La comunicación exitosa no se trata de ganar una discusión, sino de lograr un plan de acción que nos aleje del problema.Hay que saber parar y volver al principio de una discusión si nos enrocamos al intentar determinar responsables del problema.
The concept of open innovation has moved from business phrase to business reality over the last ten years.
When PARC became a for-profit subsidiary of Xerox to practice open innovation in 2002, Henry Chesbrough had not yet published his book Open Innovation and the concept was not well understood. Companies knew how to engage a design firm, license IP, and form joint ventures, but few knew how to truly co-develop innovations with external partners, such as PARC.
Of course they can. Even though that question has been getting asked a lot recently, it’s not really a very interesting one. It actually goes back at least to Schumpeter, who thought about the issue throughout most of his career. He famously changed his mind on the question of big versus small, mainly because the process of innovation changed during that forty year period.
“Los directivos suspenden en innovación: Poco más de un cuarto de los máximos responsables de las empresas piensa que el nivel de innovación de su compañía es adecuado o ejemplar. Un dato que sorprende en un momento en que muchas organizaciones aseguran que fomentar el espíritu emprendedor de sus profesionales es clave para la competitividad.”
When I describe the challenges of innovating in a "business as usual" environment, many of my clients and the people who attend my presentations ask: what can we do? There is an increasing recognition that firms must be more innovative, and a growing realization that all of the management philosophies of the last 30 years, including quality, Six Sigma, Lean, outsourcing and right-sizing have created operating models that are inflexible, risk averse and highly efficient. Or, in other words, very resistant to innovation.
Much of the environmental control is achieved through passive means, before resorting to less efficient, active systems such as air conditioning. Fresh air filters through a desiccant, then to conventional chillers. As the desiccant extracts moisture, it also cools the air inside. But to keep the desiccant functioning, energy is needed to remove the accumulated moisture. This is where sustainable technologies come in: An on-site biomass boiler—fueled entirely with green waste from the city’s national parks—and hot air collected from the top of the glasshouses provide sufficient energy to cool the conservatories.
“The result is not an experimental building, but its ventilation strategy has an experimental component,” Finch said. “In a globalized environment, there is so much interest in how we deal with density and this combination of urbanism with a garden that is both an attraction and nature is a wonderful solution. If they can cool these glasshouses through natural cooling, we should ask why it can’t be done in other buildings?”
Done right, IT has the potential to completely transform business by flattening hierarchies, shrinking supply chains, and speeding communications, says professor Kristina Steffenson McElheran . Why, then, do so many companies get it wrong?
Monday morning briefings from Ian Stewart are often enlightening and seldom does he not give us some hope for the future. In today’s (Mon 24 Sept) article he supports what we have been thinking and proposing at RWR for some time and is at the root of how many companies in Europe can launch their companies into the next phase post-crisis. He explains how real practical application of innovation & technology in the factories and workplaces is where we are going to see growth boosted in the future. In this article he talks from a UK perspective but this can easily be applied to any other country in Europe like Spain. Let’s stop talking about it and get on with it…
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