Innovation Strategy and Product Development Optimization at Change of Scandinavia A/S: Project Based Business Collaboration

Innovation Strategy and Product Development Optimization at Change of Scandinavia A/S

Herath, H Mudiyanselage Belinda Upulvani Chathurika

3. semester

Entrepreneurial Business Engineering, Master

2026

2026-01-14

37

Dette speciale analyserer Change of Scandinavia A/S’ (Change Lingerie) innovationsstrategi og produktskabelsesproces med fokus på, hvordan virksomheden kan reagere hurtigere på omskiftelige modetrends. Studiet blev gennemført som et 18-ugers, fuldtids projektorienteret praktikforløb og anvender deltagende aktionsforskning, hvor forfatteren var indlejret i de tekniske, design- og sourcingfunktioner. Teoretisk bygger analysen på åben innovation, lead user-teori og værdimedskabelse. Undersøgelsen peger på to centrale barrierer for agilitet: en dominans af historiske salgsdata, der overdøver tidlige signaler fra trendledende “lead users”, samt et digitalt underskud i prototypning, som forsinker validering og gør brandet til en “hurtig efterfølger” snarere end trendsætter. På den baggrund foreslås en omkonfiguration af innovationsøkosystemet med tre hovedtiltag: formaliseret lead user-valideringsprotokol til at opfange ikke-pecuniære videnstrømme; fuld strategisk integration af digitale prototypningsværktøjer som CLO3D og Lectra for at øge valideringshastigheden; samt et skifte fra transaktionel sourcing til teknisk medskabelse med nye produktionspartnere i Sri Lanka og Indien. Praktiske observationer fra bl.a. AW26 designreview og de tidlige SS27-protoaktiviteter samt deltagelse i fitsessions og prøvegodkendelser understøtter anbefalingerne. Overordnet konkluderes, at overgangen fra et lukket, bagudskuende valideringsregime til et åbent, forudsigende samarbejde er afgørende for at levere teknisk stærke og rettidige sortimenter i et mere volatilt marked.

This thesis examines Change of Scandinavia A/S (Change Lingerie)’s innovation strategy and product creation process, asking how the company can respond faster to volatile fashion trends. Conducted as an 18‑week, full‑time, project‑oriented internship, the study uses a Participatory Action Research approach with the researcher embedded in the Technical, Design, and Sourcing teams. The analysis is grounded in Open Innovation, Lead User Theory, and Value Co‑creation. Two main barriers to agility are identified: a dominance of historical sales data that drowns out early signals from trend‑setting lead users, and a digital deficit in prototyping that slows validation, positioning the brand as a fast follower rather than a trend leader. To address these issues, the report recommends reconfiguring the innovation ecosystem through three levers: formalizing a Lead User Validation Protocol to capture non‑pecuniary knowledge flows; fully integrating digital prototyping tools such as CLO3D and Lectra to speed up validation; and shifting from transactional sourcing to technical co‑creation with new manufacturing partners in Sri Lanka and India. Practical insights from the AW26 design review, early SS27 prototyping, fit sessions, and sample approvals inform these proposals. Overall, the conclusion is that moving from a closed, historically validated model to an open, predictive collaboration model is essential to deliver technically robust and well‑timed assortments in an increasingly volatile market.

[This abstract was generated with the help of AI]

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