A Two-sided Approach for Digital Innovation at SCHOTT : Combining Resource- and Problem-oriented Innovation Methods for Digital Service Development

Title data

Braadt, Sabrina ; Oberländer, Anna Maria ; Scherer, Peter ; Stahl, Bastian ; Watkowski, Laura Marie-Luise:
A Two-sided Approach for Digital Innovation at SCHOTT : Combining Resource- and Problem-oriented Innovation Methods for Digital Service Development.
In: Digitalization Cases 2. - Basel : Springer , 2021

Project information

Abstract in another language

(a) Situation faced: SCHOTT, a global player in the specialty glass and glass-ceramics industry, offers a broad variety of products, among which it's Business Unit Tubing (SCHOTT Tubing) focuses on semi-products for various industries, e.g., pharmaceutical packaging. By enhancing the pro-duction quality with initiatives like perfeXion®and dedicated data collec-tion throughout the whole product life cycle, SCHOTT Tubing, driven by a sense of ambition rather than a sense of urgency, strives to shape the digi-tal transformation of its business as well as the entire industry. Against this backdrop, SCHOTT Tubing launched the first B2B E-Commerce platform and strives to leverage this digital infrastructure for creating additional dig-ital services. Yet, exploring innovative digital services poses a significant challenge for established businesses in the B2B context that demand sound methodological guidance.
(b) Action taken: To face this challenge, SCHOTT Tubing applied a novel in-novation framework that combined both, problem-centric as well as re-source-oriented innovation approaches. This included an initial ideation phase with an international workshop format followed by a concept phase with iterative, customer-focused evaluation cycles in an interdisciplinary sprint team.
(c) Results achieved: The presented case shows a target-oriented approach for incumbents to combine both problem-oriented and resource-oriented approaches to effectively develop and evaluate digital service innovation. Throughout the ideation phase, 14 SCHOTT employees developed over 50 digital service ideas. By using the introduced innovation framework, five ideas were prioritized for the concept phase. These ideas were tested and further detailed in close collaboration with SCHOTT Tubing’s cus-tomers. Besides, SCHOTT Tubing thereby enhanced knowledge of inno-vation methods and fostered an innovative culture among the partici-pants.