At SCE a model of innovation that blends the different internal and external dimensions of the innovation process has been developed by Prof. Klaus Sailer. This model combines proven innovation approaches and integrates the complexity of the innovation process.
It is noted that the innovation process is influenced by various factors. These can be found in four different levels of society: individual personalities are needed to put the impetus for innovation and drive it. The progress of the innovation process, however, is also determined on three other levels: the company and its members, the direct environment of stakeholders, including customers, partners and competitors and in the society in which the company operates.
The innovation process accordingly can be viewed with a different focus. Six perspectives can influence corporate strategies: These are the skills, competencies and core values ??of a company, next the customer needs, further technological requirements in the enterprise, laws, policy, and cultural realities, but also trends and future fields and last but not least the financial framework. The strength of this model is to consider all areas and to bring transformation to results in temporal states.
The focus on rather developing marketable business models (Osterwalder 2009) than pure product innovations showed already the way multiple components can be taken to the market. But innovation in the model presented here is also designed as evolving process, with different phases from problem definition, development, use - and so on. Individual phases have been described in multiple variants and methods in the literature.
The human-centered innovation approach (Brown 2009), which SCE programs APE and I2S have written on their flags, puts requirements of the people in the foreground. The recognition and understanding of the needs of potential customers in the phases of requirement analysis / solution search are basic.
Only the second step concerns the company's strengths. In connection of all the different areas and levels of society, new results emerge and create overall strategies. As decades ago, with the concept of total focus on product quality, including total quality management (TQM) (Dale 1999), innovation is here seen as an issue that affects the entire organization and its environment.
Solutions within individual areas can be assembled into a holistic business model that is evolving. The challenge of developing a sustainable business today is to go through the complex process from the idea to market penetration in all areas and at all levels of society and to successfully integrate interactions.