-– –

Comparative
Analysis Report
For Implementation of
Collaborative Innovation Canvas
for Airbus and Ricoh Company.

Presented to Prof. Manar Salamah

Prepared by:
Abeer shergawi Kernshi - ID No: 2000664
Alyaa Hisham Habelreeh - ID No: 2000658
Maram Ahmed Kurdi - ID No: 2000656
 Table of Contents
1. Executive Summery
2. Introduction
2.1. About Airbus Company
2.2. About Ricoh Company
2.3. About HYPE Innovation Company
3. Body of the Report
3.1. Explain HYPE Innovation Canvas
3.2. Alignment Pillar Analysis
3.2.1. Strategy
3.2.1.1. Airbus Strategy
3.2.1.2. Ricoh Strategy
3.2.1.3. Comparison between the Two Strategies
3.2.2. Recourses
3.2.2.1. Airbus Resources
3.2.2.2. Ricoh Resources
3.2.2.3. Comparison between the Two Resources.
3.3. People Pillar Analysis
3.3.1. Stakeholder
3.3.1.1. Airbus Stakeholder
3.3.1.2. Ricoh Stakeholder
3.3.1.3. Comparison between the Two Stakeholders
3.3.2. Audience
3.3.2.1. Airbus Audience
3.3.2.2. Ricoh Audience
3.3.2.3. Comparison between the Two Audiences
3.3.3. Communication
3.3.3.1. Airbus Communication
3.3.3.2. Ricoh Communication
3.3.3.3. Comparison between the Two Communications
3.4. Process Pillar Analysis
3.4.1. Decision-making
3.4.1.1. Airbus Decision-making
3.4.1.2. Ricoh Decision-making
3.4.1.3. Comparison between the Two Decision-making
3.4.2. Execution
3.4.2.1. Airbus Execution
3.4.2.2. Ricoh Execution
3.4.2.3. Comparison between the Two Executions
3.4.3. Measurement
3.4.3.1. Airbus Measurement
3.4.3.2. Ricoh Measurement
3.4.3.3. Comparison between the Two Measurements

4. Conclusion
5. References
 Executive Summary

This report aims to conduct a comparative analysis between “Airbus” and “Ricoh”
two superior companies that have applied corporate innovation which means generation,
development, and implementation of new ideas, behaviors program pertaining to
organizational members. Corporate innovation may be formal or informal activities aimed
at creating new businesses in established companies through product and process
innovations and market developments or develop new things to sell.

In today’s world, pioneers companies and startups with fresh perspectives and backed by
investment are finding opportunities to upend entire industries with new technologies and
business models. Proponents of corporate innovation like "Tendayi Viki" will often cite the
downfall of Kodak, whose scientists developed digital technology which the company
refused to build into their business model out of fear of cannibalizing profits from their
photographic film.

The report includes providing a comprehensive picture of the strategy and mechanism for
the two companies which is Airbus and Ricoh in applying the innovation model where both
companies tend to apply the corporate innovation model and both companies have used
a HYPE platform to implement the Collaborative Innovation Canvas and also the report
represents the similarities and differences patterns of the two companies in the direction
and methodology of implementation. Among the elements that have been focused on in
the report are how to include innovation as a critical direction included in the company's
vision, mission, goals, implementation strategies and programs, and how both companies
have avoided common barriers in implementing innovation as a strategy and also how to
build and stimulate a harmonious and supportive environment for innovation, structuring
innovation teams and empowering leaders. To get started, it was necessary to get to know
the background of both companies broadly, to make the comparison more accurate, and
what are the reasons that two companies such as Airbus and Ricoh used the "HYPE"
platform to make a huge achievement in applying the innovation as a strategy.
Introduction

Overview of the companies in this report the first one is Airbus Company It is one of the two
companies on which this report was analyzed.

Firstly: Airbus is an international pioneer in the aerospace industry. They are a leader in
designing, manufacturing and delivering aerospace products, services and solutions to customers
on a global scale. Airbus aims for a better-connected, safer and more prosperous world. These
cutting-edge products and services – which span the commercial aircraft, helicopter, defense,
security, and space segments – benefit from Airbus’s wide-ranging expertise and continued
emphasis on innovation. Airbus has built on its strong European heritage to become truly
international – with roughly 180 locations and 12,000 direct suppliers globally. The company has
aircraft and helicopter final assembly lines across Asia, Europe, and the Americas, and has achieved
a more than sixfold order book increase since 2000.

What is the relation between Airbus to innovation? Innovation has always been a driving force at
Airbus, which promotes cutting-edge technologies and scientific excellence to contribute to global
progress. Through its predecessor companies, Airbus pioneered many of the technologies that
helped conquer the skies and are now part of everyday life.
Airbus encourages its industry-leading experts to push their
boundless imaginations, moving the company into the Industry
4.0 era and inventing new possibilities for the future of flight:
from manned and unmanned vehicles for urban mobility to
hybrid and electric propulsion systems for cleaner aviation. A
computer rendering of Airbus’ E-Fan X hybrid-electric tested
aircraft. Airbus official innovation vision “is shaping the future of
aerospace the future of flight is electric, autonomous and zero-
emission. At Airbus, they believe innovation can contribute to a
more sustainable world. By taking an unconventional approach
to the challenges of today, we can build the sustainable aviation
of tomorrow”.
 Secondly: the company that has been analyzed in this report is Ricoh supplies office
equipment and document management systems. The Company provides and maintains copiers, fax
machines, printers and scanners and also digital cameras, CD/DVD drives, semiconductors, and
thermal products. Ricoh serves customers worldwide. Ricoh's mission as Ricoh Group, "they are
committed to providing excellence to improve the quality of living and to drive sustainability". Ricoh’s
Vision to be the most trusted global company. Ricoh's Values Customer-Centric, Passion, Gemba,
Innovation, Teamwork, Winning Spirit and Ethic and Integrity).

What is the relation between Ricoh and innovation? Ricoh a company built on the continual
generation of ideas that move the world forward. Innovation at Ricoh is driven by our market
foresight and understanding of customer needs. With a history of product world firsts, they are
committed to defining innovative processes that change the way you do things, for the better.
Saving time, saving energy and saving costs.
 Thirdly: HYPE Innovation, The Company is a global leader in full-lifecycle
innovation management software and services. Their innovation platforms allow
organizations to engage thousands of employees in idea generation and collaborative
problem-solving by supportive products and services such as Idea Management
Software, Partnering in relationship management, open innovation Integration, and
Information technology and manage Innovation portfolio. From the beginning in 2001,
they have been proud to uphold five fundamental values that drive the way of work
with their clients: integrity, accountability, fairness, diversity, and customer intimacy.
They believe in long-lasting client relationships and working with customers as
partners. They serve more than +200 clients around the world by 7 locations that
include more than +100 employees. Their client community includes global companies
such as Harley Davidson, ConocoPhillips, Bombardier, Nokia, Airbus, Fujitsu, UCSD,
Saudi Aramco, Veolia, Siemens, and Deutsche-Bahn. All these pioneers companies
around the world selected HYPE Innovation because they consider themselves
"helpers," not "sellers." by recruited consultants, that’s why even prospects get to speak
to one of their consultants first when they reach the company. Here they find
somebody who understands their business challenge and can help them pinpoint key
requirements. Also, they have a high level of intuitively, just the right level of functional
volume. They have achieved satisfactory results for all of its customers.

In this report, we wrote about two HYPE Innovation clients in two different sectors to
understand the flexibility and empowerment of the innovation program of Airbus and
Ricoh NZ. The question is why both companies have chosen HYPE? For Airbus, the
selection was based on Hype innovation model scalability and a high degree of
flexibility, which would be needed to support the ambitions of Airbus Innovation Cell
over time and Innovation meanwhile the Cell team aimed to create a self-growing
system, where employees would virally spread the message. And for Ricoh NZ the
selection was based on four reasons 1) ease of use: Minimal training required for end-
users of the tool 2) Back-end. Capabilities: To measure, report, and work beyond ideas.
3) Flexibility to adapt: To support changing needs over time. 4) Proven technology:
Already used by some of the most successful companies in the world.

To confirm that HYPE Innovation was distinguished by its flexible "Innovation canvas" model based
on a very detailed requirements specification from companies, and they realized a very quick
implementation with it, also including specialized modifications and configurations to the software.
In their innovation canvas can immediately bring to the company: Display a visual grammar which
everybody can understand and share. Capture the big picture, reducing the inherent complexity of
innovation. HYPE provides a collective reference point to return to create a joint understanding
through collaborative innovation canvas, which is only the first step in making full use of it, there are
additional ways to use it in workshops that provide benefits in an on-going way helping in actively
manage the companies program.
 Body of the report
There are three primary pillars in this study regarding the HYPE Innovation Canvas
(Alignment, People and Process) as a guide when considering choosing a software platform for a
company’s innovation program.
In this report, more info about the three pillars considers when evaluating innovation management.
Within those three pillars, eight specific areas play a critical role in shaping the success or failure of
any program.
 Alignment of the activities to the core business goals and needs, It is important to
consider how the innovation management program is aligned with overall company
strategy goals for innovation and what resources are necessary to support it.
 People are central to any innovation activity, as a need for diversity and creativity to
operate and generate novel ideas, this pillar can be more understandable by the way
to assess needs, evaluate results, and manage expectations from stakeholders, and
process to engage and facilitate participation with the audience, and tools to activate
the program within communications channels.
 Processes are decisions (making) that drive repeatable success with innovation
management. Also, what enables innovation execution to be part of the day job into a
systematic, widely adopted, and sustainable business activity depended on
measurements.

Figure 1.1 describes the Cooperative Innovation Canvas

By comparing and analyzing the implementation of the innovation
management based on the "HYPE Innovation canvas" for Airbus and Ricoh in
primary pillars.

Firstly: Alignments Pillar that includes

(Strategy and Resources)

Strategy
The strategy is the continuous process a company undertakes to prepare for its future and
knowing the exact steps it needs to take to implement its plan of action to achieve a
competitive advantage. A well-crafted business strategy aligns with the core mission, vision
and acts as a road map for sustained profitability competitiveness and growth.
Airbus Strategy

The spirit of innovation across organizational boundaries is at the core of the Airbus strategy, the
goal of the Airbus Corporate Innovation team is to provide a structured end-to-end process. It is
an enabler for all functions to manage their innovations and to better explore and collaborate cross-
functionally, Airbus‘s strategy is based on three main points:
 Focus, provides a focus on what is important in terms of value for customers. Yearly, Airbus
decides the top priorities, linking corporate strategy directly to the activities within IdeaSpace
“Innovation Program”, having the advantage from the CEO to take the authority to
challenge different departments about their innovation activities and increase their focus on
the core strategy.
 Engage, provide a healthy environment to foster collaboration, raise awareness and build
engagement between people beyond individual departments and organizational
boundaries.
 Accelerate, the mindset of the people involved is the most important factor for Airbus.
Corporate Innovation provides resources and support throughout the end-to-end
workflow, then come from the empowerment of individuals and teams, and creating a sense
of ownership for their innovations.

Ricoh Strategy

In 2017, the innovation team observed that the iBox system was open for all ideas, but with the new
HYPE platform the goal was to focus ideas around key topics of interest for Ricoh while providing
more capabilities for discussing and sharing ideas through six areas: Customer Satisfaction, Internal
Efficiency, Employee Engagement, Cost Saving, Revenue Generation and Sustainability.
By limiting the ideas to the six areas, The Financial Director "Innovation Program Chairman" avoided
employees to felt that they are out of the process resulting from a huge number of ideas that
received. HYPE platform led to more liberating for employees, enriched collaboration options for
that, they have linked the platform directly to the company strategy. Additionally, the innovation
team found targeted, time-limited idea campaigns for more breakthrough innovation.

Comparison between the Two Companies

We can say that there are differences between the two strategies. Airbus set the innovation as a
core strategy that reflects the company as an innovation hub, which leads every single person in
the company to go with the strategy as a core mission in daily work life. About Ricoh, it’s obvious
from their strategy component focus on cost-saving by collect the ideas within the six alignments
of the strategy.

That reflects the HYPE innovation canvas can be customized with different strategies.
Resources
The resources of humans, methods, physical spaces and budgets available to support the
innovation program in the company.

Airbus Resources
There are four components to support innovation central team:

 Physical Space: bring people together physically to work on the idea through various
physical spaces that support the different stages of idea development, collaboratively on
methods such as the business model canvas; and a prototyping lab, complete with 3D
printers; a rapid architecture lab; and ideation spaces.
 Community Platform: IdeaSpace is the virtual home for innovation, acting as the repository
to store both online and offline activities. The platform is adapted overtime as new use cases
arise, so it always meets the needs of changing innovation practices also, they keep Idea
Channels always open spaces for ideas relevant to departments - were implemented, for
example, because departments saw a need to handle ideas which arose outside of the
focused remit of idea campaigns.
 Methods and Tools: Airbus Corporate Innovation wanted to provide standardized methods
and tools, to make it easy for employees to practice innovation. It took around two years
for the team to research, experiment with, and determine the best tools for the job together
with the users. The methods provided by the team include:
- The Front-end of Innovation Canvas
- Kickbox for Innovators (based on Adobe’s open-source concept)
- Business Model Canvas
- Service Jams
 - Bootcamps
- Sprints
- Protobox for facilitating the building of Minimum Viable Products
- and Care Packages, given out to caretakers, whose role is to guide,
encourage and challenge idea owners throughout the innovation process.
 The Corporate Innovation Team: there are around twenty-five people in the Airbus divided
into three primary groups, which align to stages of the innovation process:
- First group working on culture change, the methods and tools, and support for
innovators.
- Second group working as project leaders, helping to prototype and proof of concept
ideas.
- Third group working with startups, focused on the back-end implementation side,
helping to bring ideas to the market.

Alignment of the activities to the core business goals and needs – without which an initiative
will likely starve and eventually die. Creating close alignment means you are in step with the
company direction and are helping find ways to support that direction through innovation.
It’s the fastest way to build acceptance and momentum while retaining an edge for creativity
and exploration. It is important to consider how the innovation management program is
aligned with overall company strategy goals for innovation and what resources are
necessary to support it.

Ricoh Recourses
The things you need to deliver your value proposition to your customer segment. The Innovation
Program Chairman decided to build a functional innovative team that can improve the idea
generation process, and helps guide ideas through to implementation. He called them the National
Innovation Team NIT. Their strategy in creating NIT recruits the top performers in the business by
identifying the right people that drive innovation through the ratio of implemented ideas per
employee. The important role for the 5-team member as the IT Expert, Campaign Manager, Process
Improvement Manager, Concept Manager, and Project Manager.

Also, a minimum of two people from each location was selected to be Champions, which
involves providing support and guidance for the users of the “ThinkTWICE” platform and
championing the activities of the overall program.

Comparison between the Two Companies

We can say that there are huge differences between the two resources. The employees in Airbus
have more opportunities to create ideas, and more involved in the innovation process because the
company provides an innovative environment that formation employees to live in innovation
challenges every day. But Ricoh, it’s obvious from their resource they focused on framing ideas by
experts of company human capital and using the standard level of a communication resources.
Secondly: People Pillar that includes
(Stakeholders, Audience, and
Communications)

Stakeholders
The key individuals involved in supporting the program and innovation in general. Including
campaign sponsors and management stakeholders.

Sponsors
Stakeholder

Finance Director
CEO
Five owners from NIT
CIO
Owner from sustainability unit
Top Management
Managers
Campaigns Leader
Innovation Team
Airbus Stakeholders

Play a primary role to link the innovation to the overall strategy (as a core strategy). And to make
sure that every action directs smoothly and efficiently for innovation growth.
Airbus worked to avoid the most of corporate innovation obstacles starting from the main
stakeholder through giving the corporate innovation team the authority to reports directly to the
Chief Innovation Officer, who reports to the CEO and this is a critical factor in the success of their
program and it immediately lends credibility, helps to raise the profile of the activities and get others
involved and can make communications easier. Continuous adoption of the platform has also
contributed to senior management providing more support all of that to support the strategic
approach the Acceleration, additionally part of the Innovation Team role is to develop a series of
checklists to ensure a consistent approach to running innovation campaigns and to make sure that
there is enough time for innovation and line managers support their employees and also provide
other checklists for the sponsor and Campaign Leaders to organize the innovation process.

Ricoh Stakeholders

Presided by Finance Director, that give an insight of the primary drivers behind the program are
cost-saving and efficiency improvements and other stakeholders divided into five of the six strategic
areas have an owner from within the NIT team and Sustainability has a specific owner who is
responsible for sustainability at Ricoh and the managers.

Comparison between the Two Companies

We can say that there are differences between Airbus and Ricoh in terms of the driver of the
stakeholder composition. Airbus set the innovation as a core strategy globally and the scope of
innovation is more open than Ricoh. also, that lead to Involve all the top-level management in the
innovation process and keep the communication open to insure achieving the Acceleration which
is a very important component in the innovation strategy to make sure that the decision-maker in
the top level is aligned with what happened and to provide the full support needed. About Ricoh,
it’s obvious from their stakeholders component that not all top-level of management are involved
in the innovation program and most of the decision-making refers to the Finance Director at Ricoh
who focus on cost-saving so we can say the range of support is focused because Ricoh's innovation
scope is more focused and the structure of the stakeholder dividing based on the six strategic areas
of the innovation. That reflects HYPE innovation canvas can be modeled with different aspects of
stakeholders.
Audience
Who is invited to use the company platform, whether it’s internal only, or also open to
externals who can help in expand the success of the program, such as innovation advocates.

Airbus Audience

Idea Space "The Innovation Program platform" reached to around Airbus 133,000 employees.
Sponsors can choose to make their idea campaigns private to only selected groups or individuals.
However, Airbus Corporate Innovation recommends and encourages communications to those who
specifically want to invite, they strongly advise keeping campaigns visible and open for everybody
to participate. Campaigns often benefit from having employees in other areas bring their
perspectives and add to the collaboration. The Airbus Corporate Innovation team encourages to
define the People who promote and drive culture change and others who support innovators and
help to move innovation projects forward throughout the company. They fall into the two following
groups,
 The Caretakers are Experts in different areas of the business, who can review ideas in their
field.
 The Catalysts a network of around 150+ employees who spend part of their job working on
innovation.

Idea External
Employees Caretakers Catalysts
Owner Members

Currently
Ricoh Audience

They are 390 employees have more flexibility to submit their idea on a different level if it directly
impacts their job and doesn’t require additional funding or resources they have the authority to
implement it and share it on the platform, this step motivates the employee on having their intrinsic
motivations to innovate. And guided them to the implementation approach by the innovators which
is part of the primary driver of the program. The company will extend the audience base in the
future to involve some customers and suppliers to understand and develop its customer experience
process.

390
Employees
Innovators
+ Customers Suppliers

Currently Future

Comparison between the Two Companies

We can say that airbus activated different types of audiences which impacted the increase of the
interaction and stimulating and acceleration of innovation and, Ricoh Audience was general and
directed toward the implement the ideas.
Communication
The way to communicate effectively, create momentum, and build trust with your audience
and stakeholders.

Airbus Communication
The most important methods to avoid the innovation obstacles are building social capital, a key
factor to start building solid social capital is effective, Airbus believes that communication should go
across everything. It’s important for all the areas of the innovation program. They communicate on
the strategy, the resources, the stakeholders, and the process.

Innovation team play a major role in building and enhancing the innovation culture through the
awareness up to various level and take the approach of communicating the specific activities, such
as idea campaigns, rather than a generic push for the platform. This focuses attention on how
employees can contribute immediately, rather than generally promoting an innovation platform.
Airbus also uses different tools to enhance and accelerate innovation. Such as (Idea Campaigns,
Monthly Newsletter, Campaign Guidelines booklet, Idea Space Yearly Conference, Monthly email
templates).

Airbus Communications Methods

Idea
Newsletter Guides Idea Space Conference eMail Booklet
Campaign
Ricoh Communication

Also has built the social capital Ricoh have implanted many methods to do that starting from
focusing to enhance the innovation culture in smoothly and friendly way Ricoh defined set of values
that directly enhance the culture and launched the new program ThinkTwice “Innovation Program”
platform gradually and in an interactive way, the goals of the communication were to prompted
and foster the innovation behavior they do that through created role models and competitions also
Ricoh focus in the communication in the Internal Digital Channels, Company Weekly News,
Innovation Magazine, and they also use staff awards event to announce who have made valuable
contributions to innovation through the program.
As a result of using the ThinkTwice platform, the collaboration between the locations has been
increased which lead to the synergy of Ricoh teams to achieve the efficiency improvements one of
Ricoh drivers behind the program.

Ricoh Communications Methods

Digital
Newsletter Magazine Event
Platform

Comparison between the Two Companies

Both companies increased communications between the employees, to ensure the announcement
about the innovation program but by different ways and tools, we can say that airbus activated
communications by provides information, process and templates more than Ricoh, align with the
company strategy. But Ricoh has more focused on internal events which impacted the increase of
the interaction and stimulating and acceleration of innovation.

In brief for "HYPE Innovation Program" reflects that it has more flexibility to customize the way of
communication by different channels.
Thirdly: Process Pillar that includes
(Decision-making, Execution, and
Measurement)

Decision-making
Yearly when the corporate set its high priorities goals, innovation team take it as an
opportunity to start innovation project that connects between the corporate strategy and
innovation team activity, these projects enjoy direct support and consent because they
proved capability to connect all administrations and solve problems by innovative manners
which conform corporate strategy. Innovative projects start at this stage.
Airbus Decision-making

Airbus approved End-to-End Process with two methodologies to take the decision and can help to
structure innovation activities.

- Idea Campaigns the “Top-Down Approach to Crowdsourcing” methodology. Campaigns

can be used to solve a wide range of business problems on time-bounded, and directed
toward a specific problem, with a sponsor who is looking for solutions to fund and
implement. Campaigns are tied to the strategic innovation areas of the organization. Ideas
are generated from top management and a large group of employees engage and
audience in addition to sponsors aiming to develop new ideas and come up temporary with
enriched inputs from different areas. They are form top management or sponsors due to
business needs to work on the specific idea with a determined goal, budget, vision and
expected time.
- Boot camps are one from of many formats using to accelerate the idea in (back-end
process) offering a fast track to build a team and turn ideas into concepts in 3 Stage:
(Desirability, feasibility, and Viability)
- Idea Channels: Bottom-Up Approach to Crowdsourcing methodology. Often organizations
will want to run continuous crowdsourcing initiatives, or continuous improvement processes.
This can be thought of as a bottom-up approach, by allowing the crowd to submit ideas
and push them forward. Idea channels are designed to collect ideas for different topics,
products, organizational divisions, or any other grouping. Channel owners are responsible
for managing the process by which ideas are handled within their channels. This process
can be unique to each channel.

Airbus

Top-Down Bottom-up
Approach Approach
Idea submeted Idea Submitted
Director > Employee Emplyee > Directors

Idea Campaign Idea Channel

Ricoh Decision-making
Has a Bottom-Up Approach to the Crowdsourcing method only. Ricoh Corporate allows employees
to change and improve routine job without previous approval which encourages innovation culture

Ricoh criteria for selection & resourcing ideas depend on (Direct Impact of the idea, if the idea
require funding)

- If it directly impacts your job but doesn’t require additional funding or resources, implement
it yourself and record that in the system for others to see.
- If it impacts other people in your team or area but doesn’t involve any additional spend,
then your manager can approve it for implementation.
- If it impacts other people outside of your team or area, and/or there is spend involved, then
it goes to the local innovation team to decide.

Ricoh decided that any idea captured in “ThinkTWICE” platform has to be within 6 areas of strategy.
Each idea will be evaluated by the assigned manager his job is to collect sufficient information to
make the final decision. NIT will evaluate only the idea on the Implementation stage.

Ricoh

Bottom-Up Approach
Idea Submeted
within six strategic area

Approval
Six Area
Employee NIT Director
Evalutors
Rejection

Comparison between the Two Companies

Both companies Airbus & Ricoh Approved End-to-End Process to start corporate innovation journey
but the difference in the decision-making process. From our point of view Airbus is emphasizing a
wider variety of ideas.
Execution
Innovation executes our new inventions and creative ideas. It requires alignment with organization
strategy, executive sponsorship, resources, and an integrated framework of processes. Major pitfalls
include failing to ensure proper support in any of these areas, management structures that inhibit
the flow of creative ideas, and lack of understanding and visibility of organizational risk. Though
there are many other hats we must wear in the world of business, those who execute tactfully in the
areas of leadership, collaboration, planning, and risk management will enable their organization
and teams to perform at the highest level with the best chance of success. While “ideation” might
be the most recognizable and glamorous part of innovation, ideas go nowhere without execution
this is what makes execution essential and ultimately leads to successful innovation.

Airbus Execution
Airbus Approved design thinking methodology to overcome challenges by the five stages of Design
Thinking: Empathize, Define, Ideate, Prototype, and Test. When we search for the effective tools for
the corporate innovation process we concluded the following: Design is transforming the way
leading companies to create value.

Brainstorm radical ideas.

Build on others’ idea.
Suspend judgment.

Create lo-res objects and experiences.

Role play to understand context and key future.
Quickly build to think and learn.
Empathize Ideate

Define Prototype Assess

Conduct Interviews.
Uncover emotions.
Seek stories. Test
Reframe human centric problem statement.
Identify meaningful surprises and tensions. Guideline for evaluating
Infer insights. feedback.
Openly giving &
Test with customers to refine receiving feedback.
solution & gather data. Integrating feedback.
Gain deeper empathy.
Embrace failure.
Through this Method, Airbus can manage the idea “generating, conception and developing” with
the campaign smoothly by using prototype – Persona as design tools to get a human-centered
approach to innovation will help the innovation team to get great outcomes and achieve campaign
goals. So the Design thinking provides leaders with a framework for addressing complex human-
centered challenges and making the best possible decisions.

Ricoh Execution
Ricoh granted Ownership of the idea implementation which encourages employees to execute 70%
of new Ideas if it does not require higher-level support. If so, the NIT will take the lead and evaluate
ideas. For further support needed new ideas will be raised to the PMO level who can direct
innovations and provide options instead of relying on top management. This process will show
integrity between different management levels. Ricoh Approved Innovation Funnel Management
Process to select the idea because it is simple to adopt, and that is why many organizations
specializing in different industries use it.

The major components of the template are the “idea generation > idea development > concept
development” and the “launch” phases of the funnel process, The overall objective of the Innovation
Funnel Management Process is to prioritize ideas to ensure the best ones are fully developed and
advanced as projects, products, or other innovations.

It is a Useful mechanism to apply new ideas but from our opinion, this model prefers safe ideas and
not creative ideas it discourages creativity as new ideas are pruned so early before they are tested.

Idea Generation Rough Concept Detail Concept Market Lunch

Innovation on the
market

Comparison between the Two Companies

On Execution from our point of view: Airbus used a more creative Process than the Ricoh because
design thinking requires a mind-set shift from problem-solving to problem finding. Creativity is
about finding the problem worth solving. An absence of a scalable creative framework encourages
incremental innovation instead of disruptive innovation.
Measurement
Any corporate needs a specific performance indicator to monitor their goals and objectives to check
where they are standing towards their strategies.

Pearson’s Law states ‘’that which is measured improves. That which is measured and reported
improves exponentially”.

Each company takes a long time to determine the optimum criteria to measure innovation activity
but in the end, they have to keep the measurement simple and understandable. The goal of
innovation measurement is to keep track of innovation management effectiveness, not just about
the quantitative data which sometimes can mislead the management with a short-term perspective

Airbus Measurement
Promotes cultural change to adopt new ideas and improving them to be ultimately optimized.
They initiated customized innovation KPIs depending on weighted scores that help them to
measure each innovation value that meets corporate strategies. It has been difficult and complex
to continue measuring the values of each innovation.

After one year of observing the Ideaspace platform activity, they agreed on 2 KPI’s: Activity & Impact
using Innovation Scorecard tool. the scorecard focuses on strategic fit, which is a key factor for
innovation success within established companies. We have learned that innovation teams often find
it difficult to secure ongoing resources and budget if they don’t have support from a key sponsor
or if their project is not aligned to their company’s vision and innovation guidance. As such, part of
making an innovation project successful is ensuring that innovation teams are thinking about
strategic fit upfront.

 The Inno-ScoreCard By applying this approach, direct inputs can be taken

from activity levels as well as the impact of users, clients, and sponsors.
Therefore in this tool the number of activities how many ideas and comments
collected and speed of implementation. The other part is the impact which
refers to a number of ideas passes or stopped.
 - ACTIVITY = Engage people to provide new input and to initiate people “ Quantity “
- IMPACT = Enable maturation of projects to provide effective output in accordance with
innovation objects “Quality”

-
High Activity / High Impact
High Activity / Low Impact
You are very active in generating new ideas
Innovation Culture - People

You are very active in generating new

you process almost all of them and you
ideas, but slow to process and implement
successfully implement the most promising
new concepts of them.
idea.

Low Activity / Low Impact

Low Activity / High Impact
You do not generate any new ideas and
You generate few ideas, but at least you
process or implement few of the shared
process and implement some of them.
ideas.

Innovation Platform - Process

Ricoh Measurement
Ricoh required consistent progress of innovation without detailed calculations of each input.
Statistical data on how many ideas submitted and implemented are published. All staff has their
rates on innovation statistics. The main goal is to calculate the number of submitted ideas and
how many of them are implemented.

Ricoh directed their KPIs towards the number of Ideas and Employees Involved in the innovation
Process which reflect the quality and quantity of ideation process.

Conforming with Ricoh Strategy for innovation, the focus is on continuous idea generation for
Problem Solving of innovation projects rather than detailed measurements of each idea value for
the innovation process. According to Ricoh, essential measurements for the innovative platform
are:

- Rate of new ideas over implemented ones to assess effectiveness towards business goals.
- Rate of involved staff in Think Twice to analyze the spreading of innovation culture.
 Conclusion
As an overall summary of the essential observations that were monitored during the analysis
of the performance of both companies in implementing the Hype innovation model, we
have noticed where innovation stands in the strategy of both companies, and we have
found that in Airbus, the Innovation is an integral part of its core strategy, which includes
all its branches and global parts, which leads the company to innovate on a large scale, and
aims to sustainability and growth globally through it. In contrast, innovation in Ricoh is
centered as a motivating element to implement its strategy that is limited to Ricoh Z, in
order to reach the efficiency, quality, sustainability, and cost-saving. Therefore, we can say
that Airbus focuses on the effectiveness of innovation and Ricoh focuses on efficiency in
innovation, and what explains this clearly is the primary drivers that motivated the two
companies that come from the nature of their business. as Airbus focuses on more than
one type in its innovation, Incremental innovation and It has also expanded as a result of
the proper implementation of its strategy to disruptive innovation, Airbus also geared
towards encouraging all types of innovations in the future and supports them to enhance
the final output, to increase its profitability, sustainability, and global positioning, and it also
invests with huge funds in favor of this vision. As for Ricoh Company, it follows the
incremental innovation, which is the continuous improvement of its existing products
through innovation that adds new features and characteristics to get more efficient
products, as this focuses on reducing cost, increasing quality and what explains this more,
is how the nature of its products and the scope of business and also the prices mix of its
products is different from Airbus. Therefore, Ricoh makes its primary motives for innovation
is to increase product efficiency and reduce cost, which progressively maximizes profits and
sustainability. With regard to the processes that used to implement the innovation model,
it is worth noting that both companies used "end-to-end process" but in regard to Airbus,
we can say that their process tend to be more detailed and extensive, which aims to
establish and consolidate the innovation process. This also leads to have a sufficient
reference to support the sustainability of innovation across the generations of Airbus and
also contributes to build the entrepreneurial mindset of Airbus employees greatly where
the process itself contributes in producing awareness and entrepreneurial mindset. As for
Ricoh Company, the process they have can be summarized as being simple, fast, and
accessible and focused on employee interaction and implementation of innovative ideas as
a final result. and regarding the innovation teams of the two companies, as explained
through the report, both companies focus on the importance of having the appropriate
structure and roles to support the scope and the process of innovation, the innovation team
has played an excellent role in promoting the culture of innovation and overseeing its flow,
growth, and performance of its goals effectively in The two companies. One of the clear
differences between the two companies is that Airbus is distinguished by creating a wide
structure of innovation teams spread throughout the stages of the innovation process to
ensure its effectiveness, speed and rapid integration with it. As for Rico, innovation teams
play a role centered around the six main strategic areas of the application of innovation
and support the culture of innovation and cooperation and integration with innovation
program platform and encourage access to the application of innovative ideas.

Eventually, we can say that Hype Innovation management system has proven successful
through the ability of its system to apply innovation to be flexible and effective and can be
applied to any company according to its needs (through its ability to be customized) and
has proven that companies, whatever their business scope, size, and specialization can go
towards implementing innovation.
 References

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 Why Your Organization Needs an Innovation Ecosystem. Harvard Business Review, (

https://hbr.org/2019/11/why-your-organization-needs-an-innovation-ecosystem).
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