An Innovation from the Bundeswehr That Organizations Can Learn From

Spark Cells move innovation to where problems actually occur — turning employees into part-time intrapreneurs.

Four soldiers sit around a table discussing their projects. Spread out in front of them are sketches, notes, and early prototypes. The conversation jumps between topics: new approaches to drone surveillance, several smaller improvements for everyday operations within the unit, and a grappling hook system designed to simplify certain tasks.

One of the soldiers talks about a local blacksmith who helped develop a new version of the hook. Another gives an update on the drone project.

This is not an official innovation workshop.
No strategy offsite.
No presentation to a decision board.
It is simply a conversation about problems — and how to solve them.

Conversations like this are currently happening in several places across the German Armed Forces. They are part of an approach that raises a fundamental question: what if innovation doesn’t primarily emerge from innovation labs, programs, or strategy departments — but from the daily work of the organization itself?

This image is AI-generated. For security reasons, we do not publish any images of our work with the Bundeswehr.

Innovation cannot be centrally planned. But organizations can create the conditions in which it emerges.

Many organizations try to organize innovation deliberately. They establish innovation labs, launch transformation programs, or create units dedicated to emerging technologies. These initiatives can provide valuable impulses and visibility for future topics. Yet they often come with a structural challenge: they are far removed from the operational reality of the organization.

The people who deal with systems, processes, and problems every day are rarely part of these innovation environments. And yet they are the ones who understand the weaknesses and inefficiencies best.

This is where an approach currently being developed within the Bundeswehr comes in: Spark Cells.

Spark Cells are small, decentralized innovation units embedded directly within operational teams. They provide a structured space where personnel can identify problems, develop ideas, and test practical solutions. The concept originated in the U.S. Air Force as part of the innovation program AFWERX. Its goal was simple: strengthen innovation capabilities directly within units — not only in centralized innovation departments.

The idea behind it is both simple and radical: innovation should not primarily come from a central department. It should emerge where people encounter challenges every day.

In many organizations, an enormous and often underestimated resource already exists. People who question processes. People who experiment with technical solutions. People who know exactly where systems fail in everyday practice.

Yet routines, hierarchies, and formal responsibilities often leave little room to turn these observations into action.

Spark Cells address exactly this gap. They create a structured environment where personnel can move beyond reporting problems and begin developing solutions themselves. Employees become part-time intrapreneurs — individuals who think entrepreneurially alongside their regular duties, developing ideas and driving improvements forward. In many cases, this engagement is driven by intrinsic motivation. People invest time and energy because they want to improve the way their work gets done.

What emerges is more than an innovation process. It becomes a cultural shift.

Organizations frequently talk about transformation, new ways of working, or becoming more innovative. But culture rarely changes through programs or mission statements. Culture changes through structures that enable new behavior.

Spark Cells create exactly such a structure. They provide a space where ideas are not only discussed but tested. Problems are no longer simply reported — they are actively addressed. Innovation becomes less of a side initiative and more a natural part of everyday work.

Together with the Cyber Innovation Hub of the Bundeswehr, we are working to establish Spark Cells across multiple locations and support units in structuring their innovation activities — from idea generation and prioritization to implementation and testing.

What emerges is not another innovation lab.

It is a network of people within the organization who recognize problems and take ownership of solving them.

Perhaps this offers an important lesson for many companies. While organizations often try to steer innovation through programs, methods, or centralized units, they sometimes overlook where a large part of their innovation potential actually resides.

With the people inside their own organization.

With the people who deal with the organization’s challenges every day.

And sometimes innovation begins exactly as it did in that room with the soldiers.

Three test runs later, the newly developed hook system is now in daily use by the unit. Funding for the drone project has been approved, and the first test flight is about to take place. The soldiers continue meeting in their unit, discussing new ideas and bringing forward additional proposals.

Innovation does not stop after a single project.

It continues.

Perhaps innovation begins exactly where organizations once again trust their own people to change things

Learn more about Spark Cells

If you would like to learn more about the Spark Cell concept or explore whether a similar approach could be piloted in your organization, feel free to contact our Director Roman Weishäupl.