Innovation is 'the successful implementation of ideas'. Human Dynamics provide reliable innovative thinking strategies, processes and structures that enable your company to stay ahead.  Innovation can be:

• Strategic innovation, which involves transforming the basis of competition, the brand or organisation internally
• Product or service innovation, which is the exploitation of ideas to deliver something to the market place
• Process innovation, i.e. new and better ways to do old things, e.g. cost reduction, defect elimination

Human Dynamics can help in the following areas:

• 24 hour, one day or even shorter innovation strategy summits, where you get real progress in a short time
• New product / service development consultancy, converting ideas into innovations
• Turning great ideas into prototype designs in partnership with Imperial College London
• Marketing strategies and tactics to ensure your innovation diffuses rapidly into the marketplace
• Innovation masterclasses in partnership with the Judge Institute, University of Cambridge
• Continuous improvement processes e.g. product redesign and value engineering
• Organisational 'illnesses' e.g. poor motivation, performance problems

Case Study:

Ideas into innovations

Situation

Our client was British Telecom, who faced severe competition a few years back. It was looking to produce innovations within the brand, its products and its processes, so that it may generate short and long term growth and contain the cost base to improve shareholder value.

The client requirement

To generate a range of innovative opportunities each worth minimum £100 M per annum.  Previous activity had not focused on innovations of sufficient scale.

What we did

We designed and ran a series of 24 hour innovation immersion events in different parts of the company, to address the challenge. We also provided advice and development so that the company could continue this work after we had transferred the necessary knowledge, skills and values.

The result

In one example, a wide range of strategic, product and process innovations were generated, from which 11 passed all the board's tests of implementation and each one was judged to be of greater value than the £100 M per annum target. Five of these were initially  implemented with a number of others following on.