Improvement of innovative ability thanks to clearly defined responsibilities

Industry: Automation

Annual sales: mCHF 25 p.a.

Challenges:

• Unclear responsibilities and competencies lead to high frictional losses in product development and product/service delivery
• Insufficient and not predictable time-to-market

Approach:

• Formulation of a business model in accordance to strategy with deduction of an ideal organisational structure
• Detailed design of essential business processes on the basis of an analysis of critical points and formulation of the business model

Results:

• Responsibilities & competencies of organisational units alongside interfaces clarified
• Well-structured process of product development incl. trend monitoring available in detail
• Project reporting with TTC/POC and integrated planning of all development-related resources in the process of realisation

Gerhard Bachmann CEO, Bachmann electronic

With HPO the foundation for a continuously successful business development laid

«The enterprise Bachmann electronic has changed considerably within the last 3 years. Together with HPO, we have triggered a paradigm shift which led from our traditional focus on individual customers to a strong market orientation
Today, we proactively serve distinct market segments which enables us to identify future market requirements and translate them into new products in an early stage.
A close partnership to our customers is still central to our idea of doing business; however, today our aim is to increasingly standardise products and solutions in order to minimise the share of our customised offering.
With HPO, we have found a partner contributing with strong expertise in the international high tech environment and with a deep understanding of the requirements of small and medium-sized businesses and entrepreneurs in this area.»

Jürgen Duelli COO, Bachmann electronic

More growth through sensitive and proactive response to market requirements

«The integral HPO-approach, commitment of the well-rehearsed HPO team and last but not least successful motivation of our key employees has led to a real change in the way we do business today.»

Growth-oriented innovation management at a market leader

Industry: Chemical Industry

Client size: Over 8 bn. in sales p.a.

Challanges:

• Large and complex product portfolio lacking transparency
• Frequent overlaps in research and development
• Unexploited synergies

Approach:

• Design of innovation architecture to create transparency
• Identification of synergies
• Identification of overlaps in research & development

Results:

• Development portfolio reassessed and prioritised
• Synergies identified
• Identification of core competencies for successful R&D
• Future opportunities for innovation and technology identified and validated

From traditional manufacturer of consumer goods to generator of innovations

Industry: Retailing & trade, manufacturer of consumer goods

Annual sales: Over mCHF 500

Challenges:

• Unclear responsibilities and interfaces between various units
• Drawn out time to market due to inefficient innovation process
• National sales organisation unsuitable for international roll-out

Approach:

• Design and implementation of a business model aligned to strategy
• Development of an efficient innovations generator for the development of new products
• Design and implementation of an international sales organisation with worldwide KAM and country organisations

Results:

• Clear responsibilities, interfaces, and processes
• Time-to-market shortened from 2 years to 6 months
• Growth of revenues in core markets by over 20%

Assuring a portfolio of business activities appropriate for the Swiss market within a globally operating corporation

Industry: IT-Outsourcing

Annual sales: ~mCHF 400 p.a.

Challenges:

• Assuring a portfolio of business activities adopted to Swiss market conditions within a multinational enterprise

Approach:

• Analysis of current innovation efforts
• Development of a process-based organisation for well-structured innovations easy to plan for
• Development of preconditions with regards to processes and the organisation
• Definition of the implementation plan

Results:

• Clear separation of value-defining and value-creating tasks
• Definition of a company-wide, systematic innovation processes

Hans Nagel Chief Development Officer, T-Systems Schweiz

T-Systems Switzerland: Market success through innovative strength

«With implementation of the Innovation Engine, T-Systems Switzerland has changed fundamentally, off a focus on the individual customer requirements and to an alignment responding to segments. Such a change was facilitated by the methodology-based processing, the integral approach, dedicated commitment and change management competence of HPO.»

Gregor Stücheli CEO, T-Systems Schweiz

With HPO foundation for profitable growth through innovative strength laid

«In a market for ICT services characterised by aggressive price competition, it is the declared strategic objective of T-Systems Switzerland to further profitably grow through innovative ability strengthened in a sustainable way.
The HPO concept of clearly separating value-defining and value-creating business activities alongside a clear allocation of tasks, responsibilities and competences with regards to the “Innovation Engine” is allowing for a way of running our business fundamentally changed.
In the role of coach and provider of methodology, HPO knew to disclose substantial potential for optimisation to us.
Including key employees on all levels, HPO succeeded in initialising a process of rethinking. At the same time, foundation for the acceptance of results commonly worked on and internalisation of corresponding concepts has been laid.
Implementation of the “Innovation Engine” is almost finished now; initial success on the market has been achieved already.»

Set up of competence centers with mutually steered innovation

Industry: Industry

Annual turnover: >60 m€

Challenges:

• Grown complex structures difficult to break
• Lacking coordination in development projects and performance portfolio
• Sense of urgency among the managing directors of the companies hardly existing due to booming business
• Innovation process unclear - usually customer specific requirements

Approach:

• Derivation of a common market performance architecture and clarification of the roles of the various companies
• Common elaboration of a business process model with consistent processes for all the companies of the product segment
• Clear separation innovation - daily business
• Detailing and implementation of the business process model

Duration:

• 6 months

Results:

• Formation of competence centres on the basis of common processes and structures
• Commonly steered innovation engrained in the organisation
• A consistent entry in the product segment defined for external distributors and subsidiaries of the group

Development of fundamental pillars for an innovation strategy

Industry: Telecommunication

Annual turnover: About.9,5 mia.CHF

Challenges:

• Existing innovation ideas were neither consolidated nor prioritised
• A consistent innovation strategy was not available and consequently the concentration on an innovation portfolio was only possible to a certain extent

Approach:

• Analysis and evaluation of the existing innovative ideas (within the management team)
• Consideration of the environment conditions (customer needs, technological trends etc.)
• Derivation of an innovation-roadmap from the newly defined innovation strategy

Duration:

• 4 months

Results:

• Newly elaborated process for the development of an innovation-roadmap
• Common development of the basic pillars of the innovation strategy

Eduard Bähler Head of Customer Experience Design, Swisscom Private Clients

Orientation of the innovation road-map towards a successful future with HPO 

"In the course of the reorganisation of Swisscom Switzerland my newly established team was charged with the constitution of future customer experiences within the segment of private customers.

We had to face the challenge to consolidate the existing and appearing innovation ideas of the teams in a consistent and coordinated roadmap. One of the most important goals was the focus on the central core elements of our innovation strategy.

In cooperation with HPO we developed a vision for the customer experiences of the future in several workshops. Hereby we benefited from the innovation method know-how and the specific coaching capacities of the HPO team. Thanks to the good amount of insistence and target orientation of the HPO team we reached, in cooperation with my management team, a considerable result which we can build upon in the future."

Growth through innovation & category management in retailing

Industry: Consumer goods & trade, retailing

Annual sales: Over mCHF 150 in sales p.a.

Challenges:

• Collapse of EBIT as a result of reduced sales and increasing capacity costs
• Purchase department determines assortment
• No separation between innovative and operative units, unclear roles

Approach:

• Clarification of strategy and design of a business model in accordance with strategy
• Development of an innovation generator with a market-oriented assortment and customer management
• Design of a business model with outsourced logistics

Results:

• Establishment of capability to innovate as precondition for future growth
• Implementation of innovation & category management with clear roles, responsibilities, interfaces and processes