This article is based on a panel discussion with: Marion Debruyne, Dean of the Vlerick Business School Sandra Rothenberger, Professor of Strategy, Governance, Marketing & Innovation at the Solvay Brussels School of Economics & Management Jan Manssens, Director Strategy & Innovation at Proximus Jan Paesen, Head of Marketing Enterprise Market at Proximus
any companies today make the mistake of focusing on innovation for their products rather than looking at innovation at a strategic level. One innovation model that can help businesses maintain a clear view is to look at the situation through three lenses:
1. Through the ďŹ rst lens, companies look at what they are doing at the moment: who their current customers are, what products and services do they provide, how is that done?, etc. By looking for room to improve, companies can implement small changes and bring about incremental innovation. 2. By zooming further out through the second lens, the company moves away from its products and services. It looks at innovation in terms of the solution offered: what does the customer do, for example, 10 minutes before or after purchasing or using my service or product?
Charting the entire customer journey in detail can reveal new possibilities for a company. 3. Taking an even broader perspective, through the third lens, the company goes in search of an alternative business model for what it does at the moment. Is that broader perspective the most diffi cult task? Not necessarily. Incremental innovation seems easy but is often underestimated. Innovation is not just linked to major technological revolutions such as the self-driving car. According to Amazon CEO Jeff Bezos, 70% of his companyâ€™s value comes from daily, incremental improvements.
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