Enable innovations instead of managing ideas

Innovations are the basis for entrepreneurial success. However, the older a company gets, the more difficult it is to find a balance between the need to run a profitable business and investing in future success.


In particular, the early phases in the innovation process that are neglected by management have a decisive influence on the success or failure of the entire strategy. The reason lies in the leverage effect of all measures. Here one decides about acceptance or resistance, participation or blockade, courage or fear. With increasing project duration, effort and costs increase continuously, so that the real possibilities of influence dwindle. But in most companies there is little more than an ideas mailbox for this trend-setting phase. In this way, constructive employee feedback and bold ideas get stuck in guidelines and procedures at the various levels of management.

Image by Adi Goldstein

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Innovations are based on the human ability to create connections.

Innovations are ultimately based on the human ability to create complex relationships. If, as an organization, I only allow links within the individual departments, then inevitably only connections can arise within this limited framework. If, as an organization, I only support ideas that follow a certain direction, I am not surprised if innovations only arise in a limited space.


However, if, as an organization, I start to develop complexity instead of reducing it as usual, I can increase my scope of possibilities. For this I need structures and methods that offer as many ways as possible to establish connections. In this way, I not only increase my ability to be innovative, but also the competence to find creative solutions to problems and thus increase the resilience of my organization. Complexity is no longer a problem in this context, but is becoming the most important resource of the present.

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