Empow­er­ing Inno­va­tion and Growth

Our com­pa­ny is ded­i­cat­ed to dri­ving the suc­cess of inno­v­a­tive, tech­nol­o­gy-dri­ven busi­ness­es. We achieve this by pro­vid­ing a range of ser­vices, includ­ing secur­ing R&D fund­ing, boost­ing sales, and enhanc­ing prof­itabil­i­ty.

By fos­ter­ing col­lab­o­ra­tion and inno­va­tion, we con­tribute to the eco­nom­ic devel­op­ment and com­pet­i­tive­ness of our region. We facil­i­tate co-cre­ation ini­tia­tives, bring­ing togeth­er diverse stake­hold­ers to dri­ve col­lab­o­ra­tive inno­va­tion.

At the Fore­front of Inno­va­tion

The great­est dan­ger for most of us is not that our aim is too high and we miss it, but that is it too low and we reach it. — Japan­ese proverb

Address­ing Crit­i­cal Chal­lenges

Anoth­er press­ing issue in the Nether­lands is the lim­it­ed capac­i­ty of the elec­tric­i­ty grid, which can hin­der grid con­nec­tions and lim­it elec­tric­i­ty sup­ply, espe­cial­ly for new devel­op­ments. Ener­gy hubs pro­vide a promis­ing solu­tion to this chal­lenge.

Ener­gy hubs are col­lab­o­ra­tive part­ner­ships between mul­ti­ple stake­hold­ers, includ­ing res­i­dents, busi­ness­es, and oth­er enti­ties. To real­ize ener­gy hubs, com­plex coop­er­a­tion is required among ener­gy sup­pli­ers, grid oper­a­tors, gov­ern­ments, busi­ness­es, and con­sumers. Effec­tive col­lab­o­ra­tion is cru­cial to over­come tech­ni­cal, eco­nom­ic, and reg­u­la­to­ry hur­dles and ensure the suc­cess­ful imple­men­ta­tion of ener­gy hubs. To con­tribute to this effort, we par­tic­i­pate in the NESTEQ ini­tia­tive.

Effec­tive Inno­va­tion Man­age­ment

A com­pre­hen­sive and inte­grat­ed approach to inno­va­tion man­age­ment, con­sid­er­ing the inter­play between TRL, social inno­va­tion, and busi­ness mod­el design, is essen­tial for orga­ni­za­tions to thrive in today’s rapid­ly chang­ing and increas­ing­ly com­pet­i­tive envi­ron­ment.

By effec­tive­ly address­ing these key areas, orga­ni­za­tions can cre­ate a robust inno­va­tion ecosys­tem that dri­ves growth, enhances com­pet­i­tive­ness, and ensures long-term suc­cess in a rapid­ly evolv­ing mar­ket.

Our approach relies on the imple­men­ta­tion of the IBPM-TRL Val­ue Chain mod­el, as out­lined pre­vi­ous­ly.

“A bet­ter busi­ness mod­el will often beat a bet­ter idea or tech­nol­o­gy” — Ches­brough

Our com­pa­ny name, IBPM, rep­re­sents Inno­va­tion Busi­ness Process Man­age­ment. The acronym encap­su­lates our pri­ma­ry approach and activ­i­ties.

Our com­pa­ny name, IBPM, stands for Inno­va­tion Busi­ness Process Man­age­ment. This acronym reflects our core approach and activ­i­ties. Inno­va­tion, often com­plex and col­lab­o­ra­tive, can be effec­tive­ly man­aged by apply­ing Busi­ness Process Man­age­ment (BPM) prin­ci­ples. While tra­di­tion­al Tay­lorism frag­ment­ed work, process ori­en­ta­tion empha­sizes inter­con­nect­ed activ­i­ties. BPM encom­pass­es design­ing, admin­is­ter­ing, and ana­lyz­ing busi­ness process­es for improve­ment. View­ing inno­va­tion as a spe­cif­ic busi­ness process allows orga­ni­za­tions to map its stages, estab­lish met­rics, opti­mize, fos­ter col­lab­o­ra­tion, and lever­age tech­nol­o­gy, ulti­mate­ly enhanc­ing inno­va­tion efforts.

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