We help companies reach their greatest potential
innovation in food service
As new service & business models slowly brew in the food service industry, a category leader wanted to explore the potential of a subscription model.
We were tasked to find out what it would take to make a subscription desirable to customers and whether it is possible to use the model to increase customer lifetime value and generate revenue predictability, without risking profitability.
A small but diverse team was built to approach the innovation challenge from both qualitative and quantitative perspectives – and to do this in a swift sprint mode.
Over 6 weeks, a large number of stakeholders were interviewed, extensive customer co-creation was conducted and sophisticated quantitative methods were applied to understand subscription price sensitivity and the profit implications of alternate service models.
We utilised highly refined, product level mockups combined with business model variations which allowed us to model directions on both the experience and the servicing side.
In short succession, we were able to generate a thorough understanding of the desirability of the subscription service model and the viability of the underlying business model.
These proprietary insights are being put to use in our food service client's long-term business development – next the model will be further tested in the real world in the MVP phase.
Waking a sleeping giant
with an accelerator
A multinational telco was falling behind its competition and understood the pressing need to transform into a responsive and market-driven innovation powerhouse.
We designed and implemented an internal, nine month long accelerator program to foster a new way of thinking, doing, and delivering change across the whole organization.
This was done by upgrading the innovation culture and methods, and then putting these newly learned skills into action in product innovation projects and new M&A processes.
A rigid way of doing things can be transformed rapidly when the culture is adjusted as a whole, with a comprehensive set of state-of-the-art structures, habits, and tools.
This is a powerful – and highly efficient – way to make a company’s bold vision and strategy a reality.
The accelerator program allowed the whole organization to become more collaborative and responsive to change. In addition, it facilitated several successful business initiatives and new products.
Changing lives in
the world of work
The world of work is undergoing immense structural changes.
To prepare for the future and help millions of people thrive in the job market, a public sector organization asked us to reimagine their purpose, devise a strategy, and define a service portfolio for meaningful growth and impact.
We took a deep-dive into future and current realities of work through foresight and ethnography. This provided clear insights and directions from both human and system perspectives.
We then led a four-month-long strategy journey with the leadership team and employees.
Traditionally, the focus across the public sector has been on providing unemployment services. Now this seems acutely reactive and the emphasis is shifting on helping people thrive with the constant change in the world of work.
This major insight unlocked new opportunities across all strategic horizons.
We delivered an updated purpose, a clear set of strategic directions, a set of experiments to realize the strategy, and key indicators to track change.
In addition, we built a new service portfolio from the human perspective to align all strategy work with actual human outcomes.
to become actionable
Most companies conduct continuous research on customer behaviour and the way the market behaves.
A lot of this data needs translating among the different functions of the company from R&D to production to sales and customer care, to achieve not just understanding but actions.
Best companies are not just driven by data but by actionable insights - and so the project aim was to create a way to rediscover how data is packaged, seeded and how to make the point of entry as easy and engaging as possible.
We began by assessing the fields of influence of the insight team and prioritising them. We followed that by co-creating a target state - what and how - on making the company decision making to be based more on actionable insights.
We were also able to significantly raise the bar on how the insight team sees their role in the organisation and how they can evolve from a research and data-driven operation towards an engagement and outcome-driven one.
We redesigned the outputs of the insight team with a narrative structure and state-of-the-art data visualisation concept.
We provided a concept book, guidelines and production-ready templates for moving the organization forward with engaging content and clear strategic direction.
innovation in energy
As is widely known, energy is in the midst of multiple, simultaneous disruptions. The disruptions are driven by advancements in clean energy technologies as well as fast-evolving customer & stakeholder expectations.
Amidst the rapidly changing landscape, a major energy company tasked us to discover & define the core principles of a new service-oriented business model that would help them advance their energy & service transition.
We responded to the innovation challenge with a swift but thorough 8-week dash. To understand the market opportunity and the dynamics of the sales funnel we recruited a cohort of existing and potential customers for extensive immersion.
To understand the core technology and to fully grasp the organizational implications of a service model we worked closely with a variety of experts across the client company.
Based on the newly collected understanding we designed a concept that was tested with our customer cohort and further iterated based on the feedback.
The service concept and key elements of the business model were validated through customer testing. The immersion generated valuable insights on the existing service ecosystem, tangible customer frustrations and potential points-of-entry.
Next the service concept and the underlying business model will be piloted in the real world.
Moving mobility forward
with a new service layer
Mobility has seen a dramatic redesign over the past years with a Mobility as a Service (MaaS) layer on top of existing transport networks and solutions.
A pioneering MaaS operator enlisted our help to refine and clarify their existing complex concept and build a service that helps people travel more efficiently and effortlessly.
To understand the requirements from both customer and stakeholder perspectives, we carried out in-depth interviews, co-creation sessions, and rounds of prototype validations.
We then mapped various customer journeys, from pre-trip to post-trip, to identify the opportunities and barriers for success.
The service is now available in several European cities, with the goal of global availability by 2022.
It is built on an idea of integration with existing open transport data, network, and services, so it can be applied to most local contexts.