Business & Entrepreneurship

The available DLE courses provided me with ample theoretical methods context about the innovation landscape, inspiring me to explore the exploration-exploitation gap between designers and clients. In addition, it reaffirmed my need to become a more independent value-based leader because the alignment between intrinsic and company values is not always true.

These insights and the various collected approaches (For example Figure 1-3) inspired the FMP design of the Synergy Creation Process (SCP) for constructively creating competitive, joint value propositions based on the concept of bridging organizational siloes.

The SCP allowed me to explore the end-to-end product lifecycle between organizational bodies and become part of transformational decision-making by strategically positioning myself, ideas, and values. The underlying idea behind this concept is that it might serve as a vehicle to perform acquisition, supporting a more independent role.

Creating the SCP required a deep understanding of the conceptual constructs behind innovation, how capabilities are developed or acquired, and what a merger and acquisition entails. By testing the process multiple times, using business model canvasses and customer journeys, and performing a thematical analysis on this info, great and detailed insight was gathered about the similarities and differences between these organizations. Then, by identifying potential synergy areas, evaluating these, exploring their underlying variables, and considering their causal linkage (Figure 4), I have severely improved my mental models of the inner workings behind these businesses and their potential for transformation.