Ideas. Innovation. Value.



Vertriebsunterstützung / Business Developer gesucht

Als erfahrenes Beratungsunternehmen haben wir uns auf umsetzungsorientierte Unterstützung in den...


Vierter RIVA Sundowner im Bayerischen Yacht-Club in Starnberg am 9. November 2018

Einladung zum vierten Sundowner im Bayerischen Yacht-Club in Starnberg


NEU IM TEAM: Uwe Fritsch

Uwe Fritsch hat seine Kernkompetenzen im Bereich Operationsmanagement, Projekt/Programmanagement...


Die aktuellen Trends im Innovationsmanagement

Interview mit Frank Wätzig, GF Riva Partners


Agil Managen

In unserem Flyer rund um das Thema Agiles Managen beschreiben wir Grundlagen, Beispiele für...

Critical Project Recovery / Technology Transfer

Target of the project was the recovery of a critical innovation project and the safeguarding of internal technology transfer.

Initial Situation

  • Medical engineering start-up company, approx. 140 employees
  • Approx. 100 Mio. EUR seed-phase investment
  • Enterprise target: development of a measuring system for blood glucose with significantly higher measuring accuracy
  • Product does not meet specified performance requirements
  • Market entry dates had been repeatedly postponed


  • Redesign of project structure and planning with regard to fastest possible market entry
  • Interim project lead
  • Identification of improvement levers to achieve specified product performance
  • Technology and know-how transfer between development site and production plant


  • Restructuring of project team ,rescheduling of project timing plan, effective task tracking
  • Installation of cross-functional task forces
  • Direct operational project team lead and intensive project and risk controlling
  • Bi-weekly status reporting towards supervisory board and investors
  • Acceptance of functional and disciplinary responsibility (R&D manager, plant manager, quality manager)


  • CE-approval of the product with marketable accuracy
  • Significant increase in production yield
  • Identification of additional improvement levers for second generation product performance
  • Establishing contacts to additional investors for subsequent financing