Alfons Cornella is one of the national leaders in innovation. We had the opportunity to attend his session within the third edition of Advanced Factories, which was held the first week of March in Barcelona. Below you have some notes on his proposal to rethink the operating system of your business.
We have been following Alfons Cornella ( Institut of Next ) mexico whatsapp number data for some time, one of the leaders in innovation on the national scene, in fact we are busy with his latest publication " How to innovate...without being Google ", and we have had the opportunity to attend his speech at Advanced Factories 2020.
We were in high spirits, and the truth is that the reflection he made regarding how he senses the business world will change in the short and medium term was stimulating . His brief intervention revolved around the following question:
Its plot revolves around the need to "redirect" the company's operating system , and to do so it proposes working around four areas:
1. Understand and adapt to the market . The “I have a fantastic product and I’m going to see who buys it” approach is no longer valid. The company must respond to the real needs of the market, but not only that, it must completely personalize the offer to the profile of the client it is aimed at. It is a personalized response to that demand. We are left with several tasks: review the quote about the experience of the company cutso.co , the origin of the company elevoc.com , or get the book “ Sense & Respond ” where the emphasis is placed on “how to listen to the client and create products continuously”. At this first point it is necessary to ask ourselves: what are the sensors that will allow us to know what are the client needs to be covered?
2. Be technologically native . It is necessary to explore and investigate the technological potential that we have at our disposal, only in this way will we be in a position to anticipate new ways of solving customer problems. This exploratory option will become more and more common. We have examples of how large multinationals have seen their business falter due to the entry of new players who have been able to respond to the same needs of their customers but with new solutions based on technology. The example given of Philips and its “ Pay per lux ” initiative is curious. Philips not only equips spaces with lighting but also sells lumens per square meter! Here we are advised to ask ourselves the following question: how fast are you in your sector to leverage the business with the new technology available?
3. Let's talk about people . Alfons reminds us that if with the previous points we have discovered customer needs to be met and we know the technology, then how do I have to organize the teams in the company so that they are more autonomous and oriented to achieve results? Agile methodologies or others must favor new structures, new hierarchies that are more fluid and flexible to face new business challenges. The critical question in this section would be: how do we move from the current situation to new self-directed teams?
4. It is necessary to generate value . It is a mistake to think that value for the market is the task of only one person. Technology is making it easier for new value proposals to be generated under the umbrella of new platforms (or those already existing) that enrich the offer. The recent alliance between Amazon and Ikea is an example. Here we should ask ourselves, with whom do I want to generate value together?
We share with Alfons Cornella his final reflection: The future is going beyond digital transformation, it is a change towards a cooperative system to generate value, a new orientation to respond to real market needs, to explore the potential of existing technology or that which is to come, and finally, to internally articulate teams that in an agile and autonomous way are oriented to generate results.
If you find these reflections by Alfons Cornella interesting, or if you are interested in exploring collaboration options, we would be delighted to invite you for a coffee.
