Para la generación de una verdadera innovación que resulte beneficiosa

Para la generación de una verdadera innovación que resulte beneficiosa, tanto para la empresa, como para los clientes se requiere de un cambio en dos aspectos fundamentales: 1) en el modelo de negocio; 2) en las tecnologíasempleadas. Para esto, se debe tener en cuenta cuál será el modelo de innovación a emplearse. En lo que se refiere al modelo de negocio, inicialmente es importante identificar los factores generadores de cambio, es decir, los que son susceptibles a ser innovados. Estos son: la propuesta de valor, la cadena de suministro y el mercado objetivo. El cambio en la propuesta de valor puede estar orientado hacia dos puntos, el primero, que es la modificación de los productos y/o servicios que la empresa ofrece, y el segundo, la creación de uno/s nuevo. En cuanto a la cadena de suministro, se puede decir que este es “el cambio que no se ve”, pues se da en los procesosque permiten generar valor y ofrecer al mercado el producto o servicio. Finalmente, la transformación en el Descripción Breve: Opinion and synthesis essay on Frédéric Fréry’s article “The fundamental dimensions of strategy” The reading states that in nowadays world of business is almost impossible to define the word strategy in an accurate way. The discipline has at least 10 schools and multiple definitions. Because of this, the author doesn’t give us one unique definition or paradigm about strategy, but a set of guidelines instead.

Extracto del Contenido: According to the author, despite the school of thought you came from, strategy is all about creating value. Is a set of policies oriented to create value for someone: customers, shareholders, stakeholders, etc. Value creation is the purpose of any strategy and it must stand in the middle of contradictory scenarios. On one hand the company, should be committed to the customers, but also, to the share holders. Another interest conflict is that a strategy should be built thinking on profit maximization, but also, maximizing corporate responsibility and ethics. Following the steps of Michael Porter, the article also clarifies that strategy is not operational efficiency and efficiency techniques are easily copied and widely practiced over a number of competitors. Strategy of a given company is its uniqueness of its value creation (whether it is value for the customers, the stakeholders or the shareholders). A second thing about strategy or, as the authors call it, the “How” is the imitation factor. According to Fréry, the best strategy can prove out to be useless if it is easily imitated. An implication of the definition of strategy and its why’s on the paragraphs above, imply that in order to achieve sustainable success a corporation must be unique. If someone imitates our core processes and competencies, we are no longer unique, so someone else is stealing away our strategy. That’s the reason why imitation is so important when it comes to strategy. What’s most; the author defines innovation as a failed imitation, which has a lot of sense actually because we witness that process all the time. Great musicians, for instance, rarely come with something completely original. It’s always a little alike to something we’ve already hear. The reason for this to happen is maybe because if someone comes with music that is so unusual and original, instead of being called a masterpiece, it will be called bizarre and maybe won’t be popular at all. It’s amazing how all human work craft can be related to art, in this case, business. As the author mentions, stakeholders and high executives are not the only responsible for business masterpieces. Sometimes their only job is to let the creative minds work and take the chance to go for something different. Imitation also makes the industry to try to copy what the leader does, and in case, sets the terrain for new strategies to evolve and succeed. The third question about strategy, as I understood it, is the scope in which

...