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Fujitsu’s European division led the development of an approach to co-innovating with their customers, and made this a core part of Fujitsu’s global service delivery offering. HYPE paid for itself 10 times over right from the first year of the program, and has generated over £500m in new revenue since the program kicked off in 2013.

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Al Rajhi Bank is the largest Islamic banking group in the world. In 2010 they implemented HYPE, bypassing a pilot and going live to all 8,000 employees on Day 1. The system was mirrored in two languages – Arabic and English – to ensure that all employees could participate in a language comfortable for them. In the first six months they ran nine campaigns designed around the bank’s highest strategic priorities: growth and cost reduction. Today, Al Rajhi Bank is one of the fastest growing banks in the Middle East.

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Airbus is one of the world‘s foremost aerospace companies, with 133,000 employees, manufacturing sites in France, Germany, Spain, UK, US, and China, and revenues of €43 billion in 2016. This Case Study will lead you through the 6 year Airbus journey to creating a core innovation capability.

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Nokia is the world’s largest provider of telecommunications technology, with more than 114,000 employees
and over €23 billion in revenue (2015). Over the past decade, Nokia has built a powerful innovation management ecosystem for the company, backed by HYPE’s innovation platform. In this case study, we look at some key elements of innovation management at Nokia and how it grew from a single department into an innovation ecosystem that has generated over €2 billion in new revenue.

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Liberty Global is the world’s largest international cable company, with brand names such as Virgin Media, Ziggo, Unitymedia and Telenet, revenues of $18.3 billion, and 27.4 million customers across 14 countries. For a company of this size and breadth, how do you create cross-divisional collaboration and sharing of ideas to help fuel innovation?

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Interserve is one of the world’s leading construction and support services companies with over 80,000 people in 234 offices worldwide, and revenue of £3.3 billion. Steve Dannan, the Innovation Program Director, explains how HYPE helped Interserve fast-track an innovative culture after their own “disastrous” in-house attempt.

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The accelerating rate of churn within the S&P 500 over the past six years points to the next decade being the most turbulent in modern history, with half the S&P 500 being replaced. Businesses that are not reinventing themselves are simply not surviving. Innovation needs to be on the board agenda.

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Bob Neuhard from University of California San Diego (UCSD) steps you through his experiences in implementing and managing a large scale systematized innovation program – for general on-campus continuous improvement, and to accelerate the commercialization of UCSD’s $1.5B R&D program.

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Peoplecare snubbed their nose at the GFC through an internal innovation program that produced staggering business outcomes between 2009 – 2012

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