Over the past ten years Heineken measured a decrease in brand power, especially among younger consumers. Furthermore, Heineken lacks an experiential culture that fosters innovation due to daily workloads, mindset on global impact and scalability, immediate successful deliverables and business cases, and strict brand approval and brand mitigation. To increase the brand power among younger consumers and overcome the barriers this project is initiated, a project to create a place to open-mindedly explore the future of beer and beyond. The motive of this thesis was to advice Heineken in building an innovation lab.

A future oriented approach is chosen to create this place, called DIVE (Design, Innovation, Vision, Exploration). This approach is combined with the Vision in Product Design method, the dynamic capabilities framework, and the Design Driven Innovation method. Since the combination is new, there will be a reflection after every step. The steps are: 1. Understanding the present, 2. Approaching the future, 3. Imagining the future, and 4. Establishing final boundary object.

Understanding the present is achieved through analysing Heineken and the target group. Findings are that the world of beer is under pressure, that Heineken has not their fair share among the Gen Y and Z and that gen Z will bring disruption. For further research the domain is delimited to quality socializing among Gen Z.

Approaching the future results in a list of factors and together with knowledge from the previous step form a future worldview. This worldview is used to create a narrative about the place which indicates characteristics of the Heineken LAB. The place should be in an upcoming urban area where Heineken revamps an old building, look for combining nature, facilitating outstanding experiences, and repurposing old stuff. The place will have an amazing bar at its core to explore new drinking rituals, new production techniques, new beers and drinks and use new technologies.

The final boundary object, which is the result of this thesis, is a strategy including the aim, objectives, KPI’s, characteristics and a roadmap of four steps including planning, approach, allocation of resources, and accompanying themes for creating the Heineken LAB. The defined steps for developing the Heineken LAB are the brewery, the bar, the lounge, and the program. Through a workshop with both internal and external stakeholders the previous research and strategy is validated. Although the number of participants is low, the participants confirmed the research and agreed with the roadmap. After graduating, the strategy will still be in place.

The created framework in the beginning of the project needs more validation before concluding whether it works as an approach to create an innovation lab. Even though it worked for this project, there are limitations. Next to the approach, the ability to envision, inspire, simplify, structure, align, translate, embrace, and educate are needed.