The blue teams report directly to the CEO and CTO, and are to some extent “shielded” from the rest of the business. In addition to building its own internal teams, Hexagon has also made a number of strategic acquisitions to bolster its capabilities, including buying software surveillance company Tacticaware and the mapping division of Danish consulting and engineering group COWI.Ģ/ Shield them from the rest of the business I've not yet seen a green team turning blue," he says. “Our experience from the last six years shows that you are either blue or green. There was rarely much crossover between green and blue engineers, Boeckem says. They had to be willing to work more irregular hours and to pivot the design several times. This new set of engineers had to be more comfortable with agile working and relish a lack of strict rules. But a different set of engineers - mostly hired from outside the company - came in to work on the disruptive products. The existing “green” teams continued to work on its specialist lines, making small iterative improvements. Hexagon did it by setting up a separate “blue” team to push forward this disruptive innovation. It's not easy for a big conglomerate to create a new product division from scratch. These products have allowed us to expand into media and entertainment where we previously had no legacy.” How did Hexagon do it? 1/ Hire a disruption team from outside the business They bring more than 50% new customers, and take us into new industries or segments. “ Disruptive projects are meaningful to us in terms of new customers.
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