Mikkel B. Rasmussen
Director, Europe
Mikkel B. Rasmussen is a specialist in innovation strategy. He has more than 10 years practical experience with innovation from both the private and public sector. He is used frequently as a keynote speaker and has written several articles on subjects like business development, the economics of technology and management of innovation. He trained as an economist, holds a masters degree in Innovation Management and Public Administration, and received executive education at INSEAD and Wharton Business School.
Keywords: Sports Industry, Entertainment, Kids worlds, Food Industry, B2B
Keywords: Sports Industry, Entertainment, Kids worlds, Food Industry, B2B
On ideas
I have spent the past 15 years trying to figure out how to develop ideas that make a difference in the business world. When I started out in university I was shocked by how little original thinking was going on. I longed for new ideas, better thoughts and deeper insights. But most lectures were based on institutional thinking and were frankly superficial.
This feeling didn´t change when I started my career as an economist in government. While I was impressed by the volume of data collected and the analysis being done by governmental departments, I was equally disappointed by how little effort and discipline civil servants put into thinking beyond the bounds of their immediate mandates. I set a personal mission to find out how to develop high quality ideas that could expand beyond obvious applications, but as well be repeatable and replicable. Establishing ReD Associates was a part of that mission.
If we can develop a method to help clients change their perspective and help them transform and grow by thinking both structurally and critically about the world then we have accomplished a lot. I think we are close to fulfilling that mission. But of course there is still a lot of work to do.
On studying the real word
Our analytical engine is the study of real people in their real environment. That is what feeds our thinking. That is what gives our ideas originality and edge. I don´t know how many times I have discussed our method with skeptical clients. "Can you really conclude anything from studying 20 people?", "Is the data statistically significant?", "How do you know that people tell you the truth?". As an economist and a firm believer in scientific evidence I understand their skepticism. But if we want to understand the underlying motivations that drive athletes, for instance, it is a much better idea to live in their world, train with them, eat what they eat and understand their social habits than it is to send a superficial 20 question survey. The real world is probably the most inspiring, insightful and interesting place there is. While 2x2 matrices, benchmarking and "Must Win Battles" have their place, in my experience, it's a very healthy thing for a company to get out there once in a while.
I have spent the past 15 years trying to figure out how to develop ideas that make a difference in the business world. When I started out in university I was shocked by how little original thinking was going on. I longed for new ideas, better thoughts and deeper insights. But most lectures were based on institutional thinking and were frankly superficial.
This feeling didn´t change when I started my career as an economist in government. While I was impressed by the volume of data collected and the analysis being done by governmental departments, I was equally disappointed by how little effort and discipline civil servants put into thinking beyond the bounds of their immediate mandates. I set a personal mission to find out how to develop high quality ideas that could expand beyond obvious applications, but as well be repeatable and replicable. Establishing ReD Associates was a part of that mission.
If we can develop a method to help clients change their perspective and help them transform and grow by thinking both structurally and critically about the world then we have accomplished a lot. I think we are close to fulfilling that mission. But of course there is still a lot of work to do.
On studying the real word
Our analytical engine is the study of real people in their real environment. That is what feeds our thinking. That is what gives our ideas originality and edge. I don´t know how many times I have discussed our method with skeptical clients. "Can you really conclude anything from studying 20 people?", "Is the data statistically significant?", "How do you know that people tell you the truth?". As an economist and a firm believer in scientific evidence I understand their skepticism. But if we want to understand the underlying motivations that drive athletes, for instance, it is a much better idea to live in their world, train with them, eat what they eat and understand their social habits than it is to send a superficial 20 question survey. The real world is probably the most inspiring, insightful and interesting place there is. While 2x2 matrices, benchmarking and "Must Win Battles" have their place, in my experience, it's a very healthy thing for a company to get out there once in a while.
