The 4-Diamond Innovation Model

A true end-to-end innovation process

The 4-diamond innovation model and process provides a template canvas with interlinked innovation methods fitting operational needs and ISO 56000 compliance.

In this blog entry we describe the 4-diamond innovation model and process that provides a generic template for most corporate setups. Being broken down into 4 major areas it can be easily extended with specific methodologies and linked according to a company’s organisation and operation model.

Connecting strategy and execution

Working with corporate innovators requires constant switching of abstraction levels. While strategy must be driving innovation by providing direction, position and resource allocation it often lacks crucial feedback from the development and execution stages.

In many projects the design thinking methodology connects the discovery and development stages in the well-known “double diamond” model. Teams start recognizing that they must innovate differently in a problem-oriented and solution-oriented style. (more…)

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The survival rate of firms
The average length of stay in years of companies in S&P500 (rolling 7 years, forecast 2018-2030).

The survival rate of firms

Did you know that the survival rate of firms is falling sharply? On the one hand, this is due to specific and often disruptive technologies that are not adopted by incumbents, and on the other hand, statistics also show that the number of start-ups in these areas is on the rise. "Disruption" usually comes from small and agile companies, which…

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How can the growth gap be filled?

Aspiration and capability The growth gap describes the difference in extrapolated business performance and the business planning, for example, in 5 years. To close the gap requires an innovation portfolio with innovation projects that ensure growth. Such a portfolio ensures the inflow of new "H2 projects," which arise from incremental improvement innovations as well as disruptive technologies from the field…

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Horizons and S-curves: Products today, tomorrow and in the future
S-curves are used to describe product adoptance and market maturity. During saturation new businesses and technologies start taking over.

Horizons and S-curves: Products today, tomorrow and in the future

A product portfolio contains product lines across many horizons according to their lifecycle. Therefore overall business performance depends on the contributions of all of these products.

They are in different adoption phases. They can grow easily or strongly, are in saturation, or are completely outdated by new approaches. (more…)

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Innovation types

In our framework, we use 7 innovation types: Business Model Services Products Processes Organizational Structures Management System Production A deep dive in 16 aspects and 66 skills answers the question of how unused types can be built up and realized. For example, there are strong service organizations, but they hide the product and business model areas too much. Products are…

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Innovative strength of your competition

You know the market and your competition. But don’t you want to know your strength compared to the innovative strength of your competition? All innovation systems share the same roots and principles, so standardised benchmarking is possible… More than 6000 organisations have done it. You will get answers such as Can you express your innovation strategy? Does your company innovate…

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