MANUAL CREATIVITY AND BUSINESS INNOVATION

MANUAL CREATIVIDAD, INNOVACIÓN Y EMPRENDIMIENTO

3. STRIVING FOR CONTINUOUS INNOVATION, NOT PERFECTION INSTANT: The first version of Google Ads® was not very successful. Almost nobody clicked on it, but nobody remembers it anymore. Continuous improvement, seeing how users use it and ongoing experiments have led to a current market share of 80%. Perhaps the case of the Google Glass® is the clearest example. You don't have to make it perfect and complete from the start. You have to start doing it and improve it continuously. In your case, are you aware that the perfect is the enemy of the good in the initial stages? Have you ever held back on an innovation because you were not convinced by the first prototype without waiting to see how it evolved? 4. LOOK FOR IDEAS ANYWHERE: Listen to ideas from anywhere: customers, partners, competitors... and even people who apparently have nothing to do with your business. Convene small groups of people (4 to 6, 8 is the maximum limit) to share ideas, experiences, questions, concerns... And in the company, look for spaces to share freely on whatever excites you most. That's why Google is full of places with snacks waiting for teams. Does your organisation: does it have sharing spaces? Does it allow the creation of multidisciplinary teams with no other concern than talking about what interests them? , Do you have breakfasts or exchange meetings with customers, partners and even competitors? Do you frequently go to exhibitions, congresses and trade fairs, even if they are not in your sector, just to learn from other worlds? 5. SHARE IT ALL: At Google, everyone knows how the company is doing and what decisions are being made. Companies that faithfully share information (95% of information should be available to 100% of employees) are the ones that get the most innovative ideas and the most commitment from their employees. Open spaces, whiteboards for everyone, intranets that really work, are the best antidote to inbreeding and the partisan use of information. Control is at odds with trust, and trust is key for employees to feel free to share and be committed to the company's goals and mission. In your company, is information shared or hidden? Do you need to ask for a lot of permissions to obtain key data in innovation projects? Do you create spaces to encourage sharing even with key suppliers and customers? 6. WITH IMAGINATION, BUT FEED IT WITH FACTS: In the times that It's almost impossible to meet all of our customers' demands. That's why Google constantly recruits people who believe that the impossible can become a reality. That is why Google engineers can dedicate 20% of their time (1 day out of every week) to think about the projects they consider to be of interest to them. This is how Google Car® started, for example, but then it is the data that reinforces them. For example, the search engines show 10 results because the tests showed this as a preference (even though people said they wanted 30 in the initial questions).

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European Open Business School