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.
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?
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.
The results of the European Innovation Scoreboard, (EIS) 2017 are presented with a revised system of measures and indicators. Therefore, the results and rankings are not directly comparable with previous editions. However, time series that use the new measurement system allow the results to be shown over time.
“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 are not fulfilled.
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...
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.
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.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...
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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