How Hansgrohe Sparked a Method-Based Innovation Culture
Hansgrohe wanted employees who can spot digital trends and act on them. In a short boot-camp program we mixed theory, hands-on tools and peer work. Participants left with clear methods and the courage to push new ideas.

The Challenge
Founded in 1901 in the Black Forest, Hansgrohe has long been recognized as a leading provider of high-quality bathroom and kitchen products. Renowned for its innovative hand showers, faucets, and complete shower systems, the company operates under two main brands: the premium label “hansgrohe” and the design-focused “AXOR.”
As consumer preferences shift toward sustainability, digital integration, and personalized design, Hansgrohe strives to remain competitive by continuously adapting its products and organizational culture. To support this evolution, the company launched the Hansgrohe Campus Digital Faculty Boot Camp, an initiative designed to strengthen digital skills, spark new ideas, and develop an innovation-friendly mindset.
Addressing the Challenge: Building a Digital Campus and CultivatingInnovation Culture
Hansgrohe recognized that simply investing in digital technologies would not be enough. They needed to embed innovative thinking throughout the organization to tackle emerging trends such as smart-home functionality, custom design solutions, and sustainability demands. The company sought a comprehensive approach—one that would blend theoretical insight, practical application, and active employee participation.
Hansgrohe partnered with external experts and institutes (including Seconds (formerly BMI Lab)) to design a Boot Camp.
Our Approach
To shape the Boot Camp content, Hansgrohe and its partners collaborated on a tailored corporate program. This involved:
- Linking theory and practice through best-practice examples, interactive exercises, and real-life case discussions
- Integrating employee knowledge by encouraging participants to share their own experiences and challenges
- Drawing on external expertise from institutes and industry experts to offer fresh perspectives
Part of this effort involved the Innovation CultureNavigator, a detailed framework developed by Prof. Dr. Oliver Gassmann andProf. Dr. Christoph H. Wecht. This navigator (see Figure 1: Key Elements ofInnovation Culture) highlights how openness, creativity, alignment, trust, and transparent communication all feed into a healthy innovation climate. Along with best practices for “failure management,” “co-creation,” and “idea generation,” the Navigator helped Hansgrohe’s teams see how organizational routines and mindsets shape a company’s ability to innovate.

Prof. Dr. Oliver Gassmann
Spotlight on Innovation Culture: The “Culture of Innovation” Module
The Digital Campus Boot Camp covered multiple modules, from Digital Transformation and Customer Centricity to Technology & Coding to the Culture of Innovation module. Culture of Innovation trainers emphasized that culture is formed by the stories people tell and the everyday routines they follow (see figure 2).

Participants explored the six dimensions of the St. Gallen Innovation Culture Navigator in detail, as illustrated in Figures 3 and 4:
- Agility – staying flexible and ready to pivot when exploring new solutions
- Inspiration – encouraging cross-functional learning and exposing employees to new ideas
- Motivation – ensuring that employees see real purpose and excitement in innovative projects
- Alignment – aligning innovation efforts with broader corporate goals so everyone pulls in the same direction
- Transparency – making information accessible and celebrating both successes and failures as learning opportunities
- Empowerment – giving teams the autonomy and support they need to drive innovation
By combining theory with hands-on exercises—like co-creation sprints, brainstorming sessions, and peer feedback—the module gave participants tangible tools to nurture these cultural dimensions back in their everyday work.


Impact
Participants left with actionable insights, practical tools, and renewed enthusiasm for driving change at Hansgrohe. Key measures of success included:
- Higher confidence in innovation practices: Attendees reported feeling more comfortable proposing new ideas and strategies for fostering creativity in their teams.
- Broadened skill sets: From design thinking to agility concepts, the Boot Camp exposed employees to methods they could immediately apply.
- Cultural alignment: By emphasizing shared goals and transparent communication, the program helped unify diverse departments under a common innovation agenda.
Several participants praised the hands-on format. As Malisa Wittig, Strategic Sales Support Manager at Hansgrohe, noted:
“We received valuable input, fascinating case examples, and had ample opportunities to apply the concepts to our own projects.”
Prof. Dr. Christoph Wecht
Key Learnings
By intensively spotlighting the innovation culture aspect of digital transformation, Hansgrohe demonstrated that technology alone doesn’t drive sustainable change. Rather, it’s the people and routines—the everyday behaviors, transparent communication, and shared values—that determine if an organization can truly innovate over the long term. This holistic approach not only enhanced participants’ individual competencies but also contributed to a stronger, more cohesive culture.


























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