Our Vision. Innovation for Development
More Innovation, more competitiveness
We are living in a transitional phase. Changes of last years have dramatically transformed the financial markets and system and decreased the standard of living of many people in the world.
Decline of traditional productions and unemployment in developed countries are some of the most critical effects of these changes.
A new focus on agriculture is growing together with a new awareness of environmental problems.
In this scenario, developed territories risk to become marginal in the framework of the global economy, while countries until yesterday considered "peripheral" acquire a new centrality.
Design Thinking: New Innovative Thinking for New Problems
Organizations need to adopt innovative approaches as they face the challenge of intensifying global competition, fast-developing technologies and diminishing world resources.
New technologies represent a great opportunity to make production more competitive and start a new development cycle known as "the fourth industrial revolution".
Nevertheless, innovating today means to manage complex and interdisciplinary systems as different kinds of knowledge and technologies are converging into new products and processes.
These technologies are biotech, nanotech, micro and nano-electronics, photonics, new materials, new sources of energy, new manufacturing systems, internet of things, big data, robotics, etc.
We think today’s challenges are complex, affect a broad range of interconnected sectors and require a holistic and systemic approach. For new IoT to succeed, for instance, secure communications and high-integrity messaging are absolutely necessary.
As problems are more complex, greater specialization is needed. In the meantime the risk of a competence dilatation increases.
Harmonization of different specializations, improvement of the scientific knowledge base and ability to cooperate and to govern multidisciplinary teams become, therefore, crucial for competitiveness.
The New Innovative Company
The model of a future-oriented company is summarized in the table.
Products, processes and business-models go digital
Digital manufacturing, web marketing and web services are the new directions for innovation. Products get smart, sustainable and capable of communicating among themselves. Manufacturing processes integrate traditional and digital technologies or they go completely digital. The web is the infrastructure in which business concentrates its investments in communication and sales. Digital and traditional distribution get integrated in a multi-channel architecture.
Products become systems and services
Products integrate different technologies and are customized in relation to clients needs. Investments in R&D and Education increase. Services increase.
Organization is "open"
The company systematically co-operates with third parties in innovation and business projects. Managers have a high level of culture to read the specificity of markets and lead the market innovation. Clients and Suppliers get involved in co-creating and co-design projects.
Bio-economy and Circulary-economy push innovation
Bio and Circulary-economy become two pillars of competitive strategy. Company uses renewable biological resources from land and sea to produce new materials and energy. Reuse of raw materials becomes a key element of product design and is widespread throughout the production cycle.
Dependency on banks decreases
Of note, in Italy, 40% of liabilities are covered by debts to the banks compared to an average of 23% in Europe. The new company uses different channels to finance its own development (bond, private equity, listing). Furthermore, it looks carefully for opportunities offered by European Institutions in terms of funds for innovation (grants, facilitated financings, etc).
InnVenture is strongly committed to supporting business innovation and creating conditions for a sustainable development of local economy and society.
Businesses, Innovation & Territory
Many indicators underline that nearby regions, even border areas, have different economic performances.
Such differences depend on different physical infrastructures, on the quality of public services to businesses and citizens, and the role played by Universities and Institutions.
Istitutions are crucial for innovation & development
Innovation comes from enterprises as an essential condition of competitiveness.
Competitiveness and innovation are the result of the internal resources and talent and the way they are managed. Nevertheless, innovation depends also on the territorial, cultural and relational context in which businesses operate.
The context directly influences the quality of human resources and stimulates and supports the creative process of companies. The availability of human resources capable of activating and managing innovative processes depends essentially on the quality of the local Institutions.
In this phase of economic development, the effects of a more innovative and efficient local context on companies’ profitability are similar to those stemming from the effectiveness of business management.
Therefore, a key direction of intervention concerns the methods to increase efficiency and the actions that Institutions have to undertake to modify local conditions and attract talents and investments.
Re-think and re-use. New opportunities come from the past
The decline of industrial activities that have in the past pushed the economy of entire regions is today causing economic and social blight, high local unemployment, deindustrialization and the exclusion of whole segments of the population.
Contemporarily the abandonment of many productive areas offers new opportunities for developing new R&D and hi-tech manufacturing facilities.
In many cases a "general rethinking" of the territory is necessary in order to develop an industrial renewal based on the re-use of brown-field sites.