At the EuroScience Open Forum, Henning participated as a panelist in a session on "Revisiting Entrepreneurship, Innovation Education & Practice for Societal Impact". Thanks to Berta Vizcarra Mir, Prof. Dr. Anne-Laure Mention, Dr. Kyriaki Papageorgiou & Dr. Csaba for the engaging discussion on European Projects and research insights around the future of innovation and education.
We are happy to share with you our latest Podcast: Sustainable Business Model Design: Patterns to Make Sustainability Work.
Follow this link or listen here on Soundcloud.
Florian Luedeke-Freund, Henning Breuer and Lorenzo Massa introduce some of the basic concepts from their book on Sustainable Business Model Design - 45 Patterns.
Innovating our Common Future is the motto of the ISPIM 2021 conference in Berlin. With our Special Interest Group (SIG) track of activities (see here for an introduction to the SIG track), we join worldwide leading innovation professionals from research and advanced practice. Together with our colleagues from Borderstep we are hosting this event and contributed Values-Based and Sustainability-Oriented Innovation Management focus theme of the conference.
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 innovative approaches and solutions for key societal challenges on local, regional and global levels and how these can create our common innovation future. More on our Special Interest Group please find here.
Covering trend extrapolation, explorative future scenarios, normative scenarios, and scenario transfer, our new workshop series introduces concepts and methods of corporate foresight and customer foresight.
Our recent client, the customer journey team of Groupe PSA / Stellantis reports on LinkedIn: "Henning Breuer provided an actionable and highly useful training for our Customer Journey (CX) team at Groupe PSA / Stellantis on Scenario Management and Corporate Foresight including engaging exercises focussing on our service business and highly relevant reference cases from telecommunication and other industries. Thanks a lot for bringing this approach into our company. It will help us to shape our company´s future!"
Henning discussed some of the common misconcenptions of values and the potentials of a values-based approach to sustainability innovation with colleagues of the insitute for innovation and sustainability. Here you find the presentation slides (with headlines in German).
Values-based and sustainable innovation kick-off, presentations on human values in design and the lab-of-tomorrow, a panel discussion with Roman-Meier Andrae, Corie Wiren, Matthias Rauterberg, Sven Uwe Müller and Stefan Schaltegger, and The Road to ISPIM Berlin 2021 – from coping with the current crisis to caring for our common future - all video recordings from our new Special Interest Group on Values-Based and Sustainable Innovation at ISPIM Virtual 2020 are now online.
In this webinar in collaboration with CreativeLabs, Henning introduces the values-based innovation management framework and presents unique facilitation methods. Learn how to generate ethnographic customer insights to drive product and service innovation, how to model values-based business and how to review business policies to drive innovation. Each approach is exemplified with selected cases from UXBerlin consulting projects.
Innovating in Times of Crisis is the motto of the upcoming ISPIM Virtual Conference. We are featuring a new Special Interest Group with a dedicated track on Values-Based and Sustainable Innovation with some of the worldwide leading innovation specialists from research and advanced practice. As co-hosts of the conference we also contribute Values-Based and Sustainability-Oriented Innovation Management as focal topics.
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.
20200522_CSI_Game_Instructions_ISPIM
The current global crisis is shaking up everyone. Everybody’s life and every business is affected. While most people are still overwhelmed by the speed and diversity of related news and countermeasures, for some theorists these reactions already prove mankind’s ability for radical change based on scientific anticipation, values of solidarity and a primacy of politics and multilateralism over short-lived interests. However, will it allow us to look beyond the day into our common future?
The management view
Corporate managers are well aware from previous crises that new profits, but also heavy losses in market share, arise in phases of economic downturn, more so than in phases of growth. Most of them anticipate that many of these losses and gains will outlast the acute crisis situation, and that innovation is their best vaccination against such a crisis. Some suspect that today’s customer concerns and desires make tomorrow’s business models, and look for ways of their sustainability-oriented renewal.The customer view
Likewise, many customers take a crisis as a chance to review their routines, and to reflect upon what is important to them, what they are missing most during a lockdown, and what they care about in any case. Even though some individuals are seeking to turn back time and suspect evil forces behind the situation, many are dealing with the crisis creatively, as any crisis pushes our readiness to change and innovate.The social researcher's view
Social research points out that the resulting shifts in behaviour and values are tricky to detect. Close observation and well-informed interpretation are required to see how and why customers do what they do: Which previously weak signals now turn into mainstream? Which new behaviours and values emerge that lead to a depreciation of taken-for-granted routines and push the adoption of innovations? And which customer insights can be derived from what we have been missing most?Beyond the new normal
Most people are now striving to get back to what is called the “new normal”, and imagine it like the life before the crisis, just with a few acceptable handicaps. However, we need to get beyond just going back to get in touch with what we care about. Along with an increased readiness for change comes the risk of seeking innovation primarily in crisis management mode. Already managers and politicians are negotiating which types of (combustion, electric, hydrogen) car engine purchases should benefit from state funding to overcome the economic downturn due to the crisis – instead of clarifying a shared vision of sustainable mobility first. According insights (e.g. from Agora) and scenarios are already available. Such foresight might keep them from state funding of generic categories of economic actors (e.g. small versus mid-sized companies) and interest groups independent of their environmental performance. Based on this it would be easier to see that recovery plans for combustion engines are not the way forward, but that whole ecosystems involving new services, regional planning and infrastructures, legislation and tax models are crucial parts of the agenda. However, moving towards a desirable future, it may not suffice to meet minimal environmental requirements and thresholds. Instead, we should agree upon and strive for a positive impact in each industry and each firm.Advancing from coping to caring for our common future
The conference theme of values-based innovation and the headlines of the global innovation conferences – ISPIM 2020 (Innovating in Times of Crisis) and ISPIM 2021 in Berlin (Innovating Our Common Future) – indicate this shift in perspectives. They also point to a major challenge we are facing over the next few months: How to proceed from coping with the current crisis to caring for our common future. Accordingly, this question will guide closing panel this year (with Allen Alexander of University of Exeter, Joana Breidenbach of betterplace.org and Klaus Fichter of Oldenburg University & Borderstep Institute for Innovation and Sustainability). What distinguishes coping from caring? Would you agree to the following contrasting juxtapositions?
Actually, coping and caring are not either or, nor a sequence of activities – as this table may suggest. Instead, the ways in which we cope with crisis already reflects the ways we care for our future – the second perspective is just more comprehensive.
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