On the fair floor, the result stopped people mid-conversation. Visitors who had no prior connection to Siemens were telling others they had to go and see it. The activation generated significant attention across social channels and, more tellingly, it created the kind of word-of-mouth that no media budget can manufacture. Three years later, Damir Hudak still receives messages asking whether the show act will return.
Beyond the event itself, something shifted in how the team approached creative work. The rhythm of short, focused creative sessions, built into the project structure by the Creativity Lab, did not stop when the five weeks ended. Damir carried the practice forward, running regular early-morning creative sessions with new teams on new challenges. The method had become part of how he works.
“Instead of dancing people talking about technology, we thought of dancing technology that helps people,” Damir reflected afterward. “Involving people from outside the field can be very valuable. They ask the right questions, they simplify things by thinking differently, they reorganise ideas. Your own team refocuses on what is important.”
For any team that has mastered its craft and is now looking for a way to move beyond it, this is what that looks like in practice.
