This case shows how ThyssenKrupp (tk) has altered its innovation process in recent years. CEO Heinrich Hiesinger has brought in a former colleague from Siemens, Reinhold Achatz, to lead a transformation of the R&D function at the company. With tk's roots over 200 years old and its highly divisionalized organizational structure, Achatz had to be thoughtful and strategic about how to manage this change. At the same time, tk needed to boost its organic growth, which put pressure on the organization to move fast. The case follows projects through the new innovation process and invites students to place new projects into the proper place in the innovation process.
1. Explain and illustrate contemporary innovation processes inside a large corporation. 2. Examine the tensions between top-down authority and business-unit-driven budgeting for innovation inside a large company. 3. Connect Open Innovation thinking and processes to those of typical stage gate processes.
Pub Date: Dec 31, 2017
Discipline: Social Enterprise
Subjects: Innovation focused strategy, Open innovation, Incubators, Innovation, Product life cycle, R&D, Organizational transformations, Growth strategy
Product #: B5908-PDF-ENG
Industry: Iron & steel
Geography: United States, Germany
Length: 17 page(s)
Berkeley Haas Case SeriesFollowThe Berkeley Haas Case Series is a collection of business case studies written by faculty members at the Haas School of Business. Cases are conceived, developed, written, and published throughout the year, on subjects ranging from entrepreneurship and strategy to finance and marketing. Each case includes a teaching note for use in the classroom.