Innovation is where dreamers work
Frequently Asked Questions about Innovation:
- Which prerequisites must we create to make innovations possible, to identify them, to make them ready for the market and to use them profitably?
- What different people (personnel mix) do we need on board today so that we can be innovative tomorrow?
- How can we effectively integrate internal and external innovation forces (e.g. outcrowding) into our organization?
- How can we bundle our current capabilities within the company into an innovative and successful package of products and services?
- How do we manage the balancing act between a creative innovation culture and clearly structured areas of responsibility?
- How should our innovation process work?
- How do we organise our company’s external early warning system (e.g. trend scouts, customer relationship management, monitoring)?
Our understanding of innovation
An innovation is first and foremost a dream. A dream that dreams of a better world. A world that is more beautiful, more comfortable, more economical, fairer and more worth living in. Depending on what is valuable enough for us to dream.
Today, however, our companies hardly allow dreaming any more. Dreaming obviously does not fit into the world of efficiency. That’s why employees – despite company suggestion schemes – often lack the inner drive for real innovations.
Dreaming concerns the core of a company, its origin and its raison d’être, so to speak – products and services. Efficiency only targets the financial side of the business – profits, financing and returns.
The innovation efforts of many large companies are often strongly driven by efficiency, controlled by restrictive quantitative innovation controlling. This is intended to increase shareholder value in the short term. In the long run, however, this usually does not lead to groundbreaking innovations or a sustained increase in customer value, but rather to short-term competitive advantages.
Innovations also require passion – passion arises from the clash of opposites and contradictions – these arise from diversity – the tension and energy to want and create something new arises from this.
First of all, we consider all kinds of innovations that can be produced individually or in combination. These include product innovations, process innovations, material innovations, process innovations, market innovations (creation of new markets and combinations of markets), innovative forms of cooperation (e.g. co-opetition), financing innovations and innovative forms of risk management, and in particular innovative combinations of products and services.
The economist Schumpeter provides us with the model of the creative entrepreneur who, in search of new fields of action, is driven by the process of continuous creative destruction.
Innovation is the core and foundation of a vivid market economy company. Therefore, our consulting aims at the joint development of the prerequisites for sustainable innovation capability.
We can support you in the following areas:
- Innovation strategy
- Innovation Management
- Design Thinking
- Dialogical Innovation Management (use of collective creativity potentials)
- Development of an Innovation Culture
- Dealing with errors
You see things; and you say „Why?“ But I dream things that never were; and I say „Why not?“
George Bernhard Shaw