How is quality to be managed in the long term? Are there any unused sales and cost potentials in it? Can a realignment substantially increase the company’s earnings? These entrepreneurial questions can be posed by managing directors or quality managers in good times. more ….
A successful innovation project begins with an idea and ends in a resilient oligopoly. In between are uncertainties, inventions, complexity dynamics, financing dynamics, competitive dynamics and transition to the operative business. The innovation is similar to a pudding, which the innovation manager should nail to the wall. This is achieved if the four success factors for the constant innovation success are implemented in the innovation project. more ….
Competitive innovations must solve the dilemma of innovation risk and offer price. The risk of innovation is often uncertain or not calculated with probabilities. The offer price is more based on wishful thinking than on probabilities to win the competition. Both together cause the later overrun of the innovation budget. An innovation risk management solves the dilemma. more….
What do the market for management consulting and the black market have in common? Both are intransparent, their performances often doubtful, and their prices high. However now the current disruption in the consulting market leads to constant consulting success and fair prices. more….
Innovations are sources of eternal enthusiasm, sometimes tarnished by a little disappointment. If you have a lot of money and want to participate, then finance innovations! more….
Companies optimize their customer orientation, quality, and productivity through programs for operational excellence. Fully? Maintenance is often excluded because of its special features. Or have you ever heard anything substantial about maintenance excellence? more….
Innovators rely on attractive markets. This is always risky. That is why innovators are in conflict with both the experienced old hands and the strategists. The experienced old hands resist risks. They focus on their own resources. They align with them growth and investment strategically – until it is too late. more….
Constant innovation success ensures the long-term success of the company, excellent routine the short-term success. Innovation is organic, routine mechanistic. Their differences cause the innovation-routine conflict. Usually the routine eats the innovations, excellent routine devours them. Here, companies can switch over and achieve constant innovation success through four success factors. more….
High maintenance productivity is the hallmark of established, in-house maintenance. Operators need to optimize this to remain competitive. more in Servicereport (German)….
Innovation success by innovation quality – this is in short the answer to the question: what leads to the rare success, what to the predominant failure of complex innovations? To find the answer, we compared a group of successful innovations with a group of failed innovations in an exploratory meta-analysis. more….