InnoDeck: Card based Innovation Support - A Modular

Human-Centered Approach to Facilitate Innovation Workshops

Harriet Kasper, Monika Kochanowski and Verena Pohl

Digital Business Innovation, Fraunhofer Institute for Industrial Engineering IAO, Nobelstr. 12, 70569, Stuttgart, Germany

Keywords: Innovation Facilitation, Knowledge Management, Design Thinking, Innovation Workshop.

Abstract: Innovation drives economic growth and today innovation workshops are widely used to create new products,

production methods etc. The InnoDeck is a low-tech knowledge management concept for information that is

relevant for the facilitation of innovation workshops. In this context, InnoDeck is a tool for information

sharing and organizational learning. It consists of two-sided self-contained cards that provide either

methodological or inspirational content. Facilitators can choose a subset of cards for their design thinking

project. The InnoDeck is human-centered because the main focus of each card is to be a quick read, easy to

grasp and memorable. It not only engages its users but also is highly participatory. Everyone is encouraged

to add cards to the expandable accumulative card deck. The concept has been developed, used and evaluated

within a network of insurance companies and has proven to be beneficial for creating an innovation culture

within these companies.

1 INTRODUCTION

tl;dr stands for too long; didn’t read and was the

motto of the conference on digital society re:publica

2019 (Republica, n.d.). The lack of time is a problem

that needs to be addressed amongst others in

knowledge and innovation management.

Accessing a knowledge management system is

often a hurdle, since it may require e.g. permission,

knowledge is organized within the system. In our

busy world, time is a scarce resource therefore the

email providing the mentioned information on the

newly introduced knowledge management system is

often not even read. In this respect, communication

on knowledge management is an important topic.

With the InnoDeck we address the omnipresent

lack of time with a new low-tech approach on

knowledge management which is easy to

communicate throughout the organization. We

concentrate on knowledge that is relevant for

innovation, but the InnoDeck concept may be

expanded or adapted to different needs.

While knowledge management often concentrates

on elaborating smart systems for knowledge

discovery, storage and access, the InnoDeck concept

provides an application-oriented low-tech approach

to facilitate innovation both by providing guidance

for innovation methods and inspiration for innovation

topics. Although the InnoDeck may be combined

with a knowledge management solution it can itself

represent a knowledge management solution for

innovation management and therefore also suits small

and medium enterprises that have not implemented

such solutions.

The need to develop such a concept arouse in a

network of insurance companies working together

towards the digital transformation and innovation in

their domain. The InnoDeck was created, tested and

improved within this setting.

The paper is structured as follows: Section 2

describes related work in the fields of knowledge

management, innovation and innovation management.

In Section 3, the concept of the InnoDeck is presented

in detail. Section 4 gives an insight in use cases.

Evaluation of the main use case follows in Section 5.

Finally, the key findings and an outlook for future work

have been summarized in the conclusion section.

2 RELATED WORK

To set the InnoDeck concept into context this section

contains a brief overview of knowledge management

on the one hand and innovation and innovation

management on the other. Communities of Practice

Kasper, H., Kochanowski, M. and Pohl, V.

InnoDeck: Card based Innovation Support - A Modular Human-Centered Approach to Facilitate Innovation Workshops.

DOI: 10.5220/0008161900830091

In Proceedings of the 11th International Joint Conference on Knowledge Discovery, Knowledge Engineering and Knowledge Management (IC3K 2019), pages 83-91

ISBN: 978-989-758-382-7

(Wenger, 1998) and learning theory in general would

be another good foundation for our practitioners’

approach. However, in the conservative insurance

company network we are working in, the knowledge

management approach seemed more appropriate.

2.1 Knowledge Management

Nonaka and Takeuchi (1995) state that there are two

types of knowledge: explicit knowledge that is

written down in textbooks for example and tacit

knowledge within individuals e. g. their intuition.

Capturing tacit knowledge and transforming it to

explicit knowledge and the constant creation of

knowledge are major success factors for companies

and therefore an important goal of knowledge

management.

A variety of information technology (IT) solutions

support the process of creation/identification,

documentation and distribution of knowledge: from

document management tools to content management

tools, collaboration solutions or e-learning platforms

(Janev and Vranes, 2005). But often these systems lack

of participation and contributions as as Standing and

Kiniti (2011) point out for company-wikis. A

promising approach to master this challenge can be to

communicate and emphasize the objectives for the use

(Stocker and Tochtermann, 2009). Ownership and

individualization and the mere length and format of the

presented information may be other levers.

The lack of time (Riege, 2005) to acquire new

knowledge is a current challenge knowledge

management needs to address the easing of the access

to knowledge. Another lever is reducing the time to

acquire new knowledge and making it more

memorable e. g. by presenting summaries or new

formats like videos (Pohl et al., 2018). Concentration

on the communication aspect of knowledge gains

importance. Educational Card Games have a long

history and are applied in all kinds of different fields

of knowledge as they are highly visual, easy to use

and are particularly suited to engage the users (Baker

et al., 2003). Golembewski and Selby (2010)

emphasize the advantages of card-based systems in

design processes, especially by providing general

support to overall design process.

2.2 Innovation and Innovation

Management

The doing of new things or the doing of things that

are already done, in a new way is Schumpeter’s

definition of innovation (Schumpeter, 1947). Not

only new products, but also new production methods,

new markets, new suppliers or other new resources or

organizational changes can be innovations and are the

drivers for economic growth. Therefore, they need to

be managed.

From today’s perspective: Innovation is an

outcome, a process and a mind-set and companies

need to concentrate on all of these qualities to be

successful innovators (Kahn, 2018). New products,

services, business models etc., but also the methods

to generate them and the organizations culture

towards innovation are necessary.

In IT organizations knowledge acquisition from

the customer base enables innovation (Badr, 2017).

Design thinking is today a widely used human-

centred process for innovation and comprises the

following steps: inspiration, ideation and

implementation (Brown, 2008). The HPI d.school

defines design thinking in six steps: understand,

observe, point of view, ideate, prototype and test

(Plattner, 2009). Many tools and pieces of knowledge

support such innovation processes, for example future

personas – a compact instrument to facilitate the

creation of products and services for the customer of

the future (Kasper et al., 2017). Traditionally

companies often implement more complex processes

like the Stage-Gate® process which today is also

integrated with agile methods (Cooper, 2016).

Openness, servitization and digitalization

currently transform the innovation landscape

(Frishammar et al. 2018) and this requires adaptation

of innovation management and the related knowledge

management. Design sprints (Banfield et al. 2015,

Knapp et al. 2016) are based on design thinking and

offer a contemporary self-contained approach to

innovation. The InnoDeck concept also provides the

necessary knowledge base to facilitate innovation

workshops. In addition, it is more open and suits more

use cases than design sprints including participatory

management of knowledge and innovation.

3 INNODECK CONCEPT

For innovation projects two types of knowledge is

necessary – methodological knowledge on the one

hand and inspirational/informative knowledge on the

other. The InnoDeck offers this knowledge as a set of

two-sided cards a facilitator can choose from to

prepare a workshop or project. The modular

InnoDeck approach is therefore suitable for agile

contexts. The InnoDeck acts as a toolbox, a source of

inspiration and an idea repository. It is intended to

meet the needs of innovators. Like the design thinking

process itself, it is not constructed sequentially, but

KMIS 2019 - 11th International Conference on Knowledge Management and Information Systems

allows revisiting certain poins and individual

deepening as needed.

Design Thinking uses a variety of methods.

Which method to use in which stage of the process

not only depends on the problem to solve but also on

the people involved in the project: which methods are

they familiar and comfortable with and which

methods do they actually understand and consider

suitable for their challenge? The facilitator answers

these questions for himself and the design thinking

team and provides the group the corresponding card

as quick reference. Due to its shortness a method card

can be read and referred to during a workshop, but it

is usually not sufficient to master a method from

scratch. Design thinking facilitators should have

experienced the methods they suggest themselves or

at least have further discussed them with an

experienced facilitator. However, with an InnoDeck

method card a workshop participant after having

experienced the method will have a starting point to

facilitate the method himself. The InnoDeck therefore

is a tool for information sharing and organizational

learning. The handy two-sided format is also used for

other information necessary in the innovation process

(inspiration cards).

3.1 Overview

The two-sided self-contained InnoDeck cards are

written with the objective to easily and quickly

communicate their content and make it memorable by

appropriate visual cues.

In the design thinking process InnoDeck cards

provide methodological and inspirational knowledge

and can be also a format for outputs of the process

(Table 1).

Table 1: Examples for InnoDeck cards in different stages

of the design thinking process.

Design Thinking

Stage

Example InnoDeck Cards

that may facilitate this stage

Understand

Method: Qualitative Interviews

Observe

Method: Cultural Probes

Define Point of View

Method: Design Thinking

Ideate

Inspiration: Virtual Reality

Prototype

Method: GoAnimate

Test

Method: Focus Groups

The InnoDeck is expandable and accumulative:

new cards can be added over the time to respond to

the users’ needs. User participation in the creation of

the cards is essential to make the InnoDeck a

sustainable source for innovation knowledge of a

company. By encouraging people to write InnoDeck

cards tacit knowledge is becoming explicit and

available throughout the company. Therefore, we call

the approach human-centered.

For a knowledge management process that e. g.

incorporates the four steps: creating, structuring,

sharing and applying (Barbosa et al., 2009) the

InnoDeck can be regarded as a low-tech/easy access

knowledge management system (Table 2). The

InnoDeck concept allows involving employees from

different departments of an organization in the

creation process. All members of an organization can

generate ideas for inspiration and method cards.

Occasions for the creation of cards can be workshops

or hackathons, where new ideas evolve. Cards can

also be created after the event, e. g. when a method

has been proven and tested in a workshop. The cards

are written with Microsoft Word, structured by

simple guidelines and by the filename, shared on a

fileserver, via email or printed out and applied in

innovation projects for input and as output format.

Table 2: InnoDeck as a low-tech Knowledge Management

Process KMP.

KMP steps

How InnoDeck implements steps

creating

make cards with Microsoft Word

structuring

method/inspiration, overview card,

filename

sharing

on fileserver, via email, printed out

applying

used in innovation projects for input

and as output format

3.2 Types of Cards

To make the InnoDeck as easy to use as possible, we

designed a set of categories. Each card is classified

into one category to make it simple for employees to

find a suitable bit of knowledge for their specific

need. To keep the complexity on a low level, it is

important to set up a manageable amount of

categories.

The naïve approach is to use three different kinds

of cards as they are employed in workshops: (1)

method cards, (2) information cards and (3)

inspiration cards.

Method cards describe empirical, innovation and

creativity methods, which come into operation for

example in innovation processes in companies,

especially in innovation workshops. On the one hand

a method card can contain the brief introduction to

broad methods like Scrum, Design Thinking or Lean

Startup, which is important if these build the

foundation of a workshop. On the other hand practical

method guides can be provided, e.g. for agile

estimation, qualitative interviewing, focus groups etc.

Inspiration cards contain information about trends

InnoDeck: Card based Innovation Support - A Modular Human-Centered Approach to Facilitate Innovation Workshops

and technologies and thus serve as inspiration in the

ideation phase, for example in product development

workshops. For example we produced cards on trends

like Coworking or Virtual Reality. Information cards

are used to give workshop participants additional

information about their surroundings, about sites and

events, but also to present results in a well-arranged

way.

After the first applications and practical

experiences with the InnoDeck user feedback showed

that the distinction between “inspiration” and

“information” is difficult from the users’ perspective.

Results of a workshop could as well seen be as

“information” and “inspiration” for further

innovation projects. With the growing InnoDeck and

accruing of cards, the categories were adapted. The

categories “information” and “inspiration” are

subsumed in the “inspiration” category (Table 3). The

“method” category remained unmodified.

Table 3: Contents and aims of the different card types.

Inspiration cards

Method cards

Contents

Information about

technologies, trends,

events, projects,

companies or whole

industries

Information about

empirical, creativity and

innovation methods

supplemented with

examples and tips

Examples

Coworking

Cultural Diversity

Virtual Reality

Communication Trends

Technology Trends

New Business Trends

Location Info

Project Results

etc.

Scrum

Agile Estimation

Design Thinking

Lean Startup

Qualitative Interviewing

Focus Groups

Premortem

Cultural Probes

etc.

Objectives

Give inspiration in

innovation processes and

encourage employees to

share their knowledge

about certain issues and

technologies

Convey methodological

knowledge and give

concrete instruction for

applying the method in

innovation projects

Supplementary to the method and inspiration

cards, an overview card summarizes the aims of the

InnoDeck and lists all the cards available with their

name and ID number subdivided into the two

categories. The overview card provides a low-

threshold access to the existing cards, making it easy

to pick the right card for the particular scenario.

3.3 Formal Guidelines

Standardization is an important step in knowledge

management. The most important formal feature of

an InnoDeck card is that it only comprises two pages

(1), so it can be printed on one sheet of paper. This is

in order to make it a quick read, but also for printed

versions not to get separated in a workshop

environment.

Figure 1: Formal guidelines of the InnoDeck.

Since the InnoDeck is an expandable treasure of

knowledge that is intended to be expanded by many,

it is necessary to define formal guidelines that create

a uniform appearance and ensure the discoverability

of the cards. Each card is equipped with a definite ID

(4), consisting of a consecutive number and the letter

“m” for method or “i” for inspiration. To provide

transparency concerning the update status of a card, a

version number is obligatory. References need to be

specified (9), as well as the creation date and authors

of the card (8). Note that InnoDeck cards are not

scientific publications – only one or two references

should be stated on a card. Additionally few other

sources may be linked within the text. Both links and

references should be an optional read – an InnoDeck

card should be self-contained.

formal

element

two

pages maximum

lenght

category

icon

image

for visualization

distinct

ID and version

number

headline

two

-column layout

subheading

date

and author

references

KMIS 2019 - 11th International Conference on Knowledge Management and Information Systems

As explained before, the InnoDeck cards are

classified into different categories. Using an icon for

the specific category helps to assign the particular

card to a certain category (2). An appealing key visual

(3) arises interest, illustrates the topic and makes it

more memorable. Subheadings (7) structure the

content and give useful information about the

particular paragraph. The main headline (5) needs to

be as clear and short as possible. The two-column

layout (6) ensures readability and clarity.

3.4 Content Guidelines

An InnoDeck card is self-contained, that means it can

be read and understood without any other card.

Therefore, InnoDeck cards can be freely combined

into subsets for workshops. References to other cards

are optional.

Due to the limited space, it is necessary to pay

attention to concise and understandable language

when creating the content for an InnoDeck card and

in addition to clearly structure the content. The

content needs to be presented in a lively way to the

target group. As the workshop participants in design

thinking come from diverse backgrounds and may not

bring pre-knowledge with them, special language and

terminology should be avoided or when unavoidable

at least be explained.

InnoDeck cards can contain all sorts of

inspirational content, starting with current trends and

developments of social or technological nature and

may also include reports from events like conferences

on future topics. Method cards focus on design

thinking practices. An InnoDeck card typically

follows the subsequent structure: (A) introduction,

(B) description, (C) examples and experiences.

Method cards can additionally contain paragraphs

about (D) advantages and disadvantages and (E) tips

for application.

The introduction gives an outline on the issue and

explains the relevance of the method or the

inspirational content. The description gives answers

on the “how” by specifying the characteristics of a

method or of a technology. The section about

examples and experiences provides insights into the

way a technology is used or a method is employed.

Personal experiences can be added in this section over

time. By doing this the dissemination of the growing

knowledge within the company is ensured. The

optional paragraph about advantages and

disadvantages in method cards summarizes the pros

and cons of a method and helps the facilitator in

deciding whether a method is suitable for the use

case. The tips for application section in method cards

gives a short overview of the procedure and effort, e.

g. required material, time and people.

All of the paragraphs of an InnoDeck card

commence with a descriptive subheading. Pictures

are useful not only as a key visual element for the

whole topic but also for adding vivid information to

specific sections and making the content memorable.

The content guidelines address the style and

structure of InnoDeck cards, but also the creation

process itself must not get out of the focus. As cheap

quality can compromise the whole concept, the

workflow of content creation needs to include a

quality control instance. To ensure a high quality

level, all InnoDeck cards need to be proofread by a

second set of eyes. The quality control instance makes

sure that the distributed produced content meets the

quality criteria.

3.5 Individualization

Figure 2: Individualization component of a method card.

Information sharing is closely connected to persons.

The level of information sharing in organizations is

not only depending on the openness regarding passing

information on to others but also on being

approachable for those eager for knowledge. Getting

in touch with colleagues who were facing similar

challenges and have applied a method to create a

solution can motivate employees to follow this

example and thus lead to the spreading of

methodologic knowledge in the organization.

Organization

Contact

person:

Used

for:

InnoDeck: Card based Innovation Support - A Modular Human-Centered Approach to Facilitate Innovation Workshops

To support this exchange of information within

organizations, the method cards of the InnoDeck

contain a component for individualization (Figure 2).

Each method card comprises a segment, which can be

filled with the name and the organization and

examples of application of the method. By handing

the individualized method cards on to others, the

initiator can be reached for further information and

exchange of experiences. Albeit the usefulness of the

individualization component, experience shows that

it is only used rarely. Filling out this segment and

refreshing it constantly undoubtedly means more

effort for those employing the cards. A proper

knowledge management system may address/solve

this issue by automatically collecting this

information. Star-rating the cards would be another

helpful asset.

3.6 Challenges in Adoption and Use

Like all tools used for information sharing and

knowledge management, the main challenge the

InnoDeck is facing is to reach a high adoption and

participation among the users. The InnoDeck itself

stimulates communication and can thus lead to a more

vivid innovation culture within an organization.

Another challenge is remembering or employing

methods one knows. Here the InnoDeck offers an

easy possibility to code existing methodological

knowledge and making it assessable to others. By

providing concrete information, the InnoDeck as well

addresses the challenge of spreading the knowledge

across the companies. The individualization

component moreover lowers the impediments to

contact initiators and build a network of innovators

within an organization, which may benefit the

distribution of knowledge throughout all hierarchies

and departments.

4 USE CASES

The InnoDeck has come to use in different

application settings. The InnoDeck concept has been

developed and refined within a network of insurance

companies working together towards the digital

transformation and innovation in their domain.

Selected employees of the insurance companies have

been equipped with the InnoDeck in order to use the

cards for seminaries and innovation projects as well

as to share the information with their colleagues.

The first set of cards was produced for a three-day

boot camp where innovation methods were used to

find the next big insurance product. This hands-on

experience was essential to demonstrate the

usefulness of the InnoDeck and make the boot camp

participants ambassadors for the InnoDeck and its

contents. Participants of the network meetings are

now called Innovation Angels and are supposed to

foster innovation within their companies.

In June 2018, one of the insurance companies

launched in-house innovation circles where 4 to 7

people of different departments were selected to work

together on all kinds of different innovation projects,

concerning products, processes, sales and customer

structures as well as on specific issues like mobility.

Before starting the work on the innovation project the

participants received special training by the

Innovation Angels. For the preparation of these

training seminaries, the facilitators used cards,

especially method cards, of the InnoDeck. In the

seminaries, the printed InnoDeck cards were handed

to the participants. A digital version of the cards was

provided on a project platform for download. Until

today, 6-7 seminaries of this kind have kicked of

several innovation projects in this insurance

company. We do not have data on how often

InnoDeck cards have been used within the innovation

projects themselves, but it has been confirmed that the

InnoDeck has enabled a cultural change towards

innovation. In an interview the facilitators stated that

the InnoDeck benefitted the seminaries directly,

because the participants gained inspirations from the

inspiration cards. The method cards served especially

the facilitators by giving them necessary tools for the

preparation of the seminaries. From the facilitators’

point of view, the InnoDeck should be enhanced to

serve as an enduring source of methodical and

inspirational content in their companies, for example

by using short videos clips to explain complex issues.

The facilitators also expressed the wish for an easier

possibility to share the contents of the InnoDeck with

their colleagues – via intranet, blog or wiki.

Another interesting scenario for the application of

InnoDeck cards are hackathons. In February 2018 the

InnoDeck was used for the preparation of a network-

internal hackathon dedicated to the development of

chatbots in the insurance sector. During the

hackathon, the participants in four different teams

were equipped with a set of cards compiled in order

to contribute to the objective of the hackathon. The

InnoDeck served both as a library of methods eligible

to evaluate the created concepts and pieces of

software and as a stimulus for the creation of ideas.

Another setting, where the InnoDeck came into

use, were strategic meetings within an IT department

of an insurance company. The meetings in this use

case took place in March 2019 and focused on the

KMIS 2019 - 11th International Conference on Knowledge Management and Information Systems

restructuring of the IT department. The initiators

knew the InnoDeck from the innovation network and

deployed it in this particular setting to find out about

the needs and expectations of the employees

regarding the new organizational structure of the

department. The example shows that the InnoDeck

does not only contribute to innovation processes but

can also be employed in other contexts.

5 EVALUATION

Figure 3: The InnoDeck in use.

The concept of the InnoDeck has been continuously

evaluated and improved within the network of

insurance companies. The evaluation presented here

focuses on the way the InnoDeck is used in these

companies. In the evaluation the needs of the users

concerning the presentation of information in order to

optimize the format of the InnoDeck are analysed.

70% that means 14 of 20 respondents stated that they

had applied the methods of the InnoDeck (Figure 3).

This result underlines the usefulness of the method

cards. 60% said, they had read InnoDeck cards to

inform themselves. Only 35% answered that they

downloaded the cards to hand them to colleagues.

This result shows that there are still obstacles when it

comes to the sharing of information. It may be

because the process of downloading from the

document sharing system is perceived as being too

inconvenient and time-consuming or the role within

the company does not involve such activity. The own

insecurity with a topic or lack of time can also hinder

the sharing of information. With the positive results

seen above there is at the same time a necessity to

improve the information flow.

Figure 4: Benefit of the InnoDeck.

To evaluate the benefits of the InnoDeck, we

asked the users of the InnoDeck about the advantages

of the format. More than 90% of the respondents

agreed on the statement that the InnoDeck describes

trends and technologies in a vivid way (Figure 4).

20%

45%

15%

10%

15%

10%

15%

25%

10%

35%

25%

35%

0% 20% 40% 60%

Read InnoDeck

cards to inform

myself

Downloaded

InnoDeck cards

to hand them

to colleagues

Applied

methods of the

InnoDeck

How have you used the

In n oDeck so far?

I strongly agree

I agree

I partially agree

I disagree

I strongly

disagree

n=20 respondents

12%

29%

12%

18%

12%

29%

24%

29%

35%

47%

24%

29%

41%

12%

24%

47%

35%

12%

0% 10% 20% 30% 40% 50%

I use the InnoDeck

mainly for inspiration

I use the InnoDeck for

the methods

The InnoDeck decribes

trends and

technologies in a vivid

way

The InnoDeck makes

the contents of the

"InnoNetz" useable for

colleagues

The InnoDeck makes it

easier for me to use

the contents of the

"InnoNetz"

The InnoDeck

comprises useful

information for my

daily routine

I strongly agree I agree I partially agree I disagree I strongly disagree

InnoDeck: Card based Innovation Support - A Modular Human-Centered Approach to Facilitate Innovation Workshops

This result underlines very clearly the amenities of

the InnoDeck cards: the way the information is

presented is perceived as being appealing, which

supports the acceptance of the users. In the results,

however, we also see room for improvement. More

than 30 percent of the respondents disagree on the

statement that the InnoDeck makes the contents of the

network useable for colleagues. In further evaluation,

we need to focus on this aspect and develop

alternative formats and identify alternative channels

to transfer contents not only to direct members of the

network but also to other employees of their

organizations. Nevertheless, the results show clearly

that the InnoDeck makes an important contribution to

the innovation culture within an organization.

6 CONCLUSIONS AND FUTURE

WORK

In this paper, we describe the InnoDeck, an approach

to share information for fostering innovation within

companies and the implementation of the concept

within several insurance companies. The main

contribution of this paper are:

(1) A template to provide knowledge for facilitating

innovation workshops concise and time-friendly.

(2) A description what information to include and

how to make it usable and helpful.

(3) An evaluation of the concept through

questionnaire and user-interviews.

In the future, we will focus on enhancing the

InnoDeck with other formats, like anchorvideos (Pohl

et al., 2018) or e-papers, which offer the possibility to

integrate videos. Especially when it comes to highly

complex contents like technologies based on artificial

intelligence, we see potential in linking the InnoDeck

to actual demonstrators. Quality assurance and a way

to implement this will be a major issue as the

InnoDeck grows. The same accounts for a search and

organization mechanism. We will study the

Communities of Practice (CoP) model and explore

the benefits of managing our project and the

InnoDeck as a CoP of CoPs. Furthermore, we need to

define a better solution to represent and distribute the

InnoDeck, without loosing the easy access provided

by simply storing it to a filesystem. Compiling best

practices on which combination of cards, what

number of cards, which cards for which purposes etc.

will create additional value.

To keep alive the InnoDeck concept that has

proven beneficial to create a culture of innovation

within the companies of the network, we are creating

a model of the innovation space consisting of three

dimensions: the physical, the organizational and the

digital. The physical dimension of innovation space

comprises resources like people, actual venues and of

course budgets. Organizational aspects of innovation

are methods to use but also strategies. The digital

dimension looks at how to make innovation

sustainable when digitized to some kind of

knowledge management system.

ACKNOWLEDGEMENTS

The InnoDeck concept, the presented use

cases and evaluation have been conducted

within “Innovationsnetzwerk Digitalisierung für

Versicherungen”, a network of insurance companies

that work together towards the digital transformation

and innovation capacity of their organizations. The

authors want to thank all the participants for their

contributions and feedback.

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