by FRANCESC GÜELL
Innovation always has a point of rupture and qualitative leap, but nowadays, in an environment of accelerated change, it has more to do with a structured process that creates ‘innovation culture’.
The ‘agile’ concept and methodology allows continuous and successful innovation, accelerating the whole process, reducing risks, and maintaining a flow of projects and programs in continuous iteration between the design and client.
Agile innovation addresses the three critical drivers of success: accelerating the innovation process; reduce the risks inherent to uncertainty and compromise the organization and its broader ecosystem in the effort.
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…
Starting a new company is an exciting process in which, from the beginning, should not miss innovation and agility.
A new company is actually implementing a good idea in the economic field, to generate profits and endure over time. And it will better be an innovative idea agilely implemented.
Good ideas are scarce, and in companies and organizations that have long running and large structures…
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 and time.
Francesc Güell: Agile innovation and performance
Innovation and performance are not contradictory terms, but on the contrary, they are complementary. So that the higher innovation the better the performance.
However, they can produce tensions in the organization, since one is directed to the future and the other is a subject of the present. There are two basic processes that compete for resources. That is why I speak of ‘harmonizing’ innovation with performance.
Innovation is the fundamental resource to improve performance. But innovation is a change and it is a process that must be covered by the entire organization.See more…
The challenge today is to innovate swiftly. Build a process based on the active merger of these two concepts:
Innovation + Agility = Agile innovation
We could say that innovate is to bring good ideas to reality, with success and continuously.
Innovating is not, therefore, the result of genius, chance or luck, it is a process. A process that can be designed, implemented and improved in all companies and organizations. A process that favors the creation of an innovative culture.
Innovating is no longer an option, it is a necessity. Means:
- Do something new. Innovate in products or services.
- Positioning in the market or segment in a different or new way. Innovate in the value proposition and in the positioning in the market.
- Do things differently. Innovate internal processes.
- Change paradigm. Create a new “mental model” or category.
Tool to assess innovation management
A tool to evaluate innovation management and the ability of organisations to innovate.
We focused attention on the areas considered more important to the success of the process and to create innovation culture.
The scope covers:
Development of new products or services, new internal processes, new positioning initiatives in the market and the generation of new concepts and platforms.
The results will be shown in two graphs of six and twelve axes, which allows to decide what type of improvement actions should be undertaken.See more…
The strategy on one page
A single page should be sufficient to effectively communicate vision and strategy formulated through a few main or strategic axes.
That’s why we present a model that is:
* A way to express the vision and strategy in a clear and summarized way.
* A tool to help SMEs.
* An efficient formulation with limited time and resources.
* A guide to define the strategic axes and clear objectives.
* Simplify communication.
* The construction is based on what we call “Strategy Tree”.See more…
Accelerate innovation flow as a business strategy.
“Our flow of innovation is usually composed of 15 to 20 projects. Of them, some will come to an end and others will not. Of those that are completed, some will meet the objectives originally planned, will be successful and others will not.
The latter have consumed money, time and in some cases investments. Lost resources to be recovered with other projects.
This course is what has helped us more not to waste resources and considerably increase the % of final success …
Courses and active workshops
These active courses and workshops are intended for a team from your own organization to put into practice the concepts that we let at their disposal.
They are preformed since 2005 but are redesigned and refined annually based on the experiences acquired with the participating companies and organizations. All can be adapted specifically to the needs of your company.Topics of courses and workshops
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