Work

Although wind energy is a vital climate crisis response, enormous amounts of blades from decommissioned wind turbines end up in landfills every year. Wind farms don’t know how to reuse and recycle these valuable, non-renewable resources and plan for a sustainable end-of-life. Reodor teamed up with DNV to help solve this problem with a corporate startup.

When we teamed up with ReWind, the corporate startup DNV had founded, they had gotten some initial validation on the business idea by successfully selling consulting reports to help wind farms with the issue. Then, we helped them to refocus and double-down on the strategy of a scalable software-as-as-service business, followed by conducting customer research, designing the service, defining an MVP and most of all running rapid tests, experiments and iterations to get further validation and market traction. 2023 will be all about developing the MVP, building the team, setting up operations, as well as selling and running paid pilots with early customers.

What is service innovation? Why can innovating services rather than products produce higher margins and more sustainable growth? How can your business move forward to succeed? I created a webinar to answer these questions free to watch on Reodor.io.

We have long since moved from products to services and beyond, but the way we work with innovation lags behind in a product-oriented, industrial world. Successful companies today don’t just develop products, but ecosystems, platforms and holistic customer experiences that provide higher margins, more loyal customers and more sustainable growth. Great services are co-created with customers, integrated into people's lives on-demand and benefit the world as a whole. Despite this, we still talk of products and product owners, stifle innovation with outdated organization and procurement, and create insight and strategy reports that end up in the drawer. In this webinar, you’ll learn about the shift that has taken place in the world, what you can gain by shifting towards services and ecosystems, and how to get started to innovate great services.

Møller Mobility Services, a major car dealer, bought a car wash chain and hired us to make a new name and brand, and craft a better user experience and business model around it. Reodor is their innovation partner to enable 10x growth over the coming years.

The Reodor team and I worked with the Møller Mobility Group to develop and grow a chain of car washes. We provided a range of services, including customer journey mapping, user research, strategy, workshops and training, and helped Møller build a new name, brand, go-to-market plan and service design for the company. Using our bottom-up branding method, we gathered insights through service safaris, surveys, interviews, and market analysis. We used this information to design a more convenient, cheaper and sustainable service that would appeal to a wider customer base, and to optimize the user experience for both customers and service staff. The result is a new approach to automotive care and car wash chain that is prepared for a national scale-up.

For a big Norwegian finance company, we set out to help them envision how they can contribute to solving the most important challenges of our time. How might we design new services, and improve existing ones, to tackle things like climate change and social exclusion?

The end goal for our client is to become the most sustainable player in banking and finance. In tight collaboration with a in-house team, the Reodor team researched relevant problems that humanity and the planet face today. This was followed by an analysis of the company’s relevant strengths and capabilities to find a fit between problem and capability – that is identify something concrete they are able to do something about as a finance company in Norway with a certain reach. In a co-creative process involving many stakeholders, this was narrowed down to a strategy with three recommended focus areas with great potential for society and the environment, and which can create commercial value for the company as well. For each area, we proposed a way for forward with innovation projects to be initiated to come up with concrete solutions that can be tested, built and launched.

Together with my good colleague Emilie Strømmen Olsen, I made this online course for Videocation, the Norwegian ‘Netflix for courses’ startup, about innovation through human-centred design.

The idea was to make a short introductory course in design thinking/human-centred design for innovation. But as craftsmen in design, Emilie and I were very conscious to not over-simplify or make the content of the course too superficial, like a recipe. And we still needed to make it short and easy to learn for the uninitiated. We decided to divide the course in two, one part focusing on the ‘why’ and the underlying principles, and the other on the general ‘how’ of a typical design-driven innovation process. A challenge for us was also not having full control of the visuals and illustrations, which to us are core, not an add-on.

Making a course is always lots of fun, and we learnt so much in the process of needing to explain and make explicit what we know intuitively. We’re now considering to make smaller, more focused follow-up courses about specific activities or methods in innovation.

Together with two strategic designers at Designit, we helped this major European office furniture manufacturer in developing a the new direct-to-customer business model for their venture into ecommerce.

Our team was hired by a big furniture company to design a new e-commerce service, including a direct-to-consumer business model. We conducted interviews and desk research to gather information and understand customer needs and industry trends. Using this information, we defined market segments and the target group, developed value propositions and service features, and used workshops to design the service concept and business model, including a distribution model. We also made recommendations based on risk and benefit assessments and established a roadmap for an agile market entry. The final deliverable was a comprehensive service blueprint detailing the new customer journey and internal workflows. Our new strategy was implemented and ecommerce is now a significant part of the company’s business.

Together with a team at Designit, I was tasked to improve and digitalise the process SMEs go through when buying insurance and becoming a customer at this major insurance company in Norway.

As part of a team with a service designer and creative technologist from Designit, I worked to improve the process for small and medium-sized businesses (SMEs) to purchase insurance and become customers at a major insurance company in Norway. We used a service design approach, which involves understanding the needs and behaviors of our target audience and designing solutions that meet their needs. To do this, we used a variety of methods such as workshops, interviews, and prototyping to gather feedback and refine our designs. Our goal was to create a smoother, more efficient, and user-friendly experience for SMEs to buy insurance and become customers at the company.