Christoph Wecht

Information-Communication Technologies Open Up Innovation

OVERVIEW: Information–Communication Technologies (ICTs) are no longer just for internal use. Rather, in the era of open and distributed innovation, they must be leveraged by businesses and organizations to reach, record and review ideas from internal and external sources ranging from vendors, suppliers and customers to employees. ICTs enable the entire innovation process, from idea generation and development to experimenting and testing, and, finally, to commercialization of ideas.

Business model innovation processes in large corporations: insights from BASF

Purpose Despite the fact that business model innovation (BMI) has attracted intense attention from scholars and practitioners alike, practicable knowledge on the organizational implementation of BMI efforts in large multinational corporations is rather rare. This paper aims to investigate how BMI is managed in the complex environment of the chemical industry based on a study at BASF SE, a leading global chemical company. Design/methodology/approach The empirical data draw from six case studies (i.e. six BMI projects) within BASF which were observed in the 2010-2014 timeframe. Findings There is not one uniform BMI process archetype. Three different types can be identified, whereby the degree of technology involvement and the maturity of this technology act as determining factors for the form of the process and its organizational implementation. Originality/value This paper profits from its unique empirical setting, which allows identifying practices for the organizational implementation of systematic BMI processes in large corporations. The guidelines derived are highly relevant for general managers and business development departments.

Strategisches Technologiemanagement für die Industrie 4.0

Wertschopfungsketten werden zunehmend realtime uber mehrere Stufen vernetzt. Produkte selbst beginnen intelligenter und vernetzter zu werden. Die Digitalisierung ermoglicht neue Geschaftsmodelle und erlaubt es informationsbasierten Wettbewerbern, in fremde Branchen vorzudringen. In B2B-Industrien wird im Rahmen von ‚Industrie 4.0‘ die nachste industrielle Revolution durch die Digitalisierung eingeleitet. Im Umfeld dieser steigenden Komplexitat und Geschwindigkeit der Geschaftstatigkeit wird es immer wichtiger, dass Unternehmen eine klare Innovationsstrategie definieren und sich zielgerichtet weiterentwickeln. In diesem Artikel beschreiben wir den Entwicklungsprozess fur Innovationsstrategien und gehen dabei im Speziellen auf Herausforderungen im Kontext der Industrie 4.0 ein.

BGW: Partnering the Outside-in Process - The Expert Innovation Journey

BGW has developed a standardized approach for idea generation with internal and external participants and an intended output of 50 tangible ideas and 5 rough concepts. The idea generation (creativity) workshop concept consists of three sequential phases: Set-up and preparation, workshop, transfer and follow-up. Kick-off, goals and results, procedure, participants, framework, confirmation, partner selection, and the organizational planning of the workshop represent activities that have to be conducted in the set-up and preparation phase. A proven three-step approach to generating ideas forms the central part of the workshop phase, in which a mixture of different methods and tools is applied. Based on first raw ideas, the ideas are further developed until initial rough concepts arise, which mark the end of the early phase and the transition into the development process. Both idea evaluation and the selection process are regarded as critical to success during this phase. In the transfer and follow-up phase, the results from the workshop are assessed, documented, and commercialized. Based on their extensive experience with workshops, the authors point to some key success factors of workshops at the end of the article.

Creating Knowledge together with your Customers - The Case of early Customer Integration (ECI) into the Innovation Process

AbstractIn the current diverse and dynamic business environment, customer contributions can improve the effectiveness of product innovation activities. Consequently, companies engage in numerous initiatives to get closer to their customers or involve them directly in their innovation processes. In this analysis of European high-tech companies, the author focuses on the innovation front-end, since during the early stages of the innovation process, customer consideration can greatly affect innovation success. Using specific manufacturer goals for early customer integration (ECI) as starting point, the author derives necessary customer contributions, then develops a conceptual framework for joint knowledge creation between manufacturer and customer. Four new customer roles enhance the well-known Lead User approach: opportunity sensor, complementary specialist, specifier, and selector. Using this foundation, the paper analyses the respective characteristics and managerial challenges of these ECI roles.