Our experience helping companies launch their innovation strategy has led us to believe that, to a great extent, one of the most important challenges facing companies that have started out on this journey is without doubt intelligent risk management.
The document provides an overview of Eucliea's Framework Validation Method for helping organizations improve by analyzing the assumptions that underlie their frameworks. It begins by outlining how Eucliea helps organizations solve problems through increasing knowledge, finding causes, and developing solutions. It then describes the Framework Validation Method, which involves listing assumptions, classifying them into measurable and non-measurable categories, collecting and analyzing data, developing solutions, and creating an execution plan. Finally, it provides examples of how Eucliea has applied this method to help various organizations improve performance by invalidating incorrect assumptions.
An Evolving Career in Innovation Management Steven Palmer
Over the last decade, businesses within the United States have seen an incredible surge in the demand for Innovative capabilities. But how do you develop the skills necessary to drive new ideas? We exam that question through the lens of the Project Manager in a speech originally presented at PMI Honolulu.
The Growth and Innovation Group (GIG) provides training and implementation services to help clients discover, shape, and launch new growth platforms by systematically reducing uncertainties. GIG has experience in many industries and works with clients to identify opportunities beneath market discontinuities that can be addressed by existing capabilities. GIG's approach involves developing opportunities as business platforms consisting of related projects, minimizing financial risk through outsourcing non-core capabilities, and adapting organizational design to support new business development.
The document summarizes a study on barriers to innovation among small and medium enterprises (SMEs) in the food and beverage industry in Sri Lanka. It finds that external barriers have a statistically significant negative relationship with the number of product, process, and management innovations SMEs implement. The study surveyed 155 SMEs across various sub-industries. It identified major internal and external barriers and used statistical tests to analyze their relationship to innovation levels. The results suggest policymakers should help SMEs overcome external barriers like lack of technology information and government support to promote more innovation.
The document provides an overview of innovation management and collaboration strategies. It discusses the advantages and disadvantages of collaborating versus going solo. Different forms of collaboration are examined, including strategic alliances, joint ventures, licensing, outsourcing, and collective research organizations. Choosing and monitoring partners is also addressed, highlighting the importance of partner selection, contracts, and governance to collaboration success. Key factors for collaborative failure are outlined.
This document provides information about a two-day Lean Innovation workshop taking place on January 20-21, 2011 in Shanghai. The workshop will be led by Mark Adkins and will teach participants how to apply Lean principles to product development to lower costs and increase returns. It will provide an overview of Lean Innovation techniques through lectures, exercises and assessments. Attendees will learn how to streamline their development processes, identify waste, and use tools to improve predictability and lower manufacturing costs.
This document outlines a business proposal called LaunchPad that aims to provide training, consulting, and marketing services to entrepreneurs and startups. The services include strategic training, business process design, marketing campaigns, and product development support. LaunchPad will help clients establish their business, stress test ideas, and connect with potential partners and investors. The founders have 20+ years of experience in industries like technology, education, and consulting. They plan to leverage mobile technologies, design thinking, and lean startup methods to help clients launch new ventures with minimal resources. Challenges may include limited funding and competition, but the business model focuses on contract-based work and co-operation to overcome obstacles.
Accelerating Innovation - A Functional Innovation Workshop Innomantra
The Functional Innovation is an integrated approach to creative ideation and problem solving which incorporates aspects from several well-known ideation and problem solving techniques. FI developed out of a research study that involved analysing 30,000+ recent innovations and 10,000+ highly cited patents in order to identify common patterns and develop useful heuristics.
In the 1960s, Swiss Physicist Fritz Zwicky developed the method of ‘Morphological Analysis’ for complex problems. Around the same time, Soviet Scientist Genrich Altshuller formulated a method for systematic problem solving after reviewing more than 40,000 patent abstracts. FI methodology includes elements derived from these two approaches. It has also been influenced by the ‘Design Thinking' process introduced by Herbert Simon and the ‘Creative Problem Solving’ method pioneered by Alex Osborn.
The Functional Innovation™ Methodology is customized to the products, process and business model that will enable participants to systematically generate ideas towards achieving innovation objectives.
OSlash is an app that provides shortcuts to reference pages without copying URLs, aimed at students, employees, and others working online. It identifies problems in the online space and provides solutions. The document outlines Oslash's strategy to increase awareness and sales, including partnering with education companies, running ads on popular platforms, and offering internships where interns are paid based on sales and encouraged to promote Oslash to their friends and family. It also suggests creating awareness in tier 2 and 3 cities by partnering with small education institutes.
Description of the Business Development Bank's BMI program and how it helps Canadian SMEs.
Presentation made at the Feb. 2019 Montreal Lean Startup Circle meetup.
This document discusses how to build an agile organization. It defines an agile organization as being swift in responding to market changes, customer-centric, and able to balance velocity and adaptability. The key pillars of an agile organization are people, process, strategy, and technology. For people, leaders must be involved in hiring, communication, and motivation. Processes must be flexible, measurable, and customer-focused. Technology alone does not solve problems and must be implemented carefully with people and processes in mind. The conclusion emphasizes that agile organizations see change as an opportunity rather than a threat.
Frontline Innovations Ltd is a business consultancy and innovation company established in Nigeria to help individuals and organizations with business strategy, growth, and performance through innovative solutions. The company's services include idea management, business development, consultancy, project management, IT solutions, digital marketing, and human/infrastructure development. Frontline Innovations' mission is to increase the number of successful entrepreneurs in Nigeria through creating a platform for new business startups and providing consultancy services. The company takes a long-term view of innovation and growth to help clients develop sustainable capabilities.
This document discusses Procter & Gamble's shift from an "invent-it-ourselves" closed innovation model to an open innovation "Connect & Develop" strategy in response to stagnating innovation success rates and declining market performance. The new strategy aims to acquire 50% of innovations from outside the company by transforming R&D processes to engage over 1 million external innovators through proprietary and open innovation networks. This represents a strategic shift beyond optimization to engaging the company's management in an open, crowdsourced model focused on customer needs to sustain growth in a changing innovation landscape.
This document discusses innovation in a digital world. It defines innovation as a novel creation that produces value and has a positive impact. Innovation is important because technology is advancing rapidly, disrupting businesses. To innovate successfully, companies must recognize challenges, explore trends, generate and test ideas, and commercialize solutions. Accelerating innovation requires overcoming barriers like scaling initiatives and building new products. The ARIS accelerator was launched to help startups overcome challenges through mentorship, networking, and connecting with investors over a 26-week program.
Hard work & Low cost do not help by themselves any more. Intellectual arbitrage is here to stay. Innovation is the way to stay ahead of the pack. Be the game changer. Let our C3 methodology (part of triniti Innovation Framework) help you break out of idea scarcity and convert your ideas into profitable, implementable solutions.
Digital Transformations Training, IT Modernization Course - Tonex TrainingBryan Len
Duration : 3 days
Tonex Digital Transformation Training Bootcamp encourages participants to assemble the abilities to comprehend the business effect of inventive and present day advances and the value creation and development prompting change activities.
Members will figure out how digital system alongside IT modernization, mechanical advancement, business change, and changes in business forms lead to problematic development and activities and new plans of action.
It is very much important for the headway of the digital condition to eventually guarantee upper hand, nimbleness and stay aggressive inside an always developing digital worldwide danger scene including:
Advancement for advantage
Advancement of procedures and activities
Versatile cybersecurity
Development of ability
Culture change prompting nimbleness
Who Should Attend?
This course is designed for a wide range of IT and business professionals and others in related fields such as
Authorizing official representatives
Chief information officers
Senior information assurance officers,
Business analysts, procurement, acquisition,
PMs, information system owners
Employees of federal agencies and the intelligence community, assessors,
Assessment team members, auditors, inspectors or program managers of information technology area
Course Topics:
Digital Transformation 101
Vision for the Future Digital Environment
Digital Transformation and Technology-Enabled Disruptions and Enablers
Workshop 1: Digital Transformation Value Creation
Workshop 2: Implementing Digital Transformation
Workshop 3: Leading Transformation
Request more information regarding digital transformations training bootcamp. Visit tonex.com for course and workshop detail.
Digital Transformations Training Bootcamp, IT Modernization Course - Tonex Training
https://www.tonex.com/training-courses/digital-transformations-training-bootcamp/
Presentation given on April 27, 2017 at Launch Fishers in Fishers, Indiana about what is new with entrepreneurship education - update and shortened version of Past, Present and Future of Entrepreneurship Education
The document provides an overview of an innovation program developed by Deloitte Innovation to help organizations foster innovation through establishing the right processes, tools and governance, highlighting key phases of the innovation process (insight, ideation, incubation, commercialization) and describing different "tracks" (growth, innovator, fast) tailored to different innovation goals and timeframes.
The document describes the activities and services provided by the Canadian Innovation Centre related to new product and business development. It discusses three main activities: education, tools, and development. Under education, it shares knowledge about commercialization best practices. Its tools involve pre-commercialization research and evaluation. For development, it works on new strategies and methods to help innovators commercialize technologies. It outlines various studies it conducts at different stages from evaluation to launch to address issues innovators may face.
Sensic Consultancy provides organization innovation consulting services to help businesses construct creative and durable solutions. Their mission is to contribute genuine creative and durable organization ideas for small and medium enterprises as well as business-to-business clients. They see organizations as coherent areas of attention and have developed a c5 Organization profile tool. Their services include quick scans, pilot projects, business scans, and support with implementation in areas like vision/mission/strategy, innovation, sustainability, marketing, opportunities, and processes.
Here are different Types of Open Innovation, Let's look into them in detail: https://mitidinnovation.com/recreation/know-about-type-of-open-innovation/
The document describes a corporate innovation program called CHOICE designed to help companies change employee mindsets, generate new ideas, and drive innovation. The 16-week program involves workshops to remove barriers, an idea pitching phase, selecting top teams to accelerate for 4 weeks, and a final demo day. The goals are to generate ROI, increase employee engagement, reduce time to market, solve real problems, and foster long-term competitive advantage and a culture of innovation. A case study from an insurance company that saw success with increased ideas, employee participation, and implemented business ideas is provided. The program is run by two experienced professionals with access to a network of mentors and investors.
Critical Path Consulting, Inc. offers various services to help companies successfully launch new products, including product management, project management, sourcing products from Asia, quality control, marketing, and legal services. They address 8 of the top 10 critical success factors for new product development identified in research. Their experience can help clients achieve growth goals by increasing the odds of commercial success when bringing new products to market. Interested companies can contact Critical Path Consulting to discuss scoping customized solutions.
Ontolect is a strategic advisory consultancy that helps digital and data-driven businesses realize their growth potential through services in general advisory, data, product development, and research. They leverage the team's expertise building startups and global businesses to provide practical solutions and strategies to help clients drive their business forward and capitalize on opportunities for sustainable growth. Their aim is to use analysis and experience to support top-line growth through improved business performance and goal realization.
2016 - 2. Innovation as a core business process.potNadia Lushchak
The document discusses innovation processes and capabilities. It defines innovation processes as a series of changes from ideas to new products and services. The main stages are beginning with a problem or challenge, generating ideas collaboratively, combining and evaluating ideas, developing ideas, and implementing ideas. It also discusses four types of organizational innovation capabilities - from unaware to creative dominant positions. Sustainable innovation requires the right strategy, processes, organization, linkages, and learning to bridge ongoing and disruptive changes.
Sensing Smart Ltd is a UK-based company that develops smart sensor technologies. It has a small portfolio of products but strong finances. The company aims to expand into new markets like smart clothing. To achieve growth, the summary discusses analyzing the company's strengths, weaknesses, opportunities, and threats. It also outlines management steps the company should take like establishing goals, prioritizing tasks, and identifying alternative courses of action to build strategies and sustain its success.
Innovation Excellence : Module A5A - Create a Culture of InnovationCoGrow Systems, Inc.
The document discusses creating a culture of innovation within a business. It emphasizes developing research and development competencies through formalizing R&D processes and establishing ongoing innovation as a core competency. It outlines an innovation process with four stages - ideation, innovation, incubation, and implementation - and explains how developing a culture of innovation can propel business growth and competitiveness.
The document introduces the Collaborative Innovation Canvas, which contains 8 components grouped under 3 driving forces: Alignment, People, and Process. The canvas is used to plan collaborative innovation programs. Each component is described, with examples given for DHL, Airbus, a French manufacturer, Mattel, Swisslog, a global telecommunications company, and WorleyParsons. The driving forces represent the fundamentals of any innovation initiative: alignment with business goals, engaging people, and establishing processes.
Building a Growth Engine: How to Drive Sustainable Innovation and Grow.Rob Munro
Driving sustainable growth comes from embracing a systems perspective to our innovation activities.
Because studies show that how you organize can make the difference between average performance from stand out performance.
I’ve found that innovation is not an event and that businesses who create an innovation habit get better results.
You will discover that How you innovate is as important as What you innovate.
This document outlines 5 levers that can be used to structure a corporate entrepreneurship program: strategy, capabilities, governance, communications, and impact. Each lever is described in 1-3 sentences. For example, for strategy it states that clear strategic objectives around innovation must be made explicit at the business unit level and key themes where the business unit has an unfair advantage need to be identified. For capabilities, it states that the right approach modeled on best practices from high growth companies is needed to build skillsets and mindsets.
The document summarizes the growth of Spire Research and Consulting, a boutique consultancy, into an international network with 10 offices over 16 years. It describes Spire's focus on customized market research and consulting projects for multinational companies. Spire emphasizes strategic planning, evolving solutions based on experience, cultivating clients and networks, and organic international expansion to become a leading research consultancy in emerging markets.
It is a presentation which covers Wipro company's all round information, it covers not only the HR aspect of HR Functions, Job Description, Job Specialization, Recruitment process and source but also include Sector-Company-Product-Service Information, Business Model canvas also with brief company information. The data is taken from WIPRO Company website and Naukri.com only. Presentation made by Aniket Singh for informative purpose and study of company for in-depth analysis.
Creating a Culture of Innovation - MIT ID InnovationPankaj Deshpande
Learn about creating a Culture of Innovation in Your Organization. Have a look at the article. To know more details, visit us at : https://mitidinnovation.com/recreation/complete-guide-for-creating-a-culture-of-innovation-in-your-organization/
The Future of Business, Organization and HRMSeta Wicaksana
In an ever-evolving global landscape, the realm of business development is undergoing a profound transformation.
The convergence of technological advancements, shifting consumer preferences, and dynamic market conditions has created a paradigm shift that promises to reshape the way businesses approach growth and expansion.
The future of business development is not only about adapting to change but also about harnessing emerging trends and innovations to thrive in an increasingly competitive environment.
To better organize a business in the future, leaders should embrace nine imperatives that collectively explain “who we are” as an organization, “how we operate,” and “how we grow.”
Describe Product Innovation Process - MIT ID InnovationPankaj Deshpande
The product innovation process includes the development or improvement of products in a way that tries to solve problems for consumers, customers, companies, or society at large.
For more details, visit : https://mitidinnovation.com/recreation/describe-product-innovation-process/
Gap Consulting is a multidisciplinary project management consulting firm with extensive experience designing and monitoring projects. It helps clients overcome challenges through an iterative and incremental approach. Services include program/project management, sales force management, metrics/analytics, and more. Gap Consulting trains and manages customized sales forces for clients. It also offers executive coaching, sales management training, and partnerships with other organizations.
The Braintrust Network - Firm presentationLuigi Wewege
The Braintrust Network delivers Enhanced Management Consultancy. We take consultancy to a new level and provide clients with a better service, delivered at less cost and with added value. Our unique structure and approach delivers specialist knowledge from everywhere in the world to clients anywhere in the world. In addition our proprietary process, which uses creative and critical thinking throughout, ensures that clients get optimum results.
Similar to Kaa corporate innovation_services_en (20)
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2. Learning and Innovating
“Learning and innovation go hand in hand. The
arrogance of success is to think that what you did
yesterday will be sufficient for tomorrow.”
William Pollard
3. Do we manage risk in innovation?
FinanceCulture Product TechnologyStrategy People
Our experience helping companies launch their
innovation strategy has led us to believe that, to
a great extent, one of the most important
challenges facing companies that have started
out on this journey is without doubt intelligent
risk management.
In our company we have six key areas that must
be taken into account for this kind of risk
management: Culture, Strategy, People,
Products, Technology and Finance. Focusing on
these six core areas allows us to build highly
competitive innovation models that are
sustainable in the medium and long term.
This document outlines the tools that KIM uses
to respond to needs in any of the above areas in
order to help you build an INNOVATIVE
organisation, from its most anthropological
aspect to its most advanced solution.
Below are a set of questions we would like you
to ask yourself, which we hope will inspire you
to take the next step towards innovation in your
company.
Are we prepared to
adapt to and/or pre-
empt the market?
What new businesses
should we enter in
order to maintain
sustainable growth?
Do we have the right
people to develop all of
the initiatives we should
launch?
Are we designing the
products and services
that best meet the
requirements of our
customers?
Do we have technology
that lets us provide the
value our customers
demand?
Are we optimising the
use of financial
resources to develop all
of the initiatives we
should launch?
4. Three service areas
Make
Learn
Appraise
Appraise
It is clear that before making
any decision about our
company we need to
systematically and
thoroughly assess the initial
situation, in order to identify
the areas that require action.
Learn
Innovation requires that the
company be continually
learning. The sources of new
knowledge are diverse. We
believe there are four key
areas for reducing the risk of
our investment: People,
Markets, Opportunities and
Methods.
Make
One of the most common
barriers to innovation is
inertia, the inertia of
continuing to do the same
thing we did yesterday.
It can be tremendously
difficult to break this
dynamic. In order to
overcome this barrier we
work with innovation teams
to carry out high-impact
projects that make it
possible to launch an
innovative culture.
7. Three service areas
12 solutions
5. People
6. Markets 7. Opportunities
8. Methods
1. Culture
2. Systems
3. Processes
4. Results
12. Commercialization
11. Communication
10. Events
9. Projects
Make
Learn
Appraise
8. Evaluate to improve
Culture of Innovation
By measuring a company’s
culture of innovation we can
identify the strengths where
future initiatives may be
leveraged, as well as the
weakness to be corrected.
We use the InnoQuotient
methodology developed by
Jay Rao and Joe Weintraub
from Babson College.
1
Innovation system
We analyse the company’s
current innovation system
through interviews with the
people involved in its
processes and in-depth
analysis of the company’s
finished projects.
This analysis allows us to
identify areas of the system
to improve and plan suitable
improvements.
2
Processes and Tools
Any innovation system is a
set of processes and tools
that define a common
methodology among
different users.
By measuring their
performance we can quickly
and efficiently improve the
system.
3
A good innovation system
must pursue specific and
measurable results.
By identifying and
measuring these results we
can determine if our
innovation system is
“healthy” and if we are
heading in the direction
intended.
Results
4
A
9. Evaluate to improve
Culture of Innovation
Culture of innovation
survey
Strategic thinking
workshop
Culture of innovation
results report
Benchmarking
1
Innovation system
Innovation system
analysis (including
processes, tools and
results)
Innovation system design
Innovation system
improvement
2
Processes and Tools
Innovation processes
Tools for innovation
Systematising innovation
Innovation management
software
3
Innovation metrics:
- Participants
- Ideas
- Challenges
- Projects
- Resources used
- ROI
- Payback
- Time to market
- Qualitative…
Innovation dashboard
Results
4
A
11. Learning from…
People
Whether our company
targets the final consumer or
not, its success will always
depend on the people
involved in its value chain.
Having a thorough
understanding of how
people act in our business
allows us to improve and
prevent barriers that are
often not visible at first
glance.
Markets
Getting access to relevant
information about new
markets that we want to
target is no easy task. The
field needs to be thoroughly
explored and an
understanding of the drivers
and the rules of the game is
required.
If it is a known market, we
help you design a study plan
and to collect quality
information.
Opportunities
They say that there are seven
kinds of opportunities.
Knowing how to correctly
understand and define these
opportunities is key to
starting to innovate in the
right direction.
We can help you explore and
define the challenges your
company faces.
Having the best innovation
tools and methods is key. We
develop customised training
plans for innovation teams,
product development,
marketing, etc.
Design thinking, Lean start-
up, Customer development
and Agile PM are just a few
of the skills on the KIM
team.
Methods
L
5 6 7 8
12. Learning from…
People
Ethnography
Co-creation workshops
In-depth interviews
Customer journey
Engagement
Consumer trends
Desk research
Markets
Market studies by sector
Technological studies
Viability
Interviews with experts
Value chain analysis
Market readiness
Opportunities
Orthodoxies
Needs
Markets
Megatrends
New knowledge
New technologies
New perceptions
Innovation management
Lean start-up
Customer development
New business models
Ethnography
Design thinking
Creativity
Methods
L
5 6 7 8
14. Make it happen
Projects
Innovation often involves an
extra workload that
companies must learn to
assimilate. To overcome this
first hurdle, we work hand in
hand with the company to
carry out highly complex
projects and ensure results
in a reasonable timeframe.
Events
Sharing innovation with the
rest of the company is
extremely important both
because of its infectiousness
and because it acknowledges
internal discipline.
We help with the design,
planning and execution of
innovation-related events.
Communication
One of the most important
tasks when dealing with
innovation is how it is
communicated (idea
campaigns, knowledge
management, innovation day,
defining challenges, open
innovation, mailings, intranet,
etc.).
We are experts in promoting
innovation projects in highly
technological environments.
The perfect execution of the
innovation process does not
always mean success: we
know that commercializing
innovation is one of the most
widespread difficulties
among businesses.
KIM is an expert in
knowledge transfer and can
help make your company’s
innovation more profitable.
Commercialization
M
9 10 11 12
15. Make it happen
Projects
New products
Service design
New business models
Implementation of
innovation systems
Innovation campaigns
Product development
Events
Knowledge management
Industry events
Innovation awards
Challenge launch
Innovation hackathons
Presentation of new
services
Online/offline events
Communication
Technology portfolio
design
Innovation brochures
Innovation newsletter
Call for ideas campaigns
Invitations to events
Technology
commercialization
networks
Contracts and licenses
Negotiation
Sale or session of
operation
Commercialization
M
9 10 11 12
18. Rol:
Rol:
Ferran Sesplugues, Innovation Manager, manages KIM’s Innovation & Consultancy
Office. He is an Industrial Designer and has a postgraduate degree in Project
Management from the UPC. Specialising in Design Thinking and User-Centred
Innovation, he has worked as a Design Management Consultant since 2009. Ferran has
over 12 years of experience in design and innovation. He has worked for some of the
biggest Spanish design firms (Santa & Cole, Vilagrasa, Escofet, Estiluz, etc.) as a creator
and a product developer.
Team (I)
Carlos Álvarez, Marketing Director. Carlos has a Bachelor’s degree in Business
Administration from Georgetown University and a Master’s degree in Market Research
and Strategic Marketing from the Institut d'Etudes Politiques de Paris, Sciences Po. He is
a senior Technology Transfer consultant, specialised in ventures based on science and
technology.
Carlos gained his experience in the fields of strategic consulting and technology
management and since 2003 has been collaborating with companies, research centres,
public authorities and investors on improving the return on R&D investments.
• Technical management and
development of
methodologies and
deliverables
• Analysis of research results
• Senior consultant
• Business model advisor
19. Rol:
Rol:
Miquel Angel Perez, Marketing Manager, is a Telecommunications Engineer and has an
MBA from the UPC. He has over 15 years of experience in Marketing and Trade
Marketing in industrial and technology-based B2B markets. He is an expert in Spanish
research and innovation networks and has conducted research on innovation
methodologies and systems in order to ensure market acceptance and financial viability
of the operation. His experience includes leadership of the innovation unit at the Leitat
Technological Center, participation in European projects and conducting presentations
and studies on innovation management.
Team (II)
Andrea Marí, an Industrial Organization Engineer specialised in Industrial Management,
has participated in a range of creation and management programmes for technology-
based companies. She is also an Industrial Design Technical Engineer with a Master’s
degree in Graphic Design for Advertising. She has worked as an independent consultant
on seeking financing for companies, business development and innovation. Andrea
manages the KAA Knowledge Agents Alliance services from the Chamber of Commerce
of Madrid.
• Expert consultant on
process analysis
• Qualitative research
• Methodology validation
• Project Manager
• Technical research on
primary and secondary
sources
20. Rol:
Rol:
Francisco Velasco is Director of KIM-Madrid. Francisco is an Industrial Engineer with a
Master’s degree in Aerospace Materials Science from the University of Central Lancashire
(UK) and an MBA from the Open University Business School. Francisco began his career in
R&D project management in the UK, coordinating various technological projects,
establishing partnerships between companies and universities, leading the management of
a research laboratory and coordinating various technology transfer initiatives.
Team (III)
Antoni Paz is the Executive Director of KIM, Director of KIMinvest and Member of the
Design Research Innovation Board. He studied Agricultural and Food Industries Engineering
at the Polytechnic University of Catalonia and has a degree in Science and Food Technology
from the University of Barcelona as well as a MBA from EADA Business School. Antoni has
extensive professional experience in innovation and scientific management for
organisations in the private sector (companies, technology centres and business
associations) and the public sector (administrations and universities), providing services in
auditing, consulting and preparation, and coordination and management of R&D&i projects.
• Account Manager
• Overall coordination of
resources
• Supervisor
• Support in the strategic
design of the
innovation system.
23. Success Story (I)
Challenge
Improve innovation transfer and knowledge
management indicators by 100%.
Solution
Reposition the Innovation Office and
knowledge management within the organisation.
Identify new intangible assets.
Optimise and improve existing processes.
Method
1. Innovation system and knowledge
management diagnosis.
2. Ethnographic research (interview).
3. Identification of areas for improvement.
4. Improvement plan.
5. Design and implementation of new tools.
The client
Large Spanish resources
and services
management company
with international reach.
11,000 employees.
Operating in 10 countries:
Spain, Chile, United
Kingdom, Mexico,
Colombia, Algeria, Peru,
Brazil, Turkey and United
States.
€1.956 billion in
turnover.
€15 million annual
investment in innovation.
€60 million return on
tech products.
24. Success Story (II)
Challenge
Crosscutting consolidation of a company’s internal
innovation culture with a strong orientation to the
market and results.
Solution
Mapping of global knowledge in the strategic lines
of the company.
Design, development and implementation of new
competitive intelligence tools based on information
technologies.
Implementation of 10 good practices in innovation
processes over the next two years.
Method
1. Innovation system and knowledge management
diagnosis.
2. Workshops by business division.
3. Identification of areas for improvement.
4. Improvement plan.
5. Design and implementation of new tools.
The client
Large energy services
company.
17,000 employees.
Operating in 20 countries:
Spain, Colombia,
Argentina, Mexico, Brazil,
among others.
€5 billion EBITDA.
€45 billion asset
portfolio.
€4 million annual return
on non-tech innovation.
25. Success Story (III)
Challenge
Identify and evaluate intangible assets for
marketing in new sectors.
Solution
Prioritising technology and innovation with the
greatest transfer potential.
Method
1. Analysis of the company’s technology portfolio.
2. Search for new applications.
3. Comparative study of target markets.
4. Expert assessment of priority technologies.
The client
Large manufacturer in the
automotive sector.
11,500 employees.
€6.5 billion turnover in
2013.
€2.6 billion in R&D&i
investment and spending.
27. Tools (I)
Ethnographic observation is a research method based on fieldwork, in which a large volume of information is collected
through interviews or conversations with people involved in a process or environment.
The result of the qualitative
interviews is a broad and
thorough understanding of the
motivations, gear shifters and
desires of a group of individuals
who share a culture and a way
of doing things.
This information can be used to
design services, processes and
products that are highly
“meaningful” for people who
will be involved in its
deployment, be it as users,
recipients or implementers.
28. Tools (II)
The Profile segmentation map is a tool that makes it possible to visually classify different company profiles depending on their
attitude at work and their attitude towards innovation.
The Profile segmentation map
identifies the actors who will be
involved in promoting the
culture of innovation within the
company.
29. Co-Creation recognises the
power of people and makes it
possible to extract innovative
concepts in the process. It also
expands the company’s ability
to take a close look at its offer
and capabilities, thereby
enabling it to take advantage
of opportunities for business and
for operational improvement
that might not be visible at first
glance.
Tools (III)
Co-creation is a technique that gets people involved in generating ideas together. Co-creating means that the company
and its stakeholders come together to design the experiential environment at every point of interaction in order to create
mutual value.
30. • Meet the user’s real needs (Consumer
Centric Innovation), which are difficult to
detect and translate objectively.
• Align new products/services with
consumer trends. Find new business
opportunities with different business
models.
• Set the company apart from the
competition. Add value in a different
way.
• Add value through technology. Become
difficult to copy and be competitive on
the basis of knowledge management
and innovation.
• Match new products/services with the
capabilities of the company and its
supplier networks.
Tools (IV)
With the ConceptLab® we can generate innovative concepts for new products, services and strategies through an exhaustive
study of people and how they interact with the market and its environment.
The research of emergent behaviours, the analysis of specific contexts and the detection of new market trends become core
strategies for identifying innovative concepts, that is, those concepts that manage to sustainably generate greater value
and socioeconomic impact for the company.
31. • Display ideas for business models in an
effective and agile way.
• Build and test viable business model
options.
• Evaluate opportunities and relationships
and select the best option with the
different stakeholders.
Tools (V)
The Business Model Canvas is a strategic management and venture methodology. It makes it possible to describe, design,
test, invent and improve the business model. It can also be used to design and generate business models collaboratively.