By Helcio Beninatto, Unisys President for Latin America
This time is quite propitious to analyze the main trends that will guide the technology industry in 2015 and beyond. Topics such as Internet of Things, Big Data, Wearables, Cloud Computing, 3D Printing, ''Software-defined everything'' and BYOID (Bring Your Own Identity) appear in the reports of major market consultancies. In all these trends, however, a crucial component is embedded: innovation. And innovation has never been so strongly pursued as it is today.
Innovate is the watchword that must permeate all sectors of the economy. In the specific case of Brazil, in view of the fiscal and economic adjustments promoted for the country to resume a pace of sustained growth in the coming years, innovation plays a vital role for companies to be able to overcome critical challenges in their areas of operation, improve cost efficiency and invest assertively to grow, generate jobs and income.
But what does innovation mean? I would say that more than improving solutions and adapting services, innovating implies the ability to constantly rethink and recreate what is being done. Innovation is the courage to tear up the paper and start all over again on a blank sheet of paper if need be. A company needs to reassess itself periodically and, no matter how much the team ''in the field'' is winning, if there are new possibilities and paths, it is necessary to change the tactics of the game. For the great management guru Peter Drucker, knowledge-based innovation can be managed and its success depends on a careful analysis of the various forms of knowledge needed to make innovation a reality. The constant practice of innovation advocated by Drucker is a rule of today.
However, constantly innovating is precisely one of the biggest challenges for organizations around the world. Perhaps because it is thought that innovation must be born at the tables of the top executives of companies. This is also possible, but in general, those on the front line – in direct contact with customers, partners, suppliers and other stakeholders – have much more knowledge about the core business of the company and, therefore, can significantly contribute with ideas. innovative ways to improve the business, or even completely transform it. It is enough that these people are motivated and stimulated to do so.
In this sense, I believe that leaders have the role of mobilizing agent and facilitator of innovation in organizations. This involves very simple initiatives, such as getting to know employees well, knowing their aspirations, purposes and desires, promoting team spirit and collaboration, adopting an ''open door'' and, as a result, establish a relationship of trust and transparency with the teams. It is also the role of leaders to launch constant challenges so that professionals have innovation as something inherent to their activities. Finally, rewarding people for good ideas and initiatives closes the cycle of fostering innovation.
The Greek philosopher Plato would have said that "necessity is the mother of innovation". But if we can adopt it as an integral part of our activities, why wait? The challenge is at stake.
Innovate is the watchword that must permeate all sectors of the economy. In the specific case of Brazil, in view of the fiscal and economic adjustments promoted for the country to resume a pace of sustained growth in the coming years, innovation plays a vital role for companies to be able to overcome critical challenges in their areas of operation, improve cost efficiency and invest assertively to grow, generate jobs and income.
But what does innovation mean? I would say that more than improving solutions and adapting services, innovating implies the ability to constantly rethink and recreate what is being done. Innovation is the courage to tear up the paper and start all over again on a blank sheet of paper if need be. A company needs to reassess itself periodically and, no matter how much the team ''in the field'' is winning, if there are new possibilities and paths, it is necessary to change the tactics of the game. For the great management guru Peter Drucker, knowledge-based innovation can be managed and its success depends on a careful analysis of the various forms of knowledge needed to make innovation a reality. The constant practice of innovation advocated by Drucker is a rule of today.
However, constantly innovating is precisely one of the biggest challenges for organizations around the world. Perhaps because it is thought that innovation must be born at the tables of the top executives of companies. This is also possible, but in general, those on the front line – in direct contact with customers, partners, suppliers and other stakeholders – have much more knowledge about the core business of the company and, therefore, can significantly contribute with ideas. innovative ways to improve the business, or even completely transform it. It is enough that these people are motivated and stimulated to do so.
In this sense, I believe that leaders have the role of mobilizing agent and facilitator of innovation in organizations. This involves very simple initiatives, such as getting to know employees well, knowing their aspirations, purposes and desires, promoting team spirit and collaboration, adopting an ''open door'' and, as a result, establish a relationship of trust and transparency with the teams. It is also the role of leaders to launch constant challenges so that professionals have innovation as something inherent to their activities. Finally, rewarding people for good ideas and initiatives closes the cycle of fostering innovation.
The Greek philosopher Plato would have said that "necessity is the mother of innovation". But if we can adopt it as an integral part of our activities, why wait? The challenge is at stake.
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