We conduct our own independent research on collective intelligence and deploy collective consciousness laboratories to explore innovative new ways of working. We use multidisciplinary co-creative approaches and combine different perspectives in our university network and organizational ecosystem, and involve 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 threats 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.
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 existing 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 a 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, maximizing 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.
Future changes in the ecosystem of fast-paced consumer bifurcations, and new generations changing society, transform requirements of organizations and their leaders. We have been researching and publishing in the “Rethink Series” of Alexander Brink, David Rohrmann, Michael Hengl and Maximilian Kammerer, at that time Senior Vice President of Nokia Care, who helped to develop academic subjects towards practical relevance for catering true business needs.
Next level CSR @ Daimler, 2014 – 2015
Facing major shifts ahead like e-mobility, autonomous driving, light weight builds, car sharing, fossil fuel issues and changing status symbols, we are analyzing how Daimler can influence or even shape the discussions and business models for their better. Guided not by profit maximization 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 engaged 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 analyzed different aspects of business development for a truly ethical brand. Business models encompass 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 magazine by 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 collectively 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 program focused on creating an environment where intelligent collective behavior was required to solve problems. The result was a profound cultural change in divisions, management, and increased 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 by 425% while we could save cost by 25%, while staying innovative. It was a leap from the level of survival to the level of potential, and was enhanced by the collective intelligence of the ecosystem.
The Collective Intelligence
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1492 X Venture Partner
1492 X VENTURE PARTNER GMBH
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1492 New School of Business
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