\"Innovation\" is derived from the Latin word \"innovare\", to renew. An innovation is therefore a renewal. In the entrepreneurial sense, innovation means an idea that has been successfully introduced to the market.<\/p>\n\n\n\n
Interdisciplinary teams: Set Flexible teams with different professional and national backgrounds. Consciously ensure that different generations work together. Set on Career changer and in doing so, they also promote networked thinking, the continuous learning.<\/p>\n\n\n\n
The innovation process comprises six phases:<\/p>\n\n\n\n
All phases of this innovation process have to be gone through. <\/p>\n\n\n\n
Innovation process - the individual phases<\/p>\n\n\n\n
In the idea phase, the focus is on in the first step on quantity. The aim is to generate ideas - without evaluation - that contribute to the further development of at least one field of innovation. <\/p>\n\n\n\n
In order to take only the idea(s) with the highest innovation potential into the conception phase, all ideas are evaluated in a second step based on defined criteria assessed. It's about quality.<\/p>\n\n\n\n
Classic Stumbling blocks in this phase are that Idea collection and idea evaluation are not separated. The result is that there are too few ideas and the people who come up with ideas are quickly frustrated because they feel that their ideas are not really being heard.<\/p>\n\n\n\n
In many companies there is a process of company suggestion scheme. In our work we very often experience, that this process neither contributes to innovation nor to improving the culture of innovation, as <\/p>\n\n\n\n
Innovation process - the individual phases<\/p>\n\n\n\n
In the Concept phase ideas with innovation potential are further developed in such a way that, building on them in the development phase, for example, the Development of a prototype is possible. Both phases are closely linked, and if blockages or restrictions occur during development, it is quite common to go back to the concept phase to resolve these bottlenecks. If the solution is not possible, ideas may not be taken further at this point.<\/p>\n\n\n\n
Particularly in our times, when technologies are developing very quickly, it is advisable that companies look at such ideas again at intervals. Perhaps the development of a prototype can be brought to fruition at a later date or with external cooperation partners.<\/p>\n\n\n\n
In our experience, what many companies do not make sufficient use of in these two phases for fear of \"idea theft\" are development partnerships. Perhaps the idea cannot be developed into a prototype with the company's own know-how, but perhaps with the know-how of external specialists.<\/p>\n\n\n\n
Innovation process - the individual phases<\/p>\n\n\n\n
The test or pilot phase is used to test prototypes, new services or approaches in such a way that the innovation potential can be confirmed, weaknesses can be uncovered and remedied. It is about learning and getting information also about customers that should be considered when launching a product.<\/p>\n\n\n\n
For cost reasons, this phase is often shortened in companies or the company deliberately tests only in the \"fan club\".in other words, in a benevolent and positive environment. Both are mistakeswhich can also be the end of a good idea and thus of an innovation. In order not to make these mistakes, the test phase can also be linked to a independent institute are handed over. They ensure that tests are carried out in the right markets or with a well-selected target group, they evaluate independently and usually also have sound expertise to make valuable recommendations at the end of the test phase.<\/p>\n\n\n\n
Another way to test are Reallabs<\/a>. Especially for innovations in the field of digitalisation, these test rooms offer a good infrastructure.<\/p>\n\n\n\n Furthermore, the opportunity that lies in a test phase is often misunderstood. If a company has a product tested, it receives a lot of information in this phase that can perhaps lead to innovations in the field of \"service\" or \"distribution channel\" or \"touch points\" or \"brand\" or \"emotion\". In concrete terms this means: Which services around the product would still be helpful? Through which channel should we let customers get in touch with our product? What works? What does not work? How is our brand perceived by the new product in the test market? What do we learn from this? These are just a few questions to which a good test can provide answers.<\/p>\n\n\n\n Innovation process - the individual phases<\/p>\n\n\n\n In the manufacturing phase, the product or service goes into \"series production\". In this phase the Focus on the productivity or scalability of processes. The aim of the manufacturing phase is also to prepare the market launch as well as possible.<\/p>\n\n\n\n Innovation process - the individual phases<\/p>\n\n\n\n With the successful Market launch the idea becomes an innovation. It is not only a central phase to measure the economic success of the innovation, but above all to Learn for future innovation processes. What worked during the market launch? What did not? What can we incorporate into future innovation processes as \"lessons learned\"?<\/p>\n\n\n\n This \"review\" and the recording of \"lessons learned\" is generally recommended at the end of each phase of the innovation process. Because only if the innovation process is also part of the continuous development and learning culture of a company will the quality of innovation and its economic success also increase.<\/p>\n\n\n\n competitiveness through innovation<\/p>\n\n\n\n In principle, a company can be innovative in all areas. We list traditional fields of innovation with the associated questions.<\/p>\n\n\n\n Innovation field structure \/ organisation<\/p>\n\n\n\n The central question in this field of innovation is: \"What do we, as a company, want to earn money with in the future?<\/p>\n\n\n\n In various sectors, the question of the revenue model has been raised several times in recent years. The car manufacturers have, for example, with FREE NOW (the former my taxi) or DriveNow<\/a> new business and revenue models brought onto the market, where the mobility and not the sale of vehicles in the focus stands. Airbnb has shaken up the hotel market with its offer.<\/p>\n\n\n\n Amazon is constantly questioning and expanding its business model. The company now earns most of its money by renting out servers and offering IT services. Netflix, originally a video mail order company, is now an internationally recognised entertainment group.<\/p>\n\n\n\n These examples should make clear to you what this field of innovation is all about.<\/p>\n\n\n\n How is our society developing? What will be the main problems to be solved? What are customers willing to spend money on? What opportunities arise from the new technologies? What role does digitalisation play in your future business model? <\/p>\n\n\n\n These are all questions that need to be asked and answered in this field of innovation.<\/p>\n\n\n\n Innovation field structure \/ organisation<\/p>\n\n\n\n In these two fields of innovation, everything revolves around processes:<\/p>\n\n\n\n The area of support processes also includes, for example, all processes and concepts related to employer branding, training and development, leadership culture as well as innovation and learning culture.<\/p>\n\n\n\n Innovation field organisation \/ structure<\/p>\n\n\n\n Cooperations play a major role when it comes to improving the culture of innovation in the company. They can play a decisive role in getting ideas into the company. Cooperation partners that are suitable for this are, for example, universities with their spin-offs, Fraunhofer institutes, research centres, futurologists, trend scouts, relevant consultancies. But also Cooperations with clients can lead to improving the innovation culture and, above all, the innovation rate of companies.<\/p>\n\n\n\n Innovation field Range of services<\/p>\n\n\n\n These two fields of innovation are often used as synonyms for innovation in many companies, but they are only two of the ten fields in which companies can innovate.<\/p>\n\n\n\n The central questions to be answered are:<\/p>\n\n\n\n The biggest challenge is often to break away from existing products and the familiar fields of application and to think laterally or networked and from the user's point of view. One process or approach that helps with this is the Design Thinking<\/a>. If companies \"stick\" too much to the status quo, they will bring product improvements to the market everywhere, but no innovations.<\/p>\n\n\n\n Innovation field customer experience<\/p>\n\n\n\n Services and service offerings can stand on their own and form their own revenue model, but they can also support customers in using the products. Therefore, a central question in this field of innovation is: How do we ensure benchmarkable support for customers in the use of our products?<\/p>\n\n\n\n Innovation field customer experience<\/p>\n\n\n\n The central question at the heart of this field of innovation is: How, when and where will the customer come into contact with our products and services in the future?<\/p>\n\n\n\n Innovation field customer experience<\/p>\n\n\n\n These two fields of innovation are closely linked. The innovation field of brand is about finding ways to make corporate brands strong brands. For this to succeed, it is important that customers identify with a company's products and services (innovation field \"emotion\"). Apple, Amazon, Google, BMW, Bosch, Adidas, Ritter Sport, Haribo, Nivea, dm Drogeriemarkt, Lego are some examples of strong brands in the B2C sector. In the B2B area, these include SAP<\/a>, the Bertelsmann Group's arvato<\/a>, RATIONAL<\/a> from Landsberg am Lech, EVONIK<\/a> .<\/p>\n\n\n\n All experiences a customer has with a company, including complaints and grievance processes - often neglected and outsourced to external service centres - contribute to branding and the customer emotions associated with the brand. <\/p>\n\n\n\n The fields of innovation we have outlined give you an idea of the areas in which you can be innovative. For this, it is important that innovative thinking becomes a matter of course in your company. <\/p>\n\n\n\n There are numerous innovation techniques, such as design thinking, that they can use in the company. However, from our point of view, seven things are central:<\/p>\n\n\n\n Conclusion Innovation<\/p>\n\n\n\n You can see from the length of the article how extensive the topic of \"innovation\" is. Introducing a culture of innovation or increasing the innovative power of a company is therefore not a project, but a profound cultural change. This has to be prepared accordingly and also accompanied by experienced facilitators or organisational developers. Innovation is written down as a value in many companies. Very few companies live it. In many cases, a constructive culture of error is already lacking. But that is the beginning of innovation.<\/p>\n\n\n\n A start for an improved innovation culture or more innovative strength is a improved error culture<\/a>. With our \"Error Culture Quick Check\" you will gain a condensed view of the current situation and already receive impulses where improvements can be made.<\/p>\n\n\n\nQuick Check Error Culture<\/a>\n\n\n\n If you want to increase the innovative power of your company, we should talk about organisational development.<\/p>\n\n\n\n However, training in creative methods such as design thinking is not the first step. Rather, the first step is to analyse and improve the basis of trust in your organisation.<\/p>\n\n\n\n A strong foundation of trust is crucial for healthy, innovative organisations. Only when the trust is strong enough will it be possible to cultural change towards more creativity, responsibility and innovation. This then also includes the development of a vision, the elaboration of a strategy and derivation of the goals as well as the definition of the relevant milestones.<\/p>\n\n\n\nProduction phase<\/h3>\n\n\n\n
Market launch phase<\/h3>\n\n\n\n
In which areas can a company be innovative?<\/h2>\n\n\n\n
Revenue model<\/h3>\n\n\n\n
Core and support processes<\/h3>\n\n\n\n
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Cooperations<\/h3>\n\n\n\n
Products \/ Product systems<\/h3>\n\n\n\n
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Services \/ Service<\/h3>\n\n\n\n
Distribution channels \/ Touch points<\/h3>\n\n\n\n
Brand & Emotion<\/h3>\n\n\n\n
How can you promote innovative thinking in the team?<\/h2>\n\n\n\n
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Introducing a culture of innovation is a cultural change for companies<\/h2>\n\n\n\n
Your next step towards an improved innovation culture<\/h2>\n\n\n\n
Your next step: organisational development<\/h2>\n\n\n\n