#SiliconValley2009: Swissnext

6. October 2009

FUNKENSPRUNG Silicon Valley discovery tour 2009 – day 1: the future of diplomacy (as the Swiss Consulate titled this venture) is located in San Francisco and serves as a business/ innovation hub for swiss companies and US. companies. Actually it reminded me of what the ONE Smart Spaces back in 2003/ 2004 could have reached to (besides not be located in San Fran.) It calls itself not an “business incubator” (they are not breeding) but more as an accelerator and “connecting the dots”. They offer open and closed events, they foster a well selected network of entrepreneurs, companies and VCs. For Swiss start ups they offer temporary offices and business services.

So what about Austria?


Finally it all makes sense – or the power of failure

18. August 2009

The last couple of weeks i got more and more interested in identifying the impact of failure and mistakes on the innovation process and how companies manage to handle failure. I came across the Pasta&Vinegar blog entry about Hamel and Prahalad’s point of view:

mind/tech bazar from outer space
Hamel and Prahalad’s take on failures
Generally, I do not read so much of business books but I wanted to have a glance at “Competing for the Future” (Gary Hamel, C. K. Prahalad) because it deals with issues I am interested in: futures and the importance of foresight research. Although the vocabulary is idiosyncratic and turned to a certain category of people (”managers”, “leader”), there are some interesting parts.

More specifically, I was of course curious about how the authors dealt with “failures”, a research topic I came to cherish for a while. Some dog-eared pages excepts below.

First about what constitutes a failure, p.267:

“Verdicts of new product failure rarely distinguish between arrows aimed at the wrong target and arrows that simply fell short of the right target. And because failure is personalized – if the new product or service doesn’t live up to internal expectations it must be somebody’s fault – there is more often a se [From Pasta&Vinegar » Blog Archive » Hamel and Prahalad’s take on failures]

ORF Bericht bei “Wie Bitte?” – Recruiting und soziale Plattformen

12. March 2009

Der ORF befragte uns zum Thema Web 2.0 und Recruiting. Gute Frage!

das Video auf youtube gibt es hier

by Florian M. Stieger

Creating a Culture of Innovation

23. February 2009


W.L. Gore & Associates – we believe one of the outstanding companies in Management Innovation. Watch CEO Terri Kelly’s inspiring talk at the MIT Sloan School of Management.

By Bernhard Hoetzl

Of S.T.A.R.s and Mosquitoes

19. February 2009

Do you have S.T.A.R. moments? This is a entry on one of my favorite presentation & impact blogs – slideology.com.


In our slide:ology training seminars we teach people about S.T.A.R Moments. S.T.A.R. stands for “Something They’ll Always Remember” and S.T.A.R. Moments refer to the memorable moments in a presentation that stick in the minds of your audience long after the presentation is over.

You know, it’s the “I have a dream” phrase in Martin Luther King, Jr.’s famous speech. It’s that “oh, and one more thing” dramatic moment that Steve Jobs incorporates into his memorable keynotes. It’s the thing—repeated phrase, prop, emotional moment, etc.—that they’ll remember from your presentation and be talking about at the water cooler the next day.

In a recent presentation to the TED community, Bill Gates utilized a S.T.A.R. Moment to help his audience identify with people who suffer from the mosquito-spread disease Malaria.

“Now, Malaria is, of course, transmitted by mosquitoes,” said Gates. “I brought some here so you could experience this.” Unscrewing the lid to the mosquito-filled jar, he continued, “We’ll let those roam around the auditorium a little bit. There’s no reason that only poor people should have the experience.”

Bill Gates Releases Mosquitoes at TED 2009

Bill Gates Releases Mosquitoes at TED 2009

It was clear from the nervous laughter and delayed applause that the audience got the message. Bloggers began typing furiously and it was not long before the mainstream press picked the story up and circulated news of how Gates released a ”swarm of mosquitoes.” It was so memorable and powerful that Gates (who did not exactly receive a warm reception the last time he was at TED) was given a standing ovation.

You want to be remembered. You want investors, or a committee, or customers to remember you when it comes time to make a decision. Consider putting a S.T.A.R. Moment into your presentation so that you stand out from the monotonous masses. Perhaps it will be a swarm of mosquitoes. Perhaps it will just be a part of your presentation where you turn off your slides and speak directly to your audience from your heart.

Whatever it is you choose, make sure that it will leave a lasting impression in the minds of your listeners, not their bloodstreams.

Other presentations with S.T.A.R. Moments:
John Doerr (emotional moment)
Jill Bolte Taylor (prop)
Steve Jobs – iPod Nano introduction (theatrical demonstration)

More information about the Duarte and TED connection.

[From Of S.T.A.R.s and Mosquitoes]

by Florian M. Stieger

Six ways to make Web 2.0 work

18. February 2009

Web 2.0 tools present a vast array of opportunities—for companies that know how to use them.

An interesting study by McKinsey Quarterly.

Innovation Lab: Contact us to learn about our experiences with Web 2.0 tools such as Yammer.com.

By Bernhard Hoetzl

13 Fragen zu Innovation & Querdenken

18. February 2009


  1. Wie wird eine Innovationskultur aufgebaut, die nachhaltig einen Wettbewerbsvorteil liefert?
  2. Wie richtet man das Unternehmen in Richtung “Enterprise 2.0” aus und nützt die Power von Netzwerken?
  3. Wie kann man den Mitarbeitern mehr Eigenverantwortung zugestehen, indem man weniger managt, ohne dabei auf Disziplin und Zielstrebigkeit zu verzichten?
  4. Wie baut man Teams auf, dessen Angehörige ein ausgeprägtes Gemeinschaftsgefühl empfinden und alle am gleichen Strang ziehen?
  5. Wie stellt das Unternehmen eine implementierte und in der DNA verankerte Open Innovation Philosophie sicher?
  6. Wie kann speziell in Turnaround und Change Projekten brachliegendes Kreativpotential nutzbringend gefördert werden?
  7. Wie sichert man sich gegen die Gefahren von Selbstüberschätzung und Verleugnung ab?
  8. Wie sorgt man für einen stetigen Fluss neuer strategischer Optionen?
  9. Wie beschleunigt man die Umverteilung der Ressourcen von bestehenden Projekten zu neuen Initiativen?
  10. Wie werden sämtliche Mitarbeiter des Unternehmens als Innovatoren eingebunden und wie schafft man in Zeiten der Veränderung und harten Wettbewerbssituation Zeit für Innovationen?
  11. Wie gewährleistet man, dass die veralteten, aber unerschütterlichen Vorstellungen der Manager die Innovationen nicht ersticken (Stichwort Kreativitätsappartheit)?
  12. Wie wird Querdenken professionalisiert?
  13. Wie entwickelt man ein wirksames System zur Identifikation von “disruptive technologies & business models”?

(Quelle: G. Hamel (2007), Das Ende des Management, FUNKENSPRUNG)

“Das Ende des Managements: Unternehmensführung im 21. Jahrhundert” (Gary Hamel)

By Bernhard Hoetzl