Your full service agency for everything to do with #INNOVATION.

We see innovation as the key to escaping the limited growth of a saturated, sideways market and to operating successfully.Together we are setting the course for the next decade in your company and developing sustainable solutions that will last for years. With us you always get honest feedback in an appreciative and manager-oriented communication.

Innovation management - with system into a successful future

Markets are constantly in motion, and the opportunities and risks of existing products/existing business models change with them. In order to be successful in the long term, innovations should therefore be understood as a continuous process in which market opportunities and risks are continuously identified, their effects on one's own company assessed and changes to the business model or products developed. This systematic innovation management can take place within the company or be delegated to external service providers.

We are happy to work in the field of innovation with medium-sized or large companies that want to outsource the start-up process of services or new products. As a small, independent unit, we have the opportunity to act like a speedboat and to react flexibly and needs-based to constantly changing parameters.

Our claim in product design is always the intelligent combination of innovation with ecology and economy with minimized costs and maximum automation. After we are sure that an idea will work, we reintegrate the new product/service into an existing structure or organize the finished product into a lean and high-performance company structure.

In our work, we also improve existing products in terms of form, applicability, combinability, modularity and/or manufacturability or look for new products and/or application/sale opportunities.

Your advantages of an innovation agency

Innovation as the key to escaping the limited growth of a saturated sideways market
Product/ process/ system development
Testing, conception and implementation of new services or business models
Accelerator for start-ups

Methodical idea development

The Virgin Group has been proving time and again for years what successful management of innovations can look like. The group of companies of the British self-made billionaire Richard Branson is active in a wide variety of business areas - from financial services to telecommunications to aerospace. It is characteristic of the Virgin Group that it only becomes active in business areas whose established "top dogs" have become sluggish. Virgin breaks into their territory with an innovative business model, quickly conquers large market shares and secures disproportionately high profits at least as long as its own business model is not yet copied by the competition. In order to identify business areas to which the Virgin Group business model can be successfully transferred, the Virgin Group has formed a "Senior Investment Team" consisting of senior Virgin Group managers and external experts.

A good example of the Virgin Group's approach is the airline Virgin Air, which "mixed up" Australian air traffic with a low-cost model from 2001 and put the market leader Qantas under so much pressure that it finally felt compelled to to set up its own low-cost airline with Jetstar – whereupon Virgin Air reacted by leaving the low-cost area and henceforth concentrating on the business customer area. As this example shows, the secret of Virgin's success is not its focus on a specific business model, but its continuous adaptation to a changing market environment.

Advantages of external advice

The consistent adaptation of its own products and/or business model to a changing environment is one of the key factors for Virgin's success (see examples here).

However, other companies can also benefit from institutionalizing the management of innovations and from bringing in external expertise. Not only can the methodical development of ideas and the resulting ongoing adjustment of products/services and/or the business model be professionalized and systematized, but internal resistance can also be better overcome.

Employees may have reservations about changes, especially when a new business model is in direct contradiction to the old business model (as in the case of Virgin Air mentioned above, which first offered low-cost flights in Australia and then switched to business customers ), and when competencies and responsibilities of employees have to be redefined in the course of an innovation.

Win-Win: Afford lateral thinkers - you can only win...!

Even if methods and processes in innovation management are often helpful, let's start with our assertion: Innovation in SMEs is never created solely through processes, but always through people.

Innovation management is not the continuous improvement process of developing and introducing new products. Process organizations and structures are helpful for managing a large company, but appear (almost) pointless in the case of strong (disruptive) innovations. Therefore, create leeway and encourage (mostly very uncomfortable) lateral thinkers...!

Innovations can and must necessarily call your business model and your products into question. Good innovations make this/s completely obsolete. This is shocking at first glance. At second glance, it is completely OK and necessary to put your established business model to the test at regular intervals.

Either way, you're a winner! Either your existing business model or products win in comparison or new business models/products prevail. One thing is certain: If you change your business model or your products yourself, no one else can attack it so quickly.