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

Implement, improve and accelerate an agile innovation process. ° 5 modules of 3 hours ..read more

What is the future of innovation-driven growth?” Two driving waves of innovation are identified, although it is also emphasized that their effects will take time to materialize. 15 European countries are in the top 25. For Spain, the performance gap with the EU is getting bigger ..read more

If the organs of power of the company decide or should decide on innovation and strategy, in this 2nd part we are going to consider some different forms of corporate governance. Which means: Who is responsible for orchestrating innovation and strategy with short-term operations ..read more

A quick assessment to determine the situation in which a company or organization is, regarding its innovative culture and capacity for innovation ..read more