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The digital and agile transformation is a huge, if not the biggest challenge now facing almost every company. The future is complex, fast, and can seem threatening. On the other hand, it holds enormous potential.

Together with our clients, we develop strategies and structures as well as products and services, but above all else, we also develop people and cultures. In each of these three fields we find parameters to make organizations fit for an increasingly digital future:

  • Innovation strategy ("the brain"). Strategies, structures, and processes can all pave the way to an entrepreneurial and agile organization. Such consulting projects include measures related to personnel, strategy, and organizational development.

  • Innovation engine (“the machine”). Innovative and application-oriented products and services are at the center of innovation work. We accompany the development of digital products and services from identifying the needs of your customers to a successful rollout.

  • Innovation culture (“the heart”). Employees need confidence, freedom and the right tools to act entrepreneurially. Here we offer learning formats for both individuals and teams.

«Digital Innovation»

The individual organization is embedded in a network of actors. We see this network as a (digital) ecosystem in which synergies and joint projects can arise. Coordination, collaboration, and customer focus are just as important as the willingness to open up to potential partners. For our clients, we keep an eye on the big picture and combine expertise and inspiration from our core services and industries. That's what we call "Inspired Digital Business."

More value for your customers
Innovation alone is not a goal, but it is a means to an end

More value for your customers

Innovation alone is not a goal, but a means to an end: for more efficient organizations and more dynamic workplaces, but above all for application-oriented products, services, and processes. The focus is on your target group and their needs.

Customer interaction
Products and services
Business model

Customer interaction

Customer centricity begins with the question of when and how customers come into contact with your company and whether they will also become fans of your company based on their experience. A thorough mapping of the customer journey considering the phases of interaction, channels, contacts, and satisfaction will reveal opportunities for possible quick wins. The smart use of channels and responsibilities can improve value chains and increase digital performance.

Typical challenges

  • Companies are increasingly competing for attention. Companies have to “speak to customers where they're at.”
  • The problem: they don't know the customer preferences, behavior patterns, and motives they need to understand to set content and product strategies.
  • There is a lack of valid data on decision-making criteria and purchasing behavior which are necessary for customer-centered product and service development.

Products and services

Digital services and business models are a key factor in surviving the competition. Successful products and services are based on a deep understanding of customer needs. Customer insights are recorded using different methods, such as interviews, observation, and support as well as the evaluation of relevant data points.

Typical challenges

  • Development processes are cumbersome and expensive
  • The transition between development and operation does not work
  • The product or service sells too slowly
  • Business model and willingness to pay are considered too late


Lean processes and procedures increase flexibility, save costs, and thus create competitive advantages. Process innovation is accordingly one of the most important types of innovation. Innovations at the process level can necessitate changing the sequence of action steps, introducing new activities, or using new technologies. As with product and service innovation, the focus is on the needs of those affected, i.e. the internal stakeholders.

Typical challenges

  • Operational processes are slow and costly
  • The process landscape is complex and non-transparent
  • Process steps are largely conducted manually and are therefore prone to errors

Business model

Business model innovation goes beyond service and process innovations. It affects all components of the value-creation architecture and includes, among other things, the positioning of a company towards customers and partners, its range of services, and its earnings model.

Typical challenges

  • The current business model is experiencing less demand or has become obsolete due to technical innovations
  • New market players are pushing into the existing value chain and slicing off lucrative parts for themselves
  • The current business model can no longer continue due to external factors such as new legislation

Our service portfolio

Our service portfolio

Our mission is to make our clients fit for the future. There is no getting around innovation. We help our clients address every aspect related to innovation strategy, innovation engine, and innovation culture, from identifying real needs to developing innovative ideas and the launch of marketable digital offerings.

We rely on an interdisciplinary team of inventors, agile practitioners, project managers, cyber security and cloud specialists, and data analysts.

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  • How can we approach innovation strategically?
  • How do we create transparency in our project portfolio?
  • What tools do we use to work on our strategic innovation fields?

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Innovation engine

  • How do we improve the time-to-market for new products and services?
  • How do we test the acceptance of our solutions?
  • How do we transfer successful MVPs to ongoing operations?

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Innovation culture

  • How do we establish a culture of learning and innovation?
  • How do we support agile teams at work?
  • Which tools and methods are needed for this?

Project References

2020 Media

B2B market strategy

Objective: customer-centered development of a B2B market strategy with an implementation roadmap

  • Develop a B2B strategy
  • Identify relevant target group profiles
  • Analyze the B2B customer journey
  • Derive strategic thrusts and concrete measures for the further development of the B2B business
  • Integrate various collaboration tools

2020 Mechanical Engineering

Digital products & services

Objective: customer-centered development and validation of product and service ideas

  • Develop and validate digital product and service ideas
  • Identify specific challenges and potential for action based on interviews
  • Evaluate and analyze the data

2020 Industry

Innovation management teaser

Objective: identify market and growth potential for the years 2020-2025

  • Design and facilitate an innovation workshop at business level
  • Identify blind spots in the business portfolio to realize additional growth potential

Current mandate Energy supplier

Support innovation management

Objective: set up and accompany the innovation process as a long-term sparring partner

  • Lead the internal innovation process in cooperation with the innovation team
  • Implement design sprints and workshops and coach idea teams

Current mandate Insurance

Employee experience

Objective: improve HR processes along the employee journey

  • Optimize the employee journey during on- and offboarding
  • Develop personas and identify milestones in the process based on interviews and data analysis. Identify potential for change in existing HR processes
  • Testing based on pilot projects and iterative adaptation based on needs

2017 Retail

Digitalization platform

Objective: develop a business model for the new digitalization platform

  • Introduce the Business Model Canvas framework
  • Select the most relevant basic patterns for the digitalization platform
  • Develop the new business model for different customer groups
  • Make recommendations for implementation in a lean start-up procedure

2019 Service Provider

Business models for 5G

Objective: develop possible business models for 5G

  • Identify and characterize a sustainable business model in the context of 5G mobile networks
  • Identify the relevant market, revenue model, required skills, and strategic fit
  • Generate substantial new income for the client

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