Organizing innovation and renewal in media companies

Important results from the project

The goals were to: -Develop the ability for a group of media companies to innovate and to be entrepreneurial in a structural shift -Increase knowledge of how such processes can be organized and led The management at the time planned to use the method initiated by the project in their future development work, to speed up innovation and to continuously adjust the strategy. Several leaders stated that their insights and knowledge had increased about how to lead innovation. In conclusion, the learnings about how to lead innovation and drive organizational change have been substantial.

Expected long term effects

The project included seven initiatives, where the learnings contributed to enhancing the innovative power in the organization. Four initiative had direct financial influence. One strategic dialog was carried out, where management got data about what hindered and enabled innovation from about 100 coworkers. The project meant: -Test of new ways of working -Learning about obstacles and enablers for innovation -Influence on the strategic agenda -Launch of new products -Changes in organization to support innovation

Approach and implementation

Seven entrepreneurial initiatives in fast cycles were successfully carried out. This is fewer than planned. On the other hand they had more powerful result than expected. The strategic dialogue around obstacles and enablers for innovation was executed as planned and gave management new insights. The continuous reflections with management also built up a joint knowledge about how entrepreneurial processes can be led. The knowledge gained has so far been spread through three publications (Fredberg & Pregmark, 2016, 2017 and Pregmark, 2016) and a larger number of company talks.