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Sabrina Mach

Head of Design Germany at ThoughtWorks

Sabrina Mach is a passionate design advocate, strategist, and human-centered designer known for her forward-thinking and change-making approach. She holds a Master's in Human-Computer-Interaction with Ergonomics from UCL and a Bachelor's in Photography with Cultural Studies from the University of East London. With a rich and diverse professional background, Sabrina has held key positions in several prominent organizations. She currently serves as the Head of Design Germany at ThoughtWorks, where she plays a pivotal role in shaping design strategies. Previously, she held the positions of Lead Experience Designer & Product Strategist at ThoughtWorks and Head of UX at Mobimeo. Prior to this, Sabrina honed her skills as a Senior User Experience Designer at OptioPay Group, Co-founder and Head of UX at Webnographer, Partner and UX Researcher at FeraLabs, and also worked as a Designer at Flora for Fauna.

Highlights

Apr 28 · linkedin

It is hard to build and maintain the CAPACITY TO INNOVATE, because organizations rarely create and “articulate strategies to align their innovation efforts WITH their business strategies.”

ORGANISATIONS MUST CREATE AN INNOVATION SYSTEM: “A coherent set of interdependent processes and structures that dictates how the company searches for novel problems and solutions, synthesizes ideas into a business concept and product designs, and selects which projects get funded.”

WITHOUT AN INNOVATION STRATEGY: “Different parts of an organization can easily wind up pursuing conflicting priorities—even if there’s a clear business strategy.”

BENEFITS OF AN INNOVATION STRATEGY

— Overcome the Prevailing Winds and organizational forces that tend to drive innovation toward the “home field.”

— Manage Trade-Offs that are inherent to different practices.

— Overcome barriers to organizational change which innovation often requires. “People don’t resist change because they are inherently stubborn or political but because they have different perspectives—including on how to weigh the trade-offs in innovation practices.

— Clarity around trade-offs and priorities is a critical first step in mobilizing the organization around an innovation initiative.”

4 ESSENTIAL TASKS TO CREATE AND IMPLEMENT AN INNOVATION STRATEGY Senior leaders must….

  1. “Answer the question “How are we expecting innovation to create value for customers and for our company?” and then explain that to the organization.”

  2. “Create a high-level plan for allocating resources to the different kinds of innovation.”

  3. “Manage trade-offs. Because every function will naturally want to serve its own interests, only senior leaders can make the choices that are best for the whole company.”

  4. Recognize “that innovation strategies must evolve. Any strategy represents a hypothesis that is tested against the unfolding realities of markets, technologies, regulations, and competitors. […] Like the process of innovation itself, an innovation strategy involves continual experimentation, learning, and adaptation.”

GUARDRAILS

DO: “Start with a clear understanding and articulation of specific objectives related to helping the company achieve a sustainable competitive advantage.”

DO: Go beyond all-too-common generalities, such as “We must innovate to grow.”

DO: “Answer the following questions: — How will innovation create value for potential customers? — How will the company capture a share of the value its innovations generate? — What types of innovations will allow the company to create and capture value, and what resources should each type receive?”

DON'T ape someone else’s system. “There is no one system that fits all companies equally well or works under all circumstances […] An explicit innovation strategy helps you design a system to match your specific competitive needs.”

#innovation #strategy #leadership #change

Sabrina Mach
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Location

Berlin Area, Germany