TomorrowLab creates different future scenarios. We unfold dynamic strategies and alternative business models. This will give you a sustainable advantage compared to competitors.
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Mobility-as-a-Service, electrification, autonomous vehicles.... Smart Mobility is on the eve of its breakthrough. And this offers many business opportunities for a wide range of sectors and industries.
In the first blog of this series, we talked about how to build understanding of the challenges with which your organisation is dealing today. This phase is crucial to define a joint ambition. In the second blog, we had a look at the next step: how to shape choices. And now, it’s time to take action! Let’s have a look at some examples and how to do this.
In our previous blog, we talked about how building understanding is key in succesful innovation projects. It’s a first and crucial step to understand your company’s challenges and to keep your eyes and ears open for signals from the outside. When that’s clear it’s time to shape choices within your organisation!
We’ve seen that we can innovate quickly when we’re faced with a major existential crisis, but how do organisations create a sense of urgency during day-to-day business? For day-to-day innovations like systems introductions, new product rollouts, major process shifts…. Because the truth is that most of these initiatives are urgent and existential; it’s just that they don’t always feel that way. In this article, we will share some experiences that you can apply to your business to create that sense of urgency.
Nowadays, many companies are suffering from the crisis. According to the economists of Euler Hermes, a credit insurance company, the number of bankruptcies will increase to 26% in 2021 vs 2019. The prognosis worldwide is even +35%
Many organisations struggle with a shortage of resources for their innovation projects. So how do you ensure that your innovation engine runs as efficiently as possible with as little fuel as possible (people, financial resources, ...)? Should you rather speed up or slow down? And where should you put your efforts? If there is one magic answer, it’s “focus”!
Keeping the innovation engine running at all times is key for your business survival in the long run. That might be challenging nowadays, since we’ve all been focused on keeping our business up and running in the short term. We’ve asked companies about their main challenges and we’ll give you an overview about how to tackle them.
This Foresight & Strategy Formulation programme provides you the tools and right mindset to build a shared and future-proof strategy or vision by exploring what the future might bring. Across different phases, you will explore and identify future directions, emerging technologies, new societal demands and challenges.
This Strategy Stress Testing program is an assessment of how your current strategy and business model perform under realistic but severe or unexpected market changes. Across different phases and through challenging questions, your business will be examined, the most critical future challenges will be identified, and pathways to address these challenges will be determined.
How do you decide on the right direction for 2021 if everything can be different tomorrow? Does it make sense to plan when everything is uncertain? Not knowing what tomorrow will bring creates unrest and can even paralyze some organizations. Navigating and setting a course for your organization is more challenging than ever before.
In order to innovate successfully within your company, it is crucial that employees are assigned an involved role. In a previous blog, we underlined the importance of an organisational network analysis (ONA). An analysis in which we identify different key network roles. But what exactly do those roles look like? And why are they important for the success rate of your business innovation?
As unbelievable as it sounds, the Corona crisis that has been holding court for over half a year now hasn’t been exclusively negative. Sure, the amount of uncertainty it has created for citizens, business leaders, parents, and employees, is incredibly high. And, of course, the sports industry is no exception.
Veel bedrijven zijn door COVID-19 in een reorganisatie beland. Crisismanagement was noodzakelijk en een businesscontinuïtsplan werd ingevoerd.
Great opportunities and potential threats are rarely obvious from the beginning. And yet, failing to see early signs of change can make your company irrelevant in time. How can you make sure you identify those blind spots early on? And how can you install a culture of continuous vigilance?
Do you find it hard to get your innovation projects off the ground? You’re not alone. According to Harvard Business School professor Clayton Christensen, about 95 percent of newly introduced products fail every year. So, how do you make innovation work? TomorrowLab reveals some of the secret ingredients.
Great things happen when people work together. This also applies to innovation. For greater innovation success, it pays to analyse what you’re good at and what not, and then look for partners with complementary capabilities.
Local authorities have to keep up with technological and digital developments in public space. By adopting innovative and digital technologies, our cities remain liveable and we make them smarter. But how do we get there, cities of the future?
Covid-19 has most of us confined to our homes, with a significant impact on our economy. Like in any other crisis, this has an immediate impact on our electricity consumption. E-mobility is strongly related to the availability and pricing of our energy. So let’s start there.
Change is happening right now and it forces us to innovate. There is no instant recipe for innovation, but there are many things you can do right now to get your innovation projects off the ground. In our e-book, we combine the insights of our innovation designers on different topics.
Niemand kon zich in januari inbeelden dat enkele weken later de voetbalcompetitie zou worden stopgezet, het klassieke wielervoorjaar weg zou vallen, dat EK’s, WK’s en Olympische Spelen zouden worden uitgesteld… Plots blijkt sport langs de ene kant heel relatief, maar langs de andere kant ook broodnodig voor ons fysiek en mentaal welbevinden. Wat betekent de huidige coronacrisis voor de sportwereld? Onze innovation designer Griet, gespecialiseerd in sportinnovatie, geeft haar visie.
Je leest het overal. De presentatie van de Veiligheidsraad kon op zijn minst beter, toch qua vorm. Maar het meest wordt er gelachen met de keuze van contact tracing via call-center met 1.000 operatoren. Volgens vele commentaren is dit terug naar de 19de eeuw met bakeliet telefoons, kleitabeletten en faxtoestellen. Niks is minder waar.
The main driver to take advantage of AI in business processes is to optimize a certain activity. But did you realise the implementation of these new technologies affects your life more than you can imagine?
With most of us working at home, interaction and relations with colleagues change. Both employees and managers are facing serious challenges in staying connected, engaged and productive. There’s a major role for formal and informal relations in tackling those challenges.
Scenario planning allows you to deal with uncertain futures and outcomes. How will our world and business environment look like in 10-20 years? And how do we, as an organisation or corporation, prepare for these unknown and uncertain outcomes?
Een duim voor de overheid en haar expertteam. In een mum van tijd organiseerden zij zich bijzonder efficiënt en namen ze doortastende maatregelen. Via een ongeziene stroom van onderbouwde informatie en aanbevelingen houden ze ons op de hoogte, én in het gareel. Dit is wat jij hieruit kan meenemen.
How do you position yourself as a leader in a scenario planning process? How do you and your team come up with a shared vision of the future or strategy?
"TomorrowLab has been tasked with drawing ABB out of its cocoon." Jo Pauwels, Country manager of ABB Benelux.