JUMP brings Telia closer to its customers

JUMP brings Telia closer to its customers

By: Anne Mette Ehlers

By: Anne Mette Ehlers

"Telia needs to find new places to grow. At the same time, we want to create a culture in which we get closer to what really matters to our customers," says Telia's Innovation Manager, Jens Friholm, of the background to JUMP.

jump brings telia closer to its customers
"Denmark is good at start-ups. That's something we want to learn from," says Telia's Innovation Manager, Jens Friholm.

 

JUMP kicks off a major culture change at Telia. From the four Idea Garage events and the Hackathon weekend to the five-week accelerator programme and the award of DKK 300,000 in prizes to the winners – all these elements are designed to kick-start an 'organisational journey' towards more and better innovation.


"We look at what start-ups do, how they do it and why. The primary aim is not to use the actual ideas, but for Telia to learn from the culture and the ways of working," explains the main organiser of the event, Innovation Manager Jens Friholm.

- Isn't that like crossing the river to fetch water?

"Yes, in a sense. But, as a big organisation, Telia picks up a lot from our side of the river, and the water is hard to get and may even be slightly 'polluted', to stay with the analogy. Crossing the river gives free access to clean water for anyone who wants it and dares to go for it. The fact that someone is doing this and that the possibility exists brings a clear pressure for change throughout the organisation."

- What sort of stimulus is it?

"Basically, to dare to pitch your idea to experienced people and get valuable feedback. You can see that the participants are fired up and ready for battle. Many of them maybe don't get the feedback they are expecting, but they don't get knocked back even if their ideas are challenged. As a listener, you become aware of which ideas are not quite there and which stand up, and the typical areas to be considered if ideas are to be realised."

- What can JUMP give your staff?

"A fundamental energy and desire to fight for their own ideas. To believe that Telia is receptive and wants to discuss ideas and opportunities. And it is motivating to come out and see what fun the process is."

- What can Telia learn from start-ups?

"There is a lot of energy in Denmark around start-ups and the people trying to organise ways of transforming ideas into start-ups. At the end of the day, there is a lot of spade work involved in making a success of a start-up. We are good at that in Denmark. We want to learn from that at Telia."

- Why is it Telia's business to pioneer new technology that makes life easier and more enjoyable, like the Internet of Things, wearables and digitisation in the broadest sense?

"We have great hopes that we can make a difference for end-users when it comes to their future needs. We want to be the company at the forefront – at the leading edge. We see some of these new areas not just from our traditional marketing perspective but as 'blue ocean' areas where there aren't as many ships at sea as yet. It places great demands on our ability and nerve to foresee which products will win out – and to try to make them happen."

- What comes after Jump?

"Jump is just the start. After this, we aim to gather the experience together and take time to develop our culture and the way we see ourselves from an innovation standpoint. We aim to develop ways of working, to change the more routine procedures. So what I take away from it is knowledge. Knowledge of the factors that influence innovation, and whether innovation succeeds. One outcome is that we gain a common language and tools, and a shared vision of how to work. The second part is the big culture shift."

 

“Telia needs to find new places to grow. At the same time, we want to create a culture in which we get closer to what really matters to our customers,” says Telia’s Innovation Manager, Jens Friholm, of the background to JUMP.

 

JUMP kicks off a major culture change at Telia. From the four Idea Garage events and the Hackathon weekend to the five-week accelerator programme and the award of DKK 300,000 in prizes to the winners – all these elements are designed to kick-start an ‘organisational journey’ towards more and better innovation.

“We look at what start-ups do, how they do it and why. The primary aim is not to use the actual ideas, but for Telia to learn from the culture and the ways of working,” explains the main organiser of the event, Innovation Manager Jens Friholm.

 

- Isn’t that like crossing the river to fetch water?

 

“Yes, in a sense. But, as a big organisation, Telia picks up a lot from our side of the river, and the water is hard to get and may even be slightly ‘polluted’, to stay with the analogy. Crossing the river gives free access to clean water for anyone who wants it and dares to go for it. The fact that someone is doing this and that the possibility exists brings a clear pressure for change throughout the organisation.”

 

- What sort of stimulus is it?

 

“Basically, to dare to pitch your idea to experienced people and get valuable feedback. You can see that the participants are fired up and ready for battle. Many of them maybe don’t get the feedback they are expecting, but they don’t get knocked back even if their ideas are challenged. As a listener, you become aware of which ideas are not quite there and which stand up, and the typical areas to be considered if ideas are to be realised.”

 

- What can JUMP give your staff?

 

“A fundamental energy and desire to fight for their own ideas. To believe that Telia is receptive and wants to discuss ideas and opportunities. And it is motivating to come out and see what fun the process is.”

 

- What can Telia learn from start-ups?

 

“There is a lot of energy in Denmark around start-ups and the people trying to organise ways of transforming ideas into start-ups. At the end of the day, there is a lot of spade work involved in making a success of a start-up. We are good at that in Denmark. We want to learn from that at Telia.”

 

- Why is it Telia’s business to pioneer new technology that makes life easier and more enjoyable, like the Internet of Things, wearables and digitisation in the broadest sense?

 

“We have great hopes that we can make a difference for end-users when it comes to their future needs. We want to be the company at the forefront – at the leading edge.  We see some of these new areas not just from our traditional marketing perspective but as ‘blue ocean’ areas where there aren’t as many ships at sea as yet. It places great demands on our ability and nerve to foresee which products will win out – and to try to make them happen.”

 

- What comes after Jump?

 

“Jump is just the start. After this, we aim to gather the experience together and take time to develop our culture and the way we see ourselves from an innovation standpoint. We aim to develop ways of working, to change the more routine procedures. So what I take away from it is knowledge. Knowledge of the factors that influence innovation, and whether innovation succeeds. One outcome is that we gain a common language and tools, and a shared vision of how to work. The second part is the big culture shift.”

 

"Telia needs to find new places to grow. At the same time, we want to create a culture in which we get closer to what really matters to our customers," says Telia's Innovation Manager, Jens Friholm, of the background to JUMP.

JUMP kicks off a major culture change at Telia. From the four Idea Garage events and the Hackathon weekend to the five-week accelerator programme and the award of DKK 300,000 in prizes to the winners – all these elements are designed to kick-start an 'organisational journey' towards more and better innovation.

"We look at what start-ups do, how they do it and why. The primary aim is not to use the actual ideas, but for Telia to learn from the culture and the ways of working," explains the main organiser of the event, Innovation Manager Jens Friholm.

- Isn't that like crossing the river to fetch water?

"Yes, in a sense. But, as a big organisation, Telia picks up a lot from our side of the river, and the water is hard to get and may even be slightly 'polluted', to stay with the analogy. Crossing the river gives free access to clean water for anyone who wants it and dares to go for it. The fact that someone is doing this and that the possibility exists brings a clear pressure for change throughout the organisation."

- What sort of stimulus is it?

"Basically, to dare to pitch your idea to experienced people and get valuable feedback. You can see that the participants are fired up and ready for battle. Many of them maybe don't get the feedback they are expecting, but they don't get knocked back even if their ideas are challenged. As a listener, you become aware of which ideas are not quite there and which stand up, and the typical areas to be considered if ideas are to be realised."

- What can JUMP give your staff?

"A fundamental energy and desire to fight for their own ideas. To believe that Telia is receptive and wants to discuss ideas and opportunities. And it is motivating to come out and see what fun the process is."

- What can Telia learn from start-ups?

"There is a lot of energy in Denmark around start-ups and the people trying to organise ways of transforming ideas into start-ups. At the end of the day, there is a lot of spade work involved in making a success of a start-up. We are good at that in Denmark. We want to learn from that at Telia."

- Why is it Telia's business to pioneer new technology that makes life easier and more enjoyable, like the Internet of Things, wearables and digitisation in the broadest sense?

"We have great hopes that we can make a difference for end-users when it comes to their future needs. We want to be the company at the forefront – at the leading edge. We see some of these new areas not just from our traditional marketing perspective but as 'blue ocean' areas where there aren't as many ships at sea as yet. It places great demands on our ability and nerve to foresee which products will win out – and to try to make them happen."

- What comes after Jump?

"Jump is just the start. After this, we aim to gather the experience together and take time to develop our culture and the way we see ourselves from an innovation standpoint. We aim to develop ways of working, to change the more routine procedures. So what I take away from it is knowledge. Knowledge of the factors that influence innovation, and whether innovation succeeds. One outcome is that we gain a common language and tools, and a shared vision of how to work. The second part is the big culture shift."

"Telia needs to find new places to grow. At the same time, we want to create a culture in which we get closer to what really matters to our customers," says Telia's Innovation Manager, Jens Friholm, of the background to JUMP.

JUMP kicks off a major culture change at Telia. From the four Idea Garage events and the Hackathon weekend to the five-week accelerator programme and the award of DKK 300,000 in prizes to the winners – all these elements are designed to kick-start an 'organisational journey' towards more and better innovation.

"We look at what start-ups do, how they do it and why. The primary aim is not to use the actual ideas, but for Telia to learn from the culture and the ways of working," explains the main organiser of the event, Innovation Manager Jens Friholm.

- Isn't that like crossing the river to fetch water?

"Yes, in a sense. But, as a big organisation, Telia picks up a lot from our side of the river, and the water is hard to get and may even be slightly 'polluted', to stay with the analogy. Crossing the river gives free access to clean water for anyone who wants it and dares to go for it. The fact that someone is doing this and that the possibility exists brings a clear pressure for change throughout the organisation."

- What sort of stimulus is it?

"Basically, to dare to pitch your idea to experienced people and get valuable feedback. You can see that the participants are fired up and ready for battle. Many of them maybe don't get the feedback they are expecting, but they don't get knocked back even if their ideas are challenged. As a listener, you become aware of which ideas are not quite there and which stand up, and the typical areas to be considered if ideas are to be realised."

- What can JUMP give your staff?

"A fundamental energy and desire to fight for their own ideas. To believe that Telia is receptive and wants to discuss ideas and opportunities. And it is motivating to come out and see what fun the process is."

- What can Telia learn from start-ups?

"There is a lot of energy in Denmark around start-ups and the people trying to organise ways of transforming ideas into start-ups. At the end of the day, there is a lot of spade work involved in making a success of a start-up. We are good at that in Denmark. We want to learn from that at Telia."

- Why is it Telia's business to pioneer new technology that makes life easier and more enjoyable, like the Internet of Things, wearables and digitisation in the broadest sense?

"We have great hopes that we can make a difference for end-users when it comes to their future needs. We want to be the company at the forefront – at the leading edge. We see some of these new areas not just from our traditional marketing perspective but as 'blue ocean' areas where there aren't as many ships at sea as yet. It places great demands on our ability and nerve to foresee which products will win out – and to try to make them happen."

- What comes after Jump?

"Jump is just the start. After this, we aim to gather the experience together and take time to develop our culture and the way we see ourselves from an innovation standpoint. We aim to develop ways of working, to change the more routine procedures. So what I take away from it is knowledge. Knowledge of the factors that influence innovation, and whether innovation succeeds. One outcome is that we gain a common language and tools, and a shared vision of how to work. The second part is the big culture shift."