AVIATION INNOVATION ENABLEMENT PTE March 2019 Maximizing Positive Impact

1 WHAT IS THE GOAL?

A snapshot of what we do in San Diego…

2 WHAT IS THE GOAL? Goal Creating a world-class Great Passenger Experience Innovation Lab for Innovations which create a sustainable positive impact for the business best passenger Increased Revenues experience A place where hassle ends and where joy of travelling already begins – attracting more and more international airlines Image as Innovator

A brand not only known for it’s power to innovate but to make things happen Best Place to Work

Proud to work at an innovative and great airport with “no hate Mondays” feeling Top Notch Partners

Having a strong network of innovative partners all around the world

3 WHAT WE DO – INNOVATION IN GENERAL – THE BIG PICTURE An area of recent & particular interest is to support large- scale clients to find their sweet spot in the ecosystem Community

Biz Units Airports

Academia IDENTIFY YOUR Authority Stake- holders SPOT IN THE TSA Incubators Startups Airlines outside ECOSYSTEM Mature 1 Players Customers Strategy

2 UNDERSTAND People Orga INTERNAL Innovation inside Culture CAPABILITIES Execution

P&S

4 WHAT WE DO – San Diego Airport Innovation Lab 1 The timeline for running an innovation lab is sprinkled with a mix of tasks. Some resemble a continuous flow, while others behave like repetitive and fast spinning wheels

The before stage has two steps: 1. Maximize number of candidates 2. Evaluate and select candidates

Accelerator Program Cycle in Lab The accelerator program has 3 stages: 1. Before the program makes sure the challenge is well-defines and communicated across social / business 1 2 3 channels, followed by the selection of finalists Before During After 2. During the program the mentoring, coaching, and facilitation of the work of start-ups is happening

Airport Authority Detecon (Knowledge Detecon (Global Detecon Prepares Airport Authority Final Pitch Base) Network) Evaluation 3. After the program the decision is made to either start in pilots or to release the opportunity (depending on its business nature and success during prototyping)

Create a series of same or new challenges, refilling of candidates Program Cycles during or before cycle Coms, channeling, community building, partnering, and event Branding hosting in order to make a name

Lean processes, guidelines,

Layered Overview Layered Operations milestones and KPIs to enable daily administrative tasks

5 WHAT WE DO – San Diego Airport Innovation Lab 1 The Innovation Lab process starts from identifying the airport challenges, to implementing and scaling a viable solution

Challenge Incubation Growth Identifying the pain points of your Within the program, innovators will undergo If the solution is successful, other airport workshops, training and mentoring airports and industries will also be incentivized to adopt these learnings

Market research Implementation Searching for solutions, candidates and At the end of the demo day, the most collecting the applications promising solution(s) will be selected and implemented into the airport

6 WHAT WE DO – San Diego Airport Innovation Lab 1

Airport Authority Detecon (Knowledge Detecon (Global To attract the best innovators for the San Diego Innovation Lab and to Base) Network) operate a successful innovation lab, ten factors are crucial SUCCESS FACTORS

1 2 3 4 5 MINDSET STRATEGY SETUP TEAM SPEED

6 7 8 9 10

INCENTIVES NETWORK IMPLEMENTATION MANAGEMENT ADAPTION & SUPPORT PATIENCE

7 WHAT WE DO – San Diego Airport Innovation Lab 1 Several success stories have already hatched out of the lab. The bandwidth of innovative services is intentionally broad. They range from parking, food, batteries, luggage, to music

Baggage Nanny

8 WHAT WE DO – San Diego Airport Innovation Lab 1 Several success stories have already hatched out of the lab. The bandwidth of innovative services is intentionally broad. They range from parking, food, batteries, luggage, to music

Freedom Park

FLYKIT

Rocketrip SleepBox

9 WHAT WE DO – San Diego Airport Innovation Lab 1 It always needs at least two to tango. Setting up a successful incubator / accelerator requires various considerations. With all stakeholders aligned, inside-out and outside-in

Operate Incubators Smooth, lean, and non-bureaucratic are the expectations if a “corporate” incubator wants to engage with startups.

Develop Ecosystem An essential part of every incubator is Attract Innovator the network behind it. If for mentoring, Innovators need to know they are in good prototyping, or further pick up / support hands. Despite word of mouth, this element by a VC, the right ecosystems is key. is strongly dependent on setup, operations, Blend in. Get active. and ecosystem. If all parts run well, the brand will establish in the course of time.

Set-up Incubator Incubators must work. Inside out & outside in. From the governance, authority, roles & responsibilities and processes. Most important is the interface to the mothership.

10 WHAT WE DO – INNOVATION IN GENERAL – THE CULTURE 2 Besides being able to do the dirty ground work (processes, blueprints, org charts…), our favorite topic is to plant the seed for an evolved work culture inside of our large clients

Entrepreneurial Framework Creativity Supply Values Resources People Learning Individual Energize Behaviors Success Customer Incentivize Future Enable Employees Climate Processes Capture Trust Shape Ideate Transparency Collaboration

11 WHAT WE DO – INNOVATION IN GENERAL – THE TRAINING 2 There is no greater impact on humans (customers or employees) than experiencing innovation firsthand. Our training modules and workshops deliver this wow effect

Scoping and Organization/ Moderation 1 Customization 2 Scheduling 3 and Steering

Moderating the Identification Scheduling events and of needs of events workshops

Providing external Alignment on Scheduling insights objectives

Assessment, Methodology Organization of de-briefing Tailoring workshops and follow-up

• Six Thinking Hats • Rapid User Testing • Strategies & Solutions for Business Problems • Paper Prototyping • Design Thinking • Brainstorming Techniques (silent, w/o constraints) • Jobs to Be Done • Ideation under Constraints • Scaling Techniques, Objective Key Results (OKR) • Identify Pain Points • Rapid Prototyping • Empathy Mapping, Challenge Reframing, Point of View

12 WHAT WE DO – INNOVATION IN GENERAL – THE TRAINING 2

We are prepared for whatever the needs of our clients are

We have a variety of modules which can be used to spark enthusiasm and sharpen the skills of team mates

13 Exercise WHAT WE DO – Lufthansa Training for Ground & Sales 2 The crowd is first trained in the basics of customer centricity, followed by an interactive exercise Create a persona for your company now!

1. Point of View - Persona (Who) 2. Scenario to be examined (what)

Passenger 3. Chunks of the journey (timeline) 4. Actions of user 10 5. Thoughts of user

9 6. EMOTIONAL experience of user Rollercoaster 7. Opportunities going forward 8. Internal ownership 9. Touchpoints

Company 10. Devices

Screenshot via Norman Nielson Group

14 Detecon Innovation Institute (DII) – Customer Journey Mapping 2 increase ticket sales by promising perks live up to the promise and create an “Create products awesome & services our experience passengers never knew they would need & love” LH Sales LH Ground

The experience starts here… …and continues at the airport

15 Detecon Innovation Institute (DII) – Customer Journey Mapping An essential part of a CJM is to properly reflect emotions of 2 For some innovative trendy topics the crowd will personas at every journey stage. come up with solutions which delight the customer The “net” feeling is critical.

Bleisure The Box Parking

16 Innovation Enablement17 WHO WE ARE That’s us! We merge business & technology perspectives into a consistent digital change journey for our clients. Industry | Services | Telco We have a funky name. Not pretty. But functional. It stands for Deutsche Telekom Consulting immmr

We are a sister Products Incubation Digital & Innovation Digital Twin company of T-Mobile and belong to Deutsche Telekom Group

We are specialized in Innovation Enablement

And…we are all over the place

18 WHO WE SERVE

We help clients anywhere; domestic or international

The principles & frameworks of successful innovation are industry agnostic

 Our clients can be small or large  Our clients can be telco or any other industry

In fact, clients appreciate our fresh outside-in view. If at all, they get hit by OTTs

19 WHY SF and NYC We are located at the two most prominent Innovation Hubs in the US. The Silicon Valley (California) and The Silicon Alley (New York). Below map explains why….

Startups Germany 1.9 Beijing 19k in place 18.5

Europe USA 16 50% China 59.3 31 Of founders and 70% of engineers are immigrants New York Silicon 7.8 Valley New startups every year 25.1 1,500

48%

Invested Venture Capital 2018 (B,$) Of startups have prior startup experience

20 WHAT WE DO – INNOVATION IN GENERAL – THE PROCESS Detecon will guide you through the end-to-end innovation process in order to successfully implement the best solution for your airport

Strategy People Execution 1 We will identify and define 3 We will determine the 5 We will accompany you your unique airport relevant stakeholders for through the execution strategy your airport process

Organization Ideation We will understand the operational We will evaluate and define the processes in place at the airport 2 best solution 4

21 WHAT WE DO – INNOVATION IN GENERAL – THE FIVE PILLARS Our Innovation expertise spans over 20 years of being in the Bay Area and New York City. In the course of the years, we built a waterproof five-pillars approach for innovation

Strategy Organizational People Ideation Execution

Chief Digital Officer Promoter Models Innovation Catalysts Lean R&D Approaches Agile (Scrum / Kanban) Agile Organization Goals & Objectives Inno Mgmt. Platforms (IMP) Customer Centricity Design Sprints Innovation Taskforce KPIs & Performance HR for Innovation Emerging P&S Ecosystems Design Thinking Corporate Incubator Organization Design Internal Idea Sourcing Idea Evaluation User Experience Design Minimum Viable Product Corporate Foresight Demarcation Lines Novel Collaboration Tools Developer Partnerships Operational Processes Methods & Tools Corporate Venturing Training & Coaching Designer Partnerships Lean Governance Business Experiments Road-Mapping Incentive Systems Product Owner Prototyping Financials & Risk Roles & Responsibilities Interims Management Partnering Pilots / Trials Innovation Scouting / Radars SV Innovation Operations Business Casing Hackathons & Workshops Implementation Frameworks

Digital Fast & Lean Entrepreneurial Winning Customer-centric Navigation Operations Culture Ideas Agility

22 WHAT WE DO – INNOVATION IN GENERAL – THE RADAR Another area we love to do is to go on a hunt for innovative ideas / startups and hook them up with large corporations. Key is to stay involved and facilitate the partnership

Relevance Low • Scenemaker allows Mid • Virgin users to link and • Sprint has a Mobile’s mobile share specific parts VH1 show with a mobile High TV trials were of video clips, disappointing making You-Tube video-sharing (Med59) more manageable app (Med35) • Visa has announced for mobile (Med30) a mobile payment platform to rival • Biometric security devices • ABC and are being installed more Yahoo agreed to PayPal, Obopay, and others (Cm10) frequently. They are Mobile video will expand their increasingly popular in find success from relationship in Japan (Sec3) short-form, online- online video Credit card style, on-demand news (Med18) companies will • Increased use of mobile Increasing content. dominate US mobile payments awareness of payments. could drive necessity of mobile • Helio has signed on increased • Sling media • Cingular has SNL to provide access to • Billmycell lets users security. allows clip clips on their mobile security Obopay’s mobile • MyTango lets users pay cab drivers and sharing, has a platform, with payment service pay for take-out food purcahse e-tickets • LG is offering • IP networks are deal with CBS downloadable (Cm8) with their cell via cell phones encrypted phone vulnerable to a for clips graphics (Med34) (Com12) (Cm12) calls to politicians wide variety of (Med48) • Modeo’s CEO quit • Mobo lets users and executives in ever-changing in Dec. 06 claiming South Korea (D75) attacks order food via web operators are not WAP or SMS • PayPal Mobile lets • SmartCell is users send cash via launching a single- fully engaged in connected to a credit • A single inbox for voice, mobile TV yet text messages and world MMORPG card (Cm1) SMS, and email is emerging – • Mobile contact (Med60) buy from merchants Microsoft Communication accessible from PC or backup devices (Cm11) smart device (G5) • Joost is starting a Server 2007, GotVoice, Pinger have become (Msg2) available (Sec1) P2P internet • mFormation, • Zune will have broadcast network a provider of • Device manufacturers are including VoIP and • Greystripe’s ad-based with a possible games in 2008 game portal has 1.4 M mobile device email, such as the Nokia Gizmo project, • Paris Hilton’s option on mobile TV WiFi/UMA phones, and the Sony mylo (D1) (D56) downloads (G3) management Sidekick is use (Med 48) solutions, has hacked, received Seamless multi- generating investment Internet companies create • Rumored Google • Many games are on publicity (Sec4) from Visa phone (D24) platform gaming. multiple consoles or (Cm6) products that directly PCs already (G6) bypass carrier-offered • Internet players are • Sony Mylo and • World of Warcraft • Online messaging services. entering voicemail Nintendo DS have has 8 M users, • Google acquired players are adding management - GotVoice WiFi capabilities expansion sells 2.4 Adscape Media in- • iPod has games voice – Google Talk, • Skype Mobile brings VoIP into play, (Msg2) and GrandCentral (D1) M copies in 24 game advertiser (A8) now (G4) Yahoo Chat (Srch1) as well as chat comptetitors for SMS (Msg13) hours (G7) (Vo4)

3+ yrs today today 3+ yrs

Mobile Connectivity Mobile Service

Mobile Apps & Usage Software

New Biz Models Hardware

Cloud m-Health Computing

Communication

2.0 Web & Entertainment

facing Innovations facing - M2M Financial

Services Market

Business Model Operational Innovations

Internal Innovations Internal Innovations Launch Launch

NDN Contact General & Emotion

Garments Ideation Ideation Non-Voice I²NC Virtual Emergency Customer Secure Calls Connection Smart Metering Long List: All market Short List: Launching innovative NAPman LTE-A 3D Video Internet Traffic Cloud Measurement CommAlliance Cell Zooming Future DNS Distributed Caching 6LoWPAN HetNets OVF Body-To- establishment mutual SNUPI Body Cloud Gaming HbbTV Networks ReMAp Automotive lightRadio OS Mobile P2P Dynamic Spectrum Access Google’s WebM Social Networks MoBio opportunities Selection to be products and services with on a SIM simTD Social Sentiment WiBE Analysis Nano Gryos PSiAN. BLADE Eye-Tracking with most approval Nox and Onix. Interface BAE Browser- Fingerprint Alternative XML3D Touch Techn. Conservation Wireless MS Cloud-SSO Cores USB W3C for PIM Project Standard potentially interesting displayed and an agile and efficient Context Analytic Hijack Bartendr Aware Market Presence Databases Computing Stretchable Electronics Market Ready Relevance Memristor High interesting for testing / Product Concept Medium Applied Research Low for client described in Radar methodology Basic Research targets piloting SOA Visualization Open Innovation In-Memory Technology BPO CEBP SOA Open Automated Analytics Standardization Development Engines Solvency II Platform-based Society Process APIs Enterprise Risk Android OS Expansion Virtualization Innovation Management PAYD/M2M Identity Technologies Cloud Mobile AR Computing Internet of Things Social Marketing/ NGCRM LBS Social Networking Tools Mobile Payments Smart Mobile Enterprise 2.0 Crowdsourcing NFC Devices Wireless/Haptic UI Gamification Sensor Devices Cyber IT Absorption by Business IT as a Standalone Business Solvency II Security Green IT Biometrics CSR Virtualization BYOD Consumerization of IT Individualization Android OS Expansion Customer Tailoring Takaful Micro-Pricing HTML5 Evolution Multi-Channel Customer IPv6 of the Internet Increasing Mobility Mass Customization Smart Migration Digitalization Social, Public Transparent Consultative Sales Individualization Population Micro-Insurance Profiling Crowdsourcing Dynamics Global Citizen Social Shopping LBS Crowdfunding NFC Platform-based Society Digital Opt-Out Global Collaboration Transparency Mega-Cities Young Generation Aging SocietyPrivatized Social Insurance

23 WHAT WE DO – INNOVATION IN GENERAL – THE NETWORKING We believe we can be of great help. We did it before. Many times. We actually walk the talk. Instead of academic googling, we are hands-on and an active member of the community

24 Who we are Innovation Team @ Booth 6200

Dr. Eric Dulkeith Phillipp Schett Carolina Schiefer Johannes Heinzelmann

Innovation Management Innovation Management Digital Strategy BT Strategy & Architecture Senior Executive Director Senior Consultant Consultant Detecon Innovation Institute Detecon Innovation Institute Detecon (Schweiz) AG Detecon (Schweiz) AG 1 Rockefeller Plaza 33 New Montgomery Street Löwenstrasse 1 Löwenstrasse 1 10020 New York 94105 San Francisco 8001 Zürich Switzerland 8001 Zürich Switzerland M +1 650 430 1083 M +1 415 316 3389 M +41 79 692 82 99 M +41 78 736 14 31 [email protected] [email protected] [email protected] [email protected]

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