Initially in conjunction with the San Francisco de Quito University (USFQ), Certification to the 30 key leaders of the Organization in orange ribbon in innovation management system under the ISO 56002 standard, developed jointly by IMSP (innovation management system professionals inc), 20-20 innovation and PCAinnovation.

Development of the GAP analysis of the Innovation Management System of Alianza Metalúrgica compared against the practices of ISO 56002 innovations management system, through the check list of requirements to be audited in the GAP analysis developed by the (c) PCAinnovations team, finding several initial gaps, for which, together with the leaders of the organization and the leaders of the innovation cells, we determine different action plans and quick fixes to close said gaps, assigning products, sprints and those responsible for their execution. In order to carry out this GAP analysis process, we trained 30 members of the innovation office support team in the principles, processes and interrelationships of the new ISO 56002 standard Innovation Management Systems, including: manager of the innovation management office innovation, members of the ISO 9001 certification team and managers who are members of the chaide management team.

Establishment of the innovation governance system, including: the Board of Directors, the Management Team, the Innovation Management Office (OGI), the team of process coaches (PCAinnovations team of consultants), the five innovation cells and the participation of all other staff in the innovation process.

Support was provided in the development of leadership and the culture of innovation, through different awareness sessions on the role of leadership to define, communicate and promote a culture of innovation, including the definition of the innovation policy and the measurement, feedback and closing gaps with our innovation culture system © PCAinnovation.

Part of establishing the culture of innovation was to implement the structure and train innovation cells (teams). Five different innovation cells were established: Foams, Pillows and Accessories, Mattresses, Beds and Furniture, Data Intelligence; which are responsible for managing the development process of the portfolio of innovation projects from the determination of opportunities to the launch of the projects on the market and verification of the value created. Each of the innovation cells includes: leader, sponsor (management team member), methodology support (innovation office support member), members and two chaches, Raúl Estévez manager of the Innovation office and consultants from the PCAinnovation team.

Each of the five innovation cells determined the Inventory of the main Technology of the Sector, including Technology: Emerging, Growth, Maturity and Saturation.

Definition of the strategic innovation plan, jointly with the OGI and the leaders of the management team and the innovation cells, which includes: purpose and vision of innovation, strategic areas of innovation (drivers) and their respective expected outcomes for the future, main expected innovation impact measurements and determination of the scope of innovation.

Strengthening the skills of the innovation teams, for which, together with Chaide’s Human Resources Management and our consulting team, we proceeded to measure the innovation skills of the work cells, using the model © PCAinnovation of 360 degree innovation skills. The results were analyzed, feedback and support was provided in the design of a competency gap-closing plan for the innovation teams, and the gap-closing process was monitored.

Development of a communication plan and deployment of the culture of innovation, in conjunction with the HR Management and the OGI, which includes: communication and reinforcement of the culture of innovation and activities for the promotion and participation of the workforce.

Together with each of the innovation cells, together with the OGI and our team of consultants, the process of executing the portfolio of innovation projects was implemented, including: determination of innovation opportunities, definition of ideas, concepts and solutions, initial prioritization of detected opportunities, validation of opportunities with clients using “Jobs to be done” and people matrix (desing thinking), enrichment of innovation projects with external experts (open innovation) for which the identification, selection process was implemented and the incorporation of expert partners into the innovation ecosystems of each of the innovation cells, the project portfolio was initially prioritized using three key indicators: strategy alignment, sustainability (risks x expected payback x ease of implementation) and attractiveness of the project (growth, speed of scalability, international markets, etc.).

The portfolio process began with the analysis of unsatisfied market opportunities, trend analysis, technology inventory and another type of strategic analysis. The five innovation cells found a list of different innovation opportunities, which after analysis Initial prioritization was reduced to three horizon III innovation projects (adjacencies) III and IV and one horizon II project. The policies for prioritizing the portfolio of innovation projects were defined. Prototypes and financial calculations and measurements of TIR, ROI, payback and other financial data were developed and the development process, pilot production and market test were defined to measure effectiveness, results and validation of the value created for clients, all of this included in the project charters with their respective MVPs, Sprints, Costs and Risks.

The portfolio process included the work of prototyping, production and deployment to the market, with the lean startup methodology, implement on a small scale, measure quickly, lose few resources and learn a lot. The agile project management process was also incorporated, to implement both the elements of agile culture (by our expert consultants certified in agile management) and the planning of agile projects, including: definition of MVPs, activities, products, spritns and costs.

Also, jointly with the OGI, the measurement and monitoring system of both the processes of the innovation management system and the products of the system was determined, identifying input indicators, process indicators and project portfolio, and output and creation indicators. of value to the business, the customer and the market. This allowed us to establish the accountability of the progress of the innovation management system, for which incorporation in the management meeting to monitor the integrated quality management system, regarding the progress of the company’s Innovations Management System ISO 56002