1. Generic factor: idea & vision

Introducing ideas

New ideas for modernising or improving products or services often come from employees in the organisation. These ideas can develop from within the organisation or outside of it. Sometimes they suddenly appear from nowhere or as a result of unexpected events in the environment in which the organisation operates.

Introducing vision

Companies that belong to the leading group of entrepreneurs are companies with a clear vision, ambition and ideas. They tend to be innovative. For companies that are lagging behind, creating a vision for the future, which clearly defines the direction the company wants to go in, is vital.

2. Generic factor: Innovation & breakthrough

Introducing innovation

Product life cycles are becoming shorter and shorter. Greater sustainable requirements are always being placed on new products and services. Responding flexibly to changes forces companies to keep innovating and modernise their range of products and services. It is vitally important for organisations to respond quickly to these changes.

Introducing breakthrough

Organisations that respond flexibly to changes and move with the market are aware of the importance of sustainable innovations and as a result, they are able to adjust their internal business practices. They have a vast amount of knowledge and expertise to adopt innovations and translate them into concrete solutions that ensure a breakthrough in the working world.

3. Generic factor: Concept

Introducing concept

A concept is characterised by a definition in which the properties of an imaginary object are described in general terms. It broadly outlines what solutions are available. A concept provides an overall impression and structure of the solution. It forms the heart of the process in The Owls Breakthrough method. The concept combines the creative phase (idea, vision, innovation and breakthrough) with the operational phase (mission & strategy, planning & implementation, and the iterative process). It leads to developing the master plan and therefore provides an input into the strategy and implementation. A concept provides structure and a network for collaborative partners.

4. Generic factor: Mission & strategy

Introducing mission

A mission specifies what the organisation wants to mean to its customers, employees, stakeholders and other interested parties. The mission clarifies what the company stands for, how they stand out from other comparable organisations and its target audience. It provides guidance on specific aims. The mission describes the common purpose of the organisation with its intentions and ambitions based on distinctive standards, values and beliefs.

Introducing strategy

Strategy provides guidance on day-to-day activities, what we want to achieve and how we are going to further develop. It indicates what areas we want to succeed in with innovations and what returns we want to achieve. Many innovations fail because products and services do not properly match the customers’ wishes. Put customers at the heart of your innovation strategy once again. At the same time, employees are certainly playing a crucial role in strategy formation – they are the spearheads of the organisation. Employees are closely involved in developing the strategy. That is why employees are not passive consumers of the message: they are the ambassadors of the organisation.

5. Generic factor: Planning & execution

Introducing planning

In the planning phase, the implementation of the desired innovation or breakthrough is prepared and developed into a specific plan. Key considerations include the short and long-term plan, the desired deployment levels, available resources and budget. This means optimally and precisely aligning the activities, qualities and needs of the various parties involved, both as individuals and as a collective.

Introducing execution

A plan succeeds or fails based on how it is executed. Having the right resources and manpower available at the right time and also actually starting work, are key elements of the plan. In this phase, it is about defining the critical success factors and completing tasks based on the schedule set out in the plan.

6. Generic factor: Iterative process

Introducing iterative process

Innovation processes are characterised by constantly changing situations. However, the formulated aims and defined milestones hardly change at all. The iterative process controls and evaluates the achieved milestones and if necessary, repeats steps in the process. It ensures checks and feedback, and supports the innovation process where necessary. The iterative process reflects on the critical success factors and guides the way to achieving the formulated aims.

7. Generic factor: Human factors

Introducing human factors - leadership

A leader has a huge influence on the success of the innovations. He* influences the feeling of connection to the aim by using management techniques. It is exactly this feeling of connection that is important for an innovation to succeed. If people feel committed and connected, they go the extra mile, which leads to success. Modern leadership is characterised by the ability to listen, be flexible, unite people and make decisions where required. The leader has the ability to communicate with the shop floor and inspire management. This combination means the leader is ready to successfully manage an innovation. (*He can also be read as she)

Introducing human factors - training

Developments in society are moving at a rapid rate. This has a huge influence on the ability of an organisation to adapt. To be able to keep up with changes and innovations, organisations and employees must be encouraged and supported to follow educational courses and training sessions.

8. Generic factor: Environmental factors and capabilities

Introducing environmental factors

The environment within which organisations operate can stimulate innovations, but also hinder them. Contemporary cultures can have a huge influence on the ability of the organisation to innovate or modernise. This also applies to (geo)political relationships and public opinion. Climate conditions and the availability of natural resources also influence potential innovation processes. An analysis of the environment within which the organisation wants to operate is essential to be able to clearly visualise the chance of success or failure.

Introducing capabilities

Even if the environmental factors facilitate a successful innovation process, it is important to look into whether capabilities and resources are available. Are well-educated employees available in the neighbouring area? Does the organisation have sufficient physical and financial resources and time to not only start innovating or changing, but also achieve success? Money, resources and time are therefore prerequisites.