VORTAL is an e-procurement platform that connects buyers and suppliers. The presentation discusses VORTAL's innovation model, ideas management system, and R&D process. It provides an overview of the company, its solutions for buyers and suppliers, analyst reports, awards, certifications, and key success factors like investment in R&D. Ideas management at VORTAL uses gamification and social networks to encourage innovation. The presentation concludes with potential pitfalls to avoid in innovation management.
2. Our Agenda
We will take a detailed look about VORTAL, our
development environment and our technology.
Vortal’ Innovation Model and
RDI process
RDI System
Ideas Management at Vortal
Ideas Management
The Company and the
business.
VORTAL
7. 7
Solutions for Buyers and Suppliers
A dual side emarketplace approach requires specific suites of solutions for Buyers and Suppliers
Solutions for Buyers Solutions for Suppliers
13. 13
Finalidade da Norma:
Melhoria do desempenho
da organização que a
adopta.
É aplicável a qualquer
organização – genérica.
Define requisitos que
podem ser objetivamente
verificados.
Logo: não define soluções
(como), nem porquê e o
para quê? Modelo de Interações em
cadeia – abordagem
sistemática da gestão.
14. 14
VORTAL
RDI System
Bring to market innovative
solutions that generate
maximum return for Vortal,
managing the innovation
pipeline, from concept,
feasibility analysis, design,
development, testing, release
management post-production
of all products.
Scope
Fundraising for
Innovation Projects
Ideas
Management
Projects Management
SW development
CommunicationManagement
InterfacesandKnowledge
Management
IPManagement
Product/Service
Opportunity
Assessment
and priority
Prototyping,
Conception
and validation
Development
Commercialization /
implementation
Markets,
Technology,
People
Partners
Network
Customers,
Technology,
People,
Partners,
Suppliers,
Competitors
Advisory
Committe
es and
Leaders
Research and
Partners Network,
Education and
Training System,
Regulators, Sectoral
Systems, Scientific
and Technological
System
Quality
Assurance
16. 16
Innovation
Innovation Scoring is a
survey developed by
COTEC as a self-diagnostic
tool for companies on their
innovation activity.
The lastest edition of this
survey puts Vortal a degree
of maturity regarded as level
of excellence.
Survey to the national
cientific and technologic
potencial (Inquérito ao
Potencial Científico e
Tecnológico Nacional) is
released annually by the
Portuguese State to
companies and institutions
in order to measure its
research and development
activity. In 2012 Vortal was
in the short list of 35 SMEs
that invested more in R&D
activities (Last published
report).
COTEC
Total 728
2015
IPCTN
Total 1,63 M
2012
17. 17
2010 2011 2012 2013
1.352.637,49€
I&D Investment
1.880.754,93€
I&D Investment
2.113.733,42€
I&D Investment
2.014.706,46€
I&D Investment
Innovation
Since 2006, we’ve been
submitting, every year, our
main projects to
SIFIDE(Portugal’s Tax
Incentive System to Corporate
Research and Development),
which grants fiscal credits
according to the R&D activity).
32 people
dedicated to I&D
38 people
dedicated to I&D
34 people
dedicated to I&D
43 people
dedicated to I&D
2014
32 people
dedicated to I&D
3.123.988,96
I&D Investment
18. 18
Patents,Brands and Domains
VORTAL’S Intellectual Property System
01 02 03 04
Form of the idea's
Expression:
Copyright - 3 fixed
representations
Product Form:
Design - 14 registered in EU
3 Patent Design in US
Technical solution or
Mechanism:
Patent or Utility Model -
3 Patents USA* (pending)
1 Patent PT* (pending)
1 International Application*
(pending)
Distinct Signal:
Brand -
44 Nationals
13 Community
1 USA
26. 26
1. Ignorar as capacidades de gestão da inovação dos colaboradores.
2. Sobrevalorizar o improviso face à planificação de ações para a inovação (quem, o quê, quando, como) ou
vice-versa, o desafio será: criar um equilíbrio virtuoso entre essas duas inclinações.
3. Fazer depender a inovação da abundância de recursos, subvalorizando o papel que a criatividade pode e
deve ter na escassez de recursos, ignorando que a inovação pode ser simples e “barata”.
4. Adiar a medição dos resultados da inovação e a definição das métricas adequadas.
5. Penalizar o erro que resulta de esforço e empenho (é preciso criar espaço para errar, aprender com os
erros e fazer de novo).
6. Delegar, em alguém ou num grupo restrito, a responsabilidade de fazer inovação (é preciso um “Innovation
Curator”), assumir que a inovação trata de si, não precisa de ser gerida.
7. Julgar que a inovação é para melhores tempos.
8. Defender que já se é inovador que chegue.
9. Considerar que o mercado é que nos diz o que devemos inovar e como.
10. Mostrar desconforto face a ideias singulares e a exercícios de grupo.
10 Más Práticas