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Vortal Innovation Management @ INDEG Executive Master Innovation Management

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Dia 18/02/2016 apresentamos o Modelo de Gestão de Inovação da Vortal no INDEG IUL ISCTE Executive Education ao Executive Master - Innovation Management. Uma parceria VORTAL - INDEG-ISCTE.

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Vortal Innovation Management @ INDEG Executive Master Innovation Management

  1. 1. © VORTAL 2014 – All Rights Reserved CONNECTING BUSINESS THROUGH INNOVATION February, 18th 2016
  2. 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
  3. 3. © VORTAL 2015 – All Rights Reserved 3https://vimeo.com/130076023
  4. 4. © VORTAL 2015 – All Rights Reserved 4 Who we are VORTAL is one of the world’s largest and most successful eMarketplace operators. Its proven e-procurement and e-sourcing platform connects thousands of public and private sector buyers with an international community of qualified suppliers. As a worldwide strategic sourcing organisation, VORTAL enables fast, efficient online procurement and tendering, ensuring best-price competition by connecting public sector and private sector buyers with its vast international supplier community.
  5. 5. © VORTAL 2015 – All Rights Reserved 5 Value Proposition Here they can take part in an efficient, openly competitive tendering process, bringing opportunities for everyone to creatively expand their business. For buyers, there are savings to be achieved through purchasing strategies and significantly reduced overheads. For suppliers, there are opportunities to enhance their market reach through our business development services, including market intelligence and lead generation, reputation management and comprehensive analysis & reporting. At VORTAL we never sit still. Our business is constantly growing, attracting new buyers and suppliers into an ever evolving business network – one that we hope will soon include you. To find out more about us, keep reading
  6. 6. © VORTAL 2015 – All Rights Reserved 6 VORTAL across the World Dominican Republic Colombia Germany Portugal & Spain 3.000 implementations in buying organizations
  7. 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
  8. 8. © VORTAL 2015 – All Rights Reserved 8 Analysts Magic Quadrant (MQ) for Strategic Sourcing Application Suites. VORTAL is rated in the niche players quadrant. o Top 3 worldwide in solution for the Public sector; o Part of a restricted group of 14 vendors of eSourcing suites; o Robust intrasuite integration and navigation; o References mention that product is easy to use; o Authentication and data security capabilities are strong.
  9. 9. © VORTAL 2015 – All Rights Reserved 9 Analysts VORTAL: A Procurement Software Firm from Portugal Plots Against Ariba o “The company has clearly developed deep insights on engaging with suppliers.” o “The competition for this model is not that easy to find.” o “VORTAL has incorporated a 'reputation' component into their model” (…) “There aren’t many providers that have managed to roll out open ratings like that.” o “Another example (…) is found in their sourcing templates.” (…) “It is like writing articles for LinkedIn or on Facebook.” o “Much of what the company does is obviously available from competitors, especially if you piece together multiple providers, but it’s rarely delivered on a single code base. Adding open tendering into the mix makes it even more unique.” “Looking at European providers, you would get something along Vortal’s lines if you combine the offerings from Hubwoo, Basware, and BravoSolution. There’s also Ariba/SAP, of course.”
  10. 10. © VORTAL 2015 – All Rights Reserved 10 Awards Microsoft Portugal ISV Partner 2015 This very important distinction honors top partners that are adding business value to customers and companies, by deploying new and innovative solutions that are based on Microsoft technologies. NOS Innovation Award 2015 (short list – 10 finalists) NOS Innovation Award distinguishes innovative practices in business. Large, small or medium-sized businesses and start ups can apply for an award that will emphasize the innovative ideas that help growth and value creation. COTEC-NORS Product Innovation Award 2014 COTEC-NORS Product Innovation Award, is an award that distinguishes innovative goods or services aimed at global markets, that have been developed by national or foreign companies operating in Portugal.
  11. 11. 12 Certifications Information Security(ISMS) 2007 Business Continuity(BCMS) 2013 Service Management (SMS) 2015 Quality (QMS) 2014 Innovation (IDI) 2013 Total Effectiveness ISM + Change Management Balancedscorecard+Reporting Integrated Management System (IMS)
  12. 12. 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.
  13. 13. 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
  14. 14. 15 Key Success Factors
  15. 15. 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
  16. 16. 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
  17. 17. 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
  18. 18. 20 Ideas Management https://vimeo.com/vortal/bookmakingoff
  19. 19. 21 Gamification Applied to Innovation
  20. 20. 22 Gamification Applied to Innovation IDEAS + SOCIAL NETWORKS + KNOWLEDGE SHARING
  21. 21. 23 Gamification Applied to Innovation
  22. 22. 24 Social Networks
  23. 23. 25
  24. 24. 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
  25. 25. 27 Bibliografia
  26. 26. LinkedIn: https://pt.linkedin.com/in/nunomilagres e: nuno.milagres@vortal.biz