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Category Archives: Strategy and Innovation

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Evaluation and Technological and Innovative Diagnosis

CIDEI counts with a formal methodology for evaluation and diagnosis of companies in technological and innovation management. Aligned with the Spanish Norm UNE 166002 “R+D+I Management: Requirements of R+D+I Management System”, the methodology has a double purpose. Firstly, to be a tool that allows knowing the development degree according with innovation capabilities to generate initiatives. Secondly, to be a tool that generate knowledge that allows detecting the development bridge and create mechanisms that leads to its reduction.

CIDEI‘s methodology contemplates seven components:

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These seven components offer to the companies a complete diagnosis about their performance in innovation. Additionally, they permit to detect development bridges, strengths around which you can build endogenous innovation capabilities and technologies that should venture, among other.

Components of the methodology are described next:

  1. External Analysis: Global, industrial or sectoral and competitive environment characterization in which the company operates
  2. Internal Analysis: Identification of resources, capabilities and central competencies available to the company
  3. Analysis of Innovation Management: Diagnosis of maturity degree of the organization using activities of technological and innovation management
  4. Analysis of Technology: Technology contribution to the company competitiveness
  5. Analysis of Networks: Identification of the company interaction with stakeholders
  6. Competitive Intelligence: Systematic analysis of the technological environment of the company
  7. Construction of Work Agendas: Construction, implementation and execution of work agendas that increase technological and innovation capabilities through portfolios, programs and R+D+I projects

Consequently, we provide the companies with the needed bases for:

Identify opportunities and threats inside the industrial and competitive environment

  • Identify weakness and strengths of resources against  competition
  • Examine the development degree of the technological activities
  • Pin down the lines of apply investigation and technological development where the company should focus
  • Establish if the company has developed competitive advantages thanks to its technological capabilities
  • Establish emerging technologies that the company should appropriate
  • Detect investigation groups, innovation and technological development centres. Universities and other specialize actors with which the company could interact for the creation or strengthen of its capabilities

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Formulation and Implementation of Plans and Strategies of Innovation

We advise and accompany the organizations in the design of the work agenda, plans and innovation strategies. These are a compound of short and long term actions that have to be executed to strengthen the organization capabilities, according with the strategic and business units axes.

Strengthen actions of innovation capabilities:

  • Use of necessary tools of the strengtheningIdentification and analysis of problems and opportunities
    • Inclusion of competitive intelligence systems that allow to detect opportunities and threats
    • Promotion of technological prevision to guide the development of products, processes and/or services
    • Use of creativity to generate new ideas
    • Establishment of system of internal and external comparison and analysis
  • Analysis and selection of R+D+I ideas
  • Planning, following and control of projects portfolio
  • Technological transfer
  • Planning and development of R+D+I products
  • Evaluation of results of R+D+I process
  • Protection and exploitation of the results of R+D+I activities

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Implementation of Innovation Management Systems

We accompany our clients in the definition, implantation and validation of the innovation management systems inside of the organizations. Under the Spanish norm UNE 166002 “Management of R+D+I: Requirements of R+D+I Management System”, we contribute to optimize and improve the process of investigation, development and innovation of the company.

The requirements of the system imply:

Among the advantages of implementing innovation management systems within organizations there are:

  • Promote activity of R+D+I within the organization
  • Provide guidelines to organize and effectively manage the R+D+I
    • Analysis of internal and external technological situation
    • Identification and valorization of threats and opportunities of technical evolution
    • Definition of basic objectives of activities of R+D+I
    • Selection and management of an adequate portfolio of R+D+I
  • Ensure that no activities susceptible to generate their own and patentable technologies are lost
  • Empower the R+D+I as a differential factor of competitiveness
  • Help to plan, organize and control R+D+I units

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Competitive Intelligence as a Competitive Advantage

Detect opportunities before the competition, knowing the state of art in its business domain, take position in your industry, target R & D + i, find technological and financial partners, among others, are reasons why a company should practice competitive intelligence.

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Execution of Competitive Intelligence Studies

Our competitive intelligence actions are developed following a formal methodology created by the CIDEI, which is in line with the Spanish Standard UNE 166006 and GTC186 Colombian Technical Guide, Management of R + D + i: Competitive Intelligence, we allows secure and ensure greater relevance and quality of information and the results we deliver.

CIDEI develop studies according to the needs of our customers, so that allows them to strengthen their business strategies and consolidate its market position by providing timely and valuable results, framedin the following subject categories:

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CIDEI has developed studies in various areas of knowledge, which have helped to strengthen business strategies in business and have sustained for project development and technological innovation.

The CIDEI methodology have identified ten basic activities:

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These ten components provide businesses the essential elements for identification, systematic collection and analysis of critical information from the environment, facilitating decision making , generation of R + D + i , identifying new growth opportunities , including other benefits.

 Described below , in general each of the components of the methodology :

  • Identification and definition of needs: Defining the objective of the study, subject ( core technologies ) and monitor critical issues in detail.
  • Initial exploration and identification of keywords: Quick search of state of the art of the subject to monitor in order to become familiar with the terminology and technological features . Collection of essential words associated with the subject of study.
  • Pre – validation by experts : Validation by experts , information collected in the initial exploration of the identified keywords . This validation ensures that the information sought by these words lead to relevant documents related to the subject being monitored.
  • Identification and selection of relevant information sources : Prioritization of search sources which will support the study. These sources can be structured (databases of patents and scientific articles ), semi -structured (website , email , forums) and / or unstructured ( internet news ) .
  • Formulation of the equations and finding information : The search equations which rarticulate the keywords to search relevant information sources for the required information. The success of the exercise depends on the proper assembly of these equations because the allow to reach out more effectively the relevant documents.
  • Identification and extraction of relevant information : Extraction of relevant and pertinent information for the study. The product of this process is organized in tables and graphs , ie extensive and orderly set records databases containing useful information for the study, structured to be handled in accordance with the required analyzes .
  • Data analysis : Enhancement of the information gathered, to add value to the company and enable decision -making.
  • Validation by experts : Evaluation and recommendations on previous analyzes by experts ( internal and external).
  • Preparation of final report: Compilation structured analysis, results, conclusions and recommendations obtained in the surveillance study .
  • Communicating Results : Dissemination of results to stakeholders ( directors, senior management , policy makers , etc.) and decision making .

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Support in the Implementation of Competitive Intelligence Exercises

CIDEI advise acompanies in implementing Competitive Intelligence exercises, following the methodology developed by the CIDEI, which allows proper orientation of the definition of the objectives of the monitoring function, the identification and selection of the best sources of information, accurate results and adding value to the information.

The process involves activities such as:

Identification and definition of needs
Initial exploration and identification of keywords
Identification and selection of relevant information sources
Formulation of equations and finding information search
Identification and extraction of relevant information
Data analysisPreparation of final report
Communicating results

The way to add value to the information found is through the analysis from the information, under this criterion, CIDEI has established two stages in the analysis of information:

  • Analysis of the state of the art: Allows to identify the relevant body of knowledge in order to check the most recent technology advances.

  • Analysis of knowledge bases: Allows to determine the bases of knowledge, business strategies and technology trends in core technologies of the company. This analysis is based on the following instruments:

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Implementation of Technological Surveillance Systems

We support our clients in the definition, implementation and validation of competitive inteligence management within their organizations, according to their needs, capacities and resources, articulating on the guidelines of the Spanish Standard UNE 166006:2006 EX and Colombian Technical Guide GTC186, management of R + D + i: Competitive Intelligence, precisely defining the requirements of Competitive Intelligence management system, responsibilities of management, system actors, resourcesand process, until to its implementation, validation and tuning.

System requirements imply

  • Continuous Improvement of Competitive Intelligence Management
    • Clients, needs
    • Management responsibilities (Compromises, focus, politics, planning and objectives, Responsibility, autority and communication, audit)
      • Resources management (supply, human resources, materials and infrastructure)
      • Measures, analysis and improvements (internal audits, process monitoring, control and results, preventive and corrective actions)
        • Competitive intelligence execution (process characterization, needs identification, sources and means of acces to information, information search process, treating and validation, process of adding value to information, Results – Actions and environments of interest)
          • Contracting of services of competitive intelligence (Requirements extraction, Offer evaluation, agreement formalization)
    • Clients, satisfaction

To implement a competitive intelligence management system, is necessary to establish what is the function of the CI, defining and ranking objectives, actors and resources system; also involves establishing methodologies, staff training and implementation of processes operation, monitoring and control.

Among the advantages of implementing competitive intelligenc management systems within organizations are:

  • Setting de bases for defining the strategic position to be taken by the organization
  • Set targets for R & D + i
  • Perform systematic observation and search for signs of change
  • Alert on scientific and technical innovations that may create opportunities or threats
  • Search technological solutions to the problems of the organization

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Surveillance for CIDEI

CIDEI conceives Competitive Intelligence from four pillars which are:

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Each pillar includes certain critical elements that independently contribute to the definition and capacity building in different CIDEI strategic units, such as the Project Management Unit, Technology Services Unit and the Training Unit.

The critical elements that are part of each axis are:

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