In rows, TESLA brings innovations to the automotive and energy sectors through electrification and digitization. TESLA will gain further competitive advantages through innovation, economies of scale and network effects and thus develop into a market participant in a narrow oligopoly. more ….
As persistent as bamboo, the number of variants of products and services is growing. If variant management is no longer sufficient to achieve adequate profit margins, a variant reduction in marketing and sales is required. more ….
Tricky process problems are often like diamonds: They are very sturdy and very expensive. In practice, they survive because conventional problem solving has failed both in product engineering and in production. The good, highly significant news: Using Statistical Engineering, tricky process problems can be solved quickly and sustainably. more ….
With Innovation Engineering, we manage innovation projects so that constant innovation success seems compelling to you and us. Successful innovations provide customers with unique, measurable value proposition and transform associated innovation projects into stable oligopolies. more ….
Innovations almost always fail, so start-ups too. Only rarely a start-up becomes an independent member of a stable oligopoly. The success of a start-up requires strategy, master plan and derived business models. more ….
In the network of business units, synergistic shifts of R&D services often fail, unless the CEO personally decides in individual cases. A sustainably implemented development cost reduction requires transparency of costs, services, and KPIs. more ….
The R&D of a market leader not only has to be more efficient, but also reorganized, in order to master a technology leap while maintaining the R&D quota. Both together require a strong CTO targeting at constant innovation success. more ….
A R&D network of divisions can compensate for higher R&D costs. The resulting increase in R&D productivity is economically more attractive than eliminating R&D projects or increasing efficiency within divisions, which often compromises R&D quality. more ….
Tricky product problems are often sticky and chewy like chewing gum: Whatever you do, you can not get rid of them. In practice, they survive because conventional problem solving has repeatedly failed, both in product engineering and in production. The good, highly significant news: Using Statistical Engineering, tricky product problems can be solved quickly and sustainably. more ….
Technology leaps require more one-time costs. As a first reaction, R&D demands more budget, but does not get it that way and yet retains much of its previous development tasks. So it gradually taps into the R&D cost trap. Its second reaction is an increase in efficiency. This often leads to loss of quality and the cancellation of R&D projects. If day-to-day business dominates, technology leaps will be the first to fall by the wayside. At least now, the CEO has to restructure the R&D to prevent a failure of the company. more ….