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Located in Silicon Valley and sponsored by Google and NASA, University Singularity has become a mecca for exponential technologies and innovation. One of his professors, Kyle Hermans, was in Buenos Aires in the Next BA cycle organized by HSBC for his client companies and talked with economic what it means to innovate.
"I do not see innovation as a process, but as a product and I see creativity and exploration as a process. But real innovation is what solves a problem or needs consumers or the market or ordinary people. they are not customer-related, they're not really innovative, "says Hermans.
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– Is it easier for younger companies to innovate?
– Big and long-lasting companies trying to make a change try to bring "fresh" thinking. To accomplish this, they have to come to observe the outside world, and then be able to bring these ideas to the business. Many times in big companies there is no time to create ideas. They are highly concentrated and blocked in lawsuits. Smaller companies have the freedom to move faster, the freedom to experience more. But what we notice is that they spend a lot less time on the lawsuits. They need help in processes, in operation, even if they are full of good ideas … So there is an interesting balance. The big companies would say: how can I be more of a start? I think what really asks is how to shake the way they think and create, to integrate the new into a very proven process. Big companies know how to distribute, know how to produce and produce, know how to organize the supply chain. The youngest have not yet. But they have very good ideas.
– Many companies organize prizes and competitions (internal and external) for innovation. Is it a good strategy?
– Yeah, it's a way to do that. One of these things organizations are lost is to unite the incentives and rewards that employees get with their innovation strategies of the company. Generally, employees are compensated for performance or performance. They are often not rewarded for trying, even if they do not work. So these are good systems to motivate changes within the company. Sometimes it can come back if the company does not have the culture and says: please, believe or innovate, because when you do, you have close ties when you go against the company culture. If culture does not support that way of thinking and being, then it does not work.
-What is the key to integrating innovation as a strategy?
– The main thing is learn and unleash. Changes will always find internal resistance, and culture will not move fast enough. In general, we learn new things about old things, but rarely get rid of old things that do not matter anymore. If we can make space, this is part of the "looseness". Which is usually a very new idea for companies. They have learning agendas, but not "loose" agendas. Because inheritance often becomes what it is: defines the company.
-How do you find anything?
-This is practical. It's about changing the way you think about something. It is a change in perception. Companies that fail to change will not survive too much.
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