What does a company need to do in order to innovate? Most of the answers to this question tend to be based on cultural factors, such as Google’s famous eight pillars of innovation, McKinsey’s eight essentials, Slack’s four elements, and many, many others: issues ranging from the concept of a mission that justifies everything, to eliminating the stigma associated with failure, through concepts such as ambition, placing value on what the company does well, user focus, and others.
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The simple truth is that innovation is fed by ideas, and those ideas often come from the environment.
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I sincerely believe that the regular and systematized reading of information from within the environment greatly favors the development of a culture of innovation. In fact, it coincides with one of the fundamental ideas underlying Henry Chesbrough’s widely used open innovation model, which is to assume that the company can and should use external ideas as a way of advancing its own procedures and technologies.
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few companies truly understand the importance of what I call radar. And if you don’t feed the idea machine with information from the environment, it can be very difficult to generate innovation. In some cases, there are people in the company who, due to the normal course of their work, which sometimes involves attending trade fairs, congresses and similar events, are more in touch with what the rest of the industry is doing, but this knowledge is not usually available to them.
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we must create corporate repositories, make it possible for certain people to “specialize” in certain topics, seek comments; we need to dynamize information, and to have a conversation around these topics. Knowledge about the environment we’re working in has to distributed throughout the company, it can’t be the preserve of senior management and their advisors.
- No location available
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What does a company need to do in order to innovate? Most of the answers to this question tend to be based on cultural factors, such as Google’s famous eight pillars of innovation, McKinsey’s eight essentials, Slack’s four elements, and many, many others: issues ranging from the concept of a mission that justifies everything, to eliminating the stigma associated with failure, through concepts such as ambition, placing value on what the company does well, user focus, and others.
- No location available
-

The simple truth is that innovation is fed by ideas, and those ideas often come from the environment.
- No location available
-

I sincerely believe that the regular and systematized reading of information from within the environment greatly favors the development of a culture of innovation. In fact, it coincides with one of the fundamental ideas underlying Henry Chesbrough’s widely used open innovation model, which is to assume that the company can and should use external ideas as a way of advancing its own procedures and technologies.
- No location available
-

few companies truly understand the importance of what I call radar. And if you don’t feed the idea machine with information from the environment, it can be very difficult to generate innovation. In some cases, there are people in the company who, due to the normal course of their work, which sometimes involves attending trade fairs, congresses and similar events, are more in touch with what the rest of the industry is doing, but this knowledge is not usually available to them.
- No location available
-

we must create corporate repositories, make it possible for certain people to “specialize” in certain topics, seek comments; we need to dynamize information, and to have a conversation around these topics. Knowledge about the environment we’re working in has to distributed throughout the company, it can’t be the preserve of senior management and their advisors.
- No location available
-