Agile innovation Archives - Agile Innovation

Innovation model in SMEs

How we apply an innovation model in SMEs. Differences with large companies. The activities to be carried out are essentially the same as in large companies, the differences are in resources, time and dedication. The Mittelstand.

A model for innovation management

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...

Agile Innovation Course 2021. Live, ‘Online’ & interactive

Implement, improve and accelerate an agile innovation process. Interactive online webinar: ° 5 modules of 3 hours ° With practical exercises

Build the innovation portfolio.

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.

Webinar: Innovation urgency

The objective is to convey the need and urgency of innovation in all organizations and in all areas. The thesis is that innovation is key to improving the macro and micro economy, and that in times of crisis, the most innovative companies and territories do better. The existence of barriers to innovation slows down economic and social development in the areas in which we operate. Accelerated and abrupt changes such as the current crisis caused by Covid-19 have further catalyzed the urgency…

Innovation in Europe by “regions”

The Regional Innovation Scoreboard (RIS) is a regional extension of the EIS, which assesses the performance of innovation in the regions. A trend in innovation is grouping into territories and countries most innovators. Basque Contry is the spanish community with the highest innovation rate but ranks in position 132 of 238 regions.

Forecasting innovation

Forecasts are a substantial part of any “Business Plan”. In any innovation project or ‘startup’, at some time it's necessary to carry out and present a “Business Plan”. What tools do we have to make forecasts?

Agile Innovation Management Course

Implement, manage and improve an agile innovation process. Both the course and the additional support are based on international experience and excellence. Many proven ideas and experiences are presented to be implement ed when returning to your organization.

Innovation and extended supply chain: Cosmetics and perfumery (& 2)

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.

Innovation and extended supply chain: Perfumery and cosmetics

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.

Fundaments to change

Innovation is change (1)

Innovation is a change. Like any change, requires effort, generates resistance and needs vision and leadership. To innovate, change is required in the culture, in the organization, in the strategy and in the way of working. Crisis and recession are also engines for change generation. They are not only providing threats but also opportunities. In many cases, it's necessary to think and act counter current. Remove elements of pessimism, but keep being realistic and almost objective to evaluate the new facts and…

8 views on innovation and agile innovation

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…

Interview with Francesc Güell by Responsablia

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? FG: 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,…

We want to innovate, but we don’t get results.

"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…

New Agile Innovation course 2018. Accelerate innovation flow as a business strategy.

This course has been running since 2006. We are redesigning and perfecting it every year from the experiences with the participating companies and organizations. Can be arranged on request for groups of 6 -15 people, from one or more companies or organizations. Can be adapted to specific needs, and be presented between 16 and 24 hours, 2 full days or programmed for 4-6 sessions of 4 hours. Our methodology includes meeting with companies before and after the course.

Design Thinking vs.Technological Innovation

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:

What do we innovate? Vision: innovation lighthouse

Every process must have an objective, every organization as well. Innovation precise orientation and a direction. Both organizations belonging to the public sector, as well as private or associative, work on the basis that they have a mission to accomplish and medium to long term objectives. But what do we mean by objectives? ... Where are these objectives explicit? the true ones, the ones that, obviously, will be the framework for the innovation orientation and direction?

Innovate thoroughly. Collaborative engineering.

The culture of a company are the people who in the course of time have been accumulated facts, achievements, failures, major milestones, changes, etc. The greatest influence are top managers, which are observed by everyone, but interpersonal relationships and the way that the company relates with its employees and collaborators also have a decisive importance. Today we know that not all cultures encourage innovation. Therefore, sometimes, innovation projects cost much more to get to reality and succeed in a company than…

Seven key features of the innovative company

The experience as an executive and consultant, working on innovation and strategy showed me how to identify common features in companies that are classified as "innovators" and who have managed to create an "innovation culture" in their organization. This may enable companies and managers who want to move on this direction, to formulate themselves some questions and above all, the right questions.

Even in the crisis, some companies are progressing

Some time ago, the effect and the end of the crisis was discussed at a session of ESADEFORUM, (Case Studies in the crisis period). For some companies it was an opportunity for progress. Participating were some chief executives of companies representing business success in this period of crisis. In all of them, the key to the success was the effort in innovation.