In times of adaptation of the corporate world to new technologies and facing the global market, innovation and creativity appear as fundamental parts of management processes. But is innovating easy? In the opinion of experts interviewed in a report on the HSM portal, innovation is a challenging process in the context of company management.
Clemente Nóbrega is an innovation consultant and was one of the experts consulted by HSM on the subject. For the partner and CEO of Clemente Nóbrega Consultoria, as mentioned in the report, the innovation process is “unnatural” and contradictory in relation to the day-to-day activities of an organization. Which indicates that facing the routine, working on an innovation process is, to say the least, challenging.
In the same direction as Nóbrega's analysis, the professor and researcher at the innovation center at Fundação Dom Cabral (FDC), Anderson Rossi, also highlights, in a statement cited in the HSM article, that innovation processes presuppose risks and management errors, even for the solution to be reached. In the specific case of Brazilian companies, in Rossi's opinion, there is a culture that does not favor these risky processes. “Our companies were created to get things right and make money, not to take risks,” he mentions.
However, in a competitive market context, the need for managers to be prepared to face the challenge of innovation becomes increasingly evident. Therefore, the analysts interviewed by HSM also provide tips for implementing this culture in corporate management. Clemente Nóbrega considers that, in the initial stages of innovation, measurement systems and practice goals end up being more qualitative and subjective. As processes mature, it becomes possible to establish more objective metrics; as a percentage of revenue from innovative products and services, cost reductions, synergy gains, among others.
According to the analysis of experts present in the HSM report, the primary factors in the construction and implementation of innovative business strategies are the following: type of business culture (tolerance to error); leadership profiles; existing processes; degree of linkage of innovation with strategic planning; return and expected payback.
It is worth remembering that innovation is one of the themes present in the HSM ExpoManagement 2011 program.
With information from the HSM Portal
