Agile innovation
by Francesc Güell
Before there was the 'possibility' to innovate. Then came the need.
Later, the need became a rush, and so on until recently.
But now we come into innovation urgency
Agile innovation addresses the three critical drivers of success: accelerating the innovation process; reduce the risks inherent in uncertainty and engage the organization and its broader ecosystem in the effort.
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Innovation and salaries
Low salaries and innovation are incompatible in both companies and regional and country economic models. A reconsideration of the models and strategy would be necessary.
I was struck by a comment by Ricard Santomà [1], a few weeks ago, in a media:
“If you want to be a mediocre tourist destination, keep mediocre salaries”
Innovate: Ideas or strategy?
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.
Agile Innovation Management Course 2020
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.
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. To sustain the change and maintain the expected benefits, a review action is necessary after each action and at the end.
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12 tracks for entrepreneurs
Creating a new company is an exciting process in which, from the beginning, two factors should not be missing: innovation and agility.
Neither our environment and culture, nor the administration, will facilitate the process. Especially in terms of financing and support for new projects.
As for people, what is most striking is the lack of knowledge in basic business processes and the loneliness with they have to face decisions that can later be key.
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Tool to assess innovation management
A tool to evaluate innovation management and the ability of organisations to innovate.
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.
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Financing innovation in the COVID 19 crisis
Summary of the main observations and conclusions of the Global Innovation Index Report GII 2020 dedicated this year to the monographic topic of "Who will finance the Innovation" in the crisis generated by Covid19.
The analyzes presented allow us to have a global vision of the subject and extract some trends.
Webinar: Innovation urgency
* Urgency coming from accelerated changes,sometimes abrupt.
* Due to the imperative need to develop something new of extreme urgency for the company or society.
* When a company or a country intends to get o recover a higher level of economic performance, growth and social welfare.
* A way to deal with a crisis.
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.
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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".
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Innovate
If we say to innovate is to bring good ideas to reality, with success and continuously, then is not the result of genius, chance or luck, it's a process. A process that is designed, implemented and improved in all companies and organizations and favors the creation of an innovative culture.
Innovating is no longer an option, it is imperative and it 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.
Agile Innovation Management Course 2020
From September 2020 is organized for groups of between 6 and 10 people from one or two organizations, following the sanitary norms.
The duration is 16 hours. It can be scheduled in 2 full days or in 4 sessions of 4 hours.
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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+34 609 303 683
