Innovation is the powerhouse of economic success. The older a company is, the more difficult it is to find a balance between the need to run a profitable business and investing in future success. Quite often these two goals contradict each other and most executives mistakenly focus on more short-term successes. They are stuck in policies, procedures, levels of management and risk aversion: their own processes are hindering change. As a result, mostly only fake innovations are produced - fake innovations with little effect. beeBlum can help companies to balance this relationship.
The average lifespan of a company listed in the Standard & Poor's 500 stock market index from 67 years in the 1920s has fallen to just 15 years today. Every two weeks an S&P 500 company disappears from the market and by 2027 three-quarters of the 500 largest companies in the US are to be replaced by new ones. Given this speed of change, even (digital) innovations have a short half-life. What promises a competitive advantage today will become a commodity in a few years.
"If you're not fast, you're fucked."
(inofficial claim of Google)
The challenges we face today are complex, so nobody can develop them alone. In the future, agility will therefore no longer come from pure speed, but from the ability to explore several areas simultaneously and combine them into something that is more than the sum of its parts. We can therefore expect that the basis of competition will shift away from design sprints, lean launchpads and pivoting towards building meaningful relationships to solve major challenges.
"We are as it were dwarfs, sitting on the shoulders of giants to be able to see more and more distant things than these - admittedly not thanks to our own sharp vision or height, but because the size of the giants lifts us up."
-John of Salisbury, 1159
Scientists, politicians or physicians build their work on the findings of their predecessors. They can benefit from this wealth of experience. Some things they have to revise, some things they can develop further, and many things they can reuse. This is also how innovations are created. Our brain links our own experiences and knowledge with new information and the experiences of others through communication.
"An expert is someone who knows 99 love positions, but not a single girl." - Dieter Hallervorden 2020
The secret ingredient in the innovation process is to find a truly new approach. Imagination, creativity, iteration and feedback are ten times more important than experience.
beeBlum enables collaboration across spatial and organizational boundaries.
Creating innovations is not a linear process, but develops through iteration, feedback and exchange. Or in other words, by creating, sharing, organizing and developing contexts. That's exactly how beeBlum works.
To work on a field of action in beeBlum, the responsible department creates a situation and invites different stakeholder groups to participate. These groups have the opportunity to contribute information and ideas based on their different experiences. This creates a mutually uninfluenced basis for developing possible options for action. All participants interact via their personal feed. Useful information can also be added to your own situations at any time. This creates a permanent exchange between context-specific information exchange and creative interaction.
beeBlum supports you in finding the most promising ideas.
Before an innovation is launched, alternative approaches can be considered and individually evaluated. This includes "soft" factors, such as the consideration of chances or enthusiasm factors as well as "hard" key figures like budget or price. Thus, virtually incidentally, a criteria catalog is created and filled with content. If the decision template is classified as ready for decision, the decision maker(s) will have the possibility to request further criteria or information, to make the decision or to decide on the existing basis.