What did

QUESTION 4
Klaschka do to
be innovative?
From the journey of his life, Klaschka has shaped himself in
such a way become a person accustomed to innovation
Accustomed to developing customized
Accustomed to creating opportunities commercial products and commercializing
Set up his own business called Stephan During his six-year period working at the Free
Klaschka Software & Verlag,4 which focused University of Berlin, he continued to work on
on the emerging business opportunities in his own business, developing customized
personal computing  commercial software for medical clinics,
pharmacies, logistics companies and
educational firms. While retaining ownership of
the software, he licensed it for a one-time fee
to customers and billed them for upgrades.
Diligent at work. The business model he used was based on
During college He use to spent much of his that of the newly formed Microsoft
free time at the computer lab  Corporation. 

Increase personal capacity by increasing

Focusing increase the strengths rather than
focused on weakness
You can simply impress your audience and
add a unique zing and appeal to your
Presentations.
different roles at BI, he had a free hand to act,
knowledge and competence
(By study in MBA and leadership programs)
Klaschka is required to always be able to
think outside the box
Klaschka spent more than a decade in
but extensive accountability to deliver 
 What he did,

01 At Operating Level 02 At Senior Level 03 At Top Level

He had implemented a seven-step Allowing the staff at Clinical Applications Support to Restructured the RDC and grew its operations
validation procedure for clinical work from home three days a week against heavy peer threefold to meet the needs of new customers
development in the light of strong disapproval. Remote working is today part of the work and new clinical areas
reservations among peers. It has since routine at BI 
become a work standard. Developing intrapreneurs school
It was believed impossible to institute the process to
He was tasked with making the get grassroots idea in front of C-level executives, but He became an informal advisor to the CDO to
Europe/Africa RDC a leader among BI’s he proved this wrong as the success of “NxGen” BRG assist in identifying and launching new groups at
data centres. He did so with a focus on was a game changer. BI. These were known as “Employee Resource
continuous improvement in the RDC  Groups” (ERGs) to differentiate them from the
Linked the goals of a BRG goals annual performance corporate governance goals that characterized
He was keen on mapping the clinical goals, in spite of early opposition to this. the affinity groups 
development landscape to identify
redundancies but the supervisor put a hold Wanted to implement an IT downtime calendar so that
on it because it would have proved some end-users could plan their business around scheduled
departments obsolete.  outages. It did not take off because it meant loss of a
sense of “being needed” on the part of IT