Design Thinking and Co-creation for redesigning procurement processes.

Creating solid evolved consortiums and partnerships that are more horizontal, collaborative and less afraid of adopting new hierarchies, roles or styles of collaboration has been the key for a very successful process with USAID Momentum.

We hope this can happen in your company or organization too very soon!

Learnings on the USAID Momentum co-creation lab in Washington

Thinking on the possibility of government agencies and other organizations rethinking the way they relate to the organizations they fund, is half a dream come true and half a radical change of mindset in the way organizations relate to their suppliers.

According to their website USAID is “…the world’s premier international development agency and a catalytic actor driving development results. USAID works to help lift lives, build communities, and advance democracy. USAID’s work advances U.S. national security and economic prosperity; demonstrates American generosity; and promotes a path to recipient self-reliance and resilience…”

Procurement processes, tend to be strict, vigilant, competitive and very inflexible. Choosing who to grant a project, funding money or business is definitively a very delicate decision for any company or institution. Nevertheless Procurement processes are not always exact or choose the best options for maximizing spending or acquisition of goods and services. Very often these processes respond only to influence, convenience and other random factors that not necessarily contribute to improve quality or evolve the way organisations invest their money and resources.

According to Helen Hysell in The Science of Purchasing, (1922).

“The modern purchasing agent is a more important man by far than he was in older days when purchasing agents were likely to be rubber stamps or bargainers for an extra penny. A Purchasing agent of the modern breed is a creative thinker and planner and now regards his work as a profession”

Fierce competition derives in tense relationships in the sector, low quality offers, bargaining with the consequence of secretive and political management of funding and investment.  This how for a long time procurement processes in companies and institutions have happened, but it might be time for a change. Frequently procurement interactions between buyers tend to be transactional and distant with very little space for partnership or collaboration, Competition between suppliers and the lack of space for mutual support, create dynamics based on lack of confidence and fear of the other where the quality of the offer matters less than the personal favors, business connections, price or direct benefits suppliers offered to staff.

As Procurement becomes more and more strategic in a world of constant change and innovation, where new and more efficient or sustainable ways to cover needs and execute solutions is constantly created,  choosing the right source of supply can determine the progress or retrogress of a whole company or sector. having a deep knowledge of the industry ecosystem and deep understanding of the value exchange suppliers have with our organizations is the key to move forward or stay behind.

The co-creations session held in Washington for USAID led by the Designthinkers Group USA team gathered more that 200 stakeholders from the international development sector including prime organizations executing and sub-contracting grassroots and institutions around the world to execute US tax money on development projects.

The first important learning about this meeting is how to prioritize and curate the challenges of development to be supported by the 500 million dollar budget the program has. In this case curation comes from congress and public policy. The interests expressed by political parties and the current government show that the response to the question of where to invest, clearly comes vertically. Since this is the situation in many organizations, if the procurement office is not just  transactional or practical of instructions, procurement needs to find strategies to document and connect with those new suppliers or resources that can offer better options for current and future needs. This is no easy task.  But co-creation may be an answer. Generate a permanent bottom up dynamics of information that opens the door to internal initiatives, startups, local suppliers and other opportunities for growth and innovation. This dynamics can be obtained via events, in-company training, publications, HR activities or internal networks of information. Information dynamics needs to consider the active participation of employees and collaborators, with enough room for trials and testing of new initiatives.

One strong learning from this and other co-creation labs and sprints is about the power of horizontal interactions between stakeholders, clients and users and how it can create an improved space for better negotiation of  terms and conditions for every transaction and supply. These interactions do not have to necessarily happen simultaneously but constantly making emphasis in transparency of information and improvement of practices and processes. Here lies the key for understanding from a different perspective tools for offers and requests, terms of payment and supply, selection criteria, etc.

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During the USAID Momentum Co-creation workshops, several challenges raised under the premise of developing self-reliance in developing countries. This framework sets the territory for the different stakeholders of the Momentum program to work together in order to offer the agency non-centric visions to deploy the resources. It was key to address and resolve

A breakup with the usual roles: this is one of the hardest things to address, our professional roles and our earned position in a hierarchy pretty much define our identity and none is open to negotiate this. Nevertheless being open to explore other people’s point of view via empathy will not do any harm and being able to relate to other from a new open perspective will provide us with a perspective we never had before, that can make a change.

Creating confidence in collaboration: corporate and client-supplier language protocols tend to establish the limits of what can be spoken or discussed and what cannot. Creating a bigger space for the unspoken and securing no reaction to the things we normally don’t tell, enhances the space for confidence and reveals both challenges and opportunities, that can be addressed in a collaborative way. Fear is the worst enemy of shared growth and exchange.

Establishing new teams to capture dynamics and relationships: It is true that we like to work with people who are compatible to us and this connection is very important. But more important is be able to exchange and listen to those who are critical to our work or just work in a different way to ours. That is where real learning opportunities arise and where new synergies can be conformed. Rotating members of established team not only refreshes the conversation but also releases the team from routinary rites and roles.

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Exploring viability and accountability of new proposals. New ideas and partnerships are always exciting and our main fear is that they might not be viable because they are new. This is a common misconception. Good News is not all innovative things are unviable and even many of them may find the support of new partners and stakeholders that share both the risk and the enthusiasm. So, exploring the viability and accountability of new proposals means working hard to make the happen, not trying to find a way to make them impossible because they are new.

Creating solid evolved consortiums and partnerships that are more horizontal, collaborative and less afraid of adopting new hierarchies, roles or styles of collaboration has been the key for a very successful process with USAID Momentum.

We hope this can happen in your company or organization too very soon!

 

 

Deglobalization: Global and local risks and opportunities

The Deglobalization process of political and economic fragmentation creates a complete new scenario where new players are taking control of local and regional economies and cultures (Brexit, Tradewars), but also where local movements and trends are taking place. Each region and market offer culturally diverse reactions, opportunities and risks.

Globalization is commonly defined in IB as the process of increasing interdependence among nations (Chase-Dunn et al., 2000; Guille ́n, 2001; Meyer, 2017; Rugman & Verbeke, 2004; Verbeke, Coeurderoy, & Matt, 2018). Accordingly, De-globalization represents the process of weakening interdependence among nations in many aspects of economy, culture and social impact.

The field of International Relations in political science has developed two major theoretical approaches that speak to the question of (de-)globalization: liberalism and realism.

Liberalism permits a wide range of actors, interests, and forms of power to determine political outcomes. While countries represent the major actors in international politics, possible actors codetermining outcomes further range from the individual to the international, including individuals, firms, non-government organizations (NGOs), and inter- national organizations such as the European Union (EU), the World Trade Organization (WTO) or the United Nations. Liberalism assumes these actors to be rational on average, that is, deviations from rationality are possible.

The Realist school narrows down this wide range of possible actors, interests, and forms of power considerably. Actors are sovereign countries, especially great powers. Countries are unitary, rational actors, with domestic politics being irrelevant for their behaviour in the international system. This is because under the additional assumption of anarchy in the international system – the notion that there are ultimately no rules constraining state behaviour as there is no overarching authority that could enforce compliance – securing survival becomes the primary concern of states. The main objective of foreign policy is thus forced on countries by the structure of the international system, and countries permitting themselves to get distracted from the objective of survival by domestic- level political concerns risk their survival.  (1)

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After the 2008 financial crisis pushed the global economy into fragmentation, markets and regions understood they now  may have enough resources and knowledge to start local initiatives on their own. 

After the world was divided in economic, political and ideological blocks until the 1980´s when the iron curtain apparently disappeared and “East met West”, the Berlin wall fell and the Perestroika transformed the soviet block,  technology spread in global markets at a very high speed. Information and knowledge was accessed globally, allowing more cultures to know more about each other and learn new ways of living and thinking.

The development of the internet and global communications, high international mobility and the instant interconnection of markets, cultures and people spread knowledge. lifestyles and resources across the planet. These factors helped to improve life and access to resources for remote communities in all countries and made them grow.

Social and civil rights movements had a stronger global echo and social businesses and activism spread to places like the Arab world and Africa where women, lgbt, environmentalists, and other causes claimed their presence. Movements like gender equality and equal marriage developed a strong importance and established political relevance showing how the world was able to grant more freedom to everyone.

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Local companies and organizations from the “third world” were able to compete and grow globally and countries like India, Brazil, Korea, Chile, China, Mexico, among many others connected with a world audience and established a massive presence through new multinationals, media consortiums and technology resources. Entrepreneurship and the strat up scene also became a professional destination for the new generations creating new ways to work and being productive.Globalization enabled growth,  expansion and global presence for everyone.  

But since the 2008 financial crisis a process of Retrogression has been silently taking place. Regional and local blocks of power have appeared in Rusia, Turkey, Brazil, China, North Korea UK (Brexit) and the USA (trade wars) as in many other countries that through extremism captured power among scared voters affected by a new economy of scarcity and precariousness. the impact of the financial crisis took small business and families into bankruptcy and unemployment turning them into easy targets of populist discourse from opportunistic politicians, who now have the power to divide and reign, fragmenting the world to better controll it (Maquiavelo, The Price), in the same way fascism did in the first half of the XX century after another big financial crisis.

This process of political and economic fragmentation is called Deglobalization, a complete new scenario where new players are taking control of local and regional economies and cultures (Brexit, Tradewars), but also where local movements and trends are taking place. Each region and market offer culturally diverse reactions, opportunities and risks. At this local level for example, many cities of the planet are witnessing the gentrification of their neighbourhoods as a consequence of foreign investment and the return of local capital to the countries. The high speed of gentrification in cities around the planet constitutes an important signal (also risk and opportunity) that show the flow of capital and the establishment of new lifestyles and class divisions in many societies.

Deglobalization and Gentrification are two of the main topics we will be working with during the Trendslab19 in Barcelona, the fifth edition of our annual meeting to discuss and reflect those trends and movements that bring risks and opportunities to governments, organizations and businesses in the near future.

To follow the Trendslab conversations you can explore #trendslb19 or #trendslabBCN join us in twitter  or get your ticket for our 20-hour lab here

(1) De-globalization: Theories, predictions, and opportunities for international business research by Michael A. Witt, published by the Journal of International Business Studies (2019) INSEAD

las nuevas maneras de pensar y hacer negocios

Nos damos cuenta que cada vez más que el éxito de muchas empresas, no se basa únicamente en el producto o servicio que ofrecen, sino en la manera en la que ejecutan sus procesos, mantienen su relaciones, dialogan con sus usuarios y se integran a la transformación de la sociedad que les rodea.

Nos damos cuenta que cada vez más que el éxito de muchas empresas, no se basa únicamente en el producto o servicio que ofrecen, sino en la manera en la que ejecutan sus procesos, mantienen su relaciones, dialogan con sus usuarios y se integran a la transformación de la sociedad que les rodea.

Cada año y durante una semana exploramos nuevas posibilidades para pensar y hacer negocios de formas innovadoras. Aplicando nuevas perspectivas y mindsets a negocios existentes o creando nuevas oportunidades a partir de ellos. El papel que ha jugado la innovación en los últimos años en la transformacion de los negocios nos ha abocado a explorar Oceanos Azules, Metodologías Agiles, Nuevos segmentos en la base de la pirámide, nuevos capitales en forma de información y data y una infinita red de relaciones y perspectivas con nuestra cadena de valor .

Este año, exploraremos el imaginario y estrategias de las StartUps con Thomas Ohr de StartUp Europe, aprenderemos sobre las estrategias de Innovación de Euskadi y las empresas del País Vasco con Jose María Villate de Innobasque, Comentaremos experiencias clave en Pymes y empresas familiares catalanas con Enric Bayó de Acció – Generalitat de Catalunya y desarrollaremos habilidades de negociación empática a través del Canvas de negociación creado por DesignThinkers Group Austria .

Esto y más del 11 al 15 de Diciembre en el Auditorio Aleix Carrió de Elisava Escuela Universitaria de Diseño e Ingeniería de Barcelona.

Reserva tus entradas enviándonos un email

¿Qué es Innovación Cultural Organizacional?

La innovación cultural se dedica a crear espacios y métodos para entender plenamente las necesidades, motivaciones y decisiones que toman los grupos humanos y la manera como las expresan en su vida diaria en sus convivencia.

Es la base para la formulación de relaciones e interacciones con comunidades y ayuda a generar las sinergias necesarias para que una organización coexista en cualquier sociedad, de una manera pertinente y coherente. Es la guía para que las organizaciones y comunidades planeen su futuro con respecto a las personas que les rodean involucrándolas y beneficiándolas a través de su propia productividad.

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Hablamos de innovación cultural no con respecto a la creación de productos culturales novedosos o a innovación en el negocio de las industrias culturales. La entendemos desde la perspectiva de la cultura como interacciones humanas que suceden no solo en pueblos y ciudades, sino dentro de empresas, organizaciones instituciones y grupos humanos en general.

Cada grupo humano constituye en su misma interacción un ecosistema con flujos, procedimientos, servicios, dependencias, intercambios y expresiones de la identidad de su diario vivir. Este ecosistema se vincula fuertemente a la cultura corporativa y afecta a cada uno de sus miembros. Hablamos todos los días de la cultura apple o de la cultura microsoft, como si fueran pequeñas civilizaciones americanas, asiáticas o europeas y asi mismo hablamos de la cultura start-up o la cultura foodie como como tribus urbanas.

Las culturas organizacionales o corporativas se constiuyen invariablemente como culturas híbridas y entre más crece la organización más gestión multicultural y humana requiere. Múltiples identidades frecuentemente híbridas en si mismas interactúan dentro de la organización (credos, razas, nacionalidades, tribus, etc) y fluyen a través de actividades productivas y laborales como marco de esas relaciones.

DSC05471Es interesante como en las empresas al igual que en los barrios o los pueblos, tenemos líderes de todo tipo políticos, espirituales, profesionales lideres de opinion asi como estructuras de poder y lenguajes propios. Una iconografía, unas creencias y unos valores sobre los cuales las identidades individuales habitan y constantemente  transforman con su trabajo tanto la manera de estar como de producir.

La innovación cultural entiende la productividad vinculada a la cultura de empresa, como una oportunidad de generar nuevas formas de trabajo y nuevos espacios sobre el ecosistema laboral, desde una perspectiva centrada en las personas, sus habilidades y sus talentos. Se interesa tanto por las formas expresivas de nuestros estilos de vida como por las raíces y causas que lo generan.y los aplica a la gestión de tareas productivas dentro de las metas de la empresa y la de sus empleados.

Nuevas formas de entender el trabajo y las relaciones e interacciones que allí se generan abren la puerta a la práctica de lo que podríamos llamar Innovación en la Cultura Corporativa o Innovación Cultural Organizacional.

Mas información sobre proyectos de innovación Organizacional en nuestro site

Diseño de Modelos de Negocio

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Sin lugar a dudas, cada vez que hablamos de Modelos de Negocio estamos hablando de patrones de comportamiento y ejecución para que un negocio tenga resultados. Una combinación de muchos factores que nos ayudan a evolucionar estratégica y económicamente.

Sin embargo no es tan simple como sólo generar resultados económicos.

Hoy por hoy los resultados que se esperan de un modelo de negocio tienen un alcance mucho mas amplio. El modelo de negocio debe reforzar la marca, potenciar el valor diferencias y el intercambio de valor con nuestros partners y stakeholders, optimizar al máximo los recursos de producción y distribución y además generar un impacto positivo en la sociedad para que los clientes lo entiendan como parte de sus vidas.

Es sin duda un diseño complejo y lleno de detalles que en muchas empresas evoluciona desprevenidamente, con impactos colaterales que generan gastos y problemas de muchos tipos y que nunca nadie calculó. En otras empresas, genera crecimiento en muchos sentidos y aporta a la expansión y el crecimiento tanto de la empresa como de su masa critica de seguidores.

Los Modelos de Negocio Sostenibles se convierten cada vez más en el standard de la actividad económica y comercial alrededor del mundo, implicando una dedicación mayor en el diseño y la implementación de todos los factores, detalles y mecanismos, que actúan sincronizados a la hora de intervenir un mercado, o lanzar un nuevo producto o servicio por pequeño que sea el negocio.

El próximo Jueves 28 de Abril discutiremos y practicaremos de la mano de Xavi Amores de Acció de la Generalitat de Catalunya las principales nociones y conceptos que conforman los modelos de negocio desde su experiencia trabajando con empresas Medianas y Pequeñas. Saulius Buivys de la Rotterdam Business School nos guiara sobre la aplicación de Modelos de negocio sostenibles a través de estudios de caso  y Jorge Rodríguez de DesignThinkers Group Spain facilitará un ejercicio práctico con  algunas herramientas y tips para diseñar los propios modelos en nuestra empresa.

Los tickets están disponibles en Eventbrite haciendo click en este link

Presentación del libro Diseño de Propuestas de Valor en Barcelona

DesignThinkers España y el Máster en Investigación para el Diseño y la Innovación ( MIDI / MARDI ) en Elisava de Barcelona se complace en presentar el libro ” Diseño hacer sus propuestas de valor ” por Strategyzer https://www.eventbrite.com/e/barcelona-meets-value-proposition-design-tickets-13729225483

DesignThinkers Spain y el Máster en Investigación para el Diseño y la Innovación ( MIDI / MARDI ) en Elisava de Barcelona se complace en presentar el libro ” Diseño de Propuestas de Valor ” por Strategyzer .
El éxito internacional de Business Model Generation y Business Model Canvas (Modelo Canvas) nos inspiró para celebrar el lanzamiento de la secuela  – Diseño de Propuestas de Valor.
Queremos visionarios que desafían los enfoques tradicionales de negocio para cumplir, para revolucionar el campo de la Innovación y Estrategia mediante la introducción de más herramientas y enfoques estructurados que catalizan la creación de valor .Con la fuerza de esta comunidad global , todos juntos podemos cambiar la forma de hacer negocios , para siempre .

Estamos invitando a los entusiastas que se han pre – ordenado el nuevo libro para unirse a nuestro evento en Barcelona a la red, asistir a un Q & A con los autores , ganar premios Strategyzer y encontrarse con personas de ideas afines para construir extraordinarios modelos de negocio y propuestas de valor .

Reservar Plaza Aqui

Puede adquirir el libro aquí: www.strategyzer.com/value

Así fue el EXECUTIVE SUMMER SCHOOL en Barcelona

Finalmente las fotos de una semana de intenso trabajo con participantes de todo el mundo. Gracias a tod@s los asistente por venir ! Gracias a Enric Bayó Director de Innovación de ACCIO Generalitat de Catalunya,  Remko Vermuelen de Telefónica y Jorge Rodríguez de DesignThinkers Spain por compartir su experiencia y puntos de vista en Meet the Practicioners,  a Carolina Soares e Iva Pérez por la imágenes y la logística,  a Daniel Zentgraf por la gestión administrativa, al equipo del producción del Convent de St Agusti y a todos los que hicieron de esta una semana increíble.

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