What new product innovations can be created that truly add value for customers? What distinctive business model assists customers in their choice and usage? Where does additional growth lie in the market? And how do we ensure that distinctiveness remains truly distinctive? These are just a few questions posed to us.
There is a significant difference between improvement and innovation. Daily improvement is crucial, but incremental innovation does not break existing dilemmas and, therefore, does not lead to new growth. This is the role of innovation. We focus on value innovation and the development of innovation portfolios, in which new products and services are explicitly the goal.
In every project, we focus on creating a new S-curve by breaking through existing dilemmas. We develop innovation portfolios in a wide range of sectors that are well-grounded, drawing insights from both customer perspectives and cases of pioneers in other industries. We refer to this latter approach as Branchmarking. The power of this combination, complemented by a carefully selected team, leads to a highly innovative process. The outcome? Strongly distinctive product and service innovations and innovative business models.
Exploring, conceptualizing, and substantiating valuable innovations.