Radical user-orientation

A key component of the realignment was the consistent opening of the platform in order to drive the democratization of design at Telekom forward, thus enabling the development of innovations that are more relevant for customers and the company. Renamed Telekom Design Gallery, it became a place of exchange where users could themselves have a say. The dialogues between the design department and consumers, business partners and other Telekom employees, as well as among scientists, trend researchers and students promoted the development of completely new customer experiences. Participants tackled social, technological and design trends in workshops, readings and other formats; they also experimented with technologies such as gesture or voice control and tested prototypes. Many of the concepts for the future that emerged here are being transformed into marketable products by Telekom's product management, demonstrating the clout of the Telekom Design Gallery.

Accelerator for corporate visions

Arranged according to everyday scenarios that take place at home, at work, on the move or while shopping, the ring-shaped area displays 250 of the concepts and prototypes created here. Around 6,500 visitors are guided through the lab each year – new Telekom employees, end customers, partners and investors, the press, politicians and other guests. The Telekom Design Gallery has become an important future forum for the entire Group, where significant corporate strategic developments are created.

The T-Gallery, housed in Telekom's 1,600 square meter former corporate library, was one of the early innovation forums installed in the 2000s to make the company more fit for the future.

But when the question arose as to how to address increasingly demanding, digitally connected consumers for whom exponentially evolving technological progress is part of everyday life, the platform underwent a strategic realignment. Under the auspices of the Group's own design department, beginning in 2015, the future and the connectivity in everyday life were to be explored there by means of co-creation in interdisciplinary, collaborative processes.

Radical user-orientation

A key component of the realignment was the consistent opening of the platform in order to drive the democratization of design at Telekom forward, thus enabling the development of innovations that are more relevant for customers and the company. Renamed Telekom Design Gallery, it became a place of exchange where users could themselves have a say. The dialogues between the design department and consumers, business partners and other Telekom employees, as well as among scientists, trend researchers and students promoted the development of completely new customer experiences. Participants tackled social, technological and design trends in workshops, readings and other formats; they also experimented with technologies such as gesture or voice control and tested prototypes. Many of the concepts for the future that emerged here are being transformed into marketable products by Telekom's product management, demonstrating the clout of the Telekom Design Gallery.

Accelerator for corporate visions

Arranged according to everyday scenarios that take place at home, at work, on the move or while shopping, the ring-shaped area displays 250 of the concepts and prototypes created here. Around 6,500 visitors are guided through the lab each year – new Telekom employees, end customers, partners and investors, the press, politicians and other guests. The Telekom Design Gallery has become an important future forum for the entire Group, where significant corporate strategic developments are created.

AWARDS

LEARNINGS

An internal space within the company that makes the future visible and tangible can benefit the entire organization. It can support employees across all hierarchical levels in actively implementing the corporate vision, helping to develop it further.

A concept is only as good as its implementation. Consistent implementation of a radically rethought innovation lab is important, as is anchoring it to the company. Only then can it achieve its goals.