Answering the investor’s core questions

A perfect business plan anticipates and answers every fundamental question a financier has before they decide to commit capital. If the plan is comprehensive and positive, it gives investors confidence that you understand the challenges ahead.

1. What are you solving?

The first priority is defining the customer problem and the solution your business offers. Investors need clarity on the market gap you’re filling. This should be supported by a concise, compelling “elevator pitch” that summarizes your value proposition quickly.

2. How do you make money?

This moves beyond the product and into the business model. You must clearly detail how revenue is generated and what your business execution plan looks like. Investors want to see the strategy—the milestones and building blocks—that will lead you to the defined ‘endgame’ or ultimate vision of the company.

3. What can I expect?

Ultimately, the investor is asking: “What can I expect from the business?” This is where you address market dynamics, competition, and what you expect from the investor in return. A good plan demonstrates why your assumptions are reasonable, often because they are based on actual experience or solid market research.

Setting the scene: market, team and competition

This section serves as your comprehensive opening argument, setting the stage for the entire proposal by establishing the credibility of your opportunity and the capability of your management team. This is where you connect the dots between a market need and the people who can exploit it.

• The market opening: Investors need to understand the size of the opportunity and the market dynamics they are operating. This demonstrates that you’re not just building a product, but a sustainable business. Make sure to detail your existing customers and key achievements to date, providing evidence that your solution already resonates.
• The team and organization: Investors invest in people first. The plan must include key team members and an organizational chart to demonstrate that the right expertise and experience are in place. Highlight the core team’s relevant track record and explain why this specific group is uniquely qualified to build the company you are trying to create.
• The competitor overview: Providing a clear overview of your competitors, including their key information and financials, shows realism. It proves you understand the landscape. Additionally, you highlight what makes your solution superior, why customers will choose you and how your competitive advantage will be maintained as you scale.

Visualizing the business engine

This section is critical for proving profitability. You need a visualization of the business engine: what money, effort and resources you put in, and what you get out in terms of money, preferably per ‘unit’ sold. This validates the underlying economics of your venture.

A crucial metric here is the relationship between customer lifetime value (CLTV) and customer acquisition costs (CAC). As a rule of thumb, investors typically look for a business where the CLTV is greater than 3 times the CAC. You must define your own relevant KPIs (revenues, margins, cash burn, run-rate) that show how your underlying value drivers develop.

Proving viability and need

The financial section is where the plan moves from being aspirational to actionable.

The forecasts

A funding-ready plan must include a robust financial plan with a projection for the next five years. This five-year time horizon allows investors to properly assess the return potential and the journey to scale. Ideally, this covers the income statement, the balance sheet and the cashflow statement.

Analysis of need

A clear analysis of cash need/cash burn is non-negotiable. The plan must explicitly answer, “How much money do you need and for what?” This shows you have thought about your working capital requirements and initial operational costs.

Valuation and structure

Finally, the plan must clearly lay out the business’s valuation, the sources and uses of funds, and the resulting shareholder/financing structure. This provides the blueprint for the investment deal itself.

The living document

The best business plans are positive and comprehensive, including all necessary information to truly understand and value the business. They provide assurance that the team is organized, the market is understood, and the financial requirements are calculated.

A business plan is not a static paperweight, it’s a foundation for the ‘Next steps’ and an ongoing dialogue with potential investors. By providing this level of detail, you transform a pitch into a professional proposal, significantly increasing your chances of securing the necessary capital.

The post Beyond the pitch: How a comprehensive business plan secures investment appeared first on Verhaert Masters in Innovation.

The post Beyond the pitch: How a comprehensive business plan secures investment appeared first on Verhaert Masters in Innovation.

What makes a business model drive innovation?

1. Addressing large markets with real needs

To truly transform industries, innovation starts by identifying big, often fragmented markets with real unmet needs. Large markets offer the scale needed to make a real impact and grow revenues. Successful disruptors like Airbnb and Amazon changed the game by connecting supply and demand globally through digital platforms. By focusing on these big markets and building new ecosystems, they created business models that support lasting growth and meaningful disruption.

2. Built for scalability

Taking innovation beyond small pilots is vital. The most obvious scalable business models are software-based solutions. However, even in the physical world, certain business models allow for rapid scalability. Scalable models replicate local successes on a global scale, using systems like franchises. Companies like McDonald’s succeed by designing clear growth incentives and standardized processes that help them expand quickly without losing quality or flexibility.

3. Product-based and standardized offerings

Offering standardized product or service packages makes it easier for customers to adopt and for companies to manage operations. Subscription models, for example, turn pay-as-you-go users into loyal subscribers with predictable revenues. Streaming services like Netflix and Disney+ show how this approach creates a steady income and keeps customers engaged.

4. Generating recurring revenue streams

Financial sustainability hinges on consistent revenue. Business models that combine hardware with consumables, like Nespresso’s coffee pods or HP’s printer cartridges, achieve recurring revenues and greater financial visibility. These ongoing income streams provide the stability innovators need to reinvest in growth and R&D.

5. Protected by intellectual property

Barriers to entry safeguard innovative businesses from commoditization. Patents, trademarks, or proprietary technologies provide a competitive moat, allowing companies the breathing room to refine their models and build brand loyalty. Protection encourages risk-taking and continuous innovation.

6. Creating synergies through product families

Offering interconnected products that enhance each other’s value deepens customer engagement. Apple’s ecosystem of devices and services exemplifies how synergetic offerings foster brand loyalty and increase switching costs—turning customers into long-term advocates.

7. Strong, trustworthy brands

Brands act as shorthand for quality and reliability, reducing customer friction. Leading innovators—from Google to Dyson—leverage their brand equity to expand into new markets and offer new products with confidence. A strong brand becomes a powerful asset in itself.

8. Community focus and network effects

Harnessing the power of existing customers as advocates can accelerate growth exponentially. Platforms like LinkedIn and WhatsApp thrive on positive network effects, where each new user increases the value for all others. Building engaged communities enables direct feedback loops and organic marketing.

9. Asset-light operations

Asset-heavy businesses face challenges with utilization and capital costs. Innovative models like Uber and Booking.com sidestep this by leveraging existing assets—cars, homes, hotel rooms—through digital matchmaking. Asset-light approaches reduce risk and enable rapid scaling.

10. Disruptive with manageable risk

Disruption upends industries by offering fundamentally better solutions. However, disruption carries execution risks, including legal challenges and market resistance. Successful innovators balance bold ambition with careful risk management—Uber’s story highlights both the potential and pitfalls of disruptive business models.

The journey to a breakthrough business model

Great innovation is never static. From problem discovery through scaling, successful business models evolve continuously. They identify large needs, solve execution challenges, build defensible positions, and foster communities. For innovation professionals, mastering these 10 attributes unlocks the pathway to transformative growth. Are you ready to design the business model that will power your next breakthrough?

The post Business models matter: The 10 attributes that power breakthrough success appeared first on Verhaert Masters in Innovation.

The post Business models matter: The 10 attributes that power breakthrough success appeared first on Verhaert Masters in Innovation.

The workforce shortage isn’t going away

The labor shortage in warehousing and logistics isn’t just a short-term challenge, it’s a structural shift that’s here to stay. Solving it requires more than temporary fixes, and here’s why.

• First of all, the continued growth of e-commerce might be good news for businesses, this increased order volume also means that companies need to invest in innovative staffing solutions and technology to support this growth.
• Secondly, more and more experienced workers are reaching retirement and are not being replaced by younger workers. This challenge could be a unique opportunity to rethink workforce planning as a whole, introducing new tools and processes that make warehouse work less physically demanding and more rewarding, while transferring valuable knowledge to the next generation.
• Lastly, younger generations gravitate more toward tech-driven careers. This trend highlights the importance of reimagining warehouse roles and making them more dynamic, engaging and aligned with the expectations of the modern workforce.

The result is a widening labor gap that can’t be solved by recruitment alone. It calls for a fundamental rethinking of how work gets done—one where technology plays a central role in keeping operations running efficiently.

Redefining work in warehousing and logistics

In response to these persistent labor challenges, many logistics operations are turning to automation, AI and even humanoid systems. Why? Rather than just replacing people, these technologies support the workforce and shift the nature of the work where it’s most critical. By reducing strain, increasing efficiency and improving job quality, they offer long-term benefits that make the investment worthwhile.

Automation and robotics are taking over some of the most physically demanding and repetitive warehouse tasks, such as manual picking, palletizing, sorting, scanning and transporting inventory. These activities are not only labor-intensive but also prone to human error and injury.
This shift creates new, tech-enabled roles focused on oversight and coordination, including:

• Optimizing robotic workflows and performance
• Configuring task assignments to robots
• Troubleshooting and resolving complex system exceptions
• Maintaining and upgrading robotic systems
• Coordinating human-robot collaboration zones

AI and algorithms are transforming warehouse operations by replacing time-consuming, error-prone tasks like manual scheduling, route planning, inventory checks and basic data entry. Algorithms handle these processes faster and more accurately, freeing up human workers to focus on higher-value tasks:

• Analyzing demand patterns to shape inventory strategy
• Collaborating with teams to improve AI models and outputs
• Investigating anomalies and driving continuous process improvements
• Leading AI-enabled workforce planning for peak efficiency
• Training or tagging data sets

While traditional robotics are built for one task in a fixed environment, humanoids can handle variability and complex movements that machines can’t easily replicate. Think of physically demanding jobs, monitoring hazards and assisting during emergencies. They work alongside people, minimizing injury risks and helping with tasks like training, inventory checks and equipment alerts. New jobs focus on:

• Define tasks and policies to balance workloads between operators and humanoids
• Coordinating hybrid teams and humanoid assistants
• Identifying and resolving edge cases
• Tag-teaming stock replenishment
• Providing feedback or data to improve systems

Building a future-ready warehouse workforce

“At MOVU, I worked on these kinds of solutions, allowing warehouses to automate their inventory and reduce the operator workload to a minimum”, says Thomas, Mechanical Design Engineer at Verhaert On-site Consulting. “Automated warehouse solutions are systems that manage the inventory, optimize the operations and improve efficiency and picking accuracy, using different automated storage, retrieval and picking solutions. This dramatically reduces the workforce needed to fulfill all orders, while increasing efficiency and productivity.”

“But the impact goes beyond efficiency”, the on-site consultant continues. “Automation creates opportunities for upskilling and role diversification, enabling workers to take on more technical, engaging responsibilities. This shift makes warehouse roles more attractive, especially to younger generations seeking tech-driven careers, and helps build a more resilient, future-ready workforce.”

Need expert support to implement or develop advanced warehouse systems? Let’s discuss how Verhaert’s on-site consultants can drive innovation within your R&D team!

The post Inside warehouse 2.0: How smart tech empowers the logistics workforce appeared first on Verhaert Masters in Innovation.

The post Inside warehouse 2.0: How smart tech empowers the logistics workforce appeared first on Verhaert Masters in Innovation.

1. Automation is no longer optional; it’s the next big leap

Across the halls, one megatrend stood out: the accelerating shift toward hyper-automation. From AI-driven predictive maintenance to high-speed robotic systems, it’s clear that the industry is leaning heavily toward digital tools to boost efficiency and precision. We noted particularly compelling technologies, such as magnetic levitation systems designed to reduce friction and lower energy consumption, that point to real gains in both performance and sustainability.

For organizations navigating these changes, the challenge lies in identifying which technologies offer measurable value and how to implement them effectively within existing operations. It’s a complex landscape, but one that offers real opportunity for those willing to explore, adapt, and invest with purpose.

2. Humanoid robots: hype or hope?

From packaging tasks to performing simple functions in unpredictable environments, humanoid robots were one of the more attention-grabbing developments at this year’s fair. While widespread adoption is likely still several years off, the technology is advancing quickly, and its potential applications are broadening.

Unlike traditional robots optimized for fixed, repetitive tasks, humanoids are being designed for more flexible roles in dynamic settings, such as logistics, agriculture, or construction. They’re not intended to replace existing automation but to fill gaps where adaptability and environmental awareness are required.

For organizations exploring automation strategies, this emerging category raises important questions about ROI, technical feasibility, and integration. While the hype is noticeable, it’s also a moment to start thinking critically about where and when these systems might offer practical value for your organization.

3. Digitization + AI = The real industrial revolution

Digitization is no longer a future ambition, it’s the underlying infrastructure of today’s industrial landscape. From expansive cloud platforms to AI-powered simulation tools, the integration of digital technologies is reshaping how products are designed and manufactured.

This wave of change is more than technology, it’s an organizational shift. It calls for cross-functional collaboration, open innovation, and bold experimentation to bridge digital and physical worlds, whether through AI, software-defined hardware, or integrated engineering platforms. For many, the path forward to connected ecosystems involves navigating complex questions and breaking down siloed thinking.

Rather than viewing digitalization as a one-time investment, it may be more useful to see it as a long-term transformation. One that requires both strategic clarity and operational flexibility.

4. Hydrogen: From hype to hard reality

Hydrogen technologies have clearly moved beyond the prototype phase. At Hannover Messe, we saw practical, scalable solutions – such as Bosch Rexroth’s liquid hydrogen station operating at -270°C and 900 bar – that reflect growing maturity and industrial relevance. Use cases are expanding across mobility, energy infrastructure and industrial systems.

As organizations face mounting pressure to reduce CO₂ emissions and meet evolving climate regulations, hydrogen is emerging as a critical enabler. Not only in energy strategies but also in how products are conceived and developed. For innovators, this presents an opportunity to build hydrogen-ready systems and components that can help customers meet sustainability goals without compromising performance or cost-efficiency.

The key question isn’t just how to adopt hydrogen technologies, but how to embed them into products that give end users a competitive edge. That’s where product innovation plays a central role: turning emerging capabilities into market-ready solutions that solve real problems and create measurable value.

5. Industry 4.0 is evolving, let’s embrace Manufacturing-X

The vision of Industry 4.0 is evolving into something more integrated and ambitious: Manufacturing-X. This emerging framework brings together AI-driven insights, cognitive ergonomics, digital twins, and open data ecosystems to create manufacturing that’s smarter, faster, and more responsive. It’s not just about improving existing processes; it’s about fundamentally rethinking how products are designed, made, and brought to market.

For product innovators, this means embracing greater agility and intelligence throughout the entire product lifecycle, from virtual prototyping to gathering real-time field data. The result? Products that are more adaptive, user-centered, and capable of meeting ever-changing customer demands and market conditions.

The core technologies – smart sensors, robotics, 5G, and integrated IT/OT systems – are already within reach. The real challenge is how to orchestrate them to create products that don’t just function well, but that win in the market. This shift requires a new way of thinking: moving from isolated solutions to designing systems, from automation to intelligence, and from simply efficiency to broader ecosystem thinking.

Innovation with purpose: Seen at Hannover Messe

True innovation isn’t about following the latest trends; it’s about solving real problems with the right tools, at the right time. What stood out at Hannover Messe wasn’t just the technology on display, but the clear direction emerging across industries: companies are focused on finding smarter, more efficient ways to build, operate, and deliver products that truly matter.

From creating cleaner energy systems to integrating AI in manufacturing and rethinking the way digital and physical worlds merge, the opportunity lies in turning complex challenges into competitive advantages. This is where true product and digital innovation happen: developing solutions that not only meet today’s needs but also give your customers a clear edge in a fast-evolving market.

As organizations face new challenges and rising expectations, the key to success will be the ability to innovate with purpose: combining strategy, technology, and user-centric insight to create outcomes that go beyond technical solutions and deliver genuine value. If you’re ready to take the next step in transforming your products and digital capabilities, we’re here to support you. Let’s collaborate to turn your vision into real, impactful solutions that lead the way in tomorrow’s market.

The post Hannover Messe 2025: Forging the future of innovation together appeared first on Verhaert Masters in Innovation.

The post Hannover Messe 2025: Forging the future of innovation together appeared first on Verhaert Masters in Innovation.

How does the IR&D organization change?

Outcome-based innovation requires redesigning the IR&D organization to allow for interdisciplinary teams and methodologies, focusing more effectively on experience, and business model outcomes by creating a service. That means you need to expand the engineering team’s scope of activity and modernize the methods, processes and team structure. At the same time, you need to integrate multiple parallel workstreams and upgrade technical workstreams with business, service design, user interaction, and as such develop an effective culture of multidisciplinarity. Success requires cross-functional integration of proposition and pricing model design.

How does outcome-based innovation integrate customer trends?

Amidst the evolving landscape of innovation, there’s a growing need not just to build products but also to create services to allow for a circular economy and digital add-ons that extend the functionalities of the physical product. Outcome-based innovation will become a critical source of such a competitive advantage. It will become the foundation for entirely new business models where products aren’t just offered through a different sales model, but business model requirements are aligned with user service requirements. In turn, they then also have to be aligned with the soft- and hardware requirements of the digital and physical product subsystems. You can expect outcome-based solutions to become a significant share of the business, expanding into new areas.

So there’s a role to play for digital?

Companies are embedding novel features in their soft- and hardware products based on artificial intelligence, machine learning, cloud connectivity, and edge computing. Such features can transform unconnected products into smart devices. Digital technologies allow companies to push or upsell upgraded function packages over the air. The aim is to delight customers on a regular basis with new experiences, to ensure they keep addicted to the solution, and hence allow the company to produce an ongoing stream of revenue as opposed to a one-time product sale. Outcome-based innovation requires big data and analytics capabilities, the ability to create insights over multiple value chains, and multiple product instances in the market.

Are outcome-based systems a stepstone toward circularity?

Leaders are designing goods for a circular economy by reusing materials, recycling, and remanufacturing products to extend their lifespan. Yet for many, it remains a challenge to create new added value for their business and transform the product into a highly successful outcome-based service solution. A great circular design strategy involves the use of modularity, in which subsystems and components are designed to be easy to replace, upgrade, change, or offer a longer lifespan. Even extending the product with remote monitoring services helps companies to better understand the value in the field and its potential for refurbishment.

Outcome-based strategies help you look for ways to create added value on one or multiple parameters. In addition, it embraces digital and circular strategy design to deliver the utmost value creation for customers or end users, whether it be by added functionalities, increased performances, convenience or experience up to the disrupting possibility of the solution. However, outcome-based innovation requires overhauling the current IR&D organization to allow for a truly multidisciplinary team. Excited to join the outcome-based innovation journey? Get your spot at our Innovation Day on Tuesday November 21st at our innovation center in Kruibeke.

The post How digital, circular and multidisciplinary innovation shapes outcome-based success appeared first on Verhaert Masters in Innovation.

The post How digital, circular and multidisciplinary innovation shapes outcome-based success appeared first on Verhaert Masters in Innovation.

Outcome-based innovation value canvas

If you haven’t read our previous blog yet where we look into 5 examples of outcome-based innovation, make sure to do so first. When we map these examples on the following parameters: added functionalities, performance optimization, convenience, experience, market disruption potential on the characteristics of the services added, they each show a particular profile or value canvas (see figure below).

Maturity-like categorization

When trying to evaluate ideas and derive strategic insights on how to create more value, a maturity-like categorization comes in very useful. We used 5 different strategies each graded in 3 levels in ascending order as a methodology. This resulted in the following structure.

Enhanced functionality services

• L1 – Services that focus on adding functionality to the product, enhancing its capabilities beyond the baseline features of the product.
• L2 – Monitoring & control: services that offer control over product functions and performance.
• L3 – Insights: more advanced services that provide actionable insights for the user based on performance data.

Performance optimization services

• L1 – Services that aim to optimize the product’s performance, ensuring it operates at its highest potential, resulting in improved functionality and reliability. They hence can be sent as services that offer minor improvements in product performance.
• L2 – Operational enhancement: services that enhance the overall operational efficiency of the product.
• L3 – Performance optimization: advanced services that significantly improve product performance, availability, lifespan, or even deliver prescriptive advice

Convenience services

• L1 – Standard convenience: services that offer basic convenience enhancements.
• L2 – Efficiency enhancement: services that focus on improving the efficiency of product-related processes.
• L3 – Seamless convenience: high-value services that create a seamless, effortless user experience taking the hassle out of the operator’s hands.

Experience services

• L1 – Enhanced experience: services that add some level of enhancement to the user experience.
• L2 – Immersive experience: services that create immersive and enjoyable user interactions.
• L3 – Delightful experience: high-value services that aim to delight users through unique experiences often multisensory.

(Autonomous) disruptive services:

• L1 – Increased autonomy: services that introduce autonomy to the product so it can operate without an operator or user, yet doesn’t disrupt the market.
• L2 – Transformation: services that bring about a significant market transformation through automation.
• L3 – Disruption: high-value services that disrupt existing markets and create new ones through advanced automation.

A practical framework to drive outcome-based innovation

The framework presented is not just a theoretical concept but a practical tool that can drive change. It empowers innovators and R&D professionals to make strategic decisions that align with customer needs and market dynamics to become better at innovation. By categorizing ideas into levels and offering the ability to rank these by increasing added value, you can pave the way for more successful and impactful innovations.

The pursuit of new outcome-based values is a dynamic and evolving process. Your customers and end users are looking for solutions that not only meet their needs but also exceed their current expectations, whether it’s in terms of performance, convenience, experiences, or disruption. To harness the potential of this framework, we encourage you to explore our Innovation Day.

Innovative solutions reshape industries, enhance user experiences, and create lasting value. We look forward to being a part of your innovation journey and helping you achieve success through outcome-based innovation. Don’t hesitate to reach out, ask questions, and connect with our experts. Together, we can unlock a world of possibilities and drive meaningful change in the realm of product and service innovation.

The post Outcome-based innovation: a guide to ranking in categories appeared first on Verhaert Masters in Innovation.

The post Outcome-based innovation: a guide to ranking in categories appeared first on Verhaert Masters in Innovation.

Shifting the focus towards outcome-based innovation

In the past, the primary focus of innovation was on making products better and cheaper, integrating technologies updates and looking for new functions and better use cases. Recently though, products are getting equipped with features like performance monitoring and predictive maintenance. The start of ‘servitized products’, services on top of the product integrated into the baseline, as a competitor differentiation strategy, or as an option activated upon ordering.

Over time, this trend has been proving its efficiency in creating added value. Services that fit better with the job-to-be-done are the reason why customers assign a higher value perception compared to the remaining initial product part. Services allow shifting the functionalities and performances of the product from must-haves to rivaling and outperforming appreciation.

Creating added value through different features

So what are the typical features in outcome-based innovation that create added value? What differences are there? And does one type of feature create more added value than others? Let’s analyze some examples.

IoT home draft ~ Innovate to create new user features

How to convince beer lovers to buy an in-home beer-pouring connected appliance? With a next-level user experience. Features like real-time volume and expiration updates, personalized temperature scheduling, and a waste-reducing loyalty system create a premium experience and encourage loyalty. Especially when it’s then also linked to a points system that helps you collect free kegs. Nevertheless, these services cannot be executed through software only. It requires IoT-enabled hardware that offers the user a better deal and outcome compared to other, older products.

Clinical study IoT application ~ Innovate with convenience in mind

Regular check-ups and follow-ups at the hospital take up a lot of time for both the patient and physician. On top of that, they don’t always give accurate data but merely a sparse set of data that isn’t representative of patients’ real lives. How can you boost convenience and accuracy while taking the pressure of healthcare personnel? A mobile application that helps to conduct remote tests and questionnaires, and can be used for real-time study data, clinical tests and quality control. This is a great example of how a digital set of functions allows you to rethink the reigning use case and take it to the next level.

Stationary tilt bike innovation ~Innovate with motivational nudges

Stationary bicycles to train from home have been around for quite some time. However, doing the same training every time quickly becomes boring. How can you motivate users to stay loyal to your product? How can you pinpoint the desired customer outcomes and create more lifelike experiences? If you put the user experience first and redefine your use cases around their needs and wants, you’ll create solutions like offering endless training combinations. Effectively beating your competitors and cultivating loyal customers that never get bored.

Light-as-a-service ~ Innovate with new business models

Businesses like ETAP have already switched from selling products to selling products-as-a-service. They did a complete overhaul of their company: what they sell, how they earn money, and how products are conceived so they’re easily serviced. On top of that, it pushes them to products with lifetimes beyond traditional electronic standards, and capitalize on their portfolio. These kinds of business models require modularity not merely on the product level with serviceable and swappable parts, but also on the design level with easy-to-exchange submodules and future components.

Autonomous robots ~ Innovate to disrupt

Robotics used to stumble on the complexity of the desired outcome. Thanks to recent advances in algorithms, machine learning, and AI technologies, robots can do more than navigate and interact with their environment. They allow people to take over many repetitive, difficult, and dangerous tasks. Resulting in completely new business models, not just limited to autonomous mobility or home cleaning robots, but applications that disrupt and transform your entire business.

Stay tuned on outcome-based solutions

As you may have sensed yourself, these categories can be ranked somehow in increasing added value, creating new business models and even disrupting businesses. Curious to know how these five distinctive types of servitization compare? Stay tuned for our next blog to find out how they’re ranked through combined examples.

Want to experience firsthand how these solutions came about? Excited to build your own outcome-based solutions? Join our Innovation Day on November 21st!

The post Outcome-based innovation and the 5 types of services appeared first on Verhaert Masters in Innovation.

The post Outcome-based innovation and the 5 types of services appeared first on Verhaert Masters in Innovation.