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Human capital as a drive for organizational innovation

Innovation must be the company's DNA, the engine of growth Innovation must be the company’s DNA, the engine of growth

According to the dictionary definition, innovate is “to change things by introducing novelties.” You can innovate by creating new things, ideas, methodologies or through continuous improvement. It is when a process and an opportunity for improvement is identified using the existing structure, and not only in the digital area but in all organizational areas. Thus, innovation is closely linked to curiosity: 88% of curious people have new ideas, although only 22% of people are curious in the workplace (according to Insead data). Curiosity is necessary to move companies forward. It is achieved by creating a conscious agenda from the highest level, in order to increase the curiosity of collaborators, allowing error and recognizing people who have the courage to leave the known and seek the new. However, a couple of considerations arise. The first is that often the profile of innovative people is not necessarily well seen within the more traditional organizational structures. The second is that the new generally awakens the feeling of resistance out of fear of the unknown.

However, to promote it, the focus of the business must be on innovation, prompting more and more people to take the risk of trying something new and questioning the status quo. Innovation must be the DNA of the company, the engine of growth. It is not only a priority of the new products department whose focus is on transformations, but it is transversal to all areas and to any company that wants to continue to play a role at the regional or international level.

Innovation is closely linked to curiosity: 88% of curious people have new ideas, although only 22% of people are curious in the workplace

Particularly from the HR or Human Capital areas, innovation is achieved by introducing new ways of working, seeking training with agile methodologies, being increasingly close to the business to provide solutions for leaders in a more consistent way, having a clear agenda and communication and transparent on this topic.

On the other hand, It must be understood that we cannot be innovative if we continue doing the same as 50 years ago. Many times there is a problem when in a team or group of people “the effect of common information” predominates. Normally everyone has the same information, so it is difficult to have a diversity of ideas. Groupthink goes towards more standard solutions, because they are sharing common patterns. In this case, a possible solution would be to bring totally different people to the team so that they can have access to different ways of thinking, look for new patterns and find what they do not have in common.

Many times the profile of innovative people is not necessarily well seen within the more traditional organizational structures

In relation to the roles in a company, people who innovate are needed at all organizational levels. Curious people who are able to find surprises daily in a positive way, looking for new patterns. Today, with certainty we find these roles in the area of ​​technology, of new products. But it is increasingly being seen that finance profiles with a focus on innovation are being sought. And beyond these positions in particular, companies are also looking for innovative profiles for the highest levels.

Thus, innovation became an imperative need for organizations to evolve and grow; Human resources and talent management professionals being those who have a lot to contribute towards this goal. Giving way to new approaches and methodologies. Innovating is something 100% human, that is why it is the management of Human Capital that must drive innovation in all areas of an organization.

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