Challenge Innovation Strategies
A Business Innovation Consulting Service

By challenging an organization’s innovation strategy, we are able to
provide insight in what way an organization must execute new business
development and planning
Most organizations’ innovation strategy is aimed to increase/speed-up innovative growth in
which they want to achieve:
Situation • Maximalization of market growth
• Fully use of their IP and aim to develop new business models
• Gain profit outside their current business areas
Yet in formulating their innovation strategy, organizations are not aware of several aspects:
• New business strategy development & planning are missing: it is unclear which projects in
Complication
the portfolio are essential in order to reach the goals of the innovation strategy
• There is an unclear match of projects in the I-Portfolio with relevant trends
In what way can we provide systematic insights into the relation between specific trends,
Key Question business impact, and innovation portfolio?
The organization’s I-Strategy will be challenged by:
• Innovation Radar Screen approach: identifying trends, likelihood (chance) and impact
• Strategic Scenario Thinking: estimate impact on business value, (potential) clients in
Answer
different scenario’s, and identify match with organization’s capabilities
• Business Innovation Strategy Development & Planning: examine possible value
propositions and identify gaps/opportunities in I-Portfolio
2

This approach provides systematic insights into the relation
between specific trends, business impact, and innovation
portfolio...
Scan Focus Act
Potential
Business Building Scenario Innovation
Trends Likelihood Value
Assessment Scenario’s Match? projects
proposition
From mega The chance What is the Different How big is the Which new Which projects
trends (10-15 whether a Business Scenario’s will gap between value do we need to
yrs) to a trend is going Impact if lead to each scenario propositions build the
focus on to occur or not trends occur significant and the do we need to chosen new
specific for the better insights current survive these value
Industry organization? and therefore Strategy and scenario ? propositions?
trends (scenario’s) to better Business
decisions! Model?
3

... Which is outlined in the following conceptual model
Impact
Conceptual Model
Consumer Clients in
Trends current
Value Chain
New Applications?
Match
with
Business
Mega Fit with projects
Industrial Likelihood Scenario
current
Impact New Products?
in I-Portfolio?
Trends (% chance) Building
Trends Business
Organization
Model? New
Business Model?
Impact
Technology
Potential
Trends
New Clients
4

To provide insight to our clients regarding their new business
development and planning, we perform the following steps
Develop insights
in new business
development &
planning
3. New
2. Strategic
1. Innovation business
Scenario
development
Radar Screen
Thinking
& planning
1.1 Identify 1.2 1.3 Impact of 3.3 Identify
3.2 Analyze
trends on Determine trends on gaps and
possible value
relevant likelihood of organization’s opportunities
propositions
levels trends business in I-Portfolio
2.3 Estimate 2.4 Examine
2.1
2.2 Build impact on match with
Determine
organization organization’s
scenario’s
uncertainties
in scenario’s capabilities
5

The Radar Screen visualizes the trends and its period of
occurrence
Mega trends
10-15 years
Consumer/
Climate & Energy Health & Wellness
Technology trends
Conflicts /
5-10 years Ageing
Dissonance
Industry trends
Home sweet home
Eco-iconization
1-5 years
Flame
Insulating
Biotechnology Redartant
panels Biotechnology
Agri-glues products
Solar & Wind
Product stewardship Formaldehyde Biomedical
technology emissions
Move of production
Personalized food
Growing middle New IT / web
class technologies
New materials
Cultural changes
Nanotechnology
New niches /
Packaging
premiumization Fertilizers
New niches /
premiumization
Self-creation
Emerging
Functionality &
Economies
Performance
Example
6

The impact of a trend on your business can be determined on
costs, profit, investments, and power in the value chain
Example
7

Uncertainties arise in trends which are not certain to occur but
have a high impact (positive/negative) on your business
TREND ASSESSMENT
Nice to have Must have
High
Gamma
Alpha Ѐta
Epsilon
Bѐta
Thѐta
Delta
Iota Sweet Spot
Zѐta
Kappa
Business Impact
Medium
Tau
Xi
Pi
Ypsilon
Follow on Radar Screen
Lambda Omikron Sigma
Nu
(Stepping mode)
Phi
Mu
Rho
Low
Example
0% 100%
50%
Likelihood of trend
8

What are the opportunities & gaps in your current I-Portfolio?
Example
9

What are your main uncertainties, and in which scenario can
these uncertainties be placed?
Ecological Hybrid scenario
Alternative energy
scenario
Bѐta
Epsilon
Delta
Alpha
Gamma
Zѐta
Growing awareness for alternative energy
Global economy becomes a village economy
Environment as a starting point
Focus on sustainability Persistence of global economy
Shift of the world’s economy The world becomes conscious about sustainability
Blue ocean Alternative sources of energy
Global Economy
Village Economy
Downturn in economy to village economy High demand for fossil energy
Local-to-local Focus on production instead of sustainability
Focus on individualization and consumerism
Production facilities move to emerging economies
Red ocean
Kappa
Iota
Thѐta
Fossil Energy
Ѐta
Pollution
Retreat scenario scenario
Example
10

What to do in case of scenario …? Which scenario matches with
your capabilities?
 In case of Ecological scenario  In case of Retreat scenario
• Long-term vision
• Act as a trendsetter
• Lean & mean (low price – scalability)
• Stakeholder intimacy
 In case of Pollution scenario
• Societal concept: relate need of
customer with your identity • Survival of the fittest & deep
pockets: cost leadership/operational
• Focus on human beings
excellence
 In case of Hybrid scenario
• Product imitation
• Need for product innovation
• Low-cost business model
• Be flexible in order to adapt to
• High volumes, low margins
alternative energy
• Co-create with suppliers and
customers
Example
11

Koen Klokgieters| Capgemini NL Daan Giesen | Capgemini NL
Vice President Business Innovation Business Innovation Consultant
Consulting
daan.giesen@capgemini.com
Koen.klokgieters@capgemini.com
M +31 6 27159293
www.koenklokgieters-english.blogspot.com
M: +31 (0) 6 51123259