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TWG brings the enterprise to the center of the networks to generate innovations’ perspectives and to guide the development, without forcing organizational changes, but supporting the firm with a partner organization (TWG Lab™).

TWG Lab™ operates according to the following principles:

  • ability to suggest the enterprise new, effective business models
  • advanced models and practices for open interaction, so as to accelerate socialization and high level collaboration
  • strategic alignment among allocated capitals (financial, human, relational), value generated by processes and value perceived by clients
  • creation and start-up of a continuous innovation process, able to maintain networks nodes ready to react fast and effectively, and able to create and anticipate business opportunities

    TWG approach is flexible, participative and customized: most advanced globally available methodologies are studied and adapted to local situations.


    1. Continuous development of a metamodel
      The goal is to create a Concept Generating Platform to favor a common vision, optimal conditions for innovation, and its effective deployment, through the mapping of available and expected technologies and of clients/users’ communities and values. The Metamodeling has the objective to read the business context as a source of knowledge and value, thus assigning to the knowledge the fundamental and central role in the correlation among markets, products, processes, people. This knowledge is generally tenured by people and organized economically in business processes. Analyzing the enlarged enterprise’s knowledge system, it’s possible to realign and rebuild subsystems at different levels, in order to exploit opportunities, to minimize weaknesses, to recognize and fill gaps that prevent business development, to open and plan new perspectives for growing projects. The methodology is based on complex systems development, where organizational models seen as integrated systems are substituted by holistic models, where different complex interconnected entities are firmly inserted in their ecosystems. The approach offers concrete answers for the new management, where the priority is given on how people build and use the knowledge. This is made possible by different types of knowledge (implicit or tacit, explicit with different level of structure) and cognitive processes (learning, judgment, decision making, representation) in a single way but in different contexts (the individual, the group, the process, the product, the client, the value system). In these projects, the enterprises can put themselves both as users of new technology and as sources of innovation for other industries.

      Coaching, with the support of collaborative technologies, plays an important methodological role. The results are reached through three subsequent phases:
      1. Representation of Innovation’s Strategic Areas, purposely defined ambiguously, in order to orientate but not limit innovative ideas and proposal generation.
      2. Identification of Concept Generating Platforms, in the Innovation’s Strategic Areas. These concepts emerge from aggregation and integration defined at a meta-level (the platform) of different innovative ideas with some points in common.
      3. Aggregation of specific communities around the Platform, in order to avail of a dedicated and real social subsystem, liable to be transformed in the market of the future generated business concepts.

    3. Business Concept Generation
      The Business Concept Generation can follow Platform Concept Generation or begin as new projects, oriented toward a single firm or industry. It is followed by a Concept Testing, through activities of scouting, expoloration of alternatives, workshops with extended teams. More promising and robust concepts can be tested by the market, transformed into a prototype and tested as product of process.
      A key element is represented by team working, acted in specific environments, conceived to free the generative capacity of groups and individuals, and supplied with knowledge structure to make easier interaction and confrontation.

      Typical outputs:
      • Concepts’ Catalogue – a record of ideas generated during creative process accompanied by scenario analysis
      • Concept Plan – description of realization process, economic and technological feasibility, evaluation of main risk’s factors
      • Product Innovation Charter – focused both on market and on technology
      • Concept Testing Report – Front-end interaction: e-factor, lead users, clinic tests
      • Product’s Architecture and Technology procurement plan
      • Product’s Protocol – guidelines for developing team, definition of R&D deliverables, defining requirements in terms of measurable results.
      • Concept Model (physical or virtual prototypes of developed concepts)

    5. Business Development Support
      These projects are concerned to develop innovative products and services from the idea generation to production and sale, thus producing exploitable business and solid economic value.
      Business Development Support comprises the whole business model, either on the side of the Product’s Protocol (design, testing, engineering, prototyping, processes’ and resources’ organization, distribution, management of product lifecycle, etc.), and on the side of the Community (market testing, identification of lead users and testimonials, customization and versioning, distributed collaboration, online presence, brand building and communication, commercial and financial formulas, etc.).
      A Time Machine can track the development of the business from the metamodel onward. The development includes different levels of changing (incremental, radical, lateral), if compared with traditional processes enacted by firms.
      The team working has the objective to exploit the capital of existing and developed knowledge, and to make permanent the capacity of people to use and refine tools and best practices: the goal is to offer a fundamental contribute to activate and efficiently manage these processes, difficult or impossible in existing organizations.


    6. Advanced Organization Development
      Based on organizational analysis that track knowledge stream in the enterprise, these projects are able to customize and implement Knowledge Engineering tools, and are capable to empower the quality of relations among people, teams, partners, network’s nodes, taking care of first phase, till the system reaches regime state.

      The plan include the following phases:
      • Architectural and preliminary definition of a Joint Team
      • Architecture’s test through a deep coaching with people living and operating into the process
      • Definition of the rules through participation (meeting management, team building)
      • Definition of required technologies, internal engines and interfaces
      • Implementation of technologies (customization of components and online activity)
      • System start-up
      • Verification of the whole process and accumulation of the correspondent cognitive capital.