Innovation is one of the key success factors for the renewal of a company. Innovation management in our understanding is the successful introduction of an innovation on the market and thus not limited to the promotion of the creation of ideas, but also and especially the translation of these ideas into marketable products and services.
Although in practice there is a significant focus on the creation of ideas, the real challenges lay in selecting those ideas with real potential and the successful and rapid implementation in the market.
Innovation management is consistent multi-project management
Effective innovation management is based on the consistent evaluation of each innovation and its impact and effects on the market-product-portfolio on the one hand and the identification of unmet demand for innovation on the other. The assessment must always be carried out by the market as well as the clients. Consequently, it becomes clear that innovation is an enterprise-wide discipline that mainly manifests itself in projects.
Hereby, the key success factor is a multi-project management covering all innovation projects, and firmly aligned with a stage-gate-process. In a world of scarce resources, the exit of non-promising initiatives is simply as crucial as the strong leadership of high-priority ideas.
The starting point is the design of the evaluation mechanisms, the organization and the reporting of innovation within the company. Based on that company-specific instruments are developed that can be supported by the use of multi-project management and BI tools.
Innovation needs structures and transparent management
We create transparency even in research areas, usually characterized by high a complexity of content. Transparency creates space, necessary to use scarce development resources more efficiently, to separate average from outstanding ideas and to protect competitive vital know-how. At the same time, this focus increases the speed with which ideas are formulated, tested and implemented. Time-to-market is the new Darwin principle in the competition. It applies to both: large and small companies.
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Master of Economics and Business Administration
For Stephan Grunwald, consulting is an entrepreneurial activity with many variations; in various industries, for companies of different sizes, in different management structures. Yet always with the same sense of entrepreneurship. The prerequisite for all this is a sound and broadly diversified foundation in business administration. For him, however, the consistent realization of a concept is the ultimate entrepreneurial aspect of consulting differentiating 4C GROUP from its competition.
His focus lies in the CFO Office covering all aspects of decision making and controlling, reporting & planning, cost management, new role of finance (Industry 4.0), HR digitization and innovation management.
He has extensive experience in various industries and consulting of owner-managed and family led companies.
Master of Business Administration
An absolute intention to change things for the better is part of every 4C consultant’s essential mindset. Anyone who can prove this talent in challenging project situations, will go far with 4C. This applies in particular for Hans-Martin Schneider, whose assertiveness and talent for business development is combined with a good sense of humor.
His focus is in business transformation, digitization, business development & growth as well as restructuring.
He has extensive experience in the financial services, services and technology sectors as well as with owner and owner managed companies.