Build Innovation Capabilities

Making innovation sustainable and repeatable

We believe that any organisation could and should be innovative. Innovation can occur from different sources and come in various forms, but only companies who build internal innovation capabilities can sustain growth and profitability. Think of Apple, Google or and how often you read about their innovation culture or processes.

Six Paths Consulting helps companies build innovation capabilities by developing people and teams, implementing innovation processes and optimizing their organisational structure to support innovation.

Strengthening organisations innovation capabilities by acting on people, processes and structure

Develop people and teams

Business transformations begin and end with the teams that will work together to implement innovative strategies and change. Six Paths Consulting has experience across industry sectors and countries in helping teams define and structure their work toward common objectives.

These are some of the typical workshops proposed within project assignments that can also be delivered as stand-alone programmes. View all proposed workshops:



Implement innovation processes

Innovative organisations are those who encourage all employees to innovate, welcome new ideas and new approaches, challenge the conventional ways of thinking and doing business, employ internal processes that support innovation, allocate resources to develop and implement new ideas, and reward innovative efforts.

Our work with companies involves an assessment of the current innovation capabilities and recommendations on how is innovation defined internally, measured and rewarded. Innovation processes are crucial for organisations and our role is to recommend and implement the most appropriate ones.

Some examples of innovation processes we implement include blue ocean strategy® formulation and IdeaCenter®, our proprietary idea management platform for corporate innovation.


Optimize organizational structure to support innovation

One of the biggest barriers to innovation is the lack of coordination within companies. Organisational structure plays a very important role for collaboration, some of the best practices of successful innovators including rerouting reporting lines, creating physical spaces for collaboration and teaming up diverse people across the organisational chart.

Of course, there is no such as thing as one recipe fits all. Different organisations embrace different organizational structures and practices that suit them best.

For example, BMW has used a very centralised approach to innovating, with dedicated project teams assigned from all parts of the organization: engineering, design, production, marketing, purchasing, and finance gathered from various locations to the Research and Innovation Center to improve communication and to prevent misunderstandings and conflicts.

On the other side we have organisations like Google embracing a decentralised approach, allowing each employee to contribute to the creation of new products and services – see for example the famous 20% rule, where employees were allowed to work on any project they want one day per week (apparently this started to change recently with Google working with dedicated teams of experts to come up with more breakthrough innovations outside their traditional focus, for example Google Glass).

Our role is to help companies find the organisational structure that best fits their strategic objectives. We strongly believe that it’s strategy who shapes structure and not the other way around: innovative companies build innovation cultures. Needless to say the top leadership is crucial for changes to be implemented fast.

Our work involves analyzing the current situation, making recommendations based on the best practices and implementation.

Creative Thinking and Innovation Workshop

“ The Creative Thinking and Innovation Workshop gave us new concepts and tools to assist management and employees in their creative and innovative thinking and also in improving our council daily work. ”

Dr. Diana Rigola

Scientist, KEYGENE N.V.

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