Hoy quiero presentaros el libro que he escrito junto a Esteban Meléndez, Creando cultura de innovación. Si sois de los que entendéis que la innovación es, hoy por hoy, la pieza clave para maximizar el impacto en vuestra estrategia corporativa y modernizar vuestra cultura organizacional, os recomiendo su lectura.
En nuestros días, las empresas que sobreviven no son necesariamente las más fuertes, sino las que mejor se adaptan al cambio.
La innovación no es patrimonio de unos pocos, con grandes recursos para invertir en ella o en la tecnología que la sustenta. Es importante entender que cualquier empresa, sea cual sea su tamaño o sector de actividad puede abordar sus retos desde la innovación. Lo que realmente importa es la calidad del liderazgo y el desarrollo de una cultura innovadora. Me atrevo a afirmar que, hoy por hoy, la supervivencia de una empresa depende de la adaptación de su equipo a los cambios ambientales, de crear un ambiente propicio, donde las personas que trabajan en ella encuentren la inspiración y se sientan motivadas.
Necesitamos repensar y revaluar el desarrollo de nuevos patrones de comportamiento y de hábitos en nuestras organizaciones, potenciando el diálogo continuo entre todas las partes involucradas en la empresa: equipo, clientes, partners… para desarrollar en todos ellos una cultura innovadora.
Innovación y Creatividad
En las próximas semanas iremos desgranando las partes esenciales del libro, que nos ayudarán a crear una cultura innovadora en nuestra organización. Hoy empezaré por el principio, para centrarme en una pregunta que nos hacemos con frecuencia, ¿necesita la innovación de la creatividad para ser eficaz?.
La innovación es la aplicación de la creatividad de manera sistemática para lanzar un nuevo producto o servicio al mercado. Su objetivo prioritario es transformar las ideas o insights generados por la creatividad en un entorno real y mesurable económicamente.
La creatividad la podríamos definir como la producción de nuevas ideas que pueden dar lugar a un nuevo producto, concepto o servicio, o simplemente resolver un problema de forma original y diferente. Aparece en momentos de ideación definidos y elegidos dentro del proceso de innovación, aunque también puede aparecer de forma espontánea.
La creatividad es, indudablemente, un ingrediente básico en la receta de la innovación. Pero no es el único, ni mucho menos. Las ideas son necesarias, pero hace falta más. Uno de los grandes innovadores empresariales de las últimas décadas (al menos, lo es para mí), Michael Dell, se refería a ellas como commodities, y explicaba que sólo aquellas que llegan al mercado y funcionan pueden ser consideradas como tales.
Innovación radical vs. Innovación incremental
Cuando el resultado de un proceso innovador da lugar a algo totalmente nuevo hablamos de innovación radical, disruptiva o en valor. Una innovación que trabaja con el futuro, ofreciendo soluciones realmente nuevas que funcionan en mercados nuevos o existentes. Una forma de arriesgar más a cambio de un impacto mayor.
Por el contrario, la Innovación incremental o continua es un proceso que busca optimizar lo existente para mantener el valor. Es la estrategia de la inercia aplicada en compañías tradicionales en contextos más bien limitados, para introducir mejoras sobre algo que ya existe, partiendo de datos y feedback sobre como está funcionando aquello que pretendemos mejorar.
Saber qué proceso innovador se adapta mejor a la compañía y cuál optimizará mejor sus recursos para conseguir los objetivos marcados es la clave del éxito en la cultura de innovación de cualquier empresa. ¿Tienes claro cuál es el proceso que necesita tu organización?.
Puedes descargarte GRATIS el libroCreando cultura de Innovación desde: www.aralandbusiness.com
If your company is wondering where to take innovation efforts and what to innovate to have a competitive edge, you can initiate many changes: innovate in the way you serve customers, innovate when launching a new product or service to the market, innovate creating a new business model, innovate creating new markets, innovate in channels or innovate in the organizational structure of your company … There are no limits to innovation. It’s a endless journey.
Each company responds to these questions differently. It is essential to consider before starting the journey towards innovation where we want to go, and also what we do not want to do. A case of success that is worth reviewing is that of the company Fuji, which at one point passed from being the third company in the world in production of photo reels, to be a company dedicated to the life sciences already the office documents, mainly, leaving sales of reels and cameras for 15% of their turnover. It completely changed its business model and its portfolio of products and services … The result: some of its competition disappeared and others are set far away.
Currently, social networks like Facebook can enter new markets such as financial, and financial sector companies become technology companies … In this journey of innovation everything is possible.
If you are willing to undertake this journey, you need to equip your company by incorporating design criteria, within the framework of Service Design or Design Thinking, although there are other frameworks like Lean or Agile. Doing so can help differentiate you from others in the market, as happened with the companies of the prestigious S & P 500, which, by incorporating these criteria, managed to increase its value by 211%.
And you, how do you want to lead your company towards innovation?
¿Cómo pueden afrontar los cambios del siglo XXI las pequeñas y medianas empresas? En este webinar realizado para EAE Business School, explico algunos casos de empresas tanto grandes como pequeñas que han afrontado el reto de cambiar su cultura, su posicionamiento y sus maneras de trabajar.
También podrás ver algunas herramientas que te ayudarán a enfocar los cambios en tu entorno de trabajo. Pero lo más interesante, son las preguntas y respuestas de personas, que como tú, tienen la curiosidad y el deseo de emprender el camino del cambio.
Manufacturers and distributors of industrial laundry machinery at the global level.
Objective: To develop managerial leadership in the central (Vic- Cataluña) and in the subsidiaries with the highest turnover of the group.
Project scope: global, in countries such as: Spain, Italy, France, United Kingdom, Germany,Mexico, Central America, Latin America, United States, China and Australia.
Years 2008-2017
Sector: Capital Goods
STORIES
“Think global and act locally”.
Girbau is a company that manufactures and distributes industrial laundry machinery on a global basis. It has its headquarters in Vic (Barcelona) and subsidiaries all over the world. Araland Business entered into this project with Talent People Development, a consulting firm led by Vincent Joseph, who had been working as a strategic HR consultant and teambuilding for the company since 2008.
Since 2015, we have implemented a project together with Girbau's HR management and the total involvement of the company's owners in order to develop management leadership in three continents (USA, Europe and Australia). The project has consisted in the analysis of the leadership profile of the top management and the middle managers through 360º tools and DISC. In addition, we have done consultancy in HR, Teambuilding actions and executive coaching, accompanying the process of growth and expansion of Girbau.
Leading company in the water management, civil engineering and construction industries, based in Girona (Catalonia)
Project’s goals: To promote the company’s transformation.
Years 2011-17
Sector: Civil Engineering and Services
STORIES
In 2011 ABM called us to accompany them in their talent development processes. In 2016, we began working with the management team to develop Abm’s employees leadership and innovation culture internally. There, we have carried out 360-degree teams’ assessments and delivered innovation consultancy, through sessions of ideation and co-creation of the company’s strategy. We are working on change management and helping the company evolve to develop its full potential.
ABM is a very efficient small company, agile, innovative and able to adapt to the millennium challenges, in terms of people, economic and the environment.
Technology business with headquarters in Barcelona and Girona.
The project aimed at Improving communication with customers and drive business performance. We facilitated training activities and team coaching events. Carried out between 2012 and 2015.
Industry: Technology and services
HISTORIAS
José Ramón, TAAF’s general manager, contacted us on several occasions, one of them to accompany his team with an event to celebrate the business 15th anniversary. After training, Jose Ramon stressed that all are more committed, to understand the work of other departments, and better customer oriented.
Objective: Align the kitchen team with the needs of the company and the clients, and motivate and retain the key talent.
Years: 2017
HISTORIAS
In Vulcano Restoration we have implemented a motivation program based on variable remuneration for the kitchen team, with the objective of aligning the team with the vision of the company and boosting its business growth. At the same time, it was intended to provide the chef with tools to motivate the team and improve communication.
We have also collaborated in the selection of personnel, providing candidates for the different vacancies.
Laura Cespedosa collaborated in this project as a consultant, both in its definition and implementation.
Project’s goals: leadership development, innovation and change management.
Scope: Primary care staff in the Lleida area (Catalonia).
Sector: Health
Dates: 2014-2016
STORIES
According to the ICS data, the health status of people is determined up to a 14% by the quality of primary care. That is why ICS invests in the training of its health personnel constantly, not only in medical or health contents, but also in management skills and continuous improvement. Since 2014, we have trained the primary care staff in the province of Lleida (practitioners, nurses, midwives), first hand in hand with Sural Consultores, and currently as Araland Business.
We have accompanied them to develop the leadership of the section chiefs in primary care, we have trained them in techniques to promote innovation within primary care teams, and in stress management and emotional intelligence at the workplace.
Project’s Goals: to provide tools of strategic innovation to the business community within Catalonia.
Industry: Public Administrations
Year 2016/17
STORIES
Araland Business has been included into the Diputació de Barcelona’s official training catalogue (Recull) for year 2017. (http://www.diba.cat/documents/36150622/95160818/Recull+2007.pdf/0b613b71-b8e8-4542-a0e4-341113e64c43)
This is a training catalog with contents suitable for the local businesses and entrepreneurs offered by the Diputació de Barcelona through local agencies, to promote the development of the local business community.
Araland Business offers two training activities: Design Thinking Tools to innovate and grow in the company (T / IN31), with the objectives of providing the most current tools to promote innovation within the Catalan SMEs and to learn to innovate with user-centered approaches. The second action is “Creativity for entrepreneurs” (SE / IN34), and aims to: awaken the inner creativitity in the attendees; Remove barriers to creativity, provide tools to conduct group creativity sessions and acquire keys to drive creativity into action plans.
BarcelonActiva. Program “Idees amb Futur” Accompany young entrepreneurs between 16 and 30 years in the creation of their company. Training and personalized advice.
Public Administration.
STORIES
To accompany entrepreneurs in their journey to creating your business is an exciting, full of energy and powerful project.
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