workforce around green energy URL: https://nos.co/cases/orsted-renewable-energy/ Ørsted — Rallying a workforce around green energy As Ørsted shifted from fossil fuels to offshore wind, we helped it tap its own workforce — a company-wide challenge that funded six new green-energy ideas. ## The Challenge Over a decade, Ørsted transformed from a fossil-fuel provider into a green-energy leader. To keep advancing toward a world running entirely on green energy, it wanted to reach the knowledge held right across its own workforce. ## What we did We helped Ørsted build a staged, lasting approach rather than a one-off event. It began with an innovation challenge to create energy and drive the company's new innovation strategy. To keep the momentum, always-open idea channels let business units capture and act on ideas year-round. And to bring people together offline, Ørsted layered on an innovation community — technology pop-ups, project demonstrations and networking events. ## Results The company-wide challenge invited around 6,700 people, generating 160 ideas, six of which were funded. By sequencing a challenge, ongoing idea campaigns and community-building, Ørsted rallied its employees around developing new green-energy solutions — and gave innovation a permanent home rather than a single moment. --- ## The idea that opened a new therapeutic area URL: https://nos.co/cases/widex-innovative-solutions/ Widex — The idea that opened a new therapeutic area Widex's "Next Wave" campaign drew an 80% participation rate — and a winning idea that didn't just improve a product, it opened an entirely new therapeutic area. ## The Challenge Widex wanted to surface ideas that would create real value for end-users and hearing-care professionals — drawing on a broad range of functions, including the employees who work with customers every day. ## What we did Nosco helped Widex plan, launch and execute a company-wide idea campaign, inviting 500 employees to take part. From planning to final pitch, the campaign ran in just eight weeks — covering mobilisation, a week of online ideation, screening, idea maturation and a final pitch to the Innovation Board. To reward quality, not just quantity, Widex gave a prize for the best comment, recognising that sharp questions help authors sharpen their ideas. ## Results In its ideation week, Next Wave reached an 80% participation rate, with 163 ideas and 700 comments from the 500 participants. The top seven teams pitched to the Innovation Board, and one was selected for further development. That winning idea did more than improve the existing product line — it opened an entirely new therapeutic area for Widex. **Kim Hjortgaard Nielsen, Widex** In the movies we have best supporting actor. In sports we have best assist. At Widex we have a prize for the best comment. --- ## Reigniting an entrepreneurial DNA URL: https://nos.co/cases/reignite-kuka-entrepreneurial-dna/ KUKA — Reigniting an entrepreneurial DNA Facing a declining top line, KUKA built a fast, digital innovation process — 495 ideas from a third of the workforce, and a first venture now heading to market. ## The Challenge After decades of growth, KUKA faced a declining top line in 2018. An internal analysis and executive survey found that despite leading-edge robotics research, the company struggled to commercialise its technology and deliver short-term results. It needed an innovation process that was digital and agile, built entrepreneurial capability, produced commercially viable ideas quickly — and killed ideas without a clear market. ## What we did Together with KUKA's top innovators, and with Nosco's support, the Chief Innovation Officer designed a new process and — rather than debate it endlessly — tested it in an agile way. In autumn 2019, an innovation challenge invited robotics employees worldwide to submit ideas and form cross-functional teams on the Nosco platform. Managers and experts evaluated ideas online; the top five teams went to a three-day bootcamp, then pitched to management. Two teams moved into a three-month, six-sprint incubation, testing their riskiest hypotheses through customer interviews, prototypes and business models, with masterplan reviews and sponsor visits along the way. Backing from the Group CEO and the CEO of Robotics set the tone from day one. ## Results Within six months, KUKA had validated its new process and produced its first investment case. More than 30% of employees took part, submitting 495 ideas, 1,629 comments and 7,323 likes, and visiting the platform over 20 times on average. Of the two teams that reached incubation, one was parked after four sprints; the other interviewed 25+ potential customers, built an MVP and signed three pilot projects within three months. By September 2021 it had become the first venture from the new approach to move into acceleration and prepare for market launch. **Ulrike Tagscherer, Chief of Innovation** We needed to build ways of testing ideas fast and learn that failing along the way is part of the journey. --- ## Growing the next generation of food companies URL: https://nos.co/cases/scale-it-up/ Scale It Up! — Growing the next generation of food companies Bühler, Cargill, Givaudan and Puris joined forces to find and accelerate plant-based-protein start-ups — and let them keep their IP. One winner raised $7M after the programme. ## The Challenge New food products have to be tested at large-scale facilities, so start-ups depend on access most of them don't have. Corporates, meanwhile, need outside innovation to keep pace with changing consumer demand and sustainability pressures — internal R&D alone is too slow. Both sides needed each other. ## What we did Nosco helped the partners plan, launch and execute an open innovation challenge inviting plant-based-protein start-ups. After a selection process and pitches, the top five gained access to partner facilities to build a proof of concept, and — unusually for a corporate programme — retained full ownership of any new IP. Nosco developed a dedicated brand and website for the initiative, promoted it across the consortium's networks and social channels, and ran the platform used to collect, evaluate and connect projects. Nosco also supported the consortium in running, facilitating screening and maturation workshops. ## Results The US edition completed in 2021. Its winner, Nowadays (plant-based chicken), used the profile to secure a further $7M in funding and has grown its market presence since. The European edition drew 40 submissions, with five projects selected to visit facilities and build proofs of concept. --- ## Taking a hackathon digital under lockdown URL: https://nos.co/cases/husqvarna-innovation/ Husqvarna Group — Taking a hackathon digital under lockdown When the pandemic threatened Husqvarna's annual "Shotgun" hackathon, we moved it online — reaching more people and running it five times since. ## The Challenge Each year, Husqvarna ran "Shotgun," a one-day hackathon at its Swedish HQ where engineers built mock-ups and prototypes over pizza and beer. When the pandemic sent everyone home, the event was at risk of being cancelled — so Husqvarna asked Nosco to find a way to run it digitally. ## What we did On the Nosco platform, Shotgun didn't just survive the move online — it grew. More people could take part, ideation had more room to breathe, and the format expanded to include video pitches and fast iteration cycles. Crucially, commercial stakeholders across global markets could now evaluate and champion ideas, bringing in experts who'd never been part of the process before. In honour of the original, the whole thing still ran end-to-end within a week, closing with a live video finale. The winning team earned eight dedicated Fridays to mature and test their idea and build an execution roadmap for company executives. ## Results Shotgun has now run digitally five times over two years, drawing between 45 and 135 ideas each round with minimal internal promotion. Three projects went through an eight-week incubation, and two were approved to run market pilots — laying the groundwork for a faster, repeatable way to feed the innovation pipeline. --- ## Turning one idea into a landmark order URL: https://nos.co/cases/stabilus-innovation-growth/ Stabilus — Turning one idea into a landmark order Stabilus's first global innovation challenge reached the factory floor — 428 ideas, and a winning concept that landed a €40M order. ## The Challenge Innovation had never been a central, cross-company function. The task was to establish it as one, and to prove that good ideas could come from anywhere — including the large share of blue-collar workers on the production line. ## What we did We launched a global innovation challenge built to reach every corner of the organisation, with local workshops and on-site promotion at the production facilities. After a successful first round, focus shifted to targeted "mini-campaigns" on the Nosco platform and to defining a global innovation process — one that brings customer feedback in early and pairs technical and commercial people on each idea team. ## Results 428 ideas were collected. Of the five that reached the bootcamp, three matured significantly. The winning idea won its first order — worth €40M — from a major client and helped secure preferred-supplier status. A second idea drew €500k in German-state development funding; a third produced a prototype with real market interest. Beyond the numbers, the challenge built visible pride across the organisation and laid the foundation for Stabilus's new innovation process. **Stefan Ermtraud, Global Innovation Manager** KPIs are necessary for me to secure backing from management and to structure my work. But the real value comes from creating connections among people. --- ## Building an intrapreneurial workforce URL: https://nos.co/cases/covestro-collaboration/ Covestro — Building an intrapreneurial workforce Beyond a start-up challenge, Covestro ran 30+ idea camps across three continents to put entrepreneurial skills in everyday employees' hands. ## The Challenge Building on more than 80 years of innovation heritage, Covestro wanted to shape a new company culture — one where entrepreneurship wasn't confined to a handful of teams but was a skill and mindset shared widely across the organisation. ## What we did Following Covestro's Start-up Challenge, where the top six teams developed full pitches, more than 30 further teams took part in small-scale idea camps across Europe, Asia and North America. The camps trained a much wider group of employees in idea development and corporate entrepreneurship, strengthening both skillset and mindset — and the learnings carried over into everyday work, not just the ideas themselves. ## Results The programme extended entrepreneurial training well beyond a single competition, reaching teams on three continents and embedding a shared way of developing ideas across the business. **Dr. Jens Peter Joschek, Head of Innovation Excellence** At Covestro, innovation is everyone and everywhere. --- ## Turning scientists into entrepreneurs URL: https://nos.co/cases/dsm-success-story/ DSM — Turning scientists into entrepreneurs Targeted campaigns invited around 450 scientists and engineers to tackle two global challenges — producing 150+ ideas and five that won funding. ## The Challenge DSM wanted to fill its innovation pipeline against two of the hardest problems it works on: a critical global environmental challenge and a critical global nutrition challenge. Both demanded deep specialist knowledge. ## What we did Given how specialised the problems were, DSM ran two targeted campaigns inviting around 450 of its scientists and engineers. Nosco worked alongside the internal team to coach the top ten idea teams: over a two-day bootcamp, researchers traded lab coats and formulas for value propositions and business-model canvases, then presented them to a C-suite panel. ## Results Across the two divisions, the campaigns generated 151 ideas (46 on the environmental challenge, 105 on nutrition), with participation rates of 55% and 59%. Five ideas went on to receive funding — and DSM built a community of innovators across both divisions. Just as importantly, the first campaign managers pledged to coach colleagues running future campaigns, so the know-how spread rather than dispersing once the campaigns closed. --- ## Backing South African social entrepreneurs URL: https://nos.co/cases/diageo-market-innovation/ Diageo Empowerment Trust — Backing South African social entrepreneurs The Diageo Empowerment Trust's Social Tech Startup Challenge helped women- and Black-owned South African start-ups turn ideas into businesses — 271 ideas and 30 working prototypes. ## The Challenge The Trust set out to support South African entrepreneurs solving social problems in their communities through technology, and to give aspiring founders — not just existing employees — a real route from idea to viable business. ## What we did The Trust launched the Social Tech Startup Challenge across three focus areas: Grow Nation (agriculture), Make Nation (manufacturing) and Tech Nation (mobile and IoT). To reach founders, it went to universities and start-up hubs and even onto one of South Africa's most popular radio talk shows. The top 30 idea authors attended an all-expenses-paid three-day workshop and built 30 "pretotypes" — fast, cheap tests of a product idea. The top 15 then joined an entrepreneurship programme run by the Gordon Institute of Business Science, with digital experts from Urbian supporting prototype development. Nosco led the design and planning, provided the platform and supported pretotyping, prototyping and MVP development, alongside partners Wavemakers (awareness) and GIBS (education). ## Results The challenge drew 2,200 registrations, 271 ideas, 300 comments and 30 prototypes. Fifteen founders progressed into the prototyping and entrepreneurship programme, competing to build market-ready MVPs, with roughly €60,000 in funding on the line for the strongest new business. --- ## Rebuilding a culture of experimentation URL: https://nos.co/cases/velux-cultural-innovation/ The VELUX Group — Rebuilding a culture of experimentation A new CEO set out to revive VELUX's spirit of experimentation — a challenge that drew more than 2,000 ideas in seven languages, half of them from the factory floor. ## The Challenge Appointed CEO in 2018, David Briggs — a firm believer in entrepreneurship — wanted to reignite the company's culture of experimentation and exploration, so VELUX would stay relevant for decades to come. ## What we did We worked closely with VELUX leadership to shape a campaign that would earn visible commitment at every level, and advised on putting a dedicated project manager in place to run the challenge day to day. Knowing engagement varies from country to country, we helped VELUX build a network of ambassadors across all 65 sites and advised on translating the call for ideas into seven languages — critical for reaching the blue-collar workers who make up around half the workforce. We then facilitated an idea-maturation bootcamp for the six finalist teams, including a day of rapid prototyping where specialists used 3-D printing to bring concepts to life, helping teams spot flaws early and adjust before going further. ## Results VELUX generated 450 ideas in the first 48 hours and more than 2,000 by the close, with blue-collar workers contributing 380 of them. Three ideas received funding. One came from an author nearing retirement who never expected his idea to see daylight — it's now being tested on the market. Two other ideas, both proposed product-line expansions, took the harder path front-end innovation sometimes demands: one remains under exploration, and the winning concept was put on hold after market research showed customers weren't ready. As the team saw it, that's exactly what fast, low-cost learning is for. **2018 Innovation Challenge finalist** I didn't think I could learn anything new at my age, but I did. --- ## Cutting energy and waste from the ground up URL: https://nos.co/cases/buhler-collaboration/ Bühler — Cutting energy and waste from the ground up To hit its sustainability targets, Bühler challenged its people to cut energy and waste by 30% — engaging 5,500 employees, surfacing 341 ideas and accelerating five projects. ## The Challenge Bühler set two concrete sustainability targets and turned them into a company-wide challenge: reduce energy consumption by 30%, and reduce waste by 30%. ## What we did Nosco designed the innovation challenge and worked with Bühler to plan and run it, opening idea submission to every employee. Nosco facilitated the screening process that selected the eight strongest idea authors, then helped form cross-functional teams covering each business function they'd need. Nosco coached the teams and facilitated a three-day maturation workshop where they developed their concepts further, and trained participants along the way to build their own innovation capability. Once a team had built an MVP, Nosco gave feedback over a further twelve months as they worked to prove scalability and gauge whether the idea could attract new customers. ## Results The challenge engaged 5,500 employees and surfaced 341 ideas, with five projects accelerated into development. --- ## A global student race to cut carbon URL: https://nos.co/cases/carbon-footprint-challenge/ Carbon Footprint Challenge — A global student race to cut carbon Bühler, Covestro and Evonik challenged students worldwide to cut industry's environmental impact — with ideas ranging from coconut-waste board to off-grid desalination. ## The Challenge The consortium set out to channel young talent against climate change: inviting students worldwide to propose ways to cut industry's footprint, while giving sponsors direct access to fresh thinking, talent and new venture opportunities. ## What we did Working with the consortium, Nosco designed the submission and judging process, with a panel assessing each idea against three questions: does it solve a real problem, how much could it cut environmental footprint, and is it a viable business? Nosco created a dedicated brand for the challenge and worked alongside the consortium on communication and promotion to drive submissions. Nosco's platform helped authors form teams of three to five from different backgrounds, and together with the consortium, Nosco facilitated the selection process that invited the top five to a final workshop in Switzerland. There, Nosco and the consortium ran the maturation workshop together, helping teams develop their ideas further before pitching to the sponsoring companies. Winning students received coaching from industry experts and top universities, joined a wider community of fellow entrepreneurs, and shared a prize of €8,750. ## Results Nearly 150 teams from around the world took part, with five reaching the finals. Team Fresh Tag took the title with a freshness indicator designed to cut food waste, alongside finalists like Coir Wood (turning coconut waste into an MDF alternative) and pv2 (desalinating seawater while generating power for remote islands). Beyond the ideas themselves, students walked away with new skills in entrepreneurship, teamwork, and pitching to industry. For the consortium, the challenge opened a direct line to fresh talent and new thinking — one that paid off further when several participating companies went on to hire students they'd met through the program. --- # Cases (previous lineup) ## Innovations for a better world URL: https://nos.co/cases2/buhler-collaboration/ Superseded-by: https://nos.co/cases/buhler-collaboration/ Eager to tap into the extensive knowledge spread across the organisation - from engineers and scientists to sales and marketing - Bühler has been running company-wide innovation challenges since 2012. To reach their 2020 sustainability goals, Bühler launched a new challenge in 2018 centered around two objectives: 1. Reduce energy consumption by 30% 1. Reduce waste by 30% ### How we did it Idea submission was open to all employees. The top 8 idea authors formed teams to cover each necessary business function. The idea teams were then invited to a 3-day workshop to further develop their ideas. Once the MVP was built, teams were given an additional twelve months to demonstrate scalability and determine if their MVP had the potential to attract new customers. {% stats %} {% stat value="341" label="ideas submitted" /%} {% stat value="5,500" label="employees engaged" /%} {% stat value="5" label="projects accelerated" /%} {% /stats %} {% video src="https://www.youtube.com/embed/mw7D-K5OIaY" /%} Check back soon to see which innovations from the 2018 challenge are now being offered to Bühler customers! --- ## Passion for the planet URL: https://nos.co/cases2/carbon-footprint-challenge/ Superseded-by: https://nos.co/cases/carbon-footprint-challenge/ ### What’s in it for the students and sponsors? #### Students - Take action against climate change - Receive coaching from industry experts and top universities - Connect with some of the world’s most innovative companies - Be part of a community of entrepreneurs - Win 8.750 EUR #### Sponsors - Direct access to top talent from the world’s most renowned universities - A case-competition approach to recruitment - New venture opportunities applicable to the sponsors’ existing business activities/operations ### How it works? #### Submission & Evaluation Ideas are submitted by participants and then evaluated by a panel of judges via the platform. Evaluation criteria include: - Does the idea solve a real problem? - What is the potential carbon/environmental footprint reduction? - Is it a promising business opportunity? #### Team Assembly With students participating from universities around the world, team-formation takes place via the Nosco platform. Idea authors form teams of 3-5 members from various backgrounds to support development with their knowledge and skillset. #### Coaching The top 5 teams are invited to the final round where they attend a workshop to further mature their ideas and prepare their pitch to the sponsoring companies who serve as judges of the event. ### Ideas from last year’s finalists #### Coir Wood: Turning coconut waste into a material that resembles wood, serving as an alternative to Medium Density Fiberboard (MDF). This new material can be used for construction as well as furniture, eliminating the need for carcinogenic chemicals originally required to bind coir. #### pv2 Desalination of salt water to provide drinking water while generating energy for Small Islands and Developing States (SIDS). Ultimately allowing remote islands to produce their own energy, food and fresh water without importing resources or burning fossil fuels that contribute to pollution. #### Fresh Tag A freshness indicator for perishable food designed to reduce food waste within the marginal food supply chain. Farmers and retailers are alerted when food is nearing spoilage. This reduces greenhouse gas emissions generated from food waste and prevents the sale of spoiled foods. ### The Result {% video src="https://www.youtube.com/embed/Z1QOwzfR6Uc" /%} {% quote author="Saadman Faisal, Finalist, Carbon Footprint Challenge 2018" %} “Participating in the Carbon Footprint Challenge 2018 was fun, adventurous, hectic and at the end of the day, satisfying. It was an experience of a lifetime.” {% /quote %} In 2018 nearly 150 teams participated from all around the world in the Carbon Footprint Challenge, with 5 teams advancing to the finals. While each of the finalist teams were awarded prize money, Team Fresh Tag walked away with the title. For more information or to view the platform visit [CarbonFootprintChallenge.org](https://carbonfootprintchallenge.org) --- ## Transforming employees into entrepreneurs URL: https://nos.co/cases2/covestro-collaboration/ Superseded-by: https://nos.co/cases/covestro-collaboration/ ### What did they aim to achieve? Creating a new company culture and mission based on the experience of more than 80 years of innovative leadership, Covestro used training in idea development and corporate entrepreneurship to transform employees into entrepreneurs. {% quote author="Dr. Jens Peter Joschek, Head of Innovation Excellence" %} “At Covestro, innovation is everyone and everywhere” {% /quote %} ### How we did it? Following Covestro’s Start-up Challenge, where the top 6 teams were given the opportunity to develop their ideas into fully fledged pitches, an additional 30+ teams attended small-scale idea camps across Europe, Asia and North America. With the idea camps Covestro was able to influence cultural change by providing training in idea development and corporate entrepreneurship to a wider range of employees. This training boosted both entrepreneurial skillset and mindset across the organisation. Furthermore, learnings could be applied to their ideas as well as everyday work projects. ### The result {% video src="https://noscovideo.23video.com/550132.ihtml?token=35c7b17ddfe9c3fe8e7f1aec2fe57e9f&source=embed&photo%5fid=53610963" /%} --- ## Innovations to change the nation URL: https://nos.co/cases2/diageo-market-innovation/ Superseded-by: https://nos.co/cases/diageo-market-innovation/ ### What did Diageo want to achieve? The DIAGEO Empowerment Trust launched the [Social Tech Startup Challenge](https://socialstartupchallenge.nos.co) to support South African entrepreneurs in their efforts to solve social problems within their community using technology-based solutions. The challenge invited aspiring entrepreneurs of South Africa to submit ideas to the following focus areas: - Grow Nation: Innovations in the agricultural sector - Make Nation: Innovations in the manufacturing sector - Tech Nation: Innovations centered around new mobile applications and the Internet of Things (IoT) To create awareness of the upcoming challenge, DIAGEO visited universities, startup hubs and even took part in a radio show interview on one of South Africa’s most popular talk shows to reach aspiring entrepreneurs. Once idea submission closed, the top 30 idea authors were invited to an all-expenses paid 3-day workshop to explore how their idea could create social impact while running a viable business model. The result of the 3-day workshop was 30 pretotypes, a way to test a product idea quickly and inexpensively by creating extremely simplified versions. ![Top 30 idea authors from the Social Tech Startup Challenge 2019](./images/CPT_SE-30626_Diageo747.jpg) *Top 30 idea authors from the Social Tech Startup Challenge 2019* The top 15 idea authors were selected to attend an entrepreneurship program provided by the Gordon Institute of Business Science. Additionally, they were supported by digital experts from Urbian to develop prototypes to validate the product idea. {% video src="https://noscovideo.23video.com/550132.ihtml?token=bd6e2b3566dd7ff13d9619daf4c7d973&source=embed&photo%5fid=53611429" /%} ### What’s next? Of the top 15 currently in the prototyping phase, 5 idea authors will be selected to build a Minimum Viable Product (MVP) to test on the market in collaboration with Urbian. The MVPs will then be presented to a panel consisting of South Africa's most prominent entrepreneurs and innovators, offering each idea author the opportunity to win ~ 60,000 EUR to fund their new business. ### The results so far {% stats %} {% stat value="2,200" label="registered" /%} {% stat value="271" label="ideas" /%} {% stat value="300" label="comments" /%} {% stat value="30" label="prototypes" /%} {% /stats %} The 5 finalists will be announced on November 29th, 2019. In the meantime, you can follow the progress of entrepreneurs of the Social Tech Startup Challenge on [Tumblr](https://socialstartupchallenge.tumblr.com) and watch their ideas transpire into successful local businesses. ### Who’s making it possible? The Diageo Empowerment Trust of South Africa is at the forefront of the Social Tech Startup Challenge, developing the concept and funding the entire initiative. Nosco led the design and planning process, provided platform and assisted with pretotyping, prototyping and MVP development. To further enhance the Social Tech Startup Challenge, collaboration took place with a wide range of experts within entrepreneurship, innovation and technology to bring the challenge to life: - [Wavemakers](https://wavemakerglobal.com): created awareness of the initiative across South Africa. - [Urbian](http://www.urbian.co.za): hosted workshops to assist entrepreneurs in the development of their pretotypes, prototype and MVPs. - [University of Pretoria, Gordon Institute of Business Science](https://www.gibs.co.za): instructed the educational program in entrepreneurship. --- ## Turning scientists into entrepreneurs URL: https://nos.co/cases2/dsm-success-story/ Superseded-by: https://nos.co/cases/dsm-success-story/ ### What did DSM aim to achieve? On a mission to create brighter lives for all using the power of science and innovation, DSM set out to fill their innovation pipeline in an effort to solve global issues facing communities and the environment. They activated topic-focused campaigns within two divisions: 1. Solving a critical global environmental challenge 2. Solving a critical global nutrition challenge ### How they did it? Given the highly specialized nature of the problem areas, DSM invited a targeted group of 500 of the company's 20,000 employees to participate, primarily scientists and engineers. DSM invited Nosco to work alongside their internal project team, to provide training to the top 10 idea teams. During a 2-day bootcamp, idea authors worked to develop their value propositions, clarify their positioning, assess the market potential and develop a business model to be presented to a panel of C-suite members. Given the highly specialized nature of the idea campaign, training in idea development and pitching was essential for communicating the ideas and their potential value for DSM. Scientists and chemical engineers traded their lab coats and complex formulas for compelling value propositions and business model canvases. ### The result By tapping into the immense knowledge of scientists and engineers and supporting their journey to develop and communicate their ideas, DSM established a community of innovators across the two divisions. Division One: solving a critical global environmental challenge - 230 Invited - 46 Ideas - 20% Idea Submission Rate - 55% Participation Rate Division Two: solving a critical global nutrition challenge - 221 Invited - 105 Ideas - 48% Idea Submission Rate - 59% Participation Rate {% stats %} {% stat value="5" label="ideas received funding" /%} {% /stats %} ### Supporting an innovation culture Strapped with the invaluable knowledge and experience from running DSM’s first campaigns, past campaign managers have pledged their support to fellow colleagues launching future campaigns. This ensures that knowledge is never lost, but rather continuously spread throughout the organisation long after the initial campaign. Today, DSM is running thirteen new campaigns in 2019. This time inviting 5,000 employees to participate. The newly launched campaigns are currently in the idea collection phase, with campaigns concluding this summer. --- ## Digitising & Accelerating innovation URL: https://nos.co/cases2/husqvarna-innovation/ Superseded-by: https://nos.co/cases/husqvarna-innovation/ ## The Situation Husqvarna Group has highly motivated employees with a passion for their products and an ambition to continuously improve and launch new solutions and features. Therefore, the company saw a great potential in tapping into the knowledge and creativity of its employees to generate future innovations. Husqvarna Group launched an annual Hackathon event, called "Shotgun" at their headquarters in Sweden. Over the course of a day teams of engineers build mock-ups and prototypes of potential new ideas over pizza and beers. However, due to the pandemic and everybody being at home, Shotgun was in danger of being cancelled. In order to still make the event happen, Husqvarna reached out to Nosco with the task to find a way to digitise the hackathon. ## The Solution With the support of the Nosco platform, Husqvarna was not only able to carry out Shotgun but also involve more participants, free more time for ideation and extend the event to include video pitching sessions and fast iteration cycles. Moreover, the platform allowed a broader group of corporate stakeholders from markets across the globe to evaluate and champion ideas. Thus, engaging the strongest commercial minds in the company. Experts, who otherwise would not have been part of the process, now can raise their hands and say, "I want that idea to be realised so I can sell it over here". In honour of the original Shotgun, the entire process, from launch to finish, happened within a week. Rounded off with a finale where the top teams pitched live via video conference to a jury and an audience of everyone interested. The team behind the winning idea received 8 dedicated Fridays to further mature and test their idea. The objective was to validate their hypotheses and present a solid execution roadmap for the next 3-6 months to company executives. ## The Result Shotgun has now been run digitally five times with Nosco over the past two years. The number of ideas submitted range from 45 to 135. With minimal internal promotion efforts, an impressive turnout. Recently, three projects have gone through an 8-week incubation process. Two of them have been approved to run a pilot project, validating market desire, technical feasibility, and viability. This new reinvented process could lay the foundations for a new way of strengthening the innovation pipeline, do fast product and service development and at the same time increase engagement. --- ## Leading the transition towards renewables URL: https://nos.co/cases2/orsted-renewable-energy/ Superseded-by: https://nos.co/cases/orsted-renewable-energy/ ### What did Ørsted aim to achieve? Over the last decade Ørsted has been transitioning from a black energy (i.e. fossil fuels) provider to a green energy (i.e. renewable energy) provider, now operating the largest off-shore wind farm in the world. To continue their advancements towards a world that runs entirely on green energy, Ørsted sought the knowledge that lies within the entire workforce. ### How we did it #### Stage One: Innovation challenge The innovation challenge was a competitive and engaging experience intended to create excitement, drive Ørsted’s newly defined innovation strategy and serve as the starting point of many innovation initiatives to come. #### Stage Two: Always open idea channels In order to keep the momentum following the innovation challenge, Ørsted introduced always open idea channels. This enabled business units to capture ideas year-round and act on opportunities as they presented themselves. #### Stage Three: Innovation community To coincide with innovation efforts taking place online, Ørsted wants to initiate a series of offline innovation activities to build the innovation community, such as technology pop-ups, project demonstrations and networking events. ### The result {% stats %} {% stat value="6700" label="Invited" /%} {% stat value="160" label="Ideas generated" /%} {% stat value="6" label="Ideas funded" /%} {% /stats %} Two years later, Ørsted launched a company-wide innovation challenge inviting all 6,000 employees to participate. By implementing a variety of innovation initiatives beginning with an innovation challenge, followed by idea-campaigns and community building, Ørsted was able to rally employees around contributing to the development of new green energy solutions. --- ## Re-ignite KUKA's entrepreneurial DNA URL: https://nos.co/cases2/reignite-kuka-entrepreneurial-dna/ Superseded-by: https://nos.co/cases/reignite-kuka-entrepreneurial-dna/ ### The Challenge After decades of growth, KUKA AG faced a declining top-line in 2018. An internal analysis and executive survey revealed that despite being at the forefront of research in robotic automatisation, KUKA experienced challenges in commercialising their technology and delivering short term results. ### The Solution Based on the outcome of the executive survey, KUKA concluded that the group needed an updated innovation process that is 1) digital and agile 2) supports building stronger entrepreneurial capabilities 3) consistently produce new commercially viable ideas in a fast manner as well as “kill” ideas without clear evidence of an attractive market potential or validated value proposition. Together with KUKA’s top innovators and supported by NOSCO, the Chief Innovation Officer (CIO) crafted a new process and execution plan. In order to circumvent long internal discussions on how to best proceed it was instead suggested to approach it in an agile manner - test, learn and adjust if needed. Therefore, in Autumn 2019 an [innovation challenge](/services/innovation-challenge/) was launched. The overall objective of the challenge was to quickly test the new innovation process while at the same time fill up the pipeline with fresh ideas, build entrepreneurial capabilities and develop 1-5 investment cases that can be applied within the next 4 years. Alongside the challenge a sprint-like incubation process was created that should further evolve the winning ideas from early stage concepts into tested and validated investment opportunities. The Group’s CEO as well as the CEO of Robotics supported the new process and the campaign from the very start. This commitment created the new innovation spirit and gave the right push for the start of this transformation. ![](./images/Web_Image-Car-body-construction-at-BMW.jpg) With the help of the [Nosco platform](/services/), all KUKA robotics employees from across the globe could digitally submit their ideas and form cross organizational and multidisciplinary teams. A group of managers and experts evaluated all ideas online and selected the top 5 winning teams to go on to a 3-day bootcamp to further work on their value proposition and explore the market potential. After the bootcamp the top 5 teams pitched their ideas to the management team. Two teams were selected to go on to incubation starting 3 weeks after the final of the Innovation challenge. The incubation followed a 3 months process divided into 6 sprints in which the teams had to test their most critical hypotheses, including interviewing potential customers, building prototypes and business models. After every other sprint a masterplan review including a “sponsor visit” was held to evaluate the status of the teams and adjust the plan if needed. ### The Result With the innovation challenge KUKA quickly tested their new digital innovation process, which resulted in valuable insights, actionable learnings and 1 investment case within 6 months. More than 30% of all employees participated in the challenge submitting 495 ideas, 1.629 comments and 7.323 likes while on average visiting the platform more than 20 times. Behind the backdrop of reigniting KUKA’s entrepreneurial DNA and filling the idea pipeline with new ideas, the high participation rate and amount of ideas submitted can be seen as a successful first step on achieving the overarching goal. {% quote author="Ulrike Tagscherer, Chief of Innovation" %} “We needed to build ways of testing ideas fast and learn that failing along the way is part of the journey” {% /quote %} Out of almost 500 ideas, 2 ideas made it to the incubation. One got parked after 4 sprints as the team was not equipped to elevate the idea to the next level. The other team managed to interview more than 25 potential customers, build an MVP and have 3 pilot projects signed within 3 months after the challenge ended. In September 2021 this team became the first team from the newly established innovation approach that has successfully moved into acceleration, where they are preparing their market launch. --- ## Fast-tracking innovation through industry collaboration URL: https://nos.co/cases2/scale-it-up/ Superseded-by: https://nos.co/cases/scale-it-up/ ## The Situation A requirement for introducing new products in the food industry is that prototypes need to be tested at large scale facilities. Consequently, start-ups rely on access to these facilities to get their products to the market. On the other hand, food corporations need innovations to meet new consumer demands and tackle current challenges related to sustainability. While internal R&D accounts for a large portion, development would simply be too slow if companies were to carry out all innovation in house. Therefore, innovation from all sources to benefit the whole ecosystem is needed. ## The Solution In order to better face the challenges ahead and help the ecosystem, the partners behind Scale It Up! decided to launch an open innovation challenge, inviting start-ups working on plant-based proteins. After a selection process and pitches from the participating start-ups, the Top 5 will get to visit partner facilities and create a proof-of-concept. Based on this, the partners assess which start-ups will benefit from further support by getting access to their network, experts, and facilities. Remarkably, Scale It Up! allows participating start-ups to retain new IP and ownership rights to their solution. So far, Scale It Up! has run in the US and in Europe and is planned to launch in Asia. ## How we did it? As Scale It Up! is an open challenge and a collaboration of different industry partners, a unified visual identity is required for communication and building awareness. Therefore, together with the partners Nosco developed a designated brand and website for the initiatives. Moreover, we supported the partners in promoting Scale It Up! via the partner networks of the consortium and social media. The Nosco platform is used to collect and evaluate all projects as well as connect start-ups with each other. ## The Result Scale It Up! in the US was completed in 2021 and the winning start-up, Nowadays (producing plant-based chicken), has had great success since the collaboration started. The benefits of being able to mention winning Scale It Up! has enabled the company to ensure further $7 Mio. in funding and is now growing in market presence with their products. Scale It Up! Europe is currently running and from the 40 projects submitted, the Top 5 projects have been selected to visit facilities and build their proof of concept. Scale It Up! Asia is currently in the planning phase. --- ## Connecting employees to pave the way for innovation URL: https://nos.co/cases2/stabilus-innovation-growth/ Superseded-by: https://nos.co/cases/stabilus-innovation-growth/ ### Situation With a history of being a very product-focused organisation with great innovations within their speciality area (gas springs), [Stabilus](https://www.stabilus.com/) is now looking into a future where the focus is on delivering total motion solutions. This requires a shift in innovation focus and an organisational change from being regional focused to working more across regions and functions. ### Initiatives To kick off a new way of working when it comes to innovation, a global [innovation challenge](/services/innovation-challenge/) was launched. The aim was to involve all corners of the organisation, including the large share of blue-collar workers at the production sites, to make it clear that innovation can happen anywhere and that it requires cross-functional collaboration. Thus, a lot of time and effort was put into mobilising the organisation, including local workshops and promotions at the production sites. After a successful first challenge, the focus is on establishing the innovation process and running focused “mini-campaigns” or sprints running on the [Nosco platform](/services/) that target a specific problem and involve a small group of people to solve it. Simultaneously, an innovation process that works at a global level is being defined and established. The wish is to go from creating technical solutions that only get input from customers when launched, to getting user and customer feedback early on in the process as well as creating ideas teams consisting of both technical and market people. ### Impact Results from the global innovation challenge: {% stats %} {% stat value="428" label="ideas collected" /%} {% stat value="40M" label="EUR worth orders" /%} {% stat value="500k" label="EUR public investment" /%} {% /stats %} As the first challenge of its kind, the global innovation challenge in Stabilus generated a great amount of ideas, and managed to engage a large share of the employees on the [Nosco platform](/services/). The success provided clear evidence that there is in fact innovation power to be found throughout the organisation and through matching people with different backgrounds and skills. Out of the five ideas that made it to the Bootcamp of the Innovation Challenge, three of them have matured significantly over the last 1 and half years since. The winning idea received its first order worth EUR 40 million from a major client. It also contributed to keeping the archived status with the client, as a preferred supplier. The second idea has received EUR 500 thousand from the German state for further development. A third idea has produced a prototype that generated considerable interest from the market. Additionally to the financial impacts, the Innovation challenge also positively impacted the innovation culture as it created a “proudness” in the achievements and success. It further created the foundation for establishing a new innovation process that is now being shaped and is based on learnings from the [innovation challenge](/services/innovation-challenge/). It established the fact that engagement in innovation pays off, which will pave the way for future innovation initiatives. {% quote author="Stefan Ermtraud, Global Innovation Manager" %} “KPIs are necessary for me to assure backing from management and are a tool for me to structure my work. The real value, though, comes from creating connections among people” {% /quote %} --- ## Reigniting the innovation culture URL: https://nos.co/cases2/velux-cultural-innovation/ Superseded-by: https://nos.co/cases/velux-cultural-innovation/ {% quote author="Founder of Velux, Villum Kann Rasmussen" %} “One experiment is better than a thousand expert views.” {% /quote %} ### What did they aim to achieve? In 2018,[David Briggs](https://press.velux.com/david-briggs-takes-over-as-ceo-of-the-velux-group/) was appointed CEO of the VELUX Group. An avid believer in entrepreneurship, he decided to reignite the company’s culture of experimentation and exploration with the ambition to remain relevant for years to come. {% video src="https://noscovideo.23video.com/v.ihtml/player.html?token=040891b14126d135e87b7c2f0743942f&source=embed&photo%5fid=27904774" /%} ### How we did it The top-level commitment to the innovation challenge was a key driver and ensured company-wide participation. Management at all levels displayed commitment to the innovation challenge, supporting the initiative and allocating the necessary resources. A dedicated project manager was assigned to run the challenge. As a global company with variations in culture from country to country, VELUX Group needed different approaches to engaging and motivating employees. To bridge the gap, ambassadors were appointed at each of VELUX Group’s 65 sites across the world. In order to reach as many employees as possible, the call for ideas was translated into seven languages. This was of particular importance for reaching blue collar workers who make up approximately 50% of VELUX Group’s workforce. ### The result The VELUX Group generated 450 ideas in the first 48 hours of the challenge launch and over 2,000 ideas by the end, with blue collar workers submitting 380 ideas. Six finalist teams were later invited to attend an idea maturation bootcamp, with one day dedicated to rapid prototyping. Teams collaborated with prototyping specialists who used 3-D printing to bring ideas to life. This enabled teams to quickly discover flaws in their initial ideas and adjust. The end result was tangible models that were presented to judges at the final pitch. {% stats %} {% stat value="3 ideas" label="received funding" /%} {% /stats %} An important lesson from the VELUX Group´s Innovation Challenge is that it’s never too late! One idea author who received funding was nearing his retirement and never thought his idea would see the light of day [ironically for a window company ;)] Now, it’s being tested on the market. As the idea author himself said, {% quote author="2018 Innovation Challenge Finalist" %} “I didn’t think I could learn anything new at my age, but I did.” {% /quote %} Given the complexity and highly uncertain nature of the second idea, a proposed expansion of VELUX Group’s product line, the project is currently under further exploration. Last but not least, the winning idea of the challenge, also a proposed expansion of VELUX Group’s product line, is currently on hold. Following the innovation challenge, the project team conducted market research and gained insights from specifiers, installers and customers. The conclusion was quite clear that market wasn’t prepared for the solution at the moment. While an initial disappointment for the idea team, this is exactly what front-end innovation is all about – fast learning iterations. Sometimes it pays off and sometimes it doesn’t, but the bottom line is VELUX Group learned fast and minimized the resources and costs associated with the project. --- ## The next wave of ideas URL: https://nos.co/cases2/widex-innovative-solutions/ Superseded-by: https://nos.co/cases/widex-innovative-solutions/ ### What did they aim to achieve? Widex wanted to collect ideas that would create significant value for end-users and hearing care professionals from a broad selection of functions including employees who directly interact with their customers on a daily basis. ### How we did it? Widex launched an idea campaign called the “NEXT WAVE” inviting 500 employees to participate. From planning to final pitch of ideas, the idea campaign was executed in a record eight weeks, including planning, mobilization, online ideation, screening, idea maturation and final pitch of ideas to the Innovation Board. To encourage quality contributions throughout the idea campaign, Widex awarded a prize to the author of the best comment, acknowledging that qualified comments have great value, too. This small incentive increased the number of good comments, created the opportunity for idea authors to consider new viewpoints, and expand and clarify their initial ideas with help from others. {% quote author="Kim Hjortgaard Nielsen, WIDEX" %} “In the movies we have best supporting actor and best supporting actress. In sports we have best assist. At Widex we have a prize for the best comment.” {% /quote %} ### The Result {% stats %} {% stat value="80%" label="participation rate" /%} {% stat value="163" label="ideas" /%} {% /stats %} In one week, the Next Wave idea campaign achieved an astounding 80% participation rate and 163 ideas plus 700 comments from the 500 participants. The top 7 idea teams pitched to the Innovation Board, with one idea team selected as the winner and awarded support for further development. At Widex this winning idea didn’t just improve the existing product offering, it created a whole new therapeutic area. --- # Glossary ## Agile innovation processes URL: https://nos.co/glossary/agile-innovation-processes/ ## Definition An agile innovation process is an iterative and flexible approach to developing a new product, service, or business model. It combines the principles of agile project management—such as rapid prototyping, cross-functional collaboration, and continuous feedback—with a structured innovation flow: from **Ideation** and **Shaping**, through **Validation** and **[incubation](/services2/incubation/)**, to **Acceleration** and **Scaling**. This process enables an organization to stay adaptive, reduce time-to-market, and maintain a strong customer focus throughout the innovation journey. By prioritizing learning and responsiveness over perfection, an agile innovation process drives faster, more impactful innovation outcomes. ## Relevant links and use cases - [Nosco Consultancy](/services/)– helping organizations embed feedback systems into innovation processes and culture - [KUKA Use Case](/cases/reignite-kuka-entrepreneurial-dna/) - how continuous feedback enabled agile iteration during product innovation --- ## Bootcamps URL: https://nos.co/glossary/bootcamps/ ## Definition Bootcamps are intensive, short-term training sessions designed to accelerate learning and idea development. They provide structured guidance and mentorship to teams working on innovation projects. They can be an effective way to develop ideas during the Ideation, Shaping and Validation stages. ## Relevant links and use cases - [Nosco Consultancy](/services/) - [Husqvarna Use case](/cases/husqvarna-innovation/) --- ## Brainstorming URL: https://nos.co/glossary/brainstorming/ ## Definition Brainstorming is a structured yet flexible group creativity technique widely used in innovation, product development, and problem-solving. It encourages participants to rapidly generate a wide range of ideas without immediate judgment, fostering an open and collaborative environment. This method is especially effective during the **[ideation](/glossary/ideation/)** phase of innovation processes, where quantity and diversity of ideas are prioritized. Brainstorming sessions can be conducted in person or virtually, and are often followed by steps such as **Screening**, **Shaping**, or **Validation** to refine and develop the most promising concepts. Used across industries—from design thinking workshops to corporate strategy meetings—brainstorming not only boosts creativity but also improves **team collaboration**, communication, and engagement. Modern brainstorming can also involve tools like digital whiteboards, sticky notes, and collaboration platforms to enhance participation and idea tracking. ## Relevant links and use cases - [Bühler Use Case](/cases/buhler-collaboration/) - [Husqvarna Use Case](/cases/husqvarna-innovation/) --- ## Call for ideas URL: https://nos.co/glossary/call-for-ideas/ ## Definition A call for ideas is an announcement used when an organization or person looks for ideas on a specific topic or project. In the field of innovation, it is used to describe the types of ideas welcome to an innovation challenge. A call for ideas can be quite broad or very specific. It typically includes the overall topic, the type of ideas in focus, and examples of what is not in focus. The screening criteria by which ideas are evaluated and the context of the project are often described in the call for ideas as well. Examples *"We are looking for ideas to help us improve our customer service app."* *"We are not looking for ideas already in the pipeline."* *"We will evaluate ideas according to their desirability, feasibility and business potential."* *"We welcome ideas with data automation and business model design."* --- ## Collaboration hubs URL: https://nos.co/glossary/collaboration-hubs/ ## Definition Collaboration Hubs are digital or physical spaces where teams can work together on innovation initiatives. They provide resources, tools, and networking opportunities to facilitate idea development. These hubs are crucial in corporate innovation strategy and [Open Innovation](/services2/open-innovation/) initiatives. ## Relevant links and use cases - [Nosco Consultancy](/services/) - Bühler Use Case --- ## Corporate entrepreneur URL: https://nos.co/glossary/corporate-entrepreneur/ ## Definition A corporate entrepreneur is a person that works on developing new ideas and innovation projects inside an existing organization. They may be working with the explicit backing of management but also happen to work under the radar. A similar term, “intrapreneur”, is used interchangeably with corporate entrepreneur. As corporate entrepreneurs are often working on new ideas that have not (yet) been formalized and resourced, they tend to work on similar terms as independent entrepreneurs: putting in extra hours, with a limited budget, and often beyond the normal operating limits. The advantage of being a corporate entrepreneur compared to an independent entrepreneur is that the personal risk is lower. Most innovation today comes through corporate entrepreneurship (link to article). --- ## Corporate venturing URL: https://nos.co/glossary/corporate-venturing/ ## Definition Corporate Venturing is a strategy where established companies collaborate with or invest in startups and emerging ventures to drive innovation and long-term growth. These partnerships may take the form of venture capital funds, accelerators, incubators, strategic alliances, or acquisitions. The core goal is to leverage external innovation, technologies, and agile business models that complement the company’s core operations. Corporate venturing plays a critical role in **[Open Innovation](/services2/open-innovation/)** initiatives, supports early-stage **[incubation](/services2/incubation/)**, and helps accelerate successful concepts through **[scaling](/glossary/scaling/)**. It allows large organizations to test, validate, and adopt future-focused ideas with startup-level agility. ## Relevant links and use cases - Innovation Challenge – spark external collaboration through structured programs - Innovation Platform – capture and manage ideas from internal and external sources --- ## Cross-functional teams URL: https://nos.co/glossary/cross-functional-teams/ ## Definition Cross-functional teams are composed of individuals from different departments or areas of expertise working collaboratively toward a shared objective. These teams combine diverse skill sets such as product management, marketing, engineering, design, and operations, enabling faster problem-solving, more creative outcomes, and well-rounded decision-making. Cross-functional collaboration is particularly valuable during the **Shaping** and **[validation](/glossary/validation/)** stages of innovation, where ideas are refined into viable solutions. By breaking down organizational silos, these teams help ensure alignment between customer needs, technical feasibility, and business value. They also play a key role in [scaling](/glossary/scaling/) ideas and delivering impact across the organization. ## Relevant links and use cases - [Ørsted Use Case](/cases/orsted-renewable-energy/) – collaboration across departments to drive sustainable innovation - [Carbon Footprint Challenge](/cases/carbon-footprint-challenge/) – involving multiple teams and stakeholders in climate-related innovation efforts --- ## Crowdsourcing URL: https://nos.co/glossary/crowdsourcing/ ## Definition Crowdsourcing is the process of gathering ideas, insights, or solutions from a large group of people, often via digital platforms. It enables organizations to tap into the collective intelligence of employees, customers, or external communities to drive innovation and problem-solving at scale. This approach is especially useful during the [ideation](/glossary/ideation/) phase, where diversity of input leads to a broader range of ideas. Crowdsourcing also supports structured initiatives such as innovation challenges, allowing organizations to engage their ecosystem in meaningful ways. By integrating with tools like idea platforms, crowdsourcing can complement other stages like [screening](/glossary/screening/) and Shaping. ## Relevant links and use cases - Innovation Challenge – launch topic-driven idea campaigns - [Ørsted Use Case ](/cases/orsted-renewable-energy/)– collaboration across departments to drive sustainable innovation --- ## Customer-centric design URL: https://nos.co/glossary/customer-centric-design/ ## Definition Customer-centric design is a product and service development approach that places the needs, behaviors, and feedback of end users at the center of the innovation process. It emphasizes empathy, continuous feedback, and iterative improvements to ensure that solutions are meaningful and valuable to real people. This approach is often used alongside prototyping, [validation](/glossary/validation/), and user testing to ensure that products align with actual user expectations. It plays a fundamental role in [Design Thinking](/glossary/design-thinking/) and supports the successful [scaling](/glossary/scaling/) of innovations by ensuring that only relevant, usable, and desirable solutions move forward. ## Relevant links and use cases - [Nosco Consultancy](/services/) – advisory support for customer-centric innovation - Bühler Use Case– real-world example of customer-focused innovation in action --- ## Data-driven decision making URL: https://nos.co/glossary/data-driven-decision-making/ ## Definition Data-driven decision making is the practice of basing strategic and operational choices on concrete data, insights, and performance metrics rather than assumptions or intuition. It enables organizations to act with greater accuracy, reduce risk, and continuously improve both innovation outcomes and business operations. In the context of innovation, data can inform every stage — from idea screening to [scaling](/glossary/scaling/). It ensures that ideas are selected based on real value potential, user feedback, and measurable KPIs. Tools like dashboards, analytics platforms, and [idea heatmaps](/glossary/idea-heatmaps/) help visualize insights and guide prioritization. This approach is closely aligned with continuous learning and agile methodologies. By integrating [validation](/glossary/validation/) and feedback loops into the process, teams can adjust their direction with confidence and deliver results aligned with business goals and user needs. ## Relevant links and use cases - [Nosco Consultancy](/services/) – advisory support to help companies embed data and evidence into innovation processes - VELUX Use Case – an example of how data and structured innovation frameworks drive measurable results --- ## Design Thinking URL: https://nos.co/glossary/design-thinking/ ## Definition Design Thinking is a human-centered methodology for solving complex problems and generating innovative solutions. It focuses on understanding user needs, reframing challenges, and iterating through experimentation and feedback. The process is structured around distinct stages: empathize, define, ideate, prototype, and test. Design Thinking is widely used in innovation programs to align solutions with real-world needs. It combines creative exploration with practical validation, ensuring that ideas are both imaginative and implementable. It is often applied in collaboration with approaches like [customer-centric design](/glossary/customer-centric-design/), prototyping, user testing, and [validation](/glossary/validation/) to ensure relevance and usability throughout the development process. ## Relevant links and use cases - [Nosco Consultancy](/services/) – expert support to implement design thinking in innovation - [KUKA Use Case](/cases/reignite-kuka-entrepreneurial-dna/) – example of applying design thinking in industrial automation --- ## Digital transformation URL: https://nos.co/glossary/digital-transformation/ ## Definition Digital Transformation is the ongoing process of using digital technologies to fundamentally change how an organisation operates, works and delivers value. It spans everything from adopting new tools and automating processes to rethinking products, services and business models around digital capabilities. Done well, it is not a single project but a continuous program fed by a steady pipeline of opportunities. From that pipeline perspective, digital transformation means capturing digital opportunities, feature requests and issues from across the organisation — increasing the reach, speed and quality of the ideas that feed it. This can include rallying people around a specific digitalisation or AI challenge to stimulate thinking and surface opportunities, tracking digital opportunities so nothing is lost, and building a culture where everybody contributes ideas on how to improve and optimise digital platforms and systems. Those opportunities then move through a structured flow: ideate, collaborate, evaluate and manage — guiding contributors to create high-impact ideas, breaking down silos, applying clear evaluation gates, and tracking the resulting portfolio of digital transformation initiatives from idea to realisation. With the right structure in place, an organisation can keep its digital transformation aligned to its strategic agenda and turn scattered digital ideas into a managed, accountable program. --- ## Disruptive innovation URL: https://nos.co/glossary/disruptive-innovation/ ## Definition Disruptive Innovation refers to innovations that create new markets or significantly alter existing ones by introducing simpler, more affordable, or more accessible solutions. These innovations often begin by serving niche or underserved segments before eventually overtaking established offerings. Unlike incremental improvements, disruptive innovations redefine value by challenging industry norms and reshaping consumer expectations. In innovation strategy, they are especially important during early-stage experimentation and when exploring bold, future-oriented ideas. This type of innovation can work in tandem with methods like [scaling](/glossary/scaling/) or emerge from externally-driven programs such as innovation challenges. ## Relevant links and use cases - VELUX Use Case – example of breakthrough innovation tied to sustainability and energy transformation - [Carbon Footprint Challenge](/cases/carbon-footprint-challenge/) – initiative that explored disruptive, cross-industry solutions to environmental challenges --- ## Early-stage prototyping URL: https://nos.co/glossary/early-stage-prototyping/ ## Definition Early-stage Prototyping is the practice of quickly creating low-fidelity models to explore ideas, identify assumptions, and gather feedback before investing heavily in development. These simple models allow teams to test desirability and feasibility early, helping reduce risk and improve decision-making. Rather than aiming for perfection, early-stage prototypes focus on speed and learning. Tools range from paper sketches and mockups to simple clickable wireframes or service walkthroughs. The goal is to communicate intent, provoke discussion, and capture insights from users or stakeholders through methods like user testing and early [validation](/glossary/validation/). This approach is essential in innovation processes where uncertainty is high. By prototyping early, teams can iterate quickly, challenge assumptions, and refine ideas collaboratively. It supports faster validation and better alignment between business goals and user needs using principles of [customer-centric design](/glossary/customer-centric-design/). To build a culture of prototyping, organizations must foster psychological safety, openness to feedback, and a learning mindset. Facilitated sessions, structured templates, and external guidance can help embed these practices into day-to-day innovation work. ## Relevant links and use cases - [Nosco Consultancy](/services/) – facilitation and guidance on how to build an effective prototyping culture - VELUX Use Case – example of early prototyping applied to validate sustainable innovation concepts --- ## Employee engagement URL: https://nos.co/glossary/employee-engagement/ ## Definition Employee Engagement refers to the emotional commitment, motivation, and involvement employees feel toward their organization and its goals. In the context of innovation, engagement goes beyond satisfaction — it reflects how willing individuals are to contribute ideas, collaborate across functions, and actively support change initiatives. High employee engagement is a critical success factor in innovation programs. Engaged employees are more likely to participate in initiatives such as innovation challenges, contribute to idea platforms, and provide valuable feedback during [validation](/glossary/validation/) and testing stages. They help build momentum, champion projects, and serve as early adopters of new solutions. To foster engagement, organizations need more than communication — they need ownership. Involving employees early in the innovation process creates a sense of purpose and connection. This can include inviting feedback on strategy, opening up experimentation through pilot programs, or co-developing new offerings with frontline staff. Creating a culture that supports engagement requires consistent leadership, psychological safety, and structures that recognize contribution. Teams that feel heard, trusted, and empowered are more likely to share ideas, challenge the status quo, and stay committed to long-term change. ## Relevant links and use cases - [Nosco Consultancy](/services/) – helping organizations activate employee engagement through innovation strategy and facilitation - [Carbon Footprint Challenge](/cases/carbon-footprint-challenge/) – example of engaging employees in solving environmental challenges at scale --- ## Employee-driven innovation URL: https://nos.co/glossary/employee-driven-innovation/ ## Definition Employee-driven Innovation is a structured approach to unlocking the creative potential of employees across all levels of an organization. Rather than relying solely on top-down strategies, this method empowers individuals closest to daily operations, customers, and products to identify problems, generate solutions, and test new ideas. This type of innovation builds on trust, autonomy, and the belief that employees are not just executors of change but creators of it. Organizations that enable employee-driven innovation often see improved engagement, stronger culture, and faster learning. Initiatives such as innovation challenges, open ideation campaigns, and cross-functional collaboration formats help bring this model to life. They create platforms for employees to share ideas, experiment safely, and influence the direction of innovation programs. Successful employee-driven innovation also requires support systems like idea management platforms, mentoring structures, and validation frameworks. Teams need time, guidance, and recognition to move from idea to impact. When supported, this grassroots innovation can generate high-value solutions, foster a culture of experimentation, and build resilience. ## Relevant links and use cases - [Nosco Consultancy](/services/) – enabling bottom-up innovation through culture, capability building, and structured programs - [Ørsted Use Case](/cases/orsted-renewable-energy/) – example of employee-driven innovation in a large-scale global organization --- ## Environmental innovation URL: https://nos.co/glossary/environmental-innovation/ ## Definition Environmental Innovation refers to the development of new products, services, or processes that reduce environmental impact and promote sustainability. It includes everything from low-emission technologies and circular business models to behavior-driven change and policy integration. This type of innovation addresses both environmental challenges and business opportunities by aligning sustainability with competitiveness. Environmental innovation plays a key role in corporate transformation strategies as organizations respond to climate change, resource constraints, and shifting customer expectations. It is often supported by dedicated initiatives such as innovation challenges or co-creation programs that focus on green solutions and cross-sector collaboration. Embedding environmental thinking in the early stages of innovation — from idea generation to [scaling](/glossary/scaling/) — allows companies to build solutions that are not only impactful but also future-ready. ## Relevant links and use cases - [Sustainability Challenge](/services2/sustainability-challenge/) – supporting organizations in building sustainable innovation capabilities - [Scale It Up! Use Case](/cases/scale-it-up/) – example of environmental innovation developed in collaboration with key ecosystem partners --- ## Fast prototyping URL: https://nos.co/glossary/fast-prototyping/ ## Definition Fast Prototyping is the practice of rapidly building and iterating on simplified versions of ideas, services, or products to validate assumptions and reduce uncertainty early in the innovation process. It focuses on speed, learning, and action over polish or perfection. Fast prototyping allows teams to test concepts quickly, identify what works, and adapt based on real feedback. Prototypes can take many forms — from rough wireframes and storyboards to basic service mockups or digital demos. What matters most is their ability to provoke useful insights that guide development. It is closely connected to [early-stage prototyping](/glossary/early-stage-prototyping/) and typically complements techniques such as [validation](/glossary/validation/) and user testing. Fast prototyping also supports a mindset of experimentation by helping teams move from theory to tangible output in days, not months. Within organizations, fast prototyping is a valuable tool for accelerating innovation cycles and building internal confidence. By showing progress early, teams can engage stakeholders, secure buy-in, and uncover challenges before committing to full-scale development. ## Relevant links and use cases - VELUX Use Case – example of using fast prototyping to explore and test sustainable innovation concepts --- ## Feedback loops URL: https://nos.co/glossary/feedback-loops/ ## Definition Feedback Loops are structured mechanisms for gathering, analyzing, and acting on input from users, stakeholders, or team members during the innovation process. These loops are essential for continuous learning and ensure that solutions evolve based on real-world insights rather than assumptions. In early innovation stages, feedback loops help validate ideas, challenge initial thinking, and shape more relevant concepts. Tools like user testing, surveys, interviews, and prototyping sessions provide fast input that fuels iteration. When applied systematically, they accelerate learning cycles and reduce the risk of misalignment with user or business needs. Effective feedback loops rely on openness, active listening, and a culture that values learning over being right. They are especially valuable in processes like [validation](/glossary/validation/) and [early-stage prototyping](/glossary/early-stage-prototyping/), where real-time input drives rapid refinement. Over time, building consistent loops into innovation systems enables more adaptive, resilient decision-making across teams. For innovation to scale effectively, feedback can’t be one-directional. It must be embedded across touchpoints — from initial idea generation to pilot testing and beyond. When organizations embrace this approach, they unlock a more collaborative, insight-driven path to innovation success. ## Relevant links and use cases - [Nosco Consultancy](/services/) – helping organizations embed feedback systems into innovation processes and culture - [KUKA Use Case](/cases/reignite-kuka-entrepreneurial-dna/) – how continuous feedback enabled agile iteration during product innovation --- ## Foresight analysis URL: https://nos.co/glossary/foresight-analysis/ ## Definition Foresight Analysis is a strategic method used to anticipate future trends, challenges, and opportunities that could impact an organization. It involves scanning external signals, exploring scenarios, and aligning innovation efforts with long-term directions. The goal is not to predict the future, but to prepare for multiple possible futures and make more resilient decisions today. This approach helps organizations identify emerging technologies, societal shifts, and environmental changes before they become mainstream. By integrating foresight into the innovation process, teams can prioritize ideas that are future-relevant and position their offerings to meet evolving customer and market needs. Foresight analysis often supports early-stage exploration, strategic planning, and the shaping of innovation challenges. It provides valuable input during [validation](/glossary/validation/) and helps align innovation with broader organizational transformation. When combined with a strong innovation culture, it empowers teams to think beyond short-term problem solving and focus on long-term value creation. Effective foresight requires a blend of qualitative insight and structured frameworks. It typically involves horizon scanning, trend mapping, and collaborative scenario development. Organizations that invest in foresight gain a clearer view of strategic risk, new opportunity spaces, and innovation white spots that competitors may overlook. ## Relevant links and use cases - [Nosco Consultancy](/services/) – helping organizations embed foresight into innovation strategies and future-proof decision-making --- ## Gamification URL: https://nos.co/glossary/gamification/ ## Definition Gamification is the use of game elements — such as points, challenges, leaderboards, and rewards — in non-game contexts to influence behavior, increase engagement, and drive participation. In the context of innovation, gamification helps motivate employees, spark friendly competition, and increase commitment to new initiatives. By tapping into intrinsic motivators like achievement, recognition, and collaboration, gamification turns otherwise passive processes into dynamic experiences. It is particularly effective in initiatives like innovation challenges, where participation and idea quality benefit from a more engaging user experience. Gamification can be applied at different stages of the innovation process — from idea generation and peer voting to testing and adoption. When embedded within a strong innovation culture, it supports transparency, feedback, and healthy competition across teams or departments. However, the value of gamification goes beyond fun. It provides structure, boosts motivation, and creates data points that help teams track progress and recognize contributions. For best results, gamification should align with strategic goals and be designed to reward meaningful behavior rather than vanity metrics. ## Relevant links and use cases - [Nosco Consultancy](/services/) – guidance on using gamification to increase engagement in innovation programs - [Ørsted Use Case](/cases/orsted-renewable-energy/) – example of using gamification to engage employees in bottom-up innovation --- ## Global collaboration URL: https://nos.co/glossary/global-collaboration/ ## Definition Global Collaboration refers to the process of connecting individuals and teams across geographies, time zones, and cultures to co-create, share knowledge, and drive innovation. In today’s interconnected world, innovation increasingly relies on diverse input and distributed expertise — and global collaboration is a powerful enabler of both. Successful global collaboration goes beyond video calls and digital platforms. It involves building shared understanding, psychological safety, and a strong innovation culture that values inclusion, transparency, and trust. Organizations that embrace global collaboration can access broader perspectives, scale ideas faster, and adapt more effectively to complex, cross-market challenges. Innovation programs that include innovation challenges across multiple regions or business units often benefit from richer idea pipelines and stronger engagement. When structured well, global collaboration also enables faster [scaling](/glossary/scaling/) of validated concepts across markets or divisions. Key enablers include digital infrastructure, collaborative rituals, and local ownership. Equally important are frameworks that balance autonomy with alignment, and processes that ensure all voices are heard — especially in diverse, cross-functional teams. When these conditions are in place, global collaboration accelerates learning and unlocks high-impact innovation across borders. ## Relevant links and use cases - [Nosco Consultancy](/services/) – enabling cross-border collaboration and co-creation through structured innovation programs - [KUKA Use Case](/cases/reignite-kuka-entrepreneurial-dna/) – example of uniting global teams to scale innovation across regions --- ## Green innovation URL: https://nos.co/glossary/green-innovation/ ## Definition Green Innovation refers to the development of solutions that minimize environmental impact while creating business value. It includes designing products, services, and systems that reduce emissions, enable circularity, and promote sustainable behavior. Green innovation addresses both regulatory pressures and shifting consumer expectations while opening new opportunities for growth. This approach often overlaps with [environmental innovation](/glossary/environmental-innovation/), but focuses specifically on integrating sustainability into the core of new ideas and value propositions. It is frequently driven by cross-functional collaboration and supported through initiatives like innovation challenges aimed at tackling climate-related or resource-based challenges. Green innovation is most effective when embedded early — during ideation, development, and [scaling](/glossary/scaling/). Doing so ensures that solutions are not only sustainable in intention but also in execution. Organizations that invest in green innovation improve their ability to future-proof their offerings and align with long-term environmental goals. Key enablers include lifecycle thinking, user-centered design, and the use of sustainable materials and technologies. Teams must also consider business model innovation — rethinking how products are used, shared, or reused to minimize waste and maximize long-term impact. ## Relevant links and use cases - [Sustainability Challenge](/services2/sustainability-challenge/) – supporting organizations in embedding sustainability into innovation strategy and execution - [Husqvarna Use Case](/cases/husqvarna-innovation/) – example of green innovation driving sustainable product development in the outdoor equipment industry --- ## Growth hacking URL: https://nos.co/glossary/growth-hacking/ ## Definition Growth Hacking is a mindset and methodology focused on rapidly testing, optimizing, and scaling ideas to drive user growth, product adoption, or business traction. Originally coined in the startup world, it blends creativity, data, and experimentation to uncover what works — fast. In the context of innovation, growth hacking helps teams move from experimentation to measurable results. It’s most effective when applied during [validation](/glossary/validation/) or early [scaling](/glossary/scaling/) phases, where ideas are tested with real users and adapted based on behavior and performance data. Techniques may include A/B testing, onboarding experiments, referral mechanisms, or viral loops — all geared toward accelerating engagement and learning. What distinguishes growth hacking from traditional marketing is its iterative speed and willingness to test bold, sometimes unconventional hypotheses. Growth hacking works best in environments that support experimentation and learning. When combined with user testing and fast feedback cycles, it helps reduce time-to-impact and optimize ideas before full-scale launch. For innovation teams, adopting growth hacking means shifting from one-time campaigns to ongoing optimization. It’s not about guessing what will grow — it’s about running lean experiments to find out. ## Relevant links and use cases - [Nosco Consultancy](/services/) – helping teams apply growth hacking techniques to scale validated innovations --- ## Hackathons URL: https://nos.co/glossary/hackathons/ ## Definition Hackathons are time-boxed innovation events where cross-functional teams come together to solve specific challenges through rapid ideation, prototyping, and collaboration. Originally popularized in the tech world, hackathons have become a powerful tool in corporate innovation to generate fresh ideas, test assumptions, and activate employee creativity. In a hackathon format, participants form small teams to work intensively on a defined problem or opportunity — often over 1 to 3 days. These events combine the speed and structure of a sprint with the creative energy of open collaboration. They’re especially effective for testing early-stage concepts and exploring new directions without long-term commitment. Hackathons often support or complement larger innovation initiatives such as innovation challenges. They help unlock ideas from across departments, build momentum, and engage employees in meaningful, hands-on problem solving. When paired with prototyping and [cross-functional teams](/glossary/cross-functional-teams/), hackathons accelerate learning and create tangible outcomes in very short timeframes. Key to success is creating the right structure: clear themes, facilitation, real problems to solve, and a follow-up path for selected ideas. Hackathons are most impactful when outcomes feed directly into the organization’s broader innovation funnel — turning short-term energy into long-term progress. ## Relevant links and use cases - [Ørsted Use Case](/cases/orsted-renewable-energy/) – example of using hackathons to engage employees in bottom-up innovation and rapid idea development --- ## Hypothesis testing URL: https://nos.co/glossary/hypothesis-testing/ ## Definition Hypothesis Testing is a structured method for validating assumptions in the innovation process. It involves formulating a clear, testable statement (the hypothesis), running an experiment or collecting evidence, and using results to confirm or refute the assumption. The goal is to reduce uncertainty and make more informed decisions about which ideas to pursue. This approach is critical in early stages of innovation, especially during [validation](/glossary/validation/) and [early-stage prototyping](/glossary/early-stage-prototyping/). By testing one assumption at a time — such as “users will adopt this solution” or “customers will pay for this feature” — teams can focus efforts on what truly matters and pivot when needed. Hypothesis testing is often combined with user testing, surveys, landing pages, or A/B experiments. It’s not about proving ideas right, but about learning fast and minimizing risk through evidence-based iteration. To work effectively, hypotheses must be specific, measurable, and falsifiable. For example: “80% of pilot users will complete onboarding in under 5 minutes.” Such clarity allows teams to track results and learn quickly from both success and failure. Organizations that adopt a hypothesis-driven mindset develop stronger innovation discipline and a more adaptive, data-informed culture. Over time, this leads to faster cycles, fewer costly mistakes, and greater confidence when scaling ideas. ## Relevant links and use cases - [Bühler Use Case](/cases/buhler-collaboration/) – example of using hypothesis testing to validate key assumptions in sustainable product development --- ## Idea campaign URL: https://nos.co/glossary/idea-campaign/ ## Definition An Idea Campaign is a time-bound, topic-focused initiative to ideate, screen, develop and validate ideas. It is used to address business or technical problems that require input from a broad group of people. The idea campaign is a simple method to quickly solve small and big problems. Small-scale campaigns could e.g. facilitate the collection of ideas before a workshop, whereas large idea campaigns can help improve product features or get input for a sales campaign from targeted employees across the globe. By setting a clear scope, inviting the right people, and establishing a deadline, you can rapidly get solutions and input for your most urgent problems. At its best, an idea campaign becomes a tool and capability that multiple people across an organization can apply to their benefit. --- ## Idea heatmaps URL: https://nos.co/glossary/idea-heatmaps/ ## Definition Idea Heatmaps are visual tools used to evaluate, compare, and prioritize innovation ideas based on multiple criteria — such as impact, feasibility, or strategic fit. By mapping ideas across a two-dimensional matrix, teams can identify patterns, clusters, and outliers that inform smarter decision-making. Heatmaps help create shared understanding around which ideas are worth pursuing, shelving, or developing further. They are especially useful during [validation](/glossary/validation/) and [scaling](/glossary/scaling/), where many ideas compete for limited time and resources. Typically, criteria are defined collaboratively — for example: “value to user” on one axis and “ease of implementation” on the other. Ideas are then plotted based on available data or stakeholder input. This approach combines qualitative insight with structured decision-making, giving teams clarity and focus. Idea heatmaps are also powerful tools for stakeholder engagement. By visualizing idea portfolios in a simple and transparent format, they help align teams around priorities and reduce bias in the selection process. Platforms like Nosco make it easy to generate and download heatmaps as part of the ideation workflow. You can learn more in our [help center article](https://help.nos.co/hc/en-us/articles/17758067546908-Setting-up-downloading-heat-maps). ## Relevant links and use cases - [Nosco Consultancy](/services/) – enabling structured evaluation and decision-making in innovation programs - [KUKA Use Case](/cases/reignite-kuka-entrepreneurial-dna/) – example of using idea heatmaps to guide prioritization across a global innovation portfolio --- ## Idea management URL: https://nos.co/glossary/idea-management/ ## Definition Idea management is the structured process of managing ideas from ideation through evaluation and refinement to selection. Many companies use an idea management platform to support this process (the Nosco platform is an example of this). Structured idea management makes sure that ideas are channeled to the right people and given due attention. Idea management thus involves setting up submission forms and processes for evaluating ideas and taking them forward. Without a formal idea management process, the success of ideas is very dependent on the open-mindedness of the immediate manager or random interactions with other decision-makers in the organization. For would-be corporate entrepreneurs, this can be very frustrating and lead to suboptimal results. --- ## Ideation URL: https://nos.co/glossary/ideation/ ## Definition Ideation is the creative process of conceiving and shaping new ideas. It includes everything from the first thought or inspiration to the formulation of an idea. In the context of an innovation challenge, it refers to the initial phase in which ideas are submitted online and developed with the input of others. Ideation can be a structured process, e.g. as a brainstorming session or based on a call for ideas, or it can be informal as a result of work done otherwise. Some scholars and practitioners believe in leaving space for ideation as part of a job description, while some point to the fact that it cannot be forced and needs time to emerge. In a corporate context, ideas often emerge in collaboration with others, so it can be hard to attribute ideas to a specific person in a company. --- ## Inclusive innovation URL: https://nos.co/glossary/inclusive-innovation/ ## Definition Inclusive Innovation is the process of designing and delivering innovations that involve and benefit a broad, diverse range of people — across roles, backgrounds, regions, and capabilities. It’s about breaking down silos, removing barriers to participation, and ensuring that innovation efforts reflect the full spectrum of perspectives within and beyond the organization. This approach goes hand in hand with building a strong innovation culture — one where everyone feels invited to contribute ideas, collaborate, and co-create. Inclusive innovation expands the idea pool, improves relevance, and increases the chances of finding high-impact, user-aligned solutions. Methods like innovation challenges or [employee-driven innovation](/glossary/employee-driven-innovation/) are often used to open up the process to wider audiences. They enable organizations to tap into underutilized insights, frontline expertise, and cross-cultural knowledge that traditional top-down innovation may miss. Practicing inclusive innovation requires intentional design — from the way challenges are framed, to how feedback is gathered, and which voices are heard during selection and scaling. It also means ensuring accessibility, fairness, and psychological safety throughout the process. When done well, inclusive innovation not only leads to better outcomes but also strengthens engagement, equity, and a sense of shared ownership across the organization. ## Relevant links and use cases - Nosco Consultancy – helping organizations build inclusive innovation strategies and activate broader participation - VELUX Use Case – example of opening up innovation to include diverse voices across regions and teams --- ## Incremental innovation URL: https://nos.co/glossary/incremental-innovation/ ## Definition Incremental Innovation refers to small, continuous improvements made to existing products, services, or processes. Rather than introducing entirely new solutions, incremental innovation focuses on enhancing performance, usability, cost-efficiency, or customer experience through step-by-step refinement. This type of innovation is common in established organizations where core offerings already exist, and the goal is to sustain competitiveness and adapt to evolving user needs. It plays a key role in [scaling](/glossary/scaling/) validated concepts, improving operational efficiency, and strengthening customer loyalty. Incremental innovation is often driven by frontline insights, user feedback, or internal process reviews. Structured approaches like [validation](/glossary/validation/), pilot testing, and continuous improvement frameworks ensure that enhancements are relevant, measurable, and aligned with business goals. Although it may lack the visibility of breakthrough innovation, incremental change compounds over time — driving lasting value and enabling organizations to respond quickly to market dynamics. It also helps build a culture of experimentation, where learning and optimization become everyday practice. When combined with a strong innovation culture, incremental innovation becomes more than operational fine-tuning. It becomes a strategic discipline for long-term growth and resilience. ## Relevant links and use cases - [Nosco Consultancy](/services/) – supporting continuous innovation through structured tools, facilitation, and capability building --- ## Incubation URL: https://nos.co/glossary/incubation/ ## Definition Incubation is the process of taking an idea from concept to an actual product, service or business and testing key-hypotheses about the concept to see, if the product can fit the market. The early part of incubation is sometimes referred to as validation to clearly indicate that the focus is not on developing the product, service or business but on testing key hypotheses. As the bridge between early-stage concept and product, service or business ready for acceleration and scaling, incubation is a key-part of the innovation process. It is a common misconception that it should be unstructured and unmanaged. In fact, the opposite is the case. In order to get valuable results, innovation and incubation, in particular, need to follow a structured approach. It is best managed through short iterative cycles of testing and validation of the most critical hypotheses, frequent feedback, and high involvement of decision-makers throughout. --- ## Innovation challenge URL: https://nos.co/glossary/innovation-challenge-glossary/ ## Definition An innovation challenge can be seen as an extended version of an idea campaign with a more ambitious topic, a wider reach in terms of participants, a greater communication effort, and a more ambitious process from ideation, over idea maturation, to pitching and awards ceremony. Done right, the innovation challenge is a very effective tool to create a more innovative culture within a company. It involves all levels of the company: the leadership team sets the direction and decides which ideas to invest in. Managers learn how to motivate employees to look for new innovative solutions, and selected employees are trained in methods to mature and validate their ideas. The innovation challenge can thus contribute to building an entrepreneurial mindset through new successful ways of working and developing innovation skills across all levels of the company. Externally, the innovation challenge is an efficient means of sourcing ideas from start-ups, clients, researchers and more. --- ## Innovation community URL: https://nos.co/glossary/innovation-community/ ## Definition An innovation community is a permanent, organisation-wide network of innovators — a continuous, low-cost channel for ideas, inspiration and engagement that makes innovation everybody's business. Rather than a one-off campaign or challenge, it is an ongoing space where corporate innovators can connect, be inspired and develop innovation opportunities together. An innovation community works as a hub for both casual and formal innovation activities, combining online and offline touchpoints — a branded online space where people share trends, news, best practices, ideas and project updates, complemented by events such as technology pop-ups, project demonstrations and networking events. By giving people a place to meet and collaborate, organisations can identify and nurture their corporate innovators, engage employees more deeply, and steadily build an innovation culture. The community is typically supported by dedicated community managers who keep activity flowing, and by social features and notifications that sustain engagement over time. Where time-bound formats like idea campaigns and innovation challenges create bursts of activity, the innovation community is what keeps innovation alive between them — turning innovation from an occasional event into a continuous, shared habit across the whole organisation. --- ## Innovation management URL: https://nos.co/glossary/innovation-management/ ## Definition Innovation management describes a structured approach to managing innovation with defined processes, KPIs and governance structures to support it. Companies that are serious about their innovation efforts will have defined processes for managing innovation, typically in the form of a pipeline perspective of their innovation efforts. Decision gates are defined along the innovation pipeline to evaluate ideas and projects at various stages and dedicate resources to moving these ideas and projects forward or closing them down if they are not successful. An innovation manager will follow up continuously to see if ideas and projects move ahead as planned and if the proper distribution of ideas is in place to meet strategic goals. Innovation management is thus less about creating "databases of ideas" and more about making sure ideas and projects progress and resources are used wisely. --- ## Innovation pipeline URL: https://nos.co/glossary/innovation-pipeline/ ## Definition The innovation pipeline is the pathway for ideas from initial registration over development to launch or implementation. Innovation managers typically keep track of the innovation pipeline to see if ideas are moving ahead as planned. The innovation pipeline is a way of managing ideas and reporting on the progress of the innovation processes. The pipeline resembles the steps of the innovation process starting from the early ideation stage (for example in an idea campaign or innovation challenge), over validation and incubation, to acceleration and scaling. Once an idea is transferred to a business unit, the responsibility is typically transferred to that unit. There is typically a set of KPIs relating to the innovation pipeline that will enable managers to manage resources across the pipeline and to make sure that strategic goals can be realized. A weak pipeline is a common motivation for starting an idea campaign or innovation challenge. --- ## Judging panels URL: https://nos.co/glossary/judging-panels/ ## Definition Judging Panels are structured groups of evaluators responsible for reviewing, scoring, and selecting innovation ideas based on predefined criteria. Typically composed of subject matter experts, business leaders, or end users, these panels help ensure that decisions are transparent, balanced, and aligned with strategic goals. In innovation programs, judging panels are often used during or after innovation challenges to identify the most promising submissions. They provide an important balance to crowd-based voting by adding a layer of expert validation and business alignment. Effective judging panels require clear criteria, a scoring rubric, and proper facilitation to avoid bias and ensure consistency. Criteria often include dimensions like impact, feasibility, novelty, and alignment with organizational priorities. When done right, panels bring both credibility and clarity to the selection process. Judging can be done in multiple formats — remotely via digital platforms, in live sessions, or through hybrid setups. Digital judging workflows often include individual scoring, ranking, or commenting before convening to discuss and agree on finalists. Many organizations integrate this with [validation](/glossary/validation/) data to ensure decisions are evidence-based. Beyond idea selection, judging panels can also offer mentorship, feedback, or funding recommendations. By engaging stakeholders in this way, organizations not only improve outcomes but also strengthen internal ownership and learning. ## Relevant links and use cases - [Nosco Consultancy](/services/) – supporting the setup, training, and facilitation of judging panels for innovation initiatives --- ## Knowledge sharing URL: https://nos.co/glossary/knowledge-sharing/ ## Definition Knowledge Sharing refers to the systematic exchange of information, experience, and expertise across individuals and teams to support learning, decision-making, and innovation. In fast-moving organizations, it enables employees to build on each other's work, avoid duplication, and accelerate progress. In the context of innovation, knowledge sharing is essential for spreading best practices, scaling successful ideas, and building collective intelligence. It strengthens innovation culture by promoting openness, trust, and collaboration — especially across departments or geographies. Knowledge can be shared in many ways: through idea platforms, retrospectives, internal communities, or structured learning formats. Tools like the Nosco Platform provide structured environments to document learnings, track idea evolution, and connect contributors around shared goals. Effective knowledge sharing requires both the right tools and the right mindset. Leadership plays a key role in reinforcing sharing behaviors, while incentives, recognition, and psychological safety ensure people feel comfortable contributing. Integrating knowledge sharing into existing workflows increases its impact and sustainability. When embedded into innovation systems, knowledge sharing leads to faster learning cycles, better reuse of solutions, and stronger [global collaboration](/glossary/global-collaboration/). It turns scattered insights into collective progress — making innovation more efficient and resilient over time. ## Relevant links and use cases - Nosco Platform – enabling structured knowledge sharing, documentation, and collaboration throughout the innovation journey --- ## KPI tracking URL: https://nos.co/glossary/kpi-tracking/ ## Definition KPI Tracking is the process of defining, measuring, and monitoring key performance indicators (KPIs) to evaluate progress and impact within innovation initiatives. It ensures that innovation activities are aligned with strategic objectives and deliver measurable value over time. Effective KPI tracking helps innovation teams stay focused on outcomes rather than just activity. It brings structure to [validation](/glossary/validation/), enables informed decision-making, and provides a basis for adjusting direction when needed. By linking experiments and ideas to clear performance metrics, teams can demonstrate traction and reduce the risk of investing in the wrong initiatives. Typical KPIs include engagement rates, idea quality, time to validation, scaling success, or business impact. During [scaling](/glossary/scaling/) phases, financial KPIs like revenue growth, cost savings, or ROI become more prominent. What matters most is selecting KPIs that reflect both the maturity of the innovation and the intended outcome. Modern innovation platforms and dashboards simplify KPI tracking by integrating data capture and visualization. However, culture plays an equal role — encouraging teams to embrace metrics not as control, but as learning tools that support agility and continuous improvement. When embedded into innovation workflows, KPI tracking improves accountability, builds stakeholder confidence, and creates clarity across teams and leadership. ## Relevant links and use cases - [Nosco Consultancy](/services/) – helping organizations define and track innovation KPIs across portfolios and programs - [Bühler Use Case](/cases/buhler-collaboration/) – example of applying KPI tracking to monitor progress and impact in sustainable innovation --- ## Leadership commitment URL: https://nos.co/glossary/leadership-commitment/ ## Definition Leadership Commitment refers to the visible and sustained involvement of senior leaders in driving innovation across the organization. It goes beyond verbal support — encompassing resource allocation, participation, sponsorship, and the active reinforcement of innovation behaviors and priorities. Without leadership commitment, innovation efforts often stall or lose focus. When leaders demonstrate genuine ownership, innovation becomes a strategic imperative rather than a side project. It signals to teams that innovation matters and empowers people to take initiative, experiment, and invest in long-term outcomes. Committed leadership is a cornerstone of a strong innovation culture. It encourages psychological safety, unlocks budget and talent, and aligns innovation with business goals. When leaders actively engage in [scaling](/glossary/scaling/) successful initiatives or sponsor key programs, they drive momentum and remove barriers to execution. Leadership commitment also plays a key role in enabling [employee engagement](/glossary/employee-engagement/) and cross-functional collaboration. By showing up, listening, and advocating for ideas from all levels, leaders foster trust and ownership that ripple across the organization. Embedding commitment means creating routines — such as innovation check-ins, visibility at events, or decision-making forums — where leaders are consistently present and accountable. The more innovation becomes part of leadership practice, the more it becomes embedded in organizational DNA. ## Relevant links and use cases - [Nosco Consultancy](/services/) – supporting leadership teams in embedding innovation into strategy, culture, and governance --- ## Learning organization URL: https://nos.co/glossary/learning-organization/ ## Definition Learning Organization describes a company or institution that continuously evolves by actively capturing, sharing, and applying knowledge. It fosters a culture where experimentation is encouraged, feedback is valued, and failure is treated as an opportunity to improve. In innovation, this mindset accelerates progress and helps teams adapt in dynamic environments. Learning organizations integrate feedback into every stage of the innovation process. Through structured [feedback loops](/glossary/feedback-loops/), continuous [validation](/glossary/validation/), and transparent knowledge sharing, they reduce uncertainty and make smarter, faster decisions. This mindset supports agility, resilience, and long-term growth. Rather than relying on isolated experts or one-off initiatives, learning organizations embed learning into their daily routines — retrospectives, testing cycles, team reviews, and cross-functional sharing. Creating a learning organization requires strong innovation culture, leadership that models curiosity, and systems that make knowledge accessible and actionable. It also means recognizing and rewarding behaviors like reflection, collaboration, and iterative improvement. Over time, this builds a self-improving system where individuals, teams, and the organization as a whole continuously evolve — turning insight into impact at scale. ## Relevant links and use cases - [Nosco Consultancy](/services/) – helping organizations build innovation systems that support learning and continuous improvement - [Stabilus Use Case](/cases/stabilus-innovation-growth/) – example of becoming a learning organization through structured experimentation and culture building --- ## Market validation URL: https://nos.co/glossary/market-validation/ ## Definition Market Validation is the process of testing whether a product, service, or solution meets real customer needs and has commercial potential. It helps innovation teams determine if there’s a viable market before committing to full-scale development. Market validation typically occurs after initial concept design and before [scaling](/glossary/scaling/). Effective market validation reduces risk by generating early evidence of demand, value, and willingness to pay. It often includes techniques such as interviews, landing page tests, pilot programs, and surveys. These approaches are designed to validate key assumptions identified during [validation](/glossary/validation/) and [hypothesis testing](/glossary/hypothesis-testing/). The goal is not to perfect the solution, but to confirm that a meaningful problem exists — and that the proposed innovation solves it in a way that customers are ready to adopt. Insights gathered during this phase also inform positioning, pricing, and go-to-market strategies. Market validation requires a mindset of curiosity and openness. Teams must be willing to pivot based on what they learn, rather than forcing ideas forward. When structured correctly, market validation accelerates decision-making and improves long-term success rates. ## Relevant links and use cases - [Carbon Footprint Challenge](/cases/carbon-footprint-challenge/) – example of market validation used to explore the commercial viability of sustainable solutions - [Bühler Use Case](/cases/buhler-collaboration/) – using market validation to test demand and assumptions around circular product innovation --- ## Mentorship programs URL: https://nos.co/glossary/mentorship-programs/ ## Definition Mentorship Programs are structured relationships where experienced individuals (mentors) support and guide less experienced colleagues (mentees) in their personal and professional development. In the context of innovation, mentorship plays a critical role in accelerating learning, building confidence, and strengthening collaboration across the organization. Mentorship creates space for knowledge transfer, reflection, and support. It’s particularly valuable during innovation programs where employees step into new roles, take ownership of ideas, or lead unfamiliar projects. Paired with [employee engagement](/glossary/employee-engagement/) efforts, mentorship helps people feel seen, supported, and empowered to contribute meaningfully. Effective innovation mentorship programs often include structured check-ins, clear learning goals, and mutual feedback. Mentors provide input on topics like [validation](/glossary/validation/), storytelling, stakeholder alignment, or how to navigate internal processes. Mentees benefit from fast-tracked learning and confidence to take ideas further. Mentorship also strengthens innovation culture by reinforcing behaviors like curiosity, experimentation, and collaboration. It connects employees across functions, levels, and geographies — breaking silos and unlocking hidden potential. To succeed, mentorship programs should be integrated into the broader innovation system — not treated as one-off activities. When supported by leadership and linked to real projects, they become high-impact enablers of personal growth and organizational capability building. ## Relevant links and use cases - [Nosco Consultancy](/services/) – designing and facilitating mentorship models that strengthen innovation skills and confidence --- ## Networking events URL: https://nos.co/glossary/networking-events/ ## Definition Networking Events in innovation contexts are structured opportunities for employees, stakeholders, and external partners to connect, share ideas, and build relationships that fuel collaboration. These events play a vital role in breaking silos, promoting knowledge exchange, and creating informal spaces where new connections — and often new ideas — can emerge. Unlike formal project meetings, networking events foster spontaneous interaction and cross-pollination. They create space for diverse perspectives to meet — from different departments, regions, or levels of experience. This contributes directly to stronger innovation culture and more resilient idea pipelines. Networking events can take many forms: innovation breakfasts, fireside chats, demo days, learning forums, or informal mixers. They often complement structured initiatives such as [employee engagement](/glossary/employee-engagement/) programs or [global collaboration](/glossary/global-collaboration/) efforts. By bringing people together in a relaxed and purposeful setting, these events unlock trust, uncover unexpected synergies, and enable faster alignment when ideas move forward. They are particularly effective when paired with ongoing innovation efforts, helping build momentum, visibility, and energy across the organization. To succeed, networking events should be inclusive, well-facilitated, and connected to the broader innovation system. They’re not about forced conversation — but about meaningful connection. Over time, this builds a stronger sense of community, belonging, and collective ownership around innovation. ## Relevant links and use cases - VELUX Use Case – example of using internal events to strengthen community and collaboration in innovation - [Bühler Use Case](/cases/buhler-collaboration/) – applying networking formats to share learnings across teams and global locations --- ## Open collaboration URL: https://nos.co/glossary/open-collaboration/ ## Definition Open Collaboration refers to an innovation approach where individuals, teams, or organizations share ideas, resources, and expertise across traditional boundaries to solve complex challenges. It is based on transparency, mutual benefit, and collective ownership, enabling faster and more diverse problem-solving. Unlike closed, top-down innovation, open collaboration invites contributions from a wide range of participants — including employees, customers, partners, and even external networks. This openness leads to richer insights, more relevant solutions, and stronger alignment with real-world needs. Open collaboration is often activated through initiatives like innovation challenges, co-creation workshops, or shared digital platforms. It complements approaches like [inclusive innovation](/glossary/inclusive-innovation/) and [global collaboration](/glossary/global-collaboration/) by breaking silos and fostering connection across geographies, functions, and roles. To be successful, open collaboration requires psychological safety, clear facilitation, and shared objectives. Trust and transparency are critical — as is a structure that helps participants align, contribute meaningfully, and build on each other's work. Organizations that invest in open collaboration gain more than better ideas. They create shared ownership, accelerate alignment, and strengthen innovation culture. Over time, this leads to faster learning, broader impact, and more resilient ecosystems for innovation. ## Relevant links and use cases - [Nosco Consultancy](/services/) – supporting organizations in designing and facilitating open collaboration across internal and external stakeholders --- ## Open Innovation URL: https://nos.co/glossary/open-innovation-glossary/ ## Definition Open innovation is a type of innovation initiative in which people outside an organizational unit are invited to participate. This can happen within a company by reaching out to the entire organization to gather ideas or by looking beyond the company. Today, "open innovation" is most often used for the latter. The term open innovation was originally coined by Henry Chesbrough in 2003 and has since become a popular modus operandi for driving innovation. It is based on the realization that more sources of ideas are needed to innovate successfully and that a lot of relevant knowledge resides outside the organization. It has become increasingly popular to go beyond the limits of an organization and involve customers, start-ups, suppliers and researchers to collaborate. Collaborating with external entities can open new perspectives, help speed up development, and enable innovation across value chains. --- ## Pitch session URL: https://nos.co/glossary/pitch-session/ ## Definition During a pitch session, idea teams present their ideas to a panel and answer potential questions. The panel then decides whether or not to invest in the idea. Pitch sessions offer the opportunity to gain insight into an idea and the team behind it, which are both crucial for success. They are often held in connection with significant milestones, e.g. at the final of an innovation challenge, but also with smaller events, such as screening and selection meetings, where the option of asking questions can be of great importance. Pitch sessions have long been a key tool for venture capital but are becoming increasingly popular within companies. --- ## Pretotyping URL: https://nos.co/glossary/pretotyping/ ## Definition Pretotyping is a rapid experimentation technique used to test whether users are truly interested in a proposed idea — before building any functional prototype. The goal is to answer the question: “Should we build it?” rather than “Can we build it?” This method sits even earlier than [early-stage prototyping](/glossary/early-stage-prototyping/) in the innovation process and focuses on validating core assumptions about user behavior. A pretotype might involve simulating a service manually, offering a landing page without a product behind it, or observing reactions to a mock concept. It's fast, low-cost, and high-learning. Pretotyping supports [hypothesis testing](/glossary/hypothesis-testing/) and [validation](/glossary/validation/) by offering real-world signals before any significant investment. It reduces the risk of building something nobody wants by testing demand in the most lightweight way possible. The strength of pretotyping lies in its simplicity. Instead of developing features or interfaces, teams test engagement, behavior, or intent using minimal effort. For example, tracking click-through rates on a concept ad can be more revealing than a lengthy product demo. Organizations that embrace pretotyping build a stronger innovation culture — one that values learning over perfection and experimentation over assumptions. It enables faster decision-making, clearer prioritization, and higher confidence when moving into more resource-intensive development phases. ## Relevant links and use cases - [Nosco Consultancy](/services/) – guiding innovation teams in applying pretotyping to test early-stage concepts quickly and effectively --- ## Problem-solution fit URL: https://nos.co/glossary/problem-solution-fit/ ## Definition The term problem-solution fit refers to the match between a proposed solution and the problem or an unmet need it is trying to address. Problem-solution fit precedes product-market fit. The first indication of whether an idea will be successful is typically based on finding a problem-solution fit. To decide whether there is a fit there must be clear evidence that a problem exists and a high probability that the solution will solve it better than existing ones. This is usually done by identifying and interviewing a potential target user or customer with a problem or need. Once the problem has been validated, the solution can be defined or adapted. The solution can then be validated through validation interviews or experiments. An often-used tool for capturing problem-solution fit is the value proposition canvas. --- ## Product-market fit URL: https://nos.co/glossary/product-market-fit/ ## Definition The term "product-market fit" refers to the match between the actual solution (product, service, business model, etc.) and the market it addresses. Essentially, it is about finding out if a solution satisfies strong market demand. When bringing a solution to the market, it is critical to know whether or not it is targeting an attractive market. To determine this, the idea team defines the target market and examines its size (number and value) and potential revenue streams. Assumptions made based on this can be verified through further research and interviews with market representatives or customer contacts. Furthermore, it is crucial to know whether a solution will meet strong demand from that market. To find this out, the team may define and run experiments to test the level of interest, purchase intent, the usage of the solution, etc. These experiments may involve building various prototypes or a minimum viable product (MVP). --- ## Prototyping workshops URL: https://nos.co/glossary/prototyping-workshops/ ## Definition Prototyping Workshops are hands-on sessions where teams collaboratively build early models of ideas to explore, test, and improve them. These workshops bring together diverse perspectives to rapidly visualize and iterate on concepts — turning abstract thinking into tangible output. Unlike solo design efforts, prototyping workshops emphasize co-creation and speed. Within hours or days, teams produce rough sketches, mockups, or interactive demos that can be tested immediately. These sessions are especially powerful in early stages of innovation, such as [early-stage prototyping](/glossary/early-stage-prototyping/) or during [validation](/glossary/validation/). Workshops often follow a structured format: aligning on goals, sketching concepts, building rough versions, and collecting quick feedback. The goal is not perfection — it’s learning. When paired with user testing, they enable fast iteration and deeper insight into what resonates with real users. Prototyping workshops also create shared ownership. When participants from different departments or backgrounds contribute to shaping ideas, commitment increases and friction decreases during later implementation. These sessions are also excellent tools for capability building — helping teams adopt a more experimental, visual, and user-focused mindset. To succeed, workshops should be facilitated, time-boxed, and linked to real decision points. The outcomes — even if rough — serve as a powerful springboard for continued development or as evidence for go/no-go decisions. ## Relevant links and use cases - [Nosco Consultancy](/services/) – facilitating prototyping workshops that accelerate learning, build alignment, and bring early-stage ideas to life --- ## Quick iterations URL: https://nos.co/glossary/quick-iterations/ ## Definition Quick Iterations are fast, repeated cycles of building, testing, and improving ideas based on real feedback. Rather than perfecting a solution upfront, teams use quick iterations to learn rapidly, reduce risk, and evolve concepts step by step. This approach is essential in modern innovation practices where speed, adaptability, and user input drive success. Quick iterations are typically applied during [prototyping](/glossary/early-stage-prototyping/), [validation](/glossary/validation/), and [feedback loops](/glossary/feedback-loops/), helping teams refine ideas without overinvesting early on. Each iteration may result in a new version of a prototype, adjusted features, refined messaging, or alternative user flows — all tested against real behavior or feedback. This process builds momentum while keeping innovation grounded in real-world needs. Quick iterations are also cultural. They reflect a mindset that embraces learning over perfection and sees every output as a stepping stone, not a final product. Organizations that support quick iterations empower teams to move with autonomy, make evidence-based decisions, and course-correct early and often. To work effectively, teams need clear goals, access to users or testers, and short decision loops. Digital tools and lean facilitation techniques help structure the process — but the true value lies in speed and adaptability. ## Relevant links and use cases - [Ørsted Use Case](/cases/orsted-renewable-energy/) – example of applying quick iterations in large-scale employee-driven innovation - [Nosco Consultancy](/services/) – supporting organizations in implementing iterative approaches to reduce risk and speed up innovation cycles --- ## Resilience strategies URL: https://nos.co/glossary/resilience-strategies/ ## Definition Resilience Strategies in innovation refer to approaches that help organizations adapt, recover, and thrive amid uncertainty, disruption, or rapid change. Rather than relying solely on long-term planning, resilient strategies focus on flexibility, learning, and the ability to respond quickly to unexpected events. These strategies are grounded in principles of adaptability, decentralization, and proactive learning. They often include structured [feedback loops](/glossary/feedback-loops/), diversified innovation portfolios, and ongoing capability building within [learning organizations](/glossary/learning-organization/). This allows teams to spot signals early, iterate fast, and shift direction without losing momentum. Resilience is especially important during [scaling](/glossary/scaling/) and organizational transformation. When solutions are tested in volatile or uncertain environments, resilience strategies ensure they remain relevant, feasible, and aligned with evolving priorities. Examples of resilience strategies include scenario planning, adaptive governance, modular solution design, and cross-functional collaboration. Teams that practice resilience don’t just plan for the future — they actively build the capacity to shape it. Ultimately, resilient innovation systems are not about avoiding risk — they are about managing it intelligently and continuously. They equip organizations to bounce forward, not just back, when faced with challenge or change. ## Relevant links and use cases - [Nosco Consultancy](/services/) – supporting the development of innovation systems designed for resilience and adaptability - VELUX Use Case – example of building resilience into sustainability innovation through adaptive strategy and cross-functional alignment --- ## Reverse innovation URL: https://nos.co/glossary/reverse-innovation/ ## Definition Reverse Innovation is the process of developing innovative solutions in emerging markets and then adapting them for use in more developed economies. Unlike the traditional innovation flow — from global headquarters to local markets — reverse innovation starts at the edge and moves inward, bringing fresh perspectives and cost-effective approaches to the center. This strategy recognizes that resource-constrained environments often spark highly creative, efficient solutions. These innovations, originally designed for affordability or accessibility, can later be scaled or repurposed to solve problems in more established markets. Reverse innovation encourages organizations to shift their mindset — valuing learning from all regions and empowering local teams to lead idea development. It often overlaps with [global collaboration](/glossary/global-collaboration/) and inclusive innovation efforts, where diverse voices and local expertise play a central role. Digital platforms like the Nosco Platform enable reverse innovation by making it easier to capture, share, and scale ideas from across global teams. By creating visibility around solutions from all corners of the organization, companies unlock untapped potential and accelerate cross-market learning. Reverse innovation also supports [scaling](/glossary/scaling/) by introducing proven concepts into new contexts with adaptation. It strengthens innovation culture by celebrating decentralization, experimentation, and non-linear thinking. ## Relevant links and use cases - Nosco Platform – supporting the collection and scaling of ideas globally, including those developed in emerging markets - [Stabilus Use Case](/cases/stabilus-innovation-growth/) – example of using global knowledge-sharing to spread locally-developed innovation across the organization --- ## Roadmap development URL: https://nos.co/glossary/roadmap-development/ ## Definition Roadmap Development is the process of defining a clear, time-bound plan that outlines the steps, priorities, and milestones needed to turn innovation strategy into execution. A strong roadmap connects vision to action — aligning teams around shared goals and enabling faster, more focused delivery. In innovation, roadmaps provide structure to what is often an ambiguous and fast-changing process. They help prioritize initiatives, track dependencies, and visualize how ideas move from exploration to [scaling](/glossary/scaling/). Effective roadmaps balance ambition with realism, offering direction while leaving space for iteration and learning. Roadmaps are typically developed collaboratively, drawing input from different functions and stakeholders. They integrate data from [KPI tracking](/glossary/kpi-tracking/), market signals, and ongoing experiments to support informed decision-making. When aligned with a strong innovation culture, they build accountability and momentum. Formats vary — from simple visual timelines to layered, digital frameworks — but all roadmaps should communicate what’s happening, why it matters, and when it will unfold. They act as a bridge between short-term activity and long-term outcomes. Importantly, roadmaps are not static. They are living tools that should be revisited regularly, allowing teams to respond to new insights, shift resources, or capture emerging opportunities. When well managed, roadmap development drives clarity, focus, and cross-functional alignment. ## Relevant links and use cases - [Nosco Presentation ](/wp-content/uploads/2020/09/nosco-presentation.pdf)– visual overview of Nosco’s approach to structured innovation and roadmap planning - [Bühler Use Case](/cases/buhler-collaboration/) – example of roadmap development used to guide strategic sustainability innovation --- ## Scaling URL: https://nos.co/glossary/scaling/ ## Definition Scaling Innovation is the process of expanding successful ideas from pilot or prototype stages into broader implementation — across teams, departments, or markets. It transforms small wins into sustainable, high-impact solutions that deliver value at scale. While early-stage innovation focuses on testing and validation, scaling is about execution. It involves building the right infrastructure, processes, and support systems to ensure ideas can grow without losing quality or impact. This often includes investing in [KPI tracking](/glossary/kpi-tracking/), securing stakeholder alignment, and adapting solutions to different contexts or user groups. Scaling is not just a technical or operational task — it’s cultural. Organizations must move from experimentation to ownership, ensuring teams are ready to adopt, champion, and maintain new solutions. A strong innovation culture supports this shift by fostering trust, collaboration, and ongoing learning. To scale successfully, innovation teams need clear criteria for readiness, dedicated resources, and pathways for handover to operations or business units. Techniques like playbooks, internal training, or partnership models help make scale repeatable and efficient. Importantly, not all ideas should scale. [validation](/glossary/validation/) ensures that only the most relevant, feasible, and impactful concepts move forward. Once they do, a structured scaling approach ensures they deliver real value — not just activity. ## Relevant links and use cases - [Nosco Consultancy](/services/) – supporting organizations in scaling validated innovations with the right strategy, tools, and cultural foundation --- ## Screening URL: https://nos.co/glossary/screening/ ## Definition Screening describes the process of evaluating ideas against a set of criteria and deciding whether ideas should progress/move forward in an innovation initiative. The screening phase of an idea campaign or innovation challenge typically follows the ideation phase. It is not only an analytical task, especially since ideas and innovation are characterized by limited information and a high degree of uncertainty, but also a decision-maker engagement task. It can be tempting to put this process into a formula that calculates scores on several criteria and then select the highest-scoring ideas. In reality, this is hardly ever a good way of selecting ideas. Screeners will have limited information, often have biases and operate in a space with high degrees of uncertainty. Further, the fate of ideas in big corporations depends to a large degree on gaining commitment from relevant decision-makers. This is why the screening of ideas is best done as a combination of individual evaluation, followed by deliberation and commitment within the group of evaluators. --- ## Social innovation URL: https://nos.co/glossary/social-innovation/ ## Definition Social Innovation refers to the development and implementation of new ideas that aim to solve social or environmental challenges in ways that are more effective, sustainable, or inclusive than existing solutions. It focuses on creating positive impact for people and communities — not just profits. Social innovation often emerges where traditional approaches fall short. It leverages creativity, collaboration, and community insight to address complex issues such as inequality, climate change, education, or public health. These solutions can come from within organizations, startups, governments, or grassroots movements. In corporate settings, social innovation aligns with broader sustainability goals and reflects a growing commitment to purpose-driven business. Programs like [inclusive innovation](/glossary/inclusive-innovation/) and [environmental innovation](/glossary/environmental-innovation/) often overlap with social objectives, helping companies contribute meaningfully to society while driving innovation outcomes. Success in social innovation requires deep user understanding, cross-sector collaboration, and a strong innovation culture. It is supported by partnerships, experimentation, and long-term thinking — recognizing that complex challenges don’t have simple or quick solutions. Organizations that embrace social innovation position themselves as change agents — capable of creating both business value and societal benefit. They foster trust, attract purpose-driven talent, and generate solutions that are resilient and relevant in a rapidly changing world. ## Relevant links and use cases - [Nosco Consultancy](/services/) – enabling organizations to develop and scale innovation with a strong social and environmental purpose - [Ørsted Use Case](/cases/orsted-renewable-energy/) – example of engaging employees in sustainability and social innovation through large-scale programs --- ## Stakeholder engagement URL: https://nos.co/glossary/stakeholder-engagement/ ## Definition Stakeholder Engagement is the process of actively involving individuals or groups who have an interest in — or are affected by — innovation initiatives. It ensures that key perspectives are heard, expectations are managed, and decisions are informed by a diverse set of voices from across the organization and beyond. In innovation, stakeholder engagement is not just about communication — it’s about collaboration. By involving stakeholders early and often, teams gain critical input that strengthens solution relevance, accelerates buy-in, and reduces friction during implementation. Stakeholders may include business leaders, customers, end users, subject matter experts, or operational teams. Their engagement can take many forms: co-creation sessions, [judging panels](/glossary/judging-panels/), pilot testing, or ongoing feedback loops. Well-structured engagement builds trust and alignment, especially during phases like [validation](/glossary/validation/) and [scaling](/glossary/scaling/). It also reinforces innovation culture by creating shared ownership and transparency in how decisions are made. For engagement to succeed, it must be intentional. Teams should clearly define who to involve, when, and how — and be prepared to listen, adapt, and act on input. When stakeholders see their insights reflected in outcomes, commitment increases and resistance decreases. ## Relevant links and use cases - [Nosco Consultancy](/services/) – supporting stakeholder engagement throughout the innovation lifecycle - [KUKA Use Case](/cases/reignite-kuka-entrepreneurial-dna/) – example of engaging internal stakeholders to guide idea selection and implementation --- ## Strategic alignment URL: https://nos.co/glossary/strategic-alignment/ ## Definition Strategic Alignment refers to the process of ensuring that innovation activities support — and are supported by — an organization’s overall business strategy. It connects big-picture goals with day-to-day execution, creating clarity, focus, and direction across innovation teams. When innovation is strategically aligned, resources are invested in the right areas, initiatives are easier to prioritize, and outcomes are more likely to create lasting business value. It helps avoid fragmented efforts and ensures that innovation isn’t happening in isolation but as an integral part of transformation. Strategic alignment starts with a clear vision and cascades into actionable plans such as [roadmap development](/glossary/roadmap-development/), goal setting, and team roles. It’s reinforced through KPI tracking and regular check-ins to assess progress and adapt as needed. It also plays a critical role in innovation culture. When teams understand the "why" behind their work, they are more engaged, confident, and capable of making strategic decisions. Alignment empowers autonomy while maintaining cohesion across functions and initiatives. To achieve strategic alignment, organizations must foster collaboration between innovation, leadership, and core business units. Communication, visibility, and shared metrics are key enablers. When done well, strategic alignment transforms innovation from a side activity into a powerful lever for long-term growth. ## Relevant links and use cases - [Nosco Consultancy](/services/) – helping organizations align innovation initiatives with corporate strategy and business priorities --- ## Sustainability strategies URL: https://nos.co/glossary/sustainability-strategies/ ## Definition Sustainability Strategies are long-term plans that integrate environmental, social, and economic considerations into an organization's operations and innovation efforts. They aim to reduce negative impact, create shared value, and future-proof the business in a world facing climate, resource, and societal challenges. In the context of innovation, sustainability strategies provide a guiding framework for prioritizing ideas that align with broader environmental goals. They help teams focus on meaningful solutions — from low-emission technologies to circular business models and inclusive practices. These strategies often support initiatives like [environmental innovation](/glossary/environmental-innovation/) and [green innovation](/glossary/green-innovation/), embedding sustainability into product development, processes, and decision-making. A strong innovation culture ensures that sustainability is not a separate track, but an integrated mindset across teams. Effective sustainability strategies include clear goals (e.g. carbon reduction, zero waste), stakeholder involvement, and alignment with reporting standards or regulatory frameworks. They also emphasize measurement — making use of KPIs, lifecycle assessments, or sustainability-linked innovation targets. To succeed, these strategies must be embedded at both strategic and operational levels. Leadership commitment, employee engagement, and external partnerships all contribute to building sustainable innovation systems that deliver impact and resilience over time. ## Relevant links and use cases - [Sustainability Challenge](/services2/sustainability-challenge/) – supporting the development of sustainability strategies that guide innovation and business transformation --- ## Team building URL: https://nos.co/glossary/team-building/ ## Definition Team Building in the context of innovation refers to the intentional formation and development of teams that are capable of solving problems collaboratively, creatively, and efficiently. It involves aligning skills, roles, and relationships to foster trust, shared purpose, and high-performance dynamics. Strong innovation teams don’t just happen — they are built. Effective team building goes beyond social events and focuses on creating the right conditions for collaboration: psychological safety, role clarity, mutual accountability, and open communication. Innovation often depends on [cross-functional teams](/glossary/cross-functional-teams/) that bring together diverse perspectives. Team building helps bridge knowledge gaps and align goals across functions, geographies, and experience levels. It’s a key enabler of a healthy innovation culture. Whether forming new teams or strengthening existing ones, team building can include structured onboarding, shared rituals, learning workshops, or feedback sessions. These activities promote alignment, motivation, and resilience in the face of uncertainty and change. Team building also enhances [employee engagement](/glossary/employee-engagement/). When people feel part of a connected, collaborative environment, they are more likely to take initiative, share ideas, and stay committed to innovation outcomes. Ultimately, the strength of an innovation initiative often comes down to the strength of the team behind it. Investing in team building is not a nice-to-have — it’s a strategic lever for success. ## Relevant links and use cases - [Nosco Consultancy](/services/) – supporting the design and facilitation of strong innovation teams through targeted team building programs --- ## Technology-driven innovation URL: https://nos.co/glossary/technology-driven-innovation/ ## Definition Technology-driven Innovation is the process of leveraging emerging technologies to create new products, services, or business models that deliver improved value. Rather than starting with a user need or market gap, it begins with a technological opportunity — using it as a catalyst for transformation and differentiation. This approach can lead to breakthrough innovation when technology opens new possibilities that were previously unthinkable. Examples include the application of AI, IoT, robotics, or digital platforms in creating smarter, faster, or more scalable solutions. It often drives change not only in what organizations deliver, but how they operate. To succeed, technology-driven innovation must be connected to real-world relevance. It works best when paired with structured [validation](/glossary/validation/), rapid [scaling](/glossary/scaling/), and a strong innovation culture that promotes cross-functional collaboration and experimentation. Technology is not the end goal — it’s the enabler. The most impactful innovations emerge when technical capabilities meet meaningful use cases, and when teams have the skills and mindset to explore new tech responsibly and creatively. Organizations pursuing technology-driven innovation should also consider governance, ethics, and adoption readiness. Ensuring that innovations are accessible, scalable, and aligned with long-term strategy is key to realizing their full potential. ## Relevant links and use cases - [Diageo Use Case](/cases/diageo-market-innovation/) – example of applying technology-driven innovation to reimagine internal collaboration and speed up idea execution --- ## User-driven solutions URL: https://nos.co/glossary/user-driven-solutions/ ## Definition User-driven Solutions are innovations shaped by the direct input, needs, and behaviors of end users. Rather than relying solely on internal assumptions, this approach puts users at the center of the development process — ensuring solutions are relevant, desirable, and practical from the start. User-driven innovation is rooted in empathy and continuous feedback. Teams engage users through interviews, observations, and rapid user testing to surface insights that inform design decisions. This not only increases solution quality but also builds trust and adoption from the people who matter most. These solutions often emerge through open co-creation and participatory design methods. When combined with structured [validation](/glossary/validation/) and agile iteration, user-driven approaches accelerate learning and reduce the risk of building something that misses the mark. User-driven innovation also strengthens [employee engagement](/glossary/employee-engagement/), especially when frontline teams and internal users are invited to shape tools, processes, or experiences they use daily. It’s about designing with people, not just for them. Ultimately, user-driven solutions lead to higher impact, satisfaction, and long-term success. They reflect a commitment to listening, learning, and adapting — and they help organizations stay close to the real-world problems they aim to solve. ## Relevant links and use cases - [Carbon Footprint Challenge](/cases/carbon-footprint-challenge/) – example of engaging users to shape solutions in the sustainability space - [Bühler Use Case](/cases/buhler-collaboration/) – user-driven design applied to validate assumptions and guide product development --- ## Validation URL: https://nos.co/glossary/validation/ ## Definition Validation is the process of testing hypotheses to gain insights into whether an idea will be successful or not. This can be done through interviews, observations and experiments, and conclusions and recommendations are made based on the results. Validation of ideas comes after the ideation phase and lasts well into the incubation phase. During incubation, managers have decided to invest in learning more about an idea and resources have been allocated to the idea teams to carry out relevant testing. To ensure that resources are not spent on invalid ideas it is critical to first test the most important hypotheses. One such hypothesis is e.g. the assumption that users actually want the solution proposed. There are different types of validation; market validation, technology validation, business model validation etc. --- ## Venture challenges URL: https://nos.co/glossary/venture-challenges/ ## Definition Venture Challenges are structured innovation initiatives focused on identifying and accelerating bold new business opportunities — often beyond the core. They invite individuals or teams to pitch, develop, and test entrepreneurial ideas with the potential to create entirely new revenue streams, ventures, or business models. They are a proven tool for cultivating entrepreneurial thinking inside large organizations and exploring transformative growth areas. These programs often include a mix of coaching, [validation](/glossary/validation/) sprints, stakeholder pitching, and seed funding — all designed to move ideas quickly from concept to proof of business. They foster a safe space to experiment and fail fast while maintaining strategic alignment. Venture challenges also serve as cultural signals. They show employees that bold thinking is not only welcome but expected — and that new ventures can emerge from within, not just from startups or external incubators. When supported by strong leadership and innovation culture, these programs activate internal talent and unlock latent potential. For best results, venture challenges should be embedded in a clear process that guides participants through ideation, exploration, and decision-making — with feedback loops and visibility at each stage. Done well, they don’t just generate ideas — they develop people and capabilities for long-term innovation. ## Relevant links and use cases - [Nosco Consultancy](/services/) – helping companies design and run venture challenges that generate business innovation and internal entrepreneurship --- ## Vision mapping URL: https://nos.co/glossary/vision-mapping/ ## Definition Vision Mapping is the process of visually articulating an organization’s long-term innovation goals and the path to reach them. It helps teams align around a shared future state, identify key opportunities, and prioritize efforts that support the broader strategic direction. Unlike static mission statements, vision maps bring clarity to complex innovation landscapes by connecting aspirations with actionable themes. They create a living reference point that guides idea generation, investment, and execution over time. Vision mapping plays a key role in [strategic alignment](/glossary/strategic-alignment/). It bridges leadership ambition and team-level activity, helping everyone understand how their work contributes to long-term outcomes. It also supports the development of [innovation roadmaps](/glossary/roadmap-development/) and investment strategies. Workshops are often used to build vision maps collaboratively, bringing together cross-functional stakeholders to co-create a narrative and visual structure. These sessions strengthen innovation culture by increasing transparency and engagement across the organization. A strong vision map is aspirational but grounded — connecting where the organization is today with where it wants to be tomorrow. It helps teams say “yes” to the right ideas and “not yet” to others, creating focus and strategic coherence without stifling creativity. When kept visible and updated, vision mapping becomes a powerful tool for communication, prioritization, and long-term innovation momentum. ## Relevant links and use cases - [Nosco Consultancy](/services/) – helping teams co-create vision maps that connect innovation with strategic purpose - [Bühler Use Case](/cases/buhler-collaboration/) – example of using vision mapping to guide innovation in sustainability and product development --- ## Workshops URL: https://nos.co/glossary/workshops/ ## Definition Workshops are structured, time-bound sessions designed to bring together diverse stakeholders for collaborative problem-solving, idea generation, planning, or decision-making. In the context of innovation, workshops provide a focused environment where teams can align, explore opportunities, and develop concrete solutions in a short timeframe. Innovation workshops typically combine [Design Thinking](/glossary/design-thinking/) principles with facilitation techniques to foster creativity, engagement, and rapid iteration. Whether used for prototyping, [roadmap development](/glossary/roadmap-development/), or strategic alignment, they help organizations move from abstract discussions to actionable next steps. Workshops are especially effective when addressing complex or cross-functional challenges. By involving stakeholders from different backgrounds, they unlock varied perspectives and promote co-ownership of outcomes. They also support a strong innovation culture by encouraging open dialogue, psychological safety, and shared learning. Successful workshops are carefully designed, not improvised. Clear objectives, a structured agenda, and the right mix of participants are essential. Digital collaboration tools and external facilitation can further enhance effectiveness, especially in hybrid or remote settings. Whether for strategy sprints, idea validation, or user journey mapping, workshops remain one of the most powerful tools to drive momentum in innovation initiatives. ## Relevant links and use cases - [Nosco Consultancy](/services/) – designing and facilitating innovation workshops to unlock team potential - [Prototyping Workshops](/glossary/prototyping-workshops/) – rapid testing and refinement of early-stage ideas --- ## Year-round idea channels URL: https://nos.co/glossary/year-round-idea-channels/ ## Definition Year-round Idea Channels are always-on platforms or processes that allow employees, partners, or customers to continuously contribute ideas, feedback, and suggestions throughout the year — not just during fixed campaigns or challenges. These channels create a culture of open innovation by signaling that every voice matters, anytime. They support ongoing engagement, faster problem-solving, and the capture of ideas when inspiration strikes — rather than waiting for the “right” moment. Year-round idea channels are often supported by platforms like the Nosco Platform, which provide structure, visibility, and workflows for collecting, reviewing, and developing ideas at scale. These tools make it easy to route ideas to the right teams, track progress, and close the loop with contributors. Unlike one-off initiatives, continuous channels integrate innovation into everyday work. They strengthen innovation culture, support [employee-driven innovation](/glossary/employee-driven-innovation/), and create consistent opportunities for collaboration and improvement. To be effective, year-round channels need proper framing, governance, and visibility. Teams should define themes, provide feedback loops, and recognize contributions regularly to maintain engagement and ensure quality input over time. When embedded into the broader innovation ecosystem, year-round idea channels become a powerful engine for incremental and transformative innovation alike — unlocking insight from across the organization, all year long. ## Relevant links and use cases - [Nosco Consultancy](/services/) – helping organizations design always-on systems for capturing and developing ideas - Nosco Platform – enabling structured, year-round idea management and employee engagement --- ## Zero-waste initiatives URL: https://nos.co/glossary/zero-waste-initiatives/ ## Definition **Zero-waste Initiatives** are innovation efforts aimed at eliminating waste across products, services, and operations — by rethinking how resources are used, reused, or eliminated altogether. The goal is to design systems where materials are continuously cycled, and nothing is sent to landfill or incineration. These initiatives are part of a broader shift toward circular economy thinking and are often driven by environmental commitments, regulatory pressure, or growing consumer demand for sustainable practices. They align closely with [green innovation](/glossary/green-innovation/) and [environmental innovation](/glossary/environmental-innovation/), focusing on impact reduction at every stage of the value chain. Zero-waste innovation can take many forms — from redesigning packaging and optimizing supply chains, to creating take-back programs or exploring biodegradable materials. Successful initiatives involve collaboration across functions and often require new partnerships and business models. To gain traction, zero-waste goals must be embedded in a company’s innovation culture and linked to clear metrics and incentives. Empowering employees to contribute ideas, experiment with new materials, or rethink processes is key to unlocking scalable change. Digital platforms can support zero-waste innovation by tracking material flows, surfacing improvement opportunities, or enabling knowledge sharing across teams. As organizations face increasing pressure to reduce environmental impact, zero-waste initiatives become a vital part of future-fit innovation strategies. ## Relevant links and use cases - [Nosco Consultancy](/services/) – helping organizations design and launch zero-waste initiatives as part of broader sustainability strategies - [Carbon Footprint Challenge](/cases/carbon-footprint-challenge/) – example of mobilizing employees to reduce waste and emissions through collaborative innovation --- # Help center ## @ to mention people and # to reference ideas URL: https://nos.co/help/to-mention-people-and-to-reference-ideas/ Date: 2018-03-16T14:06:00.000Z We are happy to finally release the feature almost all of you have been asking for. ## **Use @ to mention people** Start a lively conversation, connect the right people and keep the collaboration going by using @ to mention and involve people. To mention a person simply type @ and then start typing the name. You can the choose the person from the list that appears. Once the person is tagged he/she will automatically be notified and can jump right into the conversation and provide instant feedback. You can click on the tag, which will lead you to the profile page of the mentioned person. ## **Use # to reference ideas** Use # to refer and link to related, complementary or similar ideas. You can use # -tags in a conversation, when you create an idea, send out messages or in the comment section for evaluators. Simply type # and then start typing the name of the idea. Now choose the right idea from the list that appears. This will create a reference to the idea. When you click on the reference you will be redirected to the referred idea. --- ## Activate your account URL: https://nos.co/help/activate-your-account/ Date: 2026-05-23T11:17:00.000Z 1. You should have received a mail with an activation link. 2. Click on the activation link in the mail. You will be directed to the login page. 3. Choose a password. 4. You can now login with your mail address and password. ## **Have you not received an activation mail?** 1. Make sure it's not in your Junk Email folder - for Outlook users it is worth checking Quarantined Emails at [security.microsoft.com/quarantine](https://security.microsoft.com/quarantine). 2. If you have more than one mail address, make sure to check all your inboxes. 3. If you still cannot find the link, reach out to your [platform admin](help.nos.co). **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Activate, engage and follow up with users URL: https://nos.co/help/activate-engage-and-follow-up-with-users/ Date: 2022-06-16T05:41:00.000Z When running idea campaigns or any other initiative it is crucial to keep your audience active and engaged. The Nosco platform provides you with tools to easily find, re-engage and follow up with your target audience. 1. Click on **Admin** and then on the **channel**in which you want to track engagement and activate users. 2. Click on **Dashboard** in the left navigation. 3. Use the charts to analyse the progress of your initiative. 4. Based on your observation, click on the pre-define **Quick Filter**at the bottom of the page to find the right audience to activate. ***Note:**You can alter, customise and specify the filters later.* 5.**Select** **the users** you want to follow up with. You can add more filters to specify your search.  6. Send a compelling message to re-engage the users. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Add a sponsor and run more successful campaigns URL: https://nos.co/help/add-a-sponsor-and-run-more-successful-campaigns/ Date: 2019-10-07T09:06:00.000Z ### Why sponsors are important It is crucial to anchor your idea campaigns in executive management. Sponsorship from executives give your initiative credibility as well as help you to create momentum and make sure that the best ideas coming out of the campaign will get the backing and resources needed to get executed. ### Add a sponsor to your campaign You can now add who is sponsoring your campaign in the settings of the campaign. Add the sponsors title to let your audience know who he or she is. Your audience will see the sponsors on the channel page. --- ## Add images & videos to your idea URL: https://nos.co/help/add-images-and-videos-to-your-idea/ Date: 2024-04-16T15:21:00.000Z ## **Add an Image** 1. Click on the**image icon** and then on**Add file** or **drag and drop**an image in the dedicated area. 2. Click **Insert**to add the picture. ***Note:** If you experience problems with uploading an image, try to change the filename to something simple.* ## **Add a Video** To insert a video to your idea, click on the**camera icon.** ### **Direct video upload** If the option is enabled on your platform, you can share a video from your own computer by simply **dropping** your file in the dedicated area or by clicking **Add file**. ### **Embed videos** If the direct video upload option is not enabled, you can **copy and paste a link** from Youtube or a video embed code under the **Embed** tab. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Add or remove a channel team URL: https://nos.co/help/add-or-remove-a-channel-team/ Date: 2025-12-19T15:28:00.000Z ### **Why showing a channel team is important?** Sponsorship from executives give your initiative credibility and help you to create momentum. **Learn more**[**here**](https://help.nos.co/hc/en-us/articles/360009830799-Add-a-sponsor-and-run-more-successful-campaigns-) ### **Add a channel team** 1. Click on **Admin,** then select the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) in which you want to add a channel team. 2. Click **Channel team**in the top navigation. 3. Click **Add** next to the team you want to add a member to. You can add team members to the following teams: - **Channel admins** - Choose who is responsible for managing the channel - **Owners** - Show members who are supporting this channel - **Contact**- Decide who members can contact for support 4. Search for the users you want to add, then click **Add owners** (o**r Add admins** / **Add contacts**) to confirm your selection. ### **Remove a channel team member** 1. Click on the **three dots** next to the name of the member you would like to remove, and then on **Remove**to remove the user from the team. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Add, remove & invite users to a channel URL: https://nos.co/help/add-remove-and-invite-users-to-a-channel/ Date: 2025-12-19T15:08:00.000Z **This article will help you to** - Add users to an existing channel - Remove users from a channel - Invite users to a channel ------------------------------------------- ## **Add users to a channel** 1. Click on **Admin** and select the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) where you want to add users. 2. Click on **Members**in the left side navigation. 3. Click on **Add members** in the upper right corner. 4. Type the email or name of the member you want to add, or paste a list of emails. Click **Add to channel** to confirm your selection. ## **Remove users from a channel** 1. Click on **Admin,** then select the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) where you want to remove users. 2. Click on **Members**in the left side navigation. 3. **Select** the members you want to remove from the channel. 4. Click **Remove from channel**, and **Remove** to confirm the action. ## **Invite users to a channel** 1. Click on **Admin,**then select the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) to which you want to invite users. 2. Click on **Messages** in the left side navigation. 3. Click on **New message** in the upper right corner. 4. Write a subject line and a welcome message in the dedicated fields. ***Tip:**Use or get inspired by our*[*best practice invitation message*](https://help.nos.co/hc/en-us/articles/360002092672-Invitation-Email) 5. Click in the**Recipient search field** and search for the users you would like to add to your message. You can search for specific user names, user labels or all members. 5. Click on **Send message**when you are ready to send the message. ***Note:**You can also save your message as a draft and send it later on.* ## **Duplicate an existing message** You can duplicate an existing message by clicking on the **three dots** next to the message you would like to work with and then on **Duplicate**. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Apply statuses to ideas URL: https://nos.co/help/apply-statuses-to-ideas/ Date: 2025-12-19T15:31:00.000Z Idea statuses provide you with an overview of your idea portfolio by enabling you to see at which stage in your process your ideas are. ## **Apply statuses to ideas** There are two ways of applying statuses to ideas: - You can apply a status in the user level, when you are a channel admin, admin or evaluator. - You can apply a status in the admin level, especially when you like to tag a large number of ideas at once. ### **Apply a status in the user level** 1. Click on an idea and then open the **Manage***tab*. Then click on **Change** in the status field and then on the status you want to apply to the idea. ***Tip:*** Use the arrow keys to get to the next ideas. ### **Apply a status in the admin level** 1. Click on **Admin** and then on **the channel**in which you want to add status to ideas. 2. **Select** the ideas you want to apply a status to and then click on **Change Status**in the upper right corner. Choose the status from the list. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** **[support@nos.co](mailto:support@nos.co)** --- ## Archive and Un-Archive a Channel URL: https://nos.co/help/archive-and-un-archive-a-channel/ Date: 2026-01-18T15:22:00.000Z **This article will help you:** - Archive a [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) - Un-archive a channel ---------------------------------------- ## **Archive a channel** 1. Click on **Admin**and then on **All Channels**followed by **View all**. 2. Select the channel you want to archive and click **Change state** and then **Archive**. ***Note:** When you archive a channel, it is not deleted and members can, therefore, still see the ideas. If you don't want them to see the ideas, hide them. Learn how to hide ideas*[*here*](https://help.nos.co/hc/en-us/articles/360015261312-Make-ideas-confidential-with-the-hidden-status)*.* ## **Unarchive a channel** 1. Click on **Admin**and then on **All Channels** followed by **View all**. 2. Click on the **Folder** the upper right corner. 3. Select the channels you want to unarchive and then click **Change state** and **Open**. ***Note:** You can un-archive a channel and still keep it close for members by clicking on "Close".* **We hope this article has been useful for you.** **If you need more help, feel free to reach out to us:** [**support@nos.co**](mailto:support@nos.co) --- ## Assign & remove evaluator rights URL: https://nos.co/help/assign-and-remove-evaluator-rights/ Date: 2025-12-19T16:16:00.000Z **This article will help you to** - Create an evaluation team - Assign & Remove evaluators to the team ---------------------------------------- Before you can assign evaluators, you need to set up at least one evaluation team. Create as many teams as you want and make the right people evaluate the right ideas. ## **Create an evaluation team** 1. Click on **Admin** and then on the channel in which you want to create an evaluation team. 2. Click on **Process** in the left side navigation. 3. Scroll down to the row *Evaluation Teams* and click on **Add team**. 4. Click on **Create Team** and then give the team a title and decide in which stages this team should be available. 5. Click on **Next** and then type the names or emails of the users you want to add to this team. 6. Now click on **Create Team**. ## **Add & Remove evaluators to the team** ### **Add evaluators** 1. Click on the evaluation teams in the column where you want to add evaluators. 2. Hover over the team you want to edit and click on the**three dots**and then on**Manage members.** 3. Click on **Add Evaluators i**n the right corner and then type the emails or names of the users you want to add to the team. ### **Remove evaluators** 1. Click on the evaluation teams in the column where you want to remove evaluators. 2. Hover over the team you want to edit and click on the**three dots**and then on**Manage members.** 3. Select the users you want to remove from the team and then click **Remove**. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Assign admin rights to a user URL: https://nos.co/help/assign-admin-rights-to-a-user/ Date: 2026-01-18T14:47:00.000Z **This article will help you to** - Assign platform admin rights to a user - Assign channel admin rights to a user ---------------------------------------- ## **Assign platform admin rights** The platform admin is responsible for setting the scene and managing the entire platform. As such the platform admin has access and can change all parts of the platform. We, therefore, recommend keeping the number of platform admins low. 1. Click on **Admin** and then on **Users** in the dropdown menu. 2. Mark the users you want to make an admin, and then click on**Change role**and**Make admin*****.*** ## **Assign channel admin rights** The channel admin is responsible for managing one or several channels. The admin rights are limited to these channels. 1. Click on **Admin** and then on the specific [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) in which you want to assign a new channel admin. 2. Click on **Members** in the left menu bar, and mark the users you want to make admin. 3. Then click on**Change Role**and**Make Channel admin*****.*** **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Assign channel admin rights URL: https://nos.co/help/assign-channel-admin-rights/ Date: 2025-12-19T16:16:00.000Z The channel admin is responsible for managing one or several channels. The admin rights are limited to these channels. 1. Click on the **Admin** and then on the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) in which you want to assign a new channel admin. 2. Click on **Members** in the left side navigation. 3. Select the members you want to make channel admin and click on **Change role**and then on **Make channel admin***.***.** **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Assign platform admin rights URL: https://nos.co/help/assign-platform-admin-rights/ Date: 2026-01-18T15:27:00.000Z The platform admin is responsible for setting the scene and managing the entire platform. As such the platform admin can change all parts of the platform. We, therefore, recommend keeping the number of platform admins low. 1. Click on **Admin** and then on **Users** in the dropdown menu. 2. Mark the users you want to make an admin, and then click on**Change role**and**Make admin*****.*** **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Automatically assign ideas to evaluation team URL: https://nos.co/help/automatically-assign-ideas-to-evaluation-team/ Date: 2025-12-19T15:32:00.000Z To automatically assign ideas to evaluation teams, you have to set up some rules. 1. Click on**Admin,**then select the **channel** in which you want to set up rules to automatically assign ideas. 2. Click on **Process** in the left side navigation. 3. Scroll down to the column "Auto-assign", then click **Add rules** under the stage where you want ideas to be automatically assigned to evaluation teams. 4. Choose which action should trigger the auto-assignment. You have the following options: 1. Auto-assign all newly submitted ideas. 2. Auto-assign ideas, where a certain option has been selected in the idea submission form. ### **Auto-assign all newly submitted ideas** 1. To auto-assign all newly submitted ideas, select**New idea submitted**from the drop-down. 2.  Now select the **Evaluation Team** to which the ideas should be assigned. 3. Decide whether or not evaluators should be notified when new ideas are assigned to them. Also decide if users should be required to submit for evaluation before the ideas are assigned to the evaluation team - this is mainly relevant for later stages to ensure that users update their ideas before they are submitted for evaluation. 4. Click on **Save** to save your rules. ### **Auto-assign ideas, where a certain option has been selected in the submission form** 1. To auto-assign ideas, where a certain option has been selected in the submission form, select **Option in submission form selected**. 2. Select the **Submission form field** that should trigger the auto-assignment from the drop-down menu and then decide, which option selected in the submission form should be assigned to which evaluation team. 3. Decide whether or not evaluators should be notified when new ideas are assigned to them. Also decide if users should be required to submit for evaluation before the ideas are assigned to the evaluation team - this is mainly relevant for later stages to ensure that users update their ideas before they are submitted for evaluation. 4. Click on **Save** rules to save your rule. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Best practice - Call for ideas URL: https://nos.co/help/best-practice-call-for-ideas/ Date: 2021-10-19T08:57:00.000Z Idea campaigns are a great way to mobilise the organisation and fill up your idea pipeline with high quality ideas that can be turned into projects. The call for ideas is at the core of every idea campaign and crucial for its success. A well framed call for ideas ensures that you attract the right audience and receive relevant and high quality ideas. As an innovation manager it is your job to frame the campaign in a way that it engages your target group and achieves its set KPI’s. The art of writing a call for ideas that creates good results might seem a daunting task. However, with our guidance you can master it and ensure you get the most out of your campaign. ### ***Step 1: Get stakeholders on board*** When planning an idea campaign we strongly recommend to work closely with all relevant stakeholders of the campaign. Who should sponsor the campaign, who should evaluate the ideas, who will manage the campaign? To increase the chances of success, it is particularly important to anchor your campaign in executive management. Make sure that someone with executive power sponsors your campaign. This will help you to create momentum and make sure that the best ideas coming out of the campaign get backing and resources. #### **How to get executive management on board?** We all know that executives have limited time and resources. Thus, it is crucial to show that their involvement as a sponsor will only demand a minimum of involvement and time. In return they will receive high potential ideas.  Record a 1-2min long video in which your sponsor emphasises the importance of the campaign for the company. This is a great tool to mobilise your audience and increase the amount of submissions. ### ***Step 2: Define the topic*** Ask yourself why you are running an idea campaign, what is the problem you want to address/solve. Gather information about the situation and circumstance causing the problem. Establish a context for the campaign by describing the situation and providing background information. Make sure to involve people who have deep knowledge in the problem as they can help you define the topic. Think about who should be the target audience. The topic should be framed with the target audience in mind. ### ***Step 3: Define your desired outcomes*** Describe what the desired outcomes of the campaign are, what kind of ideas you are looking for and what requirements the solutions must meet?  This will help the participants to submit ideas that are relevant and within the scope of the campaign. Set the criteria that the ideas will be evaluated against. Transparency of the evaluation process is crucial as it allows you to justify your decisions and avoid demotivating idea authors which ideas didn’t advance. ### ***Step 4: Create the call for ideas*** Now  that you have defined the topic and your desired outcomes, it is time to put it to action and create the actual call for ideas. Based on 10+ years of experience running idea campaigns we have come up with a template that helps you to write a strong and compelling call for ideas. Feel free to use the template below. ### ***Call for ideas best practice template:*** Fill out the template below and add it in the description field of the campaign in the platform.

 **Problem/ Situation** We are running this idea campaign because... **Call for ideas** Insert video of Sponsor (recommended) We are looking for ideas that... • ... • ... • ... Ideas should NOT... • ... • ... • ...   **Screening Parameters** We are screening ideas based on: • ... • ... • ... • ...   **Campaign Sponsor** Sponsor Name Sponsor Title   **Contact** Name of Contact Contact email --- ## Best practice - Manage users URL: https://nos.co/help/best-practice-manage-users/ Date: 2021-10-19T08:57:00.000Z Big companies are in a constant state of change. New people join, some move internally, and others say good-bye. As platform admin, it is your job to keep the user list on the platform up-to-date to ensure the quality and accuracy of your data. Efficiently manage all users on your platform by following these simple steps. ***Note:** The following tips only work for platforms that do not use SSO.* ### **Delete users** #### *Step 1 - Download the user list* Click on the *cogwheel* in the upper right corner > choose *People > s*elect all users > click on *More* > *Download*. #### *Step 2 - Prepare an Excel table* Open the user list in excel. Add a new column with a user label that indicates which users have to be deleted like e.g. "delete". Add the label to all users that have to be deleted. #### *Step 3 - Upload Excel table* Click on the *cogwheel* in the upper right corner > choose *People*. Click on the *Plus icon >*select *Import from Excel >* drag and drop your Excel file in the dedicated area. Match the columns > click on *Next* in the left corner > click *Import*. #### *Step 4 - Delete users* Go back to *People* and filter the list by the user label "delete". *Select all* users > click on *More* and then *Delete*. ### **Update user labels & add new users** #### *Step 1 - Download the user list* Click on the *cogwheel* in the upper right corner > choose *People > s*elect all users > click on *More* > *Download*. #### *Step 2 - Prepare an Excel table* Open the user list in excel, update user labels that are outdated and add new users. ***Tip:** We recommend to use prefixes like e.g. Function, Location, etc. in front of your user labels for improved structure and workflow in excel.* #### *Step 3 - Delete user labels* Go back to the platform and click on the *cogwheel* in the upper right corner > choose *User labels > Select all* user labels > click on the *trashcan-icon*. #### *Step 4 - Upload Excel table* Click on the *cogwheel* in the upper right corner > choose *People*. Click on the *Plus icon >*select *Import from Excel >* drag and drop your Excel file in the dedicated area. Match the columns > click on *Next* in the left corner > click *Import*. Now the user labels should be updated and news users should be added. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Categorise ideas with tags URL: https://nos.co/help/categorise-ideas-with-tags/ Date: 2026-05-23T12:02:00.000Z **This article will help you** - Tag ideas - Add tags to multiple ideas at once ---------------------------------------- Tags are a great way to organise and manage ideas. Easily find and identify the right ideas to work with and export for your reports. ## **Tag ideas** There are two ways of tagging ideas: - You can add the tag in the user level - You can add the tag in the admin level, especially when you want to tag a large number of ideas at once. ### **Add tags in the user level** 1. Click on an idea and then open the **Manage tab** in the right navigation. Click on **Add tag** and then on the tags you want to add to the idea. ***Tip:** You can use the arrow keys to go to the next ideas.* ### **Add tags in the admin level** 1. Click on **Admin** and then on the **channel**in which you want to tag ideas. 2. Select the ideas you want to tag and then click on **Tag** in the upper right corner. Click on tags you want to add from the list. ## **Add tags to multiple ideas at once** In case you want to tag multiple ideas, you can upload an updated idea list in Excel format to the Nosco platform and so tag all ideas at once. 1. Click on **Admin** and then on the **channel**in which you want to tag ideas. 2. **Select** the ideas you want to update. Click on **Export** in the upper right corner and then on**Ideas (.xls)**. 3. Open the list in excel and remove all unnecessary columns. The spreadsheet needs to at least include the idea ID. Create a new column for each tag and save the spreadsheet as xlsx. file. 4. Now go back to **All ideas** in the admin level. Click on **More** and then on **Update tags with Excel** in the dropdown menu. 5. Drag and drop the Excel file in the dedicated area and then match the columns with the right headers. Click on **Next** in the bottom left cornerandhave a look at the report. If everything looks alright click on **Import**. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Change idea author URL: https://nos.co/help/change-idea-author/ Date: 2025-12-19T15:31:00.000Z 1. You can change the author of an idea on the user level by clicking on the idea of which you want to change the author. 2. Then click on and then on **Change Author**. 3. Now select which **Author** you want to assign the idea to and then click on **Change author**. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Change several idea authors URL: https://nos.co/help/change-several-idea-authors/ Date: 2025-12-19T15:32:00.000Z 1. Click on **Admin** and then on the**Channel** in which you want to change idea authors. 2. Click on **Ideas** in the left navigation. 3. **Select** the ideas you want to change the idea author of, and click on . 4. Click on **Export ideas**. 5. Open the file in Excel and change the email addresses to the new idea authors emails. Then save your changes. 6. Back on the platform in the idea list, click on and then on **Change authors**. 5. **Drag and drop** the Excel file in the dedicated area. 6. Match the columns with the Idea IDs and the Author emails with the right headers. 6. Click on **Review changes**in the top right corner. If everything looks alright click on **A****pply changes** **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Change the email that your platform sends from URL: https://nos.co/help/change-the-email-that-your-platform-sends-from/ Date: 2026-01-18T15:38:00.000Z One of the most important factors in whether an email is opened or not is the sender's name. The sender's name is what will be displayed in the form field of the user's email client. ## **Choose a recognisable sender name** Often that will be the company name, or perhaps the name of a specific challenge or campaign that you are running on your Nosco Platform. ## **Change the sender name on the Nosco platform** 1. Click on **Admin** in the upper right corner and then on **Platform settings**in the dropdown menu. 2. Type your preferred sender name in "Email Sender Name" and click **Save** at the bottom of the page to save your changes. **Tip:**Make sure that "General" is selected in the top navigation bar. ## **Send a test email** Send a test email from the platform to check if everything is correctly set up. Some webmail clients cut off "From" names. For example, Gmail cuts off addresses and names at around 20 characters. ## **Want to send from a specific email address?** Nosco can also help you to send emails from your platform using a specific email address. Get in touch with Customer Success at **support@nos.co** and we will be happy to assist you. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Change the notification settings URL: https://nos.co/help/change-the-notification-settings/ Date: 2023-11-17T15:26:00.000Z 1. Click on the **Profile icon** in the upper right corner and then click **View profile**. 2. When you have clicked **View profile,** proceed to click **Edit profile** in the upper right corner. 3. Scroll down to **Notification settings** and click on the **switch** next to the notification type to turn them on/off. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Change the sender name of your messages URL: https://nos.co/help/change-the-sender-name-of-your-messages/ Date: 2019-08-27T08:32:00.000Z One of the most important factors in whether people open your mail or not is the sender's name. The sender's name is what gets displayed in the "from field" of the user's email client. ### **Step 1 - Choose a recognisable sender name** Often that will be the company name, or perhaps the name of a specific challenge or campaign that you are running on your Nosco Platform. ### **Step 2 - Change the sender name on the Nosco platform** Click on the cogwheel in the upper right corner and then on *Setup* in the drop-down menu. Make sure that *General* is selected. Then type your preferred sender name under *Email Sender Name*and click*Save* at the bottom of the page to save your changes. ### **Step 3 - Send a test email** Send a test email from the platform to check if everything is correctly setup. ***Note:** Some webmail clients cut off "From" names. For example, Gmail cuts off addresses and names at around 20 characters.* #### **Want to send from a specific email address?** Nosco can also help you to send emails from your platform using a specific email address. Get in touch with Customer Success on **support@nos.co** and we will be happy to assist you. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Change the visual identify of the platform URL: https://nos.co/help/change-the-visual-identify-of-the-platform/ Date: 2026-01-18T15:38:00.000Z 1. Click on **Admin** in the upper right corner and then on **Platform settings**in the dropdown menu. 2. Click on **Colors and Logo** in the top navigation bar*. Here you can:** - upload your logo - change the primary colours of the platform - add an image of your choice to the login page **Our tips:** - Upload a logo with a transparent background and min height of 64px - Use a background colour that works with white text. - [Click here](https://help.nos.co/hc/en-us/articles/115001695372) to learn more about how to customise your login page **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Change your password URL: https://nos.co/help/change-your-password/ Date: 2023-11-17T15:26:00.000Z 1. Click on the **Profile icon** in the upper right corner and then click **View profile**. 2. When you have clicked **View profile,** proceed to click **Edit profile** in the upper right corner. 3. Scroll down to **Change password** and enter your current password. Then choose a new password and enter it a second time to confirm. 4. To confirm and save the change you have made click **Update password**. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Channel Owner Guide - A guide to setup and manage your channels URL: https://nos.co/help/channel-owner-guide-a-guide-to-setup-and-manage-your-channels/ Date: 2021-10-19T08:52:00.000Z Train and onboard your channel owner with the Nosco Channel Guide. Feel free to share the Guide within your organisation or get inspired to create your own. ## [Download Channel Guide](https://www.dropbox.com/s/axr7py4xzudeb47/Channel%20Owner%20Guide.pdf?dl=0) --- ## Choose an Idea Template That Creates Relevant and High Quality Ideas URL: https://nos.co/help/choose-an-idea-template-that-creates-relevant-and-high-quality-ideas/ Date: 2021-10-19T08:58:00.000Z The idea template guides your employees in creating an idea. Choosing the right template is critical for the success of your initiatives as it ensures that your employees submit relevant and high quality ideas. Based on our experience of running innovation challenges and idea campaigns over the last 10 years, we compiled a few tips on how to create an effective idea template. *Download an example idea template that has proven to create great results [here](https://help.nos.co/hc/en-us/articles/360001916471-Idea-Template). Feel free to use the template in your next initiative. However, remember each initiative is different so feel free to adjust the template to your objectives and needs.* ### ***Tip 1: Include an Idea Summary*** The idea summary can be seen as a written elevator pitch. The idea authors are asked to compress their idea in a short compelling summary. Even though, writing a good idea summary is not easy, it will help the idea author to think about the most important aspects and selling points of their idea. Moreover, the idea summary will give readers, managers and evaluators a quick overview of the idea and makes it easier for evaluators to get the essence of the ideas and make better decisions. Find a template for how to write a compelling idea summary [here](https://help.nos.co/hc/en-us/articles/360001916131) ### ***Tip 2: Help idea authors to structure their idea*** Often idea authors are tempted to lose themselves in technical details without considering other important aspects of the idea e.g. what is the problem the idea is solving, what is the underlying need, what is the target group and market, etc . The result are long, incomprehensible and hard to read descriptions of technical details. Provide idea authors some guidance on how to structure their idea. This will help them to consider important aspects and make it much easier for you to read and understand the idea. Typically we structure the idea description as follows: - What is the problem/opportunity? - What is your solution? - What is the market? - Resources needed & Next Steps ### ***Tip 3: Make some fields required*** Often times we see that idea authors don’t fill out all fields in the template because their idea is in such an early stage that there are a lot of uncertainties and unknowns or they don’t take the effort to fill out all fields. In order to get ideas that have sufficient information for you to screen them it can be helpful that you make the most important fields in the template required to fill out. ### ***Tip 4: Keep it lean*** People are already busy with their daily jobs. Asking them to submit an idea puts an extra workload on their shoulders. So try to keep the template as lean and as short as possible. Make it easy to submit an idea while still getting all the information needed. ### ***Tip 5: Decide on a final template before you start your initiative*** Once an idea has been submitted, its template can’t be changed anymore. In order to avoid having ideas with different templates, make sure to finalise your idea template before you start your initiative. --- ## Contact Support URL: https://nos.co/help/contact-support/ Date: 2026-05-23T11:45:00.000Z We are sorry to hear you are having problem with the platform. Your channel contact (on the About page of the channel) is always your first line of support. But if you are in any way in doubt or are experiencing technical issues: #### **Contact support by clicking**[**here**](https://help.nos.co/hc/en-us/requests/new?preview%5Btheme_id%5D=204288803&preview_as_role=end_user&use_theme_settings=false)**or writing to**[**support@nos.co**](mailto:support@nos.co) ### **Bugs** If you are experiencing bugs / technical issues, we need your help to locate the problem. It can take some time to research, reproduce, and then fix bugs. Thus, the more details you are able to share about your experience, the better. 📹 Screencasts and screenshots can be ridiculously helpful to our team. Screencasts help us replicate issues. We understand that everyone will not be able to share visuals because of the type of issue. We get that. If that’s the case, kindly share as many details as you can. 📝 - **Who are you? -** What is the name of the organisation, project, and branch? - **What did you click? -** Which buttons have you clicked on? - **What specifically happened? -**  For example, did you see a seemingly endless loading wheel? - **How is the issue effecting you? -** E.g. Are you blocked from working? - **What browser version do you use?** - If you don't know it you can find out [here](https://www.whatsmybrowser.org/) ***Thank you!*** 🙏🏼 *The information you share with us about bugs can go a long way in helping us resolve them for everyone. We know it’s an extra step in your day. We sincerely appreciate your time and help.* #### **Contact support by clicking**[**here**](https://help.nos.co/hc/en-us/requests/new?preview%5Btheme_id%5D=204288803&preview_as_role=end_user&use_theme_settings=false)**or writing to**[**support@nos.co**](mailto:support@nos.co) --- ## Control if authors can edit ideas URL: https://nos.co/help/control-if-authors-can-edit-ideas/ Date: 2025-12-19T15:28:00.000Z On the Nosco Platform, you can control whether idea authors can edit their ideas. The setting only applies to authors, admins can still edit the idea. 1. Click on **Admin,** then select the channel you want to edit. 2. Click on **Process** in the left side navigation. 3. In the column "When can authors edit posts?", adjust the settings for each stage. A stage can be set, so that authors: - Can always edit their idea - Can edit their idea until the submission deadline has passed - Can edit their idea until evaluation has started - Can never edit their idea **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Cookies URL: https://nos.co/help/cookies/ Date: 2025-07-15T16:21:00.000Z The Nosco platform is a web-based product, and needs cookies for its functionality. Most cookies are necessary and relate to user sessions (so that the platform can recognise a user after they have logged in), or technical sessions (so that the routers can route the connection to the correct server). These are: - **sess**- the main login session cookie, expires 8 hours after login - **socketToken**- legacy supplementary session cookie, expires 8 hours after login - **targetUrl**- related to login redirection, expires after a few minutes - **idpTokenInbound** - related to login redirection, expires after a few minutes - **AWSALB** - technical, relating to the AWS load balancer sticky sessions, expires in 7 days - **AWSALBCORS** - technical, relating to the AWS load balancer sticky sessions, expires in 7 days Some cookies are optional, and are set by analytics products we use at Nosco to help us track the usage of the platform. These are set only for logged in users and do not contain any PII or otherwise identifying information: - **mp__mixpanel**- MixPanel analytics, expires in 1 year, is different per user. Finally, some cookies are no longer in use, and as obsolete will be removed in due time: - **mongoMachineId**- unused, will be removed, never expires, replaced with localStorage equivalent to ensure unique ObjectID generation. --- ## Copy a channel URL: https://nos.co/help/copy-a-channel/ Date: 2020-01-09T09:20:00.000Z The new copy channel feature makes it easier than ever to start a new project. It allows you to copy already existing channels, including their description, stages, templates, and user. ### ### **Copy an existing channel** You can choose which existing channel you would like to copy. Give your channel a new title and decide if you want to copy the users and the channel admins. #### Learn how you can copy a channel [here](https://help.nos.co/hc/en-us/articles/360011229899) **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Copy an existing channel URL: https://nos.co/help/copy-an-existing-channel/ Date: 2025-12-19T16:11:00.000Z 1. To copy an existing [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-are-channels-), click on **Admin**in the upper right corner and then on **Create new Channel**. 2. Click on the **Copy, select the channel**you want to copy, and then click**Copy channel.**  3. Give your channel a title and decide if you want to copy the users and the channel admins.  4. Save your new channel by clicking **Copy channel***.* **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Create & delete evaluation teams URL: https://nos.co/help/create-and-delete-evaluation-teams/ Date: 2025-12-19T16:04:00.000Z **This article will help you to** - Create an evaluation team - Add & Remove evaluators/ideas to a team - Delete an evaluation team ---------------------------------------- Before you can assign evaluators, you need to set up at least one evaluation team. Create as many teams as you want and make the right people evaluate the right ideas. ## **Create an evaluation team** 1. Click on **Admin** and then on the channel you want to create a team in. 2. Click on **Process** in the left side navigation. 2. Scroll down to the row *Evaluation Teams* and click on **Add team**. 3. Click on **Create Team** and then give the team a title and decide in which stages this team should be available. 4. Click on **Next** and then type the names or emails of the users you want to add to this team. 5. Now click on **Create Team**. ## **Add & remove evaluators** ### **Add evaluators** 1. Click on the evaluation teams in the column where you want to add evaluators. 2. Hover over the team you want to edit and click on the**three dots**and then on**Manage members.** 3. Click on **Add Evaluators i**n the right corner and then type the emails or names of the users you want to add to the team. ### **Remove evaluators** 1. Click on the evaluation teams in the column where you want to remove evaluators. 2. Hover over the team you want to edit and click on the**three dots**and then on**Manage members.** 3. Select the users you want to remove from the team and then click **Remove**. ## **Add & remove ideas** ### **Add ideas** 1. Click on **Manage evaluations** in the left side menu*.* 2.**Select** the ideas you want to add to a team. 3. Click **Assign to evaluation team**. 4. Select the team you want to add the ideas to and click **Assign to team**. ### **Remove ideas** 1. Click on**Manage evaluations** in the left side menu. 2. **Select** the ideas you want to remove from a team. 3. Click **Assign to evaluation team**. 4. Uncheck the the team, you want to remove the ideas from and click **Assign to team.** ### **Auto-assign ideas** To automatically assign ideas to evaluation teams, you have to set up some rules. 1. In the "Auto-assign" row and the stage you want to auto-assign ideas to evaluation teams, click on **Add rules**. 4. Choose which action should trigger the auto-assignment. You have the following options: 1. Auto-assign all newly submitted ideas. 2. Auto-assign ideas, where a certain option has been selected in the idea submission form. #### **Auto-assign all newly submitted ideas** 1. To auto-assign all newly submitted ideas, select**New idea submitted**from the drop-down. 2.  Now select the **Evaluation Team** to which the ideas should be assigned. 3. Decide whether or not evaluators should be notified when new ideas are assigned to them. Also decide if users should be required to submit for evaluation before the ideas are assigned to the evaluation team - this is mainly relevant for later stages to ensure that users update their ideas before they are submitted for evaluation. 4. Click on **Save** to save your rules. #### **Auto-assign ideas, where a certain option has been selected in the submission form** 1. To auto-assign ideas, where a certain option has been selected in the submission form, select **Option in submission form selected**. 2. Select the **Submission form field** that should trigger the auto-assignment from the drop-down menu and then decide, which option selected in the submission form should be assigned to which evaluation team. 3. Decide whether or not evaluators should be notified when new ideas are assigned to them. Also decide if users should be required to submit for evaluation before the ideas are assigned to the evaluation team - this is mainly relevant for later stages to ensure that users update their ideas before they are submitted for evaluation. 4. Click on **Save** rules to save your rule. ## **Delete evaluation team** 1. Click on the evaluation teams in the column where you want to delete an evaluation team. 2. Hover over the team you want to edit and click on the**three dots**and then on**Delete.** 3. Confirm your action by clicking **Delete**. ***Tip:** Be aware that if you delete an evaluation team, all evaluations from this team will be deleted as well.* **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Create & invite new users URL: https://nos.co/help/create-and-invite-new-users/ Date: 2026-01-09T14:42:00.000Z **This article will help you to** - Create new users - Manage new users - Upload new users with Excel - Identify common import errors ------------------------------------------------- ## **Create new users** 1. Click on **Admin** in the upper right corner and then on**Users** in the drop-down menu. 2. Click on the **Create users**in the upper right corner. 3. Type or copy and paste emails of the users you would like to create in the dedicated field and click **Continue**. *Note: You can copy a list of users directly from the "To**"** field in Outlook or from Excel.* 4. Make sure that first name, last name and email address of all users you'd like to add are correct and click **Create users**. ## **Manage new users** 1. In the next step, you can give users access to specific channels, add user labels and send invitations. To do so, click on **Manage users**. 2. Click the action you would like to apply: **Add to channel** **Add user labels** **Send invite** 3. Once you have applied all actions, click **Done**. ## **Upload new users with Excel** Before importing users to the platform, you have to prepare an Excel file with the users and the information you’d like to upload. Make sure that: - All users and their information are on the first sheet as we only import the first sheet of the file. - The first row does not contain any user info you want to upload. This row is considered to contain column headers and will not be imported. - That user info is split into separate columns. First -, last name and email are required. (SSO IdP ID is for platforms that have enabled Single Sign-On) 1. Click on **Admin** in the upper right corner and then on **Users** in the drop-down menu. 2. Click on the **Import button**in the upper right corner and then on **Import Users from Excel**. 3. **Drag and drop** your Excel file in the provided area or click on the field to upload the file. 4. You will now see a table showing the first five rows of your Excel file. Verify that the content is correct and select the right headers for each column. (Required for first -, last name, and email.) ***Note:***Columns that are not mapped will be ignored. 5. Click on **Next.** A report of what is about to happen will open up. If no problems have been detected, click on **Import**to start the user import. 6. Once you have uploaded the new users make sure to [send an invite.](https://help.nos.co/hc/en-us/articles/115002559191-Invite-users-to-the-platform) ## **Common import errors** We always analyse your file and show you a report of what exactly will happen when your file is imported. If the analysis detects any problems, you can cancel and fix the errors. - **No identifier -** Columns are missing an email. For SSO-enabled sites, neither an email nor an IdP ID was offered. - **Invalid emails -** When columns contain incorrectly formatted email addresses. - **Duplicates emails or SSO IdP IDs -** When the file you are importing contains the same email address or SSO IdP ID in more than one column. - **No identifier -** When columns are missing - **Multiple targets -** When a column contains both an email and an IdP ID, but the installation already contains a different user for each of those. - **Multiple sources -** When two columns each contain an email and an IdP ID, and they both match a single existing user on the installation. - **Missing names -** When the first and last name fields of a column are both empty. - **Updated -** The file you are importing contains updated information to some users. - **Unchanged -** Refers to users already on your platform, and all the uploaded information was identical. - **Skipped -** This means these users will not be imported **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Create a channel URL: https://nos.co/help/create-a-channel/ Date: 2025-12-19T16:11:00.000Z **This article will help you to** - create a new channel from scratch - use channel templates to create a new channel -------------------------------------- 1. Click on **Admin** in the upper right corner and then on **Create new channel**. 2. Decide if you want to set up your own channel or choose one out of 3 channel templates. You have the option to choose between Innovation Challenge, Idea Campaign, or Continuous Improvement. ## **Create a new channel from scratch** 1. Select **Blank Channel** and then click on **Create Channel**. 2. Now give your channel a title and select in which space you want the channel to show up.  Then click on **Create channel.** 3. Now you can adjust the channel settings to your needs. ### **General Settings overview** #### **Design** 1. To make a change in the Design section, click **Edit** next to the field you want to edit. Click **Publish** in the upper right corner once you are ready to confirm your action. Here you can edit the following: - **Title** - Edit the title of your channel - **Card** - Choose how your channel will be displayed to members - **About page** - Choose a layout, card image and describe your channel #### **Channel team** 1. Click **Channel team**in the top navigation. 2. Click **Add** next to the team you want to add a member to. You can add team members to the following teams: - **Channel admins**- Choose who is responsible for managing the channel - **Owners** - Show members who are supporting this channel - **Contacts** - Decide who members can contact for support 4. Search for the users you want to add, then click **Add owners** (o**r Add admins** / **Add contacts**) to confirm your selection. #### **Settings** 1. Click **Settings**in the top navigation. 2. Here you can edit the following: - **Access** - Control who can access this channel - **Space** - Organise and group your channels e.g. business unit or use case - **Featured** - Show channel on top of all channels - **Channel State** - Open, close or archive a channel - **Statuses** - Choose whether to use all platform statuses or only those you select - **Blinded submission** - New submissions will keep the author's identity hidden from users and evaluators ### **Process settings** 1. Click on **Process**in the left side navigation. #### **Stages** The first section are the stage settings. Here you can change the following: - **Stage title** - Give a stage a title (e.g. idea collection, screening, maturation. etc.). - **Stage description** - Describe what will happen on each stage of the process. - **Active stage** - Set the active stage. All ideas will by default be submitted to the active stage. - **Delete stage** - You can only delete a stage, that isn't the active stage. #### **Submission** In this section you can edit anything related to idea submission: - **Submission form -**Create the form users complete to submit their ideas. - **Submission deadline -**Set a deadline for idea submission on a stage. - **Who can submit posts? -**Decide which users can submit posts on a stage. - **When can authors edit posts? -**Decide, when idea authors can edit their ideas. #### **Collaboration** In this section you can edit the following: - **Likes -**Decide if users can like ideas on a stage. - **Comments -**Decide if users can comment on ideas on a stage. #### **Evaluation** In this section you can edit the following: - **Evaluation form -** Define the criteria ideas are evaluated on. - **Teams**- Add evaluators and the ideas they should evaluate. - **Evaluation status**- Enable or disable evaluations. - **Evaluation deadline**- Choose until when ideas can be evaluated. - **When can evaluators see results?**- Decide if evaluators can see the results of other evaluators. - **Heatmap**- Create a heatmap to visualise your evaluation results. - **Allow evaluator comments**- Allow evaluators to comment on ideas in this stage. - **Auto-assign**- Auto assign ideas to evaluation teams. #### **Automation** Automations allow you to set up rules that trigger specific actions based on the answers provided in an idea submission form or an evaluation form. This helps reduce manual work and keeps your workflow running smoothly. With Automations, you can automatically: - Move an idea to a different stage - Update the status of an idea - Assign an idea to an evaluation team - Update a form field in the idea subimission form - Send notifications to users - Change the author of an idea ***Note:** To enable and configure Automations for your workspace, please contact us at**support@nos.co**. Our team will help you get set up.* ### **Submission form** 1. Click on **Submission form**in the left side navigation. 2. Click on **Edit form** in the upper right corner. 3. To add a field, click **Add field** and then select which type of field you would like to add to the form in the left menu. 4. Now name the field and add any necessary options, etc. ***Note:** You are creating the submission form for all stages. In the next step, you’ll decide which fields are available in each stage.* 4. Click **Save** in the upper right corner, once you are ready to confirm your actions. 5. Now you can control the permission of form fields at each stage of the process by managing: - Which fields are **required**. - Which fields can be **edited**. - Which fields are **visible**. ## **Use channel templates** 1. Select a channel template and then click on **Create channel**. 2. Give your channel a title and then click on **Create channel**. 3. Now you can adjust the channel settings to your needs. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Create a channel process URL: https://nos.co/help/create-a-channel-process/ Date: 2025-12-19T15:28:00.000Z **This article will help you to** - Understand process and stages - Create a process with stages - Define the active stage - Delete a stage ------------------------------------------- ### **What is a Process & stage?** Stages allow you to create a custom workflow for each of your [channels](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) and get a visual overview of your idea pipeline. To set up a process, you need to set up at least 2 stages. Read more about how to benefit from process and stages [here](https://help.nos.co/hc/en-us/articles/360020025871-Introducing-Workflows) ### **Create a process and stages** 1. Click on **Admin,**then select the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) you wish to create a process and stage in. 2. Click on **Process** in the left side navigation.  3. Click on **Add stage** in the upper right corner. 4. Give the stage a title and description and click **Create stage**. ***Note:** The stage description is visible to all people in a channel when hovering over* *the elements in the timeline.* 5. You can set up each stage individually so it suits your needs. ### **Define the active stage** The active stage is the part of the process in which all newly added ideas will be submitted to. 1. Hover over the name of the stage you want to make the active stage and then click on the **three dots.** Then click **Make active stage**. ***Note:** Users can follow the timeline to keep track of the initiative’s progress through the process.* ### **Delete a stage** Before you delete a stage, make sure that there are no ideas on it and that it is not the active stage. 1. Hover over the name of the stage you want to delete and then click on the **three dots**. Click **Delete stage**and **Delete**to confirm. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Create an idea URL: https://nos.co/help/create-an-idea/ Date: 2024-04-16T15:21:00.000Z 1. Click on the **Submit** button. Choose the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-are-channels-) in which you want to create an idea and click on the **pen icon**. 2. Fill in the idea form and publish your idea by clicking **Submit**. ***Note:** You can also save your idea for later by clicking "Save as draft".* **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Create an info page in top navigation URL: https://nos.co/help/create-an-info-page-in-top-navigation/ Date: 2026-01-18T15:37:00.000Z This article will help you to create a new info page in the top navigation of the Nosco platform.An info page can for example contain:- Additional information to your innovation initiatives - Answers to F.A.Qs - Terms and Conditions - Any information you want to have visible on your platform -------------------------------------- 1. Click on **Admin** in the upper right corner and then on **Pages**in the dropdown menu. 2. Click on **New Page** in the top navigation bar and choose if you want to create a **Regular Page**or an **HTML Page**. 3. Choose your headline and add content. Make sure that **Show page in top navigation**is turned on to make your new page visible to platform users. 4. Click on **Create page**to save your changes. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Create your first channel URL: https://nos.co/help/create-your-first-channel/ Date: 2024-01-16T15:57:00.000Z **This article will help you to** - create a new channel from scratch - use channel templates to create a new channel -------------------------------------- 1. Click on **Admin** in the upper right corner and then on **Create new Channel**. 2. Decide if you want to set up your own channel or choose one out of 3 channel templates. You have the option to choose Innovation Challenge, Idea Campaign, or Continuous Improvement. ## **Create a new channel from scratch** 1. Select **Blank Channel** and then click on **Create Channel**. 2. Now give your channel a title and select in which space you want the channel to show up. Then click on **Create channel.** 3. Now you can adjust the channel settings to your needs. ### **Channel settings** - **Access** - Control who can access this channel - **Design** - Edit title, card image, description and layout - **Channel Team** - Show users who is managing and supporting this channel - **Contacts** - Decide who users can contact for support - **State** - Open, close or archive a channel - **Feature Channel** - Display this Channel on top of all other Channels - **Space** - Organise and group your Channels e.g. business unit or use case - **Statuses** - Decide which statuses can be used in this Channel e.g. new, parked or confidential. ### **Stage settings** - **Stage title** - Give a stage a title (e.g. idea collection, screening, maturation. etc.). - **Stage description** - Describe what will happen on each stage of the process. - **Active stage** - Set the active stage. All ideas will by default be submitted to the active stage. - **Delete stage** - You can only delete a stage, that isn't the active stage. ### **Evaluation settings** - **Evaluation form** - Define the criteria ideas are evaluated on. - **Allow evaluations** - Enable or disable evaluations. - **Evaluation deadline** - Choose until when ideas can be evaluated. - **Results** - Decide if evaluators can see the results of other evaluators. - **Automation**- Auto assign ideas to evaluation teams. - **Evaluator comments** - Allow evaluators to comment on ideas in this stage. - **Heatmap** - Create a heatmap to visualise your evaluation results. ### **Evaluation teams** **Add evaluation teams** - Add evaluators and the ideas they should evaluate. ## **Use channel templates** 1. Select a channel template and then click on **Create Channel**. 2. Give your channel a title and then click on **Create channel**. 3. Now you can adjust the channel settings to your needs. Read more [here](https://help.nos.co/hc/en-us/sections/360004035179-Work-in-channels). **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Create your first idea URL: https://nos.co/help/create-your-first-idea/ Date: 2023-10-24T12:04:00.000Z 1. Click on the Submit button. Choose the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-are-channels-) in which you want to create an idea and click on the **pen icon.** 2. Fill in the idea form and publish your idea by clicking **Submit**. ***Note:** You can also save your idea for later by clicking "Save as draft".* **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Customise Your Login Page URL: https://nos.co/help/customise-your-login-page/ Date: 2026-01-18T15:37:00.000Z 1. Click on **Admin** in the upper right corner and then on **Platform settings**in the dropdown menu. 2. Click on **Colors and Logo** and go to "Login Background Image"*.* 3. You have several options: - **None.** Display a colour background instead of an image. - **Custom URL.** Display a custom image. (The image must be hosted on URL and can't be uploaded from your computer) - **Random image theme.** Display random background images based on curated themes from [Unsplash](http://unsplash.com/). (Nosco controls the images that are shown) ***Tip:** When using a custom image, it is recommended to use a square picture (eg 640 x 640px) with an aspect ratio 1:1 in jpeg or png format.* **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Delete a user URL: https://nos.co/help/delete-a-user/ Date: 2025-12-19T16:16:00.000Z 1. Click on **Admin** and then on **Users** in the drop-down menu. 2. Select the user you want to delete. Click on **More** in the upper right corner and then on **Delete**.  **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Delete ideas URL: https://nos.co/help/delete-ideas/ Date: 2025-12-19T15:31:00.000Z Only platform or channel admins can delete ideas. Reach out to them, if you want your idea to be deleted from the platform. 1. Click on **Admin** and then on the **C****hannel**in which you want to delete ideas. 2. **Select** the idea you want to delete, then click on **More** in the upper right corner and then on **Delete**. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** **[support@nos.co](mailto:support@nos.co)** --- ## Delete your idea URL: https://nos.co/help/delete-your-idea/ Date: 2024-04-16T15:21:00.000Z Please note, that due to security reasons you are not able to delete ideas yourself. If you wish to withdraw or delete your idea, contact the [platform manager](help.nos.co). **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Distributed Evaluations URL: https://nos.co/help/distributed-evaluations/ Date: 2019-02-06T07:52:00.000Z Based on your great feedback we gave the evaluation feature a complete overhaul. Evaluating ideas has never been easier and more efficient. ***The new evaluation feature*** allows you to set up multiple evaluation [gates](https://help.nos.co/hc/en-us/articles/360020025871-Introducing-Workflows) within a channel as well as assign specific ideas to the right people to evaluate. ***The evaluation center*** is a new section in the administrator level. Here you  get a complete overview of the evaluations on the platform - no more export is needed. ***Sort ideas by evaluation score*** and move the best to the next [stage](https://help.nos.co/hc/en-us/articles/360020025871-Introducing-Workflows) just with a few clicks. See which evaluators have or haven't completed the evaluation yet. ***Create multiple evaluation teams*** for each evaluation gate and assign the right ideas to relevant evaluators. Evaluators will only need to evaluate ideas that they are assigned and relevant to them. You can create as many teams as you want but you need to create at least one. ***Set up multiple evaluation gates***within a channel by using the[new stages features](https://help.nos.co/knowledge/articles/360020025871/en-us?brand_id=544526). Create or re-use an evaluation template for each stage in your idea pipeline. Let ideas be evaluated at different times along the pipeline, according to different criteria and by different evaluators. ***Set a date and time***until evaluators are able to evaluate ideas for each evaluation gate. The evaluation will automatically close once the time is up. ***Send messages to evaluators*** and idea authors directly from the evaluation center. For example: - Notify all evaluators that the evaluation has opened - Remind evaluators to complete their evaluation or send a thank you note. - Notify all idea authors that their ideas need to be updated. - etc. --- ## Download engagement reports URL: https://nos.co/help/download-engagement-reports/ Date: 2022-06-16T05:43:00.000Z The Nosco platform enables you to get an overview of the user activity and engagement. Use the export function to download user engagement statistics such as the amount of user: - have/haven't logged in - have/haven't published an idea - have/haven't been active 1. Click on **Admin** and then on the **channel**in which you want to download an engagement report. 2. Click on **Dashboard** in the left navigation and then scroll to the bottom of the page. 3. Click on one of the **Quick Filters** to find the information you want. ***Note:**You can late alter and customise the filter to your needs.*  3. Click on **Add filter** to define the filter more precisely. To remove a filter click **X** on the filter.  4. **Select** all usersand click on **Export** to download the engagement stats as an Excel sheet.  **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Download user report URL: https://nos.co/help/download-user-report/ Date: 2025-12-19T16:16:00.000Z As a platform admin, you can download a list with important information about the users of your platform. The user report includes e.g.: - last log in - amount of submitted ideas - amount of written comments - amounts of followers - the user's mail address - etc. 1. Click on **Admin** and then on **Users***. 2. **Select the user** you want to get information about by clicking on the area around their name. ***Tip:** If you only want to get information about a specific group of users, we recommend you to use the filter function. You can filter people with the [user labels](www.) you have created. This is especially useful if you are working with a big group of people.* 3. Click on **More** and then on **Download**to export the user list. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Duplicate an idea URL: https://nos.co/help/duplicate-an-idea/ Date: 2025-12-19T15:32:00.000Z In some cases, you might have to duplicate an idea to another channel. 1. This can be done by clicking on the**idea** you want to duplicate. 2. Then click on the  and then on **Duplicate idea**. 3. Now you can give the duplicate a **title** and select the **channel**, to which you want to add the duplicate and then click on **Duplicate**. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Edit a channel URL: https://nos.co/help/edit-a-channel/ Date: 2025-12-19T15:07:00.000Z **This article will help you to** - Editing and managing a channel - Configuring team roles and permissions - Adjusting channel settings - Setting up and managing process stages - Customizing submissions and collaboration - Creating and managing evaluations - Setting up automations and workflows -------------------------------------- 1. Click on **Admin** and then on the channel, you want to edit. This leads you to the general settings of the channel. ### **General Settings overview** #### **Design** 1. To make a change in the Design section, click **Edit** next to the field you want to edit. Click **Publish** in the upper right corner once you are ready to confirm your action. Here you can edit the following: - **Title** - Edit the title of your channel - **Card** - Choose how your channel will be displayed to members - **About page** - Choose a layout, card image and describe your channel #### **Channel team** 1. Click **Channel team**in the top navigation. 2. Click **Add** next to the team you want to add a member to. You can add team members to the following teams: - **Channel admins**- Choose who is responsible for managing the channel - **Owners** - Show members who are supporting this channel - **Contacts** - Decide who members can contact for support 4. Search for the users you want to add, then click **Add owners** (o**r Add admins** / **Add contacts**) to confirm your selection. #### **Settings** 1. Click **Settings**in the top navigation. 2. Here you can edit the following: - **Access** - Control who can access this channel - **Space** - Organise and group your channels e.g. business unit or use case - **Featured** - Show channel on top of all channels - **Channel State** - Open, close or archive a channel - **Statuses** - Choose whether to use all platform statuses or only those you select - **Blinded submission** - New submissions will keep the author's identity hidden from users and evaluators ### **Process settings** 1. Click on **Process**in the left side navigation. #### **Stages** The first section are the stage settings. Here you can change the following: - **Stage title** - Give a stage a title (e.g. idea collection, screening, maturation. etc.). - **Stage description** - Describe what will happen on each stage of the process. - **Active stage** - Set the active stage. All ideas will by default be submitted to the active stage. - **Delete stage** - You can only delete a stage, that isn't the active stage. #### **Submission** In this section you can edit anything related to idea submission: - **Submission form -**Create the form users complete to submit their ideas. - **Submission deadline -**Set a deadline for idea submission on a stage. - **Who can submit posts? -**Decide which users can submit posts on a stage. - **When can authors edit posts? -**Decide, when idea authors can edit their ideas. #### **Collaboration** In this section you can edit the following: - **Likes -**Decide if users can like ideas on a stage. - **Comments -**Decide if users can comment on ideas on a stage. #### **Evaluation** In this section you can edit the following: - **Evaluation form -** Define the criteria ideas are evaluated on. - **Teams**- Add evaluators and the ideas they should evaluate. - **Evaluation status**- Enable or disable evaluations. - **Evaluation deadline**- Choose until when ideas can be evaluated. - **When can evaluators see results?**- Decide if evaluators can see the results of other evaluators. - **Heatmap**- Create a heatmap to visualise your evaluation results. - **Allow evaluator comments**- Allow evaluators to comment on ideas in this stage. - **Auto-assign**- Auto assign ideas to evaluation teams. #### **Automation** Automations allow you to set up rules that trigger specific actions based on the answers provided in an idea submission form or an evaluation form. This helps reduce manual work and keeps your workflow running smoothly. With Automations, you can automatically: - Move an idea to a different stage - Update the status of an idea - Assign an idea to an evaluation team - Update a form field in the idea subimission form - Send notifications to users - Change the author of an idea ***Note:** To enable and configure Automations for your workspace, please contact us at**support@nos.co**. Our team will help you get set up.* ### **Submission form** 1. Click on **Submission form**in the left side navigation. 2. Here you can see an overview over your submission form. The overview shows which fields are available, editable, required, or hidden in each stage, making it easy to control how submissions can be viewed and updated throughout the process. #### **Edit Submission form** 1. To edit the fields of your submission form, click on **Edit form** in the upper right corner. Here you can do the following: - Add new fields to the form - Remove existing fields from the form - Rearrange the order of the fields **Add fields** 1. To add a new field, click **Add field** in the bottom of your form and then select which type of field you would like to add to the form in the left menu. 2. Now name the field and add any necessary options, etc. **Remove fields** 1. To remove a field, click hover over the field you would like to remove and then click on the **three dots.** 2. Now click **Remove** field and then **Delete** to confirm your action. **Rearrange order** 1. Hover over the field you want to rearrange and click on the **six dots**that appear to the left of the field. 2.  Then drag and drop the field to its new position. **Save changes** 1. Click **Save** in the upper right corner, once you are ready to confirm your actions. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Edit a channel (legacy) URL: https://nos.co/help/edit-a-channel-legacy/ Date: 2025-12-19T15:28:00.000Z **This article will help you to** - change the title of a channel - change the description of a channel - change the featured image of a channel -------------------------------------- 1. Click on **Admin** and then on the channel you want to edit. 2. Click on **Edit**.  ### **Channel settings** - **Access** - Control who can access this channel - **Design** - Edit title, card image, description and layout - **Channel Team** - Show users who is managing and supporting this channel - **Contacts** - Decide who users can contact for support - **State** - Open, close or archive a channel - **Feature Channel** - Display this Channel on top of all other Channels - **Space** - Organise and group your Channels e.g. business unit or use case - **Statuses** - Decide which statuses can be used in this Channel e.g. new, parked or confidential. ### **Stage settings** - **Stage title** - Give a stage a title (e.g. idea collection, screening, maturation. etc.). - **Stage description** - Describe what will happen on each stage of the process. - **Active stage** - Set the active stage. All ideas will by default be submitted to the active stage. - **Delete stage** - You can only delete a stage, that isn't the active stage. ### **Evaluation settings** - **Evaluation form** - Define the criteria ideas are evaluated on. - **Allow evaluations** - Enable or disable evaluations. - **Evaluation deadline** - Choose until when ideas can be evaluated. - **Results** - Decide if evaluators can see the results of other evaluators. - **Automation**- Auto assign ideas to evaluation teams. - **Evaluator comments** - Allow evaluators to comment on ideas in this stage. - **Heatmap** - Create a heatmap to visualise your evaluation results. ### **Evaluation teams** **Add evaluation teams** - Add evaluators and the ideas they should evaluate. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Edit your ideas URL: https://nos.co/help/edit-your-ideas/ Date: 2024-04-16T15:21:00.000Z ## **Edit an idea** 1. Click on **Your ideas** in the left navigation. 2. Click on the **idea** you want to edit and then on **Edit**. 3. Once you are done editing, click on **Submit changes** to publish the idea. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Enable direct video upload URL: https://nos.co/help/enable-direct-video-upload/ Date: 2026-01-18T15:39:00.000Z You can directly upload videos from your computer thanks to a video integration with our video hosting partner [VIMEO](https://vimeo.com/) and [TwentyThree](https://www.twentythree.net/). ***Note:** To enable the video integration you need to have a subscription with one of our video hosting partners*[*VIMEO*](https://vimeo.com/upgrade)*or*[*Twenty Three Video*](https://www.twentythree.net/pricing)*.* 1. Click on **Admin** in the upper right corner and then on **Platform settings**in the dropdown menu. 2. Click on **Video** in the top navigation bar. 3. Choose the video service of your choice and follow the instructions. Once you have set up the integration user can insert a video to their idea by directly uploading a video from their computer. ## **Settings for Vimeo** ### **Privacy settings** These settings are crucial to make sure videos can only be played from the Nosco platform. 1. Go to the Settings of your Vimeo account.2. Go to Videos and Upload default.3. Adjust the setting to:- *Who can watch your videos?* "Hide from [vimeo.com](http://vimeo.com/)" - *Who can comment on your videos?* "No one" - *Where can your videos be embedded?* "Only sites I choose" 4. Add your Nosco domain5. What can people do with them?- Uncheck "Download them" - Uncheck "Add them to collections" - Check "Also apply to all existing videos" 6. Save### **Embed presets** These settings allow you to remove the Vimeo logo, title and byline from your video.1. Go to the Settings of your Vimeo account.2. Go to Videos and then to Embed presets.3. ClickAdd new preset and give your present a name, e.g. “Nosco”.4. ClickContinue and adjust settings to:- *Portrait -* Always hide - *Title -* Always hide - *Byline -* Always hide - Check “Show full screen button” - Check “Show play bar” - Check “Volume control” - Check “Speed control” - Uncheck “Vimeo logo” - Check “Also apply to all existing videos” 5. Save**We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Enable Public Sign-up URL: https://nos.co/help/enable-public-sign-up/ Date: 2026-01-18T15:37:00.000Z ### **Contact Nosco** If you want to use Public Sign-up please note that for security reasons, we ask you to **contact Nosco**so that we can make Public Sign-Up available for you. ### **Turn on Public Sign-up** 1. Click on **Admin** in the upper right corner and then on **Platform settings**in the dropdown menu. 2. Click on **Public Sign-up** in the top navigation bar and simply toggle the switch to the right to enable the feature. 3. Now, configure Public Sign up. You can configure the Public Sign-up by: - Adding your own terms and conditions - Customising the activation email that is sent to users upon Sign-up - Restricting sign-up to certain domains, e.g. *nos.co*or *germanbank.** **by restricting the sign-up to certain domains you can make sure that your data is safe and only people that should be allowed to participate can sign up.* **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Evaluate Ideas URL: https://nos.co/help/evaluate-ideas/ Date: 2025-03-19T17:20:00.000Z 1. Click on **Your evaluations** in the left side menu.   2. Click on the **Evaluation team** in which you want to evaluate ideas. 3. Click on the **idea** you want to evaluate. 4. Evaluate the idea by filling out the evaluation form to the right of the idea and submit your evaluation by clicking **Submit evaluation**. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Evaluation Guide - Brief your evaluators URL: https://nos.co/help/evaluation-guide-brief-your-evaluators/ Date: 2021-10-19T08:52:00.000Z Brief your evaluators on how to evaluate ideas. Feel free to share the Guide within your organisation or get inspired to create your own. ## [Download Evaluation Guide](https://www.dropbox.com/s/bmh3vzt0fj5zrsj/evaluation%20guide.pdf?dl=0) --- ## Export an idea one-pager URL: https://nos.co/help/export-an-idea-one-pager/ Date: 2025-12-19T15:31:00.000Z **Get a quick overview of all ideas** in your portfolio by directly downloading ideas as one pager in PDF format. The one-pager includes basic information such as the number of comments and likes, the creation date and latest idea status, a hyperlink to the idea, and a short description and an image. ***Note:** The description is generated by the first 500 characters of the first text field in the idea template. The image is the first available image of the idea.* ## **Download an idea one pager** 1. Click on **Admin** and then on the**channel**in which you want to export idea one pagers. 2. Click on **Ideas** in the left navigation. 3. **Select the ideas** you want to export and then click on in the upper right corner of the list. ***Tip:** Filter by Spaces, Channels, Tags and much more. Learn more about the filter [here](https://help.nos.co/hc/en-us/articles/360020107599-Improved-way-of-managing-ideas).* 4. Select **PDF One Pager**in the list and then click on**Export***.* ***Note:** If you use Internet Explorer or Firefox you need to change to landscape in the printer settings before you save it as PDF or print it.* **We hope this article has been useful to you.** **If you need more help, feel free to reach out to us.** [support@nos.co](mailto:support@nos.co) --- ## Export ideas URL: https://nos.co/help/export-ideas/ Date: 2025-12-19T15:31:00.000Z **This article will help you** - Export ideas from a channel - Generate an idea report ----------------------------------------------------- ## **Export ideas from a channel** 1. Click on **Admin** and then on **the Channel** in which you want to export ideas. 2. Click on **Ideas** in the left navigation. 3. **Select the ideas** you want to export and then click on in the upper right corner of the list. ***Tip:** Filter by Spaces, Channels, Tags and much more. Learn more about the filter [here](https://help.nos.co/hc/en-us/articles/360020107599-Improved-way-of-managing-ideas).* 4. Choose your desired export option from the list and then click on **Export ideas**. **You can export ideas to:** - **Excel (xls)** - Get an Excel report with the full idea idea description of each idea - **Excel with Evaluation Score (xls)** - Get an Excel report with the evaluaiton scores of each idea in their current stage - **Excel Pivot Table Report (xls)** - Get an Excel report with the detailed evaluation scores of each idea per stage and per evaluator - **PDF One Pagers (pdf)** - Get a one-pager for each idea - **PDF Full Report (pdf)** - Get a the full idea description as well as comments for each idea **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Export ideas & user lists URL: https://nos.co/help/export-ideas-and-user-lists/ Date: 2023-04-12T08:44:00.000Z **This article will help you** - Export ideas from the platform - Generate an idea one-pager - Download a user report ----------------------------------------------------- ## **Export ideas from the platform** 1. Click on **Admin** and then on **All ideas** in the dropdown menu. 2. **Select the ideas** you want to export and then click on in the upper right corner of the list. ***Tip:** Filter by Spaces, Channels, Tags and much more. Learn more about the filter [here](https://help.nos.co/hc/en-us/articles/360020107599-Improved-way-of-managing-ideas).* 3. Choose your desired export option from the list and then click on **Export ideas**. **You can export ideas to:** - **Excel (xls)** - Get an overview of ideas - **Excel Pivot Table Report (xls)** - Get the detailed evaluation scores of ideas - **PDF One Pagers (pdf)** - Get a one-pager for each idea - **PDF Full Report (pdf)** - Get a the full idea description as well as comments for each idea ## **Generate an idea One-pager** The one-pager includes basic information such as the number of comments and likes, the creation date and latest idea status, a hyperlink to the idea, and a short description and an image. ***Note:** The description is generated by the first 500 characters of the first text field in the idea template. The image is the first available image of the idea.* 1. Click on **Admin** and then on **All ideas** in the dropdown menu. 2. **Select the ideas** you want to export and then click on in the upper right corner of the list. ***Tip:** Filter by Spaces, Channels, Tags and much more. Learn more about the filter [here](https://help.nos.co/hc/en-us/articles/360020107599-Improved-way-of-managing-ideas).* 3. Select **PDF One Pager** in the list and then click on **Export ideas**. ***Note:** if you use Internet Explorer or Firefox you need to change to landscape in the printer settings before you save it as PDF or print it.* ## **Download a user report** As a platform admin you can download a list with important information about the users of your platform. The user report includes e.g.: - last log in - amount of submitted ideas - amount of written comments - amounts of followers - the user's mail address - etc. 1. Click on **Admin** and then on **Users***.* 2. **Select the users** you want to get information about and then click on **More** and **Download.** ***Tip:****Use the filter to only get information about a specific group of users. You can filter people with the*[*user labels*](www.)*you have created. This is especially useful if you are working with a big group of people.* **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Field Guide - How to Run Successful Idea Campaigns URL: https://nos.co/help/field-guide-how-to-run-successful-idea-campaigns/ Date: 2019-08-26T12:38:00.000Z Once the idea platform is up and running, it's to plan and execute idea campaigns that are engaging to be a part of and that create valuable results.  Luckily, those two things go hand in hand. The Field Guide is an easy and fun to read primer to help you get to grips with Nosco's philosophy and down to earth tips and hacks to help everyone design and roll out idea campaigns that lead to real value.  Find a slide deck about Nosco Field Guide to Idea Campaigns [here.](https://www.dropbox.com/s/vsbft5dcuqjxehk/Nosco%20Field%20Guide.pdf?dl=0) Visit Nosco Field Kit to download the Guide and get resources [here.](http://nos.co/fieldkit) --- ## Follow up with evaluators URL: https://nos.co/help/follow-up-with-evaluators/ Date: 2025-12-19T16:04:00.000Z The platform allows you to easily send out reminders and follow-up emails. 1. Click on **Admin** and then on the channel in which you want to send out reminders. 2. Select click **Evaluations** in the left navigation and then on the **Message**. 3. **Select** the users you want to notify. 4. Write a follow-up message and click on**Send.** **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Form a strong idea team URL: https://nos.co/help/form-a-strong-idea-team/ Date: 2024-04-16T15:21:00.000Z A strong team will increase your chances of advancing with your idea. Diversity of your team is a great advantage. When assembling your team, you should strive to combine people with different competencies, from different functions and from across the organisation. ## **Team roles** When assembling a team, consider the following competencies: **Project management.** A person with project management skills to keep track of the timeline and to maintain an overview of the project. This includes the planning and managing of all project milestones. **Marketing & Sales.** A person with sales and marketing skills to bring a market perspective to the team. This includes the definition of the customer need and an evaluation of the market potential. **Technology.** A person with technology skills to bring the technical perspective to the team. This includes experience with process technologies and an evaluation of the technical feasibility. **Finance.** A person with finance skills to bring the economic perspective to the team. This includes identifying cost drivers for the idea as well as the development of a business case. One team member could fulfil several roles and one role could be distributed among several team members. Each team should have at least three and a maximum of five members. #### *"Working with entrepreneurship it is important to note that one thing is the competencies and another is the motivation and team spirit, the real driver that will determine your success."* **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Global Dashboard URL: https://nos.co/help/global-dashboard/ Date: 2023-04-12T08:46:00.000Z Get a full overview of your platform activity across channels. See how ideas, likes and comments are progressing and how many users have visited the platform. ### **Get a full overview** Get a complete overview on how many ideas, comments or likes have been submitted and how big your audience is. ***Users*** - Total number of all users registered on the platform (participants, visitors, evaluators, etc.) **Note:** *A user is considered anyone with a user profile, regardless if they have ever logged in to the platform.* ***Unique visitors:*** - A number of users that are registered on the platform and visited at least one channel or idea over a time period specified in the top right corner - Users that logged in, but haven't visited any channel/idea are **not** counted as unique visitors ***Total views:*** - The number of total views by all users who visited the channels/ideas - Also shows the average number of visits per visitor over a specific time period ***Ideas, likes and comments:*** - Shows the number of specific activities (ideas, likes and comments) in channels and the percentage of unique visitors who created, liked or commented an idea ### **Track your progress** Follow the progress of your channel. See how many people have visited the channel and how many ideas, comments and likes have been submitted over time. - Use the date picker to see the progress in a specific time period. - Save the chart as an image (SVG, PNG) and add it to your presentations or reporting. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Group & manage user with user labels URL: https://nos.co/help/group-and-manage-user-with-user-labels/ Date: 2025-12-19T16:16:00.000Z **This article will help you** - Create user labels - Attach user labels manually - Attach and update user labels from Excel - Edit existing user labels ----------------------------------- User labels allow you to group and manage people in e.g. country, departments, functions, etc. They help you to easily identify specific groups and efficiently invite them to channels as well as send targeted messages. Identify where in the organisation your ideas come from. ## **Create a user label** 1. Click on **Admin** and then on **User labels**in the drop-down menu. 2. Click on **Create user label.** ## **Attach user labels manually** We recommend attaching user labels manually if you only want to attach them to a small number of ideas. 1. Click on **Admin** and then on **Users** in the drop-down menu. 2. Select the users to which you want to attach user labels. Then click on **User labels**and select the labels you want to add from the list.  ## **Attach and update user labels from Excel** We recommend attaching user labels from Excel if you want to attach them to a large number of users. 1. Prepare an Excel spreadsheet including the user's email as well as the user labels and make sure that each user label is in a separate column.  2. Click on **Admin** in the upper right corner and then on **Users** in the drop-down menu. 3. Click on **Create Users** and then **Add Labels from Excel***.* Drag and drop your Excel file in the dedicated area. 4. Match the headers with the columns. When you are done, click on **Next** and have a look at the report. If everything is fine click **Update**. ## **Edit existing user labels** 1. Click on **Admin** in the upper right corner and then on **User labels**in the drop-down menu. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Group and organise channels in spaces URL: https://nos.co/help/group-and-organise-channels-in-spaces/ Date: 2025-12-19T16:11:00.000Z Spaces allow you to organise and group your channels e.g. business unit, country, use case, etc. ## How to create a space 1. You can create and manage your spaces by clicking on **Admin** and then **Spaces.** 2. To create a new space click on the **Create new space** button in the upper right corner. 3. Give your space a title, a description, a colour for easy identification and optional a contact email. 4. Click on **Create**. ## Assign channels to space Once you have created the space you can assign channels to the space. 1. You can do this from **Admin >****All channels > View all.** 2. Select the channel you want to add to a space and then click on**Add to space.** 3. Click on the space to which you want to add your channel. You can now see your space and channels in the user level. Members can switch between spaces to quickly find the relevant channels to submit or collaborate. ## Apply changes to a space In case you want to change anything in your space you can edit it directly from the user level. You can do this by clicking on the **Cogwheel** in the space description or under **Admin > Spaces.** ## Remove channels from space 1. To remove channels from a space go to **Admin > All channels > View all.** 2. Select the channel you want to remove from a space. 3. Click on the **3 dots** in the upper right corner and then on **Unassign from space.** --- ## Hide users from each other URL: https://nos.co/help/hide-users-from-each-other/ Date: 2026-01-18T15:37:00.000Z Sometimes when you are working on a platform with Public sign-up enabled, you may want to hide user information and their activity on the platform from each other. 1. To enable the hide users function, click on **Admin** and then on **Platform settings**. 2. Now click on **Public sign-up**. ***Note:** Hide users is only visible when Public sign-up is enabled on your platform. Find out how to enable Public-sign-up [here](https://help.nos.co/hc/en-us/articles/115001686111-Enable-Public-Sign-up).* 3. **T****urn on** the switch next to **Hide member list**. 4. Click on **Save** at the bottom of the page to save your changes. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** **[support@nos.co](mailto:support@nos.co)** --- ## How to Boost the Innovation Culture in Your Organisation URL: https://nos.co/help/how-to-boost-the-innovation-culture-in-your-organisation/ Date: 2019-08-26T12:33:00.000Z Innovation is a top priority for companies around the world. How do you kick start innovation in your organisation and build the innovation culture? Innovation challenges have been used by companies such as Volvo, Bühler, Linde, Danfoss and many more to achieve breakthroughs in innovation. Not just in terms of new high potential innovation opportunities but also in relation to boosting the innovation culture of the organisation. #### **Want to learn more about how innovation challenges can help you create an innovation culture?** Nosco CEO Jesper Müller-Krogstrup and Senior Consultant/Partner Sebastian Cadell will give some first hand tips and advice. Watch the video below and learn: - how innovation challenges can be used as a key innovation leadership tool - how to plan and execute the perfect innovation challenge - how to build the innovation mindset and skill set among your people - get insights from the most successful innovation challenges --- ## How to Submit Feature Requests for Nosco? URL: https://nos.co/help/how-to-submit-feature-requests-for-nosco/ Date: 2021-10-19T08:34:00.000Z Making your work with the Nosco platform more efficient and fun is very important to us. We want to hear your ideas and suggestions on how we can improve the Nosco Platform! Do you have an idea for a great new feature that you think could improve the Nosco platform? This guide is here to help you understand how we keep track of feature requests as well as how to submit new ones. ## **What we’re currently working on** Sign up for our newsletter to stay updated on new releases and updates. ***Sign up [here](https://docs.google.com/forms/d/e/1FAIpQLSdchSR3uEi6zuQKez6SN-v61UhQLwRbtoPyulRmv5bAQchySw/viewform?usp=sf_link)*** [*Check out our latest releases here*](https://help.nos.co/hc/en-us/sections/360000249831-New-Features) ## **Workarounds** Your desired feature may not exist on the Nosco platform yet. However, in our experience in many instance, a workaround might be available that you can use to solve your problem right away. Simply shoot us an email to [support@nos.co](mailto:support@nos.co) and one of our knowledgeable Customer Success Representatives will help you to find a workaround that works for you. ## **How We Decide on New Features** We want Nosco to be great and as valuable as possible for our clients. Sometimes this means not working on one thing so we can work on something else that's more important. Deciding what's important is not easy. Here's how we do it: - Review all the ideas submitted by our clients (see below for more on that). This allows us to identify common themes and areas that need improvement. - We have an internal Idea Box where we collect ideas from our team on how we can improve Nosco for our clients and discuss features among the team. - Members of our product team meet every week to discuss new features and decide when and who will work on them. - Nosco meets regularly to discuss the overall direction of the platform and what features will help move us in the right direction. We want to be careful to add the right features to Nosco so that it remains a product that you love. ## **Submitting A New Feature Idea** If you have a feature you would love to see on the Nosco platform, we’d be more than happy to hear about it! Just know that we may not be able to work on it right away—or ever if it turns out that it doesn’t line up with our big-picture goals. For those big-picture feature requests and ideas, feel free to send an email to [support@nos.co](mailto:support@nos.co) ### **See Also** - *[Reporting bugs](https://help.nos.co/hc/en-us/articles/360000621572-How-to-Contact-Support-)* --- ## Idea One Pager URL: https://nos.co/help/idea-one-pager/ Date: 2018-02-21T12:59:00.000Z **Get a quick overview of all ideas** in your portfolio by directly downloading ideas as one pager in PDF format. The file includes basic information such as amount of comments and likes, the creation date and latest idea status, a hyperlink to the idea as well as a short description and an image.  As the one pager comes in landscape format you can easily copy it to PowerPoint and use it for workshops, presentations or pitch events. **How can I download the idea one pager?** Find out [**here**](https://help.nos.co/hc/en-us/articles/360001063772) --- ## Idea Summary URL: https://nos.co/help/idea-summary/ Date: 2021-10-19T08:59:00.000Z Use the following template to provide the idea authors some guidance on how to formulate a good and compelling idea summary. Even the best idea is only as good as its presentation. The process of writing your idea summary will help you crystallise your idea. ### **These 5 steps help you to formulate your idea summary:** Name your product or service idea. What’s your product or service in a nutshell? Name your target customer. Even if you think your idea has broad appeal, you want to be specific versus using something like “consumers” or “enterprises.” It’s always better to start with a narrow target customer base and then widen later. Name the key value. Note that the value is usually different from a feature or a benefit. Think about it from the customer's perspective. Name the unique benefit your product or service enables. What does your product or service have to offer that’s novel and useful? Name the most likely market alternatives that are similar to your idea. What does the competition offer in this space? Consider that customers’ ad-hoc solutions or non-consumption are common alternatives. ### **This is the basic structure:** **My idea is…** “A {product/service description} for {target customer} that {key value} enabling {primary benefits} unlike {existing alternatives}.” **And this is an example for a good idea summary:** My idea is… “A portable music player for audiophile music lovers that plays music files from lossless formats enabling improved quality unlike iPods and other compressed file players.” When you write your summary, be specific, clear, and concise. Avoid industry jargon and marketing buzzwords; instead; use language you’d use when speaking to your target customers. You should also consider adding illustrations and pictures with the description to make your idea more tangible. The exercise may seem daunting, but the best way to start is to jump in. Rather than thinking for a while trying to create a perfect idea summary, write down one complete bad summary really fast. Then start over, refining a little bit with each draft until you have something that works. --- ## Idea Template URL: https://nos.co/help/idea-template/ Date: 2021-10-19T08:59:00.000Z #### **Idea Title** Give your idea a short, catchy and descriptive title. #### **Idea Summary** Compress your idea into a compelling summary. (max. 50 words) *e.g. “A {product/service description} for {target customer} that {key value} enabling {primary benefits} unlike {existing alternatives}.”* Learn how to write a strong and compelling idea summary here (insert a link to an info page) #### **Problem/Opportunity** - What problem / opportunity have you identified? - For whom is it a problem? - What is the scale / significance of the problem / opportunity? #### **Solution** - Describe your solution in detail (max 500 words) - How does your solution address the problem? - What is new/innovative about your solution? #### **Benefits & Potential** Describe the market and consider the potential value creation for our company. **The Resources & Next Steps** - How will you make your idea happen? - What are  the resources required to realise your idea? - What are the immediate next steps? *Additions to template when working in teams:* **Idea Team** Assemble your team consisting of 3 - 5 people (including idea author). Find some hints here (insert a link to an info page) --- ## Import Ideas URL: https://nos.co/help/import-ideas/ Date: 2025-12-19T15:31:00.000Z Sometimes you might have ideas from outside the Nosco platform that you would like to upload to the platform. You can do this, if you capture the ideas in Excel. ## **1. Excel set up** Before you can start the idea import, it is important to make sure that your Excel sheet is set up correctly. The Excel sheet should include: 1. **Title** - The title of the idea. 2. **Author email** - The author email that matches an existing user profile on the platform. 3. **Submission date** (optional) - Date of idea submission. ***Note:** If you do not add a submission date, the time stamp will state the point in time you have uploaded the idea.* Furthermore, your sheet needs to include the same elements as in your submission form. *For exempel:* #### **Single- and multi selection fields** In case your submission form includes multi- or single selection fields, make sure that the options in the sheet match with existing options in the submission form on the platform. If the options don't match, a new field will automatically created on the platform. #### **Formatting** If you would like to format text, you can use the simple mark up language markdown.  Learn more about markdown [here](https://www.markdownguide.org/basic-syntax/). ## **2. Import ideas** After you have set up your Excel sheet properly, you can upload the ideas to the Nosco platform. 1. Click on **Admin** and then on **the Channel** to which you want to import ideas. 2. Click on **Ideas** in the left side navigation, then on and **Import ideas**.  ***Note:** The ideas will  be imported to the active stage of a channel.* 3. Drag and drop the file into the provided area, and match the columns to the submission form on the platform. ***Note:** If you have imported your Excel sheet with the headline, check the box in front of "treat first row as header".* 4. Then click on **Review changes** and check, if all fields have successfully been mapped. 5. Now you can click on **Import ideas**. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Improved User Interface URL: https://nos.co/help/improved-user-interface/ Date: 2023-04-12T08:52:00.000Z The new user interface comes with great improvements of the usability of the platform and allows you to work more intuitively. It is now easier than ever to create new ideas, connect with other people on the platform and promote campaigns. ### **New Channel Page** ### The new channel page provides you with a better overview of what is going on in a channel.  If you want to promote a channel of yours, you can use the new channel page as the first page participants can see, when they log in. You can now set a deadline for idea submission within a channel. A countdown will be displayed on the channel page showing users how much time they have left to submit their ideas - creating a sense of urgency and driving engagement. The activity and the workflow or process of your channel is now displayed on the channel page. This enables you to better track the activity and engagement and allows your participants to follow the process of the campaign. ### **Improved Left Navigation** The left navigation is now split in separate blocks: your personal activity, channels, people and evaluation. It is easier to find and navigate between the different blocks. ### **New Way of Creating Ideas** A new *Create Post* button has been added to the left navigation. This makes it easier and quicker to create new ideas as the button is visible and accessible from everywhere on the platform. ### **Changes in the top Navigation** You can now directly access your user profile settings, the help center and log out by clicking on the your profile image in the top bar. The information pages have been moved and fixed to the top navigation which makes it easier for user to find and access them at all times. --- ## Improved way of managing ideas URL: https://nos.co/help/improved-way-of-managing-ideas/ Date: 2021-03-12T13:16:00.000Z Find and manage ideas easier and faster in the new admin idea list. ***Note:** All updates are currently available as a BETA version. More improvements will follow, so stay tuned!* ## Customisable filters Find the right ideas quickly by creating custom filters. Filter ideas based on multiple criteria, opposites, ranges and negative values. Make use  of new parameters like user labels, publish date, comments, likes or views. ## More powerful search engine A major upgrade to our search engine allows you to find what you are looking for in no time. Search by title, author, user label, status or tag. ## Improved user interface The brushed up user interface provides you with a better overview of ideas in a channel, and allows you to take action faster. **Highlights of the brushed up interface are:** - All data is now in separate columns - Sort ideas by all columns - The new import and export feature - Improved tagging - Confirm before sending notifications --- ## Introducing Channel Dashboard URL: https://nos.co/help/introducing-channel-dashboard/ Date: 2019-09-02T08:53:00.000Z Get a full overview of your channel activity, track its progress and take action with the new channel dashboard. Each channel has its own unique dashboard. This allows each channel owner to track the progress of their channel and take action to engage their audience. ### **Get a full overview** Get a complete overview on how many ideas, comments or likes have been submitted and how big your audience is. ### **Track your progress** Follow the progress of your channel. See how many people have visited the channel and how many ideas, comments and likes have been submitted over time. Use the date picker to see the progress in a specific time period. Save the chart as an image (PNG, SVG) and add it to your presentations or reporting. ### **Take action** Make calculated decisions based on your channel's progress and take action to activate and engage your audience. Use the predefined quick-filter to easily find and engage the right user group. --- ## Introducing Global Dashboard URL: https://nos.co/help/introducing-global-dashboard/ Date: 2023-04-12T08:48:00.000Z Get a full overview of your platform activity across channels. See how ideas, likes and comments are progressing and how many users have visited the platform. ### **Get a full overview** Get a complete overview on how many ideas, comments or likes have been submitted and how big your audience is. ### **Track your progress** Follow the progress of your channel. See how many people have visited the channel and how many ideas, comments and likes have been submitted over time. Use the date picker to see the progress in a specific time period. Save the chart as an image (SVG, PNG) and add it to your presentations or reporting. --- ## Introducing Workflows URL: https://nos.co/help/introducing-workflows/ Date: 2019-02-04T14:24:00.000Z Create a custom workflow for each of your [channels](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) and get  a visual overview of your idea pipeline by using the new stages feature. ***Create multiple stages*** (e.g. idea submission, screening, maturation) in a channel to efficiently manage and grow your ideas from submission to implementation. Easily move ideas from one stage to another. ***Set a countdown*** for each stage to automatically close the stage for further idea submissions or evaluations. The timer is shown on the channel page so user always know how much time is left for idea submissions. ***Create an idea template for each stage***. This allows you to ask for additional information and details along the process and smoothly mature ideas from infancy to implementation - all in one channel. ***Update ideas***once an idea has moved to another stage. Visual cues on the idea indicate idea authors to update their idea. Idea authors can simply add new information or directly copy existing content to the new template. ***Set up multiple evaluation gates*** in your pipeline. Each stage can have its own evaluation template. That way you can let the ideas be evaluated by different people and different evaluation criteria as they move along your pipeline. [See more here](https://help.nos.co/knowledge/articles/new/en-us?brand_id=544526) --- ## Invitation Email URL: https://nos.co/help/invitation-email/ Date: 2021-10-19T08:58:00.000Z A compelling invitation is essential to make your next initiative a full on success. A well written invitation evokes interest and ensures high participation in your initiatives. **When writing your invitation make sure to include following:** - What is your initiative about. - Why are you doing it and why is it important to you. - What is in it for the participants and why should they participate. - What ideas are you looking for. - Call to action to visit the platform. - If needed a call to action to activate their account (make sure to include the activation link.) ### **Best Practice Template** Feel free to use or get inspired by our best practice template. ----- **Subject Line:** Join the *topic title* campaign **Message:** Dear %recipient.fname% %recipient.lname%, Do you have a great idea on how to **topic** and want to bring it to life? We will specifically be looking **topic criteria** and we will evaluate ideas based on *screening parameters*. Then join **topic title** and submit your ideas until **DATE XX.XX.XX**. You will be able to share your ideas with your colleagues, give and get input on ideas, and should your idea be selected, you will get a chance to pitch your idea towards a team of managers **names**. Join the campaign by visiting **URL of your platform** If you don't have an account yet click on the following link: %recipient.activationLink% We are looking forward to receiving your input! Further information about the initiative can be found on the platform. Your **name of project manager** on behalf of **project owner** --- ## Invite users to a channel URL: https://nos.co/help/invite-users-to-a-channel/ Date: 2023-03-10T11:34:00.000Z ## **Invite users to a channel** 1. Click on **Admin** and then on the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) in which you want to invite users. 2. Click on **Messages** in the left side navigation. 3. Click on**New message** in the upper right corner. 4. Write a subject line and a welcome message in the dedicated fields. ***Tip:**Use or get inspired by our [best practice invitation message](https://help.nos.co/hc/en-us/articles/360002092672-Invitation-Email)* 5. Click in the**Recipient search field** and search for the users you would like to add to your message. You can search for specific user names, user labels or all members. 5. Click on **Send message**when you are ready to send the message. ***Note:** You can also save your message as a draft and send it later on.* ## **Duplicate an existing message** You can duplicate an existing message by clicking on the **three dots** next to the message you would like to work with and then on **Duplicate**. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Invite users to the platform URL: https://nos.co/help/invite-users-to-the-platform/ Date: 2023-03-10T11:28:00.000Z After you have added new users to the platform, you need to invite them to the platform. 1. To do this, click on **Admin** and then on **Messages**. 2. Then click on **New message** in the upper right corner. 3. Write a subject line and a welcome message in the dedicated fields. ***Tip:**Use or get inspired by our [best practice invitation message.](https://help.nos.co/hc/en-us/articles/360002092672-Invitation-Email)* 4. Click on **Merge tags**and add an**Account activation link,**so the new users can activate their account, create a password and get access to the platform. 4. Click in the**Recipient search field** and search for the users you would like to add to your message. You can search for specific user names, user labels or all members. 5. Click on **Send message**when you are ready to send the message. ***Note:** You can also save your message as a draft and send it later on.* ## **Duplicate an existing message** You can duplicate an existing message by clicking on the **three dots** next to the message you would like to work with and then on **Duplicate**. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Make ideas confidential with the hidden status URL: https://nos.co/help/make-ideas-confidential-with-the-hidden-status-360015261312/ Date: 2025-12-19T15:32:00.000Z Sometimes ideas need to be hidden from the user level. May it be because of IP rights or confidentiality reasons. Nosco provides you with an easy way of hiding ideas - *the hidden status.* All ideas that have this status can only be seen by the idea author and the admins.  All other users will not be able to find, see or read the ideas that have the hidden status. ### **Hide ideas with the hidden status** 1. Click on **Admin**and then on **Statuses** in the drop-down menu. 2. Click on the **Create status** and type in the name of the status. Then click on **Create***.* ***Tip:*** Name it "hidden", "confidential" or something that indicates that ideas with this status are hidden. 3. Once you have created a status, hover over the status until a small cogwheel appears next to its name. Click on the **cogwheel** and then on **Hide ideas with this status**.  4. Now you just have to apply the status to the ideas you want to make confidential. *If you don't know how to give ideas a status, take a look [here](https://help.nos.co/hc/en-us/articles/115003108132-How-to-work-with-statuses-)* **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** **[support@nos.co](mailto:support@nos.co)** --- ## Make user labels public URL: https://nos.co/help/make-user-labels-public/ Date: 2025-12-19T16:16:00.000Z Once you have added user labels to users on your platform, you can make them visible for everyone. ----------------------------------- 1. Click on **Admin** and then on **User labels**in the drop-down menu. 2. Click on the **cogwheel** next to the user label you want to make visible and select **make user label public**. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Manage evaluation results URL: https://nos.co/help/manage-evaluation-results/ Date: 2025-12-19T16:04:00.000Z **This article will show you how to** - get an overview of the evaluation results - follow up and send reminders to evaluators - move the best ideas to the next stage - export the evaluation results ---------------------------------------- ## **Overview of evaluation results** 1. Click on **Admin** and then on the **channel** you want to see the evaluation result of. 2. Click on **Evaluations**in the left navigation. Here you get an overview of the results and completion levels from across all evaluation teams. **Here you can, among other things:** - Select an evaluation team to see the results from that specific team. - Click on the arrow next to the idea to see how each evaluator has scored the idea. - A green checkmark signals that an evaluator has evaluated an idea. - Sort by results in each column. ## **Export evaluation scores** Export the evaluation scores for more elaborate sorting and filtering. 1. To export evaluation scores, click on **Admin** and then on the **channel** you want to export the evaluation result of. 2. Click on **Evaluations**in the left navigation. 3. Now select the ideas you want to export and then click on . 4. Select **Excel with Evaluation Scores** from the list and then click on **Export ideas**. ## **Move ideas to the next stage** 1. Click on **Admin** and then on the **channel** you want to move ideas to another stage. 2. Click on **Evaluations**in the left navigation. 3. **Select** the ideas you want to move and then click on **Move to stage.** and choose the stage to which you want to move the ideas. ***Tip:**Use Tags to tag the best ideas, so you can easily filter and select the right ideas.* **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Message users URL: https://nos.co/help/message-users/ Date: 2026-01-12T10:17:00.000Z After you have added new users to the platform, you need to invite them to the platform. 1. To do this, click on **Admin** and then on **Messages**. 2. Then click on **New message** in the upper right corner. 3. Write a subject line and a welcome message in the dedicated fields. 4. Click on **Merge tags**and add an**Account activation link,**so the new users can activate their account, create a password and get access to the platform. 4. Click in the**Recipient search field** and search for the users you would like to add to your message. You can search for specific user names, user labels or All members. 5. Click on **Send message**when you are ready to send the message. ***Note:** You can also save your message as a draft and send it later on.* ## **Duplicate an existing message** You can duplicate an existing message by clicking on the **three dots** next to the message you would like to work with and then on **Duplicate**. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Mobilise and Keep People Engaged URL: https://nos.co/help/mobilise-and-keep-people-engaged/ Date: 2026-01-29T08:14:00.000Z Mobilising a critical mass of people and keeping them engaged is one of the key success factors in running a collaborative innovation initiative. Companies that are not succeeding in mobilising and engaging the organisation are prone to fail. So how can you attract and engage more people in your next initiative? ### **Here are our 10 tips on how to mobilise and boost engagement** #### ***1. Get support from senior management*** Support from senior management is absolutely crucial. It will show the importance of your initiative, give you credibility and the needed support to mobilise your company to participate. #### ***2. Understand your culture*** Your company culture will determine what engagement efforts will work. While it can be a good start to get inspired by what others do, take into account that every culture is different. What works in one company, might not work in yours. Make sure you understand your culture and tailor your initiatives accordingly. #### ***3. Create awareness*** Even the best planned innovation initiative won't create results if you fail to create awareness of it. Understand what motivates your employees and use all your communication channels to create some noise. Videos, posters, flyers, townhalls, etc. are a good start. #### ***4. Communicate online & offline*** A message on your intranet and some emails will most likely not do it. Your online channels are definitely important. However, don’t neglect the power of interpersonal communication. Notch your network, talk about your initiative with your colleagues and spread the word. Small events or meetings to kick-off the initiative are also a good way to create some initial momentum. #### ***5. Get champions on board*** Champions are the people in your organisation that have a strong network, are popular and are seen as role-models. They can have a strong influence on their co-workers. So bring them on board early on and make them your ambassador. Once they are on board, others will follow. #### ***6. Make it easy to participate*** We all know that people are busy and don't have much time. So make it as easy as possible to participate. Don't make them click 3 different links to get to the platform. The less steps people need to go through, the higher chances they will participate. A direct link to the platform on your intranet and in your online communication, a dedicated landing page and Single Sign On are good ways to simplify the process. #### ***7. Intrinsic incentives > Extrinsic incentives*** A lot of times we think that more people will participate if we promise them prizes e.g. Amazon voucher etc. However, in our experience people are often motivated by earning recognition from management and their peers. Motivation is beyond money. #### ***8. Appoint a moderator*** Once people submit their ideas it is important that you engage with them. Assign a moderator to provide feedback to idea authors, connect people and initiate collaboration. Without a moderator it will be hard to keep the participants engaged and motivated. #### ***9. Avoid "the empty dance floor"*** Don't let your platform be an empty void. Make sure that there are already some people, ideas and comments on the platform before you officially go live. Before you launch your initiative give your champions access to the platform and ask them to submit a few ideas and comments. It will give others the confidence to post their own ideas and start participating once you go live. #### ***10. Communicate results*** Motivating people to submit their ideas is the first step. But all the hard work would be for nothing if you don't follow up. Make sure to communicate what will happen with the ideas, show results and provide feedback on how to improve for those whose ideas haven't been selected. Let people know that their participation was meaningful and important. This will help you to keep your employees motivated to participate again and make sure that this was not a one shot initiative. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Move ideas from one stage to another URL: https://nos.co/help/move-ideas-from-one-stage-to-another/ Date: 2025-12-19T15:31:00.000Z 1. Click on **Admin**and then on the **channel** in which you want to move ideas to another stage. 2. Click on **Ideas** in the left navigation. 3. **Select** the ideas you want to move to another stage and click on **Move to Stage.** Then click on the stage to which you want to move the idea. 4. Decide if you want to notify the idea authors about the change and if you want them to update their idea to the submission form of the new stage. ***Tip:**Use the filter and [tags](https://help.nos.co/hc/en-us/articles/115003097351) to easily find the ideas you want to move on.* **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## New Notifications - Comment on a Comment URL: https://nos.co/help/new-notifications-comment-on-a-comment/ Date: 2018-11-08T14:15:00.000Z **Get notified when someone comments on your comment.** From now on every person who interacted with an idea will get notified via email once a new comment was added to the conversation. This will not only spark more conversations but also improve collaboration and engagement on your platform. The new notifications will be enabled by default. If you want to change your notification settings you can find out how to do it **[here](https://help.nos.co/hc/en-us/articles/203531019-Changing-your-notifications-settings)** --- ## Nosco on your mobile device URL: https://nos.co/help/nosco-on-your-mobile-device/ Date: 2021-10-19T08:13:00.000Z To have an easy access to your innovation platform through your smart devices, you can save the Nosco platform on your iPhone and iPad home screen. As a result, you will have an app-like icon that will enable quick access to your platform without opening a browser. Follow these simple steps to add the Nosco platform to your home screen. ### How to save Nosco platform as an app in 5 steps? 1. Open your platform using **Safari** browser. 2. After loading the website, click on the **share icon** in the middle of the menu bar (a box with an arrow pointing upwards). 3. From the list of share options, choose **Add to Home Screen**. 4. An app-looking icon will pre-populate. **Rename** the "app" to be recognisable to you. 5. Once you click **Add** at the top right corner, your new ‘app’ will appear on your home screen. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Password Requirements URL: https://nos.co/help/password-requirements/ Date: 2023-11-17T15:26:00.000Z #### **Due to security reasons, your password must adhere to the following rules:** - Minimum 8 characters - Letters are required - Numbers or symbols required - Cannot be a common word - Cannot be a common name - Cannot be a common password **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Personalise your user profile URL: https://nos.co/help/personalise-your-user-profile/ Date: 2023-11-09T15:22:00.000Z Updating your user profile with a bit about yourself, who you are and what you do, can be greatly beneficial for making interactions on the platform more social and better for knowledge sharing across departments. ## **Add a profile picture and your****biography** 1. Click on the **Profile icon** in the upper right corner and then click **View profile**. 2. Click **Edit profile** in the upper right corner. 3. Here you can add a profile picture and write a bit about yourself in the biography. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Pin a channel to the top of the channel list URL: https://nos.co/help/pin-a-channel-to-the-top-of-the-channel-list/ Date: 2025-12-19T15:28:00.000Z When a channel is featured, it is pinned to the top of the channel list and will not move downwards, when a new channel is added to the platform. 1. Click on **Admin,**and then on the[channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) you want to pin on top of the channel page. 2. Click on **Settings** in the top navigation bar. 3. **Toggle the switch** next to "Featured" to pin the channel on top of the channel page. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Platform Invitation URL: https://nos.co/help/platform-invitation/ Date: 2021-10-19T08:58:00.000Z Dear %recipient.fname% %recipient.lname% Welcome to **your company’s innovation initiative*.* Activate your account by clicking on following link: %recipient.activationLink%​ Once you have created your password you can visit the platform directly via **your sites URL**and start submitting your ideas. If you have any questions on how to get started you can find help [here](https://help.nos.co/hc/en-us/categories/201181996-F-A-Q) --- ## Protips for a good idea URL: https://nos.co/help/protips-for-a-good-idea/ Date: 2024-04-16T15:21:00.000Z Even the best idea is only as good as its presentation. The process of writing your idea summary will help you crystallise your idea. ## **5 steps to formulate your idea summary** **1. What is it called?**Give your product or service idea a name. What’s your product or service in a nutshell? **2. Who is my customer?** Name your target customer. Even if you think your idea has broad appeal, you want to be specific versus using something like “consumers” or “enterprises.” It’s always better to start with a narrow target customer base and then widen later. **3. What is the key value?**Note that the value is usually different from a feature or a benefit. Think about it from the customer's perspective. **4. What is the benefit?**Name the unique benefit your product or service enables. What does your product or service have to offer that’s novel and useful? **5. Who is my competitor?**Name the most likely market alternatives that are similar to your idea. What does the competition offer in this space? Consider that customers’ ad-hoc solutions or non-consumption are common alternatives. ## **The basic structure** *My idea is…*“A {product/service description} for {target customer} that {key value} enabling {primary benefits} unlike {existing alternatives}.” **This is an example of a good idea summary:** *My idea is…*“A portable music player for audiophile music lovers that plays music files from lossless formats enabling improved quality unlike iPods and other compressed file players.” When you write your summary, be specific, clear, and concise. Avoid industry jargon and marketing buzzwords; instead; use a language you’d use when speaking to your target customers. You should also consider adding illustrations and pictures with the description to make your idea more tangible. The exercise may seem daunting, but the best way to start is to jump in. Rather than thinking for a while trying to create a perfect idea summary, write down one complete bad summary fast. Then start over, refining a little bit with each draft until you have something that works. ### **Your idea hasn't got much traction so far?** Then check out our tips on how to elevate your idea to the next level. - **Have an appealing headline.**Keep your idea title catchy and short to draw attention and evoke interest. - **Make it understandable.**Make your idea understandable by the people who will read your idea. Try to avoid using too much jargon. Try to describe your idea in a way that your wife, husband, kids or parents would understand it. - **Make it easy to the eye.**Make your idea easy to read by structuring your description with short words, short sentences, and short paragraphs and make use of bullet points and ordered lists. - **Visualise your idea.**Use images or videos that draw attention, convey a strong message and help you to better describe your idea. As we like to say: "show, don't tell" ***Pro Tip:** Use google image search or free stock image websites like [unsplash.com](http://unsplash.com/) or [pexels.com](https://www.pexels.com/)**to find great visuals.* - **Write a compelling idea summary.**A strong summary of your idea will provide the reader with a quick overview of the most important aspects of your idea. This will both increase your chance of people reading your idea and engaging with it. Find out how to write a compelling idea summary here. - **Proactively ask for feedback.**Ask your colleagues or friends for feedback. Constructive feedback will elevate your idea to the next level! - **Go through your idea one more time before publishing.**Did you explain your idea elaborately? Is the grammar correct? Is something missing? - **Share and talk about your idea.**to stand out of the many other ideas and get more traction, share and discuss your idea with your colleagues, both online and offline. And don't forget to keep on asking for feedback! - **Don't be shy to ask your colleagues for help.**Invite them to work with you on your idea! Remember, most great ideas are created in a team effort. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Reset your password URL: https://nos.co/help/reset-your-password/ Date: 2023-11-09T15:07:00.000Z 1. In case you have forgotten your password, click on **Forgot password?**underneath the login form. 2. Then fill in your email address connected to your Nosco account in the form field and click **Send reset link**. 3. We will send you an email to reset your password. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** **[support@nos.co](mailto:support@nos.co)** --- ## See previous evaluations URL: https://nos.co/help/see-previous-evaluations/ Date: 2025-03-19T17:20:00.000Z It is now possible to see previous evaluations of an idea in the Evaluate tab. 1. Click on the idea, of which you want to see the previous evaluation and then select the**Evaluate** tab on the righthand side. 2. Click on **Evaluation results**. 3. Use the **drop down** to select the **stage** for which you want to see the evaluations. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Set a deadline for idea sharing URL: https://nos.co/help/set-a-deadline-for-idea-sharing/ Date: 2025-12-19T15:28:00.000Z When you set an idea submission deadline, the stage will close for idea submission automatically on the date set. 1. Click on **Admin,** then select the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) in which you want to set a idea submission deadline. 2. Click on **Process**in the left side navigation. 3. In the "Submission deadline" column, click **Add deadline** under the stage you want to add the deadline. 4. Set the date and time of your deadline, then click **Save**. 5. On the user level, the submission deadline will appear on top of the channel page. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Set up an Evaluation URL: https://nos.co/help/set-up-an-evaluation/ Date: 2025-12-19T16:04:00.000Z **This article will help you to** - Create an evaluation form - Set up evaluation teams - Set an evaluation deadline - Control visibility of evaluation results ---------------------------------------- It is now possible to set up different evaluations for each stage within a process. ## **Create an evaluation form** 1. Click on **Admin** and then on the channel, you want to create an evaluation form in. 2. Click on **Process**in the left side menu. 3. Click on **Add form** in the Evaluator form row and in the stage where you want to create a form. 4. Here you can build an evaluation form from scratch or copy an existing form from another channel. ### **Create an evaluation form** 1. Create a custom evaluation form by clicking on **Add field**and then select a field from the right menu. You can choose between the following fields. - **Info text -**Give evaluators instructions - **Range -** Range on a scale of 1 to 5 - **Options -** Select an option from a list - **Number -**Collect data in numeric format 2. Now name the field and add any necessary info, options, etc. 3. Once you have added all fields needed, click **Save** to create the form. ### **Copy from a channel** 1. To copy an existing evaluation form from another channel, click on the **three dots** in the upper right corner and then on **Copy from channel**. 2. Select a channel and the stage, of which you would like to copy the evaluation form of. ***Tip:** You can click on "Preview" to see, what the evaluation form consists of.* 3. Click **Copy form**to copy the existing form. 4. You can now apply changes to the form if needed or click **Save** to save the form as it is. ## **Create evaluation teams** 1. Click on **Admin** and then on the channel you want to create a team in. 2. Click on **Process** in the left side navigation. 2. Scroll down to the row *Evaluation Teams* and click on **Add team**. 3. Click on **Create Team** and then give the team a title and decide in which stages this team should be available. 4. Click on **Next** and then type the names or emails of the users you want to add to this team. 5. Now click on **Create Team**. ### **Add evaluators** 1. Click on the evaluation teams in the column where you want to add evaluators. 2. Hover over the team you want to edit and click on the**three dots**and then on**Manage members.** 3. Click on **Add Evaluators i**n the right corner and then type the emails or names of the users you want to add to the team. ## **Set an Evaluation deadline** When you set an evaluation deadline, the stage will close for evaluation automatically on the date set. 1. In the "Evaluation deadline" row, click **Add deadline** for the stage where you want to set a deadline. 2. Select the date and time by which the stage should close for evaluation and click **Save**. ***Tip:** Evaluators can see the evaluation deadline in the evaluation overview.* ## **Control visibility of evaluation results** This option allows you to decide when evaluators should be able to see the results of the evaluation. 1. In the “When can evaluators see results” row, click the **current setting** for the stage where you want to make a change. 2. Select the new preferred setting. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Set up and manage the idea submission form URL: https://nos.co/help/set-up-and-manage-the-idea-submission-form/ Date: 2025-12-19T16:47:00.000Z **This article will help you:** - Set up, edit, and update the idea submission form across stages. - Control what form fields are available in each stage of the process.  --------------------------------------## **Setting Up the Idea Submission Form** 1. Click on **Admin** and then on the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) you wish to set up the submission form. 2. From the left sidebar, select **Submission form**. 3. Click on **Edit form**in the upper right corner to access the form builder interface. 4. Add a new form field by clicking on the **Add field** to introduce a new field to the form. ***Note:** You can add a field at the end of the form or insert it between existing fields.* 5. Select a field from the side panel. ***Tip:** Rearrange the fields by dragging them to your desired order*. 6. After making your changes, click **Save** to save and activate the updated submission form. ## **Controlling Field Permissions Across Stages** You can control the permission of form fields at each stage of the process by managing: - Which fields are **required**. - Which fields can be **edited**. - Which fields are **visible**. ### **Update multiple fields at once** To update multiple fields at once, hold **Shift** and left-click to select the desired range of cells, then make your changes. ## **Field Settings** You can control the settings - conditional visibility, grouped options, field level permissions - for each field. 1. Hover over the field and then click the button with the **three dots.** - **Conditional visibility -**Only show a certain field if a condition applies. - **Group options -**Organize options in one field based on selections in another field - **Field level permissions -**Choose who can view and edit a field ## **Import or copy submission form from other channel** You can easily reuse the submission form from an existing channel. There are two methods of copying an existing submission form. #### **Copy submission form** 1. Click on **More actions** and select **Copy from channel**. 2. Now select the channel from which you want to copy the submission form and click **Copy form**. #### **Import submission form** 1. Click on **More actions** and select **Import form**. 2. Click **Add file** and then select the file you want to upload from your computer and then click **Replace Form**. ***Note:** If you add a new element in one of the further stages of a campaign, an**idea update** will be required from the idea authors.* **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Setting up & downloading heat maps URL: https://nos.co/help/setting-up-and-downloading-heat-maps/ Date: 2026-01-09T11:43:00.000Z **This article will help you to** - Set up a heat map - Download a heat map to Excel ---------------------------------------- Making informed decisions about new opportunities can be complex, involving multiple stakeholders and selection criteria. To simplify this process, we've introduced the heat map—a visualisation tool that highlights results and helps you identify top priorities quickly. ## **Setting up a heat map** 1. Click on **Admin** and then on the [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-) you wish to set up a heat map. 2. Click on **Process** in the side menu to the left. 3. Scroll down to the column "Heatmap", then click **Add heatmap** in the stage where you want to create a heatmap. 4. **Configure** your heat map and click **Done**, once you are satisfied with the set up. ## **Download heat maps to Excel** 1. Click on **Admin** and then on the channel, you want to download a heat map from. 2. Then click on **Manage evaluations** in the left side navigation. ***Note:**Make sure you are on the right stage.* 4. Click on the**Export Icon** and then on **Export as: Excel with Evaluation Scores.** 5. To export, click on**Export ideas.** **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Setup the platform URL: https://nos.co/help/setup-the-platform/ Date: 2026-01-18T14:21:00.000Z **This article will help you with** - General configurations like platform name, language, etc. - Changing the visual identity of your platform -------------------------------------- ## **General site configuration** 1. Click on **Admin** and then on **Platform settings** in the dropdown menu. **You will end up in the general settings of the platform where you can:** - Change the name of the platform - Change the term used for the [channels](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-channel-) - Change the platform language - Define the landing page (this is the page a user will see when logging) ***Note:** Click Save to apply your changes.* ## **Change visual identity** 1. Click on **Colors and Logo** in the top navigation bar. **Here you can:** - Upload your company logo - Change the primary colors of the platform - Add an image of your choice to the login page ***Tips:*** *1. Upload a logo with a transparent background and a minimum height of 64px.* *2. Use a background color, that works with white text.* *3. To learn more about how to customise your login page, click*[*here*](https://help.nos.co/hc/en-us/articles/115001695372)*.* **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Share, download & print your idea URL: https://nos.co/help/share-download-and-print-your-idea/ Date: 2026-05-23T11:11:00.000Z From the Nosco platform, you can easily share or export your idea. ### **Share your idea** 1. Open the idea, you want to share by clicking on it. 2. Then click on **Share** in the bottom menu. 3. From here you can either: - Send your idea as an mail by clicking **Send as email**. - Copy a link to your idea by clicking **Copy link**. ### **Export your idea** 1. Open the idea, you want to export by clicking on it. 2. Then click on ... in the upper right corner of the idea. 3. From here you can either: - Export the entire idea as a PDF by clicking **Export PDF**. - Export a one-page summary by clicking **Export One-Pager PDF**. The one-pager includes the most important information about your idea such as - Idea author - Submission date - Current stage and status of the idea - Number of likes, comments and views - The first image - The first 200 characters of your idea description - etc. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Sign up with Facebook, Google and LinkedIn URL: https://nos.co/help/sign-up-with-facebook-google-and-linkedin/ Date: 2018-02-21T11:44:00.000Z **It has never been easier to involve people from outside your organisation** thanks to the new Social Sign Up feature. You can now choose to allow people to use their social accounts - Facebook, Google or LinkedIn - to sign up to your Open Innovation initiatives and start submitting ideas within just a few clicks. **Note:***If you want to use Social Sign Up, please, contact Nosco and we will enable it for you.* --- ## Single Sign-On (SSO) URL: https://nos.co/help/single-sign-on-sso/ Date: 2025-07-15T16:21:00.000Z If your company has an SSO solution in place, this can be integrated with the Nosco platform. #### **Overview** The Nosco platform supports **SAML v2.0**for SSO, which is one of the most common SSO standards in the industry. You can setup the Nosco platform so that it **automatically creates**new users that login with SSO, or **rejects unknown**users (new users have to be explicitly added to the platform). You can mandate that **only** **SSO logins**are allowed, or you can also allow a **hybrid mode**that keeps the option of logging in with email/password (e.g. for external users). You can create [user labels](https://help.nos.co/hc/en-us/articles/115003108152) based on SAML attributes. You can also set up [user provisioning with SCIM](https://help.nos.co/hc/en-us/articles/6987997942684-Set-up-user-provisioning-with-SCIM) so that the user list is always up to date. #### **Depending on your type of SSO, download the following documentation:** - [Microsoft Azure AD](https://www.dropbox.com/s/vxbxp0ga87fqx4b/Configuring%20Microsoft%20Azure%20AD.pdf?dl=0) - [ADFS 2.1 or 3.0 and Windows server 2012 or 2012 R2](https://www.dropbox.com/s/7ovy9p191spsuzs/Configuring%20ADFS%202.1%20or%203.0%20in%20Windows%20Server%202012%20or%202012%20R2%20for%20Nosco%20Web%20SSO%20%281%29.pdf?dl=0) - [OKTA cloud SSO](https://www.dropbox.com/s/eksto4lh5g0ciir/Configuring%20Okta%20for%20Nosco%20Web%20SSO.pdf?dl=0) - [Shibboleth SSO](https://www.dropbox.com/s/ftmz19yyn6wcyea/Configuring%20Shibboleth%20for%20Nosco%20Web%20SSO.pdf?dl=0) #### **Important tips:** - Make sure that you read and follow the guide in detail. - During the setup, you will need a metadata.xml file that is available under **Admin > Platform Settings > Single Sign On.** - Make sure that the person in charge of setting up the SSO has admin rights on your platform. - Once the integration is up and running, refer to the [general setup guide](https://www.dropbox.com/s/asaz32oir6ezajl/Client%20Guide%20for%20the%20SSO%20Setup%20Options%20%28Federation%20Metadata%20mode%29.pdf?dl=0) for setting up user label integration. --- ## SSO & Provisioning preparation checklist URL: https://nos.co/help/sso-and-provisioning-preparation-checklist/ Date: 2025-07-15T16:21:00.000Z Before setting up SSO and SCIM Provisioning, it's important to be clear on the target audience of a Nosco platform. ### Considerations SSO is gives users access to a Nosco platform, based on a company directory (e.g. Azure AD), but it doesn't pre-emptively create the users in the Nosco platform. In practical terms, this means that the Nosco platform will initially be empty of users; as users log in the platform, their account is created automatically (this can be disabled). SCIM, on the other hand, will automatically create users in a Nosco platform. In practical terms, this means that the Nosco platform will have all SCIM-based users immediately available, ready to be added to channels, participate in messaging etc. However, this also means that **users will be able to see each other**(as long as they share a channel; in practice, a single "open for all" channel will have this effect). It's important to remember this, especially if there's guests or external users in the platform. Finally, a note that while usually SSO and SCIM work together, the groups managed by each can be different. For example, you may give all employees access via SSO, but only manage a subset of them via SCIM. You can have SSO without SCIM, or SCIM without SSO (users will need to create a password to login). ### Preparation Checklist 1. Is this an internal-only platform (only people from the organisation will use it), or will externals also be able to log in? 2. If externals exist, should they be able to see all the internal users, or only the internal users active in the Nosco platform? 3. If externals exist, would they be known from the start, or is the platform open for public sign ups? 4. Should everyone in the organisation have access to the platform, or is it only a subset of the employees (e.g. regional/department)? Does this subset have a corresponding group or attribute in the Active Directory, that can be used for selecting the users? 5. If only a group of employees should have access, but no Active Directory attribute exists to filter them, can an Excel list of these users be created? How often would the list need to be updated? 6. Are there specific user attributes (e.g. department, region, business unit etc) that will be useful to sync as user labels to the Nosco platform? Do they exist in a usable format in the Active Directory? If not, can an Excel list be created, and how often would the list need to be updated? --- ## Stay updated URL: https://nos.co/help/stay-updated/ Date: 2026-05-23T11:08:00.000Z In your activity feed, you get an stay updated about all the ideas, channel and people you follow. The activity feed works in the same way you might know from other social platforms, such as LinkedIn or Facebook. To see your activity feed click on **Activity**in the top navigation. ## **Improve your Activity Feed** You can improve your Activity Feed by working through the check list above. ### **Follow a channel** Click on **Channels** in the top navigation and then on the channel you want to follow. Click on the "Follow"button in the upper right corner of the channel page. ### **Follow an idea** To follow an idea, go to the idea and click on the "Follow" button. Commenting on an idea will automatically switch on "Follow". **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Track user engagement URL: https://nos.co/help/track-user-engagement/ Date: 2023-04-12T08:54:00.000Z **This article will help you to** - understand the channel dashboard - engage users - understand the global dashboard ---------------------------------------- Get a full overview of your channel and platform activity, track progress and take action with the channel and the global dashboard. ## **The channel dashboard** Each channel has a unique dashboard. This allows each channel owner to track the progress of their channel and take action to engage their audience.  1. Click on **Admin** and then on the **channel**in which you want to see the dashboard. 2. Now click on **Dashboard** in the left side navigation. ### **Get a full overview** Get a complete overview of how many ideas, comments, or likes have been submitted and how big your audience is. ### **Track your progress** Follow the progress of your channel. See how many people have visited the channel and how many ideas, comments, and likes have been submitted over time. Use the date picker to see the progress in a specific period of time.  Save the chart as an image (PNG, SVG) and add it to your presentations or reporting.  ### **Engage users** Make calculated decisions based on your channel's progress and take action to activate and engage your audience. Use the predefined quick-filter to easily find and engage the right user group.  ## **The global dashboard** The global dashboard gives you a full overview of your platform activity across channels. See how ideas, likes and comments are progressing and how many users have visited the platform. 1. Click on **Admin** and then on **Dashboard**. ### **Get a full overview** Get a complete overview of how many ideas, comments or likes have been submitted and how big your audience is. ### **Track your progress** Follow the progress of your platform. See how many people have visited the platform and how many ideas, comments, and likes have been submitted over time.  Use the date picker to see the progress in a specific period of time.  Save the chart as an image (PNG, SVG) and add it to your presentations or reporting.  **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Unsubscribe from ideas, channels & notifications URL: https://nos.co/help/unsubscribe-from-ideas-channels-and-notifications/ Date: 2023-12-12T13:24:00.000Z ### **Unfollow an idea** To unfollow an idea, click on **All Ideas** in the top navigation and then click on the **checkmark-****icon** on the right bottom corner of the idea you want to unfollow. When the icon turns grey, you have unfollowed the idea. ### **Unfollow a channel** To unfollow a channel, click on **Channels** in the top navigation and then on the channel you want to unfollow. Click on the **checkmark-****icon** in the upper right corner of the channel page. When the icon turns grey, you have unfollowed the channel. ### **Change notification settings** 1. Click on the **Profile icon** in the upper right corner and then click **View profile**. 2. When you have clicked **View profile,** proceed to click **Edit profile** in the upper right corner. 3. Scroll down to **Notification settings** and click on the **switch** next to the notification type to turn them on/off. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Update existing users & restore previously deleted users URL: https://nos.co/help/update-existing-users-and-restore-previously-deleted-users/ Date: 2025-12-19T16:16:00.000Z **This article will help you to** - Update existing users - Restore previously deleted users ----------------------------------- Have you accidentally deleted a user or do you want to restore previously deleted users? Here is how you do it. ## **Step 1 - Prepare Excel file** Prepare an Excel spreadsheet including the user's first name, last name, and email address as well as the user labels, and make sure that each user label is in a separate column. ***Tip:** If you want to restore a previously deleted user, make sure to use the mail address the user was registered with before.* ## **Step 2 - Upload Excel file** 1. Click on **Admin** in the upper right corner and then on **Users** in the drop-down menu. 2. Click on the **Import button**and then on **Import from Excel.**Drag and drop your Excel file in the dedicated area. ## **Step 3 - Advanced Options** Map the columns with the right headers and then click on **Advanced options**. Choose if you want to update existing users and if you want to restore previously deleted ones. Then click on **Next**. ***Note:** Restored users will need to receive an activation email to login again with an email/password. Their likes and follows will not be restored and they will not be added back to evaluation teams that they were members of.* **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Update your idea URL: https://nos.co/help/update-your-idea/ Date: 2024-06-20T11:13:00.000Z Sometimes, when your idea has been moved forward to another [stage](user%20perspective), you need to update it with additional information. You will be notified via mail when your idea needs to be updated. ### **Update your idea** 1. Click on the *link* to your idea you have received via mail and click on *needs to be updated* in the yellow notification field. 2. You can now see the current and the updated version of the idea template in the merch view. When submission form elements stay the same, we automatically copy the content to the new form. 3. You can see which form fields have been newly added as they are labeled 'Added'. Add the information missing here. 4. Copy and paste content from one field to another by clicking *Copy* in the field you want to copy. Then, navigate to the target field and press Ctrl+V (Windows) or Cmd+V (Mac) to paste the content. 5. Once you are done updating your idea, click on *Submit changes* at the bottom of the page. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## Update your user profile URL: https://nos.co/help/update-your-user-profile/ Date: 2023-11-17T15:26:00.000Z Updating your user profile with a bit about yourself, who you are and what you do, can be greatly beneficial for making interactions on the platform more social and better for knowledge sharing across departments. ## **Profile picture &****biography** 1. Click on the **Profile icon** in the upper right corner and then click **View profile**. 2. Then proceed to click **Edit profile** in the upper right corner. 3. In the profile settings you can add a profile picture and write a bit about yourself in the biography. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## User Guide - Onboard and train your crowd URL: https://nos.co/help/user-guide-onboard-and-train-your-crowd/ Date: 2021-10-19T08:52:00.000Z Train and onboard your user base with the Nosco User Guide. Feel free to share the User Guide within your organisation or get inspired to create your own. ## [Download User Guide](https://www.dropbox.com/sh/l4hjvwlt4wwzuj2/AACM59WMoQlNIaGMjCXfUx3fa?dl=0) --- ## User provisioning with SCIM URL: https://nos.co/help/user-provisioning-with-scim/ Date: 2025-07-15T16:21:00.000Z Nosco supports SCIM for automatic provisioning of users. This works in combination with [Single Sign On](https://help.nos.co/hc/en-us/articles/207615846) to automate user management on the platform. #### Overview SCIM works by delegating the task of user management (creating, editing and deleting users) to an external directory, usually the same one used for SSO (e.g. MS Azure). This way, the users in Nosco are always up to date, and users leaving the organisation will also have their Nosco account deleted or deactivated. In addition to managing the user list, SCIM can also be used for exposing various organisational attributes as [user labels](https://help.nos.co/hc/en-us/articles/115003108152). These user labels are always up-to-date. #### Setup To setup SCIM, you need to first setup Provisioning in a directory provider such as Azure AD. All SCIM-compatible directories are supported. To do that, you need a Tenant URL and an API Token. You can find both by going to *Platform Settings -> SCIM Provisioning.* #### Authentication with API Token There, you need to generate a SCIM API Token, that will be provided to the SCIM directory (e.g. Azure). ***Important security note:**This API Token is very sensitive, as it can be used to access all the users' personal data that is stored on the Nosco platform (eg. name, email, department). Never store it or send it via text or email, or any other means that will be persisted. For security purposes it will only be shown once when it is reset. It is better to give IT personnel access to the Nosco platform instead.* This token will then be used in the SCIM provider, to setup authentication: *Screenshot showing Azure setup screen. Enter the token in the "Secret Token" field.* #### Mappings Once authentication is setup, then you need to setup "mappings". This is a translation of the attributes in the identity provider, to SCIM terminology. The Nosco platform needs the following core SCIM User attributes: - ***userName** -*must be the email of the user in Nosco, in lowercase. Use *ToLower([mail])* in Azure. - ***name.givenName** -*the given name (first name) of the user - ***name.familyName** -*the family name (surname) of the user - ***active***- Used to deactivate a user. Use *Switch([IsSoftDeleted],, "False", "True", "True", "False")*in Azure (note the double comma; it's not a typo). In addition to the above, the following optional attributes are also supported: - ***externalId** -*the directory user ID, use Azure ObjectID or similar. - ***email***- must be the same as userName, in lowercase.  Use *ToLower([mail])* in Azure. In addition to the above, Nosco also supports the following SCIM attributes, to be used for User Labels: - *userType* - *urn:ietf:params:scim:schemas:extension:enterprise:2.0:User:costCenter* - *urn:ietf:params:scim:schemas:extension:enterprise:2.0:User:organization* - *urn:ietf:params:scim:schemas:extension:enterprise:2.0:User:division* - *urn:ietf:params:scim:schemas:extension:enterprise:2.0:User:department* You can setup the conversion of these attributes to User Labels inside the Nosco platform, so any kind of data can be assigned to them. **Group mappings:**Nosco doesn't support Group Mappings, and they should be disabled in the SCIM Provider. #### De-provisioning De-provisioning is removing a user that was created with Provisioning, when they should not have access any more. Deletion and Deactivation are both supported for de-provisioning, in the Nosco platform, but the behaviour depends on the SCIM provider implementation. Here's how [Azure AD implements SCIM](https://learn.microsoft.com/en-us/azure/active-directory/app-provisioning/how-provisioning-works#de-provisioning): #### Deactivation in Azure AD When a user is removed from the provider's SCIM application (i.e. in Azure AD, when they are removed from the application assignment), Azure will NOT delete the user in Nosco. Instead, the user in Nosco will be set to inactive. This results in the user not being able to login (via SSO or via email password). Deactivated users are marked as "Inactive" in the user list, andwill see a specific error when trying to login. #### Deletion in Azure AD When a user is deleted from the SCIM provider, e.g. when they leave the organisation, they are also deleted from the Nosco platform, as if they have been [deleted](https://help.nos.co/hc/en-us/articles/360017543612) directly by an admin, usually after a probation period. Note: Deleted users cannot access the platform, and do not appear in any user lists, but whatever content they have produced is still available on the platform. Deleted users can be permanently removed or restored by Nosco support. #### User Labels Selected SCIM attributes can be converted into [User Labels](https://help.nos.co/hc/en-us/articles/115003108152) that will be automatically kept to date if the source attributes change. To set this up, the attributes must be sent as a SCIM Mapping to Nosco (see *Mappings* above). In addition to sending the attributes, a mapping has to be created from SCIM attribute to User Label. You can do this in the SCIM Configuration section *Uselabel mappings*. There, you first select the SCIM attribute (*SCIM Path*), then pick a prefix for the userlabel, then finally choose whether the userlabel will be visible to all users (*Public*), or only to administrators (*Private*), then finally press create. Under this example, if a user is assigned *Systems Mgmt*in the *organisation*SCIM attribute, they will be assigned the userlabel *Organization: Systems Mgmt*in the Nosco platform. If they later are moved to *Engireering Mgmt,*then the *Organization: Systems Mgmt*userlabel will be removed, and *Organization: Engineering Mgmt*will be added instead. **Note:**If the userlabel mappings are changed, changes for existing attributes only take effect when *Apply New Mappings*is pressed. #### Common Issues All the core SCIM attributes are required: **userName, name.givenName, name.familyName, active**. Some directories may contain users that are missing some of those attributes. Common examples include group email addresses, reception desks, users with no assigned email addresses etc. If the SCIM server tries to create users with missing attributes, errors are reported and may disrupt the normal operations of the SCIM system. It is therefore advised to not sync these users. In AzureAD, this is done by setting up a ***Source Object Scope***in the user mappings. #### Migrating existing installations If you are adding SCIM to a mature Nosco platform, a spring-cleaning step to delete unwanted users is needed before enabling SCIM for user management. This is because most SCIM implementations (including MS Azure) will **not**remove users already in the platform but not present in the AD Group. So the first syncronization step must be done manually. The goal is to find all users in the Nosco platform that are not in the SCIM directory. To do that, follow these steps: 1. Setup a "Constant" expression in a SCIM Mapping for the attribute *userType* 2. Setup a User Label mapping, using e.g. the prefix *SCIM:*for *userType*. 3. Select all users in the platform, and assign them a specific user label, e.g. "Legacy" 4. Wait for the SCIM provisioning cycle to run. 5. Filter all users with the User Label: "SCIM: SCIM-Sync" 6. Select all filtered users, and remove the "Legacy" user label from them. 7. Refresh the page, and filter all users with the "Legacy" 8. You can now export a report for safekeeping, and then delete all the Legacy users. **Note:**Always be careful when deleting users. While users can be restored with no major data loss, deleted users will lose access and some other preferences like followed ideas and channels. Always keep an export around for reference, before mass-deleting users. #### Recommended SSO Settings If SCIM is setup, and no "external" users need access to the platform (i.e. all the users who need access are already in a directory like Azure), then the recommended SSO settings are: - Authentication Mode: SSO Only - Service Provider Behavior: Reject unrecognized users - Automatically create labels from user attributes: off #### Links and updates to other help desk pages - [Azure AD guide on provisioning](https://learn.microsoft.com/en-us/azure/active-directory/app-provisioning/how-provisioning-works) --- ## VIMEO - Video Integration URL: https://nos.co/help/vimeo-video-integration/ Date: 2019-09-02T08:54:00.000Z **Directly upload videos from your computer** to the Nosco platform with the new VIMEO integration. Until now users were only able to insert videos from Youtube or upload the videos on a hostins server and then insert an embed code. We know that this limited people to use videos in their ideas. That is why, we are happy to introduce the new VIMEO video integration. You can now connect your VIMEO account with Nosco. This will allow all users to upload videos directly from their computers. The videos will be automatically stored and hosted on your VIMEO account. Learn how to enable and use the VIMEO integration [here](https://help.nos.co/hc/en-us/articles/115002636252-How-to-enable-Direct-Video-Upload-on-your-platform-) ***Note:**In order to use this feature you need to have a VIMEO account. If you don't have one yet, you can get one [here](https://vimeo.com/upgrade)* --- ## Welcome to Nosco - A guide to get started with Nosco URL: https://nos.co/help/welcome-to-nosco-a-guide-to-get-started-with-nosco/ Date: 2021-10-19T08:51:00.000Z **The Welcome to Nosco - Guide introduces you to Nosco and our platform.** **It entails the following:** - Who is Nosco - Overview of the most important platform features - How to's to the most important platform features - Introduction and overview of Customer Success and Support team - Contact Feel free to use the guide, may it be to get started on the platform or introduce the platform to co-workers, other parts of organisations or your superiors. ## [Download here](https://www.dropbox.com/sh/2h33e1d13u2acwm/AAD9qV5BE9R45JY0NU1J7HWza?dl=0) --- ## What are channels? URL: https://nos.co/help/what-are-channels/ Date: 2025-12-19T15:07:00.000Z Channels are the central element of the Nosco platform. Idea collection and collaboration happen in channels. A channel is a place for your employees to share ideas, collaborate and give feedback. When you create a channel you choose a topic, define a workflow, decide who can participate and who should evaluate. As an example, a channel can be used to: - Collect ideas - Share knowledge & best practices - Spread news - Post project updates - etc. ### **All You Need to Know About Channels** **Focus**A channel always has a clear focus and purpose which should be linked to your intent. *e.g. collecting ideas for new business models.* **Access Control**Decide who will see, have access and can contribute to the channel.  **Workflow**Each channel can have a unique process and workflow. *Read more about workflows[here](https://help.nos.co/hc/en-us/articles/360020112371-What-are-stages-processes-)* **Content**Customise the submission form to your needs and guide the users when they submit content. **Selected Experts**In each channel, you can assign experts to help evaluate and select ideas and content. ### **Create Your First Channel!** Now that you know all about channels you can start creating your own.  *Find out how[here](https://help.nos.co/hc/en-us/articles/115001685911)*[https://help.nos.co/hc/en-us/articles/115001685911](https://help.nos.co/hc/en-us/articles/115001685911) --- ## What are processes and stages? URL: https://nos.co/help/what-are-processes-and-stages/ Date: 2026-05-23T12:12:00.000Z Stages are steps in a process and give you a progression to manage idea and innovation pipelines in a [channel](https://help.nos.co/hc/en-us/articles/360019128211-What-is-a-Channel-). ***Create multiple stages*** (e.g. idea submission, screening, maturation) in a channel to efficiently manage and grow your ideas from submission to implementation. Easily move ideas from one stage to another. ***Set a countdown*** for each stage to automatically close the stage for further idea submissions or evaluations. The timer is shown on the channel page so the user always knows how much time is left for idea submissions. ***Create an idea template for each stage***. This allows you to ask for additional information and details along the process and smoothly mature ideas from infancy to implementation - all in one channel. ***Update ideas***once an idea has moved to another stage. Visual cues on the idea indicate idea authors to update their idea. Idea authors can simply add new information or directly copy existing content to the new template. ***Set up multiple evaluation gates*** in your pipeline. Each stage can have its own evaluation template. That way you can let the ideas be evaluated by different people and different evaluation criteria as they move along your pipeline. [See more here](https://help.nos.co/knowledge/articles/new/en-us?brand_id=544526) --- ## What browsers do we support? URL: https://nos.co/help/what-browsers-do-we-support/ Date: 2025-07-15T16:21:00.000Z In many cases, error messages occur when your browser is not up to date. **So that the platform works smoothly, make sure that you are using the latest browser version.** **We are currently supporting:** - Chrome (most recent version and previous major release) - Edge (most recent version and previous major release) - Safari (most recent version and previous major release) - Firefox (most recent version and previous major release) You can check if your browser is updated by clicking on following link: [https://www.whatismybrowser.com](https://www.whatismybrowser.com) **Also note:** - When a new version of a supported browsers is released, we will initiate support for that version and discontinue support for the third most recent major release. - We may discontinue support for browsers that are no longer supported by the manufacturer. - Cookies and JavaScript must be fully enabled to use the Nosco Platform. - Nosco can update the technical requirements with 3 months’ notice. **In case your browser is up to date and you still** **receive an error message, please contact us via:** **[support@nos.co](mailto:support@nos.co)** --- ## What is a channel? URL: https://nos.co/help/what-is-a-channel/ Date: 2025-12-19T15:28:00.000Z Channels are the central element of the Nosco platform. Idea collection and collaboration happen in channels. A channel is a place for your employees to share ideas, collaborate and give feedback. When you create a channel you choose a topic, define a workflow, decide who can participate and who should evaluate. As an example, a channel can be used to: - Collect ideas - Share knowledge & best practices - Spread news - Post project updates - etc. ## **All You Need to Know About Channels** **Focus**A channel always has a clear focus and purpose which should be linked to your intent. *e.g. collecting ideas for new business models.* **Access Control**Decide who will see, have access and can contribute to the channel.  **Workflow**Each channel can have a unique process and workflow. *Read more about workflows[here](https://help.nos.co/hc/en-us/articles/360020112371-What-are-stages-processes-)* **Content**Customise the submission form to your needs and guide the users when they submit content. **Selected Experts**In each channel, you can assign experts to help evaluate and select ideas and content. ## **Create Your First Channel!** Now that you know all about channels you can start creating your own.  *Find out how[here](https://help.nos.co/hc/en-us/articles/115001685911)*[https://help.nos.co/hc/en-us/articles/115001685911](https://help.nos.co/hc/en-us/articles/115001685911) **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## You can't login? What to do? URL: https://nos.co/help/you-can-t-login-what-to-do/ Date: 2021-10-19T08:13:00.000Z ## **Have you activated your account?** 1. You should have received an email with an activation link. 2. Make sure it's not in your junk folder. 3. Open the activation link, that is in the email and choose a password. 4. You can now login with your email and password. 5. If you didn't receive an email with an activation link and it is also not in your junk folder, make sure that you check the right inbox. It might be that your account was created with another email address. ## **You have activated your account but still can't log in?** 1. Make sure to use the same email address as the one the activation link was sent to. 2. If you forgot your password, click on the link underneath the login form. 3. You will receive an email in a few minutes to reset it. **We hope this article has been useful for you.** **If you need more help, feel free to reach us:** [**support@nos.co**](mailto:support@nos.co) --- ## You cannot find your idea? URL: https://nos.co/help/you-cannot-find-your-idea/ Date: 2024-04-16T15:21:00.000Z ### **Have you already checked in your idea drafts?** Go to your drafts, by clicking **Drafts** in the left side menu. **We hope this article has been useful for you.** **If you need more help,****feel free to reach us:** **[support@nos.co](mailto:support@nos.co)** --- ## You get an error message/ the site doesn't load? URL: https://nos.co/help/you-get-an-error-message-the-site-doesn-t-load/ Date: 2022-04-12T14:00:00.000Z In many cases, error messages occur when your browser is not up to date. **So that the platform works smoothly, make sure that you are using the latest browser version.** **We are currently supporting:** - Chrome (most recent version and previous major release) - Edge (most recent version and previous major release) - Safari (most recent version and previous major release) - Firefox (most recent version and previous major release) You can check if your browser is updated by clicking on following link: [https://www.whatismybrowser.com](https://www.whatismybrowser.com) **Also note:** - When a new version of a supported browsers is released, we will initiate support for that version and discontinue support for the third most recent major release. - We may discontinue support for browsers that are no longer supported by the manufacturer. - Cookies and JavaScript must be fully enabled to use the Nosco Platform. - Nosco can update the technical requirements with 3 months’ notice. **In case your browser is up to date and you still** **receive an error message, please contact us via:** **[support@nos.co](mailto:support@nos.co)** --- # Reference pages ## Academy URL: https://nos.co/academy/ ![](/wp-content/uploads/2022/06/academy-03-1024x1024.png) ## Courses Find everything from quick, practical guides to courses that get you started and help you scale your innovation efforts. ![](/wp-content/uploads/2022/06/academy-03-1024x1024.png) ### Basic courses --- ## Legal notice URL: https://nos.co/legal-notice/ Nosco Aps Blegdamsvej 6, 2200 Copenhagen Denmark Contact details +45 70 70 12 42 cometoknow@nos.co www.nos.co Registered office Located in Copenhagen Ruling Court Copenhagen CVR 29515506 Executive Management: Jesper Müller-Krogstrup, CEO & Founder Sebastian Cadell, COO Board Members Morten Benn Rasmus Aaen Madsen Oliver Steen Bernhard Pedersen Thomas Reenberg Frank Hansen External Links Despite careful control, we assume no liability for the content of external links. Each operator is responsible for the content of linked pages. All names, words, symbols and graphics may be trademarks or registered trademarks belong to their owners. --- ## Privacy policy URL: https://nos.co/privacy-policy/ #### Please read our privacy policy carefully to get a clear understanding of how we collect, use, protect or otherwise handle your Personally Identifiable Information in accordance with our web application. #### **** #### **What personal information do we collect from the people that visit our web application?** When registering on our site, as appropriate, you may be asked to enter your name, email address or other details to help you with your experience. #### **** #### **When do we collect information?** We collect information from you when you register on our site or enter information on our site. #### **** #### **How do we use your information?** We may use the information we collect from you when you register, or use certain other site features in the following ways: - To personalize your experience and to allow us to deliver the type of content and product offerings in which you are most interested. - To improve our web application in order to better serve you. - To allow us to better service you in responding to your customer service requests. - To send periodic emails #### **** #### **How do we protect your information?** Your personal information is contained behind secured networks and is only accessible by a limited number of persons who have special access rights to such systems, and are required to keep the information confidential. We implement a variety of security measures when a user enters, submits, or accesses their information to maintain the safety of your personal information. In addition, all personal information you supply is encrypted via Secure Socket Layer (SSL) technology. #### **** #### **Do we use 'cookies'?** Yes. Cookies are small files that a site or its service provider transfers to your computer's hard drive through your Web browser (if you allow) that enables the site's or service provider's systems to recognize your browser and capture and remember certain information. For instance, we use cookies to help us understand your preferences based on previous or current site activity, which enables us to provide you with improved services. We also use cookies to help us compile aggregate data about site traffic and site interaction so that we can offer better site experiences and tools in the future. #### **** #### **We use cookies to:** Understand and save user's preferences for future visits. You can choose to have your computer warn you each time a cookie is being sent, or you can choose to turn off all cookies. You do this through your browser settings. Since each browser is a little different, look at your browser's Help Menu to learn the correct way to modify your cookies. #### **** #### **If users disable cookies in their browser:** If you turn cookies off, Some of the features that make your site experience more efficient may not function properly.Some of the features that make your site experience more efficient and may not function properly. #### **** #### **Third-party disclosure** We do not sell, trade, or otherwise transfer to outside parties your Personally Identifiable Information. #### **** #### **Third-party links** We do not include or offer third-party products or services on our web application. #### **** #### **You will be notified of any Privacy Policy changes:** On our Privacy Policy Page #### **** #### **How can you change your personal data?** You can change your personal data: - By emailing us - By calling us - By logging in to your account - By chatting with us or by sending us a support ticket #### **** #### **Does our site allow third-party behavioral tracking?** We are using external partners to gather data for quality control and improvements.We do not share any Personally Identifiable Information with those partners. The partners are: - Sentry - Mixpanel #### **Contacting Us** If there are any questions regarding this privacy policy, you may contact us using the information below. Nosco Blegdamsvej 6 Copenhagen, 2200 Denmark support@nos.co 70 70 12 42 --- # Services ## Innovation Challenge URL: https://nos.co/services/innovation-challenge/ Innovation Challenge — Company-wide, time-bound innovation programme that mobilises leadership, managers and employees around a clear call for ideas and turns the best five-plus opportunities into investment-ready cases. Find and validate new business opportunities, assemble teams around the most promising ones, and validate them fast. Turn ideas into validated business opportunities - Clarify the challenge - Get the right people on board - Run the events that move things forward - Build your team's capability - Keep things moving What you gain: - High-potential opportunities — Identified and developed high-potential opportunities from within the organisation, backed by management. - Training in entrepreneurship — Hands-on training in tools and methods for developing and validating new opportunities for a lasting effect. - Retain employees — Provide high-value employees that are not interested in the traditional leadership career path with an attractive alternative. - Quick validation of projects — Critical uncertainties tested fast and with little investment, making it possible to accelerate, or park, projects fast. - Build a culture of entrepreneurship — Build a competitive internal innovation model that trains employees in entrepreneurship and provides them with methods that can be applied across other work. --- ## License to Innovate URL: https://nos.co/services/license-to-innovate/ License to Innovate — An entrepreneurship training programme that equips employees with the mindset, tools, and methods of corporate entrepreneurs. Applied training that empowers your people with the skills, tools, and mindset to shape, validate, and scale existing projects and innovation opportunities - building a stronger, value-focused portfolio. Build lasting innovation capability through learning by doing - Understand what your team actually needs - Design a programme built around real work - Keep teams supported long after training ends What you gain: - Build and realise new business and innovation opportunities — Validate new opportunities fast - or restart existing projects to either close them down or scale them up. - Launch a professional innovation program — Create a program that fits the needs of your organisation and fast-forwards actual innovation projects. - Prepare for long-term growth — Up-skill teams for sustained long-term growth as they are equipped with the skills necessary to develop new products and services. --- ## Portfolio Shaping URL: https://nos.co/services/portfolio-shaping/ Portfolio Shaping — Structure and prioritise your innovation portfolio — assess opportunities side by side, allocate resources to what works, and retire what doesn't. Turn your innovation project portfolio into a value-creating innovation engine by validating projects faster, improving decision quality, and focusing resources where they matter most. Turn your pipeline into a portfolio that delivers - Identify which projects deserve validation - Get clear evidence on what's worth pursuing - Build lasting validation capability in-house - Keep your portfolio reviews running smoothly What you gain: - Faster, clearer decisions — Strong evidence and structured validation make decision-making easier and faster. - Higher portfolio value — Resources are focused on the projects that create the most business impact. - Capability uplift — Your teams learn by doing - gaining lasting skills in evidence-based innovation. - Embedded governance alignment — The validation process fits seamlessly into your existing operating model. - Funnel-shaped portfolio — Higher stop rates early in the process and clear evidence and faster decisions ensure a balanced, funnel-shaped portfolio. --- ## AI Idea Campaign URL: https://nos.co/services/ai-idea-campaign/ AI Idea Campaign — Time-bound, AI-assisted idea campaigns that mobilise your organisation around a clear question and converge fast on the best answers. Engage the business to find AI ideas that solve real problems. Early testing and fast decisions turn scattered experiments into focused, high-value use cases that drive measurable results. Turn AI investment into measurable business value - Surface AI ideas from across the business - Turn ideas into workable AI concepts - Find out fast what actually works - Keep momentum from idea to impact What you gain: - Business-led AI projects — Ensure AI initiatives start from real business problems, not tech curiosity. - Faster learning and better prioritisation — Iterative sprints and high stop rates free up time and focus for high-value ideas. - Cross-functional collaboration — Connect business, IT, and AI teams around shared goals and clear evidence. - Capability and culture — Build awareness, skills, and a culture of experimentation that lasts beyond the campaign. - A portfolio that works — Transform AI from hype to measurable business value, one validated idea at a time. --- ## Validation URL: https://nos.co/services/validation/ Validation — Structured validation of your riskiest assumptions — rapid experiments and real customer feedback before you commit serious investment. We support your early-stage projects with evidence-based sprints validating desirability, viability, feasibility, and fit through 360° assessment and targeted experiments aligned with your governance model. Validate ideas with confidence, not guesswork - Set up validation the right way - Get clear evidence on what's worth pursuing - Keep your reviews running smoothly What you gain: - Validated impact — Find out if your ideas and projects have the potential they claim to have – a structured validation process will give you evidence and validation of key-hypotheses. - Fast to decision — Avoid spending unnecessary time and resources on early stage projects by letting them linger in your organisation – speed up the process to get to a decision point, fast. - From unknowns to evidence — Structured around need, value, and feasibility, our validation turns uncertainty into measurable, evidence-based progress. --- ## Innovation Operating Model URL: https://nos.co/services/innovation-operating-model/ Innovation Operating Model — Design and embed the operating model — roles, rituals, and governance — that makes innovation a permanent part of how your organisation runs. Build a coherent and effective innovation engine by aligning your strategy, governance, and project execution around a shared operating model. Bring order and focus to your innovation activities - Design a model built for your organisation - Prove the model works before scaling it - Build the capability to run it yourselves - Keep governance running smoothly What you gain: - Clarity and coherence — Everyone works by the same principles - creating transparency, focus, and faster progress. - Stronger portfolio decisions — Projects are evaluated consistently, enabling smarter resource allocation. - Faster time to impact — Streamlined governance shortens cycle times from idea to implementation. - Lasting capability — Your teams learn to manage, adapt, and evolve the model - ensuring continuous innovation performance. - One shared language for innovation — A unified operating model connects people, projects, and purpose across the organisation. --- # Services (previous lineup) ## Innovation Challenge URL: https://nos.co/services2/innovation-challenge/ Superseded-by: https://nos.co/services/innovation-challenge/ Innovation Challenge — Company-wide, time-bound innovation programme that mobilises leadership, managers and employees around a clear call for ideas and turns the best five-plus opportunities into investment-ready cases. We have helped plan and lead more than 50 company-wide Innovation Challenges. Done right, it is without comparison the most effective way to create a more innovative culture within a company. It involves all levels of the company: leadership teams set the direction and decide which ideas to invest in, managers learn how to urge employees to look for new innovative solutions, and selected employees are trained in methods to quickly test and validate the best ideas. The result is a change in mindset through new successful ways of working, at least five high-potential business opportunities, and improved innovation skills across all levels of the company. ## We help you Define - Identify and formulate the call for ideas - Develop a detailed project plan - Set the budget and method for reaching MVPs Engage - Mobilise top management - Inspire people across your organisation - Involve managers in screening and selecting ideas Run - Support you in planning and leading the innovation challenge from start to finish - Kick-off the project with a process- and planning workshop - You decide how much help you want or need Facilitate - Process- and planning workshop - Mobilisation events: idea generation workshops, kick-off events, etc. - Screening workshops: evaluation of early-stage ideas and selection of learning opportunities - Bootcamp: training of teams in idea maturation - Final event: Dragon's Den-style meeting to determine which ideas to invest in - Experienced in both physical and online workshops and meetings Train - Idea generation: what is a good idea, where they come from, problems or needs to solve - Idea maturation: value propositions, business models, pitch training - Incubation: market validation, pretotyping, business case viability ## What's in it for you - High-potential opportunities — Five or more high-potential innovation opportunities identified and developed by employees, backed by management, and pitched to top management. - Training in entrepreneurship — Hands-on training in the best tools and methods to turn ideas into investment cases and your employees into corporate entrepreneurs. - Influence culture — A unique chance to boost your innovation culture, break down silos, get people engaged and send a strong signal, while producing valuable ideas. - Innovation showcase — The transparent process and concrete results make the innovation challenge a flagship among other innovation initiatives, suitable for internal and external showcasing. ## Testimonial "Our innovation challenge developed together with Nosco has been a key driver for our cultural transformation to become a more connected and innovative company." — Carlos Martinez Cristancho, Evonik ## Supporting platform features - Brand the challenge — Brand your innovation challenge with a custom design to fit your corporate identity. - Enable collaboration — Enable cross-team collaboration via online team formation. - Engage participants — Engage participants through social features such as commenting, liking, and following ideas. - Manage evaluation — Manage distributed evaluation and screen hundreds of ideas. - Manage ideas — Manage ideas from submission and growth through to implementation. ## Related cases Bühler, The VELUX Group, Ørsted. --- ## Venture Challenge URL: https://nos.co/services2/venture-challenge/ Venture Challenge — Rally your organisation around a key strategic challenge. Stimulate game-changing innovation, surface internal entrepreneurs, and build the innovation culture you need. Identify and assess business and innovation opportunities, assemble a team around the most promising ones, and help incubate and accelerate these opportunities as new ventures. Identifying, shaping and scaling new ventures is a pathway to growth that is far superior than the results achieved through incremental growth, and many companies choose to take that route when it comes to innovation. At Nosco, we are strong believers in the power of employees in discovering, incubating and accelerating new ventures. Our venture challenge helps identify and assess business and innovation opportunities, build a team around the most promising opportunities, and help incubate and accelerate the new ventures. The result is rapid validation of opportunities, enabling the company to quickly get to the next decision point. Compared to regular development processes, the venture challenge is an effective means of exploring a wide range of opportunities fast and without the need for extensive upfront investment. The collaborative approach allows companies to explore multiple opportunities simultaneously, increasing the likelihood of identifying viable and impactful opportunities. ## We help you **Define** - Assess the relevant type of challenge - Align on focus and approach - Plan key activities and milestones **Engage** - Engage management and key stakeholders - Identify key people for screening panels, etc. - Mobilise colleagues **Run** - Facilitate or co-facilitate key events: mobilisation, idea sharing kick-off, screening workshops, etc. - Train teams how to shape and run ventures - Help drive ventures as project managers or coaches **Facilitate** - Process- and planning workshop - Mobilisation events: idea generation workshops, kick-off events etc. - Screening workshops: evaluation of early-stage ideas and selection of learning opportunities - Bootcamp: training of teams in idea maturation - Final event: Dragon's Den-style meeting to determine which ideas to invest in - We are experienced in running both physical and online workshops and meetings **Train** - Idea generation: what is a good idea, where do they come from, problems or needs to solve - Idea maturation: value propositions, business models, pitch training - Incubation: market validation, pretotyping, business case viability ## What's in it for you? **High-potential opportunities** Identified and developed high-potential opportunities from within the organisation, backed by management. **Training in entrepreneurship** Hands-on training in tools and methods for developing and validating innovation opportunities and business ventures. **Retain employees** Provide high-value employees that are not interested in the traditional leadership career path with an attractive alternative. **Quick validation of projects** Critical uncertainties tested fast and with little investment, making it possible to accelerate, or park, projects fast. **Build a culture of entrepreneurship** Build a competitive internal venturing model that train employees in entrepreneurship and provides them with methods that can be applied across other work. **Carlos Martinez Cristancho** **Evonik** Our entrepreneurship program developed together with Nosco has been a key driver for our cultural transformation to become a more connected and innovative company. ## Related cases Check out our cases below to see how Venture Challenges are helping companies build a culture of innovation. ## Supporting features How our platform supports the Venture Challenge: - **Brand the challenge** — Brand your innovation challenge with a custom design to fit your corporate identity. - **Enable Collaboration** — Enable cross-team collaboration via online team formation. - **Engage participants** — Engage participants through social features such as commenting, liking, and following ideas. - **Manage evaluation** — Manage distributed evaluation and screen hundreds of ideas. - **Manage ideas** — Manage ideas from submission, growth to implementation. --- ## Continuous Improvement URL: https://nos.co/services2/continuous-improvement/ Continuous Improvement — Build a continuous-improvement culture where everyone contributes ideas to optimise workflows, reduce cost, and lift quality across the organisation. Contrary to common believes innovation is not just the result of radical and disruptive new business ideas. In fact, many of your employees already innovate on a daily basis by continiously improving existing products, services or processes - albeit on a different scale. They get direct input from customers, suppliers and colleagues and help them solve pressing problems. Like many companies you might already a have processes for Continuous Improvement but we see some struggle with spreading good ideas and practices across the organisation. Often processes are too handheld or rigid, offer little incentives and lack commitment by those using and applying them. At Nosco, we believe in simple, open and transparent processes that encourage participation and knowledge sharing across business units and locations. The results are not only cutting costs but also more engaged employees. ## We help you **Build** - Set up a digital infrastructure that supports existing processes - Get people involved early on to create commitment - Define clear incentives for participation and simple governance structures **Mobilise** - Identify key employees and train them - Engage management - Support roll-out and organise key events **Run** - Support in running projects - Facilitation of key events: feedback, screening, selection - Follow-up and assessment ## What's in it for you? **Improve performance** Improve your business by establishing a continuous inflow of ideas and a supporting process to assess and apply them. **Boost your innovation DNA** Start building a culture in which continuous improvement is part of its DNA, and where everyone is committed to help improve performance. **Build a culture of collaboration** Co-create and collaborate on idea submission, selection and maturation. Make it the default way of working in your organisation. **Manage your idea pipeline** Get a full overview and manage your idea pipeline in its entirety - from "just do it" ideas to high potential opportunities. **Justin Anders** **Schnellecke** I consider myself a success when I can see people changing their way of working. This is the key outcome of lean! Higher job satisfaction and a community of people that help each other. ## Supporting features How our platform supports continuous improvement: - **Comments** — Engage participants through social features such as commenting, liking, and following ideas. - **Evaluation** — Manage distributed evaluation and screen hundreds of ideas. --- ## License to Innovate URL: https://nos.co/services2/license-to-innovate/ Superseded-by: https://nos.co/services/license-to-innovate/ License to Innovate — An entrepreneurship training programme that equips employees with the mindset, tools, and methods of corporate entrepreneurs. Give your employees and managers the skills, capabilities and tools to identify, advance and scale business and innovation opportunities using a minimum of resources with our tailored training program. Whether you are an executive seeking advice on organisational development, a team looking to increase the speed of new product and service development, or an innovation team that wants to train colleagues on running new ventures with speed and agility, we offer tailored training. Our trainers are experienced practitioners and skilled facilitators focused on creating a lasting impact. The training is focused on applied learning and takes a starting point in real projects. It is our ambition that the trained teams can apply their new skills and create value from the get go. ## We help you **Assess** - Assess training needs - Identify suitable projects - Tailor the program to fit the stakeholder needs **Design** - Plan the training program - Design training modules to match needs - Prepare the organisation **Facilitate** - Facilitate or co-facilitate sessions - Provide sparring to teams - Ensure support to project teams after the training ## What's in it for you? **Build and realise new business and innovation opportunities** Validate new opportunities fast - or restart existing projects to either close them down or scale them up. **Launch a professional innovation program** Create a program that fits the needs of your organisation and fast-forwards actual innovation projects. **Prepare for long-term growth** Up-skill teams for sustained long-term growth as they are equipped with the skills necessary to develop new products and services. **Bernd Elsler** **Actega** This workshop is a great benefit for us because we had time to deep dive into commercial, but also technical aspects for products. We can have a view from every angle of the room for defining and development. ## Related cases Check out our cases below to see how License to Innovate is helping companies build a culture of innovation. Related cases: KUKA --- ## Innovation Roadmap URL: https://nos.co/services2/innovation-roadmap/ Innovation Roadmap — Align your innovation strategy, portfolio, and execution. Build a roadmap that connects ideas to outcomes and keeps the pipeline moving. Create an overview and alignment of the key initiatives, timelines, resources and budget needs to achieve the company's innovation goals. Succeeding with innovation takes more than one innovation team; it is a job that requires the backing and commitment across the organisation. We help companies and teams define success criteria and map out the initiatives and steps to achieve them. It is an inevitable part of working with innovation that you will need to adapt and change your plans. Markets and customers change, and so do organisations and strategies. Whether you are new to innovation, or an established team with some years of experience, there will be a need for looking up and ahead at some point. Succeeding with innovation is further complicated by the fact that most innovation initiatives are dependent on resources or backing from people outside the realm of innovation. With our Innovation Framework, we help assess what the need is. The Innovation Roadmap helps those responsible for innovation aligning on a shared vision with stakeholders, mapping the innovation need, building the roadmap of initiatives 3-5 years ahead and detailing the coming initiatives. ## We help you Discovering, shaping, and validating new business opportunities is a pathway to growth that often delivers far greater results than incremental improvements. Many companies choose this route when it comes to innovation. At Nosco, we believe in the power of employees to uncover these opportunities. Our Innovation Challenge helps identify and assess business opportunities, build teams around the most promising ideas, and guide them through shaping and validation. We facilitate workshops, coach teams on developing ideas, support testing and market validation, and help translate insights into actionable decisions—so that learning happens quickly and effectively. **Assess** - Analyse the market and customer trends - Interview key stakeholders - Review past initiatives **Engage** - Align with management on important topics - Involve relevant managers within the organisation - Conduct workshops with stakeholders **Plan** - Define key pillars ("must-wins") for innovation - Describe projects for the next 3-5 years - Detail the first few projects ## What's in it for you? **Targeted plan** Plan and ambition that targets the need of the company in question and helps deliver on key strategic target. **Committed stakeholders** Increased stakeholder engagement and commitment by involving them in the assessment of the needs, and mapping out new initiatives. **Ready to execute** Speed is of essence when it comes to innovation, and the Innovation Roadmap contains initiatives that are concrete enough to be initiated right away. ## Supporting features How the Nosco platform supports your idea campaign: - **Run multiple campaigns** — Run multiple campaigns across your organisation. - **Reuse of best practice** — Reuse of best practice processes and templates. - **Ease of setup** — Ease of setting up idea campaigns. - **Delegate rights** — Delegate rights to set up and run campaigns. - **Target idea campaigns** — Ability to target idea campaigns to select individuals or groups. **Yannick Gächter** **Bühler** Alone, we cannot bring about the innovation power needed to address the challenges in our global food system. We must look at the ecosystem as a whole and focus on how we can solve the bigger challenge together. ## Related cases Check out the featured cases below to see how the Innovation Roadmap is helping companies achieve their innovation goals. --- ## Open Innovation URL: https://nos.co/services2/open-innovation/ Open Innovation — Tap into ideas beyond your walls — partners, customers, students, and start-ups — and turn external collaboration into a structured advantage. Open innovation covers a range of different types of initiatives with one thing in common; that people outside of the organisation are invited. This could be customers, suppliers, partners or universities. Collaborating with external entities can open new perspectives, help speed up development, and enable innovation across value chains. Open innovation builds on the same mechanisms as internal innovation but requires that you are particularly clear on what you expect from each party and pay attention to their needs and incentives for participation. When you succeed you can expect ideas and impact above and beyond what you as an organisation could achieve by yourself. ## We help you **Define** - Identify and assess opportunities for open innovation - Determine the scope of your initiative, incl. focus and target audience - Plan for incentives and set boundaries for participation **Design** - Plan your initiative - Outline rules of engagement - Organise key events **Facilitate** - Screening workshops, selection meetings, ideation workshops - Support you throughout the process ## What's in it for you? **Harness innovation potential** Get access to ideas outside your organisation and collaborate with suppliers, partners or customers to get new insights or solve large-scale problems. **Scout new talent** Utilise an open innovation initiative to find new sources of talent, boost your employer branding and get people engaged in a meaningful way. **Tap into ecosystems and value chains** Discover new ways of applying your knowledge and expertise by tapping into ecosystems and value chains, and collaborate to develop future solutions, designs and businesses. **Make innovation real** Establish yourself as an innovative organisation and let the outside get a feel of how innovation works in your organisation. ## Supporting features How our platform supports your open innovation initiative: - **Brand your initiative** — Brand your open innovation initiative with a custom design. - **GDPR** — GDPR compliant collection and storage of personal data. - **Invite external parties** — Invite external parties to your platform. - **Social signup** — Easy sign up with email, Google, Facebook or LinkedIn. ## Related cases Check out our cases below to see how Innovation Challenges are helping companies build a culture of innovation. Related cases: Carbon Footprint Challenge --- ## Incubation URL: https://nos.co/services2/incubation/ Incubation — Move validated ideas through structured incubation: scoping, prototyping, business modelling, and the support to bring them to market. As the bridge between early-stage ideas and projects ready for accelerating, incubation is a core element in the innovation process. It is a common misconception that it should be unstructured and unmanaged. In fact, the opposite is the case. In order to get valuable results, innovation and incubation, in particular, need to have clear leadership and follow a structured approach. It is best managed through short iteration cycles with early testing and validation of hypothesis, frequent feedback and high involvement of decision-makers throughout. We help our customers design and implement appropriate processes for incubation, select the tools needed, coach the teams and guide them all the way to the next investment decision. ## We help you **Define** - Set up the incubation process - Outline the requirements for ideas to move on - Select the best tools and test methods **Establish** - Find an appropriate meeting cadence with the team - Involve management at key-decision points - Build new ways to communicate progress **Coach** - Run key meetings and deep-dives - Give hands-on advice to the teams - Assist in building a great team, fitting to the task at hand ## What's in it for you? **Validated impact of ideas** Find out if your ideas have the potential they claim to have – a structured incubation process will give you evidence and validation of key-hypotheses. **Fast to decision** Avoid spending unnecessary time and resources on ideas by letting them linger in your organisation – speed up the process to get to a decision point, fast. **Bridge gap between innovation project and commercialisation** Investigating the market need for an idea should happen a lot faster. By bridging the gap early on, you will reach a decision to scale faster and more efficiently. **Ulrike Tagscherer** **KUKA** We need to build ways of testing ideas fast and learn that failing along the way is part of the journey. ## Related cases Check out our cases below to see how incubation is helping companies to validate ideas faster. Related cases: KUKA --- ## Idea Campaigns URL: https://nos.co/services2/idea-campaigns/ Idea Campaigns — Time-bound, topic-focused idea campaigns that solve specific business problems fast by scoping a clear question, inviting the right people, and converging on the best answers. The idea campaign is a simple method to solve small and big problems, fast. By defining a clear scope, inviting the right people, and setting a deadline, you can quickly get solutions and input for your most urgent problems. The idea campaign is at the core of Nosco's services and the most widely used format on the Nosco platform. It can be scaled to fit your needs, ranging from small-scale campaigns to collect ideas before a workshop, to large-scale campaigns reaching targeted employees across the globe to help improve product features or get input for a sales campaign. At its best, idea campaigns become a tool and capability that multiple people across the organisation are able to apply to their benefit — we call this "campaign as a service". ## We help you Define - Identify and formulate your scope - Plan the campaign in detail - Set the right criteria for the ideas Apply - Design the process that fits your scope best - Filter and screen ideas - Get the right people together to decide which ideas to pursue Facilitate - Kick-off workshop: design a fitting process - Screening workshops: evaluation and selection of ideas - Pitch training: helping idea owners refine and pitch to management Build - Formulate your idea campaign method as an offering and a playbook for users - Train future campaign owners - Co-facilitate idea campaigns ## What's in it for you - Targeted ideas — Well-formulated ideas targeted towards your business challenges such as product line extensions, new products or services, interface optimisations, developing new sales techniques, etc. - Speed and reach — Solve your problems fast. No need to wait for the next opportunity to get everyone together in the same room. Define your scope, set up your campaign, and launch it. - Autonomy — Easy plug and play. Anyone with a problem to solve can run a campaign. Empower your colleagues and quickly spread the method in your organisation. ## Supporting platform features - Run multiple campaigns across your organisation. - Reuse of best practice processes and templates. - Ease of setup for idea campaigns. - Delegate rights to set up and run campaigns. - Target idea campaigns to select individuals or groups. ## Related cases Widex, DSM, Covestro. --- ## Innovation Community URL: https://nos.co/services2/innovation-community/ Innovation Community — Build a permanent community of innovators across your organisation — a continuous, low-cost channel for ideas, inspiration and engagement that makes innovation everybody's business. Make innovation everybody's business by building a community where corporate innovators can connect, be inspired and develop innovation opportunities together. ## We help you - Establish the vision for your community. - Define the online and offline activities and events of your community. - Design the online space where people can connect, discover and collaborate. - Launch your innovation community. - Train your community managers. ## What's in it for you - Identify corporate innovators — Identify and nurture your corporate innovators. - An innovation hub — A hub for casual and formal innovation activities. - Engage employees — Engage employees and build your innovation culture. ## Supporting platform features - Brand your community with a custom design. - Channels for sharing trends, news, best practices, ideas and project updates. - Social features and notifications to support engagement. ## Related cases Ørsted. --- ## Corporate Entrepreneurship URL: https://nos.co/services2/corporate-entrepreneurship/ Corporate Entrepreneurship — Equip employees and management to think and work the startup way. Train leaders to manage innovation as venture capitalists, develop entrepreneurial skills across the workforce, and establish a corporate accelerator. Equip employees and management to think and work the startup way. ## We help you - Train your leaders to manage innovation as venture capitalists. - Develop the entrepreneurial skill set of employees through applied learning. - Establish a corporate accelerator. ## What's in it for you - Discover entrepreneurs — Build an entrepreneurial foundation applicable to all projects and roles. - ROI — Speed up and increase the success rate of innovation projects. - Foster culture — Foster an innovation culture based on best practices from start-ups. ## Testimonial "Corporate entrepreneurship is an important milestone in our culture of open innovation." — Dr. Ulrich Küsthardt, Chief Innovation Officer, Evonik ## Related cases Covestro. --- ## Digital Transformation URL: https://nos.co/services2/digital-transformation/ Digital Transformation — Capture digital opportunities, feature requests, and issues from across the organisation to drive your digital transformation pipeline and program. ## Drive your digital transformation Capture digital opportunities, feature requests, and issues from across the organisation to drive your digital transformation pipeline and program. Ideate, collaborate, and evaluate opportunities, and track your portfolio with Nosco's cutting edge, yet easy to use platform. ## All your digital pipelines in one platform Digital opportunity tracking. Increase the reach, speed and quality of your pipeline for digital transformation opportunities. Strategic opportunities for using AI. Rally your organisation around a digitalisation challenge, to stimulate thinking, identify opportunities and build your pipeline of opportunities. Issues & bugs tracking. Build a culture where everybody in the company contributes with ideas on how to improve and optimise digital platforms and systems. Digital transformation portfolio. Manage your portfolio of digital transformation opportunities from idea to realisation. ## A platform that scales with you 01. Easy & quick setup. Get your first pipelines up and running on your first day. 02. Expert from day one. No need for extensive training and onboarding. With our intuitive platform you and your colleagues are experts from day one. 03. Tailored to your needs. Customise your platform and pipelines to your needs without writing any code. ## The features you really need Ideate — catch the ideas that make a difference. Guide your audience in creating high impact ideas. Use Nosco's best practice templates or create your own submission forms. Collaborate — connect & collaborate. Break up silos and encourage cross organisational knowledge sharing and collaboration. Evaluate — find the best ideas in no time. Set up multiple evaluation gates, define evaluation criteria and distribute ideas to the right people to evaluate. Manage — efficient user & idea management. Conveniently integrate with your Active Directory and use Nosco's built in features to speed up idea and user management. Analyse — track your innovation initiatives. Get a full overview of your innovation initiatives, track progress and engagement over time and easily reactivate your target audience. Integrate — integrate with your favourite applications. Use single sign-on with your Active Directory. Integrate with enterprise social networks like Sharepoint or Teams to achieve even higher user adoption of both platforms. Connect Power BI for advanced analytics and reporting. ## Trusted by industry leading companies Ramboll, Linde Group, Aarsleff, RBI, KUKA, Danfoss, Velux, Husqvarna. ## Say hi Did we pique your interest? Get in touch to learn more about how we can help your organisation run your most successful innovation initiatives yet. Email: cometoknow@nos.co · Phone: +45 70 70 12 42. --- ## Sustainability Challenge URL: https://nos.co/services2/sustainability-challenge/ Sustainability Challenge — Tap into the knowledge of your employees and external stakeholders to solve your sustainability challenges — and generate long-term environmental, social and economic gains through collaborative innovation. Securing a bright future for the planet, people and business is the challenge of our times. Innovation is a key driver for sustainability while also ensuring ongoing economic growth. We help you tap into the knowledge of your employees and external stakeholders to solve your sustainability challenges. Generate long-term environmental, social and economic gains through collaborative innovation: - Accelerate innovation - Drive change towards sustainability - Nurture customer loyalty - Improve risk management - Boost employee & stakeholder engagement - Better financial performance ## We help you **Connect** - Connect your innovation initiatives to your sustainability goals by defining search fields and opportunities **Collect** - Collect the best ideas from your employees and most important stakeholders with Nosco's cutting edge innovation platform **Drive** - Drive change in your organisation and accelerate innovation by engaging your employees around your sustainability goals ## Leading the way More and more companies use their innovation initiatives to address sustainability challenges. Join their example and be at the forefront of change. Related cases: Carbon Footprint Challenge, Bühler ---