Archive for the ‘Innovation Strategy’ 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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Our latest Webinar on Values-Based Innovation Management: Concepts, Methods and Applications (by Prof. Dr. Henning Breuer & Prof. Dr. Florian Lüdeke-Freund) is now online.   The Webinar introduces the basic concepts, exemplary methods and practical applications of values-based innovation management. We show why innovation cannot be sufficiently understood and appropriately managed without addressing different stakeholder values. We explain the heuristic, directive and integrative function of values, and demonstrate their potential to drive innovation on different management levels. Through three recent consulting projects we illustrate applied methods to work with values on different management level:   - How to apply ethnographic research on customer values to frame and conduct ideation (operative management example from the digital economy). - How to model sustainability-oriented business based on a review of stakeholder values (strategic management example from workshops in the energy sector). - How to trigger innovation through redefining business vision, mission and purpose based on employee values (normative management example from the cleaning service industry).   Participants are invited to contribute their own experiences and examples and to propose new challenges that might be addressed with a values-based approach.

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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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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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A chapter in the book "Rethinking Strategic Management - Sustainable Strategizing for Positive Impact" by Henning Breuer and Florian Lüdeke-Freund points out new directions for strategic stakeholder management. This is the abstract: "Stakeholders have acquired an active and even pivotal role in strategic management decisions and collaboration formats due to ongoing substantial changes in the corporate world, impacting established management frameworks, concepts and methods. This chapter discusses some of these fundamental changes and demonstrates the impact of (missing) stakeholder engagement for the success of a strategy process. Based on the difference between interests and values a values-based reframing of the stakeholder concept and corresponding management methods is suggested and illustrated with exemplary cases. To support a values-based approach to stakeholder management, new conceptual distinctions and methodical implications are presented. Three forms of stakeholder management are proposed (defensive, integrative, overarching). Furthermore, this chapter shows how to clarify and develop stakeholder values (e.g. by means of ongoing values conversations) and exemplifies how to reframe and adapt methods of stakeholder analysis and management (e.g. as an element of values-based business modelling). 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."

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