Business Innovation and Innovation Management Uk Version

Business Innovation & Innovation Management

Author: Koen Klokgieters, VP Business Innovation Capgemini Consulting Published: 2007 1

The vision of Business Innovation and Innovation

Management

- Introduction -

Standing still is the fastest way to go backwards. For many organisations change is

the only option, while this is not always what the people working there want. Many

external factors make change necessary however.

The behaviour of customers and the way in which they experience products and

services is subject to constant change. In the eyes of the customer products that the

company put on the market and were highly successful are becoming obsolete

increasingly quickly. The quality of the product or the service is no longer the only

thing that customers look at. Issues such as service, price, accessibility of the

organisation and the experience the customer has when buying and using the

product are becoming increasingly important.

This full set of properties is the value proposition of a company. The changes in the

behaviour and experience of the customer makes organisations adjust this value

proposition constantly. The adjustment of the value proposition to the new wishes of

the customer is not sufficient however. To gain the preference of the customer

organisations must be distinctive in the offering of a value proposition compared

with the competition. A customer ultimately chooses those products and services

whose full set of properties is the best match for his or her wish at the time. The

credo therefore is: constantly in search of innovation of the value proposition. For

the company this means constant innovation of the business.

Many companies say they are working on Business Innovation, but are still

struggling with a number of outstanding issues:

What does Business Innovation mean?

Why is it that so few companies are successful in Business Innovation?

Is there an approach that can be successful?

And how do you implement such an approach?

In its vision of Innovation Management Capgemini gives an answer to these

questions.



Chapter 1. What is Business Innovation?

Business Innovation is the development and implementation of a unique added value

that customers adopt. The more unique and the greater the edge on the competitor

(at the time of a launch), the greater the chance of success among customers, all the

better the operating results.

When does the success of Business Innovation become visible for a business with a

commercial objective? With more customers, higher turnover, bigger margins and

higher profits. For non-profit organisations (such as hospitals) its success is

expressed in greater return for the target group with the same available budget.

Even if the success is measured in different ways, Business Innovation always has

the same aim: greater return for the business and its environment through

innovation.

1.1 What determines the distinctiveness of a company?

Companies with a strong history often have an area in which they are outstandingly good.

For example, by being distinctive with their product or technology. Miele is a good

example of this. Other businesses go for strong customer service (Singapore Airlines),

accessibility (Dell computers), experience (IKEA) or a low price (Aldi). These businesses

have chosen a recognisably outstanding area for customers in which they want to be

unique. A continuing behaviour analysis of customers enables the company to improve

its current business and in this way stay ahead of the competition. Business Innovation is

aimed at the realisation of an edge in business.

How can we achieve such an edge?

Through the successful application of new technology in products or services

Through insight into changing legislation (political climate) and being able to

respond to it

Through insight into the changing economic and social climate and being able to

respond to it

Through insight into changing behaviour of people and being able to respond to it

To what degree can a company predict the behaviour of customers? And how quickly can

it respond to this? These two aspects determine the distinctiveness of the company.



1.2 How can a company prepare itself for the new developments and the

behaviour of customers?

A company can determine or reinforce distinctiveness on the basis of empirical data.

Except that it gives absolutely no guarantee that customers will continue to value the

current added value in the same way in the future. A company must therefore be able to

scan and to analyse trends and developments and then translate them into a possibly new

value proposition. Trends and the associated behaviour of customers can be subdivided

into:

Mega Trends, which are long-term (15 to 30 years), often social trends, fed by

economic, technological, political and social developments. Examples include the

growing average purchasing power per family, humanisation of the technology,

regionalisation and ageing.

Consumer Trends, which have a medium-term cycle (three to ten years). They are

developments that are already actually visible in the media and are translated into

marketing messages. Examples include: the need for growth in risk control

(everything can be insured), security (we will look after your family), safety (food

and drink standards) and authenticity (regional products). Consumer Trends help

to explain the behaviour of customers and the way in which their choices are

determined.

Market Trends, which are short-term developments (one to three years). These

short-term trends determine the reaction of companies to the above trends and are

often market sector-specific. Examples include: growth of service counters in

supermarkets and the product integration of camera, mobile telephone and

internet in the telecoms market.

1.3 On which areas of an organisation does the translation of trends have an

impact?

A company will analyse trends and translate them into concrete innovation initiatives.

These initiatives can have an impact on areas of an organisation that focus on both

external and internal factors.

The areas that focus on external factors are: product/service development,

innovation of distribution channels, setting up of new market (segments). These

innovation initiatives have a direct impact on the customer‟s experience.

The areas that focus on internal factors are: the business model and the

organisational setup, the business processes, the (technological) resources and

new competences of managers and staff. These innovation initiatives mostly have

an indirect impact on the customer‟s experience, but are no less essential for the

success of innovations.

Initiatives involving external factors on the one hand and internal factors on the other

have mutual influence on one another. For example, the launch of HDTV during the

World Cup in the summer of 2006: an innovative product was put on the market while

the internal and external factors were out of sync with one another. For a successful

Business Innovation the internal and external factors have to be carried out integrated.



Business Innovation = the development and implementation of a unique added value

that is adopted by customers, by means of an integrated change of internal and

external factors.

1.4 Innovation in a public domain arises from a different need

In the public domain (such as the local authority) it is about innovations that lead to

greater value for the same money (read: budget). The driver does not therefore come

directly from competitors, but from greater social value for less social money. Here too

innovation is aimed at the creation of added value through a combination of new

externally and internally oriented factors.

An innovation example from the public domain is the integrated electronic service

provision at municipalities: the citizen can now – in addition to the familiar counter – get

help over the internet. Because of innovation in new channels the citizen can himself

decide how and when he wishes to use services of the municipality. Investing in new

technology brings the municipality a gain in time and cost savings. In short: greater value

for lower structural cost.



Chapter 2. Why are so few companies successful in Business Innovation?

2.1 Growing complexity in correlation between trends and developments

So far companies have in particular followed those specific trends and developments that

are an extension of their current value proposition. KPN for example has for a very long

time concentrated on monitoring and helping to develop above all technological

(telephony) developments and translating them for the Dutch market. It is clear that this

will no longer be enough for KPN. The new strategy is aimed at the provision of

communication, information and entertainment services. For this all the relevant Mega,

Consumer and Market trends must be monitored and analysed as they relate to one

another. This is also called „viewing from different perspectives‟. Too often many

businesses are still viewing from a single perspective. They have no workable method,

tools or the right competences at their disposal to be able to spot these trends as they

relate to one another and then to analyse them. Let alone translate them into innovations

in their value proposition.

2.2 Growing unpredictability in consumer behaviour

If consumers display stable buying behaviour and are easy to classify in customer

segments, the company can make a clear delineation at which the innovation is to be

aimed. Volvo and Saab for example have succeeded in appealing to a clear target group

with a safe, luxury passenger car. Customers have therefore remained loyal to these

brands for a very long time.

Capriciousness characterises the behaviour of the consumer of now and the future. Other

forms of living together, communicating, consuming and experiencing clearly have their

repercussions. The modern consumer wants an appeal to his DNA, the “genetic

blueprint” of his behaviour. The company must be capable of understanding this DNA

and translating it into a new value proposition. The chances of the company‟s survival are

determined by two crucial factors: insight into the specific customer and the speed of

reaction to the constant changes within the target groups. Capgemini‟s research Trends in

Retail (2006) shows that only a few companies have proved successful in this.

2.3 Obsolete organisational structures and governance models

The growth of companies in recent years has mainly been realised through acquisitions.

This has led to a structure of relatively autonomous business units, each with their own

Research & Development, marketing, production, etc. The units are aimed at achieving

their own result, they are first and foremost product-oriented and there is no flexibility in

the cost structure. Growth and expansion are achieved by copying a business unit with a

complex, expensive and inflexible structure. From the position of the central company

this leads to suboptimisation of the operating result and an uphill struggle to adapt the

value proposition quickly.

For these businesses innovating mainly means investing with a high risk factor. Many

innovations have been and are still technology (and product) driven. Converting new

technology into market products requires research. This research takes place in separate

organisational departments such as Research & Development (R&D). Research costs

time and money. And research is often driven by budget rather than business cases, in



which costs and revenues are related to one another. Improvements of the innovation in

R&D environments are often aimed at shortening that lead time, reducing the costs and

avoiding the risks. To make the revenues from the innovation understandable there is a

need within the business unit to work with other departments such as Sales and

Marketing. Differences of insight in the area of control, allocation of costs and income,

dealing with risks, etc, do not fit within the existing structures and governance models.

Businesses do not know how they can transform in a controlled manner into new

structures and management that do fit in with a flexible manner of innovation. The

research “Erasmus Competition and Innovation Monitor 2005” shows that in innovative

businesses 25% of the innovation success is determined by R&D investments and 75%

by managing cleverly and organising innovatively.

2.4 Undeveloped competences in fossilised business culture

Changes in the strategy and structure of a company require changes in the culture of the

business. In one organisational structure a specific business culture will have a

strengthening effect and in another a paralysing one. Look at a business where

technological knowledge of things and 120% quality experience were preconditions for

performing (think of the old Utilities businesses). A technocratic organisational culture of

hierarchy, protocols, standards, more matter than people-oriented attitude, will have a

strengthening effect here. An organisational culture that is characterised by chaotic

creativity, scope to keep reinventing the wheel and actually aimed at behaviour of people,

has a paralysing effect. A complex change of competences and behaviour of staff is

necessary.

A company can develop a new innovation structure (for example strong cooperation

between the R&D departments of the business units), but the differences in the

organisational cultures often appear to prevent changes. The success of transformation is

an interaction between changes in the business strategy, the organisational structure and

the organisational culture. This is not an obvious change competence that businesses have

in house. Yet the logic of the new innovation structure must be in keeping with the new

logic of the feeling.

2.5 Is there an approach that increases the success of Business Innovation?

Where are we as a company in the area of innovation? Do we have a picture of our

innovation ambition? What capacities do we have in house to be able to innovate?

How can we increase our ability to innovate? And how can we controllably make

concrete steps in innovation? Innovation Management, a Capgemini approach, provides

the answers.



Chapter 3. Innovation Management, a successful approach!

3.1 Knowing where you are as a company

Companies embark upon innovation initiatives with a great deal of energy and a high

ambition level. It is not unusual for the enthusiasm to fade as time goes by. The company

is often unaware of the success factors of innovation and of its own ability to define the

preconditions for success.

An example from the Utilities sector …

In the Utilities sector in the Netherlands all the major electricity companies had sky-high

ambition levels when first exposed to market forces. They thought that they had after all

built up a good relationship with several million customers over the years. How easy

would it be to offer various new home-related products and services to loyal customers

and so develop new business. In practice these companies seem to have their hands full

innovating their existing services in a way that is in line with the market. For example,

simply being accessible by telephone for queries about the electricity bill. Nearly all the

new initiatives directed at consumers have been halted, despite huge investments.

These businesses had too high a Business Innovation ambition level in relation to their

ability to innovate. Success is determined by awareness of a realistic ambition level in

combination with self-knowledge of your ability to innovate.

3.2 Choosing the ambition level in Business Innovation

A company wants to innovate to bring about a distinctiveness for the customer.

Innovation can be translated into the innovation of various factors. The result of an

innovation can be a new product or a new channel, a new market or a combination of

these factors. The value proposition for the customer increases as a consequence of an

innovation in the order of product, channel and market level. The impact will increase

exponentially if the innovation is applicable at several levels at the same time. We call

this a “Blue Ocean” development.

ProductService development

Channeldevelopent

Marketdevelopment

“Blue Ocean”development

Low Complexity High

High

Impact on the Value proposition

Low

ProductService development

Channeldevelopent

Marketdevelopment

“Blue Ocean”development

Low Complexity High

High

Impact on the Value proposition

Low

Figure 1. The Business Innovation Ambition level



3.3 Methods and tools for determining the correct ambition level

The ambition level of innovation is the framework within which the process of creation

and the generation of ideas will take place. This process is directed in part by the

outcomes of the impact analysis. The company analyses the different trends and the

strategic choices for dealing with this impact.

The trends give an insight into the social developments, into what the customers want in

the short and long term and into how this will influence their behaviour. The company

needs a method and tool to spot trends and to analyse the impact:

1. With the Innovation Radar Screen the impact is made business-specific. Trends

are related to the estimated change on the measuring instrument. The organisation

can use this to manage the results (for example the Balance Scorecard instrument).

2. With the Strategic Innovation Scenario planning method the impact of the trends

can be translated into possibly different innovation scenarios. A trend indicates a

likely development. Of course a number of key uncertainties remain in a market,

the outcome of which is difficult to gauge. Think of the development of the

economic climate (rich years versus lean years). The actual outcome of this key

uncertainty will have a major impact on the ultimate development of the

innovation. A low price of a new product at a time of lean years for example will

be very important. In the rich years on the other hand service and quality have a

bigger part to play. An innovation scenario is built up on the basis of possible

outcomes of key uncertainties. These uncertainties have a major impact on the

operating result of the company. The planning method enables a company to

cluster relevant trends for each scenario and to translate them into the behaviour

of the consumers. The expected reaction of the businesses in the market sector can

be indicated for each scenario. With this insight a company can decide for which

scenarios adjustments are needed in the current value proposition. In this way

concrete innovation initiatives, such as product, channel and market innovations

can be defined. The overall review of the scenarios and the strategic choices of

the company determines the ambition level for innovation.

3.4 A realistic picture of the company’s ability to innovate

The realisation of an innovation ambition level revolves around the ability to translate the

desired value proposition in concrete terms for the customer. The success of innovation is

not determined by the innovators in the organisation. What matters is the degree to which

the customers adopt the new value proposition!

A company‟s ability to innovate is divided into four different (innovation) domains. Each

domain has specific characteristics and makes its own contribution to the realisation of

the innovation. The four domains are:

1. The Corporate strategic ability to innovate: the ability to translate the trends and

developments into a new value proposition. This is a matter of signalling trends,

building scenarios, gauging customer behaviour and above all translating all of

this into product, channel and market features. It is an interaction of detailed

knowledge and analysis in combination with the feel for customers and the market.



This ability is called the “entrepreneurial gut feeling” of the organisation.

Examples of companies that are able to translate trends successfully into new

value propositions are the Swedish company IKEA (products), the British

supermarket chain Tesco (channels), the Dutch beer brewer Heineken (markets)

and the Canadian company Cirque du Soleil (new product, market and channel).

2. The External Network ability: the ability to organise different parties in the

environment of the business and to realise common innovations. The external

network ability is characterised by the viewing from different perspectives outside

the organisation. Innovation is not exclusively an internal matter, intensive

cooperation with external parties is crucial too. An example of this is so-called

“co-creation” at Lego. Children (customer perspective) are actively involved in

the development of new Lego “boxes of building blocks”. The children work with

R&D over the internet (technological perspective), Sales & Marketing (market

perspective) and Operations (business process perspective). The top three best-

selling Lego boxes of building blocks have come about in this way. Successful

cooperation requires structures and governance to be set up between the company

and the external parties. These new structures are called Eco-systems and are

mainly aimed at innovating collectively. Twente Care Services for example, the

health care company of the Twente Hospitals Group, is also successful. It focuses

on products and services that are closely associated with the key activities of the

hospitals. The knowledge and experience deployed medically within the Twente

Hospitals Group can be utilised with a consumer orientation through an eco-

system of more than 30 different parties.

3. The Integral Governance ability: the ability to adapt the business model (structure

and culture) to the development and realisation of the new value proposition.

Characteristic is the viewing from different perspectives within the organisation.

Involved in an innovation are not just R&D for example, but also other business

functions such as Sales & Marketing and Operations. It is necessary for the

business model and the governance methodology to support the desired flexibility

and integration. Thanks to such a “Business Service Oriented” business model

EasyGroup (EasyJet, EasyMobile, etc) has proved able to adapt quickly and easily

to the different value propositions in the market, without losing the integral

governance.

4. The Operational Acceleration ability: the ability to adapt processes, (technical)

resources and competences to the development and realisation of the new value

proposition. The concept of “Lean Solutions” shows how processes and

technology fit seamlessly together as modules in different assemblies. A business

with a huge operational acceleration ability is the American media group CNN.

The current and desired ability to innovate can be determined for each domain for a

company.



Figure 2. Current and desired ability to innovate

There are specific methods and tools available for each domain for developing and

professionalising the ability to innovate:

The Corporate strategic ability to innovate:

o Systematic Innovation Method (SIM): the method provides support in the

development of new products and services.

o Channel Management Innovation: the method provides support in the

development of new distribution and communication channels.

o Blue Ocean Strategy: the method provides support in the development of

new markets.

o Consumer Experience Transformation: the method provides support in the

creation and fulfilment of the overall experience that the customer has

with the organisation and the new value proposition.

The External Network ability:

o Eco-system Development: the method provides support in the setting up

and professionalising of (external) networks aimed at common innovation.

o Reputation Management: the method provides support in giving insight

into what impact innovations have on the creation of an image of the

company.

The Integral Governance ability:

o Business Service Oriented Innovation: the method provides support in the

structuring of the business model to adopt innovation quickly and to

integrate it with the existing business and IT architecture.

o Innovation Benefit Logic: the method provides support in making clear

what benefits the innovation has for customers, operating results and

society.

The Operational Acceleration ability:

External Network Capability

Operational Acceleration Capability

Corporate Strategic Capability

Integral Control Capability

Desired

Current

External Network Capability

Operational Acceleration Capability

Integral Control Capability

Desired

Current



o Lean Solutions/TRIZ: the method provides support in the innovation of the

business processes.

o Rapid Unified Process: the method provides support in the innovation of

the IT systems.

o Social Innovation: the method provides support in the enhancement of the

ability to innovate amongst directors, managers and staff.

3.5 The role of Innovation Management

Innovation Management directs the innovation ambition and the ability to innovate. The

challenge for the management in the company is to find a good balance between the

innovation ambition and the deployment of the ability to innovate of the business. What

evaluations does the management have to carry out?

1. Evaluation of the priorities, derived from current business objectives versus future

business ambition. Line management will in particular focus on the achievement

of current business objectives. Additional innovation objectives can sometimes

have a negative impact on the realisation of current desired performance.

2. The method of integral coordination between the deployment and development of

the four innovation domains. A company can for example experience a huge

development in the generation of product innovations, but lag behind in the area

of business process innovation. Lack of integral coordination will lead to all kinds

of forms of loss: excessive costs, too long time-to-market, undesirable experience

of the innovation amongst customers, etc.

3. The method of facilitating the innovation process. Various innovation methods

have been indicated for each domain. Which methods and associated tools are

used and how are they applied in the business-specific situation?

4. The method of managing the risks. The innovation process is a development

process with many uncertainties. The directors of the company want to have

insight into the risks and a way of working to be able to manage the risks.

Innovation Management = the taking of these decisions (or the management of the

decision-making) and the facilitation of their implementation.



Chapter 4. How do you implement Innovation Management successfully?

4.1 The management of innovation for a company is first and foremost a

learning and development process.

There is no so-called “Soldier’s Bible” that gives an answer to every question in every

specific situation. There is also no short-term success formula: “Instant Innovation in 10

steps”. The key to success is a combination of the (continuing) search for relevant details

(which is hard work): on the one hand continuing to experiment (in search of creativity)

and on the other systematising (using methods and tools).

The innovation process is a development process, for staff and business partners. The

success of innovation is systematically increased by a good learning and experimenting

environment.

4.2 The Innovation Growth model gives insight into the different growth stages

The innovation growth model gives insight into the various stages of the innovation

management development process. We can distinguish four growth phases in innovation

management. Each phase has its own characteristics (ambition level and ability to

innovate) and challenges for growing to the next phase. For a company it is important to

assess which phase it is in. From there a company can see which initiatives will lead to

further professionalisation and growth.

High

Low

Low High

Ambition level of

Business Innovation

Innovation capability

of the organization

Adhoc

Innovation

Program

Innovation

Co-Creation

Eco-

Innovation

Framework for

Idea generation

Framework for

Idea implementation

High

Low

Low High

Ambition level of

Business Innovation

Innovation capability

of the organization

Adhoc

Innovation

Program

Innovation

Co-Creation

Eco-

Innovation

Framework for

Idea generation

Framework for

Idea implementation

Figure 3. Innovation Growth model



4.3 The four growth phases of Innovation Management:

Phase 1. Ad hoc Innovation

A company in the first phase of the growth model initiates innovation projects on an ad

hoc basis. Creation and realisation of new ideas usually arise from a single perspective

within the organisation. For example from the perspective of the R&D department. There

are no parties from outside the organisation directly involved with the initiatives. The

innovation initiatives have no mutual coherence and the different parties within the

organisation often do not even know which initiatives have been started by the other

parties, let alone what influence they have on one another. If a business case has been

made, it relates only to an individual initiative. There is no standardised method (or tools)

for supporting the initiative. Many initiatives are aimed at product or process innovation.

The impact on the value proposition is relatively small.

The challenge in this phase consists of connecting and integrating the individual

initiatives and sharing knowledge and experience between the different departments and

units.

Phase 2. Programme Innovation

In the second phase the company is in a position to manage the innovation projects

integrally. An Innovation Projects Office has been set up that is responsible for project-

transcending functions. Apart from monitoring and reporting, the bureau standardises

innovation methods, tools and work processes. Knowledge and experience are exchanged

amongst one another and facilitated. Everybody works in the same way with an

(integrated) business case and integral decision-making takes place. The initiatives are

tested for a minimum number of success criteria at a so-called “tollgate session”. Apart

from product and process innovations more complex initiatives arise, such as channel

innovation and innovations in the business model. The impact on the value proposition

will be greater than in the first phase.

The challenge in this phase consists of attracting parties from outside the organisation to

develop new initiatives together.

Phase 3. Co-creation

In the third phase a company, in addition to the multidisciplinary innovation, actively

takes initiatives to participate with possible external parties. Viewing from different

perspectives from outside the organisation enriches the initiative. The Innovation Projects

Office will play an active role in the search for and selection of different external parties.

Representatives of the most important external parties take their place on an External

Innovation Board. This board serves as a sounding board and advisory group for the

innovation initiatives.

The new innovation initiatives become increasingly complex in nature. For example, new

product and channel initiatives are carried out at the same time. And in some cases

completely new markets are created. The organisation is in a position to manage the



consequences for the internal organisation (business model and operation). The impact on

the value proposition is relatively great.

The challenge in this phase consists of learning to set up and maintain eco-systems, in

which new innovations take place systematically.

Phase 4. Eco-innovation

In the fourth phase a so-called “Eco-system” is set up. An Eco-system is a strong network

of parties from inside and outside the organisation. These parties systematically start up

new innovation initiatives for the short and long term. The company can form part of

several eco-systems in parallel. Within each eco-system the role of the company and the

interpretation of this role is clear. The Innovation Platform (Innovation Programme

Office with a virtual skin around it) facilitates the innovation programme at strategic,

tactical and operational level.

The result is a systematic method of (complex) innovation. Depending on the role and the

involvement that the company has in the eco-system, the internal organisation (business

model and operation) will be relatively easy to adapt. The impact on the value

proposition is structurally great.

The challenge in this phase consists of the maximum utilisation of the specific roles in

the different eco-systems.



4.4 How does a business grow from one phase to the next?

To manage and professionalise innovation it is important to make a road map. The road

map shows where we are in the growth process (which phase) at the moment and which

way we want to go to grow (new phase).

1. The first step: to find out where we are (Innovation Status). On the basis of an

Innovation scan we can determine the position of the company in the growth

model. The outcome of the scan gives an answer to the current ambition level and

the ability to innovate in the four different domains. Insight is also given into the

experiences with innovations so far and the experience of the staff of the

organisation.

2. The second step: the determination of the desired ambition level (Innovation

Strategy). In this step the framework for the creation and the generation of ideas is

laid down (see section 3.2).

3. The third step: the innovation ambition level translated into the consequences for

the ability to innovate in the four domains (see section 3.3). Also indicated is how

the growth to the next phase is managed (Innovation Management).

4. The final step: the definition and planning of the necessary activities that are

needed actually to achieve the next phase in the growth model (Innovation

Implementation).

Innovation ScanCurrentPositiongrowthmodel

Determine desiredAmbition level

FrameworkIdeageneration

Determine growthInnovation capability

FrameworkIdeaimplementation

Define InnovationImplementation plan

InnovationImplementation plan

InnovationStrategy

InnovationStatus

InnovationManagement

InnovationImplementation

Innovation ScanCurrentPositiongrowthmodel

Determine desiredAmbition level

FrameworkIdeageneration

Determine growthInnovation capability

FrameworkIdeaimplementation

Define InnovationImplementation plan

InnovationImplementation plan

InnovationStrategy

InnovationStatus

InnovationManagement

InnovationImplementation

Figure 4. Innovation Transformation Plan



Chapter 5. The role of Capgemini

Capgemini can act as a partner in its customer‟s Eco-system. Capgemini‟s role is not a

one-man show in which it controls the customer‟s innovation process. It is actually about

intensive cooperation between Capgemini and the customer. Capgemini contributes the

necessary complementary knowledge, experience and methodology to the

professionalisation of the innovation.

Capgemini is a partner in:

Coming out with and transferring specific market knowledge (Market analysis).

Coming out with and transferring innovation methods and tools (Innovation

Approach).

Support in innovation transformation programmes (Innovation Programme

Management and implementation).

Support in management responsibility (Interim Innovation Management).

Support in specific innovation (behaviour) intervention and development

techniques (Accelerated Design Centers, Advanced Development Centers,

Innovate Centers).

The aim is to enable the customer to grow effectively and efficiently in terms of

operating results and personal development of the staff of the customer organisation.

For additional information please contact:

Drs. Koen Klokgieters CPIM

VP Business Innovation Capgemini Consulting Mobile: +31651123259

Blog: www.koenklokgieters-english.blogspot.com

Mailto: [email protected]

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