Alfons Cornella
-
date post
22-Oct-2014 -
Category
Business
-
view
1.215 -
download
4
description
Transcript of Alfons Cornella
Infonomia 2007 © Infonomia.com 2006 1
Alfons Cornella
founder & presidentInfonomia.com
the “new”and the “best”in teaching innovation...
Infonomia 2007 © Infonomia.com 2006 2
Infonomia 2007 © Infonomia.com 2006 3
ourstandpoint?
Infonomia 2007 © Infonomia.com 2006 4
infonomia =idea editors,
& innovation servicessince 1995
Infonomia 2007 © Infonomia.com 2006 5
innovationeditors
innovationservices
knowledgeprojects
resourceshow companies
do innovatehow you
can innovate
Infonomia 2007 © Infonomia.com 2006 6
understanding, explaining & fostering
innovationin organizations
mission, in brief
Infonomia 2007 © Infonomia.com 2006 7
1) by detectingthe best ideas
and experiences, both in Spain and the World
how
Infonomia 2007 © Infonomia.com 2006 8
innovatorsat cities
Infonomia 2007 © Infonomia.com 2006 9
innovatorsat sectors
Infonomia 2007 © Infonomia.com 2006 10
2) by explaining newideas and experiencesin different formats:web, journal, books,
events video, etc
how
Infonomia 2007 © Infonomia.com 2006 11
Infonomia 2007 © Infonomia.com 2006 12
Infonomia 2007 © Infonomia.com 2006 13
Infonomia 2007 © Infonomia.com 2006 14
3) by connecting peopleto act
on what’s next…
how
Infonomia 2007 © Infonomia.com 2006 15
a networkof 15000 restlessbusiness minds,in Spanish(“unquiet” people)
Infonomia 2007 © Infonomia.com 2006 16
Infonomia 2007 © Infonomia.com 2006 17
4) by designing anddeveloping projects withactual companies to helpthem foster innovation
how
Infonomia 2007 © Infonomia.com 2006 18
so far, we havedocumented
600innovative experiences
in Spain
Infonomia 2007 © Infonomia.com 2006 19
we have learnedsome things
although we have doneno serious scientific
research…
Infonomia 2007 © Infonomia.com 2006 20
whatmanagement is
Infonomia 2007 © Infonomia.com 2006 21
f: resources results
management =
Management aims at transforming resources into results; that is into value for a whole set of agents.
So it converts complexity and specialization into performance
Infonomia 2007 © Infonomia.com 2006 22
product
market
resources
Infonomia 2007 © Infonomia.com 2006 23http://www.rotman.utoronto.ca/integrativethinking/
academic setting: narrow specialization ?
Infonomia 2007 © Infonomia.com 2006 24
product
market
resources
Infonomia 2007 © Infonomia.com 2006 25
product
market
resources
Infonomia 2007 © Infonomia.com 2006 26
product
market
resources
Infonomia 2007 © Infonomia.com 2006 27
business problems are now (very) messyand require a miscellaneous approach
http://www.rotman.utoronto.ca/integrativethinking/
Infonomia 2007 © Infonomia.com 2006 28
product
market
resources
MGMTneed fora balancedmanagementmindset
Infonomia 2007 © Infonomia.com 2006 29www.rotman.utoronto.ca
Infonomia 2007 © Infonomia.com 2006 30www.rotman.utoronto.ca
Infonomia 2007 © Infonomia.com 2006 31www.rotman.utoronto.ca
Infonomia 2007 © Infonomia.com 2006 32
manufacturing mindset
marketing mindset
innovation mindset
MFG
MKG
INN
Infonomia 2007 © Infonomia.com 2006 33
so, the question may well be not to insist on wedging innovationinto current management programs,but to make management programsbuy into the (new) innovation mindset
Infonomia 2007 © Infonomia.com 2006 34
Infonomia 2007 © Infonomia.com 2006 35
productividad
innovación
persona organización
manufacturingline
imaginativeindividuals
productiveindividuals
systematicinnovation
productivity
innovation
individuals organization
a challenge
Infonomia 2007 © Infonomia.com 2006 36
whatinnovation is
Infonomia 2007 © Infonomia.com 2006 37
f: ideas value
innovation =
innovation transforms ideas into valuefor customers, and so bringing a profit
that has to be sustainable for the company
Infonomia 2007 © Infonomia.com 2006 38
The Carolina Entrepreneurial Initiativehelps UNC students, faculty and staff learnto transform ideas into sustainable enterprisesthat create value.
www.unc.edu/cei
Infonomia 2007 © Infonomia.com 2006 39
ideas value
results
mgmt
Infonomia 2007 © Infonomia.com 2006 40
product
market
resources
results
ideasvalue
mgmt
Infonomia 2007 © Infonomia.com 2006 41
Now, all management may becomeinnovation management
Infonomia 2007 © Infonomia.com 2006 42
so much forthe theory…
Infonomia 2007 © Infonomia.com 2006 43
what really happensto the innovator out there?
Infonomia 2007 © Infonomia.com 2006 44www.entre-ed.org/_teach/tp00.htm
Infonomia 2007 © Infonomia.com 2006 45
Infonomia 2007 © Infonomia.com 2006 46
what really NEEDSthe innovator out there?
Infonomia 2007 © Infonomia.com 2006 47
Infonomia 2007 © Infonomia.com 2006 48
Infonomia 2007 © Infonomia.com 2006 49
Infonomia 2007 © Infonomia.com 2006 50
ideas value
results
mgmt
toolsskills
contactstips
Infonomia 2007 © Infonomia.com 2006 51
tools todiscover opportunities…
ideas value
results
mgmt
Infonomia 2007 © Infonomia.com 2006 52
discoveringproblemslooking
for a solution…
Infonomia 2007 © Infonomia.com 2006 53
rather thansolutionslooking
for a problem…
Infonomia 2007 © Infonomia.com 2006 54www.leatt-brace.com
Infonomia 2007 © Infonomia.com 2006 55www.leatt-brace.com
Infonomia 2007 © Infonomia.com 2006 56www.leatt-brace.com
Infonomia 2007 © Infonomia.com 2006 57
tools forvalue analysis…
ideas value
results
mgmt
Infonomia 2007 © Infonomia.com 2006 58Innovation, the five disciplines, Carlson & Wilmot, SRI 2006
needs approach benefits competitors
Infonomia 2007 © Infonomia.com 2006 59Innovation, the five disciplines, Carlson & Wilmot, SRI 2006
Infonomia 2007 © Infonomia.com 2006 60
NeedsApproachBenefitsCompetitors
Innovation, the five disciplines, Carlson & Wilmot, SRI 2006
Infonomia 2007 © Infonomia.com 2006 61
tools for networkingand matchmaking…
Infonomia 2007 © Infonomia.com 2006 62
composietenteam.nl
Infonomia 2007 © Infonomia.com 2006 63www.elegantembellishments.net
Infonomia 2007 © Infonomia.com 2006 64
www.carriere.es
Infonomia 2007 © Infonomia.com 2006 65
new energy stems fromconnecting “free radicals”
Infonomia 2007 © Infonomia.com 2006 66
Infonomia 2007 © Infonomia.com 2006 67
www.demo.com
Infonomia 2007 © Infonomia.com 2006 68
www.pecha-kucha.org
Infonomia 2007 © Infonomia.com 2006 69
www.vator.tv
Infonomia 2007 © Infonomia.com 2006 70
tools forpayback management…
ideas value
results
mgmt
Infonomia 2007 © Infonomia.com 2006 71
Infonomia 2007 © Infonomia.com 2006 72Payback, reaping the rewards of innovation. J.P Andrew & H.L. Sirkin (2006)
Infonomia 2007 © Infonomia.com 2006 73Payback, reaping the rewards of innovation. J.P Andrew & H.L. Sirkin (2006)
Infonomia 2007 © Infonomia.com 2006 74
iridium
Payback, reaping the rewards of innovation. J.P Andrew & H.L. Sirkin (2006)
Infonomia 2007 © Infonomia.com 2006 75
iPod
Payback, reaping the rewards of innovation. J.P Andrew & H.L. Sirkin (2006)
Infonomia 2007 © Infonomia.com 2006 76
conclusions
Infonomia 2007 © Infonomia.com 2006 77
a differentstyle is coming…
Infonomia 2007 © Infonomia.com 2006 78
Infonomia 2007 © Infonomia.com 2006 79www.ycombinator.com
Infonomia 2007 © Infonomia.com 2006 80
http://localglobe.blogspot.com/2007/02/y-europe-can-seed-growth-of-its-new.html
Infonomia 2007 © Infonomia.com 2006 81
fromlearning innovation
toliving innovation
Infonomia 2007 © Infonomia.com 2006 82www.krabbesholm.dk
Infonomia 2007 © Infonomia.com 2006 83
innovationis innovators…
Infonomia 2007 © Infonomia.com 2006 84
new critical verbs:find
valuematch
Infonomia 2007 © Infonomia.com 2006 85
different tracks fordifferent profiles and
goals:art, science, social
innovation
Infonomia 2007 © Infonomia.com 2006 86
the contextis critical…
Infonomia 2007 © Infonomia.com 2006 87J.M. Zabala, Expansion 04sep07
Infonomia 2007 © Infonomia.com 2006 88
Infonomia 2007 © Infonomia.com 2006 89
we try…
Infonomia 2007 © Infonomia.com 2006 90
1
weWATCH
what’s next
weFEED you
smartly
2 3
weCONNECT youto opportunities
4
weHELP you
act upon them
publicopenfree
privateon demandfee
DETECTING EXPLAINING CONNECTING PROJECTS
Infonomia 2007 © Infonomia.com 2006 91
infonomia.comcada día, una idea
a new day, a new idea