Category: #innovationpolicy

Elements to take into account when finishing an innovation project

Posted on by Mariona Luis Tomás

Closing an innovation project effectively is as crucial as its planning and execution. The closing process not only marks the end of an effort, but also lays the foundation for the success of other projects in the future. Some key elements for closing an innovation project are identified here, including the transition, post-launch support, lessons learned, documentation and knowledge transfer, and change management.

Project closure and transition

Project closure and transition are the first steps to formally ending the effort. This includes verifying that all deliverables have been completed and approved, releasing resources, and transferring any remaining responsibility. It is essential to ensure a smooth transition to regular operations or to upcoming projects.

  • Verification of deliverables: Confirm that all deliverables have been completed and approved by stakeholders.
  • Release of resources: Disengage the team and redistribute the resources used during the project.
  • Transfer of responsibilities: Ensure that the regular operations or support team receives all necessary information to continue.

Post-launch support

Post-launch support is crucial to ensure that any issues or adjustments needed after project launch are handled effectively. This includes planning and providing technical and user support to address any issues that may arise.

  • Technical Support: Provide technical assistance to resolve post-launch technical issues.
  • User support: Establish communication channels so that users can report problems and receive assistance.

Lessons learned

Documenting lessons learned is a vital practice that helps identify what worked well and what didn’t during the project. This provides a valuable knowledge base for future projects.

  • Project evaluation: Review project performance in terms of objectives, deadlines and budget.
  • Feedback from and to the team: Collect opinions and suggestions from the team about the process and results of the project. Offer vision to each team member about their capabilities and achievements, and their points of improvement.
  • Documentation: Create a lessons learned report detailing findings and recommendations.

Documentation and knowledge transfer

Documentation and knowledge transfer ensures that all relevant project information is well documented and available for future projects and operations.

  • Complete documentation: Ensure that all project documentation is organized and accessible.
  • Knowledge transfer: Conduct knowledge transfer sessions with the operational team or the next project team, in the form of training, conferences or accompaniment.

Change management

Change management is essential to ensure that transitions are managed effectively and that stakeholders adapt to the new circumstances resulting from the project.

  • Change management plan: Develop a plan to manage the changes that the project introduces.
  • Ongoing communication: Maintain open and continuous communication with all stakeholders to address any concerns or resistance to change.
  • Training and support: Provide the necessary training for users and staff to adapt to the new processes or systems implemented.

In conclusion, closing an innovation project in a structured and complete manner ensures that all aspects of the project are considered and handled appropriately. From closure and transition, to post-launch support and knowledge management, to documentation and change management, each step is vital to ensure long-term success and set the stage for future projects. Attention to these details not only marks the end of an effort, but also enriches the process of continuous learning and improvement in the management of innovation projects.

The importance of communication in innovation projects

Posted on by Mariona Luis Tomás

In any innovation project, in my experience, effective communication is a fundamental pillar that can determine the success or failure of the collaborative effort. The very nature of innovation implies a constant evolution of ideas, adjustments and improvements, which makes a clear and efficient flow of information essential. I would like to highlight three elements that I consider key to ensuring effective communication in complex innovation projects: creating a communication plan, promoting open communication and managing the overload of emails and communications.

Create a communication plan for the project

Creating a communication plan is the first step towards establishing a clear and structured framework, a “game board” and “rules” that allow everyone to bring their best to the project. A well-designed plan defines who, how and when information will be communicated within the project. This includes:

  • Roles and responsibilities: Clearly define who is responsible for what type of communication.
  • Frequency: Establish the frequency of meetings and status updates.
  • Communication channels: Determine what tools and platforms will be used (e.g., emails, chats, video conferences, etc.).
  • Documentation: Establish how important decisions and agreements will be recorded and shared.

A well-defined communication plan helps avoid misunderstandings, reduces duplication of effort, and ensures that all team members are aligned with the project objectives.

Open communication

Encouraging open communication is essential for innovation. An environment in which team members feel comfortable sharing ideas, feedback, and concerns without fear of retaliation is essential for growth and creativity. Open communication includes:

  • Transparency: Share relevant information and updates regularly and accessible to all.
  • Active listening: Promote a culture where all team members are valued and actively listened to. This may require more time than is usually spent communicating, but in my experience, it is worth it.
  • Constructive feedback: Encourage feedback that helps improve and drive the project forward.
  • Open communication not only improves team morale, but also makes it easier to identify problems early and generate innovative solutions.

Managing email and communication overload

In the digital age, the overload of emails and other forms of communication can become a significant obstacle to productivity. Managing this overload is crucial to maintaining team efficiency. Some strategies include:

  • Prioritize communications: Use systems that allow marking the urgency and importance of messages.
  • Set schedules: Define specific times of the day to check and respond to emails, avoiding constant interruptions.
  • Use collaborative tools: Implement project management and collaboration platforms that centralize communication and reduce the need for lengthy emails.

Effective communication management not only saves time but also reduces stress and increases focus on critical tasks.

Communication in innovation projects is an art and a science. Creating a robust communication plan, fostering a culture of open communication, and efficiently managing email and message overload are crucial steps to success. By improving the way we communicate, we not only facilitate collaboration and efficiency, but also open the doors to greater creativity and innovative solutions.

The importance of monitoring in innovation projects

Posted on by Mariona Luis Tomás

Innovation projects are inherently complex and require meticulous management to ensure their success. Proper tracking of these projects is essential to staying on track, identifying issues early, and adjusting strategies as necessary. Below I identify the elements that I consider key to monitoring innovation projects, including key performance indicators (KPIs), data collection and analysis, regular progress reports, dashboards and reporting tools, performance evaluations, management of resources and customer feedback.

Key performance indicators (KPIs)

KPIs are essential metrics that help measure the success and progress of the innovation project. These indicators must be aligned with the project objectives and provide a clear view of its performance. Examples of KPIs in innovation projects can include the number of new ideas generated, time from conception to product launch, and return on investment (ROI).

Data collection and analysis

Collecting and analyzing data as the project is executed is essential to understanding project performance. This involves gathering relevant information about progress, identifying trends and patterns, and using this data to make informed decisions. Tools like Google Analytics, Tableau or Power BI can be very useful for this purpose.

Regular progress reports

Regular progress reports keep all stakeholders informed about the status of the project, and are a staple for change management, in my experience. These reports should include updates on KPIs, milestones achieved, challenges faced, and next steps. The frequency of these reports may vary depending on the characteristics and duration of the project, but it is common to have monthly or quarterly updates.

Dashboards and automatic reporting tools

Dashboards and reporting tools provide a real-time overview of the project. These tools allow project managers and teams to visualize progress and KPIs clearly and concisely. Examples of these tools include Microsoft Power BI, Tableau, and Jira.

Performance evaluation

Performance evaluations are essential to ensure that the team is aligned with the project objectives. These evaluations should be constructive and focus on the development and continuous improvement of the team. They can include reviews of individual and team achievements, as well as 360-degree feedback.

Resource management

Resource management ensures that the project has the necessary means to move forward. This includes the allocation and monitoring of financial, human and material resources. Efficient resource management is key to avoiding bottlenecks and ensuring that the project stays within budget and established deadlines.

Customer Feedback

Customer feedback is invaluable for innovation projects. Listening to the opinions and experiences of end users can provide crucial insights to improve the product or service. Methods such as surveys, focus groups, and social media comment analysis can be used to collect this feedback.

In conclusion, effective monitoring of innovation projects is a multifaceted process that requires attention to several key elements. From defining KPIs to managing resources and collecting customer feedback, each aspect plays a vital role in ensuring that the project progresses smoothly and efficiently. Implementing these practices not only helps keep the project on track, but also fosters a culture of continuous improvement and adaptation.

Collaboration on innovation projects

Posted on by Mariona Luis Tomás

In my experience, innovation projects are often complex, requiring the integration of multiple disciplines, knowledge and perspectives. In this context, effective collaboration becomes a critical factor to achieve the proposed objectives. This post presents some key elements to promote collaboration in innovation projects.

Collaboration tools

Collaboration tools are essential to facilitate communication and coordination between team members. Platforms like Slack, Microsoft Teams or Trello allow teams to share information, assign tasks and track project progress in real time. Choosing the right tool can significantly improve team efficiency, comfort, and cohesion.

Meetings

Meetings are a fundamental part of collaboration. Whether in-person or virtual meetings, they provide a space to discuss ideas, solve problems and make decisions. It is important to set a clear agenda and ensure that all voices are heard to maximize the productivity of these meetings. I am not in favor of limiting the meeting time a priori, since I like to invest in everyone involved being listened to calmly, but I try to avoid going over the same topic and invite the decision maker to make it quickly.

Document decisions and agreements

In complex projects, it is crucial to document all decisions and agreements. Not only does this provide a clear reference for all team members, but it also helps avoid misunderstandings and ensure everyone is aligned on the project goals. Tools like Google Docs or Confluence are ideal for this purpose, as decisions can be written down online and visible to everyone.

Centralized document repository

Having a centralized repository of documents ensures that all relevant information is accessible to all team members. This makes it easy to access the necessary documentation and ensures that everyone is working with the most up-to-date information. Platforms like SharePoint or Dropbox can be very useful in this regard, as well as the ineffable GDrive.

Version control

Version control is essential for projects that involve multiple reviews and edits of documents and code. Tools like Git allow teams to manage different versions of files, facilitating collaboration and minimizing conflicts between different contributions, or upload documents to the cloud and update them directly there, again GDrive is a good option, although it doesn’t work as well when the documents are presentations.

Feedback loops

Feedback loops are essential for continuous improvement. They allow teams to evaluate their progress, identify areas for improvement, and adjust their strategies accordingly. Feedback should be constructive and focused on the development and growth of the team.

Conflict management

In any collaborative project, conflicts are inevitable. The key is to manage them effectively so that they do not become obstacles. Establishing a clear protocol for conflict resolution and fostering a culture of respect and open communication can help maintain a positive and productive work environment.

Celebrate achievements

Celebrating achievements, both big and small, is important to maintain team motivation and engagement. Recognizing and valuing the efforts and contributions of each team member strengthens the spirit of collaboration and fosters a positive work environment.

Continuous improvement

Finally, effective collaboration on innovation projects requires a commitment to continuous improvement. This involves not only learning from successes and failures, but also being open to new ideas and approaches that can improve the way the team works together.

In short, collaboration on complex innovation projects is a challenge that requires a combination of appropriate tools, well-defined processes and a positive work culture. By implementing these elements, teams can overcome the barriers of complexity and achieve innovative and successful results. The key for me is to establish a game board with clear rules and open the opportunity for all participants to play in their own way.

Some theories about Innovation that I frequently use

Posted on by Mariona Luis Tomás

I write here some references to theories about Innovation that seem relevant to me, not for historical reasons, but because I use each of these theories depending on the context in which I find myself, and all of them are current and make sense to me.

  • Schumpeter’s theory of innovation: Economist Joseph Schumpeter proposed the concept of “creative destruction”, where innovation, particularly in the form of entrepreneurial activities, drives economic growth by replacing old industries and technologies with new ones. He highlighted the role of entrepreneurs as key drivers of innovation.
  • Diffusion of innovations theory: developed by Everett Rogers, this theory explores how innovations spread through society. It classifies individuals into groups based on their willingness to adopt new innovations, including innovators, early adopters, early majority, late majority, and laggards.
  • Open innovation: Coined by Henry Chesbrough, this theory challenges the traditional model of closed innovation by emphasizing the importance of collaboration and knowledge sharing with external partners, such as customers, suppliers and research institutions, to drive innovation.
  • Resource-based view (RBV): This theory, often applied in the context of business and strategy, suggests that a company’s unique resources and capabilities are essential for sustained competitive advantage and innovation. Innovations arise from the effective use of internal resources.

Innovation types and their relevance in determined industries

Posted on by Mariona Luis Tomás

Though Oslo Manual only identifies four types of innovation (product, process, organization and commercialization) here are several types of innovation, each with its relevance to various industries. Understanding these types of innovation can help organizations identify opportunities to drive change and stay competitive.

Here are some key types of innovation and their relevance to different industries:
– Product innovation involves developing new or improved products or services. It’s highly relevant to industries such as technology, consumer electronics, pharmaceuticals, and consumer goods. For example, companies like Apple continuously introduce new versions of their smartphones and laptops, showcasing product innovation.
– Process innovation focuses on improving internal processes and operations. It’s crucial in manufacturing, logistics, and industries where efficiency and cost reduction are paramount. Automotive manufacturers, for instance, have implemented robotic automation and lean manufacturing techniques for process innovation.
– Service innovation pertains to creating new or improved services and customer experiences. It’s significant in sectors like hospitality, healthcare, and financial services. Companies like Airbnb disrupted the hospitality industry by introducing a new platform for travelers to find unique accommodations, showcasing service innovation.
– Business model innovation involves rethinking how a company creates, delivers, and captures value. It’s critical in industries facing disruption or seeking new revenue streams. Netflix transformed the entertainment industry with its subscription-based streaming model, an example of business model innovation.
– Marketing innovation focuses on how products or services are promoted and delivered to customers. It’s vital in the advertising, media, and retail sectors. Social media platforms like Facebook and Instagram have introduced innovative advertising and targeting techniques, driving marketing innovation.
– Organizational innovation relates to changes in an organization’s structure, culture, or management practices. It’s relevant in all industries but particularly critical in traditional or bureaucratic organizations looking to foster agility and adaptability. Startups often embrace flat hierarchies and flexible work cultures as forms of organizational innovation.
– Technological innovation involves the development of new technologies or the application of existing ones in novel ways. It’s highly relevant in industries like information technology, healthcare, and energy. Tesla’s advancements in electric vehicle technology are a prime example of technological innovation within the automotive industry.
– Social innovation addresses societal challenges and seeks to improve the well-being of communities and individuals. It’s important in nonprofit organizations, public sector initiatives, and socially responsible businesses. Microfinance institutions that provide financial services to underserved populations represent a form of social innovation.
– Sustainability innovation focuses on reducing environmental impacts and promoting sustainable practices. It’s crucial in industries with significant environmental footprints, such as agriculture, energy, and construction. Companies in the renewable energy sector, like solar and wind power providers, exemplify sustainability innovation.
– Cultural innovation involves the creation of new cultural norms, trends, and expressions. It’s relevant in creative industries like fashion, entertainment, and art. Designers and artists who introduce new styles and trends contribute to cultural innovation.

Understanding these types of innovation and their relevance to different industries helps organizations tailor their innovation strategies to align with their specific goals and challenges. Successful innovation often involves a combination of these types to address various aspects of a business or industry.

Innovation: New ways to provide value to customers

Posted on by Mariona Luis Tomás

The challenge of defining innovation is a problem that often comes up and that I like to revisit from time to time since, how could I support my clients effectively if we have different ideas about what innovation is?

I try to answer this question by sharing a common vision of what innovation is and what it is not before starting to work on it, this way my clients and collaborators and I can move in the same direction and use the same parameters to work.

Some “classic” definitions (the most used, the most referenced) of the term “Innovation” could be the following:

Innovation is the “Systematic use, as an opportunity, of changes in society, the economy, demographics and technology.” (Peter F. Drucker, 1985)

Innovation is a “New, or significantly improved, product (good or service), process, marketing method, or organizational method, in the company’s internal practices, workplace organization, or external relations.” (Oslo Manual, reference publication on Innovation of the OECD and the European Union, 2005)

Innovation is the “Activity whose result is the obtaining of new products or processes, or substantially significant improvements to existing ones.” (UNE 166000 Standard, “Terminology and definitions of R&D&I activities”)

Innovation is “New ways of offering value to the customer” (O’Hare, 1988)

Innovation is “creation or modification of a product, and its introduction into a market.” (Real academy of the Spanish language)

If we look at these definitions of innovation, we can see that they all have the following parameters in common:

The sense of newness. An innovation implies some new way of doing things, there is a sense of something new in the concept.

The process vision. It is not a moment of inspiration, a brilliant idea, but a systematic approach to identifying and implementing ideas.

Orientation towards marketing. If the market does not buy, we are not innovating. There has to be someone willing to “pay” for this new way of doing things.

The simplest definition that we have seen that fits with the practical and results-oriented approach is: Innovation is New Ways of Systematically Delivering Value to the Customer. This definition brings together the sense of novelty (new forms), the process vision (systematically offering) and the marketing orientation (customer value).

Some more nuances, to be oriented:

About what innovation IS:

  • “New” doesn’t mean no one has done it before. If it has not been done before in this context, then it is considered new.
  • It must have the clear purpose of solving a problem, satisfying a need or satisfying a desire.
  • Innovation is in doing, not just in thinking or conceptualization. Simply having the idea does not constitute an innovation.

About what innovation is NOT:

  • Small adjustments and improvements to an existing process are not the same as innovation.
  • Invention, which becomes innovation when it is successfully brought to the market.
  • Technology. Not all innovation involves technology, either as a facilitator or as a result. The use of new technology does not necessarily mean that innovation has occurred.
  • Creativity: Creativity is having a great idea. Innovation is about EXECUTING the idea.

Call for innovation and sustainability projects in tourism companies

Posted on by Mariona Luis Tomás

On 4/10/24, the call for the granting of aid to finance innovative/projects through cooperation was published in the BOIB with the aim of searching, implementing and digitizing sustainable innovative solutions in tourist establishments in the Balearic Islands. within the framework of the Recovery, Transformation and Resilience Plan financed by the European Union Next Generation EU.

It is the first time that a call for specific innovation appears for the tourism sector in the Balearic Islands, and given the competitive specialization of the islands, it is something that makes a lot of sense and seems to me to be a success.

The call consists of two programs: one for research and the other for innovation. The research program’s beneficiaries are any entity or legal person that carries out development and innovation activities, and the innovation program’s beneficiaries are companies and people registered in any of the island registries of companies, activities and tourist establishments.

I find the program interesting for several reasons: for the clarity of its purpose (search, implement and digitize innovative sustainable solutions in tourist establishments in the Balearic Islands), for the profile of projects it aims to finance (circular economy, energy cycle and water, agri-food cycle, digital transformation), due to the simplicity of the application process and the fact that money is allocated to projects in advance.

Hopefully the program will serve the necessary transition of the tourism sector and so that the Balearic Islands continue to be an international benchmark for tourism management; Contact me if you need help defining or structuring a project, whether you are a registered company or an R&D company.

Promoting innovation and sustainability through industrial engineering, a new challenge for the COEIB

Posted on by Mariona Luis Tomás

We recently presented the new Strategic Plan of the College of Industrial Engineers of the Balearic Islands.

This strategic plan begins by offering a detailed vision of the economic, social and professional context of the Balearic Islands and the role of the Official College of Industrial Engineers of the Balearic Islands (COEIB). In recent years, the Balearic Islands have experienced significant growth in sectors such as tourism, demography, commerce and construction. Tourism, in particular, has been an engine of post-pandemic recovery, contributing substantially to the region’s GDP.

The COEIB, regulated by various laws, has had to navigate through significant legislative changes, adjusting to new regulations on visas and membership.

Currently, it faces challenges such as lack of purpose, low commitment of engineers and a majority of senior members. Internally, the COEIB offers a wide range of services, including electronic visa, membership, training and a job bank, among others. Most of its members are professionals in free practice, work in public administration, or are employees in companies.

At a global level, engineering is crucial to achieving the Sustainable Development Goals. In particular, industrial engineering is undergoing a transformation with the advent of Engineering 4.0, sustainability, new management models, the reorganization of value chains and other technological and non-technological innovations.

The COEIB, through its strategic plan, seeks to adapt to these internal and external changes. The vision is that engineers can assume greater responsibility in the world to come for future generations, so the purpose identified for the school becomes Promote the sustainability and innovation of the Balearic Islands through industrial engineering.

The action plan for the period 2024-2027 includes several programs such as free exercise, training, social club, professional development, representation and advice to the administration. Cross-cutting axes such as management, communication and creation of the knowledge map of the group of engineers are also identified.

This plan seeks to consolidate the role of the COEIB in the professional development of engineers and their integration into society, adapting to the current needs and challenges of the profession and the economic, environmental and social context in the Balearic Islands. It has been a pleasure and an honor to contribute to structuring the future activity of the school, I hope we can see results soon.

Consulting checks, a good resource for SMEs in the Balearic Islands

Posted on by Mariona Luis Tomás

Until April 22, 2024, IDI aid can be requested in the form of consulting checks. We defined this program as it is now in my time as manager of the IDI, the business innovation institute of the Balearic Islands, and I am glad that it has not only been consolidated, but that it has also been expanded into new check modalities and in the applicants profile.

In my opinion, it is very important that SMEs can incorporate external knowledge in matters in which they cannot be specialists, such as internationalization, digitalization, excellent management or carbon footprint. These checks are a subsidy that finances the payment of specialist consultants to incorporate knowledge about these areas in the organization, depending on the area that interests the organization. The incorporation of knowledge occurs when there is a need to make an action plan, because to make a plan, you need a diagnosis, and as a business person or manager, the diagnosis questions are a good source of knowledge, and the action plan proposal orders and includes initiatives that the person surely had not thought about.

The checks were originally conceived exclusively for industrial IAE companies, and have progressively been expanded to sectors related to the industry.

The amount of the checks subsidizes 90% of the 60 consulting hours contracted in the first year, and 80% in the following two years, which gives scope to industrial companies that want to start a journey in the areas of digitalization, sustainability, management or internationalization to incorporate the knowledge they need.

Hopefully the IDI contribution will help companies improve their capabilities and optimize their investment based on the knowledge acquired.

Ask me if you want to request your check, maybe I can help you.