Through this, investment in Dominican Republic Phone Numbers List  technologies, in new tools, is often seen as a necessity that nevertheless guarantees the performance of one’s organization; in other words, it would be enough to invest to be efficient. The diversity of all-in-one solutions, packaged solutions (ERP, collaborative tools, advanced technologies) encourages this state of mind: to my problem, to my need, there is ONE Solution with a capital S. This Solution is only the fruit of a conscientious Benchmark … but limiting. Worse still: to think “Solution implies Problem / Need”. It is enough to observe the proportion of the failures of the projects of the leader of

the ERP to realize that this state of mind is probably very widespread: less than 50% of SAP projects reach the objectives. that they had fixed. In short, it is easy but biased to think through the prism of the Tool, the Technology, the Solution rather than that of the just need. Are we sure we have defined our problem, our need, that of our company? Will this technology bring significant added value to my organization with regard to its cost and risks? Are my problems not rather part of an infertile and systemic dynamic intrinsic to my organization? In other words, performance cannot be bought, it is built and maintained, in particular through

Innovation Cannot Be Ordered

innovation. Innovation cannot be ordered InnovationTo innovate, is it enough to invest in R&D and file patents? In any case, these are the two leading indicators for judging a company’s propensity to innovate today. This corresponds to a vision, in my opinion, very procedural of innovation: an idea is put forward, we study it, we secure it, we invest, we validate it, we industrialize it to ultimately obtain the Holy Grail, the patent. . The fact is that innovation is an inherently anarchic, entropic, contingent mechanism and therefore difficult to measure, especially since its performance must be judged by the yardstick of the value created.


Once again, it is not enough to invest in order to innovate, it is first and foremost to create an environment conducive to innovation. “You don’t grow a plant by pulling on the stem”! Acquire fertile land: empower, involve the agents of your organization, promote agility in projects Multiply the varieties of seeds to see the most suitable ones, think fail fast , the culture of innovation is for many the culture of the test Plant the cereals that are consumed: integrate the voice of the customer in the reflections, thanks to design thinking for example Breaking barriers: promoting synergies, for example by practicing Open innovation This ”

It Takes People To Innovate

wishlist of the innovative farmer” presents some bases for developing an environment conducive to innovation that brings value for the customers and for the employees of an organization but it avoids the essential fuel of innovation: Man. It takes people to innovate At a time when the obsolescence of skills no longer has much to envy that of smartphones, it is becoming increasingly difficult, especially for SMEs and VSEs, to acquire the knowledge necessary to survive digital Darwinism. As these necessary skills fluctuate, the supply / demand equation becomes more complex: more than ever, education and training are at the center of this equation. The proliferation of Fablabs and other Innovation Labs is symptomatic of this need

for skills. Another symptom is the considerable demand experienced in strategy consulting and digital transformation over the past 24 months. Likewise, the provision of certain public data (Open data) corresponds to a double need: a need for skills and a need for improvement. On the other hand, let us not forget that the issue of skills is also found on the other side of the chessboard: the first applicants for the acquisition of new skills are the employees themselves; reserving moments and spaces dedicated to training is an issue both for the organization and for its employees. To verify this, just observe the

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