The trend itself says nothing about how you should use it. For every trend there is a counter-trend.
Trends are guardrails, like on the highway. They are worth observing in order to design scenarios and to choose interesting aspects for your innovation.
We show you what is possible in terms of users, technologies and much more what is going on in the world to make sense of relevant developments and to make sure are not missing out of any opportunities.
With our trend overview you can profoundly decide where you want to play - and which developments you prefer to leave to others.
This is about:
Our current trendwatch topics concern, for example:
"The best way to predict the future is to create it." (Abraham Lincoln)
No one can predict the future.
A constantly changing world requires new strategies.
Without understanding processes and dependencies you cannot develop a sound strategy.
Strategic foresight is a structured and systematic wayto generate ideas about the future, to anticipate change and to better prepare for it.
Foresight enables us to scan our environment for trends and to use the findings to create images of the evolving future.
With the help of the thus drawn"Pictures of the Future"we can test current strategies, create a common understanding about the future, initiate breakthrough innovation and transformative change .
6 steps lead innovation into the future:
The goal of innovation activities is a balanced innovation portfolio that on the one hand has structure, but at the same time makes it possible to remain agile.
We help you:
"Timing is everything" (Bowen, Rostami and Steel, 2010).
Innovation needs (the right) time.
If we don't understand the importance of time to innovate, we significantly reduce our chances of success. We end up looking for quick wins with a guaranteed return on investment instead of patiently building the systems that will help us succeed in the long run.
How can one innovate purposefully and at the same time still get the timing right?
On the basis of trends and user-related changes, we develop with you plausible roadmaps, in order to explore the associated opportunities and challenges as well as to improve focus and timing of your innovation in the portfolio:
Disruption is on everyone's lips.
The fact is that most profits are still made in the range of routine innovations .
In terms of their innovation drive, companies need to find the right balance between technological change, intensity of competition, growth rates, entrepreneurial strengths, employee skills and market demands.
Are good ideas a coincidence? We think no.
However, it takes more than one workshop to spark lasting, breakthrough creativity.
We can help you find a culture of daily, results-oriented innovation from within and without, for
We show you tools, which you can use to develop routine innovations or more deliberately radical ideas, such as innovation competitions .
Very few innovations today function singularly.
Rather, products and services need to have various interfaces to function compatibly within their ecosystem.
If you do not find the necessary resources for this within your organization, it is a good idea to look for external partners.
An external innovation partner could be a platform, an organization, an individual person or even a location with a shared interest in developing a solution.
So-called open innovation can bring several advantages:
For example, the following partners may be useful:
We help you define the requirements of a suitable partner, to find the right partner and to establish a target-oriented partnership agreement.
If desired, we can also take over the management of your partnerships so you can concentrate fully on the results.
No matter whether in a workshop with your employees or as sparring partner for your board or C-level.
We support you in moving more confidently into the future, aligning your culture with change and mastering it more effortlessly.
Possible topics:
Are you unsure how well prepared your organization is for the future?
You ask yourself: how innovative is my company really?
You are not the only one who wants to know where potential lies dormant.
The success of innovating companies shows that innovation is not a product of mere chance . Assessing one's own organization, where it stands, and reflecting openly is of central importance to the setting the right course for the future and putting investments in the right place.
We take a close look at your innovation strategy and implementation as well as leadership and possible barriers to imitation, your talent management, idea promotion, controlling and innovation governance in order to answer the following questions:
Usually we start with a short survey, with structured interviews to follow. The corresponding data analysis quickly provides a picture of where you stand.
In each case, the innovation audit is customized to your organization.
"The problem is never how to get new, innovative thoughts into your mind, but how to get old ones out. " (Dee Hock)
Innovative companies are on average more profitable than less innovative companies.
Each strategy represents a hypothesis, which is tested against the evolving realities of markets, technologies, regulations and competitors.
Just as product designs must evolve to remain competitive, so must innovation strategies. Like the innovation process itself, an innovation strategy requires constant experimentation, learning and adaptation.
Typical triggers for changes in the innovation strategy are:
A company's innovation strategy must define how the various types of innovation fit into the business strategy and which resources should be provided for this purpose in each case.
Often today, radical, disruptive innovations in particular are seen as the key to growth, while routine innovations are seen as short-sighted at best.
This way of thinking is too simplistic. In fact, the vast majority of profits are generated by routine innovations.
We help you to determine, in relation to your business areas, where your options for action lie within the framework of routine innovation up to radical innovation.
In a strategy sprint we can usually determine a first status in order to determine further steps.
Visioning– and strategy workshops quickly get you and your team on track to lay the foundation for a targeted innovation management .
Most innovations are aimed at products.
However, successful companies cover several types of innovation. It is not only the innovation in the core product that differentiates, but the trappings that count.
We set up your innovation activities in the following areas :
The idea of Innovation pipeline is a systematic approach to the generating a steady stream of actionable ideas at a time when change is accelerating.
Within the innovation pipeline ideas/projects are weighted and related to each other.Opposed to the innovation portfolio, the pipeline follows a chronological order and coordination according to the roadmap.
The myth says innovation is about the best idea.
In reality, the challenge is, to transform ideas into a value proposition that is relevant for your customer .
Most companies spend too little time looking closely at their customers' needs. Instead, they fall in love with ideas.
"Love the problem, not the solution" must be the credo if you want to develop relevant innovations.
We do not have a patent remedy for the innovation process.
But there are definitely some ingredients to increase the likelihood of success in taking ideas all the way to market. And we apply these to your organization.
The phases of an innovation, can be simplified into 4 main steps:
With all systematics necessary to divide an idea into clear steps and to drive it forward in a goal-oriented manner, agile elements must find a place in the process. These are to be integrated individually depending on the type of innovation, environment and organization.
We provide you with the necessary analyses and tools to increase your innovation capability and agility.
"The only way to really know innovation is to do innovation, and learn from your mistakes along the way."
Only with "what" you want to do, you don't get anywhere with innovation. There is always a need to ask "why". Each company must answer this question for itself.
One particularly interesting feature of the human brain is its ability, to rewire connections and to form new connections, regardless of age.
Neuroscientists refer to this characteristic as "plasticity". The more experiences we have and the more our behavior or environment changes, the more plastic the brain becomes. That is, the more it is able to make new connections and rewire old connections. The culture that surrounds us plays a significant role in whether our brains can be changed or remain static.
Those people who are used to and animated to always come up with new ideas are very different from those who are not. The more practice you and your organization have in making new (brain) connections, the better you all become at innovation.
Simply put, the more active you are in keeping your own brain and organization on task, the easier it is for you to come up with new and good ideas!
To decide which cultural elements you can easily incorporate - and which ones you rather leave out, we help you to find out. We hand you accessible tools to establish and keep an innovation-friendly culture top-down and bottom-up .
"What gets measured gets done" - it's a similar story with innovation.
At least a structured innovation controlling leads to the fact that one starts discovering the essences of success and learns from mistakes for the future.
Thus, good controlling significantly reduces the risk of landing a flop. Effectiveness and efficiency of innovation projects can be specifically influenced. This clarifies the questions of whether the right thing is done and, whether it is "correct" does.
Clear controlling has an effect motivating for all involved, as projects become more agile and on the basis of appropriate incentives .
Innovation controlling includes:
For example, the following tools are used (analog or digital):
Investing in sustainability means investing in innovation.
Sustainability leaders are 400 % more likely to be considered innovation leaders. That's because they work hard to address problems, invite engaged participants to contribute and learn about numerous new adjacent opportunities and technologies.
What is your goal in the area of sustainability and what is your starting point? Are you currently busy complying with regulations or ready to actively embrace sustainability?
How can you create value through sustainability and how do external stakeholders influence your value potential?
How can processes, people and structures be integrated to achieve your sustainability goal?
T.V.T swissconsult gmbh:
Our current efforts in the area of "sustainable trade" are noteworthy. You can find more about this under www.resuu.ch.
Innovation Starter" workshop
In this full-day workshop, we use numerous practical examples to provide an entertaining overview of innovation and its concepts, thus "whetting your appetite" and demonstrating the relevance of innovation for your team/organization.
Innovation Mission" / "Innovation Strategy" Workshop
Design your mission statements and the associated framework conditions. Together with us, a clearly defined path emerges that indicates where you are going and why, closely linked to your corporate vision and business strategy. We work out the following questions, among others:
"Analogy thinking" workshop
Analogy thinking is not about copying existing products or business models, but about identifying the factors that make a company, product or service successful in a particular context, and then applying these factors to your situation for rapid success.
Workshop "Network Thinking
Good ideas are networks: Our brain is largely made up of cells that we call "neurons". There are about 100 billion of these cells in a human brain. Interconnected, they form a nervous system capable of making decisions, perceiving the environment and giving commands to our body. How we think, what we think, and what we are capable of depends largely on the connections these neurons have made with each other. It is the same with innovation. In this workshop, you will create new connections through mutually compatible ideas to achieve better differentiation.
"How to find a great business idea" workshop
You are looking for the one great idea, but don't know how to find it? In this full-day workshop we will introduce you to the possibilities of idea generation. We will show you different methods that you can use over and over again to at least come up with better ideas.
Idea Selection Workshop
Idea selection methods differ depending on the maturity of an idea. This workshop shows you practicable methods to evaluate and select ideas according to their marketability.
Workshop "Picture of the Future
The collaboratively developed in this workshop "picture of the future" answers the following questions, among others, in a final visualized image:
Innovation Communication Workshop
The success of an innovation at different stages depends not least on the way in which the innovation is communicated. From the framing of your message to the "perceived" risk reduction with the customer, we use examples to show practicable ways in which you too can actively increase success on the market and achieve quick wins through strategic communication.
"If you're not serving the customer, your job is to be serving someone who is."
(Jan Carlzon)
User expectations are rising rapidly, driven by companies like Amazon, instant access to global information, and the blurring of boundaries between hardware, software, and services.
Companies need stronger design capabilities than ever before. Only the very best designs stand out from the crowd.
The design of products and services generates not only beautiful pictures.
Design brings the emotional connection to the user.
Design must contribute relevant experiences to generate value within the company.
The from design reflected market view is oriented to the daily routine of your user and customer, to their processes, expressed and latent needs.
Design serves to create cognitive and emotional reactions in the customer which in turn are reflected in the desired buying behavior.
Design connects people, business and technological possibilities with each other. Only if the customer feels the benefit and relevance of your products for his work, will you sell your product in a target-oriented way. Only then is your product marketable and customer-oriented.
To ensure customer focus, companies very often use market research, focus groups or concept tests. However, these are often based on historical information and are very reactive means of addressing customer needs.
In order to proactively gain insights into (upcoming) customer needs for our customers, we make use of e.g. social media screening and monitoring to find opinion leaders. After directly addressing selected opinion leaders or lead users our customer wins access to a pool of usersthat can be involved in ideation, testing and early product development.
Other means we use to capture customer needs include (excerpt):
Only if the eser expectations are formulated and you are clear about the problem your product or service is supposed to solve, a solid briefing and thus a first concept can be developed.
Design can take on multiple roleswhich we weight individually with you and to make them measurable and actable within a scorecard.
You will become aware of what really matters to your success in terms of design.
Possible design dimensions are:
A prioritizing of your design goals using appropriate metrics on the scorecard helps to develop with focus and to record the progress of your design efforts.
For the concept development you have two options.
Either you assign the ideation task to us after a jointly written briefing or you develop the concept together with us within a design-sprint. Idea generation in order - or you develop the concept in a designs sprint together with us.
The design sprint is a proven method for solving problems by designing, prototyping, and testing ideas with users.
In design sprints, teams are quickly focused on a common vision with clearly defined goals and results . Ultimately, it is a tool for the development of a hypothesis, to prototype creation and to the quick testing of an idea with as little investment as possible in as real an environment as possible.
In this fast-paced, high-intensity design sprint tailored to your needs (duration between 1 and 2 weeks), we take your team on a guided journey to identify problems after a kick-off workshop and develop initial design solutions based on your core competencies Build up.
It is essential for success that you involve team members from different areas.
The Design Sprint consists of the following phases: Understand, define, sketch, decide, prototype and validate.
Design prints are suitable when:
Sprints are less suitable if:
"Design is not just what it looks like and feels like. Design is how it works." (Steve Jobs)
The first impression is the key. One speaks of the so-called "priming" effect, according to which the first impression influences all subsequent interactions.
Good design ("primed") prepares the user to your advantage and makes your work easier.
However, it would be a mistake to think of design as just another pretty product; it's about making sure that the the product is user-friendly and works effectively.
In 3-D and engineering we implement solutions so that they meet the following criteria:
Depending on whether we have already been involved in ideation for you, we start with a jointly written briefing in which the goals of the product or service to be developed are clearly defined.
Check the fit of design and market early - then you are less likely to design something that no one wants.
After you know what problem you want to solve, you need to select thequickest way to the solution . Everyone knows about the value of prototypes.
We help you to build and use the four most common types of prototypes to mitigate risk and quickly validate solutions:
For prototyping depending on the type, our own tools such as 3-D printers or reliable partners stay at your disposal.
In the course of our development projects, questions about possible suppliers come up again and again.
We are usually able to find you at least two suppliers. We take care of the Request for Proposal, the adaptations of the construction to various manufacturing methods, the monitoring of the tooling up to testing and zero series maturity. We respond individually to your requirements, e.g. local or global procurement.
In addition, we completely renew your sourcing strategy with the involvement of relevant stakeholders, in order to better control costs and delivery capabilities . Our supplier network offers solutions to almost all challenges of the planning, management and control thereof. an answer.
Sourcing topics may include:
Use go-to-market strategies for your competitive advantage. Within the go-to-market strategy, we develop a concept for how customers can be offered products or services with the help of your special value proposition (unique selling proposition "USP").
Early we clarify with you:
In our efforts, we stringently align the value elements of your product or service with the market environment and also prepare you for changing market situations.
Virtual Reality, augmented reality, data analytics - the world of product and service design today has possibilities available that seem endless.
In this context, it is becoming an ever greater challenge to benefit from new technologies, to estimate their usefulness reliably and to bring the "right" technology to bear.
We offer you orientation, we integrate matching technologies in your portfolio and, if necessary, give you name partners who can deliver special expertise.
In addition to the digital transformation, the transformation in the area of materials has also begun.
Advanced materials and smart materials help to design more personalizable and specific services, to open up cheaper production methods, to design products adaptively or to create more sustainability.
Here, the so-called biological transformation plays a particularly important role. This transformation includes, on the one hand, bionics, which is familiar to many, but also biotechnology (for example, the use of microorganisms to produce active ingredients for drugs) and bio-intelligence (the fusion of biology and IT). It systematically searches for patterns in processes, principles and materials from nature and transfers them to innovation.
Within the so-called "application innovation" we can quickly transfer materials into new application areas. For example, a material used in aircraft construction may suddenly help to make skis lighter, but at the same time more robust.
We recognize patterns and understand the range of possible courses of actionto improve products functionally, economically and resource-specifically..
You define with us what the material or technology in question must be able to do - we supply you with a reliable analysis of what is available on the market (in the future) and the extent to which solutions are economically and functionally feasible .
Sustainable design is an approach to developing products and services that considers environmental, social, and economic impacts from the initial stages to the end of life.
We have long believed that innovation and design must be viewed holistically. This includes ensuring that the design respects the needs of people and the planet.
Our 4 core beliefs:
No matter whether it is about the dematerialization, the decyclability or the longevity goes. We help you (re)design products within the framework of design and engineering so that they create value:
Sustainability recognized by the customer creates brand loyalty.
Industrial Design Starter Workshop
When it comes to creating great products, design is the most important "feature". Whether you are a CEO, product manager, program manager, marketing manager or project manager. It is inevitable to understand the role of design. to understand. In this workshop we take you into the world of industrial design.
Besides a historicaloutline of design history, you receive basic knowledge in relation to the concepts of recognition, perception and actionwhich are foundational for design. You will get an overview of what design can achieve and what needs to be taken into account when defining a design strategy and in the design process so that your products are even more successful on the market.
Service Design and Servitization Starter Workshop
Service design includes the development of customer-centric services. Due to their immateriality, services require an adaptation of common design methods, which you will be introduced to in this workshop. You will also learn ways to seamlessly connect physical products with services or to dematerialize them entirely in order to open up new sources of revenue and strengthen customer loyalty. You will gain insight into tools and the service design process, along with the opportunity to outline a service design project for your own organization.
Design Thinking Workshop
Strategic Design Thinking is the ideal solution for companies to become truly customer-centric without sacrificing profitability. This workshop will introduce you and your team to the world of design thinking, by offering you inspiration from other fields, explaining the attitude of design thinking and its methods and making them ready for application in your everyday life. Thus, you can subsequently improve the customer orientation of your projects and quickly enter into"Design doing" .
The history of T.V.T swissconsult actually began in 1971. In his career choice, the entrepreneur Bernhard H. Tinz took a for the time unconventional route. He founded the engineering design company Tinz. DCC in Reutlingen, Germany. His daughter Teresa knew for the first time that she wanted to step in his footprints when the parental company developed numerous new products for the then S.M.H (now swatch group) in the 90s. She was taken by the colorful world of ideas and possibilities. And has not let go of them since.
Today, T.V.T swissconsult and Tinz. DCC collaborate seamlessly to provide customers a highly professional innovation experience idea generation to serial production that is second to none. As owner-managed family business we live our daily passion and clear principles:
Partnerships
Memberships
The history of T.V.T swissconsult actually began in 1971.
In his career choice, the entrepreneur Bernhard H. Tinz took a for the time unconventional route. He founded the engineering design company Tinz. DCC in Reutlingen, Germany. His daughter Teresa knew for the first time that she wanted to step in his footprints when the parental company developed numerous new products for the then S.M.H (now swatch group) in the 90s. She was taken by the colorful world of ideas and possibilities. And has not let go of them since.
Fast Forward: after her business studies, Teresa thus puts 1+1 together in order to complete the family business . This is how in 2000 her company T.V.T swissconsult gmbh born, whose now diverse team now for over 20 years industry-independent innovation management, strategic foresight, strategy development and implementation .
Today, T.V.T swissconsult and Tinz. DCC collaborate seamlessly to provide customers a highly professional innovation experience idea generation to serial production that is second to none. As owner-managed family business we live our daily passion and clear principles:
We support our customers in target-oriented development of innovation, in linking environmental change to business opportunities as well as regarding the use of future-oriented technologies for an unforgettable customer experience.
In order to accomplish our aims comprehensively, we bring together exceptional specialists of cross-industry innovation.
Our partners:
Our memberships:
You win by working with us:
Have you ever had the feeling that your oven is staring at you? What emotions come up when its door swings open
Human self-optimization happens at the interface. At the interface of neurotechnology, artificial intelligence and science. New technologies make
Serendipity (coincidence) or planning? One of the most admired exhibits at the Palm Springs Air Museum (https://palmspringsairmuseum.org) is the F117 A stealth bomber.
Innovations do not spread automatically on the market. On the contrary: innovation initially means change, which most market players are not exactly prepared for.
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