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.
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.
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).
"Developing Sustainable Business Models: Values-Based Business Model Innovation" is the title of the compact training course that we are offering again this year at the Center for Sustainable Business Development (CSM). Participants will learn to apply the guiding principle of sustainable development and values-based innovation to the review and development of new business models.
In cooperation with colleagues from QM-Beratung Berlin we have conducted a workshop with the leaders of the RPG group to clarify its values and strategy. "Surprising, which values we already share" and "the day helped us to strengthen our cooperation" were two of the consistently positive comments from our customers. In a next step, a reformulation of mission and vision and the modeling of the individual business units are planned.
Henning presents his works with Florian on values-based innovation management and its application in development cooperation at Victoria University of Wellington. Host is Urs Daellenbach (Head of School, Management).
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."
At the Business School of Auckland University Henning held a New Zealand lecture on values-based innovation management. Teachers and PHD students from different faculties and from Auckland University press attended and participated in a vivid discussion. One locally relevant topic was the tension between local embeddedness of values-driven entrepreneurs in New Zealand and global venture capital firms seeking profitable exit to maximise returns on investment. Another discussion revolved around the challenge to adequately discuss the dynamics between personal and organisational values on the one hand, and intented value-add (including ecological, social and economic benefits) of an organisation on the other hand.