MANUAL CREATIVITY AND BUSINESS INNOVATION

MANUAL CREATIVIDAD, INNOVACIÓN Y EMPRENDIMIENTO

Strategic management as a business discipline originated in the 1950s. To innovate is to see what everyone else has seen, but to think what no one else has thought of. The only way to have good ideas is to have lots of them. Some critical ideas related to Innovation: • To innovate is to monetise, to add value. Innovation is that which is accepted by the customer and for which he will pay extra. • To innovate is not to invent, what is not accepted by the customer is an invention and should be withdrawn from the market. • Innovation is a process that also involves risks.

It is very interesting to analyse Google's Innovation Model as one of the most innovative companies in the world.

1. HAVE A MISSION THAT MATTERS: Work can be more than an occupation when what you do really matters to you. Google's mission is "to organise the world's information to make it universally accessible and useful", and that statement guides all its actions. When you start a new area of research, it is because you are seeing an important benefit attached to it. At Google, it is the use of technology, for example, to create a larger storage system for emails (Gmail) or a system to search for missing people after the tsunami in Japan (Person Finder). In the case of your company: what is the mission? Is it well defined and does it allow you to focus your efforts and energies on what really matters? , Does your mission facilitate lines of research that promote real benefit or solutions to real needs? Starting there would be the first step 2. THINK BIG, BUT START SMALL: No matter how big, start small. However ambitious your plan, you have to roll up your sleeves and start somewhere. Google Books® started with the scanning of one book and now has more than 10 million. Or Google Ads® started when an engineer placed an ad in Gmail. Every project starts with a small step. And sometimes too much analysis leads to paralysis. Don't wait until you have all the certainties because you never will. If you think you have it right... start now. In your company, how many projects have fallen by the wayside almost without starting? Would you be able to recognise some projects that, if taken up in the present, could still have a long way to go?

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European Open Business School