Archive for the ‘Allgemein’ Category

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A values-based approach to strategic stakeholder management ensures that the course of strategic decisions is not only determined by short-lived attitudes, interests and the best deal negotiators may get, but that it is driven by long-term objectives of diverse participants. Differentiating three forms of stakeholder management (defensive, integrative, overarching), we show how to clarify and develop stakeholder values and exemplifies how to adapt methods of stakeholder analysis and management.

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"Innovating our Common Future" is the motto of the upcoming 2020 ISPIM Innovation Conference in Berlin. We expect more than 600 of the worldwide leading innovation specialists from research and advanced practise. Together with our colleagues from Borderstep we are hosting this event and contributed Values-Based and Sustainability-Oriented Innovation Management the focal topic. Changing customer and stakeholder values and normative frameworks such as the Sustainable Development Goals (SDGs) by the United Nations create new challenges and opportunities for innovation. We call for demonstrations of innovation approaches and solutions for key societal challenges on local, regional and global levels and how these can create our common innovation future.     Here please find the Call for Submissions.

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We have successfully completed an ethnographic research and customer journey project for TUEV NORD Mobility. Together with representatives from our client, we created 3 future state journeys, came up with 10 new concepts, 56 ideas and a lot of newly discovered or reformulated challenges for digitization and organizational development. Adding on to the promised results we also delivered two executive posters, one summing up the key insights and the other one providing an overview of the current customer journey and three future state journeys for different personas. We thank our client representatives for the excellent cooperation!

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As partner of IZT we are part of the European Horizon 2020 project 5G-Victori, providing ubiquitous super-fast, reliable connectivity and seamless service delivery. The project focussed on large scale trials of next generation of communication networks and services for advanced use cases in Transportation, Energy, Media, and Factories of the Future. We contribute sustainable business models and the values-based innovation approach to generate alternative business models for each vertical use case. Each should be aligned with the SDGs, ist impact should be measurable following the DECD (2018) standard to link SDGs and targets to impact models and indicators. For more information check the project website. There you will also learn what victori stands for: VertIcaldemos over Common large scale field Trials fOrRail, energy and media Industries.

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For one of the major German providers of technical services and testing, we review the customer journey of its most important business customers. A combination of journey mapping, ethnographic field research in car dealerships and workshops, and co-creation will provide the insights and a baseline to create the future state journey. Together we are also setting new priorities for upcoming digitization projects, marketing efforts and strategy.

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At the ESCP in Berlin, Henning faciliated a mini-project in the master program "Entrepreneurship and Sustainable Innovation". The purpose of the course is to provide a first-hand experience in modelling new business catering to values of sustainability. Students obtain an overview of sustainability-oriented and values-based business modelling tools, and create their own business models for their Sustainable Entrepreneurship and Innovation Projects (SEIPs). They learn about different revenue models and sustainable business model patterns, and elaborate upon the dynamics between different business model design elements, such as values, value propositions and stakeholder segments. At the end, they critically reflect upon the impact of the tools they used for designing new business.

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In a medium-sized company, based on the values of the employees, we have elaborated upon the core values of the company, its overarching purpose, an ambitious mission and a vision for the future. Using various collaboration methods we have addressed the crucial questions: • Values: What is most important to us? What do we stand for? • Purpose: What do we want to achieve? • Mission: Where do we want to be in five to ten years? • and Vision: How can we vividly depict the world we are striving for?   By combining and iteratively revising answers to these questions with selected employees, the vision can be formulated as a desired image of the future with a "vivid description" (Collins & Porras 1996).

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