Initial situation: ideas existed, but there was no reliable path into development
Our client, an internationally active medical technology company, faced the challenge of increasing its innovation capability and securing viable concepts for product development much earlier. Although there were many ideas, they were not systematically evaluated, further developed and transferred into product development as mature concepts. As a result, potential was left untapped and risks only became visible later in product development.
The goal was to establish a new pre-development and innovation unit that would act as an incubator for new therapies and technologies, with a clear mandate to shorten innovation cycles, reduce development risks and strategically anchor future topics.
From zero to an operational innovation unit in five weeks
3DSE supported the setup of the unit following a clear logic—from purpose and collaboration through to the innovation portfolio—with the aim of being operational immediately. In joint workshops, a binding mission statement was first developed: What role does the new unit take on in R&D, what is it responsible for, and how will its success be measured? This created a shared “North Star” that aligns leadership, the team and interfaces.
Building on this, the operating model was defined. Processes, governance and roles were designed so that ideas are not only collected, but can be consistently guided through a pipeline. This includes a clear decision logic, defined interfaces to product development and to the market, as well as a robust collaboration model. In parallel, an initial backlog was created from existing ideas and projects as a starting point. This was complemented by a technology radar that identifies relevant trends and technologies at an early stage.
Impact: ready to launch quickly and reliably integrated with R&D
Within five weeks, a functional pre-development and innovation unit was established, with a clear mission, a defined operating model including governance and a pipeline process, as well as an initial idea and technology portfolio that could move directly into implementation.
The tangible benefits were evident in three areas: shorter innovation cycles, greater reliability in the handover to product development, and noticeable momentum driven by a newly established, dedicated team.
