Abstract: Flexibility and the ability to make decentralized decisions, as well as a high degree of customer orientation, are core elements of an innovative culture. In addition to specific leadership behaviors, to be able to sustain an innovative culture...
Abstract: Flexibility and the ability to make decentralized decisions, as well as a high degree of customer orientation, are core elements of an innovative culture. In addition to specific leadership behaviors, to be able to sustain an innovative culture you need to develop a dedicated toolbox. A project team at Siemens Digital Industries – Factory Automation – was able to lay the foundation for a customer-centric development of new products through a holistic leadership approach. The principles of ORGANIC agility® and the use of specific tools for innovative product development allowed them to verify product hypotheses rapidly and reflect those learnings into their business strategy.
The increasing automation and digitalization in the manufacturing industry – often associated with the buzzword “Industry 4.0” – heralds a further transformation in industrial production. The change is taking place gradually and is driven by the constant further development of technologies and their spread.
One of the key challenges for many companies is to balance their product portfolio. A balanced portfolio is composed of two essential segments: an exploit portfolio, which comprises the products that are driving a company’s current commercial success; and an explore portfolio, which comprises innovative products and technologies whose commercial viability still needs to be validated.
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