Corporate Innovations

Following widespread technological changes in mechanisation, automation and digitisation, our economy now faces the challenge of a further revolution. The catchword “industry 4.0” refers to the intelligent networking of all elements of economic value creation chains. The new goal is maximum flexibility of optimal standard procedures (so-called mass customization) using real-time data and self-configuring manufacturing and production systems. There is no longer a contradiction between cost effective mass production and catering for individual customer requirements. Smart management of large quantities of data from different sources, and data driven innovation become key winning factors in the global contest.

Quintessential challenges

Larger corporations are under pressure to innovate because of the production of highly personalised goods and services even for a single order. These circumstances call for a systematic engagement with customers, a prompt, flexible reaction to their needs, and a cross-linked interaction between internal or external partners/stakeholders in the value creation chain. Up to now, future success factors such as flexibility and outward looking networking beyond departmental boundaries have not been the focus of large corporations. The new success factors are a significant challenge a for large firms and their capacity to adapt and renew will be an important determinant to their future success.

Usual Questions



Transformation Speed

All too often internal politics and rigid corporate structures lead to multiple innovation initiatives. No matter how great the planning, implementation of new ideas is slowed down time and again notwithstanding extensive planning because innovations are considered to be threats to the business rather than opportunities.

Rapid Innovation

The Innovation Helix makes use of a modifiable conversion architecture to turn a good idea into a competitive innovation. The master story generator is core to preparing the entire business for planned changes. The prefab set of communication guidelines anchors the systematic preparation and briefing of senior leaders and, in turn, the successful of conversion of ideas into innovations.

Silo Mentality

Innovations are still frequently considered to be the resort of in-house research & development, but such a perspective on technology leadership is simply out-dated given digitization and insufficient to be globally competitive.

Innovations Piano

More frequently, new services and related business models emerge from improved interplay between different departments and company sectors or silo’s. The Innovation Piano assists firms to use their existing core competencies to breach internal silo’s in order to realise their innovation potential and foster new products and services development and new collaborations.

Decision Bottleneck

Highly fragmented markets, individualized mass production, ever unpredictable customers: In a digitally inter-linked market, uncertainty regarding sound (investment) decisions increases. The result is business’ distinct preference of the security of its existing offerings to entrepreneurial activities.

Risk Modelling

The Innovation Portfolio, which involves systematic analysis and modelling of a range of risk categories, actively manages the risks associated with strategic innovation decisions, particularly those in respect of innovation projects involving firm external partners. The transparent and active management of the various projects within the framework of the Innovation Portfolio spreads the risk of the ventures.

The Innovation Helix – a comprehensive system for successful innovating

From innovation to innovation capability:

Enterprises only have a sustainable edge over their competitors if they grow their own innovation culture. In those circumstances, the development of new products, services and business models will follow naturally and improve the competiveness of the business.

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