We invite our partners and associates to participate in the Think Tanks that deal with the installation of “Unicist Technologies” in small, midsize and large companies. There is a New Standard that has been established to manage the introduction of new technologies that has been developed in applications that began in 1981 and that have just been finished. After having read this information you will become aware that we invite to participate those associates who consider our technology as a “non-redundant” added value for their activities. This is a high-value business.
The development of a philanthropic activity in Texas (US) allowed synthesizing a new “Innovation Management” strategy. It has to be considered that an innovation is such when it cannot be managed with the existing “mindset” and requires a change of habits.
This research included, among others, the applications at American Express, ING, ABB, BASF, Massey Ferguson, Shell, La Caja, Renault, Diners Club, IBM and TWG.
This strategy is based on accepting the natural competition between the existing technologies and the new technologies. This competition might have two different concepts: It might be a supplementary competition that implies an opposition of the organization or it can be a complementary competition that is based on the acceptance of a new additional value.
The “supplementation based competition” inhibits any innovation while the complementary competition works as a “gravitational force” to introduce innovations. This gravitational force provides a stable context for the implementation of innovations and sustains the need for them.
“Supplementation based competition” is such when there are “ego conflicts” between the new technology and the leaders of the organization. This is frequent in small organizations, which are naturally reluctant to innovations. This type of competition is based on considering the new technology as redundant with the existing technology.
Complementary competition, on the other hand, requires using an outsourcing process of innovations. This implies the outsourcing of the coordination of the process, including the client in such process. This allows introducing the concept of the innovation in order to introduce the necessary “mindset” in the organization. It does not include the outsourcing of the operation, which is done by the members of the organization.
Outsourcing Processes as Catalysts
This outsourcing process works as a catalyst to introduce the innovation, which takes advantage of the natural complementary competition and transforms it into the main force to induce the changes.
Using the outsourcing of services as a catalyst is the most effective way to introduce innovations. But this role has to be formalized in a contract that needs to have an expiration date to ensure that the outsourcing service is not a business in itself.
When the outsourcing process is not formalized, the complementary competition evolves towards a “Competition based on Supplementation” and the change is neutralized. These outsourcing services need to be managed by Think Tanks integrated by members of the Unicist Group and members of the client.
The conclusion of this research work is the end of the research cycle 2015-2016.
This is the “change management” strategy that has been formally adopted as a standard by the Unicist Group and its members. It is the application of the paradigm shift in sciences in the field of “change management”. It makes change management be manageable.