LOOP
Loopa is a concrete and action-based agile working method for how you can develop innovative ideas, services, products and concepts - with customer value in focus.
Profitable companies have succeeded because they are really good at something, maybe even the best in the world. They have built a knowledge base that gives them a competitive advantage and makes them the best in their field. They have created efficient processes that eliminate uncertainty and that can be optimized. Profitable companies know what they are doing.
But the world is changing. How do we develop new ideas into profitable, sustainable
solutions when uncertainty is total? Global competition may be a recurring threat, but it is nevertheless a reality that everyone must deal with. Competitors are everywhere. Customers are well-informed, and new players are constantly emerging to help customers compare and evaluate. Competition is intensifying as business conditions change at an ever-increasing pace.
The LOOP method
The Loop Method is based on international research on business development, entrepreneurial learning and validated concrete tools for how to develop your business model in harmony with the market. The foundation of the method rests on Steve Blanks, Customer Development, Saras Sarasvathys, Effectuation and Alexander Osterwalder Business Model CanvasThe method is developed together with and quality assured by Chalmers School of Entrepreneurship, one of the world's top-ranked universities in the field.
The loop method creates:
- Clearly defined customer segments/target groups
- increased understanding and knowledge of the customer/target group
- Packaged value offerings and solutions designed based on the specific and prioritized needs/problems of customers/target groups
- Formulated and quantified (concrete) customer values
- A clear picture of positioning and a picture of how trends affect us, our customers and our offerings.
- Established relationships with potential customers
TOOKY
TOOKIG is Drivhusets agile leadership method created for innovation and development processes where we choose untested paths and aim for new, previously unknown, solutions.
What, TOOKIG? Drivhuset has, together with Ph.D. Leif Denti from the University of Gothenburg, developed a new leadership method based on decades of practical experience as well as research on innovation, leadership, motivation and pedagogy.
What does "TOOKIG" stand for?
Tunambiguous – It is difficult to know what is good and what is not good information. It is difficult to know what is true, what is fact and therefore what could be included in a good solution.
Ocomfortable – Change is constant. We rarely get a chance to rest and need to be constantly on our toes.
Omvulvard – New events and new information that emerge mean that you quickly need to rethink and turn a corner.
Kcomplex – Difficult to get an overview. Many parts can be connected in a way that is difficult to understand. The causal relationships between what affects what are unclear.
Iunstable – It is difficult to determine which trends, attitudes and behaviors will remain tomorrow. It is difficult to decide what to prioritize in the long term.
Gfull – The future is capricious. Completely unexpected technological leaps, legislation, global competitors or other macro events can come in from the side and pull the rug out.
Examples of thought-provoking contexts include innovation processes, development processes linked to major societal challenges, or the uncertain journey of the individual who wants to take an idea from something relatively unclear to something concrete and valuable for someone else in a market or in society.
The world has become too busy and is changing at an ever faster pace.
We are in a transition from a knowledge society to an innovation society, where organizations must adapt to chaos and uncertainty to remain profitable. In this new society, knowledge is still valuable, but it is also crucial to use it to create new value. The ability to adapt quickly and take advantage of unexpected opportunities is a key competency.
In times of high uncertainty, people often try to create control through clear action plans and routines. This also affects how we lead others. But what do you do when you are faced with a TOOKIG situation where clear goals and routines are not possible? Drivhusets TOOKIG leadership training gives you the tools to navigate and lead successfully in such an environment.
TOOKIGT leadership
We believe that the missing piece of the puzzle is leadership. When uncertainty increases, people, including leaders, instinctively react by trying to create control by trying to establish clear, predictable, known, linear processes. In short, you lead people as if the process were predictable even though it is not.
Leading a thought-provoking project means you are sailing out to sea without a map. You are in uncharted waters where no one else has sailed before. You need leadership that will help you navigate despite significant uncertainty. You need to lead thought-provokingly.
What about Agile?
WHAT IS AGILE? is a question that many in both business and the public sector ask themselves. The concept of agile is vague and can be difficult to connect to how an organization should work. At the same time, it has become increasingly common to work agile when developing new services, products or working methods.
Here you get a concrete picture of the agile way of working and a clear structure that you can follow to implement it in your business, in a project or in a process.
For many, the agile methodology is seen as unstructured and unpredictable. However, if you have a clear understanding of the four principles that underpin it, you can actually structure your work in a very effective way.
- Principle 1. Use existing resources
- Principle 2. Interact with target groups and the world around you: loop
- Principle 3. Change direction based on feedback from target audiences: pivot
- Principle 4. Test on a small scale continuously
The authors of the book What is Agile? provide concrete examples of how you can work agile and a clear structure to implement it in the business, in a project or in a process. They share their experiences and tips, which are based on both research and decades of practical experience in leading people in agile processes.