This concept dates back to the Degussa company. Back then, the idea was to work cooperatively on topics that were relevant to several operating units and had a long-term outlook. However, in the beginning there were no direct connections with the operating units. That’s why it was decided to bring employees from these units together with Creavis for a period of three to four years in a Project House so that they could work together very closely for a limited period of time. This model brings together experience and know-how from various units within the Project Houses. Initially an important objective was to exploit the synergies between the various business units. Today the focus is more on developing expertise—for example, in the Medical Devices Project House. One of the projects we conducted there developed biodegradable materials for implants that are used to replace bones. There were already some points of contact with other parts of the company, but there weren’t any real activities. We built up a new research team and the entire infrastructure, invested several million euros in apparatus and lab equipment, and worked on concrete projects. In the end, we transferred the entire Project House to the Health Care business line as a competence center.