60 to 80 percent of all innovations are not successful – because they are irrelevant from the customer’s point of view – because they lack the strong brand that gives them the necessary framework of meaning – because they do not offer any new solutions – because previous success is copied instead of shaping the future – because the innovation process is “managed” and not a “lived” corporate culture – because …
Disruptive change and increasing complexity from outside can only be successfully responded to with targeted changes and diversity (the diversity of experience and skills) within the company. Nevertheless, the topic of “innovation” is still considered too shortsighted by many organizations today. When competitive situations, working environments, lifestyles, needs and attitudes of people change, more new thinking is needed in companies. Companies today are dependent on innovation. Interdisciplinarity, breaking down silo mentality, a conscious break with past-oriented rules and rituals, commitment, communication and creativity must be encouraged. Companies that want to actively shape the future need innovative answers in the form of products, services and business models. Managers are required to create the framework conditions so that new things can emerge and employees can think in a forward-thinking way and act proactively. They need modern methods and formats to shape innovation processes as innovation agents and create a corporate culture that promotes creativity, experimentation and innovation and keeps the motivational absenteeism rate low. The successful ones among them are not deterred from this entrepreneurial task by day-to-day business.
Future through Innovation
„The greatest danger in times of turbulence is not the turbulence – it is to act with yesterday’s logic.“ [Peter Drucker]
Thinking innovation from the future: We “empower” and support our clients with our many years of expertise from a wide range of industries in a well-founded and effective approach …
INNOVATION CULTURE: The “lived” innovation process – interdisciplinary, cross-divisional, forward-thinking. Sustainably overcoming silo thinking, a hedging mentality, defensive decision-making, outdated beliefs and other obstacles to innovation.
INNOVATION COMPETENCE: The innovation agent as innovation facilitator. “Innovation meets customer benefit”. Modern innovation methods & tools. Positioning innovation in the context of brand architecture. Dealing with complexity & uncertainty. Agile leadership and work. Agile teams/agile workflows.
INNOVATION & CREATIVITY: “Train-the-Brain” – People Empowerment based on the findings of neuroscience. Learning to manage your own brain (HI, Human Intelligence) and to promote and strengthen what digital technologies and AI (Artificial Intelligence) cannot and should not “take over”.
INNOVATION PROCESS: From-Challenge-to-Concept (future-oriented from problem/trend/idea to “product concept”/business model). Creativity Lab. The guided innovation process with a strong innovation pipeline.
COOPERATIVE VALUE CREATION: In the midst of disruptive environments and complex challenges, “cooperative value creation” can become an innovation booster for proactively shaping the future. Creating value. Beneficial. Meaningful. With a strong cooperative impact. It is by no means a sure-fire success – although the major issues and challenges can hardly be solved by one organization alone. Read > Focus Topic
BENCH-LEARNING lIVE: If the environment changes, the familiar “best practices” for learning for your own organization or department are no longer helpful. One reason for this is that “best practices” are based on previous patterns of success that are mostly no longer valid. This also applies to many other methods. In view of today’s dynamic of change, it is not necessarily possible to successfully shape tomorrow with what has been tried and tested in the past. The good news is that the future can be actively shaped in a changing environment, and the focus on the past can be overcome. However, active shaping requires new thinking and this requires new impulses, a deeper exploration of new approaches, insights and solutions. Mechanisms and interdependencies need to be understood, new approaches tested and lessons learned. What is needed is innovative, effective management learning with a lasting impact – in a nutshell: Bench-Learning live. Read > Focus Topic / Read > White Paper
