Innovation Workshops for Better Strategic Decisions
These workshops are not designed to generate more ideas or fill another canvas.
They help leadership and innovation teams make a real decision.
Participants work with current initiatives, assumptions and evidence. The purpose is to expose what remains uncertain, determine what must be learned next and define what would justify starting, funding, pivoting, stopping or scaling.
I facilitate workshops in Switzerland and across DACH and Europe, in English or German, online or in person.
Start, Pivot, Stop or Scale
For teams and sponsors who need to decide what should happen next to an innovation initiative.
The workshop examines:
the decision currently being avoided;
the assumptions on which the initiative depends;
the evidence available and what it does not establish;
the cost of resolving the remaining uncertainty;
the threshold for further commitment.
Participants leave with:
an assumption and evidence map;
explicit decision criteria;
a start, pivot, stop, defer or scale recommendation;
an agreed next learning step.
Innovation Portfolio Decision Review
For leadership teams managing several innovation initiatives but lacking a comparable basis for funding decisions.
The workshop moves beyond traffic-light reporting, milestone progress and internal advocacy.
The portfolio is assessed through:
strategic relevance;
critical assumptions;
evidence strength;
unresolved uncertainty;
financial and organizational exposure;
the next decision required.
Participants leave with:
a comparable portfolio view;
funding and evidence priorities;
initiatives to continue, challenge, defer or stop;
governance questions for the next review.
Business Model Assumption Mapping
For founders, product teams and corporate ventures preparing to test, launch or scale a business model.
The workshop identifies the assumptions connecting:
the customer struggle;
the proposed progress;
the solution;
willingness to switch;
willingness to pay;
delivery and operating logic;
financial viability.
Participants leave with:
a business-model assumption map;
prioritized falsification questions;
suitable evidence methods;
a sequence of experiments and decisions.
AI and Innovation Decision Quality
For leadership teams considering how generative AI should change innovation work.
The workshop separates valuable augmentation from faster production of plausible but weakly examined output.
It addresses:
where AI can expand expertise;
where it introduces automation bias;
which work still requires human accountability;
what evidence should justify AI investment;
how AI changes roles, workflows and decisions.
Participants leave with:
a map of relevant AI use cases;
assumptions and risks for each use case;
decision criteria for testing or scaling;
clear human ownership and accountability.
Workshop formats
Depending on the decision and group, formats can include:
half-day workshop;
full-day workshop;
portfolio review followed by decision memo;
multi-session learning and application program.
Workshops are adapted to a real organizational decision. Preparation normally includes a briefing conversation and the review of relevant initiatives, evidence or decision material.
Discuss a workshop
Describe the decision, participants and current evidence. I will recommend the appropriate format rather than forcing the problem into a standard workshop.
