2025 | Buch

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Holistic Innovation

The Next Generation of Innovation Management?

herausgegeben von: Svenja Damberg, Zita K. Lucius, Barbara Blenski

Verlag: Springer Nature Switzerland

Buchreihe : Management for Professionals

Enthalten in: Springer Professional "Wirtschaft+Technik" , Springer Professional "Wirtschaft"

Inhaltsverzeichnis

Über dieses Buch

Unternehmen und Institutionen stehen aufgrund anhaltender gesellschaftlicher Veränderungen, die unvorhersehbar und dynamisch sind, vor komplexen Herausforderungen, die es unmöglich machen, die Dringlichkeit nachhaltiger Entwicklung zu ignorieren. Der Fokus hat sich in Richtung langfristiger Transformation verlagert, wodurch Organisationen sowohl operativ als auch strategisch in Richtung dauerhafter Erneuerung getrieben werden. Die Evolution von Unternehmen ist keine schnelle Lösung - sie stört etablierte Rahmenwerke, verändert Prozesse und bricht mit langjährigen Traditionen, um zukunftsorientierte Paradigmen zu schaffen. Dieses Buch zeigt, dass der Wandel in der Geschäftswelt verschiedene Dimensionen umfasst, darunter Geschäftsmodelle, Lieferketten, Organisationsmethoden, Innovationsinitiativen und interne Dynamiken, die alle einen umfassenden Ansatz im digitalen Zeitalter erfordern. Mit exponentiellem technologischen Fortschritt geht Innovation über das traditionelle Management hinaus und wird zur Schlüsselkraft für die Zukunft einer Organisation. Dieses Buch untersucht die Rolle der Innovation bei der Förderung der Widerstandsfähigkeit und Langlebigkeit von Unternehmen und bietet Experteneinsichten und einen Rahmen für ganzheitliche Innovationen, der die Leser durch das komplexe Ökosystem des transformativen Wandels hin zu dauerhaftem Wohlstand führt.

Mit KI übersetzt

Inhaltsverzeichnis

Frontmatter

Introduction to Holistic Innovation

Abstract

With the introduction of this handbook, we provide you—as readers, practitioners, and/or researchers—with a short overview on the history of innovation management and latest developments. It embeds the authors’ and interviewees’ contributions into a wider context, while at the same time providing you with guidance on the structure and thoughts behind the setup of this handbook. It starts with an overview of the development of innovation management from the first generation of innovation management until now, emphasizing factors that have influenced these developments. We further outline our understanding of holistic innovation, which we see as part of the 7th generation of innovation management, where we observe a movement from open to holistic innovation. In the end of the introduction, we outline the structure of this handbook and introduce the three main parts, i.e. innovation culture, strategic development, and sustainable change with chapters from our expert contributors.

Svenja Damberg, Barbara Blenski, Zita K. Lucius

Summary: Proposition of a Holistic Innovation Transformation Model

Abstract

The final chapter of this handbook on holistic innovation summarizes the key learnings from all contributions, resulting in our understanding of a holistic transformation model. We present and explain the model that shows the relationships and connections between the three parts of this handbook—innovation culture, strategic development, and sustainable change—which are also reflected in the latest innovation management principles. The last section of the chapter is dedicated toward avenues of the future of holistic innovation management.

Barbara Blenski, Svenja Damberg, Zita K. Lucius

Innovation Culture

Frontmatter

Introduction to Innovation Culture

Abstract

Organizational culture often refers to the predominant set of values that is lived by, and guides, employees through their work routines. While the combination of leadership styles generates the perceived value mix, it is the openness toward innovation and new ideas that defines a company’s success with innovation. Further, it seems that the market situation influences internal awareness for a company’s need to innovate. Therefore, working toward a mindset that fosters and emphasizes innovation is a key driver for sustainable growth and long-term success. This chapter provides a unique best practice example explaining one company’s approach to foster a culture for innovation with the intention to learn from and test out if it works in other corporate environments as well.

Zita K. Lucius, Barbara Blenski, Svenja Damberg

Innovation Hurdle Race: Practical Insights in Promoting the Innovation Capability of a Leading German Software Company

Abstract

Innovation is crucial for staying competitive in dynamic business environments, yet companies often face barriers that obstruct or delay innovation efforts. Despite extensive research over the past three decades, studies on solutions to these barriers are limited and there is a lack of a comprehensive analysis from a holistic perspective. This chapter addresses this research gap by summarizing current research and providing an overview of innovation barriers based on the External Environment and Organization Group Individual Barrier Model. The model examines both internal dimensions, such as organizational and individual factors, and external dimensions, including technological trends, market dynamics, and regulations. A case study of the German software provider DATEV eG explores approaches to overcome these barriers, such as orienting innovation fields, creating a transparent innovation portfolio, and implementing an intrapreneurship program. This study contributes to both academic and practical discussions on enhancing innovation by providing practical insights into overcoming innovation challenges.

Selina Endress, Daniel Kiel, Lars Deppe, Kai-Ingo Voigt

Embracing Digital Innovation in the Hotel Industry: Cultivating a Culture of Continuous Learning and Adaptation

Abstract

This chapter explores the imperative role of innovation in sustaining competitiveness within the hotel industry, emphasizing that true innovation extends beyond mere technological adoption to include the cultivation of a culture that fosters creativity and risk-taking. Through a detailed case study of a major hotel’s digital transformation, the study highlights the strategic integration of technology with traditional service paradigms to enhance operational efficiency and customer engagement. The journey illustrates the necessity of a supportive organizational culture and proactive employee involvement in innovation processes, underscoring the transformational impact of leadership that champions adaptability and continuous learning. The case study reveals challenges such as resistance to change and integration difficulties, along with the strategies employed to overcome these, providing a comprehensive blueprint for continuous innovation in service-oriented settings. Key aspects such as continuous learning, opportunity creation, and employee motivation are analyzed to demonstrate their critical roles in driving the innovation agenda. This examination not only offers valuable insights for the hospitality industry but also serves as a model for other service sectors aiming to leverage innovation for enhanced competitiveness and sustainability.

Yide Liu

How to Empower Employees for Innovation?

Abstract

The chapter “Innovation Culture: How to Empower Employees for Innovation?” addresses the alarming decline in innovation within German companies, which has significantly impacted their competitive advantage and profitability. The chapter emphasizes that innovation is driven by individuals within organizations, not solely by organizational structures or leadership. It highlights the negative attitudes prevalent in the workforce toward innovation, which are exacerbated by the rapid pace of digitalization and economic challenges.

The chapter introduces the concept of an open innovation (OI) mindset as a crucial factor for enhancing innovation capabilities. Drawing on the theory of planned behavior, it suggests that fostering a positive attitude toward knowledge sharing and sourcing is essential for successful innovation. The chapter explores how organizations can systematically cultivate an OI mindset through collaborative human resource management practices, digital tools, and incentive systems.

Two case studies illustrate the practical application of these concepts. The OMIND software is presented as a digital tool designed to embed innovation habits into daily work routines, promoting a sustainable cultural transformation. The case studies demonstrate how companies can empower their employees, enhance collaboration, and achieve measurable improvements in innovation performance by adopting a holistic approach to innovation culture.

In conclusion, the chapter underscores the importance of aligning individual mindsets, leadership styles, and organizational incentives to create a thriving innovation culture that drives long-term business success.

Aurelia Engelsberger

Backmatter

Strategic Development

Frontmatter

Introduction to Strategic Development

Abstract

The introductory chapter to this part highlights the importance of anchoring innovation activities along the strategic direction of a company. Based on their strategy, a company communicates and draws its own understanding of its future self, while innovation activities ensure that this picture becomes reality. A strategy further nurtures a common sense of what is happening to the company and why it is happening. Hence, a well-communicated strategy enables employees to understand what they are working towards and what their individual contribution towards success is. Depending on the market a company operates in, a strategy should further integrate a sense for adaptability. The introductory chapter ends with a best practice example indicating which areas are most important and critical for strategic development.

Zita K. Lucius, Barbara Blenski, Svenja Damberg

The Relevance of Customer Insights for a Shift to a Circular Business Model

Abstract

This chapter delves into the critical role of customer insights in transitioning to a circular business model. Many new products fail due to a lack of desirability, and simply being sustainable is not enough to stand out in the market. The key is understanding customer needs deeply through the “Jobs to Be Done” (JTBD) framework. This framework helps create value propositions that genuinely resonate with customers’ desires and behaviors, ensuring both sustainability and profitability. This approach ensures that the transition to a circular economy is not just technically sound but also market-relevant, reducing the risk of failure and increasing the chances of long-term success.

Florian Hameister

A Critical Assessment of OKR in Entrepreneurial Environments

Abstract

This chapter explores the application of the Objectives and Key Results (OKR) framework within startups across various stages of their development. The author emphasizes the adaptability of OKRs in managing the complexities of a dynamic entrepreneurial environment. The chapter begins by outlining the theoretical foundations, focusing on the startup lifecycle, the Stacey Matrix, and the OKR framework itself.

Through a stage-wise analysis—early, growth, and later stages—the chapter illustrates how OKRs can address both internal and external challenges. In the early stage, OKRs are proposed as a tool for tracking consumer behavior to validate the product—market fit. As startups transition to the growth stage, OKRs become essential for aligning teams and managing the increased complexity associated with scaling. In the later stage, OKRs help maintain strategic alignment and foster a culture of transparency and self-determination, both of which are crucial for continued innovation and growth.

The chapter concludes that while OKRs are particularly effective in complex, uncertain environments, their successful implementation requires a tailored approach that considers the unique challenges and culture of each startup.

Jonny Kohlhaas

DB Schenker STARTup terminal: A Case Study of Successful Corporate–Startup Collaboration and Why it Matters

Abstract

This chapter provides an insight into the DB Schenker STARTup terminal as a pioneering model for successful collaboration between established companies and innovative startups. At a time when digitalization and automation bring not only opportunities but also significant challenges, DB Schenker is positioning itself as a leader in the global logistics industry. The STARTup terminal serves as a strategic tool that enables the company to efficiently leverage technological advances through targeted innovation partnerships with startups, thereby securing long-term competitive advantages.

The core of the chapter is a nuanced examination of the “push” and “pull” methods used by the STARTup terminal to identify and integrate innovation. Concrete case studies illustrate the operational excellence of this approach. At the same time, the STARTup terminal’s carefully implemented governance model, led by the Innovation Board, provides a solid foundation for the strategic direction and resource allocation critical to the success of such innovation initiatives.

Aimed at companies and startups considering similar collaborative models, this chapter provides practical insights and concrete recommendations for successful implementation. The case of DB Schenker serves as an inspiring example of how a focused innovation strategy can not only deliver efficiency gains, but also set the stage for future growth.

Ronja Stoffregen

Backmatter

Sustainable Change

Frontmatter

Introduction to Sustainable Change

Abstract

This introduction to Part III of the handbook emphasizes the importance for companies to be prepared for potential changes that impact their ways of operating. As change is inevitable these days, specifically with what we see in regard to technological advancements, but also from societal or workers’ perspectives, it is highly critical for a company to incorporate change adaptation measures as well as incorporating an agile mindset. A transformation can only be as good as it is understood by its stakeholders; therefore, this introductory chapter to Part III provides a best practice example from one of Germany’s leading companies in the IT sector. It highlights crucial aspects when it comes to communicating change and how to overcome barriers during the transformation process. However, change in rapid turning worlds may be often perceived as climbing one mountain after the other. Hence, understanding the need for long-term and sustainable change is critical for any corporate endeavor.

Zita K. Lucius, Barbara Blenski, Svenja Damberg

Uniting Economic Success and Sustainable Impact with Innovation

Abstract

How can organizations create sustainable impact and at the same time be economically successful? Some organizations believe that this is a contradiction, but it often goes hand in hand. The chapter summarizes some practical suggestions and approaches how to unite both. The seemingly contradictory objectives can be combined through innovation and business model transformation. To achieve this, it is necessary to integrate sustainable impact into both the innovation process and the cultural development of the organization. For example, it is possible to develop innovation projects that are aimed at both economic success and sustainable impact. Therefore, the organization must define right in the beginning of the innovation process which social or environmental impact it wants to create. Later in the process, it will become more clear how to contribute to economic, social, and ecological sustainability at the same time. This is relevant for the organizational culture as well. Organizations which do not only contribute to their own financial success, but also care for the social and ecological good, develop on another cultural level. This level integrates a holistic view on economic, social, and ecological sustainability – both in the organizations and the people that work for it.

Anna Tollmien

Workers’ Buyout for Company Succession: Alternative Organizational Models and Their Positive Effects

What Opportunities does WBO Offer in Practice?

Abstract

Workers’ buyout (WBO), the co-ownership of a company by the workforce as a cooperative, is a model that has been used successfully around the world to save companies in crisis. The aim of this chapter is to show how WBO can also be used for company succession and under what conditions it creates the basis for an approach to holistic innovation.

Based on the study of the active cooperative scene in Italy, it will be shown which framework conditions contribute to the success of cooperatives in general, and WBO in particular; Italy has abt. 60,000 cooperatives and Germany 8,000. The case study on oose eG, a company that has transformed itself into a self-organized cooperative, examines which organizational elements and structures contribute to innovative strength in companies, and built innovations as their platform haqoo.

Based on a practical case study, this chapter argues that WBO offers potential for creating a sustainable economy, redefining economic success and distributing the added value generated. Co-ownership enables former employees to participate in fundamental decisions. The international cooperative principles promote cooperative work, mutual support, and the development of ecosystems. This creates ideal conditions for a holistic development and implementation of social innovations, and at oose eG, this can be also multiplied externally via haqoo.

Claudia Henke

New Work as a Driver for Innovation? The Influence of New Work on Companies’ Propensity to Innovate

Abstract

The collective term “New Work” is associated with modern approaches to reshape the world of work. The long-term success of a company requires the development of innovations. The connection between New Work and the development of innovations is barely researched. The aim of this investigation is to determine whether companies can use New Work as a driver of innovation. The influence of New Work on companies’ propensity to innovate is examined empirically. A total of 20 expert interviews were conducted and evaluated using qualitative content analysis. The results of a interviews show that New Work can increase companies’ propensity to innovate, and thus serve as a driver of innovation. But New Work does not inevitably lead to an increased willingness to innovate. In order to exploit available potential, it is necessary to initiate changes consciously and to take specific measures. It should be mentioned that the results of this study are based on a qualitative survey of a small number of experts. This sample is not representative. The recommended measures have not yet been validated either theoretically or practically. The reliability of the results therefore should be verified by quantitative follow-up studies with statistical analysis.

David Hertle

Backmatter

Titel: Holistic Innovation
herausgegeben von: Svenja Damberg
Zita K. Lucius
Barbara Blenski
Verlag: Springer Nature Switzerland
Electronic ISBN: 978-3-031-77979-4
Print ISBN: 978-3-031-77978-7
DOI: https://doi.org/10.1007/978-3-031-77979-4