Everyone tries to innovate, many talk about it, only a few succeed.
We transform the costs of innovation
in a competitive asset
We scout
and develop talents
We design organizations
and processes
We introduce
and apply methodologies
We support fundraising
Innovation
Governance
Innovation Governance
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Innovation Leadership
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Corporate Entrepreneurship / Intrapreneurship
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Innovation Strategy / Management
Innovation governance can be interpreted as a system of mechanisms to align objectives, allocate resources and assign decision-making roles about innovation, within the company, and with external parties. (Jean-Philippe Deschamps)
"Typical" solutions for innovation management in large companies (for example Innovation Hubs) often have the limit of being an alibi for the top management: just adopting a general approach is considered a sufficient commitment, and stakeholders can continue considering themselves external if not strangers. (Eric Ries, Tendayi Viki)
Established companies have to stop thinking and acting as if they were a single monolithic organization with a business model. An innovation framework is needed to analyze and manage the innovation portfolio. A new accountability is required, called innovation accounting, to measure performance of innovation teams in searching and testing new sustainable business models. (Dan Toma)
Innovation
by Design
Business Innovation by Design
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Business Design and Startup
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New Product / Service Design
By “Innovation by Design” we mean the convergence between the best design practices applied to business and the design space extension from the product or service to the whole business model and all the ecosystem around.
Furthermore, planning and entrepreneurial effort would not be sufficient if not together to an healthy innovative intent, that means not limited to something new but often useless, not to something marketable but hard to be served or already served by competitors.
“Innovation by Design” is a special mix of customer focus, design thinking, lean thinking, maker culture, and business modeling. In summary, it consists in addressing people's needs and wishes, with solutions technologically feasible and viable for users, according to a strategy to generate value in the market.
Innovation
Practice
Innovation Practice
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Corporate Startup Accelerator
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Venture Builder
Large companies and SMEs can run radical innovation projects in many ways. They can develop "endogenous" startups or implement a corporate acceleration program. By leveraging external resources, they can participate in projects of independent founders, with different levels of engagement, and different roles, up to activate tailored Open Innovation programs. According to a more modern formula, they can set up an internal venture builder, partnering with specialized agencies, or join the board of independent venture builders and startup studios.
Open innovation is recognized as a good answer to the innovation imperative, if not mandatory. That said, there are many ways to move from strategy to practice: choice of the most appropriate initiatives obviously depends on the company, its size, resources, and ambition.
There is not a single path of innovation development, then arguing about who is further ahead or behind does not make sense. But it is important to investigate and experiment with different practices of innovation generation and management, so as to adopt the best ones for the own context.
Corporate
Venture Capital
Corporate Venture Capital
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Investment Readiness
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Investment Process Management
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Fundraising
Any innovation program comes with serious investment issues, due to the high level of uncertainty surrounding it. Furthermore, there are different types of projects and funding needs as on the other hand there are different types of investors and investment and financing tools.
Investment in innovation is therefore a process where innovators and investors meet and cooperate. On the one hand, founders raising funds for their project must have proper characteristics favoriting the investment (investment readiness). On the other hand, investors have to be clear and consistent about the objectives of their financing activities (investor maturity).
Finally, investment monitoring has to consider the different innovation programs characteristics, which may follow a non-linear and unpredictable development roadmap.
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