An afternoon of inspiration.

On September 28, 2016 SDN Denmark hosted a successful afternoon event focused on the theme of disruptive innovation.

Create a culture where failure is accepted!

More and more organisations around the world are thinking in a different way about how they work. This event provided a dynamic platform for designers, business owners and anyone else eager for change to explore innovative service design approaches to new products and services. 

Speakers also reflected upon their experience within the increasingly important topic of organisational change. Dave Ellis (Kingfisher Digital) gave a talk on “Changing the Way of Creating New Products & Services at Kingfisher” and shared his initial insights on building an in-house design team within the Kingfisher organisation. Balder Onarheim (Associate Professor at DTU) presented “The Elements of Disruptive 
Innovation” and discussed various academic models of disruption.

Highlights from the event
  • When building in-house design teams - Find support in the organisation.
  • Work in agile teams - Designers and developers work together and find a shared understanding.
  • Culture is key - Develop a culture where failure is accepted.
  • It is important to set the constraints right. 
  • The most common definition of disruptive innovation is: “A disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market leaders and alliances.” Harvard Business School professor Clayton M. Christensen, 1995.
  • In an academic sense, disruption and radical innovation is the same. 
  • The difference between incremental innovation and disruption is more tricky. Normally it is described as either the one or the other. Onarheim likes to see it as when making innovation you operate on a scale where one endpoint is incremental innovation and the other disruption.
Moderating the day: Katrine Rau from FJORD Copenhagen --
Moderating the day: Katrine Rau from FJORD Copenhagen

“A disruptive innovation is an innovation that creates a new market and value network and eventually disrupts an existing market and value network, displacing established market leaders and alliances.”

Speakers & Panelists

  • Dave Ellis, Venture Lead at Kingfisher Digital
  • Balder Onarheim, Associate Professor at DTU & Founder of PlatoScience
  • Celia Romaniuk, Group Design Director at FJORD
  • Moderator Katrine Rau, Group Director at FJORD Copenhagen
Dave Ellis, Balder Onarheim and Celia Romaniuk in a panel debate

Lots of people joined in

All available seats for the event quickly got filled up and the energy in the room was strong.

Related Headlines

SDN Chapters TP 15-1 Service Design at the Dawn of AI | Roundtable

TP 15-1 Service Design at the Dawn of AI | Roundtable

On June 26th 2024, we are holding a special event connected to the publication of the most recent issue of Touchpoint, the journal of service design. The issue explores the latest thinking — and hands-on application — around service design and AI.

Continue reading
SDN Chapters Service Design Global Conference 2024 - Register for the event

Service Design Global Conference 2024 - Register for the event

Registration for the Service Design Global Conference (SDGC24) is open. You can register on the conference website for both in-person and virtual attendance. See you in October in Helsinki and online!

Continue reading
SDN Global News Touchpoint Vol. 15 No. 1 | Service Design at the Dawn of AI is out!

Touchpoint Vol. 15 No. 1 | Service Design at the Dawn of AI is out!

What you are about to read is the latest thinking — and hands-on application — around service design and AI.

Continue reading
SDN Chapters Call for papers extended deadline | Submit your abstract until May 5th

Call for papers extended deadline | Submit your abstract until May 5th

Service designers work within a unique context. Because our work influences service innovation, improvement and delivery across lengthy and often complex customer lifecycles, we must work closely with stakeholders from across our organisations, and even beyond. While we aim for deep expertise in our own practice, we must also familiarise ourselves with the ways many others work

Continue reading