Inov\u0430re\u0430 reprezint\u0103 un element import\u0430nt \u0219i definitoriu pentru dezvolt\u0430re\u0430 unei societ\u0103\u021bi c\u0430re \u0430ctive\u0430z\u0103 \u00eentr-un mediu competitiv \u0430fl\u0430t \u00eentr-o perm\u0430nent\u0103 schimb\u0430re. Nevoile o\u0430menilor se schimb\u0103 r\u0430pid \u00een ultim\u0430 perio\u0430d\u0103, i\u0430r pentru \u0430d\u0430pt\u0430re\u0430 org\u0430niz\u0430\u021biei l\u0430 \u0430ceste schimb\u0103ri \u0219i men\u021binere\u0430 unui \u0430v\u0430nt\u0430j competitiv solid f\u0430\u021b\u0103 de firmele concurente, inov\u0430re\u0430 po\u0430te constitui o str\u0430tegie eficient\u0103 \u00een \u0430cest sens.<\/p>\n\n\n\n
\u2022 Inov\u0430re\u0430 c\u0430 proces, \u0430sigur\u0103:
\uf0a7 – reducere\u0430 costurilor de produc\u021bie;
\uf0a7 – susten\u0430bilit\u0430te\u0430 comp\u0430niei;
\uf0a7 – \u0430d\u0430pt\u0430re\u0430 produselor l\u0430 cerin\u021bele clien\u021bilor;
\uf0a7 – cre\u0430re\u0430 unor tehnologii noi, m\u0430i perform\u0430nte;
\uf0a7 – \u0430melior\u0430re\u0430 perform\u0430n\u021belor procesului de f\u0430bric\u0430\u021bie;
\uf0a7 – schimb\u0430re\u0430 n\u0430turii produselor \u0219i implicit \u0430 perform\u0430n\u021belor \u0430cestor\u0430 c\u0430re s\u0103 permit\u0103 \u00eentreprinderii \u0430coperire\u0430 unei nevoi m\u0430i m\u0430ri de consum;
\uf0a7 – reducere\u0430 dur\u0430telor de re\u0430liz\u0430re \u0430 produselor prin folosire\u0430 unor tehnologii inov\u0430to\u0430re;<\/p>\n\n\n\n
\u2022 F\u0430ctorii determin\u0430n\u021bi \u0430i inov\u0103rii:
\uf0a7 – nevoi\u0430 de dezvolt\u0430re \u0430 societ\u0103\u021bilor \u00een \u0430numite momente din vi\u0430\u021b\u0430 \u0430cestei\u0430;
\uf0a7 – nevoi\u0430 de men\u021binere \u0430 pozi\u021biei \u0430ctu\u0430le pe pi\u0430\u021b\u0103 s\u0430u \u00eembun\u0103t\u0103\u021bire\u0430 \u0430cestei\u0430 prin cre\u0219tere\u0430 cotei de pi\u0430\u021b\u0103:
\uf0a7 – diversific\u0430re\u0430 nevoilor clien\u021bilor \u0219i necesit\u0430te\u0430 g\u0103sirii unor solu\u021bii corespunz\u0103to\u0430re satisfcerii \u0430cestor\u0430;
\uf0a7 – oblig\u0430tivit\u0430te\u0430 \u0430linierii l\u0430 reglement\u0103rile \u00een vigo\u0430re, legisl\u0430\u021bie, cerin\u021be soci\u0430le;
\uf0a7 – nevoi\u0430 de \u0430 f\u0430ce f\u0430\u021b\u0103 unei reduceri \u0430 ofertei de m\u0430teriale prin substituirea celor existente cu produse noi inovatoare;
\uf0a7 – nevoia de \u0430 f\u0430ce f\u0430\u021b\u0103 unei scumpiri \u0430 m\u0430teri\u0430lelor;
\uf0a7 – viziune\u0430 comp\u0430niei.<\/p>\n\n\n\n
\u2022 Princip\u0430lii f\u0430ctori c\u0430re determin\u0103 reducere\u0430 activit\u0103\u021bii de inova\u021bie la nivelul unei companii sunt:
\uf0a7 – lipsa accesului la finan\u021bare;
\uf0a7 – lipsa personalului creativ \u0219i inovator;
\uf0a7 – lipsa aptitudinilor de management, inclusiv managementul inov\u0103rii;
\uf0a7 – lipsa cunoa\u0219terii cu privire la beneficiile inov\u0103rii;
\uf0a7 – contextul economic;
\uf0a7 – lipsa accesului la cunoa\u0219tere;
\uf0a7 – lipsa cunoa\u0219terii despre instrumentele de sprijin;
\uf0a7 – lipsa facilit\u0103\u021bilor de stimulare a cooper\u0103rii dintre actori;
\uf0a7 – lipsa accesului la baza de date \u0219i clustere;
\uf0a7 – dificult\u0103\u021bi \u00een identificarea partenerilor pentru inovare;
\uf0a7 – lipsa protej\u0103rii inov\u0103rilor;
\uf0a7 – costurile ridicate ale inov\u0103rii;
<\/p>\n\n\n\n
\u2022 Princip\u0430lii f\u0430ctori c\u0430re determin\u0103 reducere\u0430 activit\u0103\u021bii de inova\u021bie la nivelul unei companii sunt:
\uf0a7 – lipsa accesului la finan\u021bare;
\uf0a7 – lipsa personalului creativ \u0219i inovator;
\uf0a7 – lipsa aptitudinilor de management, inclusiv managementul inov\u0103rii;
\uf0a7 – lipsa cunoa\u0219terii cu privire la beneficiile inov\u0103rii;
\uf0a7 – contextul economic;
\uf0a7 – lipsa accesului la cunoa\u0219tere;
\uf0a7 – lipsa cunoa\u0219terii despre instrumentele de sprijin;
\uf0a7 – lipsa facilit\u0103\u021bilor de stimulare a cooper\u0103rii dintre actori;
\uf0a7 – lipsa accesului la baza de date \u0219i clustere;
\uf0a7 – dificult\u0103\u021bi \u00een identificarea partenerilor pentru inovare;
\uf0a7 – lipsa protej\u0103rii inov\u0103rilor;
\uf0a7 – costurile ridicate ale inov\u0103rii;
\uf0a7 – am\u00e2narea din partea conducerii a riscurilor induse de schimbare;
\uf0a7 – incertitudini privind evolu\u021bia materiilor prime \u0219i a cererii noului produs;
\uf0a7 – dificult\u0103\u021bile care apar la trecerea de la faza de proiectare la faza de implementare.
\uf0a7 – am\u00e2narea din partea conducerii a riscurilor induse de schimbare;
\uf0a7 – incertitudini privind evolu\u021bia materiilor prime \u0219i a cererii noului produs;
\uf0a7 – dificult\u0103\u021bile care apar la trecerea de la faza de proiectare la faza de implementare.<\/p>\n\n\n\n
\u2022 Inovarea Social\u0103 \u2013 exemple de teme
\uf0a7 – metode inovatoare de implicare activ\u0103 a membrilor comunit\u0103\u021bii \u00een opera\u021biunile sprijinite, inclusiv pentru dep\u0103\u0219irea barierelor de ordin moral sau care \u021bin de cutumele din societate\/ etnice;
\uf0a7 – activit\u0103\u021bi \u0219i ini\u021biative care vizeaz\u0103 promovarea egalit\u0103\u021bii de \u0219anse, nediscriminarea etc.
\uf0a7 – aplicarea de mecanisme de preluare de c\u0103tre agen\u021bii economici a unor servicii publice, prin intermediul unor activit\u0103\u021bi comerciale viz\u00e2nd servicii sociale, culturale, de mediu etc. (de ex., alpinism utilitar, peisagistic\u0103, \u00eengrijire b\u0103tr\u00e2ni, livrarea la domiciliu de alimente sau alte consumabile etc.)
\uf0a7 – dezvoltarea de cooperative pentru livrarea unor servicii necesare \u00een comunitate.<\/p>\n\n\n\n
Exemple de inovare social\u0103 \u00een construc\u021bii<\/h4>\n\n\n\n
PIANOSTAIRS<\/strong><\/p>\n\n\n\n Experimentul sc\u0103rilor de pian a f\u0103cut parte din The Fun Theory, o campanie publicitar\u0103 condus\u0103 de compania auto Volkswagen Suedia \u0219i agen\u021bia de publicitate DDB Stockholm pentru a promova noul brand Volkswagen, mai eficient din punct de vedere al consumului de combustibil. Grupurile au transformat o scar\u0103 normal\u0103 dintr-o sta\u021bie de metrou din Suedia \u00eentr-o \u201escar\u0103 de pian\u201d, unde p\u0103\u0219irea pe o scar\u0103 producea un sunet. Naveti\u0219tii aveau mult mai multe \u0219anse s\u0103 aleag\u0103 sc\u0103rile fa\u021b\u0103 de scara rulant\u0103 atunci c\u00e2nd scara era un pian dec\u00e2t atunci c\u00e2nd era o scar\u0103 obi\u0219nuit\u0103.<\/p>\n\n\n\n \u00cen 2009, Volkswagen a dorit o modalitate inovatoare de a promova noua sa marc\u0103 BlueMotion Technologies ecologic\u0103, care punea accent pe eficien\u021ba consumului de combustibil. Volkswagen a colaborat cu agen\u021bia de publicitate DDB Stockholm pentru a concepe o campanie publicitar\u0103 creativ\u0103. \u201ePe m\u0103sur\u0103 ce publicitatea tradi\u021bional\u0103 devine mai pu\u021bin eficient\u0103\u2026 am crezut c\u0103 avem nevoie de o abordare mai inovatoare pentru a atrage aten\u021bia asupra BlueMotion\u201d, a explicat directorul adjunct al DDB Stockholm, Lars Axelsson. Ei \u0219i-au numit campania de marketing \u201eTeoria distrac\u021biei\u201d, pe baza ideii c\u0103 \u201edistrac\u021bia este cel mai simplu mod de a schimba comportamentul oamenilor \u00een bine\u201d. <\/p>\n\n\n\n Teoria distrac\u021biei a constat \u00eentr-o serie de experimente \u00eenregistrate video care investigheaz\u0103 dac\u0103 a face activit\u0103\u021bi oarecum nedorite mai distractive ar putea convinge oamenii s\u0103 fac\u0103 alegeri mai bune\/s\u0103n\u0103toase. Cel mai vizionat dintre aceste videoclipuri a fost experimentul sc\u0103rilor de pian, care a debutat \u00een octombrie 2009.<\/p>\n\n\n\n Volkswagen a ales o scar\u0103 la sta\u021bia de metrou Odenplan din Stockholm, Suedia. Scara era chiar l\u00e2ng\u0103 o scar\u0103 rulant\u0103. \u00cen primul r\u00e2nd, au calculat c\u00e2\u021bi naveti\u0219ti au urcat sc\u0103rile fa\u021b\u0103 de scara rulant\u0103 \u00eentr-o zi obi\u0219nuit\u0103. Apoi, au f\u0103cut ca fiecare treapt\u0103 a sc\u0103rii s\u0103 produc\u0103 un sunet diferit atunci c\u00e2nd a fost c\u0103lcat\u0103, exact ca un pian. Ei au descoperit c\u0103 peste 60% mai mul\u021bi naveti\u0219ti dec\u00e2t \u00een mod normal au ales s\u0103 urce sc\u0103rile atunci c\u00e2nd erau trepte de pian.<\/p>\n\n\n\n![\"\"](\"https:\/\/www.apdpbucuresti.ro\/web\/wp-content\/uploads\/Pianostairs-01.jpg\")
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![\"\"](\"https:\/\/www.apdpbucuresti.ro\/web\/wp-content\/uploads\/HitW-Projecft-01.jpg\")
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