What we have acheived for our clients
Here you will find a selection of projects that we have successfully completed for our clients. For the purpose of confidentiality, we do not provide names. In total, we have implemented around 60 projects with over 40 customers since our foundation in Spring 2017. Based on turnover, the size of our customers ranges between 150 million and 230 billion euros per year. These are both private and publicly listed companies.
Establishment of an innovation hub in the automotive industry
We designed, prepared, and accompanied an innovation hub for a leading automotive manufacturer. The aim of the project was to explore new ways to access Berlin’s technology ecosystem and to drive hardware-based business models for the mobility market of the future. We supported our client in choosing the organizational model, developing the strategy, selecting personnel, identifying relevant technologies, introducing to the ecosystem, developing business models and further developing individual projects.
“Disruption Sprint” for a diversified industrial group
“Disruption Sprints” are 4-6 week intensive workshops, during which we develop concepts with clients on how their core business can be improved to face disruptive competition. These concepts serve to better equip the established business against attacks and, if desired, to carry out a disruptive attack on their own business, i.e. disruption of one’s business initiative. For a large, family-owned industrial company, we developed a concept for a disruptive platform in a 6-week workshop and prepared it for implementation.
“Disruption Sprint” and validation for an automotive group
Together with a leading automotive group, we conducted a Disruption Sprint, which resulted in a concrete concept for a disruptive project. The concept was developed in close cooperation between the client and and our team. Following the concept phase, the idea was validated on the market. The basic assumptions were checked, resulting in a resilient business plan.
Development of a new business model for the manufacturer of warehouse infrastructure
With a family-run warehouse logistics company, we identified the technologies and business models likely to influence the future of the industry. In close cooperation with the customer’s team, we developed, evaluated, and validated two platform business models.
Last-mile-delivery cooperation in logistics
A leading logistics service provider approached hy with a project to identify relevant technology partners in the field of last mile delivery and to establish a partnership model. We collected and analyzed information on relevant startups. In the second stage of the project, the team responsible met with founders of the most interesting companies. Ultimately, we facilitated cooperation between our customer and a manufacturer of robots intended to improve last-mile delivery.
Global opportunity landscaping for specialty chemicals
Landscaping is a comprehensive and strategic project, in which the unbundling of traditional industries is analyzed, creating a map of spaces and its relevant participants. Spaces are new, early-stage industries that emerge from the unbundling of traditional industries. Spaces can grow into large industries. For a leading supplier of specialty chemicals, we identified pertinent spaces and described them in detail. The research resulted in a strategic recommendation, suggesting in which spaces our client should strive to be active.
Technology exchange in the aerospace industry
We curated an exchange involving senior engineers of a leading aerospace company, during which the engineers met with selected founders and experts. Together with our client and the founders, we developed applications for new technologies in aviation.
Exchange between startups and car manufacturers
We designed and implemented more than a dozen digital learning journeys in Berlin for the Executive Board, first Management, and the Works Council of a leading automotive group. Participants gained a comprehensive insight into the thinking and working methods of disruptive innovators. These insights were incorporated into our client’s digital strategy.
Intensive Fellowship-Program in Palo Alto, Tel Aviv, and Berlin
Fellowships are 10 to 12-week intensive programs, in which a group of 4-5 people deeply immerse in a high-tech region and design new business models for their own companies. This prepares the participants for management tasks in important digital projects. For our customers in the automotive industry, we prepared, implemented, and reviewed fellowship programs in Palo Alto, Tel Aviv, and Berlin. In addition to curating the program, we worked with the teams on new business models, helping to expand knowledge of platform and digital economies.
Digital strategy for a global cable manufacturer
We conducted a digital learning journey for a global cable manufacturer. The board and management team developed a common understanding of transformation and derived respective digital business models. In a subsequent global tech landscaping, the technological developments in a particular subject area were analyzed. In addition, relevant startups were identified and concrete opportunities for the entrepreneurial implementation of the strategy were described.
Breakthrough into property technology for a large real estate company
We supported a large real estate company in analysing new technologies and areas of innovation related to property technology. In addition, we identified all relevant global startups for potential partnerships. The results were presented to the management team in a special briefing format (“Tech Day”). Important startups were integrated into the program with presentations. As a result, strategically important cooperations with startups were initiated. With our support, the real estate company defined its digital strategy.
Strategy debate for a professional bank
In this case, the client operates banking services for a respected professional group. We organised and supported an intensive debate on the company’s strategy for the Board of Managing Directors and Senior Management. This project was combined with arranging a trip for relevant innovators to Berlin.
Support in establishing an investment company for a major bank
We assisted the Board and Executives of a major financial institution in understanding the impact of digitization on their B2B business model. We conducted a series of learning journeys and strategy sessions for the bank’s senior management. From the results, the bank developed a desire to drive its digitisation by investing in startups. We supported the bank in creating an investment company for startups.
Study trip to Silicon Valley
We organized, curated, and conducted a one-week visit to Silicon Valley for a select group of Managing Directors of German industrial companies. During the trip, we systematically developed knowledge about digital business models in the platform economy. On the basis of this information, the participants were able to draw conclusions for their own industry and core business.
Connect logistics companies with startups
For a global transport and logistics company, we curated relevant startups from the transportable energy sector, organizing meetings with the most pertinent startups. As a result of this project, certain startups were included in our in-house accelerator.
Digital market opportunities for a utility company
We analyzed the global technology and startup market, complemented with specific application cases, for the managerial team of a large utility company. We also identified future business models and opportunities for innovation in other fields.
Corporate venturing unit
We identified trends, disruptive technologies, and relevant startups for a global leader in the materials handling industry. We also helped to derive concrete business ideas. In a subsequent project, we assisted the company in creating a corporate venturing unit to participate in startups. The aim of the unit is to advance the company’s digitization.
Financial mathematical strategy simulation for consumer goods group
On behalf of a leading consumer goods group, we analyzed which business models utilize big data to achieve economically attractive results. In a second project, we analyzed and evaluated various implementation strategies for the same client. The project resulted in a clear set of recommendations on how the company should build its strategy at each step: build, partner, and invest. Using mathematically elaborated financial models, we simulated the economic effects of the recommended strategy and described its impact on the company’s key figures.