Visão sobre modelos de gestão para a inovação

1. How to turn businesses into innovative environments
New world reality
With the technological advancement
of our world, and the new society
increasingly connected, the factors
that once defined the success of an
organization have changed.
Today, as the scale of competition is
global and the ease of distribution of
products and services enhance by
new technologies what differentiates
the company in the market and
makes it competitive is its ability to
innovate.
Some companies have great difficulty
to innovate; however, others structure
itself to be continuous innovators and
forceful generating several new ideas
and products to the market.
Much of the capacity for generating
innovative ideas are related to the
models of administration and
management stablish by companies.
The idea of innovation differentiation
has proven to be a successful
strategy as the increasing
introduction of new products and
services has substantially changed
the business model of consolidated
markets and has "killed" large
competitors hitherto considered solid
and powerful.
Innovation management
and alignment with
traditional governance
There is much behind the innovation
process, beginning with the structure of
the systemic thinking about how to put
resources and intelligence at the
service of an organization with the goal
of generating more consistent and
better results, until the evaluation and
redefinition of support management
models.
Looking at the experiences of
attempting to place innovation within
traditional management models, the
disappointments and failures and
inconsistencies of these initiatives, we
may believe that traditional
management models never will
integrated with innovation
management.
However, things are not as simple as
they seem. The traditional management
model has years of application in
companies of various sizes, objectives
and behavior and has proved be very
useful in helping managers to create
lasting and firm results. If we think
about the future, and how companies
need to position themselves, following
the ready answers and traditional
models - the easiest to convince and
implement - may not be the most
logical way to go.
Innovators and managers
working together
The logical way to create innovative
companies is to join the forces of traditional
administration and discipline of innovation, so
the first can help the second in your journey.
The first action to junction of these two
disciplines is to understand how the traditional
administration can position itself as the agent
who will generate the resources needed for
investment in innovation.
Without taking out the importance of the
structures and management of traditional
administration models, which should continue
to exist, we need to define new methods of
structuring command lines and redefine the
importance of each of the actors involved in
innovation.
The best view for this would be to establish a
flexible structure where the agents can take
several different positions depending on which
topic of innovation is in vogue, and the level of
maturity of innovation.
We can think in this structure as a spiral,
where the agents are a constant exchange of
"commanders", where mostly highly trained
professionals on technical issues occupy the
top.
Having all the other organizational functions
and tasks that support the process of invention
allocated and helping to innovators to find the
best resources for your development.
Innovation dynamics
In this new view of how to run
innovation, there is no leaders or led,
what is important and drives the work
are the ideas or proposals for
innovation.
Following this, innovation framework
can be seen in two different aspects.
One related to the creation of
innovation, and the other, related to
the conversion of innovation in
practicalities for placing on the market.
So, the agents involved in the process
must be considered as peers who
work collaboratively to creation and
conversion of value in a constant cycle
in which the groups belonging to each
of the areas of innovation structure
subsidize others to bring innovation.
Innovation management tools
In addition to the traditional
instruments of innovation, what we
have seen is arise new tools for
some existing organizational
functions with a focus on creating an
environment conducive to exchange
of knowledge and awareness on
topics of aggregation innovation.
Thus, many initiatives can be taken
to bring innovation to the everyday
life of a company.
Opportunities to Deloitte
Considering this demand for
transforming companies into creative
environments, it bring great
opportunities to Deloitte to stablish
himself as the main advisor to
companies.

2. Positioning Deloitte as main advisory to transform organizations into
a innovation companies
Creating paths for innovation
Maybe the first step to transform
companies into innovative business is
to open their mind and willing
themselves to evaluate and understand
what the company social role was, and
understand how that role turns
meaningful into a context.
The first step to transform organizations
is to go beyond what they do, seeking a
full understanding to whom the
innovation is made for, and what is the
value proposition that creates single
and unique features for employees,
partners and customers.
In other words, innovation is created by
the practice of applying resources to
solve problems, but it only thrive by the
interactions outcomes.
Every company can be innovative, but
more importantly to define in the
footsteps of innovation is prepare
models of innovation.
Companies have the have courage to
challenge their conventional
management models and get an
understanding of the environment
where they are competing to stimulate
creativity and innovation.
Taking advantage over Deloitte
wide presence in business topics
More than organize and manage the
innovation portfolio, companies will
claim an increase support to transform
itself into a continuous innovation
creator.
Applying the metamorphosis required
by market, business will need to rethink
all roles and structures that was
successful for years. This change will
bring maze on how to run business.
The natural solution for minimize
disruption and provide some comfort to
businessmen will pass by creating
hybrid model that can provide
innovation ability & control over
operations.
Transform business into builders
of the future
Deloitte has a lot of experience of
business management and industry
singularities. Using our knowledge over
business issues, market trends,
changes on working relationship and
technologies we can position ourselves
as the most prepared advisor to help
companies into the journey of change.
Beyond the stunning view of how
companies can perform innovation by
10 types of innovation, there is some
space to help companies to think in
how they can structure themselves to
create innovations.
Innovation usually is not a work of one.
Companies must be lead to promote
the culture and the willingness to
innovate. Fostering the integration of
traditional management, and people
collaboration that can make the
direction for concatenate knowledge,
experience, intelligence and creativity
of all functions and people in
organization is a key factor to create a
innovative company.
I believe that using our wide view of
business topics, and by creating
solutions over 8 main streams, Deloitte
could take the position of main
innovation Advisory for companies.
Like this way, we will helping
companies to structure in innovative
environment that will create capabilities
to companies be able to create all kind
of innovations that are showed in the 10
types of innovation.
Let´s move forward!?
Beyond 10 types of innovation
Streams to Innovation Development
Leading for Innovation – preparing companies to
consider innovation part of the daily responsibilities
Culture & Willingness for innovation - creating
a single view and arrangement for innovation
Innovation propose - analyze changes and
define how innovation can help business
positioning
Use & recycle innovation – define direction to
present innovation to market and negotiating
innovation assets with other companies.
Present & future Management Alignment –
creating an company that can balance the today
management with the tomorrow
Resource Management to innovation –
allocation of talent and assets to run the business
without letting to think in the future
Foster innovation creation - encourage people
participation on innovation
Collaboration to innovation – create space to
create innovation with partners, customers and
multidisciplinary employees collaboration