Turning innovation culture into a business asset

In the previous post, we made a brief summary of the main conclusions of the help provided by Innovatur in the field. This help provided a series of key points that invite us to look deeper into aspects such as fostering the culture of innovation, implementing business improvement strategies and the need to strengthen information and communication technology (ICT) skills.



Beginning at the end, according to DIGCOMP, the EU Digital Competence Framework, 44% of European citizens lack the necessary digital skills to deal with day-to-day life. This fact is key to understanding what is happening in the labour market and why there is a need for ICT skills to be improved. In this new context of accelerated digital transformation, it’s important for SME owners or employees to have the right skills needed to perform their tasks, supported by technological tools so they can connect with new consumer habits.

Everything that’s been written about innovation culture agrees that it’s necessary to generate ideas and above all carry them out. Analysing those ideas, verifying their feasibility and putting them into practice is something that won’t always be simple, but will make it possible to bring about that ability to change that every business needs to grow and always be competitive. It also requires a strong leadership, one that can involve the entire organisation and make it form part of that ongoing commitment to innovation. Fostering the culture of innovation doesn’t mean sitting a group of people down to develop ideas that can be beneficial in the short, medium and long term; it’s more about bringing about a corporate culture that can motivate people to form part of it. And this will be all the more convincing if the decision makers in businesses show a real conviction for talent, people, teamwork, internal communication, etc.

Innovation culture is cross-sectional, which is why it’s so important for there to be interdepartmental collaboration that can allow for an ongoing exchange of ideas with a view to improving collective skills and talent. Protecting and improving that talent may seem obvious, but it can sometimes be forgotten due to the demands made by the day-to-day.

Finally, regardless of its size, a business is destined for failure if it doesn’t have a business improvement strategy. There is no way to foster a culture of innovation if there isn’t a plan in place first that has the resources needed to take on that strategy. As is often said, “nothing is strategic if it doesn’t have enough economic resources”. Analysing the strengths, weaknesses, opportunities and threats will help to define roadmap in order to know where one is and where one wants to get to, and that’s exactly what Innovatur has tried to achieve by helping accommodation businesses get on board with this project.

In his book The Innovator’s Solution, Clayton Christensen explains that “staying competitive as the basis of competition shifts necessarily requires a willingness and ability to learn new things rather than clinging hopefully to the sources of past glory”. Perhaps, more than ever, it makes sense to risk doing things differently in order to achieve different results.

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