Propuesta de un sistema de gestión de la innovación basado en reglas simples como estrategia de cambio organizacional

Abstract

One of the important problems with innovation management is that decision-makers often have divergent perspectives and interests that take the precedence over the processes of change needed to bring innovations to the market. This reason, coupled with market velocity, competitiveness problems and changes in consumer behavior, creates a complex and uncertain landscape that paralyses the search for new opportunities. This paper presents the application of the approaches of competition on the edge of the chaos of Brown and Eisenhardt (1998), and simple rules of Sull and Eisenhardt (2015), to address the complexity involved in the implementation of the strategy and the need to generate a dynamic of growth in the company Bonem SA. In order to overcome the challenges and difficulties that threaten the sustainability of the company, an intervention was carried out using the action-research (AR) methodology that allows the transformation process to be approached in a participatory manner. The result of this cycle was the generation of simple rules to guide the conduct and actions of people according to the strategy, and the proposal of an innovation management system based on them. For the collective construction of this system, the Viable System Model (VSM) of Beer (1979, 1981, 1985) was used, with the objective of improving coordination, cohesion and decision making related to the promotion of innovation. Finally, the use of this interactive methodology is proposed in subsequent cycles to maintain the flexibility and adaptation required in the face of changes in the environment.