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En esta página puede consultar o descargar notas técnicas y documentos, modelos y plantillas en Excel, presentaciones, aplicaciones de software y diversos sitios Web cuyo contenido recomendamos para complementar y ampliar los contenidos de los cursos. Algunos documentos están en formato PDF; si no dispone del programa Adobe Acrobat Reader necesario para leer ese formato, puede descargar gratuitamente la última versión del programa pinchando en el logotipo Adobe Reader que puede ver más abajo.
Measure your ability to innovate using this self-assessment tool from the authors of The Innovators Guide to Growth: Putting Disruptive Innovation to Work .
Este portal nace con el objetivo de convertirse en un centro de recursos de referencia sobre la innovación en la empresa. El equipo de profesionales que lo hace posible tiene tras de sí una amplia experiencia en la gestión sistematizada de la innovación aplicada a proyectos empresariales. Uno de nuestros objetivos es difundir la necesidad de innovar de forma sistemática para mejorar nuestra competitividad en una economía globalizada como la actual. creemos firmemente que la innovación no va ligada únicamente a la tecnología, a las empresas industriales o a las grandes empresas. Ser innovadores es más una cuestión de visión que de tamaño.
This site contains all the content of two bi-monthly magazines, Euroabstracts and European Innovation (and the latter's forerunner, Innovation & Technology Transfer), since January 2000. Content can be selected using the specially developed index of innovation themes, a free text search, or the contents pages of the printed magazines themselves.
The Innovation Management Toolkit is a set of interactive, easy-to-use Internet-based tools. It introduces approaches to improving innovation used by global leaders to managers of smaller companies. The site contains: An overview of the benifits of innovation and the barriers to success; Best Practice standards achieved by leading innovators; An optional, firm-level diagnostic; Thematic diagnostics that cover a firm's key management areas from Leadership and Culture to Management of Technology.
The Innovation toolkit is designed for HR Professionals who want to make their organisations more innovative. 10 questionnaires help you to focus on your organisation's conduct and level of understanding about which organisational and management structures and practices best lead to innovative capability for the business. There are 10 questionnaires designed for self-assessment. They can all be used to give a comprehensive and integrated view, or if you prefer you can assess one theme at a time.
Links to Product Innovation Resources. Product Development Institute (PDI) is dedicated to helping companies improve their approach to new product development and portfolio management. PDI has conducted some of the world's most comprehensive research and best practices in NPD - research that has led to some of the most important discoveries in NPD such as: the widely used Stage-Gate® process; and the concept of Portfolio Management for new products. With over fifty years of research and consulting experience combined, Drs. Robert G. Cooper and Scott J. Edgett are globally recognized as leaders in the area of new product development and portfolio management. They have been published more than 200 times and written nine books; creating a wide body of research knowledge. Drs. Cooper and Edgett have worked with more than 800 businesses, including most Fortune 500 companies, and have compiled the largest knowledge base on product development best-practices in the world. This continuously updated best-practice research is what forms the foundation of Product Development Institute.
La "Cartografía de la Tecnología" (Technology Roadmapping, TRM), que en sentido amplio se refiere a los estudios que contemplan visiones de posibles desarrollos, productos o contextos tecnológicos futuros, es una técnica que se ha venido desarrollando desde mediados de los 80. Al madurar el concepto y las metodologías que intervienen en la "Cartografía de la Tecnología", se han ido aplicando a un conjunto creciente de áreas, desde empresas individuales (TRM corporativa) a sectores industriales completos (TRM de sectores industriales), a objetivos comunes de alta tecnología y transdisciplinares (TRM orientada a objetivos) o a la política científica y técnica (CyTRM para la política.
A list of books and tools that should be in your innovation toolkit.
InnovationTools is a new Web site designed to help busy executives to be more innovative in their businesses. In today's fast-moving world, the need for fresh ideas and innovative solutions has never been greater. At the same time, the number of tools and techniques to help people generate productive and valuable ideas has been steadily growing. But chances are, you haven't been aware of many of these resources, because they're not easy to find. Our goal is to help you to learn more about the tools, strategies and techniques you can use to be more creative in your business -- and have more fun in the process. This Web site is the brainchild of Chuck Frey, a creative thinker with 20+ years of experience in PR, marketing, business strategy and information services.
La Cámara Oficial de Comercio e Industria de Madrid, como promotora de los intereses de las empresas de nuestra región y como prestadora de servicios que facilitan el mejor ejercicio de sus actividades presenta, en esta publicación, algunas de las herramientas más relevantes para la gestión de la innovación: las auditorías tecnológicas; la evaluación de proyectos; la inteligencia económica y la vigilancia tecnológica; y el Benchmarking. Para cada una de las herramientas propuestas se ha tratado de aportar una perspectiva eminentemente práctica, identificando las ventajas y los inconvenientes que el empresario puede encontrarse a la hora de aplicarlas a su caso particular. Además, se desarrollan una serie de casos prácticos donde se muestra la aplicación a la realidad cotidiana del quehacer empresarial y se aportan referencias que permitirán profundizar en cada uno de los instrumentos.
In the past few years of this 21st century, innovation has become one of the most important and effective ways of obtaining and sustaining competitive dominance in the market place. Many firms are engaging cross-functional teams, composed of individuals from a variety of functional areas, to spearhead new product development. The aim of this paper is to examine the critical success factors involved in the area of creativity and knowledge communication within cross-functional product development in R&D departments. To facilitate this, existing literature was reviewed and organisational case studies were conducted, to understand the social and cultural contexts within which people in an R&D department of medical device and pharmaceutical companies work. Some of the key findings from the investigation included topics involving knowledge management, project management, employee selection and departmental systems.
The paper presents a new approach to rising innovative capital of an organisation. We introduce a so-called Innovation Asset Management (IAM) framework, which defines a background for deployment of an IT solution for managing innovation assets of organizations. We begin with a brief description of what constitutes an intellectual capital of an enterprise and define a place and a role of innovation assets within the context of intellectual capital. We also outline that know-how management has been considered as much more difficult challenge than management of traditional (protected) assets, such as patents or trademarks. In the next section of the paper, we summarize objectives why organizations should seriously consider improvement in management of their know-how assets. Further, we analyze Innovation Asset Management from three major perspectives: Knowledge Management (KM), which interprets innovation assets as a kind of knowledge assets and provides a common framework for cataloguing knowledge, skills, and competencies; TRIZ, which provides generic instruments and common methodology of management invention-level problems; and Best practices performance improvement approaches which make knowledge collected from best performers available to others. Finally, we outline architecture of the framework for innovation asset management and define further directions for research.
In February of 2006 Delphi Group undertook a survey on the topic of innovation. We collected 200 responses to a series of 30 questions on a variety of issues relating to innovation across the following categories: . The Definition of Innovation; . Tools and Methods for Innovation; . Methods for Learning Innovation; . Investment in Innovation; . The Lifecycle of Innovation. Respondents consisted of a cross industry sample of organizations evenly split between those of less than $500 million in revenues and those greater than $500 million in revenues. This multipart white paper reviews insights from that study andsome of the highlights of specifi c questions asked in that survey.of an ever growing dependency on information and technology by businesses and a lagging economy struggling to rebound, the last few years has the Information Technology (IT) arena seeing an increasingly heightened focus on Project Portfolio Management (PPfM). A common description of PPfM is a method of managing a company's IT-related projects in a manner similar to the way that a financial planner manages the equities, bonds and cash of a financial portfolio. Before a new item is added to the portfolio it is evaluated for risk, investment pricing and of course potential for return.
Son muchas las encuestas que han mostrado que las empresas innovadoras - las que están continuamente innovándose- son por lo general el doble de rentables que el resto. No obstante, la gestión de las innovaciones es extremadamente complicada y amplia, de ahí que la mayoría de las nuevas ideas no se conviertan en productos o servicios de éxito en el mercado. Las empresas pequeñas van a tener más dificultades para llevar a cabo una gestión exitosa de la innovación. No obstante, con algunas técnicas sencillas y estructuradas y un buen facilitador, se incrementarán enormemente los cambios hacia el éxito. Las dificultades se pueden experimentar en diversos campos, entre ellos: el acceso a la información, las limitaciones en plazos cortos de tiempo, la necesaria aversión al riesgo, la reticencia a contar con ayudas y asesoramientos externos y las limitaciones financieras. En los últimos años se han desarrollado un gran número de Herramientas de Gestión de la Innovación. Las evaluaciones realizadas muestran que muchas de ellas funcionan bien y que a menudo obtienen resultados fructíferos. Como es lógico, estas evaluaciones también revelan que los factores externos a las propias HGIs son cruciales para determinar el grado de éxito en los resultados. Basándonos en estas observaciones, parece razonable argumentar que se puede hacer un buen uso de la mayoría de las HGIs más modernas si un consultor competente trabaja en estrecha colaboración con la alta dirección de una empresa, fuertemente comprometida y que ninguna HGI puede compensar la ausencia de compromiso por parte de la dirección, como tampoco la falta de competencia general por parte del consultor.
Robust planning processes that are commonly understood, continuously practiced, and collaboratively applied by innovation teams are likely to increase the success rate of innovations. 'Innovation planning', although it may seem like an oxymoron, is really not, as the current growth of the industry providing sophisticated tools for research, analysis, and ideation tells us. Innovations can be planned to ensure their successful uptake. To plan innovations, it is possible to benefit from well-developed processes to foresee people's needs and the nature of contexts within which those innovations fit. Powerful innovation tools are needed to empower this planning process.
The business environment is changing at an accelerated pace. Consequently, continuous systemic changes within companies are imperative. In light of this, we are witnessing a shift in the way organizations are designed, structuredand organized. Contemporary organisations are reorganizing their processes and systems to be more responsive to the ever-changing needs of the customer. This move towards the customer focused enterprise can be facilitated by the use of methodologies and tools to ensure that the proposed new system will operate as planned. However, process innovation is a complex and difficult activity and often requires specialized support. The methods and tools available are not always suitable for small and medium size enterprises (SME). This paper identifies the support structures and dedicated tools required to facilitate customer focused process innovation in SMEs. A web enabled toolkit designed with these requirements in mind is presented. The toolkit supports all aspects of the process innovation life cycle namely; analysis and conception, specification and selection as well as roll out and implementation. It consists of a methodology repository, a description framework, a navigator as well as a performance measurement module. The toolkit has been implemented and validated in industry. From this procedure feedback and lessons learned have been captured and integrated to refine the product.
There's no question, it's been a pretty tough stretch for electronics and high tech manufacturers. After nearly a decade of unbridled spending, companies put the brakes on new technology purchases these last few years, leading many in the high tech sector to turn to cost-cutting to create efficiencies and drive profitability. Shorter product cycles, time-to-market pressures, and global outsourcing have forced companies to formulate new ways of working that can span business and geographic boundaries. Even the products have gotten more complex. Despite these obstacles, however, there are players in this segment achieving tremendous business results, like HP, Texas Instruments, and Dell. The question is how have they managed to succeed when clearly, so many others in this sector are struggling. PTC, in partnership with Reed Research Group, set out to find the answer. We conducted a study of over 200 executives in global electronics and high tech companies to determine: . Whether product development contributes to the financial success of companies; . What separates highly successful companies from the rest of the pack.
There's no question, it's been a pretty tough stretch for electronics and high tech manufacturers. After nearly a decade of unbridled spending, companies put the brakes on new technology purchases these last few years, leading many in the high tech sector to turn to cost-cutting to create efficiencies and drive profitability. Shorter product cycles, time-to-market pressures, and global outsourcing have forced companies to formulate new ways of working that can span business and geographic boundaries. Even the products have gotten more complex. Despite these obstacles, however, there are players in this segment achieving tremendous business results, like HP, Texas Instruments, and Dell. The question is how have they managed to succeed when clearly, so many others in this sector are struggling. PTC, in partnership with Reed Research Group, set out to find the answer. We conducted a study of over 200 executives in global electronics and high tech companies to determine: . Whether product development contributes to the financial success of companies; . What separates highly successful companies from the rest of the pack.
There'The Soviet initiated Theory of Inventive Problem Solving, TRIZ, is a series of tools, methods and strategies developed by over 1500 person-years of research, and the study of over two million of the world's most successful patents. By distilling the essence of this work the method provides access to the knowledge and experiences of the world's finest inventive minds. It is intended to complement and add structure to our natural creativity rather than to replace it.
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