The danger of confusing innovation with inNOver. Let's understand why members of one department don't see the reasons why another area needs to innovate.

The opposition between business units in matters of innovation shows two things:

Poor vision and poor communication.

Four types of innovation have been classified:

1. Innovación Incremental: Mejoramientos graduales y continuos sobre un producto o servicio existente. 3G, 4G, 5G…
2. Innovación sostenida: Mejoras significativas en un producto o servicio que le permiten mantener su posición en un mercado existente. Iphone 8.9 10, 10Pro….
3. Radical innovation: Technological developments that transform industries and even create other markets.
4. Disruptive innovation: Changes in technology or business models that "break" the current market.

Any type of Innovation generates benefits For some, it's a source of comfort, and for others, it's an inconvenience. Since almost no one wants to be moved from their comfort zone, innovation has several detractors, even within the "same team."

This behavior occurs at all levels of the organization, but it is serious when it originates at the highest management levels.

Today, two major drivers of change are inspiration and desperation. That's why it's dangerous to confuse innovation with inNOver.

It's not hard to know which is better when you look at it by definition, but making day-to-day decisions that lead to a situation of desperation is very easy, and acting from there is completely different.

What famous behaviors put him on the highway to despair?

1. Think of innovation as a single thing: First, not everything is innovation; second, not all innovations are created equal. Failing to recognize these differences is a recipe for disaster. (1) Just because something is new to you doesn't mean it's innovation. (2) Sustained innovation is more common than disruptive innovation.
2. Believing in immediate results in innovation: It's not a matter of "magic"; it requires a process and knowledge: of current and potential customers, the market, the competition, and your own organization's actual capabilities. When was the last time you conducted thorough market research? Are you basing all your product development on experience with just a couple of customers? Do you know the state of the art in your industry—not as it was five years ago, but as it is today? The greater the expected impact of innovation, the greater your knowledge. What would you do to your business model to innovate?
3. Copying is copying, innovating is improving: Copying something only confirms a lack of leadership; the "other" is surely already one step ahead, maintaining and confirming their leadership. If you're going to copy, do it well and make contributions to improve it; it's not about being first, it's about being better.
4. Using technology without a strategy: This is focusing on the "what" instead of the "why." I need a CRM! Why? I don't know, everyone has one and they're "free." End of story, nothing is truly free.

Today's example: "Does anyone know if it's possible to integrate WhatsApp with a CRM?"

Someone replies: "Pipedrive has an extension that lets you do exactly that."

I wonder:

I had to use Pipedrive; I couldn't choose a CRM that suited my business needs.

If a significant number of people move to Telegram because of Facebook's privacy issues, will I lose all my work? Will I have to go through a painful migration and lose my customizations?

What did I want to do with the CRM?

The core application is WhatsApp; it's the technology, not the client, the process, or rather, the objective.

That's not seeing, not innovating.

Think in order: Strategy, Structure, Executives, TOOLS when developing the digital strategy for your company.