Building an innovation pipeline
The management of a leading manufacturer of large-scale logistics facilities became aware that hardly any of the many existing innovation ideas in the organisation were consistently tackled and pursued. Good ideas often "petered out". The reason: customer orders were given priority, and resources were diverted from the company's own development projects. Innovation took place almost exclusively within the framework of customer projects.
The company's own innovation pipeline had dried up and the company had no suitable answer to the increasing dynamics in the increasingly tough competition (keyword: digitalisation). In order to promote innovation, a three-person "innovation management team" was formed from the management with representatives from development, sales and production.