Finn Kollerup, consultant and enthusiastic Qvest customer, answers a few questions regarding his experience using Qvest. Check out his insights on the tool and how it has benefitted him.
Who are you and what do you do?
I am Finn Kollerup, and I am an independent innovation consultant working primarily with large private companies.
Why do you use Qvest?
So far, I have been using it a lot for mind-setting participants before a workshop or a project and to get people to think and engage in dialogue before we actually meet face-to-face. Previously, what I have used for that is traditional surveys - where I very soon learned that open-ended questions were always the most interesting. That’s a little bit what Qvest also does. You could say it is mind-setting myself and the participants.
What results do you get from Qvest?
In these workshops, I am using it as a source of ideas and problems. When I analyze 50 questions and maybe 40 answers to those 50 questions, I see a lot of ideas. For the previous one I just did for the first workshop with Novo Nordisk, I identified like 50 concrete ideas and they are being pushed forward to management and being further consolidated. So I see Qvest really as a merge between an ordinary questionnaire and idea collection tool, a project space and a problem definition or problem collection and consolidation tool.
Can you give an example of a new insight made possible by Qvest?
I can share with you recently that I did two workshops where I used Qvest to engage people ahead of time. Most of the questions were directed upwards. So this group tended to ask their bosses because they had an expectation, or an assumption, that the bosses have the answers. Which they don’t. What happens then, is that the bosses become a bottleneck and answers get delayed and they are not necessarily the most qualified answers. But what are you going to do if you don’t realize that you can actually seek the answers from somebody else? That was a major aha for them.
The Qvest was great for this because it really revealed that if you are in an organization where you want people to be empowered, want decision processes to run more smoothly and more informed, then what you’re doing right now is not working. If you are directing all of your questions upwards and you are an organization of more than 1000 people, you are only using a fraction of a fraction of that organization’s brain.
So there it is, from mind-setting to mobilizing more of the organization’s brain-power. Thank you for your answers, Finn!