Services
INNOVATION MANAGEMENT
Too many challenges and few ideas to overcome them? Difficulties in defining new strategies or new products? In a business environment with increasing pressures for evolution, it is imperative to develop a flexible business model and a strong culture of innovation, where knowledge sharing and collaboration lead companies to success.
Do any of these situations feature the day-to-day of your company?
- Rigid business model and therefore more risky;
- Weak collaboration and participation of employees in the process of business growth;
- Low involvement of customers and other stakeholders in generating ideas;
- Depreciation of the relationship with customers and partners;
- Lack of information on market needs;
- Challenges in product differentiation by limited incorporation of innovative concepts.
What are the areas of Innovation Management?
Innovation Management proposes practices and tools that encourage the sharing of ideas and collaboration in enterprises, achieving innovative solutions that best meet the needs of the market. Innovation Management, by absorbing ideas from customers and suppliers, allows customising marketing and substantiating market analysis and benchmarking. From the internal perspective of the organisation, it fosters communication and engagement, by allowing to incorporate ideas of employees in the business model.
What are the benefits of Innovation Management?
- Increased competitiveness and strengthened market position as a result of differentiation through unique and innovative solutions;
- Cost reduction by pragmatic improvements originated “on the job”;
- Greater engagement and motivation among employees;
- Incentives for customer retention and brand loyalty;
- Improved relationships with suppliers and partners as a result of greater involvement in the business by incorporating their ideas;
- Optimised return on investments by a better alignment with market needs;
- More flexible business structure and hence easier identification of new growth opportunities.
