Our experience helping companies launch their innovation strategy has led us to believe that, to a great extent, one of the most important challenges facing companies that have started out on this journey is without doubt intelligent risk management.

1. Services for
Innovation
Appraise. Learn. Make.
KAA Innovation & Consultancy Office

2. Learning and Innovating
“Learning and innovation go hand in hand. The
arrogance of success is to think that what you did
yesterday will be sufficient for tomorrow.”
William Pollard

3. Do we manage risk in innovation?
FinanceCulture Product TechnologyStrategy People
Our experience helping companies launch their
innovation strategy has led us to believe that, to
a great extent, one of the most important
challenges facing companies that have started
out on this journey is without doubt intelligent
risk management.
In our company we have six key areas that must
be taken into account for this kind of risk
management: Culture, Strategy, People,
Products, Technology and Finance. Focusing on
these six core areas allows us to build highly
competitive innovation models that are
sustainable in the medium and long term.
This document outlines the tools that KIM uses
to respond to needs in any of the above areas in
order to help you build an INNOVATIVE
organisation, from its most anthropological
aspect to its most advanced solution.
Below are a set of questions we would like you
to ask yourself, which we hope will inspire you
to take the next step towards innovation in your
company.
Are we prepared to
adapt to and/or pre-
empt the market?
What new businesses
should we enter in
order to maintain
sustainable growth?
Do we have the right
people to develop all of
the initiatives we should
launch?
Are we designing the
products and services
that best meet the
requirements of our
customers?
Do we have technology
that lets us provide the
value our customers
demand?
Are we optimising the
use of financial
resources to develop all
of the initiatives we
should launch?

4. Three service areas
Make
Learn
Appraise
Appraise
It is clear that before making
any decision about our
company we need to
systematically and
thoroughly assess the initial
situation, in order to identify
the areas that require action.
Learn
Innovation requires that the
company be continually
learning. The sources of new
knowledge are diverse. We
believe there are four key
areas for reducing the risk of
our investment: People,
Markets, Opportunities and
Methods.
Make
One of the most common
barriers to innovation is
inertia, the inertia of
continuing to do the same
thing we did yesterday.
It can be tremendously
difficult to break this
dynamic. In order to
overcome this barrier we
work with innovation teams
to carry out high-impact
projects that make it
possible to launch an
innovative culture.

5. Three service areas
Make
Learn
Appraise

6. Three service areas
12 solutions
Make
Learn
Appraise

7. Three service areas
12 solutions
5. People
6. Markets 7. Opportunities
8. Methods
1. Culture
2. Systems
3. Processes
4. Results
12. Commercialization
11. Communication
10. Events
9. Projects
Make
Learn
Appraise

8. Evaluate to improve
Culture of Innovation
By measuring a company’s
culture of innovation we can
identify the strengths where
future initiatives may be
leveraged, as well as the
weakness to be corrected.
We use the InnoQuotient
methodology developed by
Jay Rao and Joe Weintraub
from Babson College.
1
Innovation system
We analyse the company’s
current innovation system
through interviews with the
people involved in its
processes and in-depth
analysis of the company’s
finished projects.
This analysis allows us to
identify areas of the system
to improve and plan suitable
improvements.
2
Processes and Tools
Any innovation system is a
set of processes and tools
that define a common
methodology among
different users.
By measuring their
performance we can quickly
and efficiently improve the
system.
3
A good innovation system
must pursue specific and
measurable results.
By identifying and
measuring these results we
can determine if our
innovation system is
“healthy” and if we are
heading in the direction
intended.
Results
4
A

9. Evaluate to improve
Culture of Innovation
 Culture of innovation
survey
 Strategic thinking
workshop
 Culture of innovation
results report
 Benchmarking
1
Innovation system
 Innovation system
analysis (including
processes, tools and
results)
 Innovation system design
 Innovation system
improvement
2
Processes and Tools
 Innovation processes
 Tools for innovation
 Systematising innovation
 Innovation management
software
3
 Innovation metrics:
- Participants
- Ideas
- Challenges
- Projects
- Resources used
- ROI
- Payback
- Time to market
- Qualitative…
 Innovation dashboard
Results
4
A

10. Evaluate to improve
Culture of Innovation
1
Innovation system
2
Processes and Tools
3
Results
4
A

11. Learning from…
People
Whether our company
targets the final consumer or
not, its success will always
depend on the people
involved in its value chain.
Having a thorough
understanding of how
people act in our business
allows us to improve and
prevent barriers that are
often not visible at first
glance.
Markets
Getting access to relevant
information about new
markets that we want to
target is no easy task. The
field needs to be thoroughly
explored and an
understanding of the drivers
and the rules of the game is
required.
If it is a known market, we
help you design a study plan
and to collect quality
information.
Opportunities
They say that there are seven
kinds of opportunities.
Knowing how to correctly
understand and define these
opportunities is key to
starting to innovate in the
right direction.
We can help you explore and
define the challenges your
company faces.
Having the best innovation
tools and methods is key. We
develop customised training
plans for innovation teams,
product development,
marketing, etc.
Design thinking, Lean start-
up, Customer development
and Agile PM are just a few
of the skills on the KIM
team.
Methods
L
5 6 7 8

12. Learning from…
People
 Ethnography
 Co-creation workshops
 In-depth interviews
 Customer journey
 Engagement
 Consumer trends
 Desk research
Markets
 Market studies by sector
 Technological studies
 Viability
 Interviews with experts
 Value chain analysis
 Market readiness
Opportunities
 Orthodoxies
 Needs
 Markets
 Megatrends
 New knowledge
 New technologies
 New perceptions
 Innovation management
 Lean start-up
 Customer development
 New business models
 Ethnography
 Design thinking
 Creativity
Methods
L
5 6 7 8

13. Learning from…
People
5
Markets
6
Opportunities
7
Methods
8
L

14. Make it happen
Projects
Innovation often involves an
extra workload that
companies must learn to
assimilate. To overcome this
first hurdle, we work hand in
hand with the company to
carry out highly complex
projects and ensure results
in a reasonable timeframe.
Events
Sharing innovation with the
rest of the company is
extremely important both
because of its infectiousness
and because it acknowledges
internal discipline.
We help with the design,
planning and execution of
innovation-related events.
Communication
One of the most important
tasks when dealing with
innovation is how it is
communicated (idea
campaigns, knowledge
management, innovation day,
defining challenges, open
innovation, mailings, intranet,
etc.).
We are experts in promoting
innovation projects in highly
technological environments.
The perfect execution of the
innovation process does not
always mean success: we
know that commercializing
innovation is one of the most
widespread difficulties
among businesses.
KIM is an expert in
knowledge transfer and can
help make your company’s
innovation more profitable.
Commercialization
M
9 10 11 12

15. Make it happen
Projects
 New products
 Service design
 New business models
 Implementation of
innovation systems
 Innovation campaigns
 Product development
Events
 Knowledge management
 Industry events
 Innovation awards
 Challenge launch
 Innovation hackathons
 Presentation of new
services
 Online/offline events
Communication
 Technology portfolio
design
 Innovation brochures
 Innovation newsletter
 Call for ideas campaigns
 Invitations to events
 Technology
commercialization
networks
 Contracts and licenses
 Negotiation
 Sale or session of
operation
Commercialization
M
9 10 11 12

16. Make it happen
Projects Events Communication Commercialization
M
9 10 11 12

17. Team

18. Rol:
Rol:
Ferran Sesplugues, Innovation Manager, manages KIM’s Innovation & Consultancy
Office. He is an Industrial Designer and has a postgraduate degree in Project
Management from the UPC. Specialising in Design Thinking and User-Centred
Innovation, he has worked as a Design Management Consultant since 2009. Ferran has
over 12 years of experience in design and innovation. He has worked for some of the
biggest Spanish design firms (Santa & Cole, Vilagrasa, Escofet, Estiluz, etc.) as a creator
and a product developer.
Team (I)
Carlos Álvarez, Marketing Director. Carlos has a Bachelor’s degree in Business
Administration from Georgetown University and a Master’s degree in Market Research
and Strategic Marketing from the Institut d'Etudes Politiques de Paris, Sciences Po. He is
a senior Technology Transfer consultant, specialised in ventures based on science and
technology.
Carlos gained his experience in the fields of strategic consulting and technology
management and since 2003 has been collaborating with companies, research centres,
public authorities and investors on improving the return on R&D investments.
• Technical management and
development of
methodologies and
deliverables
• Analysis of research results
• Senior consultant
• Business model advisor

19. Rol:
Rol:
Miquel Angel Perez, Marketing Manager, is a Telecommunications Engineer and has an
MBA from the UPC. He has over 15 years of experience in Marketing and Trade
Marketing in industrial and technology-based B2B markets. He is an expert in Spanish
research and innovation networks and has conducted research on innovation
methodologies and systems in order to ensure market acceptance and financial viability
of the operation. His experience includes leadership of the innovation unit at the Leitat
Technological Center, participation in European projects and conducting presentations
and studies on innovation management.
Team (II)
Andrea Marí, an Industrial Organization Engineer specialised in Industrial Management,
has participated in a range of creation and management programmes for technology-
based companies. She is also an Industrial Design Technical Engineer with a Master’s
degree in Graphic Design for Advertising. She has worked as an independent consultant
on seeking financing for companies, business development and innovation. Andrea
manages the KAA Knowledge Agents Alliance services from the Chamber of Commerce
of Madrid.
• Expert consultant on
process analysis
• Qualitative research
• Methodology validation
• Project Manager
• Technical research on
primary and secondary
sources

20. Rol:
Rol:
Francisco Velasco is Director of KIM-Madrid. Francisco is an Industrial Engineer with a
Master’s degree in Aerospace Materials Science from the University of Central Lancashire
(UK) and an MBA from the Open University Business School. Francisco began his career in
R&D project management in the UK, coordinating various technological projects,
establishing partnerships between companies and universities, leading the management of
a research laboratory and coordinating various technology transfer initiatives.
Team (III)
Antoni Paz is the Executive Director of KIM, Director of KIMinvest and Member of the
Design Research Innovation Board. He studied Agricultural and Food Industries Engineering
at the Polytechnic University of Catalonia and has a degree in Science and Food Technology
from the University of Barcelona as well as a MBA from EADA Business School. Antoni has
extensive professional experience in innovation and scientific management for
organisations in the private sector (companies, technology centres and business
associations) and the public sector (administrations and universities), providing services in
auditing, consulting and preparation, and coordination and management of R&D&i projects.
• Account Manager
• Overall coordination of
resources
• Supervisor
• Support in the strategic
design of the
innovation system.

21. References

22. Main references

23. Success Story (I)
Challenge
Improve innovation transfer and knowledge
management indicators by 100%.
Solution
 Reposition the Innovation Office and
knowledge management within the organisation.
 Identify new intangible assets.
 Optimise and improve existing processes.
Method
1. Innovation system and knowledge
management diagnosis.
2. Ethnographic research (interview).
3. Identification of areas for improvement.
4. Improvement plan.
5. Design and implementation of new tools.
The client
Large Spanish resources
and services
management company
with international reach.
11,000 employees.
Operating in 10 countries:
Spain, Chile, United
Kingdom, Mexico,
Colombia, Algeria, Peru,
Brazil, Turkey and United
States.
€1.956 billion in
turnover.
€15 million annual
investment in innovation.
€60 million return on
tech products.

24. Success Story (II)
Challenge
Crosscutting consolidation of a company’s internal
innovation culture with a strong orientation to the
market and results.
Solution
 Mapping of global knowledge in the strategic lines
of the company.
 Design, development and implementation of new
competitive intelligence tools based on information
technologies.
 Implementation of 10 good practices in innovation
processes over the next two years.
Method
1. Innovation system and knowledge management
diagnosis.
2. Workshops by business division.
3. Identification of areas for improvement.
4. Improvement plan.
5. Design and implementation of new tools.
The client
Large energy services
company.
17,000 employees.
Operating in 20 countries:
Spain, Colombia,
Argentina, Mexico, Brazil,
among others.
€5 billion EBITDA.
€45 billion asset
portfolio.
€4 million annual return
on non-tech innovation.

25. Success Story (III)
Challenge
Identify and evaluate intangible assets for
marketing in new sectors.
Solution
 Prioritising technology and innovation with the
greatest transfer potential.
Method
1. Analysis of the company’s technology portfolio.
2. Search for new applications.
3. Comparative study of target markets.
4. Expert assessment of priority technologies.
The client
Large manufacturer in the
automotive sector.
11,500 employees.
€6.5 billion turnover in
2013.
€2.6 billion in R&D&i
investment and spending.

26. Methods

27. Tools (I)
Ethnographic observation is a research method based on fieldwork, in which a large volume of information is collected
through interviews or conversations with people involved in a process or environment.
The result of the qualitative
interviews is a broad and
thorough understanding of the
motivations, gear shifters and
desires of a group of individuals
who share a culture and a way
of doing things.
This information can be used to
design services, processes and
products that are highly
“meaningful” for people who
will be involved in its
deployment, be it as users,
recipients or implementers.

28. Tools (II)
The Profile segmentation map is a tool that makes it possible to visually classify different company profiles depending on their
attitude at work and their attitude towards innovation.
The Profile segmentation map
identifies the actors who will be
involved in promoting the
culture of innovation within the
company.

29. Co-Creation recognises the
power of people and makes it
possible to extract innovative
concepts in the process. It also
expands the company’s ability
to take a close look at its offer
and capabilities, thereby
enabling it to take advantage
of opportunities for business and
for operational improvement
that might not be visible at first
glance.
Tools (III)
Co-creation is a technique that gets people involved in generating ideas together. Co-creating means that the company
and its stakeholders come together to design the experiential environment at every point of interaction in order to create
mutual value.

30. • Meet the user’s real needs (Consumer
Centric Innovation), which are difficult to
detect and translate objectively.
• Align new products/services with
consumer trends. Find new business
opportunities with different business
models.
• Set the company apart from the
competition. Add value in a different
way.
• Add value through technology. Become
difficult to copy and be competitive on
the basis of knowledge management
and innovation.
• Match new products/services with the
capabilities of the company and its
supplier networks.
Tools (IV)
With the ConceptLab® we can generate innovative concepts for new products, services and strategies through an exhaustive
study of people and how they interact with the market and its environment.
The research of emergent behaviours, the analysis of specific contexts and the detection of new market trends become core
strategies for identifying innovative concepts, that is, those concepts that manage to sustainably generate greater value
and socioeconomic impact for the company.

31. • Display ideas for business models in an
effective and agile way.
• Build and test viable business model
options.
• Evaluate opportunities and relationships
and select the best option with the
different stakeholders.
Tools (V)
The Business Model Canvas is a strategic management and venture methodology. It makes it possible to describe, design,
test, invent and improve the business model. It can also be used to design and generate business models collaboratively.

32. KIM Global©2015
Barcelona-Vigo-Madrid
Ferran Sesplugues
Area Manager. Innovation
fsesplugues@kimglobal.com
Tel. 0034 93 266 71 38
Venezuela, 103, 1ª planta - 08019 Barcelona
www.kimglobal.com
@KIM_global
Contact us