The National Gallery of Denmark: Micro Hackathon

Background

During this year's Tech Festival, Wonderful Copenhagen invited in collaboration with the National Museum of Art and the Festival for a three-hour micro-hack one afternoon from kl. 16 - 19.

The challenge:
How can we provide the international tourist with a very limited time (½ - 1 hour) an experience in the permanent collection at the National Museum of Art?

The participants were a mix of coders, designers, UX specialists and a bunch of others with a passion for tech and problem-solving. The participants were given three minutes to present their solution in the form of a prototype of up to three slides.

We helped design and facilitate the mini-hack. Check out the presented solutions here (In Danish).

Danish School of Media and Journalism: Hackathon

CONTEXT

The Ministry of Immigration and Integration was looking for innovative ways of combating radicalization on the internet. They collaborated with the Danish Media and Journalist High School, to host a hackathon for the students and stakeholders from the outside.

The project was funded by the Ministry of Immigration and Integration with PET, the Media Council for Children and Young People and the International Recruitment and Integration Board, and a selection of young community-minded citizens with different backgrounds as other collaborators.

JOURNEY

The students first worked for three weeks, and did a deep dive to understand the problem in depth. The students generated insights, that was used as the foundation for a three day hackathon. We worked with the school to design and facilitate the hackathon. Students and external stakeholders, worked in groups and presented 10 final concepts to the client. Two of the concepts were selected and further developed. 

RESULTS

  • 10 final concepts presented
  • 2 concepts further developed to be implemented in collaboration with the ministry
  • The entire project was an effective way for the school, the students and the group of stakeholders to learn more about processes of collaborative innovation

WONDERFUL COPENHAGEN: 2020 STRATEGY

CONTEXT

When Wonderful Copenhagen was formulating their 2020 strategy, they were looking for a way to harness the ideas and knowledge of all their employees. They were also looking for ways of overcoming organisational silos, strengthen collaboration and implement innovative work processes.

JOURNEY

Inspired by the Google Design Sprint process, we led a collaborative strategy process within the entire organisation. All members of the organisation were involved in formulating the final strategy. We even invited external stakeholders to inform the strategy. Work groups across organisational departments were formed, in order to work on different areas of the strategy.

RESULTS

  • A bold and ambitious 2020 strategy was formulated
  • Shared understanding of the new strategy was accomplished through involvement
  • New and innovative ways of working was tested and implemented
  • Collaboration across organisational borders strengthened

Danske Bank Mobile Life: Co-Creating Culture

CONTEXT

Mobile Life is Danske Bank’s innovation hub. The hub was created to leverage the opportunities for smarter banking in the digital age. The hub employs around 130 people and is growing. The hub was looking for a way to sharpen it’s identity internally as well as externally.


JOURNEY

We helped Mobile Life design and facilitate a workshop over two days, where all 130 employees explored the hub’s purpose, and collaborated to define the work culture, needed to unfold it. The final result was a “culture playbook,” that describe the values and work culture of the Mobile Life. Today the playbook is used to guide decisions, teamwork, internal development as well as attract and welcome new employees.
 

RESULTS

  • Invigorated purpose and values among all employees
  • Shared understand and language around desired work culture
  • A culture playbook describing the hub’s values and ways of working
  • The culture playbook is published on the hub's website
  • The culture playbook is used to welcome new employees

TV2: Engaging Danes in Electing Their Politicians

TV2 Danmark

CONTEXT

TV2’s ambition is to be one of the most creative media houses in Denmark. When they approached Below The Surface, they were looking for innovative concepts for engaging the Danes, and tell the stories of the next government election in Danmark in new ways.

JOURNEY

We helped TV2 design and facilitate a creative process across the organization, that could utilize the collective creativity of the organization, and result in innovative concepts. We investigated new types of journalism, interactive media and technology, to spark inspiration and new ideas. Several concepts were developed, tested and evaluated.

RESULTS

  • A catalogue with more than 25 innovative concepts
  • Selected concepts prototyped and tested with users
  • Several ideas directly implemented within existing structures
  • Tools and methods applied into daily work in teams
We had a great process with Below The Surface, and we developed both as a group, and as individuals. They showed us in very concrete ways, that the secret of developing great ideas, isn’t that secret after all. Today I know how to inspire creativity. Living up to that is not easy, but it’s comforting to have a new set of tools. Today I use them everywhere I go.
— Kristoffer Pinholt, editor in chief, TV2 Denmark.

Stendahls: Leading High Performing Teams

Stendahls Team Development

Context
 

Stendahls is a multi-disciplined communications agency. They were already known for their unique ability to collaborate, both within their own organization, but equally in their work with their clients. Having seen how a culture of collaboration pays off, they were eager to take it to the next level.

Journey
 

We designed a bespoke program aimed at the agency’s managing partners and project managers. The program was a practical, and hands-on education in developing teams, and leading the human aspects of creative and innovative teams and projects. The first step brought the agency’s managing partners on board. The second step trained project managers. Finally we brought parts of the course to the entire staff.

Results

  • Shared understanding of how to develop teams and reach high performance
  • A comprehensive toolbox, which is used daily throughout the agency
  • Feedback is much more commonly used and help teams and individuals to grow
Below The Surface’s solid facilitation and their toolbox of team tools, has been invaluable in or agency’s change. They are without a doubt world class change coaches.
— Christer Hedberg, Head of Creative Development, Stendahls

IKEA: Building creative and innovative capacity

IKEA: Building creative and innovative capacity

Context

IKEA wanted to increase the creative and innovative capacity throughout their organization. As a company in constant pursuit of new solutions in every aspect of the business, IKEA wanted store managers, merchandise managers and designers to become familiar with effective approaches for working with creative problem-solving and idea development.

The Journey

We created a bespoke one day course in leading the creative process. The process took them through the basic principles of turning customer insights into creative challenges, generating new solutions, pitching and evaluating ideas. The course was repeated in Sweden, UK, Norway and Germany.

The Results

  • The tools were applied directly back into the organisation as part of internal workshops during the following weeks. 
  • Several ideas developed during the course were implemented into the business. 
  • We continue to work with IKEA around increasing creative and innovative capacities.
Finally a structured set of tools and methods for an area that is usually so difficult to pin down.
— Kristina Barbro Sennefelt, Visual Merchandise & Activity Manager, IKEA

Unilever: Training meeting and workshop facilitators

Unilever: Training meeting and workshop facilitators

Context

The central design team at Unilever needed to enhance their skills to facilitate large teams during creative planning. As designers themselves, they required additional leadership skills to take the lead and conduct a productive and results oriented session with peers.

The Journey

We created a bespoke two day course on facilitation. The process took them through the psychology of facilitation, being facilitated well themselves and in turn stepping into leadership.

The Results

  • The training was applied directly back into the organisation at workshops held the following day.
  • The team used the material to develop their own in-house toolkit for consistent use across the business in workshop design and facilitation.
  • Team fed back it was the best corporate training they had ever received.
Great course from which I would expect new and experienced facilitators would learn. Appropriate pace and mix of emotional vs functional concepts delivered with great style and expertise that modeled the concepts being taught well.

I appreciated the style of delivery and specifically the flexibility
to tailor the content to our needs. This was of course walking the walk of the content itself which is very important for me.
— Ian Brown, Design Manager, Unilever

Copenhagen City: Building a Privacy Advisory Board

Copenhagen City: Building a Privacy Advisory Board

The context

The city of Copenhagen has set a high ambition of becoming a leading "smart city," while at the same time protecting the privacy of it's citizens. Technologies such as data tracking, cheap censor technology and mobile devices, promise to make our cities a lot smarter. However these kinds of solutions are based on the collection of behavioral data from citizens, so an important question remains - how do we ensure people's privacy in the smart city?

The journey

We facilitated a series of dialogues and workshops for a board of experts within technology, law, consumers, ethics, society and business. The group formulated the first set of recommendations, that will guide policy-makers when taking the first steps towards building a "smart" Copenhagen, where people will feel their privacy is respected.

The results

  • The recommendations are being used by city politicians and officials, when formulating "smart" city projects. 
  • The board members continue to advice the city in privacy questions.
  • The recommendations serve as a starting point for building rules and regulations.

M&C Saatchi: Facilitating digital transformation

The context

M&C Saatchi is a leading agency in Australia with app 400 employees. The agency was looking to implement new ways of working in order to strengthen their ability to deliver innovative and cutting-edge solutions for their clients in the digital space.

The journey

During the last 10 years we have supported Hyper Island in delivering their courses and transformation programmes across the world. In this case we led the digital transformation programme for M&C Saatchi. Over a period of two years, we worked with the company's board and management to clarify vision, mission and values. We supported the delivery of trainings for around 80 employees, around digital thinking and digital strategy. We trained and coached a team of 15 change agents that could lead key initiatives within the transformation process.

The results

During the 2 years the company took a huge step in orienting their business, and their culture towards becoming a cutting-edge and an innovative partner to their clients. New ways of working were introduced and implemented, that supports digital thinking in the company. The agency even took home several digital awards for their client work in this period.