The following represents a selection of my coaching and consulting projects that I have undertaken with INNOKI that are not NDA-protected. Some client data has been removed for privacy reasons.
INNOKI is an innovation consultancy I co-founded. We consult and enable clients to create innovative new products and services, as well as adopt new ways of working. We do this with agile methodologies such as Design Thinking (user-centered design), Scrum, Lean Startup, and systemic coaching.
Client references: Daimler, Bosch, GIZ, KFW, DB, Commerzbank, Sartorius, Barmenia, OEV, Hopp Foundation, Falling Walls, Transport Data Commons, Sum4All
I facilitated a workshop and subsequent virtual meetings for the UK’s Foreign, Commonwealth & Development Office (FCDO) and Germany’s Federal Ministry for Economic Cooperation and Development (BMZ) to redefine the future strategy of the Sustainable Mobility for All (SuM4All) initiative. I engaged with representatives from SuM4All’s member organizations to shape the next five years of the initiative’s operation and governance.
Key contributions included:
This project aimed to position SuM4All for greater impact in the evolving global mobility landscape.
In my capacity as a facilitator and enabler, I helped create the Transport Data Commons. Our mission was clear: to create a shared, public, accessible, and continually updated database for the transportation sector, uniting over 30 leading organizations in the field.
The Transport Data Commons Initiative is a testament to the power of collective action with a shared vision. It is an alliance of organizations and individuals who share an unwavering passion for transport data and its potential to drive sustainable, low-carbon development within the transportation industry, particularly in support of developing countries.
My role encompassed structuring the innovation process, designing and facilitating a series of co-creation workshops, moderating monthly member meetings, and coaching subteams to accomplish their tasks.
The Transport Data Commons aspires to be a global platform, providing accessible and meaningful transportation data that empowers stakeholders worldwide. It’s a space where transport-related data can be openly shared, analyzed, and harnessed to inform decisions and create sustainable transportation solutions.
Through our collaborative spirit and the open sharing of data, we aim to foster innovation and catalyze positive change within the transportation industry. It all began with 21 entities and 25 individuals at a co-creation workshop in May 2022. Since then, we’ve grown in number, determination, and readiness, fueled by our shared commitment to transportation data and its transformative potential.
To expedite progress, we established working groups focusing on strategy, data architecture, and user perspectives while maintaining regular convenings as a full group. Our efforts are now focused on refining the prototype database, establishing a formal organizational structure, and identifying funding opportunities.
Seed funding from Germany’s GIZ and the UK’s Climate Compatible Growth Programme has been instrumental in sustaining our prototyping efforts, with the UNECE providing essential infrastructure to host the database.
The goals of the Transport Data Commons are far-reaching:
At its inception, this project embarked on a journey of discovery, seeking to answer a fundamental question: How can digital platforms facilitate transformative solutions? Guided by this quest, we undertook the challenge of identifying, designing, and rigorously testing a plethora of solution approaches. This journey unfolded within a framework of user-centered and co-creative processes, which placed users at the heart of our innovation endeavors.
The culmination of our efforts yielded an inspiring concept: a dynamic platform that acts as a connective bridge between solution providers, including service providers and NGOs, and forward-thinking investors. This innovative platform concept emerged as a powerful solution to facilitate meaningful collaborations.
Integral to the project were co-creation workshops, both with the invaluable perspectives of the client’s employees hailing from diverse departments, referred to as “developer workshops,” and with the active participation of invited user representatives. These workshops served as vibrant incubators where ideas were nurtured and refined, shaping the platform’s evolution.
In tandem with ideation, we crafted essential business components, such as business model canvases and compelling pitch decks, to articulate the platform’s value proposition. Additionally, we conducted in-depth business process analyses to ensure the seamless integration of this solution.
Our collaborative endeavor with a leading German automotive company embarked on a transformative mission encapsulated by three central questions, explored over three design sprints:
To unravel these complex questions, we assembled interdisciplinary teams comprising affected employees, managers, and HR leaders. These teams became the driving force behind the development of personnel concepts, each member contributing their unique insights and experiences.
The journey of transformation was marked by three distinct sprints, each dedicated to exploring one of the pivotal questions. Through these iterative sprints, we not only sought answers but also forged a dynamic environment where collaboration thrived, trust flourished, and employee needs remained at the forefront.
The project embarked on a mission with global implications: to write a policy paper aimed at fortifying electromobility in diverse countries. This ambitious endeavor culminated in a co-creation workshop held within the innovative confines of the GIZ innovation lab in Costa Rica.
The workshop gathered a diverse ensemble of participants hailing from ministries and industries across South and Central America, complemented by the insights of invited consultants. This diverse assembly was a wellspring of knowledge and expertise, collectively envisioning the future of electromobility.
Through intensive collaboration, the workshop participants contributed their invaluable input, each adding a layer of expert insight to the discourse. Their knowledge was distilled into concrete findings, forming the bedrock upon which our policy paper was built.
The resulting policy paper represents more than just words on a page; it’s a dynamic blueprint poised to drive real-world change. It embodies the collective wisdom of diverse stakeholders, fostering a future where electromobility is a cornerstone of sustainable transportation systems across different nations. It was presented at the COP of that year.
The project is driven by the aspiration to inspire and equip young scientists with the tools, insights, and connections they need to embark on the exhilarating journey of entrepreneurship. In collaboration with the Falling Walls Foundation, INNOKI, and our partner agency, Berliner Ideenlabor, we created the “Young Entrepreneurs in Science” program.
This transformative initiative takes the form of a dynamic workshop and webinar series meticulously designed to engage doctoral students and post-docs. Through a diverse curriculum that encompasses design thinking, the business model canvas, pitch training, and the lean startup methodology, participants embark on a transformative learning journey.
However, this program is more than just theoretical knowledge. It’s about igniting inspiration and fostering practical innovation. Participants have the unique opportunity to connect with role models and business partners who generously share their entrepreneurial and innovative experiences. This interaction provides invaluable insights, inspiration, and real-world perspectives.
As a testament to our commitment to nurturing the entrepreneurial spirit, we’ve been moderating the “Young Entrepreneurs in Science” workshops and webinars for five years. During this time, we’ve had the privilege of witnessing countless participants take the leap into the startup world, founding their ventures, and patenting their groundbreaking innovations.
Our innovation project embarked on a transformative mission: to develop an exhaustive digitization strategy and seamlessly integrate cutting-edge digitization concepts for a distinguished development bank. This journey was marked by our close collaboration with the bank’s digital office, as we worked in tandem to redefine their digital landscape.
Our first pivotal step involved capturing the user perspective. To achieve this, we orchestrated a series of co-creation workshops complemented by numerous in-depth interviews. This immersive process allowed us to gain invaluable insights from the bank’s stakeholders.
Our efforts extended beyond user engagement. We meticulously analyzed, restructured, and optimized various processes, ensuring they were primed for digitization. The culmination of these endeavors materialized in a multi-layered, multi-stage digitization plan. This comprehensive strategy addressed key aspects, including the digitization of existing processes and services, the cultivation of a collaborative corporate culture, the delineation of concrete lighthouse projects, essential IT infrastructure adjustments, the resolution of legal intricacies, and the transformation of project structures and methodologies.
This project showcases our ability to navigate the complex landscape of digitization, forging a roadmap that guides an institution toward a future empowered by digital technologies.
Our collaboration with a German Development Bank embarked on an innovation journey aimed at crafting human resources concepts and pioneering funding approaches tailored for fragile contexts. Rooted in co-creative and user-centered methodologies, this project pushed boundaries to catalyze transformative change.
The heart of this endeavor lay in a series of workshops, where solutions emerged through collective ingenuity. Human resources concepts were developed collaboratively with the bank’s dedicated employees. This involved a rigorous process of interviews, concept prototyping, and employee testing. Through this iterative process, we refined concepts that not only addressed the unique needs of the bank but also resonated deeply with its workforce.
Parallelly, innovative funding approaches were crafted in close partnership with employees, fostering a culture of shared innovation. An instrumental milestone in this project was the co-creation workshop with the German Federal Ministry for Economic Cooperation and Development (BMZ). This collaborative session sought to forge a strategic roadmap, bringing together diverse perspectives and expertise.
A significant outcome of this venture is the emergence of digital funding concepts. These concepts were brought to life through mock-ups that underwent rigorous testing. The digital funding prototypes represent a tangible product of our collective efforts, offering a glimpse into the future of funding strategies in the realm of development.
Working in collaboration with the German Society for International Cooperation (GIZ), we embarked on a multifaceted project centered around Electromobility and Sector Coupling, addressing global challenges through innovative solutions.
This project comprised two pivotal phases, each contributing to our mission. In the first phase, a central kick-off workshop convened in Frankfurt, uniting stakeholders from ministries, businesses, research institutions, and representatives from three distinct case studies: Barbados, St. Vincent and the Grenadines, and Lviv (UA). This dynamic event served as the breeding ground for co-creation, where initial approaches to solutions, including digital innovations, were collaboratively forged among participants.
The second phase of the project unfolded as a regional in-depth workshop, strategically hosted in Barbados in cooperation with CARICOM, involving participants from a total of 13 member states. This immersive experience yielded a trove of innovative concepts, inclusive of digital solutions to electromobility and sector coupling, an intricate understanding of existing challenges and opportunities, and the establishment of a network comprising relevant stakeholders.
We undertook the task of sensitizing managers at a leading German bank to the profound challenges posed by the ever-evolving digital landscape in the banking industry. Our objective was to equip them with the necessary tools and insights to navigate this dynamic digital landscape effectively. To achieve this, INNOKI crafted a series of impactful workshops, collaborating closely with internal consultants.
Our approach was centered around fostering new strategic perspectives by integrating co-creative and user-centered methodologies. Through these workshops, we engaged participants in envisioning innovative strategies that not only addressed immediate challenges but also positioned the bank for sustained success in the digital era.
To render these strategies tangible, we employed low-fidelity prototypes, including mock-ups and conceptual models. These visual aids not only clarified complex ideas but also enabled stakeholders to grasp the practical implications of the proposed solutions.
Moreover, we delved into various facets of agile project management, encompassing planning, review, and retro sessions. These hands-on sessions provided a concrete understanding of agile principles and methodologies, fostering a culture of adaptability and continuous improvement within the organization.
In collaboration with managers at the leading German bank, we meticulously planned the implementation of these strategies, ensuring a seamless transition from ideation to execution.
This project underscores our commitment to facilitating meaningful change in the banking industry by bridging the gap between traditional and digital banking paradigms. It serves as a testament to our ability to engage organizations in transformative journeys, equipping them with the tools and strategies needed to thrive in a digital-first landscape.
My role in this project was to advise on the construction of a new joint school building for two distinct educational institutions and to foster strategic integration, as well as apply co-creative and user-centered methodologies. The approach was carefully planned in collaboration with our client, resulting in a project that bridged the unique needs of two different school types.
Our process unfolded in a series of events where the schools, initially separately and then collaboratively, articulated the specific requirements of their respective user groups within the context of their school type. This dialogue served as the foundation upon which innovative solutions were built.
To bring these ideas to life, we leveraged low-fidelity prototypes, such as sketches and rudimentary cardboard 3D models, to visualize and refine concepts for learning and teaching spaces. These tangible representations provided a tangible bridge between abstract concepts and practical solutions.
It’s worth noting that after an initial phase, the project transitioned from being supported by the Hopp Foundation to receiving funding from the Hemsbach city administration. This transition underscores the significance and promise of the work being undertaken.
Over the course of three years, our consulting engagement reached every manufacturing team leader across the client’s global operations. Our primary objective was two-fold: to impart essential skills and cultivate a forward-thinking mindset among these managers while concurrently establishing a dynamic platform to prepare them for a rapidly evolving world, characterized by the rise of electric mobility and the urgent demands of climate change.
The cornerstone of this transformative program was the integration of “Leadership 2020,” a comprehensive set of leadership principles and practices. This framework empowered the client’s manufacturing team leaders with the necessary tools to excel in their roles while equipping them to navigate the complexities of electric mobility and the challenges posed by climate change.
This endeavor underscored our commitment as external consultants to drive continuous improvement and foster forward-looking leadership within the client’s manufacturing teams. Our mission was to ensure that these teams were not only prepared but poised to excel in an ever-changing global landscape.
As the project consultant, our primary objective was to spearhead a profound transformation within the client’s organization by instilling a user-centric ethos and corporate culture. Our journey began with a bold vision: to engage employees and insured individuals across the nation in a collaborative effort to reshape the client’s company’s mindset.
To achieve this, we orchestrated a series of co-creative workshops, accompanied by an extensive round of over 100 in-depth interviews with insured individuals from diverse user groups. These interactions served as the crucible in which qualitative data was collected and meticulously analyzed. To provide a more comprehensive perspective, we complemented our qualitative insights with quantitative data.
The fruit of these endeavors culminated in the creation of six meticulously crafted personas. These personas have since become the linchpin of the client’s internal communication strategy, enabling the organization to foster a profound understanding of its customers and their diverse needs among its employees.
However, our commitment to the project did not end with the development of personas. These dynamic profiles served as the foundation upon which we built a portfolio of innovative and customer-centric insurance processes and services. We were not content with merely conceptualizing these personas; instead, we set out to make them tangible within the client’s company culture.
To this end, we orchestrated a series of captivating artifacts designed to bring our personas to life within the organization. This included the creation of immersive “empathy rooms” – exact replicas of our personas’ living spaces. We also curated photo albums brimming with personal stories that resonated with the employees. Further, themed weeks in the company canteen helped bridge the gap between the staff and the personas they now champion.
Through this holistic approach, we have not only catalyzed a profound transformation in the client’s corporate culture but also paved the way for insurance processes and services that genuinely meet the evolving needs of its customers. Our ongoing commitment is to ensure that the user-centric perspective remains at the forefront of the client’s organization’s DNA, driving them toward a future of innovation and excellence.
The project was driven by the vision: to bring insurance services into the digital age through the creation of a mobile application (app) while simultaneously unlocking new layers of value for policyholders. This bold endeavor was marked by a series of co-creation workshops, setting the stage for transformative innovation.
In these collaborative workshops, we brought together representatives from 11 public insurance companies alongside invited users, ensuring diverse perspectives and deep insights. Together, we embarked on a journey to conceptualize and shape the future of insurance through mobile app concepts.
The workshops served as a crucible where we meticulously analyzed current insurance processes and unearthed untapped potential. This process of exploration and ideation was interspersed with the development of click dummies, offering tangible glimpses of the envisioned app’s functionality. User tests between workshops provided critical feedback loops, ensuring that our solutions resonated with the very people they were designed for.
The culmination of this collective effort yielded not one, but two distinct app concepts, each accompanied by fully developed business cases. These concepts transcended the drawing board and were transformed into real-world solutions, making the vision of mobile digitization a tangible reality.