A study by 4C GROUP AG in cooperation with TH Rosenheim
Changing customer needs and product lifecycles are leading to increasingly dynamic business models in the digital age. "Filled" innovation funnels are an important success factor in ensuring sustainable competitiveness. A proven approach to ensuring "innovative strength" is the establishment of innovation labs. Their focus is on promoting the generation and development of new and innovative ideas. The focus of these labs varies from the further development of existing products to the creation of new products and the development of disruptive innovations and new business models for the future.
Initial observations and research from "lab practice" show that there are significant differences in key practices between innovation labs/digital hubs & co. These include issues such as organizational anchoring, the original mandate from management, the methods and techniques used and the personnel and process design.
The aim of the study was to work out which factors lead to increased chances of success in innovation labs.
Contents & Painpoints
- Competing orders and unclear positioning
- Proof and measurement of own performance
- Handover of projects for implementation
- Cultural tensions with management & organization
- Cooperation with start-ups
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