We can call “innovation” any change, that aims to improve. In essence, it can concern both technical (technological) as well as organizational (process) issues. The effect of its implementation may be a better product or service, lowering the costs of the company’s operations or gaining or expanding the market – having a measurable economic effect, as well as more moral significance – improvement of staff working conditions, environmental protection, popularity of the innovator.
By innovative action one can understand the very concept and development of an innovative solution (eg a new medical device, medicine, medical material, computer program, procedures) as well as the first application in the practice of a given solution, where these processes can take place simultaneously, at the stage of testing or innovation improvement. With the passage of time and the number of implementations, the existing innovation is becoming the standard for the improvement, of which, further solutions are created.
The basic driving force for innovation in enterprises, is market pressure – growing customer expectations to obtain better products or services at an acceptable price, while competition from other market participants, wanting to meet these expectations as well. Additionally, innovation can be enforced or directed by external regulators, ordering /prohibiting or rewarding/ punishing specific behaviors of entrepreneurs, as well as employees expecting their tools and working conditions to be constantly improved.
The main limitations for innovation result from the uncertainty of the final effect (risk), high initial costs, insufficient competences of people creating or implementing innovation, psychological fear of change, conflict of interests of the “old” and “new” stakeholders and formal and legal restrictions, stemming from the regulations applicable in different areas.
During the session, we would like to share our experiences and discuss:
Session leader: Krzysztof Mydel