In the last decade a wave of business innovation has been developed that today is foreign to few, to the point that innovation is already a matter in many workshops and courses. When I asked, however, a couple of years ago some of the country\u2019s chief CEOs, they only managed to say that it consisted of doing new things. The most knowledgeable said that it was about improving processes.<\/p>\n\n\n\n
Improve what processes and how? How does innovation work and what is its main purpose? Teaching courses and researching topics such as Change Management, Conflict Resolution or Leadership has revealed to me that innovation is more than technological advances and apps. More than the fashion we live with design thinking or lean startup, which sometimes claim to be the ultimate innovative solution.<\/p>\n\n\n\n
In the quest to reach its meaning, I asked an expert, Eduardo Kastika, perhaps the Latin American reference in creativity. For him innovation is distinguished from creativity in terms of focus. The creative is more linked to the individual, originality and aesthetics. While innovation to the utility, to the needs, achieving results to improve standards. It could be said that it is the applied creative potential, requiring greater transforming power transferred to humanity.<\/p>\n\n\n\n
The bulk of companies still work based on the traditional system of profits, cost and opportunity. With suppliers and customers determined by competition, quality and prices. But given the current excess of competition, and above all, given the overwhelming transnational dominance, it would be difficult for a medium-sized company to even survive. That is why we need a new logic. Darwin already said: \u201cThe species that survives is not the strongest, but the one that responds best to the change.\u201d<\/p>\n\n\n\n
Think of the company as a system composed of subsystems, but which in turn is a subsystem of a much broader system. In a shared value model, each actor within our ecosystem is valued independently. The State is not a default, society is not just a client or a donor, and competitors can become allies. In this vision it is essential to manage through the valuation of knowledge, as the main asset to break paradigms.<\/p>\n\n\n\n
Jonas Ridderstrale and Kjell Nordstr\u00f6m are authors of the best-selling \u201cFunky Business\u201d. For them, the new globalized company must be flatter, where the command is not directed from top to bottom, but from the middle up and down. Horizontality is decisive, forming a set before a sum of parts. In a 360 \u00b0 perspective, junior managers participate in an open flow of ideas around a strategy.<\/p>\n\n\n\n
Harvard University proposes to redefine challenges and opportunities, to incentivize creation spaces and participation curves, going from a \u201cpull\u201d system to a \u201cpush\u201d system. Connecting employees and mobilizing their passion by rethinking institutional activities and relationships with external shareholders.<\/p>\n\n\n\n
It\u2019s not about finding the right solutions but about combining the extremes and increasing the cake for everyone. In a situation in which you must be the driver, not the passenger, or in any case, the vehicle. In the South African Zulu tribe, the word \u201cUbuntu\u201d means: Take the energy of others in one; and in the words of Carl Jung: \u201cI need us to be fully me.\u201d<\/p>\n\n\n\n
True leaders challenge people and do not control them, true leaders liberate the people. For Best Buy, the value of the 0.1% increase in the commitment of its employees in a single store means earnings of $ 100,000. They are not told what to do, they set ambitious goals. When Orange launched its employee ideas program, 93,000 ideas were published that implemented 7,500 projects. These left 600 million euros.<\/p>\n\n\n\n
Innovation is more than doing new things, more than considering certain punctual improvements in the processes. It is rethinking how things are done, and how they relate to the context. Take advantage of the chaos of our current management and create opportunities that generate organic and increasingly human solutions. In dream management, innovation is not practiced, it is lived. The company is more than a business, it is an organism, a philosophy available to everyone. Thomas Fuller said: \u201cHe who may have had the apple must climb the tree.\u201d<\/p>\n\n\n\n
Original:<\/p>\n\n\n\n
En la \u00faltima d\u00e9cada se viene desarrollando una oleada de innovaci\u00f3n empresarial que hoy es ajena para pocos, al punto que la innovaci\u00f3n es ya materia en muchos talleres y cursos. Cuando se lo pregunt\u00e9 sin embargo, hace un par de a\u00f1os a algunos de los principales CEO del pa\u00eds, solo atinaron a decir que consist\u00eda en hacer cosas nuevas. Los m\u00e1s entendidos dijeron que se trataba de mejorar los procesos.<\/p>\n\n\n\n
\u00bfMejorar qu\u00e9 procesos y c\u00f3mo? \u00bfC\u00f3mo funciona la innovaci\u00f3n y cu\u00e1l es su fin principal? Dictando cursos e investigando temas como Gesti\u00f3n del cambio, Resoluci\u00f3n de conflictos o Liderazgo me ha revelado que la innovaci\u00f3n es m\u00e1s que avances tecnol\u00f3gicos y apps. M\u00e1s que la moda que vivimos con el design thinking o el lean startup, que a veces pretenden ser la soluci\u00f3n innovadora definitiva.<\/p>\n\n\n\n
En la b\u00fasqueda por alcanzar su significado se lo pregunt\u00e9 a un experto, Eduardo Kastika, quiz\u00e1s el referente latinoamericano en creatividad. Para \u00e9l la innovaci\u00f3n se distingue de la creatividad en cuanto al enfoque. Lo creativo est\u00e1 m\u00e1s ligado al individuo, a la originalidad y a la est\u00e9tica. Mientras la innovaci\u00f3n a la utilidad, a las necesidades, logrando resultados para mejorar est\u00e1ndares. Podr\u00eda decirse que es la potencialidad creativa aplicada, requiriendo mayor poder transformador transferido a la humanidad.<\/p>\n\n\n\n
El grueso de empresas funciona a\u00fan en base al sistema tradicional de utilidades, costo y oportunidad. Con proveedores y clientes determinados por competencia, calidad y precios. Pero ante el actual exceso de competencia, y sobre todo, ante el apabullante dominio trasnacional, resultar\u00eda complicado que una empresa mediana pueda siquiera subsistir. Por eso necesitamos una nueva l\u00f3gica. Darwin ya lo dijo: \u201cLa especie que sobrevive no es la m\u00e1s fuerte, sino la que responde mejor al cambio\u201d.<\/p>\n\n\n\n
Pensemos en la empresa como un sistema compuesta de subsistemas, pero que a su vez es un subsistema de un sistema mucho m\u00e1s amplio. En un modelo de valor compartido cada actor dentro de nuestro ecosistema se valora independientemente. El Estado no es por defecto una traba, la sociedad no es tan solo clienta o donataria, y los competidores pueden llegar a ser aliados. En esta visi\u00f3n es fundamental gestionarse mediante la valoraci\u00f3n del conocimiento, como activo principal para romper paradigmas.<\/p>\n\n\n\n
Jonas Ridderstrale y Kjell Nordstr\u00f6m son autores del best-seller \u201cFunky Business\u201d. Para ellos, la nueva empresa globalizada debe ser m\u00e1s plana, donde el mando no se dirija de arriba a abajo, sino del medio hacia arriba y abajo. La horizontalidad es determinante, formando un conjunto antes que una suma de partes. En una perspectiva de 360\u00b0 los mandos menores participan en un flujo abierto de ideas en torno a una estrategia.<\/p>\n\n\n\n
La universidad de Harvard propone redefinir los desaf\u00edos y las oportunidades, para incentivar los espacios de creaci\u00f3n y las curvas de participaci\u00f3n, pasando de un sistema de \u201cjalar\u201d a uno de \u201cempujar\u201d. Conectando a los empleados y movilizando su pasi\u00f3n mediante el replanteo de las actividades institucionales y las relaciones con shareholders externos.<\/p>\n\n\n\n
No se trata de buscar soluciones correctas sino de combinar los extremos y aumentar la torta para todos. En una coyuntura en la que debes ser el conductor no el pasajero, o en todo caso, el veh\u00edculo. En la tribu sudafricana Zul\u00fa, la palabra \u201cUbuntu\u201d significa: Tomar la energ\u00eda de los dem\u00e1s en uno; y en palabras de Carl Jung: \u201cNecesito el nosotros para ser plenamente yo\u201d.<\/p>\n\n\n\n
Los verdaderos l\u00edderes retan a la gente y no la controlan, los verdaderos l\u00edderes liberan al pueblo. Para Best Buy, el valor del aumento de 0,1% en el compromiso de sus empleados en una sola tienda significa ganancias por $100,000. No les dicen que hacer, les ponen objetivos ambiciosos. Cuando Orange lanz\u00f3 su programa de ideas para empleados se publicaron 93.000 ideas que implementaron 7.500 proyectos. Estos dejaron 600 millones de euros.<\/p>\n\n\n\n
Innovar es m\u00e1s que hacer cosas nuevas, m\u00e1s que considerar ciertas mejoras puntuales en los procesos. Es replantear c\u00f3mo se hacen las cosas, y c\u00f3mo se relacionan con el contexto. Aprovechar el caos de nuestra actual gesti\u00f3n y crear oportunidades que generen soluciones org\u00e1nicas, y cada vez m\u00e1s humanas. En la gesti\u00f3n de los sue\u00f1os, la innovaci\u00f3n no se practica, se vive. La empresa es m\u00e1s que un negocio, es un organismo, una filosof\u00eda al alcance de todos. Thomas Fuller dijo: \u201cEl que pudo haber tenido la manzana, debe trepar el \u00e1rbol\u201d.<\/p>","protected":false},"excerpt":{"rendered":"
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