20240209_Rigillo.pdf

Feb 14, 20240 likes85 views

Presentazione a supporto dell'intervento di Angelo Rigillo, ENEL al webinar "LA NUOVA PRASSI DI RIFERIMENTO UNI-ENEL GESTIONE DELL’INNOVAZIONE SOSTENIBILE - LINEE GUIDA PER LA GESTIONE DEI PROCESSI DI INNOVAZIONE SOSTENIBILE NELLE IMPRESE ATTRAVERSO L’OPEN INNOVATION" del 9 febbraio 2024

INTERNAL
LA NUOVA PRASSI DI RIFERIMENTO UNI-ENEL
GESTIONE DELL’INNOVAZIONE SOSTENIBILE - LINEE GUIDA
PER LA GESTIONE DEI PROCESSI DI INNOVAZIONE SOSTENIBILE
NELLE IMPRESE ATTRAVERSO L’OPEN INNOVATION
Innovazione senza governance? Caos creativo
Angelo Rigillo

INTERNAL
2
Internal
organizational
change
Innovation
boosters/tools
Governance,
discipline and
targets

INTERNAL
3
Internal
organizational
change
Innovation
boosters/tools
Governance,
discipline and
targets

INTERNAL
Innovation managers within the organization, in the business

INTERNAL
Nothing can be done without…
Culture
shift
People
& talents

INTERNAL
8
Internal
organizational
change
Innovation
boosters/tools
Governance,
discipline and
targets

INTERNAL
Activating a portfolio of tools to deliver results and value
starting from the strategic plan
Scale-Up
Innovation boosters/tools
Innnovation plan
and Business needs
Strategic plan
Value
Proof of concept

INTERNAL
The funnel
suppliers & partners
Innovation hubs
Intelligence
Crowdsourcing e
community interne

INTERNAL
11
Internal
organizational
change
Innovation
boosters/tools
Governance,
discipline and
targets

INTERNAL
The process
INNOVATION COMMITTEE HANDOVER COMMITTEE
Handover and
Scaleup
Needs
identification
Scouting and
evaluation PoC proposal PoC execution and monitoring
suppliers & partners
Innovation hubs
Intelligence
Crowdsourcing e
community interne

INTERNAL
The innovation acceptance line, actions and targets
Acceptance
Top management
support
Procedures
Activation of
procedures and
KPIs
Top mgmt
meetings
MBO on
number of
Proof of
concepts
MBO on
innovation costs
MBO on
innovation
returns
Time (years)

INTERNAL
16
Internal
organizational
change
Innovation
boosters/tools
Governance,
discipline and
targets

This document discusses innovation management. It defines innovation as a new idea that improves products, processes or services. Innovation management involves guiding new ideas through development, protection, enforcement, and implementation. Key aspects of innovation management include identifying sources of innovation, different types of innovation, models of the innovation process, organizational structures that support innovation, and difficulties in achieving successful innovation management.

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Corporate Innovation & Digital Transformation: Innovation PortfolioJohnny Ordóñez

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This document discusses corporate innovation and digital transformation. It begins by defining innovation as the process of transforming hypotheses into customer-centric solutions. It then addresses common challenges with innovation initiatives such as innovation labs failing due to a lack of viable business models and disconnects from company strategy. The document advocates applying lean startup principles through experimentation and iteration to successfully scale innovation across an organization. It emphasizes aligning innovation efforts with strategic themes using an innovation portfolio approach.

Innomantra - Create the Future - Product Portfolio 2022 v1.0FInnomantra

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Innomantra is a leading consulting firm that helps organizations achieve digital transformation, innovation management, and intellectual property goals. It uses a three-fold approach to innovation focusing on business strategy, people, and functional systems. Innomantra's philosophy is that organizations should aim to achieve at least a 3x boost in performance through innovation. The company serves over 50 clients globally, ranging from small businesses to Fortune 500 companies. It is headquartered in Bengaluru, India and has a global presence.

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About Innomantra Innomantra is a leading Digital, Innovation, and Intellectual property management consulting and services firm. It helps organizations to design and achieve their digital strategy from idea to implementation, Innovation Management Systems, and Intellectual property goals by enhancing culture for amplified efficiency and exponential growth.Innovation3x and Discover Design Thinking describe the philosophy which it believes in, that innovative organizations must identify innovation goals that seek to achieve a 3x and beyond to boost in their performance. Innomantra's signature three-fold approach to innovation that looks at overall business strategy, people, and functional systems in a digital ecosystem is globally recognized. Innomantra has a wide range of 50+ clients range from small and medium businesses to Fortune Global 500 organizations. It has a strategic alliance with global leaders in Digital and Innovation. Innomantra is headquartered in Bengaluru, India, and has a global presence. www.innomantra.com / contact@innomantra.com

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This whitepaper will provide an insight into the different elements of modern innovation fostering, including the various factors determining the capability of organisations to innovate internally; the differences between frontend and backend innovation; and a focus on the relatively new ‘open’ innovation methods (including the advantages of utilizing sandboxes in the frontend innovation process as well as collaborating with external bodies).

Innovationsyamalagarikipati1

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Dr. G. Syamala discusses innovation in a document for the Department of Commerce at Savitribai Phule Pune University. Innovation involves applying creative solutions to appropriate situations. It is the ability to overcome situations using common sense. Innovation differs from invention in that it results in new products, services or processes through the transformation of ideas. Characteristics of innovation include being intentional, challenging, and aiming to benefit an organization. Types of innovation discussed include product, process, radical, incremental, and social innovation. Innovation management concerns planning, organizing and controlling innovation efforts to foster creativity and achieve organizational goals.

INNOVATION MANAGEMENT IN SUPPLY CHAIN LOGISTICS MANAGEMENT - Lecture 1.pptxHassanHani5

��

This document provides an overview of an innovation management course being taught at the Institute of Business Management. The course covers topics such as the basic concepts of innovation, trends in logistics and supply chain management, and the effects of emerging technologies like artificial intelligence and 3D printing on supply chains. The course is taught by Muhammad Ahsan and includes assignments, quizzes, and exams. Innovation is defined as starting from problem recognition and leading to the best solution. Several innovation activities that organizations can use are also outlined, including ideation sessions, hackathons, and human-centered design. The relationship between invention, ideas, and innovation is explored, with innovation requiring the exploitation of an idea for customer benefit. Drivers of innovation

What is Innovation ManagementLea Sheraine Navarro

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PA Consulting Innovation Strategy PlaybookHugo Raaijmakers

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In this playbook, we outline the innovation challenge that leaders must overcome, and share our approach to embedding innovation into organisations. This includes an explanation of our Innovation Management Framework and a step-by-step guide to running a sprint that will quickly create a minimum viable innovation operating model. We based both these tools on our experience as heads of innovation and industry leaders, and honed them through our work with organisations around the world, from global financial institutions to market-leading drinks companies. Once on this transformative journey, leaders will instil an experimental culture across their organisations, something that’s necessary for achieving sustainable results. They’ll be able to respond to disruption in their industry, drive measurable returns from their innovation investments and become more efficient at responding to the needs of society and the environment.

Global Innovation Management - MIT ID InnovationPankaj Deshpande

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INNOVATION MEASUREMENTRiri Satria

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Innovation managementNatyraDikaKerluku

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This document provides an overview of innovation management. It defines innovation as introducing something new, like an idea, method, or product. It discusses the definition of innovation management, sources of opportunities for innovation, and conditions for successful innovation. The document outlines the key aspects of innovation management as capabilities, structures, culture, and strategy. It describes the major pillars of innovation management as shaping framework conditions and actively searching for, developing, and implementing ideas. Finally, it discusses the phases of innovation as ideas, concept, solution, and market, and provides examples of different types of innovation like sustaining, disruptive, incremental, and radical innovation.

Succeeding with innovation & TransformationErin Washington

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innovationmanagement-131014125441-phpapp02.pptxDr. Vartika Dutta

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Book Review Strategic Innovation Embedding Innovation As A Core Competency In...Elaine Mao Yanlan

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This document summarizes a presentation about embedding innovation as a core competency in an organization. It discusses Whirlpool's journey to embed innovation through establishing a vision, developing leaders, changing culture and values, creating resources specifically for innovation, and implementing knowledge management and learning systems. The presentation outlines Whirlpool's goals for innovation, accountability measures, and how different elements of the organization were adapted to internalize innovation using a framework called the "embedment wheel".

Management Roundtable's Innovation Summit Conference KnowledgebaseMalcolm Ryder

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innogy Consulting's Innovation Strategy for Utilitiesinnogy Consulting

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Engage for Success - PresentationRaimee Noman

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"Future outlook: are corporate accelerators a long-term viable approach?Corporate Startup Summit

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Ezaki presentations_InnovationVUTHY NG

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This document provides an overview of management innovation and continuous value creation for small and medium enterprises (SMEs). It begins with defining innovation as creating new and sustainable offerings through new products, services, processes, or organizations. Management innovation is defined as innovations in corporate management through embedding innovations in an organization's system and process. The document then discusses strategies for SMEs to create innovations, such as using checklists to generate new ideas from existing concepts and proceeding systematically through a plan-do-check-act process. It emphasizes that innovation creation must be repeated over time to continuously create new values. Finally, it proposes ways for SMEs to standardize innovation through systems and enhance capabilities, such as using quality control circles, cross

InnovationSerdar Bayraktaroğlu

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This document provides an overview of innovation, including definitions of innovation, a brief history of innovation, and the infrastructural needs to support innovation. It discusses innovation at the individual, collaborative, and enterprise levels. It also outlines the innovation process and applications of innovation to business, including marketing, organizational, and process innovation. Finally, it discusses the role of innovation in services and countries.

2016 - 2. Innovation as a core business process.potNadia Lushchak

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The document discusses innovation processes and capabilities. It defines innovation processes as a series of changes from ideas to new products and services. The main stages are beginning with a problem or challenge, generating ideas collaboratively, combining and evaluating ideas, developing ideas, and implementing ideas. It also discusses four types of organizational innovation capabilities - from unaware to creative dominant positions. Sustainable innovation requires the right strategy, processes, organization, linkages, and learning to bridge ongoing and disruptive changes.

Innovation Guest lecture Tu Delft Koen Klokgieters

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Innomantra Viewpoint - Getting Bold innovation Right v1.0 Innomantra

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Getting ‘BOLD INNOVATION’ Right By Neelima Joseph & Lokesh Venkataswamy The element ‘SUPPORT’ finds relevance in the innovation management system. To manage innovation effectively, the organization should jump in and facilitate the required resources for establishing, implementing, maintaining, and continual improvement of the innovation management system. The resources come in different forms such as Time, Knowledge, Financial resources, Infrastructure, and Human resources. For effective implementation of the standard, organizations are responsible for determining, providing, and managing the right people. Organizations must identify and develop teams with diverse backgrounds, to enhance cross-pollination and leverage the collective competence of the organization (ISO 56002:2019). The element 'SUPPORT' encompasses the following sub-clauses, which are the different ways in which support could be extended:

Gem innovationLee Schlenker

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This document discusses technology and innovation in three main paragraphs: 1) It introduces different types of innovation including product, process, marketing, organizational, and business model innovation. 2) It discusses several frameworks for understanding the evolution of innovation from a technology push approach to more open innovation models. 3) It provides examples of companies that have successfully implemented open innovation approaches including InnoCentive, Spotify, Nissan, and ATMs.

Innovation managementDeepika Malhotra

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1) Innovation is the introduction of a new idea, product or process into the marketplace. It involves invention plus commercialization. 2) Organizations must innovate on a continuing basis to survive in a rapidly changing economy. The goals of innovation include improving quality, creating new markets, and reducing costs and environmental damage. 3) Sources of innovation include organizational structure, management tenure, slack resources, and interunit communications. Types of innovation include product/process, open/closed, incremental/radical, and modular/architectural innovations.

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20240209_Rigillo.pdf

1. INTERNAL LA NUOVA PRASSI DI RIFERIMENTO UNI-ENEL GESTIONE DELL’INNOVAZIONE SOSTENIBILE - LINEE GUIDA PER LA GESTIONE DEI PROCESSI DI INNOVAZIONE SOSTENIBILE NELLE IMPRESE ATTRAVERSO L’OPEN INNOVATION Innovazione senza governance? Caos creativo Angelo Rigillo

2. INTERNAL 2 Internal organizational change Innovation boosters/tools Governance, discipline and targets

3. INTERNAL 3 Internal organizational change Innovation boosters/tools Governance, discipline and targets

4. INTERNAL Where is innovation?

5. INTERNAL Where innovation needs to be

6. INTERNAL Innovation managers within the organization, in the business

7. INTERNAL Nothing can be done without… Culture shift People & talents

8. INTERNAL 8 Internal organizational change Innovation boosters/tools Governance, discipline and targets

9. INTERNAL Activating a portfolio of tools to deliver results and value starting from the strategic plan Scale-Up Innovation boosters/tools Innnovation plan and Business needs Strategic plan Value Proof of concept

10. INTERNAL The funnel suppliers & partners Innovation hubs Intelligence Crowdsourcing e community interne

11. INTERNAL 11 Internal organizational change Innovation boosters/tools Governance, discipline and targets

12. INTERNAL The process INNOVATION COMMITTEE HANDOVER COMMITTEE Handover and Scaleup Needs identification Scouting and evaluation PoC proposal PoC execution and monitoring suppliers & partners Innovation hubs Intelligence Crowdsourcing e community interne

13. INTERNAL Monitoring and reporting

14. INTERNAL Monitoring and reporting

15. INTERNAL The innovation acceptance line, actions and targets Acceptance Top management support Procedures Activation of procedures and KPIs Top mgmt meetings MBO on number of Proof of concepts MBO on innovation costs MBO on innovation returns Time (years)

16. INTERNAL 16 Internal organizational change Innovation boosters/tools Governance, discipline and targets

17. INTERNAL

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