A third and much-tested strategy for digital

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innovation digital disruptionYou can also increase the flow of ideas by involving customers in co-creation sessions or via an online innovation platform. Enexis Unplugged is a good example of this. In order to get a much-needed digital boost, companies and governments are increasingly organizing hackathons. These are events where developers, designers and creatives are challenged to create a completely innovative application in 24 or 48 hours based on made available datasets. There are closed hackathons, only accessible to employees, and open hackathons, in which in principle everyone can participate. For the organizers a source of inspiration and a good indicator of the quality of the labor market.

The advantage of internal innovation is that it already has support from employees in different parts of the organization and will therefore be accepted more quickly. The disadvantage of internal innovation is that it takes a lot of time to achieve success and has a great chance of succumbing to the aforementioned innovator's dilemma.

3. Greenfield
innovation for established companies is the greenfield organization. A greenfield organization is a separate business unit outside the established organization, which is given complete freedom to develop a disruptive innovation. Without the limitations of a cumbersome organization or the burden of slow IT legacy. As if it were a start-up, with a start-up culture and working method. This means always being busy thinking up new business south korea phone data models, developing better customer experiences, working agile and multi-disciplinary.

In our experience, this works best with a mix of experienced experts, young digital talent, little hierarchy and a lot of room for creativity. It is important that ideas are made tangible very quickly, presented to the client and then further developed. Don't spend too much time trying to make it completely perfect. It's about collecting feedback as quickly as possible to know whether you are on the right track: think, create, improve.

Basiq Air & Spotify
A well-known example of a successful greenfield is Basiq Air. In order to compete with new low-cost carriers such as Easyjet and Ryanair, Transavia set up a separate business unit that focused 100% on offering cheap scheduled services via the internet. After Basiq Air had proven itself, Transavia merged the unit with the existing organization. This became Transavia.com, the current marketing concept of Transavia.