Innovation is change (& 2)

We finished the first part of this article listing some models of change management: Michael Doyle, John P. Kotter and Managed Change Model of LaMarsh Global. We continue with a brief description of these and a summary of the practical methodology used for the implementation. We work in three layers or simultaneous levels. The three begin with where the change begins: the "identification" or "discovery" of the very need of change. Education and communication are critical throughout all the process.…

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.

Innovation needs to remove barriers

Innovation and change. Innovation needs to remove barriers. I am convinced that organizations, and as such companies, behave and evolve as open systems. An open system is anyone who interacts and communicates with the social environment. Which, as a first consequence, is that to survive and develop they must adapt continuously. In fact, in a social changing environment, they will never be fully adapted. The human being is an open biological system, innovative in nature since, in the course of evolution, it…

Innovate thoroughly. Collaborative engineering. (1)

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…

Identifiers of good innovation management

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.

A model for innovation management

Paper presented at the Third ACCID and APC Conference. University of Girona. May 30th, 2014. In the management of companies and organizations are ideas that matter and not the models. 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...

Barometer of innovation: A new self-assessment tool.

This is a tool for evaluation and self-assessment on innovation management and innovation capability of companies and organisations. It focuses on the areas that we think are the key for success of the process and the creation of an innovative culture. Innovation is considered as a process and designed with agile methodologies and customer focusand represented as a continuous flow...

Why good initiatives fail?

Lead the change with agility and success. Leadership is a combination of appropriate decision making and appropriate behavior. Embarking on a change program without these premises will result in a failure. We have all seen failing too many initiatives and projects that seemed excellent, but that repeatedly failed to put them into practice. Good ideas, initially very interesting and promising, are left in attempts, are jammed or do not end up producing the expected results, with the consequent waste of resources…