Formulating a strategy is still useful in an increasingly disruptive and unpredictable environment? Is innovation a strategic activity in companies and organizations? How to merge innovation and strategy?
Innovation currently has more strategic weight than ever. In other words, strategy must be more innovative every day.
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?
What is the future of innovation-driven growth?” Two driving waves of innovation are identified, although it is also emphasized that their effects will take time to materialize.
15 European countries are in the top 25. For Spain, the performance gap with the EU is getting bigger…
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. ”.
It is a fairly generalized fact to believe that innovation starts with “ideas”. According to this hypothesis, ideas are first raised and then become innovations.
But experience shows that the most successful companies with the most innovative continuity tend to be those that start from a strategic perspective.
Creating a new business is an exciting and passionate process that, from the beginning, should not miss two factors: innovation and agility.
A new company is to implement a good idea in the economic and / or social field, to generate profits and endure over time. 12 topics for active learning.
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…
There is no leader as the starling’s swarm. There is no command-and-control structure to direct the group. Indeed, it turns out that it is the very opposite with extremely decentralised decision-making. Whilst there maybe thousands of birds flying together, each starling notes the actions of up to seven neighbours.
When we talk about an innovation strategy, we can refer to different ways to get to build:
Trying to find out the future and explore the different scenarios that are most likely to occur.
Be aware of the increasingly accelerated changes in our entire environment, and prepare to adapt as quickly as possible.
Suggested that a strategy be 35 words to ensure understanding across the organisation, there appears to be confusion.
Dr. Pete Compo, author of the upcoming book “The Emergent Approach”™ to Strategy, reviewed over 70 definitions from many sources.
A strategy is the central rule of a framework, designed to unify all actions and decisions around busting the bottleneck to achieving the foremost aspiration.
This definition retains what is useful in the 70 definitions and solves the identified problems.
The publication of the next Global Innovation Index report, 2020, has been announced.
This year’s GII is dedicated to the theme: “Who will finance innovation?” and will be available for download from September 2. The report analyzes the state of innovation financing around the world, also in the context of the Covid-19 pandemic
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?
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.
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. To sustain the change and maintain the expected benefits, a review action is necessary after each action and at the end.
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 trends that show.
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?
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, is a very useful way to facilitate the elaboration, the communication and the comprehension of the strategy.
Results of the European Innovation Scoreboard (EIS) 2016:
Spain is ranked at 20 of the 28 members of the EU in the last index of innovation performance in Europe and walks away, year after year, to reach the European average. Innovation in Spain continues to decline.
Despite the official propaganda, often reinforced by the media, innovation in Spain continues its fall and it seems that not even an awareness of it is encouraged.
