Case
SKOV builds stronger market position through digital innovation
By turbo charging its digital innovation effort, SKOV are outgrowing the market. Blue Trampoline helped them accelerate their innovation effort.
About the partnership with Blue Trampoline
“We now have a faster and better approach to digital innovation, which have improved our market position“
Søren Smedegaard
Direktør, Business Development, SKOV
The challenge
SKOV was challenged by new market demands
SKOV, which is one of the world’s leading suppliers of climate and farm management solutions for the poultry and pig production industry, experienced a growing demand for data management and digital solutions.
The leadership team was quick to respond to this need and initiated a big project, which should help SKOV get on the forefront, when it comes to digital solutions. The project was well financed and staffed with highly experienced and qualified people.
It did not take long before the leadership team learned about the difficulties in creating real progress and bringing good ideas to the market that could help their customers build a better and more data driven business.
After a short assessment of the company’s innovation process it was concluded that a more agile and experimental approach was needed for its digital innovation effort.
The solution
New approach to digital innovation through three efficient levers
SKOV already had some experience in integrating digital elements into its physical products. But it was untouched territory to design new, digital and customer centric solutions, which ideally should become a stand-alone business.
To accelerate this new level of innovation we did three things, which helped SKOV to improve its corporate innovation capacity.
The first thing was to design a clear vision and strategy for digital innovation at SKOV. A clear leadership mandate was also given to help make it clear, who was in charge and to promote quick decision making.
The second thing we did was to create an autonomous structure sound digital innovation. That gives innovation teams the opportunity and freedom to design and promote the digital solution and business models that gain most traction among customers and users.
The last initiative was to design an agile and yet systematic innovation model and to promote the behavior and practice, which increase the changes of making progress — and creating real impact. That was the cornerstone in the project.
To validate the new approach to digital innovation, which is based on best practices from design thinking and lean startup, we tested it on several pilot projects. That gave both quick learnings and rapid results.
All pilot projects started with a design sprint, where small teams developed ideas within the strategic boundaries set in the innovation strategy. That resultet in a lot of great ideas and exciting prototypes, which were tested on real life users and customers.
The the most promising prototypes was launched as minimal awesome products and ones that gained most market traction, was improved and perfected. Today the create real business value for SKOV’s customers all over the world.
The results
From design sprint to strategic business unit
The three changes, which Blue Trampoline helped SKOV implement, have created real results. Both short term and on a longer and more strategic horizon.
By implementing a new approach to digital innovation, SKOV have succeeded in bringing the right solutions to the market place in a faster and cheaper way. Initially through minimal awesome products, which are improved and perfected gradually through real customer and user feedback.
The growing portfolio of digital and innovative solutions have given the company a competitive advantage in the market. Partly because it has provided SKOV with a new and strategic business unit with new revenue streams, but also because it has positioned SKOV stronger in a market with growing demand for precision livestock farming. This competitive advantage can be seen on the company’s revenue, which outgrows the market’s.
The early and strong strategic anchoring and the way the new way of working has created quick and measurable results have motivated the leadership team to organise SKOV’s digital innovation in an independent business unit, which already accounts for 5% of the company’s total revenue. This is expected to grow, as new slotions are designed, launched and scaled.
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