Consulting firms are generally strong only in their core competencies. There are consultancies that focus on hard innovation issues such as engineering problems and product development or process optimization with analytical approaches to Lean and Six Sigma methods. There are other firms that specialise in soft innovation issues like communications, human resources and training. And there are plenty of business strategists that can advise on new directions for marketing and operations. These types of consultancies visualise a company’s success through a vertical approach to business strategy and problem solving, addressing only the area of its core expertise.
The Innovange approach is different.
Innovange focuses on synchronizing both soft and hard innovation issues
We bridge the gap between hard and soft Innovation.
Because the evolution of one requires change of the other, Innovange operates on the underlying principle that improvement and long-term sustainability require maximising BOTH hard innovation and soft innovation —i.e., focusing on innovating technology, process and people, simultaneously.
Innovange concentrates on the big picture and first examines business culture, management philosophy and meaning before moving to strategy and addressing specific problems. Our objective is to help our clients create an innovation-focused environment that results in progress, growth and long term sustainability.
Depending on your management style, Innovange can be implemented through management or through a more sustainable effort that includes workforce input and alignment. We help you interconnect different areas of your business to promote the exchange of cross-field ideas. We also help you communicate overall goals and involve your workforce in methodology, strategy and implementation. All of these efforts support our ultimate goal to help you utilise the true potential of your workforce.
Why the Innovange Model Works
Although Innovange can be a valuable short-term, crisis management tool, our core philosophy is that effective innovation and change requires time to understand and absorb, should happen gradually and shouldn’t be hastily enforced. Communicating the big picture and soliciting innovation and change internally creates workforce ownership and responsibility. Once employees feel more connected to the big picture, they will not only invest time and effort to take care of their “possession”, they will enthusiastically pursue its’ progress and be more interested and active in contributing to the success of its’ overall outcome. Examples of this Management by Means (MBM) approach, executed successfully by Toyota and Scania, are covered extensively in the Vision section.