6  discussion questions

1.Telefonica I

We have just discussed the Adobe Case in Session 4, we are now adding Telefonica, which is introduced through a video interview published in the syllabus, and the corresponding case study document supplementing the interview.

The interview was conducted with Susana Jurado from Telefonica, one of the original leads of the lean methodology in the multinational telco, which became known as the Lean Elephant Framework.

What are the key transferable learnings that you see in the case for Aramco, and other corporates? Where do you see the biggest pitfalls when leveraging the Telefonica approach?

Please outline examples. You may want to use corporates you have learned about in prior case studies, OR Aramco, OR base your post on a corporate you find interesting in general.

2.Telefonica II

Around minute 10 Susana outlines when and how to use the lean approach in Telefonica. Innovation vs. Customer Risk is the tagline here. – Please share some examples and explanations.

3.Corporate vs Startup

Please also read up on the Lean Approach in the startup world.

You have followed Eric Ries discussing the Startup Way in which he described the Lean Approach for large corporates.

What are your key learnings for corporates? What are the key differences, and similarities when compared to a startup environment?

4.Kickboxing vs Telefonica

We have seen two distinctly different case studies in Sessions 4 and 5 – Adobe Kickboxing and Telefonica – with different ways of fostering innovation.

Please compare, discuss and give your opinion when it comes to, e.g., innovation process, ideation, employee engagement, culture etc. etc. etc. 

 POST

for Kickboxing vs Telefonica: professor added:

Closing this conversation off with your opinions, please: is the choice for the innovation process the right one in the two companies?

Which value adds do these different frameworks provide to each? (Maybe the framework is chosen based on these value adds?)

What other options would you see useful? Why? Think organizational design, modes and more. 

I am about to post this one: “The innovation process at Telefonica boasts of effectiveness and substantially lower costs relative to Adobe’s Kickboxing approach. However, Telefonica’s effectiveness comes at the cost of employee inclusivity, as the company utilizes dedicated innovation departments and engineers. This approach could result in the discrimination of crucial ideas, which could otherwise form the company’s next phase. Contrary to Telefonica’s Lean Start-up strategy, Kickboxing allows all of Adobe’s employees to develop and pursue their ideas. I believe that the Kickboxing approach can provide more diversity in terms of innovative ideas and supports ideation processes better than Telefonica’s strategy. Despite this advantage, as a manager, I would adopt Telefonica’s approach because of its effectiveness and cost-saving capabilities” Do you see it covering that Closing this conversation off with your opinions, please: is the choice for the innovation process the right one in the two companies?Which value adds do these different frameworks provide to each? (Maybe the framework is chosen based on these value adds?)What other options would you see useful? Why? Think organizational design, modes and more