by Francesc Güell
Removing barriers to innovation
“Change and innovation, radical or incremental, have been and are normal things in the course of human life. There is nothing extraordinary about adapting. It is a necessary condition for survival, and our history shows it. The human being is an innovative biological system by nature since, in the course of evolution, it has continuously adapted to changes in the environment”
Samuel Husenman. “El cambio y la innovación como estratègia adaptativa”. In “El arte de innovar en la empresa” from Antoni M. Güell and Mar Vila. ISBN84-8453-080-9
How do we do it?
- Creating an agile innovation process.
- Identifying internal and external barriers.
- Improving our change management
- Supporting us in education, science, technology, design, and imagination.
- Creating knowledge and intangible assets, striving to create value.
With above we also contribute to:
- Create a more productive economy with higher added value
- Improve our health and restore our environment.
- Able to create more work and with better salaries.
- And as a virtuous circle, increase people’s purchasing power and security.
- Which at the same time would be the engine of a society of greater well-being.
If continuously adapting is tiring, if in some organizations and companies it is so difficult to innovate, and if in certain areas, countries or social environments, innovation is not only not common, but it is scarce, rare and difficult, it is because there are barriers or resistance .
Are the barriers to innovation, change and knowledge what must be identified and removed.
Background color PANTONE 17-3938, designated color of the year 2022. Blue-purple tone, with various shades of blue and semitones of reddish violet, seeks to represent the times of transformation towards a new paradigm that society is currently experiencing.
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 , a few weeks ago, in a media:
“If you want to be a mediocre tourist destination, keep mediocre salaries”
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.
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.
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.
12 topics for entrepreneurs
Creating a new company is an exciting process in which, from the beginning, two factors should not be missing: innovation and agility.
Our environment and culture do not make this process too easy.
As for people, what is most striking is the lack of training in basic business issues and the loneliness with which they must face decisions that may later prove to be key.
Tool to assess innovation management
A tool for evaluating innovation management and organizations ability to innovate. It serves to improve your innovation process.
It focuses attention on the areas important to the success of the process and the creation of innovation culture.
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.
Innovation and performance
Innovation and performance are not contradictory terms, but on the contrary, they complement each other. So the more innovation, the higher the performance.
However, they can produce tensions in the organization, since one is directed to the future and the other is an issue of the present. They are two basic processes that compete for resources.
The strategy on one page
A single page should suffice to effectively communicate the vision and strategy formulated through main strategic axes.
That is why we present a model that is a way to express the vision and strategy in a clear and summarized way and a guide to define the strategic axes and clear objectives.
Innovating is making good ideas come true, successfully and continuously.
Innovating, therefore, is not the result of genius, chance or luck, it is a process. A process that can be designed, implemented and improved in all organizations and companies. A process that favors the creation of an "innovative culture".
Online. Live, interactive
5 modules of 3 hours
With practical exercises
Both the course and the additional support are based on international experience and excellence.
There are many proven ideas and experiences that you can implement in your organization.
Objective: to implement, improve and accelerate the agile innovation management processSee the course...
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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