Is this an appropriate or pertinent question? “…in essence, the company has only two basic functions: marketing and innovation…” In global data, Innovation loses. We have compared European, US and Chinese data. The results show that companies invest much more in Marketing than in Innovation. This leads us to ask some more questions ..read more

The journey from metrics overload to strategic clarity and execution excellence is not just about reducing the number of KPIs, but about fundamentally rethinking how we measure and manage change. True competitive advantage lies not in measuring everything, but in measuring the right things at the right time to drive meaningful change ..read more

Measures and indicators are key to improvement. They are a strategic management tool. And what do we currently measure? Do our metrics reflect the real situation? Are they useful for making future decisions and guiding our efforts? It is about discovering lines of relationship and direct causality between our operational metrics and future strategic results. Knowing what we should measure to improve our processes, innovation, sustainability and performance is key. And today we have the technological tools for an integrated system of real-time indicators and effective reporting ..read more

We summarize the results of the European Innovation Scoreboard, which this year incorporates a different format in the comparisons by country, making it possible to analyse the evolution in the last 7 years (2017 to 2024) The data we will analyse will include EU Member States, neighbouring European countries and third countries selected as global competitors. The EIS 2024 applies its consolidated system of measuring results in 32 indicators, grouped into 4 areas (Main categories) and 12 dimensions of innovation ..read more

It is a teamwork tool; it facilitates the discussion and definition of the criteria or filters on which the selection will be based, and it rationally orders the possible projects. Also in all the selection or prioritization processes necessary to complete or manage portfolios of products, services, etc ..read more

It is often difficult for SMEs to start innovating, and to make a leap in the professionalization of management in order to gain dimension and grow, and thus be more profitable and competitive with a clear and sustainable future. How to deal with it from collaborative and transformative innovation? Internal collaboration. Open innovation and cooperation. Strategic fit and roadmap. Errors, obstacles and learning ..read more

Organizational aspect: Transversal organization by projects. It is a fact that organizations are generating more projects. Regardless of the need, automation and the so-called “digital transformation” mean that the amount of routine work is constantly decreasing and project work is increasing. Consequently, it is necessary to increase the preparation and capacity for the direction and management of projects ..read more

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 ..read more

My thesis here is that, starting from a certain company size, harmonizing and integrating innovation, as well as medium- and long-term strategic issues, with daily operations in the short term is a problem that requires special attention. Therefore, “orchestrate the company” will have the meaning of harmonizing and integrating both fronts: the short, medium and long term, to “sound” like a perfect “symphonic orchestra”, without dissonances and with “creativity” and “excellent” results ..read more

It is no longer just undertaking digital transformation, but a need to adapt to an environment of accelerated change. If continually adapting is tiring and if in some organizations, social environments or territories it is so difficult to innovate, it is because there are barriers or resistance ..read more