Eureka's approach to Innovation execution among companies of all types.

1. Year 2015
Eureka Strategic Approach
Realigning innovation energy of the entire workforce.

2. Corporatepresentation/Year2015
INDEX
01 Conceptual framework
02 Installation process
03 Credentials

3. Corporatepresentation/Year2015
01 Conceptual framework 01 Conceptual framework
02 Installation process
03 Credentials

4. Corporatepresentation/Year2015
Conceptual framework
4
Innovation, according to Eureka…
… is the final result of an organizational process:
A process that is…
§ Centered on the people, not on technology.
§ Focused on the client or user (both internal and external).
§ Collective, thus determined by the quality of teamwork.
§ Enriched by collaborative practices (both inside and outside of the organization).
§ Consists of five phases, each demanding specific skills and mindsets.
§ Participative and diverse.
§ Demands trust, passion and engagement of everyone involved.
“Is the optimization of the value generated by an idea that is
new to the organization (not necessarily to the world)”

5. Corporatepresentation/Year2015
Conceptual framework
5
Levels of complexity and ambition of the innovation process
We understand Innovation Capacity as an acquired competence. As such, it is gradually
deployed organization-wide, as the people involved develop growing levels of knowledge and
experience.
We envision innovation as the end result of a
practice that operates at different levels of
ambition and complexity.
Basically, we recognize three fundamental
levels of the practice:
§ Essential Innovation (or Day-to-day).
§ Incremental Innovation.
§ Radical Innovation (or Disruptive).
• Operative
• Low
• Focalized
• Tactical
• Medium
• Strategic
• High
• Widespread
• NATURE OF CHANGE
• KNOWLEDGE / LEVEL OF AMBITION
• PARTICIPATION
• Low
• Medium
• High
• COST
• RISK
• COMPLEXITY
ESSENTIAL
INCREMENTAL
RADICAL

6. Corporatepresentation/Year2015
Innovation, as an organizational practice, is not exclusively devoted to the development of new
goods or services for the global market.
We recognize the following four types of innovation, in their three levels of ambition and
complexity, and applied to every functional area of the organization:
EssentialRadicalIncremental
Innovation
types Position ParadigmProduct Process
To whom we deliver what we
do and how we deliver it
What we do
(good or service)
How we do what we do
Core values, strategies and
business model
Production
Marketing & Sales
Finance
Human Capital
...
Conceptual framework
Types of innovation and other qualifications

7. Corporatepresentation/Year2015
Conceptual framework
Working Innovation on every step of the human development
7
Kids Teens Adults
Growth path
Initiate their love for innovation Enhance Creative Confidence Prepare to produce change
First approach to Innovation
Developing the Creative Confidence
Building habits
Schools Universities OrganizationsWhere?
What?
How?

8. Corporatepresentation/Year2015
02 Installation process 01 Conceptual framework
02 Installation process
03 Credentials

9. Corporatepresentation/Year2015
The installation of the Management of Innovation as a sustainable practice in any organization,
frequently, ends up facing one or two complex dilemmas:
Installation process
9
Connecting concepts with reality
Lone innovator’s
dilemma
“I have been trained in the
Management of
Innovation.
Now, what can I do?
Perplex leader’s
dilemma
We have identified
innovation as one of our
strategic objectives, we
have named it as a key
competence and created
our “internal idea
market”… but nothing
happens…
Now, what can I do?

10. Corporatepresentation/Year2015
Installation process
10
Two faces of Innovation Capacity Building (Yin and Yang of Innovation)
Management of Innovation
Endow the people with the skills, attitudes, oportunities, tools and Creative Confidence
necessary to produce innovative and value generating solutions.
Incorporate the required changes in the practices, systems and work processes that may be
necessary to transform the organization so that it will inspire and motivate its people to always
give the best of themselves.
The successful installation of a sustainable Innovation practice in any organization demands
simultaneous attention to its two basic questions:

11. Corporatepresentation/Year2015
11
Installation process
Eureka’s model for Innovation Capacity Building
The installation strategy conceived by Eureka focuses its attention on four main pillars of the
practice: People / Tools / Processes / Metrics, while simultaneously promoting a sustained
growth in acceptance through four levels: Credibility / Autonomy / Engagement / Culture.
Innovation of
Management
Management of
Innovation
Enable the people….
… Enable the organization
People
Processes
Tools
Metrics
Credibility Autonomy
Culture Engagement

12. Corporatepresentation/Year2015
Installation process
12
The four stages of the process
Consolidation
(indefinite – client)
Diffusion
(six months)
Innovacción
(one month)
Education
(one day)
People
• Consolidate
learning
trough
execu2on
of
pilot
projects.
• Same
pioneer
group
/
Newcomers.
Tools
• Diagnosis
of
Innova2on
Capacity
and
Innova2on
Process
Maturity
Index.
• “Innovacción”
workshop.
Processes
Gap
analysis
and
formula2on
of
innova2on
strategic
intent.
Metrics
Determina2on
of
Innova2on
Capacity
Baseline.
People
Mul2plica2on
of
training
through
the
use
of
virtual
workshops.
Expansion
to
the
rest
of
the
organiza2on.
Tools
Installa2on
of
appropriate
Innova2on
Project
Management
Tools.
Processes
Execu2on
and
materializa2on
of
ini2al
projects.
Model
review
and
adapta2on.
Metrics
Measurement
of
ini2al
real
changes,
results
and
impacts.
People
Systema2za2on
of
learning
processes
and
con2nuous
upgrading.
Tools
Installa2on
of
advanced
tools
for
the
promo2on
of
Innova2on
Culture.
Incen2ves.
Processes
Execu2on
of
second
genera2on
of
projects.
Customiza2on
of
model.
Metrics
Evalua2on
of
sustainable
changes
in
the
Culture
and
Innova2on
Capacity.
People
Selec2on
and
ini2al
training
of
pioneer
group.
Tools
“Managing
Innova2on”
workshop.
Processes
Introduc2on
to
the
Innova2on
Journey.
Metrics
• Number
of
people
ini2ated.
• People
coverage
versus
universe
per
department.
1 2 3 4

13. Corporatepresentation/Year2015
03 Credentials 01 Conceptual framework
02 Installation process
03 Credentials

14. Corporatepresentation/Year2015
§ CENTRIM, is the Centre of Research in Innovation Management of the
University of Brighton in England.
§ It is represented in Venezuela, Colombia and Central America by Eureka A.C.
and its affiliates, since 2009.
§ During that period, Eureka has delivered the workshop to over 1.000
professionals in large firms such as Empresas Polar, Unicon (Arcelor Mittal),
Masisa and Total Venezuela BV; as well as in public and private institutions like
RutaN (Colombia), Fundes International (Costa Rica), ITESM (Mexico),
Fundación Chile (Chile), etc. Also, Eureka has delivered it in universities
throughout the region and in more than twenty SME’s in Medellín, Colombia.
About CENTRIM & Managing Innovation
Background
14
§ “Managing Innovation” is CENTRIM’s proposal for the
construction of Innovation Capacity. Since 2008, it has
been delivered to more than 5.000 people, including
managers and employees of U.S. companies such as IBM,
Abbot Laboratories, CisLogica, Pfizer, Citibank and others.

15. Corporatepresentation/Year2015
About CENTRIM & Managing Innovation
Dr. David L. Francis
15
The conceptual platform of the Eureka model for Innovation
Capacity Building, is the methodology developed by
CENTRIM.
This methodology is based on the result of a thorough study
of Best Practices in Innovation, carried out by Dr. David L.
Francis, in more than one hundred successful organizations
worldwide.
§ 107 innovative organizations and several thousands
of innovation events were studied in depth.
§ The use of behavioural science-based methodology
provided new insights.
• Dr. David L. Francis

16. Corporatepresentation/Year2015
Eureka Group
16
Origin and growth
§ The group originated in Venezuela in 1995 as Eureka A.C., a private,
Venezuelan, non profit Civil Association, created with the objective of promoting
“Innovativity” in all areas of national life, with special emphasis in the country’s
young student population.
§ Is represented in Colombia and Central America by Eureka Colombia SAS, a
private consulting firm created in 2012 in the city of Medellin, to extend the
group’s regional reach.
§ In the year 2009, on the basis of our Agreement with CENTRIM (Centre of
Research in Innovation Management) of the University of Brighton, England,
Eureka relaunched its programs addressed to the regional business sector.

17. Corporatepresentation/Year2015
Eureka Group: Leadership
17
Simon Enrique Parisca
General Director Eureka Venezuela
Caracas, Venezuela
Simon Antonio Parisca
Sr. Advisor Eureka Group
Caracas, Venezuela
Carlos Antonio Parisca
General Director Eureka Colombia
Medellin, Colombia
+15 years experience with mass market
multinational firms. Has advanced his
career in the areas o Sales and Trade
Marketing, occupying positions of national
leadership in different commercialization
channels.
•
Specialized in the design and development
of commercial plans, in-store strategies and
Sales Force Training.
•
Mechanical Engineer, Simon Bolivar
University with a Master’s Degree in
Marketing from UNIMET.
Over 45 years of professional experience in
various industries, from oil and gas
production to consulting. International
speaker and innovation promoter in
Venezuela.
•
Passionate about building of innovation
capacity in organizations, he represents
CENTRIM’s Managing Innovation model in
Latin America.
•
Mechanical Engineer, University of
California, Berkeley.
+15 years in consulting services with top
global firms, holding project leadership and
management positions, with experience in a
dozen different countries in Latin America.
•
Specialized in Enterprise Resource
Planning (ERP), Customer Relationship
Management (CRM) Systems and in the
development of technological applications
for Sales Force Automation.
•
Industrial Engineer graduate from
Universidad Catolica Andres Bello,
Venezuela.

18. Corporatepresentation/Year2015
Client portfolio
18
Eureka Group
Training services:
More than 1.000 people trained in five different countries (Venezuela, Colombia, México, Chile
and Costa Rica). Among the most important institutions served are:
Empresas Polar – Venezuela Fundación Chile - Chile
El Universal – Venezuela RutaN - Colombia
Total Oil an Gas Venezuela Instituto Tecnológico de Monterrey - México
UCAB – Venezuela Fundes International – Costa Rica
Consulting and follow-up services:
Empresas Polar – Venezuela Industrias Unicon C.A. - Venezuela
Intequim – Venezuela RutaN - Colombia
Simac SAS - Colombia NetW Consulting - Colombia

19. Corporatepresentation/Year2015
19
Career highlights (1969-2014):
Founder and Director of Eureka A,C, (1995 to the present). Eureka is a Venezuelan, private, non profit organization devoted to promote and support
local talent and innovation interests in all areas of the Venezuelan Society. It was created in 1995, Eureka quickly positioned itself as the main local
reference in the area of innovation, both in terms of constructions of Innovation Capacity in production firms and other organizations, as well as in
the promotion of the strengthening of Creative Confidence in students at both High School and College level. The role played by Simon Parisca as
the main strategist, conceptualizer and conductor of Eureka in the initial years, earned him the recognition of the international organization “Ashoka:
Innovators for the public” as a Fellow of its worldwide network of Social Innovators.
Eureka’s programs within the National Educational System, directed both towards the secondary schools as well as to the university level, reached a
yearly total of about 1.500 students with a clear and strong proposal for the construction of innovation mindset and the acquisition of solid innovation
practices. As a result he was granted the “Orden Andres Bello” in its second class, by the Ministry of Education.
In 2009, Eureka decided to launch again its programs addressed to innovation in production firms. Parisca was able to establish an Alliance with
CENTRIM (Center of Research in Innovation Management), Brighton University in England, which allowed him to become the main Latin-American
Facilitator of the “Managing Innovation” model developed by that institution and the only Spanish language Certificator of the methodology. Thus,
Eureka has been able to take the MI model to firms and other institutions in several countries, such as, Colombia, Costa Rica, Chile, México and
Venezuela, in Training and Consulting activities. Some of the most recognized institutions served in these countries are: Empresas Polar, Industrias
Unicon (subsidiary of Arcelor Mittal), Total Oil and Gas B.V. in Venezuela; RutaN and 26 small and medium firms recipients of the Ingenio Prize in
Medellín, Colombia; Fundación Chile in Chile; Instituto Tecnológico de Monterrey (Chihuahua Campus) in México and Fundes International in Costa
Rica.
At present, Parisca is active in training and consulting activities with various organizations in Colombia and Venezuela.
Previously, Simón Parisca acted as the main Adviser of the Comisión Latinoamericana de Ciencia y Tecnología (COLCYT) at the Sistema
Económico Latinoamericano (SELA) in the areas of Technological Management and Innovation. In this capacity, participated in the design and
implementation of programs in Technological Learning and Development, Technological Prospective, Competitive Intelligence, Innovation and
Knowledge Management in several countries of the region, mainly Cuba, Colombia, Uruguay, Bolivia and Venezuela. The work carried out by
Parisca during that period made him a recipient, in 1994, of the Medal “30 años de la Academia de Ciencias de Cuba”, awarded by the Ministry of
Science and Technology of that country.
In 1998, invited by the Technological Development Director of the Industry Ministry, and with the collaboration of a group of selected specialists,
Parisca wrote the Covenin Standard of Technology Management, No. 2520-88.
Project Leader
Simón Antonio Parisca

20. Corporatepresentation/Year2015
20
During the two year period between 1989 and 1991, Parisca acted as Adviser to the HR Manager of the Nationa Council of Science and Technology
(CONICIT), in the design, launching and coordination od the National Program of Management of Scienc and Technology. Said program represented
a major effort to upgrade the magnitude and quality of the cross-institutional relations and collaboration among the threemain types of institutions
that participate in the National Systema of Science and Technology, private enterprises, R&D organizations and public institutions. The proposal was
endorsed and diffused nationally by CONICIT and regionally (andean nations) through the Secretaría Ejecutiva del Convenio Andrés Bello (SECAB).
In the years previous to 1989, Simon Parisca acted in various fuctions in three fundamental areas of the Venezuelan business sector:
1. Oil industry, with Creole Petroleum Corporation, local subsidiary of Exxon in Venezuela, where he stayed during 5 years and finished acting as
Engineering and Constructions Project Manager. During that period, he spent 18 months in a special training program in the United States with
Esso Production Research and Humble Oil and Refinning Co.
2. Petrochemical industry, where he worked during three years as Production Superintendet in Polimeros del Lago. In this organization, he was
responsable for coordination and control of the production installations in El Tablazo, Estado Zulia, as well as the design, structuring and
launchng of the complete Production organization. During his stay with Polilago, he participated in a six month training program in the production
facilities of the technological partner, the french enterprise CDF Chimie.
3. Consulting industry, where he got involced with three different organizations between the years 1976 and 1989. These organizations were:
CYPECA, devoted to the development of data processing systems and services; VENTEC, non profit organization devoted to the study and
services on Technological Learning; and CBT, Ingeniería Venezolana, dedicated to Engineering and Construction projects and the
comercialization of proprietary technologies. In the latter, he had the opportunity to participate in negotiation of technologies in countries like
Surinam, El Salvador and Venezuela. The last postion held in CBT was Vicepresident.
• Higher Education
• University of California, Berkeley – BS, Mechanical Engineering - 1968
• University of Oklahoma, Norman – Gas Processing - 1969
• Humble Oil and Refinning Co. – Special program in Gas Engineering - 1971
• Humble Oil and Refinning Co. – Special Program in Reservoir Engineering - 1972
• University of Texas – Austin – Linear Programming - 1972
• Languages
• Totally bilingual in Spanish and English
• Conversational French
Project Leader
Simón Antonio Parisca

21. Corporatepresentation/Year2015
Contact information
21
• Colombia:
• Eng. Carlos A. Parisca
• Eureka Colombia S. A. S.
• General Director Colombia
• carlos.parisca@eureka-ac.com
• Twitter: @cparisca
• Numbers: Mobile: (57320) 490-0584
Office: (574 ) 403-6400
• Venezuela:
• Eng. Simon E. Parisca
• Eureka A. C.
• General Director Venezuela
• simon.parisca@eureka-ac.com
• Twitter: @simonparisca
• Numbers: Mobile (58424) 211-1044
Office: (58212) 314-9935

22. Year 2015
Eureka Strategic Approach
Realigning innovation energy of the entire workforce.