At a manufacturing company, developments typically have a typical life cycle. Initially, the quickly achievable successful developments, the "low-hanging fruit", are process optimisations implemented in production. These rationalisation measures and changes can be implemented over a period of years through work organisation, standardisation and the introduction of standardised work instructions, and they always result in some kind of savings or productivity gains. After production has started, an annual improvement of around 5-10% can be achieved relatively easily in production. After a few years, however, rationalisation measures reach their limit, and only significant costs can achieve relatively small savings and efficiency gains. The next step is to exploit the opportunities offered by digitalisation. Typically, the analysis of data that cannot be reviewed by the human eye or capacity can bring further savings opportunities.

Intensive innovation activities began at Bosch's Hungarian companies more than five years ago, based on international and domestic benchmarking within the group. Among other things, they examined how to embrace startup initiatives within the company and then, within the framework of an incubation programme, facilitate the creation of potentially viable prototypes (Minimal Viable Product, MVP) for them. The strategic goal of the department dealing with ecosystem development is to explore new innovation opportunities and develop business models. With this shift in focus, they aim to expand Bosch's product portfolio and better serve their customers. They want to connect to the developers' core business by looking at how they can add new features to what they are developing. An important part of the development activity is generating new ideas and integrating them into the development processes. Another direction of their innovation activity is to "explore", i.e. not related to ongoing developments, but innovation activity in completely new areas. This takes place through campaigns on various topics. They ask their development staff if they have any suggestions or ideas related to the topics set out or to Bosch's philosophy, the value system epitomised by the slogan "Invented for life". It is important that these developments represent new business and revenue streams or business models for Bosch.

Bosch can be considered a truly ambidextrous organisation and, as such, operates significant exploratory innovation processes alongside process development and other operational activities. This ambidexterity is also evident at the group level: