Monthly Archives: August 2010


An antidote to innovation blindness in business

Innovation is a paradoxical matter, everyone asks for it but a few really want it. Introducing an innovation implies accepting the existence of innovation blindness. The one who denies it will hinder the innovation.

An innovative solution is the consequence of a creative personal action to overcome scarcity in a given context in an environment that has the expectation, trust and credibility that a new solution will be found.

Innovation blindness is a characteristic of “innovation-phobics” and “innovation-busters. These individuals cannot see changes, avoiding the necessary work to recreate their functionality.

This innovation blindness produces:
a)    An incapacity to perceive the functionality of new elements
b)    The vision that the new elements lack some functionalities included in the existing solutions.

The introduction of changes implies having a conscious perception of what is being done. When possible, the simultaneous use of innovations with known and accepted elements is a solution (when they are compatible). The fist cars were horse-wagons with a motor. The first steam ships were sail ships with a motor.

Breakthroughs do not allow the use of elements of the past. The invention of the airplane is an example. In this case it is necessary to segment the implementation, counting that experience will demonstrate the functionality of the innovation.

Compromises are necessary to introduce new management models in a company. It will often be necessary to develop horse-wagons with a motor.

Free access to abstract on Innovation Blindness:
https://www.unicist.net/partner-news/wp-content/uploads/2010/08/innovation_blindness_en.pdf

Request more information: n.i.brown@unicist.org

Diana Belohlavek
VP Knowledge Management
& Communication

NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution. The applicative researches are based on the discovery of the Ontogenetic Intelligence of Nature and the consequent Unicist Theory of Evolution.

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Unicist Object Driven Strategy for Growth

When a new strategy has been designed and tested, the first question that arises is: “And now, how?”

A new strategy, by definition, implies changes in what is being done. Growth acceleration, market share increase, profit improvement, quality upgrade and productivity increment are just some aspects that are implicit in any new strategy.

What needs to be accepted is that, as Sun Tzu said: “Battles are won or lost before they are fought” also “Strategies are successful or miscarriages before they are put into action”.

Access a Unicist Clip:

A strategy is successful if the necessary organization and the adequate work have been defined. This fact is implicit in the use of the Unicist Object Driven Organization model. It is a way to organize the work using “objects” within the processes maximizing the productivity and quality of work and minimizing costs.

The object driven organization enables focusing on the necessary processes to develop maximal strategies while the objects installed provide the framework for the minimum strategies. To do so it is necessary to develop a conceptual design of the solution in order to define the field of the organizational possibilities.

For more information on Unicist Object Driven Organization: Free R&D e-book
http://www.unicist.org/deb_uodo.php

Request more information: n.i.brown@unicist.org

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NOTE: The Unicist Research Institute is the major research organization in the world in its specialty based on more than 3,000 researches in complexity science applied to individual, institutional and social evolution. The applicative researches are based on the discovery of the Ontogenetic Intelligence of Nature and the consequent Unicist Theory of Evolution.

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