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THE INNOVATION VALUE CHAIN: A TOOL FOR DIAGNOSING THE INNOVATION CULTURE IN ORGANIZATIONS
Julián Alberto Uribe Gómez
The understanding and management action on the distinctive capabilities and competencies of the organization is a dynamic and complex process of double scope: the capitalization and strength of the weak sectors and the advancement and complement of the sectors of recognized strength. The value management is permanent in search of the combined strengthening of these two areas of managerial competence.
The culture of innovation within a company is essential for the sustainability of its competitive advantages.
This innovative culture must be comprehensive and encompass people, processes, products, markets, internal and external relations, applications for the use of services and / or goods that make up the value offer. It is required first of all for its continuity, of understanding by senior management of the changing conditions of the company's environment around its value network, that is: customers, competitors, suppliers and others.
According to this, a question arises: How to order and evaluate the scope of the processes that evaluated the core of innovation in the company?
Hansen and Birkinshaw (2007) through a research developed over 10 years in 5 innovation projects for 30 companies, build a specific methodology Value Chain of Innovation (CVI).
This methodology is a model that consists of three stages and six steps for the management and evaluation of innovation processes in companies, the method consists of the following:
1. Generation of idea: It is a fact that innovation begins with good ideas, the question is, where do they come from? These can be found inside the business units, through the cross-collaboration of business units or external collaboration. .
2. Materialization of the idea: ideas do not prosper without financing mechanisms, therefore, in this regard, the selection and allocation of funds and the development of ideas must be taken into account in order to find a specific result.
3. Dissemination of the idea: Developed through effective information and communication processes to the company.
The simplest way to apply CVI is to apply a questionnaire developed by Hansen and Birkinshaw (2007), which aims to assess the state of the company's innovation capabilities. The questionnaire should be flexible and adaptable to the specific conditions of the company and the sector and should allow the measurement of management indicators to contribute to the operational and economic results.
The objective of the application of the tool is to know precisely the frontier of the culture of innovation in which the company is located, mainly the question to answer would be in which stage of the innovative capacity is the company strategically and operationally? All this takes place in the three moments presented in the proposed template of table 2:
According to the numerical results of each of the totals per phase, the following concepts are presented:
Generation Evaluation:
a) If the score obtained is 6, your company has a culture of innovation for generating ideas.
b) If the score obtained is between 7 and 12, your company is close to the culture of innovation for the generation of ideas.
c) If the score obtained is between 13 and 18, your company is precarious for the culture of innovation for the generation of ideas.
Materialization Evaluation:
a) If the score obtained is 4, your company materializes your ideas.
b) If the score obtained is between 5 and 8, your company tries to materialize your ideas.
c) If the score obtained is between 9 and 12, your company is poor in the materialization of ideas.
Diffusion Evaluation:
a) If the score obtained is 3, your company appropriately disseminates your ideas.
b) If the score obtained is between 4 and 6, your company disseminates its ideas mediocrely.
c) If the score obtained is between 7 and 9, your company is poor in disseminating your ideas.
The integrated result of the evaluation of the generation, materialization and dissemination phases allows characterizing the level of culture of the innovation of the company, on which a strategic and operational framework in the culture of innovation can be defined.
Under the criteria of this tool, a pilot was developed in 2 service companies of the metropolitan area in Medellín, obtaining the following results, presented in table 3, according to the application of the CVI:
For the first company, a greater implementation in innovation culture strategies is recommended, as well as improving their organizational efforts to materialize ideas, the call is to move from thought to action. Finally, this company should pay greater attention to the dissemination of its ideas throughout its organizational structure.
In the case of the second analysis company, there is little contribution of new ideas and collaboration in the business, so it is important to find methods and strategies to foster the culture of ideas and innovation. There is also that, although not so many ideas arise, those that manage to emerge as new must materialize in a more agile way. Finally, it is important to remember that each area of the organization is an active part of the innovation value chain and can contribute ideas, so sharing and disseminating new experiences and projects will be beneficial.
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La comprensión y la acción gerenciales sobre las capacidades y competencias distintivas de la organización es un proceso dinámico y complejo de doble alcance: la capitalización y fortalecimiento de los sectores débiles y el avance y complemento de los sectores de fortaleza reconocida. La gestión de valor es permanente en busca del robustecimiento combinado de esas dos zonas de competencia gerencial.
La cultura de la innovación dentro de una empresa, es fundamental para la sostenibilidad de las ventajas competitivas de la misma. Esa cultura innovadora debe ser integral y abarcar personas, procesos, productos, mercados, relacionamientos interno y externo, aplicaciones de uso de los servicios y/o bienes que componen la oferta de valor. Se requiere ante todo para su continuidad, de entendimiento por parte de la alta gerencia de las condiciones cambiantes del entorno de la empresa alrededor de su red de valor, es decir: clientes, competidores, provee-dores y demás.
De acuerdo con esto surge una pregunta: ¿Cómo ordenar y evaluar el alcance de los procesos que constituyen la médula de la innovación en la empresa?
Hansen y Birkinshaw (2007) mediante una investigación desarrollada durante 10 años en 5 proyectos de innovación para 30 empresas, les permitió construir una metodología denomi- nada Cadena de valor de la innovación (CVI).
Esta metodología es un modelo que consta de tres etapas y seis pasos para la gestión y evaluación de los procesos de innovación en empresas, el método consiste en lo siguiente:
1. Generación de idea: Es un hecho que la innovación comienza con buenas ideas, la pregunta es ¿De dónde provienen?, estas se pueden hallar al interior de las unidades de negocio, mediante la colaboración cruzada de unidades de negocio o por colaboración externa.
2. Materialización de la idea: las ideas no prosperan sin mecanismos de financiamiento, por lo tanto, en este aspecto se deben de tener en cuenta la selección y asignación de fondos y desarrollo de ideas para buscar un resultado concreto.
3. Difusión de la idea: Desarrollada mediante procesos de información y comunicación efectiva a la empresa.
La forma más simple de administrar la CVI consiste en aplicar un cuestionario desarrollado por Hansen y Birkinshaw (2007), donde se apunta a evaluar el estado de las capacidades de innovación de la empresa. El cuestionario debe ser flexible y adaptable a las condiciones específicas de la empresa y el sector y debe permitir la medición de indicadores de gestión para contribuir al resultado operativo y económico.
El objetivo de la aplicación de la herramienta es conocer con precisión la frontera de cultura de la innovación en la cual se encuentra ubicada la empresa, principalmente la pregunta a responder sería ¿En cuál estadio de la capacidad innovadora se encuentra estratégicamente y operativamente la empresa?
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