Today’s business environment is highly dynamic, uncertain and unpredictable. Leading corporates that used to be long-time leaders of their industry are being disrupted by new, digitally enabled business models of relatively small start-ups.
Traditionally AH’s competitors are other supermarkets that offer similar value
propositions. In recent years new players have entered the industry offering similar
products in a different way. This makes the competitive landscape more and more
difficult to monitor. AH screens direct competitors on price and quality of products. As industry boundaries are blurring and disruptive forces are arising, large companies need to find new, innovative ways to compete. This leads to the research question of this thesis: Which future steps are recommended for Albert Heijn’s innovation journey in order to cope with a rapidly changing environment?

The development of new concepts is carried out at AH’s headquarters (HQ). Therefore, the employees working at HQ were the focal point of this research. Research methods included qualitative interviews and a literature review. Most importantly, the researcher gained insights into the organization by working with the “Food Rebels”, an internal innovation team, and by introducing various design interventions.