A quick assessment to determine the situation in which a company or organization is, regarding its innovative culture and capacity for innovation.
If the organs of power of the company decide or should decide on innovation and strategy, in this 2nd part we are going to consider some different forms of corporate governance. Which means: Who is responsible for orchestrating innovation and strategy with short-term operations?
It is no longer just undertaking digital transformation, but a need to adapt to an environment of accelerated change.
If continually adapting is tiring and if in some organizations, social environments or territories it is so difficult to innovate, it is because there are barriers or resistance.
My thesis here is that, starting from a certain company size, harmonizing and integrating innovation, as well as medium- and long-term strategic issues, with daily operations in the short term is a problem that requires special attention.
Therefore, “orchestrate the company” will have the meaning of harmonizing and integrating both fronts: the short, medium and long term, to “sound” like a perfect “symphonic orchestra”, without dissonances and with “creativity” and “excellent” results. ”.
Starting a new company is an exciting process in which, from the beginning, should not miss innovation and agility.
A new company is actually transform a good idea into reality so that it generates benefits in the economic or social field and lasts over time. And it better be an innovative idea put into practice with agility.
Innovate is to bring good ideas into reality, continuously and successfully. It means converting knowledge and ideas into new products or services, new or improved processes to obtain competitive advantages.
Any innovation can mean a radical leap, something that the market has never seen, or it can be incremental, taking an existing concept and improving, turning it into something new.
In both cases, innovation is the result of the process of managing a continuous flow of projects and programs that channels the necessary resources to bring them into a successful end.
Paper presented at the Third ACCID and APC Conference. University of Girona.
Models are simplifications of reality that serve to reduce the complexity and transmit knowledge or experience which must then be adapted to another reality.
We’ll see a model based on business practice…
Whether your company is small or large, your success in innovation will depend on having a suitable portfolio or pipeline of innovation projects and programs. And also, to manage it in an agile and efficient way.
A set of ideas, projects, and programs that the organization is managing as it would with a set of investments, in order to obtain explicit results and objectives focused on an innovation strategy.
Cosmetics and perfumery are mature and stable markets in terms of consumption, but with different developments depending on the segments and marketing channels. They show moderate growths on average, but continually generate changes and opportunities in new segments and in the analysed supply chain, with different ways of reaching the final consumer.
Beginnings: the supply chain. Extended supply chain. Innovation in supply chains. As an example we will see the cosmetics and perfumery sector and especially the alcoholic perfumery and fragrances.
This article features eight views or faces on innovation and agile innovation.
Innovation is a very used word and in many areas. Everyone seems to agree that it must be encouraged and that all companies and organizations should focus their strategy on innovation, especially SMEs and new companies.
But the concept that is being explained in these different areas does not always coincide. I think I should first clarify the concept that I am going to apply here to the word innovation, which, in any case, will be focused on action, that is, on the capabilities of the organization to act.
Following is the summary of the interview for Responsablia blog.
Responsablia: How should quality and innovation be integrated into the company’s strategy? Who or what people must push it and how to do it?
I think that both issues must be implicitly or explicitly integrated in the formulation of the strategy, they must be part of it as an important premise.
The whole strategic process must be driven by the management team, communicated and shared by all.
Strategy on one page, is a very useful way to facilitate the elaboration, the communication and the comprehension of the strategy.
“we want to innovate, but it is difficult for us. We don’t get results.”
Why? What’s going on?
Our resources are limited, we are a medium / small company, but with no doubt, each one is competent in their field.
Our goal is to launch new products on a regular basis, to replace some low margin and very competitive prices ones. But the results are not good.
We try to formally advance with several projects, but all are delayed, and the launching times are not fulfilled.
In a schematic and very simple way, the primary processes of a company can be represented as in the figure. Thus, operations include processes that represent the daily activity of the company, from customer acquisition, sales, marketing, to all processes in the supply chain.
The process of innovation, is oriented to the future of the company.
Innovation Push and Pull:
Statistics are showing that the most productive economies are the ones with greater:
Both require knowledge, effort and some time to mature.
It’s the opposite of economies that compensate low productivity with low wages & salaries and speculation.
Economic system and productive economy
What are the objectives of the economic system?
A model of agile innovation based on business practice, as a process linked to the innovation strategy.
The agile innovation is an open innovation model, linking the company with the outside, increasing their ability to learn, creating knowledge networks and preparing to deliver technological advantages, competitive advantages or benefits of optimizing their internal processes and reduce their costs.