If we were to use a car analogy to describe how Audi Denkwerkstatt works, the mentors working there would be the clutch between the engine and the transmission. This means that the mentors, who typically have a startup background, and the 22-strong Audi Denkwerkstatt team connect Audi participants working on different projects and coming from different areas with local startup companies. This connecting and integrating role is very important, as it is expected in all Audi units and can be mastered excellently in a six-month startup-style programme. The leaders of Audi Denkwerkstatt consider it important to operate a workshop where Audi startup projects can quickly take off and integrate with other startups, research centres and experts in Berlin's innovation ecosystem. However, it is important to emphasise the guiding principle that corporate innovation culture should not be dictated from outside, but modelled from within. In everyday terms, this means that not everything has to work immediately and perfectly. Just as in the startup world, it is accepted here that at the beginning, it is sufficient if something works well enough and is not yet perfect. In Audi's traditional operations, especially in production, everything has to be perfect. All this teaches Audi Denkwerkstatt participants that they can learn from each other, but a lot depends on mutual understanding and openness.

A startup is usually based on the assumption that the idea works. This is followed by a series of trials and tests, then an iteration of development steps until a product or service that meets customer expectations is delivered. At every step of this process, it is important to know what the customer wants and to respond very quickly accordingly. In contrast, a large company must first establish appropriate processes that allow it to make the right decisions even when the perfect product is not available. It is extremely instructive to work in an environment that differs from normal corporate processes, where everything depends on mutual trust.

Speed plays a key role in the project work at Audi Denkwerkstatt, which can only be achieved if everyone focuses on one topic. Another important feature is absolute customer focus. From day one, participants engage with potential customers and maintain a continuous dialogue with them. This philosophy makes it possible to determine whether the assumptions behind the development are correct or not. Experience has shown that this is the only way to support the development of products that will find their market.

The Audi Group utilises the activities of the Audi Denkwerkstatt in Berlin in a number of ways. One obvious effect is that participants and, through them, their workplaces and teams come into contact with external companies and learn about startup thinking and methods, which they share and, ideally, apply upon their return. According to the operators of the Audi Denkwerkstatt, all participants return home with a toolbox and a set of suggestions that they can use in their own areas, thereby positively changing the corporate culture and innovation management.

One of Audi Denkwerkstatt's new initiatives is to welcome company executives for a week, who are integrated into a development team and participate in developer meetings, client consultations, pitch events, and have lunch with co-working office staff. The most important experience for managers is that they can work in a team with developers and, through their own experiences, see and learn what methods they use and how they approach and involve customers in developments. There is a very high demand for such management participation, which clearly demonstrates that the Audi Denkwerkstatt team provides a valuable service that is worth adapting.