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Mission 


MISSION STATEMENT

  • Exploring Innovation
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    THESE ARE THE NAVIGATIONAL MARKS ON OUR EXPEDITION OF EXPLORING INNOVATION

  • We apply a wide concept of innovation, with emphasis on the significance of services and processes. This concept includes the notion that it is of crucial importance to develop innovative capabilities in the public sector too.
  • Breaking the traditional linear model of innovation and seeking innovation by breaking borders through “intellectual cross-fertilization” are our goals; diversity and related variety are seen as s source of innovation leading to the generation of development platforms rather than supporting narrow clusters.
  • Innovations are created and implemented in value networks; often only a small part of added value is created inside one organization; open innovation is the driving force of modern “creative destruction”.
  • Within the core of innovation activity is ”the general ability to sketch possible worlds”. The core competence is brokering, which means the skill to create worlds of intellectual cross-fertilization.
  • Innovations are mainly created in practical contexts, where many different sources of information are exploited in solution-centered processes; in these environments the customer is a subject, not an object, of innovation activities.
  • There is enormous innovation potential among the personnel of organizations; everyone should understand that their job consists of two parts: how to make a product or service, and at the same time consider how to improve it. Organizations should not be seen as passive bystanders of innovation policy – instead, innovative capabilities needed in working life must be developed with the assistance of a solid toolbox.
  • Producing innovations in many ways resembles digging for gold, supported by network-facilitating innovation policy: companies have to follow what is going on in the field of technology and what their competitors are doing, scan market and technology signals, understand the significance of these signals within their own industry and then absorb the best practices for their own company.
  • It is essential to create pilot and development environments which are based on heterogeneous knowledge generation; we also commit ourselves to enhancing the principles of practice-based innovation activities by our own networked ways of action.
  • In innovation activities, productivity is more crucial than, for example, the amount of R&D inputs: the innovative capability and performance of companies’ activities have to be developed and evaluated.