Original challenge: How can we within Idé- och Innovationsslussen contribute to a culture that promotes innovation within SLSO so the employees feel they get the support they need and want based on the resources we have?
Challenge from: SLSO, Idé- och Innovationsslussen
Redefined challenge: How can Idé- och Innovationsslussen implement a systematic approach internally and externally to cultivate a culture where all units within SLSO actively share challenges, ideas and engage in innovation processes?
Solution: Idésprutan
Concept: Our main solution is an umbrella concept where the core is rebranding of the department. The main aim is to create an innovative climate in and between all units through communication and making innovation more visible. This shall be done through enhancing the ambassadors role with a mentorship program and organising big cross-unit events using tools to foster discussion.
Team: Open Innovation
Precious Onneile Alade, Victoria Eneslätt, Ida Mellström Eriksson, Jiatong Li, Lyden Wame Sebinyane, Ellen Selroos, Eva Stahl, Yudhistira Aditya Widyasena

Report abstract

This project delves into strategies to create a culture of innovation within SLSO, with a focus on the pivotal role of Idé-och Innovationsslussen in nurturing this culture of creativity and collaboration. SLSO faces the challenge of fostering innovation amid decentralized operations. Collaborating with our team, the project aims to foster active communication and collaboration among units, enabling the identification of challenges and generation of innovative solutions.

Drawing from Design Thinking, the project employs empathy to understand the perspectives and challenges of healthcare managers and professionals within SLSO. Key challenges identified include limited visibility of Idé-och Innovationsslussen, unclear roles for innovation ambassadors, and a lack of unified processes for innovation implementation. Proposed strategic concept is a phased process of Rebranding the Idé-och Innovationsslussen department to make its functions relatable to the employees of the SLSO, most of whom had expressed little to no knowledge of the department. The next phases would be organising events and employing tools which promote idea exchange, collaboration, and prototype development. The last phase would be refining the role of innovation ambassadors into mentors with an ongoing support and communication with theIdé-och Innovationsslussen. Despite challenges such as scalability and marketing, implementing these strategies, and continuously evaluating and adapting based on feedback, can drive SLSO towards a dynamic and innovative culture, fostering continued growth and success.