In a world shaped by constant disruption, shifting expectations, and urgent sustainability challenges, innovation becomes a core capability of organizations. It’s the key driver to shape what’s next and build better futures — continuously and deliberately.
We see innovation not as a disruption to manage, but an opportunity to shape. It's a method, a mindset, and a measurable outcome. We at The DO have helped some of the world’s most forward-thinking companies unlock innovation in different ways.
As usual, there is no one size fits all approach. We want to show you models that drive innovation capabilities through different approaches. Let’s break them down.
Inside-out innovation starts with a simple but powerful premise: Your best innovation potential is already on your team. This model unlocks that potential by guiding internal teams through a hands-on, outcomes-focused process designed to tackle real business challenges.Transformation activation efforts typically fail for one of three reasons.
Here’s how it works:
90% of participants come from within your organization – cross-functional teams with the insight and motivation to drive change. They’re supported by DO facilitators and selected external experts (the remaining 10%), who bring fresh perspectives and targeted input. Together, they move through our four-stage innovation process: Dream, Focus, Plan, DO.
Throughout, participants are immersed in curated, problem-relevant content and learn by doing – applying innovation tools directly to strategic business issues. This approach doesn’t just generate ideas; it builds the mindset and capabilities your people need to lead transformation long after the program ends.
“Inside-out models let us go deep. We can tailor the process, engage the right stakeholders, and really design around outcomes that matter to the business,” says DO Founder Katherin Kirschenmann. We’ve seen this model deliver real impact for example in a talent development program with a leading European pharma company, and in a sustainability-focused initiative with a major airline. In both cases, cross-functional teams developed solutions to business challenges that are now moving into implementation.
Opportunities:
- High relevance and implementation potential
- Greater influence over the process and outcomes
- Strong buy-in from internal stakeholders
Challenges:
- May not push the envelope far enough
- Can be limited by "how things are done around here"
This model invites outsiders in – startups, entrepreneurs, creatives, and experts who see your challenge from a completely different angle. It’s a breath of fresh air, especially when you need bold, disruptive ideas.
Here’s how it works:
90% of participants are external innovators, carefully selected based on lived experience, relevant expertise, or visionary thinking. The remaining 10% is made up of internal stakeholders who engage at key moments – providing insight, feedback, and strategic alignment. Throughout, DO facilitators ensure the process stays relevant, focused, and rooted in your business reality.
We used this approach in a recent program with a global fashion company. We hand-picked a team of innovators who had lived experience of the challenge at hand. At the end of their innovation journey, they’d developed two digital solutions that are now ready for market. Along the way, structured feedback loops and co-creation checkpoints helped bridge external creativity with internal strategy.
A key point to bear in mind: “Outside-in only works if there’s clarity from the start – about goals, value exchange, and what happens after the program ends,” said Kirschenmann.
Opportunities:
- Brings fresh, often disruptive ideas
- Shifts mindsets and sparks inspiration
- Encourages corporate-startup collaboration
Challenges:
- High risk of friction or disconnect with internal teams
- Speed and implementation can be a challenge
- Needs clear goals and value for external participants
This model brings together internal teams and external voices – uniting company participants with entrepreneurs, creatives, and community stakeholders in a shared, end-to-end innovation journey. Think of it as inside-out and outside-in happening simultaneously.
Here’s how it works:
Typically, about 50% of participants come from inside the organization, and 50% are external stakeholders. Over a series of workshops and interaction points, this diverse mix of collaborators explores challenges, prototypes solutions, and learns from one another. Facilitation, structure, thoughtful communication, and strategic alignment are just as essential as in other approaches — they are key to maintaining energy and ensuring relevant outcomes.
“With a blended model, it’s not just about creating new ideas – it’s about bringing together people from completely different backgrounds to learn from diverse perspectives. And that can re-energize their own work,” said Simon Kaiser, principal, The DO Catalyst.
We’ve seen this work successfully in our Industry Disruptor program with UN Women, and more recently, in a multi-month pilot with a luxury carmaker where employees and young innovators co-developed sustainability solutions through multiple touchpoints.
Opportunities:
- Builds mutual learning as participants interact with people from different backgrounds
- Balances internal knowledge with external creativity
- Shared ownership makes it more likely that ideas will move forward, especially when bringing together different players across an ecosystem
Challenges:
- Complex to manage and align (especially with regard to expectations)
- Requires trust, governance, and clarity from all sides
- Managing groups with very different levels of expertise / experience
What would work best for your organization?
There’s no perfect answer — most likely, it’s a customized approach that combines different elements, tailored to your organization’s unique goals, people, and pace.
