Assistance for the development of innovation management

Specialist mechanical engineering, plant engineering
Approx. 18,000 employees worldwide

Approx. 80 innovation coaches
Approx. 60 innovation managers or members of decision boards

• How can a very technology-/engineering-focused culture be influenced internally and externally to enable a “new” openness for ideas and innovations?
• Which structures and bodies can be implemented and in which way so that processes to generate and track ideas can be implemented sustainably? How can the process result in a larger quantity of marketable innovations than it does today?
• How can we appropriately qualify “innovation coaches” and “innovation managers” to that end?
• How can the organisation be appropriately infected with the “core and supporting behaviours”?

• Customer consultation on the topic of “innovation structures”
• Development and implementation of different training/educational concepts for the above target groups, among others

• Executive board and subordinate panels of senior executives support the approach of a cultural change in a credible and sustainable way
• Decision boards find a good balance between the search for opportunity and risk prevention and the pressure as a stock company to deliver quick successes. If risk prevention prevails, creative ideas hardly stand a chance, as they will be dropped at an early state of the decision-making process at an early stage due to “economic inefficiency”.

2017 until…presumably 2019

…Will be reported at a later time…

… We are looking forward to it, too…