2017

ORGANIZATIONAL INNOVATION MODEL

It is in the balance between the company's automatic

forms of problem solving, and the creation of new

change-generating capabilities, that the primacy of

people will continue to drive the evolution of

organizations. The growing specialization of

knowledge will increasingly be based on collaborative

teams, whose integration requires sophisticated social

technologies to produce collective innovation.

2017ORGANIZATIONAL INNOVATION RATIONALE

INTERVENTION RATIONALE

IF WE BRING TOGETHER THE RIGHT PEOPLE, TO

WORK ACCORDING TO A CONSTRUCTIVE

PROCESS AND WITH THE NECESSARY

INFORMATION, THEY WILL CREATE THE

NECESSARY VISIONS TO SOLVE THE NEEDS OF

THE COMMUNITY.

2017

DIAGNOSISTRAINING

THE FACILITATORS

COMPANY FORUM

PROJECT IMPLEMENTATION EVALUATION

PROCESS APPROPRIATIO

N

APGICO’ S ORGANIZATIONAL INNOVATION MODEL2017

Step 1 Step 2 Step 3 Step 4 Step 5 Step 6

Why?

What is stopping us?

STEP 1 - Diagnosis2017

PRE-CONSULT WITH MANAGEMENT TO DEFINE THE INTERVENTION OBJECTIVE

STEP 1 - Diagnosis

Made out of company documents,

observations and interviews, in order to clarify

the contrasts between management

intervention objectives and the capabilities of

employees

2017

STEP 1 - Diagnosis IMPLEMENTATION

TO MAKE

WORK

PRIDE

SYSTEM

VERSION

DIF. WAYS

EUROPEAN FUNDS

PROJECT

NEW SOLUT.

DEVELOPMENT

DOING BUS.

TEAM

WORKABILITY COMPANY

CLIENT

Example of an associative net to the word “client”

SUCCESS STORIES ARE COLLECTED AND A SELECTION IS ADVERTISED FOR POSITIVE COMPANY CULTURE DEFINITION

2017

- Training middle managers as team facilitators for the company forum, providing them with technical and leadership skills necessary to

assist groups in reaching their goals.

- To be able to facilitate group decision-making about complex problems, encouraging

creativity, commitment, consensus and action.

STEP 2 - The training of facilitators2017

Session with the innovation committee to prepare the company forum and select those who should participate.

2017STEP 3 – Company Forum

STEP 3 – Company Forum2017

Apgico’ s large group method

TIMETABLE TITLE WHAT IS IT ABOUT?

30 MINWELCOME

GROUP ORGANISATION

METHODOLOGY

RANDOM DISTRIBUTION OF THE PARTICIPANTS IN TEAMS MANAGEMENT COMMUNICATES THE OBJECTIVE AND STRATEGY PRESENTATION OF THE METHODOLOGY, WORK AND PURPOSES

1 HOUR MAJOR CHALLENGE DEFINITION • TEAMS LIST THE MAIN OBSTACLES HINDERING THE OBJECTIVE AND PROPOSE A SELECTION.

• TEAMS SHARE RESULTS AND TRANSFORM PROBLEMS INTO CHALLENGES

30 MIN ESTABLISHING THE COLLECTIVE CHALLENGE

• MANAGEMENT CHOOSES AND EXPLAINS THE CHALLENGES TO BE ADDRESSED

• TEAMS CHOOSE ONE CHALLENGE AND DEFINE A LIST OF POSSIBLE SOLUTIONS (PROJECTS)• THE LISTS OF POSSIBLE PROJECTS ARE PRESENTED

3 HOURS ACTION PLANS

EACH PARTICIPANT CHOOSES THE PROJECT HE OR SHE WANTS TO WORK ON. GROUPS REORGANIZE ACCORDING WITH CHOICES TASKS REQUIRED FOR EACH PROJECT ARE DEFINED EACH TEAM DEFINES THE ACTION PLAN (TASKS, HOW, WHO AND WHEN) FOLLOW-UP SESSIONS AND FINAL DEBRIEFING SCHEDULES ARE SET

30 MIN DEBRIEFING • TEAMS SHARE CONCLUSIONS AND DISCUSS EXPECTED RESULTS

Closing

STEP 3 – Company Forum2017

Agenda for the company forum

STEP 3 - Company Forum

“Create a helpdesk able to impact the client”“Create an intelligent multlitasking system”

“Create new applications for wastes from manufacturing processes”

2017Examples of projects

STEP 4 - Project implementation2017

Follow up sessions

STEP 5 – Evaluation2017

FINAL DEBRIEFING ON RESULTS OF THE INNOVATION PROJECTS

It is in the action, during project development, that true knowledge creation and innovation occurs

2017STEP 6– PROCESS APPROPRIATION

Establishing the innovation process within the company

INTERVENTIONS AND PARTNERSHIPS

2017

PUBLICATIONS2017