After a multitude of practical experiences in the German industry, Jens was dismayed by the variety and number of untapped innovation potentials. With a deep conviction to drive new ideas to success within companies and position them for the future, he decided to join the Munich-based strategy and innovation consultancy, Innovative Management Partner [IMP], after completing his master's degree in industrial engineering.
'Despite my relatively young age, my role as a project lead in a boutique consulting firm has allowed me to establish lasting relationships with client management, which I perceive as deeply appreciative'
– Jens Warncke
In client meetings, I often introduce myself as a “business engineer who studied in Bremen, never wanted to become a consultant, and never intended to move to Munich.” But what led me to changing that perspective? Early in my professional journey, during my studies, I had the opportunity to gain experience in major German automotive and energy corporations. While supporting new internal business ideas, I witnessed the potential—or rather, the innovative power—of these companies. Unfortunately, I also realized which recurring challenges promising ideas faced regularly. In parallel, I pursued an academic interest in topics such as corporate startups, intrapreneurship, and organizational ambidexterity. Guided by my former professor and current Managing Partner, Stephan Friedrich von den Eichen, I found my way to IMP. Together with our clients, we tackle many of these innovation hurdles and prepare companies for the future.
Embracing Systematics over Pure Technology
For me, discovering new ideas and contributing to their success in the market is a matter of the heart. To achieve this, a look beyond mere technology and exploring systemically connected business logics and innovation ecosystems is needed. This holistic approach lies at the core of my work at IMP. The diversity of cross-industry mandates and tasks makes it both challenging and incredibly exciting.
Strategy AND Innovation
My tasks vary, viewed from the classic encapsulated perspective, between corporate strategy and innovation management. In the strategic area, for example, I have dealt with the development of a future positioning in the competition for a service provider in the aviation sector. In the area of innovation management, topics such as the design of innovation processes for a financial IT service provider or the development of a completely new energy product towards market-readiness fall under my responsibility. However, what was important to me in deciding for IMP was and is that both areas – contrary to the encapsulated perspective – are thought of in a bundled way and approached together. And that’s exactly what we reflect with our IMP toolbox, covering a wide range on a daily basis; whether it’s the IMP Nightmare Competitor Challenge, the IMP Kill-the-Concept, the IMP Innovation Ecosystem Audit, the development of IMP trend radars, IMP customer benefit analyses, and many more…
New Methods with an Open Approach
All these tools and formats stand for IMP’s central, open approach to strategy work. Through our Open Approach®, we always closely involve, in addition to the expertise of internal stakeholders, also external perspectives in our clients’ strategy projects. From this combination of knowledge, not only exciting innovation ideas and business models emerge, but also a mobilization of the format participants for the ideas developed together. These methodological formats, which I regularly design in my projects, are the main interaction point with our clients. My work is characterized less by working days on-site, but more by working together in selected workshops with clients and external parties.
Customer Proximity and Successes
While I work across multiple mandates through multi-project management, my regular workshop-based collaboration with high-ranking executives on the client side creates a strong connection to the respective topics and fosters a commitment across the entire company for new, necessary initiatives. These companies, primarily located in the medium-sized business sector of the DACH region, vary in size and region. However, during my time at IMP, I’ve also had the opportunity to work on projects for clients in Brazil and Singapore. Despite my relatively young age, my role as a project lead in a boutique consulting firm has allowed me to establish lasting relationships with client management, which I perceive as deeply appreciative. Yet, what impresses me the most is that during my tenure at IMP, I’ve witnessed a multitude of awards recognizing our work for clients. In addition to receiving the Hidden Champions Award multiple times, we’ve also won other awards specifically honoring IMP projects in the aviation and energy sectors. Having played a central role in these endeavors motivates me even more for our current and upcoming projects.
