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Innovation is a team sport, not an individual discipline. If innovation projects are to be successful, we must incorporate and utilize the resources that are available in the company, at innovation natives and, if applicable, at the company’s own employees. are also available in networks. The idea of the engineer as inventor is not wrong: it is just no longer sufficient to keep pace with the complexity of today’s market environments.

That is why we integrate experts and knowledge carriers from the company directly into our projects and combine their skills with ours. And we also involve the customer directly in the development work – not just at the end of the project, but right from the start. Collaboration and co-creation are two principles that form the core of successful innovation projects today.

Collaborative and co-creative processes require employees to contribute more holistically to the work: with their personality, skills and talents that they themselves have not yet actively assigned to their work. But how do we make these skills and talents productive if we have not yet captured, recognized or appreciated them?

We promote and combine these talents in our projects and the teams that work on them. In this way, the company learns new ways of organizing work. This has a positive impact on the results and the way people in companies perceive themselves and what they contribute to the company’s success.

In every innovation project, we have to assume that there are things we don’t know at the beginning. We are therefore reliant on learning quickly in the project: we make assumptions whose validity needs to be checked – usually using prototypes that can be used to see actual user behavior. We refer to this increase in knowledge as intellectual property – intellectual property that represents value.

We train the ability to test assumptions with experiments with innovation teams and thus enable companies to develop a learning culture – which can also be called an “error culture”. The point is not to operate with false assumptions, but to develop a “beginner’s mindset” that turns your own lack of knowledge into a task to be completed.

“None of us is as smart as all of us together.” This is how Kenneth Blanchet once explained collective intelligence. In fact, the capabilities of a collective or of teams go beyond this: collective creativity, collective empathy for the market and the customer are capabilities and potentials that companies have so far been too little aware of.

We enable companies as a whole to become more resilient to the challenges they face. By empowering employees to network and interlink their individual skills and talents in such a way that they can accomplish tasks as a team that are too much for the individual employee or the management team.