Entre el 2013 y el 2015, el número de Unicornios (las compañías privadas de tecnología valoradas en más de 1 billón de dólares) explotaron de 16 a 140, marcando un crecimiento increíble en valoraciones y sentimientos positivos hacia la industria de financiamiento riesgoso.
Pero después de un tumultuoso 2016, en el que escándalos, ventas de partes de su capital, más comentarios de inversores cautelosos emergieron y muchos han cuestionado la validez de las valoraciones del sector. Con esta caída, el 2017 parece ser el año de las decisiones para el Club Unicornio.
Un análisis de las tendencias y los factores que posiblemente tracen el curso del venidero año, muestran que expectativas que parecen ser más realistas pueden ser infundadas. De hecho, los prospectos para las compañías de tecnología privadas, tienen gran posibilidad de mejorar.
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“We do not dare to many things because they are difficult, but they are difficult because we do not dare to do them” Lucio Anneo Séneca
Innovation, especially the organizational one, should not remain in a good desire, in the aspiration that its managers have, in a word that sounds good and that is also fashionable: Innovation must be an organizational reality, because clearly companies that do not Innovate are doomed to disappear.
Innovation becomes a reality, as long as it is not limited to an area full of people a little rare dedicated to inventing new things, to prototype and to propose products and services that do not necessarily match the needs of a market and therefore are not always Successful.
Frequently, companies has to design thousands of products in order to have only one successful in the market, it is a very expensive process that leads many organizations to buy from third parties products and services that have a great certainty that they go to be successful in the market, or even to buy complete companies that come in to fill the inefficiency in terms of innovation of some organizations that do not opt for this type of measures, long ago would have been extinguished.
The best way to make innovation a business reality is to include as a core issue of the organization's DNA, to live, breath and transpire in each member and in every space of the company.
For this, it is necessary fundamentally three elements: Culture, People and Resources.
Let's talk about culture in the first instance, it must be enterprising, characterized by a participative, close leadership, accompanying its team at all times, a culture that invites to propose ideas and suggestions in each business activity.
In this kind of culture the error is considered as a natural in professional development, where autonomy is a norm.
Finally, "macromanagement" characterizes performance, teamwork understood as sharing a vision and feel rowing in the same boat, is an organizational capacity and where the outstanding job is fully recognized.
In the second instance we think of people, the selection of people should not only focus on technical skills - that is the minimum that the candidate must have to apply for a vacancy - but in soft skills, a professional that fits into a Innovative culture must be self-managed, must be autonomous, take risks, make their own decisions, must have mastery of the subject to which it is dedicated, in this should not improvise, must be rigorous, select the best in each area of knowledge, Whatever the position that is required, from what some call operatives to what others call strategic.
It is essential that these people have a purpose, that they understand why their work is important, how they are contributing to humanity, this gives meaning and allows each of them to deliver the best of themselves. Finally they must be people who are comfortable in ambiguity, who navigate deftly in turbulent waters, in changing environments, have know how to overcome difficult times, and feel the need to continually reinvent themselves.
Innovation can not remain only in a dream or in a fairy tale and from here the third condition of an innovative organization, resources, without people, technology, raw materials and money, it is very difficult to innovate, we are not in Disneyland " We are in a very competitive market, constantly changing and highly demanding.
In short, innovation is not simply a matter for research and development departments, is an issue primarily of culture, people and resources. The final recommendation is that you measure how innovative your organization's culture is, find the gaps and act to close them, otherwise innovation will cost a lot and it will do so at a much slower speed than the current market requires, Putting in very high risk its differential advantage and its permanence in the market
Oscar Javier Jiménez Yepes
MBA Javeriana University
Facebook: Inntegrity onestopsite
Find below the link of the Spanish version of this article