„TRAVELING BEYOND HORIZON MEANS QUESTIONING THE STATUS QUO, EXPLORING WEAK SIGNAL'S AND RISKING BREAK DOWN'S FOR BREAK THROUGHS!“

CCI:LAB

We conducting our own independent research on collective intelligence and collective consciousness laboratories to explore innovative new ways of working. We use a multidisciplinary co-creative approaches and combine different perspectives in our university-network, organisations-ceo-system and leading edge experts to look beyond horizon. Enabled by the collective intelligence and our pre-sensing process, we look for upcoming social and technological game changers to help society, politics and business to have enough time to prepare and turn treats into opportunities. In the development phases we collaborate with students, executives, professors and consultants on innovative strategic questions and test our hypotheses in the field using the feedback to verify and improve.

CROWD INNOVATION

Bring together your relevant stakeholders and collectively capitalize on the ideas. They are all experts and often, they already hold fantastic strategic ideas in their minds. Harvest the best ideas from the brains of these valuable people. Stimulate your participants by taking their ideas seriously and take them to the next level through collective intelligence. 

Facts & Benefits: Moderation-based: A facilitator, trained in corporate consultation and collective intelligence, guides through the process and helps to harvest the ideas from the participants’ minds. Duration: 90 - 120 minutes or longer. It can be built into an exiting agenda or be used in a stand-alone workshop setting. Group Size: The standard setting ranges from 20 – 200 participants. For larger groups a little more time needs to be made available. Strategic idea development: The participants develop ideas within strategic frame that can be time, budget, feasibility, urgency, etc. These parameters are defined beforehand with the client to ensure the best possible outcome of the session. Implementation: Most of the ideas that are generated have already undergone a significant step towards implementation. As the participants have developed these themselves they believe in them and do not have to be convinced. Controllability and Output Orientation: Through the initial posing of questions, and continuous evaluation and feedback in the session the process can be optimally controlled to achieve the desired goals maximising motivation of the participants and satisfaction of the clients.

Online Harvester: The Harvester can be extended to large groups online. As a means of continuing a brainstorming session within the company as a whole or together with large groups of stakeholders.

SCIENTIFIC SET-UP

 Future changes in the eco-system of fast-paced consumer bifurcations and new generation changing society, transform requirements towards an organisations and their leaders. We have been researching and published in the "Rethink Series" of Alexander Brink, David Rohrmann, Michael Hengl and Maximilian Kammerer, at that time Senior Vice President of Nokia Care, helped to develop academic subjects towards practical relevance for catering true business needs.

Next level CSR @ Daimler, 2014 - 2015

Facing major shifts ahead like eMobility, autonomous drive, light weight builds, car sharing, fossil fuel issues, change status symbols, we are analysing how Daimler can influence or even shape the discussions and business models for their better. Guided not by profit maximisation but added value to society - while making money

Corporate Social Responsibility in Telecommunications, 2013 - 2014

We were closely looking at stumbling telecommunication giants like Blackberry, upcoming competitors like FairPhone, privacy and security focused messenger services like Threema vs. WhatsApp to find out what are core business values that can be translated into CSR strategies and what are rather luxury or even diluting aspects of corporate responsibility.

Humanitarian Leadership together with the International Committee of the Red Cross, 2012 - 2013

Researching the particularities, chances and hurdles of humanitarian leadership in a global intercultural setting. In close collaboration with the ICRC we have made case studies and theoretic research, we conducted expert interviews and provided didactical input for the newly founded Humanitarian Leadership and Management School.

Ethical Investments together with Deutsche Bank (Private Wealth Management), 2011 - 2012

Facing financial system disruptions, the biggest German financial institution engage with student teams from the University of Bayreuth and academic experts in subjects of sustainable investments, venture philanthropy, crowd funding, moral education, and responsible collective decision making.

Ethical Brand Development “Novalux” together with Das Integral and MDHM, 2009 - 2011

Together with the communication experts of "Das Integral", a Munich based PR and communication agency and the Media Design Hochschule München, the iLab analysed different aspects of business development for a truly ethical brand. Business models encompasses ethical investments, philanthropic funding, social start-up consultancy - all based on the needs of future generations in form of children's expressions of their values. See some results published on the Novalux website, including an article in the Agora42 magazineby Alexander Brink, Martin Sambauer and David Rohrmann.

Service Evolution 1492/ NOKIA Care/University of Witten/Herdecke, 2004 - 2008

We developed an innovative change enablement curricula for the customer after marked service division of Nokia. The goal was for employees to learn to solve problems by cooperating in a self-organized collective intelligent and agile manner. Without resorting to traditional and cumbersome corporate mechanisms of steering groups, budgets and project managers. 1492 initiated a network for managers, who participated in a five stage training programme focused on creating an environment where intelligent collective behaviour was required to solve those problems. The result was a profound cultural change in division! s management, and the level of achievement of the division as a whole. This transformation was driven by the managers questioning the nature of existing operations and practices, and the creation of new communication and information systems which could be used in solving problems with their colleagues. It is published in Harvard Business that we doubled corporate performances of NOKIA Care four times in a row. The volume increased in by 425% while we could save cost by 25% and still stay innovative. That was a leap from the level of survival to the level of potential was enhanced by the collective intelligence of the eco-system.

The Collective Intelligence

1492 GmbH

Oberlupitsch 123
8992 Altaussee
Austria

1492 Venture Partners

Universitätsring 12/5D
1010 Vienna
Austria

New School of Business

1492 School of Business GmbH

Campus 123
8992 Altaussee 
Austria

1492 Berlin Office

Torstr. 89
10119 Berlin
Germany