10R strategy and go!

From the idea to implementation in 72 hours:

Or: How Heuer Radsport tackled the “10R strategy and go”

When we at Heuer Radsport announced our 10R strategy for more sustainability, one thing was clear to us: fast action was crucial in order to translate the enthusiasm and motivation of our team directly into implementation. We knew from experience that the first 72 hours after the launch of a project often make the difference between success and failure. This is precisely why we decided to take the bull by the horns and get straight into action with a tangible, concrete measure.

The 72-hour challenge: From idea to innovation

After adopting our strategy, the first step was to be taken: How do we implement the “10R strategy and go!” into everyday life? As soon as the ink had dried on the strategy paper, I called our small, dedicated team together. The energy and anticipation of something big was already palpable in the room. Everyone knew that we didn't want to stick to theoretical discussions. We had to act - and we had to act now.

Our wheel carton: A micro-project with a big impact

“We need a tangible project that everyone understands and where we can see success quickly,” I told the team. Sustainability should not just remain an idea, but should be translated into reality immediately. The choice fell on a simple but effective project: our wheel carton.

The decision to use the wheel carton was no coincidence. The box is the first thing our customers get their hands on when they receive our wheels - and often the last thing they dispose of. It represents the beginning and the end of a cycle.

Our proven 28-inch carton is robust and reusable, but not ideal for our new range of wheels from BMX to MTB, i.e. from 20 to 29 inches. We were faced with the challenge of finding a solution that was both economical and aesthetically pleasing. It was the perfect starting point to apply the 10R strategy to a real project and show that even small changes can make a big difference.

Creative brainstorming: Every idea counts

Instead of planning for a long time, we wanted to get straight to the point. “Let's have an intensive brainstorming session,” I suggested. Everyone in the team should look at the box from the perspective of all ten R's - from “Refuse” to “Recover”. The challenge was clear: every step of our strategy should be incorporated into the revision of the carton.

We encourage everyone to express even seemingly crazy ideas. “No idea is too far-fetched” was our motto. This openness led to some surprising and innovative approaches. Sandra, our technician, came up with the idea of adding a special fold to the box to save space when not in use. Philipp from Sales thought about how we could use the box as a marketing tool.

Our aim was to develop packaging that not only optimally protects our high-quality wheels, but also offers the customer added value - be it through simple storage or as a practical solution for return shipments in the event of servicing.

There were no wrong ideas, every perspective was welcome. Our goal was to come back together in 48 hours to present the results.

What happened over the next two days was simply inspiring. There was a real dynamic within the team that I had rarely experienced before. Every break was spent discussing carton designs and recycling options, sketching on our little whiteboard and even during the lunch break ideas were flying back and forth. Everyone was involved, everyone contributed.

First results: Sustainability meets practicality

When we met again 48 hours later, I was overwhelmed by the results. Not only had the team come up with creative ideas - they had even made a simple prototype of the new box. In particular, there was the cardboard box that could be converted into a practical bicycle bag (Repurpose). Another model was made entirely from recycled material (Remanufacture). And then there was the clever design with folding techniques that used less material and increased stability at the same time (Reduce).

But the most amazing thing was that the team had already made the first inquiries to our suppliers to check the feasibility of the ideas. This not only showed how committed the team was, but also how quickly we were able to move from idea to implementation.

The 72-hour rule: From planning to action

At that moment, I realized that we had initiated more than just a process - we had started a movement. The 72-hour rule had proved its worth. By moving quickly from planning to action, we created a dynamic that carried everyone along. This energy, this willingness to tackle things, led our team in a new direction. Suddenly, sustainability was no longer just a goal on paper - it became tangible, tangible.

The start of a culture of acting fast

At the end of the meeting, the enthusiasm in the room was palpable. It was clear that this was just the beginning. We not only had a plan for a more sustainable wheel carton - we had laid the foundations for a corporate culture in which ideas quickly become actions.

The determination in the room was palpable, the motivation unmistakable. I looked into the faces of my team and saw the same passion that drives me: the love of cycling and the desire to make our world a better place.

“Let's use this momentum,” I said.