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Become a champion of your industry

Services and Competencies for a business in a changing world

Become a champion of your industry Services and Competencies for a business in a changing world

Werden Sie zum Champion Ihrer Branche

Leistungen und Kompetenzen für ein Business im Wandel

Werden Sie zum Champion Ihrer Branche Leistungen und Kompetenzen für ein Business im Wandel

Innovation Advisory

The HDP Management Consulting identifies topics and trends that help our clients to recognize relevant market innovations and to determine and realize their potentials.

Our focus is primarily on IT and IT-related fields of activity. At the same time, our methodological competence enables us to carry out customer-specific innovation analyses and evaluations in dedicated areas. In doing so, we always look at innovations in terms of benefits and added value for our customers' activities.

Since the IT market is a complex one with a multitude of existing and new technologies, it is not only necessary to look at individual aspects, but also to consider the interactions across technologies and application areas. It is important to assess and evaluate the effects. Considering our subject areas, innovations in the fields of digitization, automation, cloud, sourcing, (multi)provider management, service management and organizational development are of particular relevance to us. We are familiar with the current state of the art in all these areas – this means with their technologies, procedures, and interactions.

Innovation is not always the latest technology, the latest gadget, the latest methodology - innovation is the integration of technologies, gadgets or methods into an existing environment in such a way that it leads to new, otherwise unattainable added value and opens up new opportunities and ways for the given environment to improve and develop significantly.

But what exactly is Innovation Advisory? On one hand, it is about making companies aware of innovations for their business, their internal processes and their used or distributed technologies in a timely and targeted manner and to support them in implementing these innovations in a way that creates added value. On the other hand, it is about building up innovation-supporting structures within a company. A management consultancy like the HDP is predestined to carry out these activities, since all the necessary prerequisites, such as technical, commercial, and organizational understanding, as well as implementation, tool and methodological experience, converge in an optimal manner.

In order to provide targeted support, we understand the customer's situation and at the same time, through our own experience and knowledge, we see potential that could be leveraged through certain dedicated changes. These are partly adaptations of existing solutions, which we have got to know elsewhere, but also visionary further developments of existing conditions and the application of methods and tools. All these points are inherent in our business model. By working with customers in a wide variety of situations, we are familiar with typical conditions and realities and are also very active as consultants in observing markets and trends. This means that we see different approaches to solutions across customers, but also identify modern developments in the market and among competitors. Strategic concepts and the bringing together of all aspects often lead to progressive or even visionary proposals. It is precisely this combination that helps us to question existing customer problems, but also problems within our own company, and to offer leverage for changes and solutions by using, adapting and redesigning existing solutions or by the targeted application of new market trends.

But companies can also generate innovations themselves. Innovations can be reached based on technologies available on the market, but also by means of a “Design Thinking” approach. Each company can be able to do so. For this purpose, certain frameworks must be created that allow to identify, process, and introduce innovations in a beneficial manner. Introducing innovation management and enabling a client to find innovations on his own, and in particular to use and promote the potential of his own employees, is a second aspect of our activities in this focus area, in addition to innovation advisory based on concrete solution proposals.

 

The HDP's Innovation Management Approach

As HDP, we pursue a four-stage process model (see figure), which is regulated by a superordinate innovation scouting and innovation steering system.

 

In addition to the innovation scouting that HDP conducts for itself and, in part, on behalf of clients, innovation scouting is also a permanent activity that must be performed by a company's IT or business unit. The aim here is to recognize trends in the market, to detect competitor changes at an early stage and to identify new business opportunities in time so that the company can immediately adapt and react to changes. Scouting is done, for example, by attending conferences or seminars, following literature and publications, or participating in cross-company and/or cross-sector working groups and committees. In general, information arises in very different places - you have to work together, inform each other and exchange information.

Innovation management is the overarching framework that oversees all sub-activities until an innovation is implemented and enters the standard process or product life cycle. It is important to create an environment for innovations, to integrate them into strategies and to ensure that their value add reaches the operational application. Innovations are time-limited and problem-related and must therefore respond to a given challenge at the right time and with the necessary speed. Ensuring this is the task of innovation management. The HDP Management Consulting has various successfully tested methods at its disposal, so that we can provide optimal support for the special circumstances and requirements of our clients.

 

The first step in exploiting innovations is to identify innovations. This requires ideas that look creatively ahead and are geared towards possible solutions to internal or customer problems. An idea is an innovation when a change is initiated and realized that eliminates previously unsolved problems or creates new added value through technical, economic, or social change. This applies both to internal company changes and to new solutions for external customers.

Ideas for innovation can be divided into two main groups. On one hand, ideas for problems or challenges can be searched for specifically, and on the other hand "spontaneous ideas" can be used. Both areas are valuable for companies - the first, because concrete solutions are to be found, the second because the potential of employees and the market is used here, which goes far beyond current problems and, for example, makes new business opportunities recognizable.

How to search for, find and describe ideas is an important question that we are happy to help with.

 

In the second phase - testing and evaluation - clear evaluation criteria must be established. These either refer to the concrete challenge or must be worked out for a new topic. Some criteria, as our project experience shows, are always important (e.g. strategic fit, benefit for the company), others are very specific (e.g. technological feasibility, market entry barriers).

After the analysis of the ideas, the ideas are evaluated according to a transparent procedure and, if possible, a concept development is commissioned.

 

The third phase ensures that the ideas can be implemented. For this purpose, an appropriate implementation concept is developed with the involvement of all relevant stakeholders. Perhaps preliminary studies or prototyping are still needed. But that is exactly what this stage is intended for. Only when the idea has been prepared in a complete and conclusive concept for implementation is it able to bring the expected added value. It is important not only to consider the technical/technological effort involved, but also to consider process-related and organizational changes resulting from the ideas.

 

And in the fourth phase, the technical and organizational implementation is in focus. An Integration into or adaptation of operational processes and structures is done, so that added value can be achieved in the end. If it is a product for sale, this step also includes the market launch of the product. This step is the one that realizes the actual change. Therefore, latest at this point an accompanying change management should be set up, so that the meaningful change is not destroyed by incomprehension and rejection.

Further Aspects of Innovation Management

As with all activities, it is important that the right people perform the right activities competently. This also applies to innovation management. There are roles and associated responsibilities that are essential and must be named and communicated. These include an innovation manager, who has overall responsibility for coordinating and driving the topic, voluntary and competent idea evaluators, and close cooperation with project management in order to efficiently master both the conceptual design and the implementation. As HDP, we have various templates and best practice examples for the exact characteristics and can thus help to set up the necessary (virtual) structure in the company to get off to a quick start.

However, innovation management in its complexity also has many stumbling blocks that ultimately prevent the good approach from being effective. The following table shows some examples from our experience. However, if you consciously address the topic and really introduce and operate it seriously, you will quickly realize that all these stumbling blocks can be overcome.

If you want to handle this topic successfully and want to draw on experience and best practice, we are the partner to help you set up an innovation management approach, but also to realize concrete innovation analyses and implementations together with you.