Recognizing the potential of business models and innovation ecosystems.

  • When opinions differ about the current and future viability of one’s own business model
  • When the idea of one’s own expertise begins to blur
  • When you don’t know where and how to implement “digital leverage”
  • When you invest year after year in “innovation,” but the innovation ecosystem proves to be more of an “innovation immune system”
  • A systematic, holistic approach
  • Involvement of internal expert knowledge and influential stakeholders
  • Involvement of relevant external expertise (specialists, clients, value creation partners) via open analysis formats
  • Joint interpretation and recognition of patterns and translation into effective measures
  • We know where we stand with regard to the distinctiveness, consistency, and future viability of our business model
  • We understand the relevant trends and drivers (vision of the future)
  • We have a common understanding of our (core) competencies
  • We understand the obstacles we need to overcome (in terms of strategy, technology, structure, culture, etc.)
  • We’ve defined relevant areas of activity and effective measures

Which trends impact our business model? How quickly are these trends developing? Is our market entry strategy still the right one? Have we positioned ourselves according to what sets us apart today and what will set us apart tomorrow?

We’ve reflected on these strategic questions together with IMP as a foundation and point of departure for the development of our strategy. The content of these reflections are the result of the interplay between “foresight” and “collaborative development.” We wanted pragmatic, comprehensible questions and answers.

By implementing IMP’s philosophy of open management, i.e. engaging lots of individuals in a structured manner, and working together with IMP consultants, we have achieved our intended results. IMP was part of the team and proved to be a critical factor in our success. Website: SICK AG.


Adjusting existing business models for the future.

  • When your business model no longer distinguishes you from the competition, whether as a whole or in specific details such as your supply logic, value creation chain, market entry or revenue logic
  • When others attempt to edge out your business model through digitization
  • A rational yet emotional approach
  • Application of the IMP business logic approach
  • Structured incorporation of internal and external knowledge
  • Transfer of solutions from other industries and fields of application
  • We’ve conceptually renewed our business model as a whole or in terms of individual dimensions
  • We know which concrete measures to implement for value creation and value capture
  • We understand the effects this transformation will have inside our organization and are introducing the relevant implementation measures
  • We are mobilizing organizations in support of the new

We’ve been wanting to expand our service unit for a long time. But we weren’t sure how best to position ourselves on the market, nor what a viable business model might look like.

The market and client-side groundwork with IMP made us feel not only like we were doing the right thing, but also that we were doing something truly innovative for our customers. What gave us a sense of direction during this process was the input from experts brought in by IMP to help develop our strategy.

Working with the team of experts demonstrated just how important it is to make room for outside ideas and ways of thinking when you’re trying to develop something new. Website: RHI Glass.


Creating new forms of business logic to replace or complement existing ones.

  • When you can see that your existing business model is no longer viable and needs to be replaced
  • When existing expertise needs to be repurposed in light of changing conditions and therefore requires a viable business logic
  • Consciously slowing down to reflect on existing expertise
  • Targeted acceleration via a pragmatic approach which is aimed at producing quick results (“lean startup” approach)
  • Structured inclusion of lateral thinkers, lead experts, startups & entrepreneurs, lead users and value creation partners
  • Using an intelligent combination of technological, strategic and business expertise and experience to get the business up and running
  • We can see (technological and strategic) opportunities which were previously hidden to us
  • We quickly discard strategic approaches which do not bring us closer to our goals
  • We quickly learn the requirements in new segments and niches: basic needs, those relating to performance and those that generate enthusiasm
  • We incorporate many different perspectives to produce a viable business logic and successfully put it into practice
  • We actively communicate with the people who help scale and capitalize our business

As a traditional energy provider, our commodity business has been—and continues to be—very good to us.  And yet there are developments underway which will impact our business. The certainty with which our core business will diminish in the years to come is matched by the industry’s uncertainty about how to compensate for such a loss.

Energy providers aren’t built for innovation. They have difficulty with business logic that falls outside of their core business. But IMP was able to tailor an “opening, focusing & networking” process to our business culture, to make ideas tangible, to translate them into implementable concepts, and to get them—and our organization—off the ground. Website: Energie Steiermark AG.


When the new cannot be created from the old, go beyond the old to pave the way for the new.

  • When you sense that an idea—despite its potential—doesn’t stand a chance in the company
  • When existing mechanisms discourage the new
  • When you want to combine the creative power and agility of an entrepreneur with the expertise of specialists and the knowledge of experienced innovators—and you don’t want to rely on a strategy of “fail often, fail early”
  • High agility and startup mentality
  • Recourse to relevant technological know-how and market expertise (IMP Network of Excellence)
  • The right mix of autonomy and control
  • The creation of a fitting innovation ecosystem
  • We move like a startup
  • We make use of the practical knowledge provided by many different ventures
  • We unite the corporate world with that of the startup to create a fruitful partnership
  • We feel a sense of urgency without worrying about our existence from day to day
  • We couple entrepreneurship with sound and agile project management

It isn’t easy to turn a team of scientists with highly innovative robotic technology into a successful startup with partners from different branches of the industry.

IMP Incubate! was the perfect partner to help us turn our ideas into a viable business logic. Website: RoVi RobotVision.