In the future, the Lake Constance Innovation Cluster Digital Change | BIC will offer both face-to-face and online formats in alternation in order to enable supraregional participants to continue participating - without giving up the face-to-face character of our cluster.
16th of September 2022
Innovation Circle Cybersecurity (face-to-face)
16th of September 2022
Innovation Circle Digital Sustainability Management (online)
30th of September
Innovation Circle Artificial Intelligence (online)
7th of October 2022
Innovation Circle customer-centric Business Models (online)
28th of October 2022
Annual Conference (face-toface)
The idea behind founding the Lake Constance Innovation Cluster Digital Change (BIC) is based on the fundamental conviction that the Lake Constance region, as one of the most innovative technology regions in Europe, has extensive explicit and implicit knowledge of the framework conditions, consequences and, above all, opportunities in the context of digital transformation in industry and society.
The innovation laboratory is headed by Sabine Wiesmüller (second from right). She gets supported by Lukas Törner (second from left), Alexander Shevelov (first from left) and Maximilian Heisterkamp (first from right).
Against this background, the Leadership Excellence Institute Zeppelin | LEIZ of Zeppelin University | ZU is pursuing the goal of promoting the future viability of highly industrialised and highly innovative locations such as the Lake Constance region by establishing the BIC. The BIC is guided by an interest in the global challenges of progressive digitalisation and in securing ecologically and economically sustainable development in the region. The BIC brings together research institutions, technology companies and other relevant stakeholders in the region so that relevant expertise is systematically and continuously identified, focused on and made available for both regional and supra-regional economic and social benefit. The BIC complements existing formats in the region, which concentrate primarily on the technical side of digital change. We are primarily interested in the consequences of digital change for business models as well as for society and the region.
The work of the BIC is based on the extensive results of a study on the status, challenges and opportunities of digital transformation in the Lake Constance region. The study was presented at a conference hosted by ZU and SAP (Markdorf site) on September 21, 2018. Four main topics were derived from the results of the study, which will be dealt with in innovation circles of the BIC:
Artificial intelligence is a cross-industry issue that has aroused great interest among companies in the region and is regarded as the most relevant technology for digital change. However, there are very few companies in the Lake Constance region implementing and using AI at present. The consequences of using artificial intelligence for industry and society in the region are still unclear. It is therefore important to work on this topic in a targeted manner, to discuss its implications with companies and to develop scenarios for successful implementation.
KPMG AG Wirtschaftsprüfungsgesellschaft
Sabine Wiesmüller, sbnwsmllrzd
Sarah Stickler, email@example.com
Previous Innovation Circles
1. Responsibility in the Introduction of Artificial Intelligence
2. Development of a Deep Learning System
3. Data Pooling for Machine Learning Projects
4. AI Collaboration Framework: Patterns and processes intended to guide in AI practices
5. AI implementation from an HR & change perspective
Several companies are increasingly supporting their CSR and environmental management digitally. They use solutions that, for example, ensure compliance with environmental regulations, manage the evaluation of suppliers' social performance or collect non-financial information for their own reporting. Other examples cited by the companies include carbon-neutral mobility of employees, group-wide virtual coordination on social commitment and digital evaluation of product design in the life cycle concept.
Joshua Schneider, firstname.lastname@example.org
Previous Innovation Circles
1st Innovation Circle: Balancing the Future
2nd Innovation Circle: Blockchain and the Circular Economy
3rd Innovation Circle: Tracing in Supply Chains
4th Innovation Circle: Hub Approaches for Sustainability Data
5th Innovation Circle: Non-financial Internal Control Systems
6th Innovation Circle: Reporting of Sustainability Data
7th Innovation Circle: Use of Non-financial Indicators
8th Innovation Circle: Digital and Sustainability Strategy
9th Innovation Circle: Digital LCAs: Product Life Cycle Analytics
10th Innovation Circle: Production: Digital Sustainability Management
11th Innovation Circle: Digital Qualification Programme
Awareness of cybersecurity is growing in the companies around Lake Constance. Companies are dealing with security issues in order to be able to effectively protect customers and their organisation from the abuse of data. Data security is a central task in view of the increasing networking of systems, machines and products. One challenge is the security guarantee for the storage of customer data in the cloud and compliance with data protection regulations for customers and employees. At the same time, many companies are currently investigating the opportunities offered by data analysis and usage in order to develop new business models.
KPMG AG Wirtschaftsprüfungsgesellschaft
Sabine Wiesmüller, sbnwsmllrzd
Amelie Kybart, kybrtzppln-nvrstynt
Previous Innovation Cirlces
1st Innovation Circle: Cybersecurity Standards
2nd Innovation Circle: Cybersecurity Tools - Overview, Selection Criteria and Procedure
3rd Innovation Circle: Cybersecurity Crisis Management
4th Innovation Circle: Cybersecurity Recovery Management
5th Innovation Cirlcle: Cloud Security
6th Innovation Circle: Cybersecurity and Artificial Intelligence
7th Innovation Circle: The Corona Pandemic and Topic Identification for the Second Year of Innovation Circles
8th Innovation Circle: Modern IT Security Management
9th Innovation Circle: Cloud Security
10th Innovation Circle: Cloud Transformation and SecDevOps
11th Innovation Circle: Third-Party Risk Management
12th Innovation Circle: Encryption in the Cloud
13th Innovation Circle: Information Security Strategy & Cyber-Defense
In a volatile, uncertain world characterized by change, it is important for companies to deal with the changes in the world of work. The fundamental question here is how change should be shaped in the companies in order to successfully manage this disruptive process. Due to the implications arising from this disruption, responsible managers in companies in particular are faced with new, extended challenges: They find themselves in a decision-making environment characterized by additional uncertainty and complexity which necessitates constant adaptation to new circumstances and the participation of employees. Therefore, the innovation circle, amongst others, covers the following aspects of Digital Leadership:
1. Digital Strategy: Clear objectives and strategy
2. Digital Culture: Changing the corporate culture
3. Digital Skills: Developing digital competencies
4. Digital Stakeholder Management: Leadership and (self-)organization of network players
Wolfgang Hahnenberg, Managing Director Zeppelin Lab , CDO Zeppelin Group
Previous Innovation Circles
1st Innovation Cicle: Digital Skills: From Manager to Leader
2nd Innovation Circle: Digital Culture: New Culture and Different Environments
3rd Innovation Circle: Digital Strategy: Shaping the future today
| to be announced
The digital economy is generally characterized by fast-moving and dynamic competitive developments. Through the integration of digital solutions, business models, process flows and products can be designed to be more customer-specific and the potential of digital transformation can be used as a competitive advantage in one's own organization. Due to the implications arising from customer centricity, responsible managers in companies in particular are faced with new extended challenges: They are exploring how digitization and Big Data are being used to design sustainable, customer-centric business models and what new demands this places on the organization and culture . The innovation circle will address the following aspects of customer-centric business models, among others:
Winnie Moser, email@example.com
Previous Innovation Circles
1st Innovation Circle: Customer-Centric Organization: Adaptation of the organizational form to the requirements of customer-centric working
When implementing new technologies, it is a challenge for companies to take their employees with them and train them further. Although the simplification of work processes is noticeable, there is increased demand for technology-related skilled workers. These far-reaching developments mean that companies see a need for education at all levels of the organization. It is therefore of particular relevance to train employees further, to recruit new employees and to promote awareness and participation by means of adapted, less hierarchical leadership in order to create confidence in these innovations.
Sabine Wiesmüller, sbnwsmllrzd
The BIC constitutes a network of research institutions, companies and other relevant stakeholders of the Lake Constance region, which allows for the joint development of knowledge, synergy effects and "best practice" considerations. The core of the innovation cluster is the innovation laboratory, which performs a coordinating function and is headed by a team of experts from Zeppelin University.
The implementation of a scientific evaluation study every two years on cross-sectoral and specific trends within the Lake Constance region constitutes the framework of the work of the Lake Constance Innovation Cluster for the following two years.
The BIC's conferences are the prelude to the development of thematic priorities in working groups. Together with about 100 experts, entrepreneurs, scientists and other stakeholders, a first insight on the topic is offered in keynote and workshop formats.
The topic-specific innovation circles offer space for the continuous exchange with about 20 participants over the course of a year and serve to develop a topic by the companies themselves - with the support of external experts in order to derive comprehensive recommendations for action from the holistic coverage of the field.
The overall goal of the cluster is, firstly, to establish a thematically oriented network for its members, and secondly, to jointly shape the digital transformation in the Lake Constance region. The cluster works completely demand-oriented and is thematically oriented towards the results of the biennial surveys on the implications of digital transformation for the region. After the publication of the results, the topic areas to which the companies attribute the highest relevance form the thematic basis for the work of the following two years with regard to the organisation of conferences and innovation circles. The content and operational set-up of the Innovation Laboratory and the associated Innovation Circles is thus always based on the verified needs of the regional companies.
As a network-oriented cluster, the BIC serves as a neutral platform for companies in the region to discover and use synergy effects among themselves and to understand and jointly work on the opportunities and challenges of digital change. The basic strategy of the innovation cluster is determined on the one hand by the board of trustees, which consists of representatives of the supporting companies from various industries and other players in the region, and on the other hand is derived thematically from the results of the surveys. The Board of Trustees meets twice a year in order to be able to adapt the strategic orientation to current circumstances.
The BIC is of the opinion that the ever more complex economic and social processes must be shaped by the expertise and knowledge of various actors in order to create synergies and successfully shape the digital transformation. Thus, the BIC sees itself as an independent knowledge and transfer platform, which would like to provide the neutral venue for this exchange. As a network, the BIC promotes the bundling of already existing expertise and the development of new knowledge in the field of digital transformation in cooperation with other actors and experts from business, science, politics, intermediaries and civil society.
The BIC together with the SKala-CAMPUS as a learning & exchange platform for the civil society of PHINEO has been developing a customer/learning journey within the topic area of intrapreneurship in non-profit organizations since last year.
Wirkung Hoch 100
On the occasion of the 100th anniversary of the Stifterverband, the project "Wirkung Hoch 100" was launched to network Germany's pioneers and help their ideas achieve a breakthrough. The mission: Together instead of side by side. The Lake Constance Innovation Cluster is part of it. For its anniversary initiative, the Stifterverband is working with ProjectTogether.
Cooperation and networking are becoming core competencies in times of digital transformation.
Prof Dr Josef Wieland, Chairman of the Board of Trustees of the BIC
The Lake Constance region is a four-country region consisting of Germany, Austria, Switzerland and Liechtenstein. Lake Constance thus separates and unites political, social and economic areas. From a political perspective, the Lake Constance region offers diverse opportunities for cross-border cooperation and networks across political systems: the border region thus becomes a real laboratory for multinational cooperation.
In addition, the Lake Constance region as a knowledge region is home to a total of 29 higher education and research institutions, which are linked together under the umbrella of the International University of Lake Constance (IBH). This largest European university association enables intensive transnational research and transfer projects, which will also benefit the companies in the region. After all, it is these companies within the Lake Constance economic area that have been responsible for the enormous innovative power of the region for years. Here, too, the relevance of the cross-border and often intensive interlinkages and cooperations is evident: On the one hand between companies themselves, on the other hand between companies and their environment such as scientific or intermediary institutions.
This innovation system of the region is also supported by a broad corporate structure and industry structure. In addition to a large number of small and medium-sized companies, some of which are undoubtedly hidden champions, the Lake Constance region is also home to an impressive number of major international corporations. This economic ecosystem with its enormous innovative power is unique in this form and must be further strengthened in the future.
A retrospective report of the opening event of the Innovation Circle Cybersecurity on the 25th of January 2020 may be found here
The archive of the LEIZ may be found on our Resources Website
ManagerSeminar Regional portrayed the Lake Constance Innovation Cluster in January 2019: Download
Prof Dr Wieland is Chairman of the Board of Trustees. He also advises the management of the Cluster and the Innovation Laboratory as scientific mentor of the project.
|Phone:||+49 7541 6009-2261|
|Fax:||+49 7541 6009-1299|
|Room:||FAB 3 | 1.55|
Dr Brand is responsible for managing the Innovation Cluster. Please contact Dr Brand if you are interested in becoming a founding member of the BIC.
|Phone:||+49 7541 6009-1144|
|Fax:||+49 7541 6009-1149|
|Room:||FAB 3 | 1.69|
Ms. Wiesmüller studied International Business with a focus on Compliance Management and Intercultural Management in her Master in Germany, Indonesia and Mexico. During and after her studies she worked in various management consultancies before she started her doctoral studies in 2016 in the field of business ethics and AI Governance in cooperation with the Wittenberg Center for Global Ethics. Since 2018, she has been head of the BIC's Innovation Laboratory and, as a founding member, has accompanied the project from the very beginning.
As head of the Innovation Laboratory, she coordinates the internal processes of the project, the development of the content of the cluster and the innovation circles, as well as the publication of the biennial surveys.
|Phone:||+49 7541 6009-2267|
|Room:||FAB 3 | 1.63|
Ms. Schröder is in her fourth semester of a Bachelor's degree in Sociology, Politics & Economics at Zeppelin University. As an intern, she worked for a strategic communications consultancy where she focused on the topic of cybersecurity. Based on this interest, Ms. Schröder is responsible for the operational management of the Cybersecurity Innovation Circle within the BIC.
Ms. Gül is in her third bachelor's semester studying Sociology, Politics and Economics at Zeppelin University. In addition to various voluntary activities in political work, she is also interested in economic contexts and their interactions in the context of digitalization. With the employment at the BIC, she can use and expand her previously acquired knowledge from her studies.
Within the BIC, Ms. Gül is responsible for the management of the BIC's social media channels as well as for the thematic planning of upcoming events.
Ms. Dinh holds a Bachelor's degree in Asian Studies with a minor in Law from the University of Hamburg, with study visits to Vietnam and Indonesia and an internship at the Hamburg Senate Chancellery. She is currently writing her Master's thesis in Politics, Administration & International Relations at Zeppelin University, with a completed semester abroad at SciencesPo Paris and a research semester on Transcultural Management in German companies with subsidiaries in China at the Leadership Excellence Institute Zeppelin. Annika is responsible for the area of Digital Leadership and Sustainability at BIC.
Ms. Stickler is studying Corporate Management and Economics in the 4th bachelor semester at Zeppelin University. A future-oriented economy and the competitiveness of a company is a concern for Ms. Stickler. With her employment at BIC as Innovation Manager of the Innovation Circle Implications of Artificial Intelligence for Business Models and Society, Ms. Stickler can deepen these interests and accompany companies in building competitiveness for the future.
Mattea Müller is studying Corporate Management and Economics in her 3rd bachelor's semester at Zeppelin University. Ms. Müller is responsible for the planning and organization of the Annual Conference 2022.
As an intern, Ms. Müller worked for an event agency in Frankfurt am Main, among others, and was able to gain initial experience in the organization and planning of events.
Ms. Glajcar is in her second semester of a Bachelor's degree in Sociology, Politics and Economics at Zeppelin University. Through an internship at one of Germany's largest municipal energy suppliers in the area of corporate development and organization, she dealt with the topics of sustainability reporting and digitization.
Within the BIC, she is the operational leader in the innovation circle Digital Leadership.
Francesco Urso is a second semester student of Corporate Management & Economics at Zeppelin University. Due to his own start-up and professional experience in the real estate industry, Mr. Urso has numerous competencies with regard to the main topics of business model innovation in the field of real estate and entrepreneurship.
Alicia Väth holds a Bachelor's degree in Culture and Technology with a core subject in Philosophy from the Technical University of Berlin, with a semester abroad at the Sorbonne Nouvelle in Paris. Already during her bachelor studies she focused on the question how digitalization influences our society. Currently, Ms. Väth is writing her master's thesis in Politics, Administration and International Relations at Zeppelin University. It deals with the steering instruments of politics with a view to digitalization. At BIC, she will co-organize the annual conference 2022.
Paik Hemprich is studying Corporate Management & Economics in his sixth semester at Zeppelin University. With his own start-up experience as well as professional experience in business design, Mr. Hemprich has numerous competencies with regard to the main topics of business model innovation and entrepreneurship.