InnovAction Program

Transcripción

InnovAction Program

Collaboration
Research
Networking
Spain
InnovAction Program
2010 Innovation Annual Report
A contribution to Accenture Global Innovation
Entrepreneurship
Experience
Passion
Development
Culture
Creativity
Innovation
Innovatie
イノベーション
革新
Naujovés
Innovasie
Innovacije
Nuálaíocht
Inovasi
Innovación
Inovácií
Innovasjon
Innovazzjoni Innovare
Инновации
Innovação 혁신
Arloesi
Innowacji Nysköpun
2 www.accenture.es
www.accenture.com
Risi
Yenilik
Καινοτομία
Innovazione
Inovací
Pagbabago
Иновација
Inoväcijas
Innovoinnin
Inovacija
Innovatsiooni
Nuálaíocht
Index Previous page
Next page
Contents
Spain Innovation Lead Message
4
1. Focusing on Innovation
6
2. Improving Business 14
3. Our People is Key
36
4. A Reference in Innovation
48
5. Forward Thinking
66
6. Playing Talent
73
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El blog de los consultores
InnovAction Program 3
Click here to view our video
InnovAction
Spain Innovation
Lead Message
Juan Pedro Moreno
Managing Director and
Spain Innovation Lead of
Accenture.
For some, innovation is synonymous
with invention, creation and ideas;
for many, it is research and the
development of products and new
services; for everyone, innovation is a
rather poorly defined term that
nevertheless evokes hopes and
dreams for our capacity to find new
paths toward progress, levers for the
development of a new production
model to enhance the position of our
economy; it is a need and an
obligation of those members of the
business community who define each
country’s economic model.
For Accenture, innovation is just one
gene in our DNA, in our cultural
characteristics and attributes that
differentiate us in the market. We
want innovation to manifest itself in
each and every one of our
professionals, while defining our
approaches and solutions for our
clients and with our industries.
4 www.accenture.com
This is how we define InnovAction, a
program dedicated to promoting the
development of this gene in
Accenture Spain. This first annual
report comprehensively describes all
of the program’s activities, initiatives
and results for 2010. In these pages,
we proudly recount the achievements
the program has amassed, in just a
short time, by means of creating an
ecosystem of sustainable innovation
that integrates both our employees
and our clients, as well as various
other stakeholders in society, such as
universities, researchers,
entrepreneurs, public bodies and
sources of financing.
At Accenture, we believe that
innovation is the process of creating
new ideas and solutions that can be
practically applied to achieve tangible
results for our clients and for our
professionals, but also—crucially—for
the society in which our activities are
carried out. This is the meaning
behind our name: INNOVA ACTION,
Index Previous page
our contribution, from Spain, to
Accenture’s global innovation
initiatives.
Only those ideas which are
developed, are made reality, and are
transformed into tangible results can
truly be called innovation. Innovation
initiatives are only relevant if they
contribute measurable, sustainable
value. For this reason, InnovAction
has defined three clear dimensions in
which the program aims to create
value and obtain measurable,
sustainable results:
•Creating and improving products
and services that help to create
value for our clients. This involves
conducting, in collaboration with
researchers and entrepreneurs, an
open-format variety of innovation
that is more immediate and
transferable to our clients, our
products and our services, with a
view to achieving tangible results
by applying this innovation in our
industries and with our clients,
while leveraging the latest
technological developments applied
to production processes in a variety
of sectors.
•Developing an open innovation
ecosystem that, through the
InnovAction program, links
universities, entrepreneurs and
public bodies to our clients, as well
as to the observatory from which
Accenture, as Spain’s leading
services company, observes the
evolution of opportunities and
needs in various sectors.
•And last but not least, supporting
our professionals and providing
incentives for their continuous
improvement, while ensuring that
Accenture channels their
innovation-related concerns, ideas
and initiatives for the benefit of
our clients and for the
professionals’ own development.
Indeed, this approach feeds the
innovative and entrepreneurial
nature that all of our professionals
must develop.
The report that I am now inviting you
to read takes an in-depth, detailed
look at these three aspects. This
report describes the past year’s
fascinating initiatives and ideas, as
well as their results; the cast of
companies with which we have
collaborated and the innovative
technologies with which we work;
and the keys to our very fruitful
relationship with Spain’s universities,
with which we have worked to build
bridges of collaboration like never
before. It is our hope that readers will
find themselves concerned or
interested in some of the ideas and
initiatives described in this report. As
a client, alumnus or professional of
Accenture, we invite you to join our
InnovAction ecosystem to make these
dreams a reality.
Next page
ambitious program, which enjoys the
resolute support of the entire
Accenture Spain organization. Now
entering its second year with an
impressive portfolio of
accomplishments already under its
belt, InnovAction has garnered
interest and recognition in the
market for its stable, sustainable
infrastructure of skills, initiatives and
ideas, poised to exponentially expand
the program’s impact in 2011. I hope
that this report will further stimulate
the innovation gene and inspire the
creation of new connections in our
ecosystem, thereby catalyzing the
pursuit of a great objective that we
all wish to achieve: productive
transformation and progress. I am
confident that this will be the case.
Starting with its cover, the report
incorporates the various faces of
innovation at Accenture: images of
our professionals, partners,
collaborators and sponsors convey
their pride at forming part of this
innovation ecosystem. Behind
innovation there always lie ideas and
the ability to put them into practice,
and behind these there are always
people, motivated and interested in
giving the best of themselves, always
pushing a little bit more—that extra
effort that transforms ideas into
reality. The faces, smiles and dreams
of these individuals are distributed
throughout this report, filling each
page with this spirit of open
innovation. These are the individual
faces of innovation in our clients, in
public bodies, in universities, and in
the more than two thousand
Accenture professionals who have
participated in this initiative. We
thank and congratulate each and
every one of them.
Finally, I want to encourage you to
discover the various aspects of this
1. Focusing on Innovation
Accenture is exploring new ways of contributing directly
to the economic and social development of Spain and
the world by means of a definitive economic resource:
InnovAction. This term is the combination of two
powerful words: Innovation (invention and application)
plus Action. This sounds natural in an organization
focused on finding new ways of doing things by means
of a continuous questioning process that leads from “No
way” to “Why not?”
InnovAction Program
8
Innovation Process
10
Main Results in Figures
11
Committed Organizations: Open Innovation
12
From left to right: Juan Pedro Moreno
Jubrias, Global Managing Director CAL
Excellence Program and Spain Innovation
Lead of Accenture.; Vicente Moreno,
Country Managing Director of Accenture
for Spain, Portugal, Africa and Israel and
David Cordero, Senior Executive at Financial
Services, Accenture.
6 www.accenture.com
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“Don’t tell people how to do things,
tell them and let them surprise you
with their results.”
George Patton
InnovAction Program
In times such as these,
marked by uncertainty and
change, it is more important
than ever to reexamine our
way of doing things and our
commitment to society.
If we wish to contribute to driving
change, we must not continue to do
the same thing in the same way. This is
why, at Accenture, we are exploring
new paths towards contributing
directly to the economic and social
development of Spain and the world
by means of a definitive economic
resource: InnovAction = Innovation
(invention + application) + Action. This
program fits perfectly with the
company’s philosophy of working
every day to generate differential value
8 www.accenture.es
that is sustainable over time for our
clients, employees, collaborators and
shareholders, as well as for society at
large. Innovation is the thermometer
we use to diagnose and improve the
efficacy of our processes, business
strategies, products and services, as
well as the way in which we relate to
our clients. We have achieved this
change in mindset by evolving from
“No way” to “Why not?”
boost their motivation, satisfaction
and, ultimately, performance.
• Environment: We reinforce
Accenture’s on-site work with
various elements of society—
universities, entrepreneurs, clients,
alumni, etc.—to promote an open,
sustainable innovation model.
The main objectives of this project fall
into three categories all equally
important and interrelated.
• Business: We work to broaden and
increase our business and that of
our collaborators by rolling out new
products and services and by
attracting new clients and partners.
• People: We aim to make
innovation second-nature to our
employees, thereby transforming
them into key players in—and
beneficiaries of—innovative
activity. By doing this we hope to
A sustainable ecosystem has been
generated as a complex interplay of
many levels of knowledge and actions;
it involves many people and exists over
a long period of time (multi-level, multiplayer, multi-period).
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Satisfac
tion
ni
Alum
Our Environment
r
ha
Patents
Others
Tesis
Tutorship
Business
Angels Program
Chair of
Innovation
IESE
UAM
Annual
Award
Infrastructure Mngt
Universities
Re
it
cru
Candidates
Madiva
Digital
Watermarks
Others
Radar
Function
BiText
on
AC France
Internationalization
Others
Agnitio
CEOE
Clients
Reve
Direct
Involved
Employees
orm
ati
Europa
Campus Party
Global
Assets
GEO
Innovation
Aqua
Mobile
Mash
Ups.
Mobility
AC Global
Innovation
DtE Experts
sf
Others
Proof
of Concepts
u
AC
Germany
ty
ral
Tra
n
ing
TeBM
rsi
Mid
Markets
Energy
Mngt
InnovAcción
Tech.
Labs
ve
Cu
lt
Entrepreneurship Program
Di
Site &
Newsletter
Tech
Cathedral
UPM
Media
on
Grapevine
Bottom
Up Program
Business
Schools
Our People
ati
All Spain AC
Employees
Creativity
Network
IE
tiv
e
manc
Medi
Professorship
& Students
Innovation
Champions
r
Perfo
a Imp
act
S
Mo
SPAI Council
Members
AGS
e
alu
V
e
Next page
nue
s
lio
rtfo
o
P
nt
Clie
Profitability
Our Business
From left to right: Laura Martínez Álvaro,
Senior Manager at Strategy, Accenture;
Teresa Domínguez, Senior Manager at
Technology, Accenture, and Carlos Gallego,
Senior Executive at Products, Accenture.
Innovation Process
The innovation process is based on the generation of ideas with
the intention of introducing an innovative product or service. The
process has seven phases:
Value
Go to Market
Further
Analysis of Information
Testing and Validation
Prototyping (Proof of Concept)
Planning
Analysis
Idea Generation
Idea
Idea Generation
Analysis
Ideas can come from various different
sources:
Ideas are reviewed and analyzed by a
committee of experts. Drawing on
their expertise and knowledge, these
experts select the ideas that are the
most innovative and whose technical
and economic viability best match our
expectations and those of our clients.
• Bottom-up innovation—employee
ideas—through the Accenture
Collaborative Innovation Solution,
commonly known as Grapevine (a
winemaking metaphor—seed, grape
and wine).
• Brainstorming by experts from
different DTEs (Business and
Knowledge Areas).
• Accenture Global innovation
network: Accenture Innovation Labs
(Chicago, Palo Alto, Bangalore and
Sophia Antipolis), Centers, and
Offerings.
• Innovation Marketplace: universities,
startups, R+D centers, technology
parks, seed capital companies, etc.
• Partners and entrepreneurs.
10 www.accenture.com
Planning
Once filtered and accepted by the
Spanish Council, each idea is assigned
to a Senior Executive responsible for
sponsoring and spearheading the
initiative. Additionally, a budget is
allocated and a team is assigned. This
team is responsible for the delivery of
the various phases: prototyping,
testing and validation.
Prototyping (Proof of Concept)
In this phase of the process, a proof
of concept is performed. This consists
in analyzing the details of the idea or
initiative to determine whether it has
potential. This phase includes the
following steps:
•
•
•
•
•
•
Business model definition
Business case creation
As-is and to-be definition
Gap analysis implementation
Technical solution analysis
Prototype construction
Testing and Validation
In this phase, the solution is tested
and validated by implementing a
pilot project with one or more clients
interested in the initiative.
Further Analysis of Information
Once the pilot project has been
completed successfully, the idea is
further analyzed, launched
commercially, and adopted as a
solution for the company’s current
and new clients.
Go to Market
The ultimate aim of the entire
process of developing an idea is to
penetrate the market by bringing the
idea to the rest of our potential
clients.
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Main Results in Figures
The program has generated a
significant present and future
value.
Figures show some of the
major achievements of the
InnovAction Program, which
has generated broad interest
both inside and outside the
organization.
It represents a
$20,000,000 market
9 Pilot projects with clients
38 Project proposals delivered
48 Clients involved
951 New contributions on Accenture Collaborative
Innovation Tool (Grapevine) as innovative ideas
3,777 Employees in the program
2 Universities involved
1 Study published by the UAM-Accenture Chair and
2 studies by the FTF (Future Trends Forum) of
Bankinter
15 Agreements signed with innovation companies
and groups of researchers
1 Agreement signed with a seed capital company
26 Innovation Champions and 36 employees trained
and certified in creativity
Projects submitted to apply for the Spanish
government’s innovation subsidies
Committed Organizations:
Open Innovation
The program is a complex ecosystem of relationships between
various organizations: clients, Public Administration, partners,
providers, universities and business schools.
From left to right: Jorge Burgos Solans, Director of the Dept. of Technological Innovation at
Caja Madrid; Amalia Fontán Yanes, Director of Strategy and Innovation at British Telecom; Luis
Alberto de la Cruz, Director of Strategy and Innovation at British Telecom; Javier Moure,
Director of Innovation at Banesto; Javier Carazo, Director of Innovation at NH Hoteles; and
Dennis Baartmans, Corporate Manager of Change Delivery at NH Hoteles.
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Organizations Involved
2. Improving Business
The third major component of InnovAction is our
business, without which the program would not make
any sense. To ensure its feasibility and continuity in the
organization, the InnovAction Program needs solid
financial results (direct or indirect). We channel our
exploratory nature into the identification of new paths
leading to business opportunities.
Marketplace
16
Value Services for a Mobile World
20
Improving Efficiency through Energy Management 24
Tackling Healthcare Challenges through eHealth
25
Internationalization of Spanish Companies
26
Integrating Services with Mashups 30
Protection and Security with Digital Watermarks 33
Leading through the Innovation Management
Office (IMO)
33
Automated Airborne Electricity Pole Inspections
34
Focus on Results
35
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“What makes the desert beautiful is
that somewhere it hides a well.”
Antoine de Saint–Exupéry
From left to right: Gemma García Jiménez,
Senior Manager at Products, Accenture;
Ramón Bustamante, Senior Executive at
Management Consulting, Accenture; Elena
Tedín, Senior Executive at Management
Consulting, Accenture; and Jesús Amores,
Senior Manager at Technology, Accenture.
Marketplace
In an open innovation model,
InnovAction not only feeds off
internal ideas but also
explores universities, startups,
business angels, seed capital
companies, R+D centers and
entrepreneurial ecosystem,
from which alliances emerge
with young companies that
provide new technologies
whose application in various
industrial sectors can be
analyzed.
Open Innovation
The idea is to develop a marketplace
that captures and comercializes
innovation generated mainly in Spain.
InnovAction has signed collaboration
agreements with the following
companies, and has already begun
business activity with some of them:
Actitud Creativa
Their mission is to create and provide
tools that develop a creative and
innovative aptitude and by doing so
differentiate on the market, and at
the same time increase the teams
and individuals level of commitment
and motivation.
Their tools and methodologies create a
new way of thinking, feeling and acting
when facing daily challenges, what
FOTO SHOPAHOLIC
allows their clients to find solutions
where earlier only there seemed to be
problems. Their team is formed by
professionals with experience both in
training and consultancy and in
managing positions. This real
experience allows them to have a depth
business situation understanding of
every group and to adapt their actions
so that they obtain better results. They
have international certifications that
endorse their work and knowledge, and
that differentiate the quality of their
work.
AquaMobile
AquaMobile is focused on the
deployment of technology solutions
that bridge the gap between the
physical and digital worlds, thus
Index Previous page
unfolding a brand new set of
experiences in entertainment, access
to information and multimedia
content, and the implementation of
reliable systems for protecting
intellectual property rights and
confidential information.
AquaMobile’s interactive solutions,
especially its flagship product CLIC2C,
are enabling mobile phone users to
interact with their traditional physical
environment by emulating the
experience of online content access,
search and discovery. Printed ads,
product packaging, merchandising
items… they all become interactive,
and related enriched information
(audio, video, text) is served to the
users’ mobile screens.
Artificial Solutions
Artificial Solutions develops and
implements software-as-a-servicebased virtual assistants that allow
intelligent conversations to be held
between people and computers in
21 different languages across
multiple channels including the
web, mobile devices (e.g.
smartphones), SMS, email, social
networks and live chat. Utilizing its
natural language interaction
technology, Artificial Solutions
helps organizations improve
customer experience and reduce
the cost of online queries. With
its development center in
Stockholm and offices in Sweden,
Spain, the UK, Italy, France,
Slovenia, Germany, Denmark,
Japan and the Netherlands, its
employees represent 30
nationalities. For more information,
visit www.artificial-solutions.com
Bitext
Bitext offers text-mining tools based
on morphological, syntactic and
semantic analysis to identify names,
concepts, facts, relationships
between people, ideas, and trends.
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It offers a natural-language
interface that is simple, intuitive and
can be integrated with any
information-management system,
search engine or database.
Bitext is compatible with any
platform or architecture.
It is the ideal complement to any
application that handles text:
business intelligence, media
monitoring (press clipping),
automatic e-mail management,
automated e-mail distribution and
reply, and more.
DocOnYou: Universal Invoicing
Network
DocOnYou is the first universal
invoicing network for administrative
staff and SMEs. With this new way of
working, users can share, chat, archive,
validate and connect everything related
to their business documents (invoices,
orders, payrolls, contracts, etc.).
From left to right: Antonio Valderrábanos,
CEO of Bitext; Clara Jiménez, Senior
Manager Responsible for the InnovAction
Program, Accenture; Catalina de Soto,
Manager at Financial Services, Accenture;
and William Weber, CEO of Market Experts.
Designed for management teams,
accountants, chief executives and all
those involved in the documentexchange and invoicing processes with
customers and suppliers, DocOnYou is a
friendly way to connect with business
partners while creating, maintaining
and growing the business contacts
ecosystem.
The DocOnYou solution ecosystem
will be rounded out by a special
edition for large organizations called
DocOnYou Enterprise, which will be
launched in September as a SaaS
platform in beta 1
GDI – LifeSize
GDI through LifeSize technology
enables real-time telepresence
sessions, with data being recorded
automatically. The content is
displayed on a website where users
can view the live session, with the
option for the content to be
downloaded.
Recent studies indicate that, by 2014,
video will account for 91% of
Internet traffic. This claim reflects a
new dimension in the use of digital
media at home. It can therefore be
argued that the introduction of
“low-cost telepresence” in the homes
of teleworkers and professional
participants in the global economy
will become an indisputable fact.
Grammata
Grammata is a company that was
founded in Granada in 2002 with
100% Spanish capital. Since 2006, it
has aimed to design and market
e-book readers and content. One of
Grammata’s goals is to develop a
quality reading experience using an
electronic format. The company offers
products such as Papyre through its
website, department stores,
electronics distribution channels and
bookstores. The Papyre is an e-reader,
a device whose main function is to
reproduce electronic documents
(books, newspapers, magazines, etc.),
offering optimum quality to make the
reading experience as enjoyable as on
traditional paper.
LexisNexis - Observintel
Observintel is dedicated to
distributing LexisNexis solutions,
providing international firms with the
best content, technology and
analytical solutions in order to
optimize information monitoring and
manager decision-making.
LexisNexis is a leading global provider
of content-enabled workflow
solutions designed specifically for
professionals in the legal, riskmanagement, corporate, government,
law-enforcement, accounting and
academic markets. LexisNexis
originally pioneered online
information with its Lexis® and
Nexis® services. LexisNexis serves
customers in more than 100
countries with 18,000 employees
worldwide. Because of its significant
role in the integration of content and
technology, LexisNexis is in a unique
position to unite proprietary brands,
advanced web technologies, premium
information sources, major legal
titles, top-tier news publications,
etc. Across the globe, LexisNexis
provides customers with access to
five billion searchable documents
from more than 40,000 legal, news
and business sources.
The LexisNexis® Analytics mediamonitoring solution provides realtime financial, scientific, technical
and legal intelligence to help
organizations better understand their
markets and competitors, and to
boost competitiveness. The company
offers a range of solutions using
state-of-the-art software and
technology, a team of dedicated
experts, and access to all information
sources. Its monitoring solutions are
modular and adaptable to meet each
customer’s exact needs.
Madiva
The automatic asset-appraisal service
provides financial institutions with an
efficient, objective asset-appraisal
model through the use of technology,
thereby facilitating compliance with
the Basel II rules. The asset-appraisal
service relies on a proven, reliable
solution, built on technology mashups, that has extensive asset-appraisal
credentials. It uses statistical software
to evaluate and discard data, and so
expresses the information with high
precision. The accuracy of the
information is expressed by means of
stars in the search results: the greater
the number of stars, the more reliable
the result.
Madiva’s method is as follows:
• Public information is collected from
relevant sources.
• Geographical location of the
property is determined.
• Market analysis of comparable
properties is carried out.
• Automatic appraisal is carried out
by objective comparison of the
property.
• Automatic assessment of clients is
carried out.
• Portfolio is geopositioned,
incorporating additional
functionality.
Market Experts
Market Experts has made alliances
with strategic Israeli partners to
deliver innovative, efficient and
cost-effective solutions, such as:
Intellinx: End-user surveillance
solutions for detecting and
preventing enterprise fraud.
GlooqPro: Innovative technological
development for embedding
advertising in the corporate emails
that organizations generate daily.
GlooqOrg: Allows MS Office™ to
improve internal communications by
implementing an information bar
containing current information in
real time that has been extracted
from numerous sources inside and
outside of the company.
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RecoverGuard: Software tool that
mitigates risk by monitoring highavailability and disaster-recovery
environments and identifying threats,
vulnerabilities and gaps in data
protection and availability before a
failover occurs.
ConicIT: Expert system for Z/OS
performance monitors that provides
advanced, automated mainframe
capacity monitoring, first-fault
problem resolution, and detailed
problem analysis and alerts.
Speed Up Solutions
Speed Up Solutions, a spin-off of the
ETSI School of Telecommunications, is
an engineering company dedicated to
the application of acceleration
software.
The company offers plug-and-play
solutions that use its own
methodology and technology, while
acting on programmable hardware
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(FPGA). The sectors in which this
technology can potentially be applied
are finance, defense, health, earth
sciences and bioinformatics. It has
already been applied in the following:
•
•
•
•
•
Financial simulations.
Real-time medical applications.
Weather forecasts.
Bioinformatics applications.
Aerodynamic and geophysical
simulations.
TeBM
TeBM is a spin-off of two different
departments of the UPM School of
Aeronautical Engineering: Aerospace
Propulsion and Applied Mathematics.
TeBM repairs, completes and models
databases that have an industrial
origin or which come from a sector
where databases obey some kind of
pattern.
“Innovation is the specific instrument
of entrepreneurship…the act that
endows resources with a new capacity
to create wealth.”
Peter Drucker
Value Services
for a Mobile World
Sponsored by Inés Guzmán (Accenture Senior Executive of
Communications and High-Tech), this mobility program aims to
convert innovation into an engine for income growth, to
capitalize on the potential of mobility.
The services planned for the program and now under
development are described below.
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Rosalía Simón, Senior Manager at
Communications & High Tech, Accenture.
Mobility Center
Mobile Ticketing
Mobile Banking
This service focuses on the creation
of a center for the SPAI region (Spain,
Portugal, Africa and Israel) devoted to
innovation and mobility, with four
main objectives:
At the core of this service is the
development of a mobile solution for
sale of tickets for hotels, transportation
and the entertainment industry.
This involves developing a shared
mobile banking platform that
provides small and medium-sized
banks with mobile banking solutions
available for multiple devices in a
managed-services fashion.
• Showcase mobile solutions and
concepts.
During 2010, business activities were
undertaken with a passenger and freight
rail transport operator and a Spanish
hotel chain.
• Streamline and automate our
pre-sale process.
• Locate and perfect innovative
value proposals by involving
technology partners.
• Attract, retain and support talent.
“What is essential is invisible
to the eye.”
Antoine de Saint-Exupéry
In 2010, business activities were
undertaken with five major Spanish
financial institutions.
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Mobile Payments
This service involves the development
of a mobile payment solution for
retail clients.
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Content
Management for
Education
The aim of this initiative is to develop a
supply of e-books for education based
on an integrated content-management
solution involving an e-reader.
Two meetings have taken place with a
Spanish University to present our point
of view regarding high performance in
education, as well as on technologies
such as mobility, e-readers, campus TV
and e-presence (office communication,
telepresence, etc.).
For the coming year, business actions
have been planned for other educational
institutions.
M2M Platform
Within this project, Accenture seeks
to develop an M2M services solution
managed in alliance with a leading
telecommunication operator.
Accenture is developing a pilot with
this operator in the areas of Global
Innovation and Global Products &
Services Development in order to
seize the opportunities presented by
M2M technologies.
The operator is preparing to launch a
global M2M service. The service is
aimed at global multinational
companies in the B2B and B2B2C
sphere.
definition of the business model and
of the operator’s role in the value
chain, definition of the technical
solution, and identification of
partners’ strategy (device
manufacturers, systems integrators
and software providers).
The contribution of Accenture’s
InnovAction Program is to initiate a
pilot with this operator in order to
help guide the aforementioned
definitions.
To prepare for this launch, several
decisions needed to be made:
validation of the addressable market,
Improving Efficiency through
Energy Management
The idea pursued by this initiative, sponsored by Ignacio Sánchez
Serrano (Accenture Senior Executive of Resources), is to create a
center specialized in providing energy-management services
targeting clients that have a large number of centers (offices,
workplaces, etc.) and a high level of consumption. This service
was initially conceived for banks, with their networks of branches,
but it can be extended to other sectors.
Opportunities for
Savings
In this energy-management model,
electronic consumption information
stored in accounts is remotely
retrieved every 15 minutes. This
information is later analyzed in order
to identify opportunities for savings.
It is a high-profitability project: with
a minor initial investment, clients can
save 20-30%.
The areas of energy savings are as
follows:
• Contracting: optimization of
electrical contracts.
• Invoicing: verification of the
amount invoiced by electric
companies and avoidance of
mistakes due to incorrect
programming of accounts.
• Efficiency: identification of
inefficiencies in consumption due
to operating inefficiencies (i.e. air
conditioning left on for the entire
weekend) or structural
inefficiencies (i.e. replace the
current light system with a more
efficient one, incorporate
cogeneration, etc.).
Business Impact
The energy efficiency and savings
offered by this initiative have aroused
great interest among our clients.
The importance of undertaking
actions to address these aims is
reflected in the good results achieved
in this area.
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Tackling Healthcare Challenges
through eHealth
Within the framework of this initiative, sponsored by Albert Siré
(Accenture Senior Executive of Health & Public Services), in 2008
Accenture started collaborating with a Spanish hospital and the
regional Department of Health of the area in which it operates to
develop a project aimed integrating care levels within regional new
health-management model, which decentralizes healthcare into
different health territories.
As a result of this collaboration, this
hospital has asked Accenture to
“formally participate” in its chronic
healthcare business as a strategic
partner in:
• Formulating strategic collaboration
with the Department of Health.
A New Business
Model
This major Spanish hospital and
Accenture are currently in
negotiations to create a new business
model based on the supply of
management, technological and
outsourcing consultancy services.
These services would be oriented
towards implementing solutions that
permit integrated, predictive health
management aimed at improving the
efficiency and effectiveness of the
treatment of illnesses, reducing the
effects of chronic illnesses and
promoting self-treatment attitudes.
• Professionalizing the business
plan.
• Supplying specific services
according to the operational
model defined.
• Supporting negotiations for
possible capital increases (homedevice companies).
• Actively promoting opportunities
in the Spanish healthcare system.
This business model will be
implemented progressively, in
accordance with the business plan
currently under development.
As a starting point, the feasibility of
the plan is based on the
implementation of a pilot involving
the protected population of the
hospital itself, within the scope of
patients with chronic obstructive
pulmonary disease (COPD).
Internationalization of
Spanish Companies
The globalization process is entering a new phase. Traditionally,
globalization meant that business expanded from developed
economies to emerging ones. Today, however, the process flows
in both directions, and emerging economies are gaining ground
from developed countries. Experts say that emerging economies
are likely to overtake the developed countries within the next two
decades.
Spain’s Challenge
In this context, Spain faces the
challenge of competing in an
increasingly global and multi-polar
marketplace. Companies must cope,
on the one hand, with a
circumstantial decrease in internal
demand due to the crisis and, on the
other, with the reduction of talent
and medium-term consumption due
to the aging of the population. In
view of this dual circumstance,
companies should prioritize
internationalization and conquest of
new consumers in emerging
countries.
Unfortunately, internationalization
has not been a priority for Spanish
companies in recent years. The
sustained growth of Spanish
consumption has been sufficient to
generate positive results for the
country’s companies. Private
consumption and construction
(dwellings and public works) have
driven domestic spending in a
context of favorable financial
conditions and job growth. But new,
unfavorable market conditions are
likely to force Spanish companies to
find business beyond their borders in
the short and medium term.
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Attractive Emerging Countries
For companies in the
internationalization process,
emerging countries are highly
attractive given their high anticipated
future growth (more than 20%) and
their interest in rising to the same
level as developed countries; these
factors foster a favorable business
climate. Specifically, one emerging
market that has yet to be exploited is
Africa, a region whose development
will require the importation of goods
and services of all sorts. Low costs
likewise make exportation or
production a viable option. The
growing interest of European
governments is favoring the
establishment of bilateral and
multilateral agreements, which in
turn endow trade agreements with
security.
Given the maturity of the market in
the EU, in the search for new markets
Africa emerges as a real business
opportunity. At present, the continent
is a political and commercial priority
for Spain’s foreign affairs (2009-2010
Africa Plan).
In 2008, Spain was fourth in Europe
in terms of volume of exports, rising
one notch with respect to 2007. This
suggests growing interest in Africa,
as well as the accumulation of
experience that will help to increase
such exports. Most exports from the
EU to Africa consist of capital goods,
mainly machinery for industry and
public works, as well as electric
machinery.
bilateral and multilateral agreements
with several countries, increasing the
presence of embassies and
consulates, and providing the
business community with assistance.
The internationalization of Spanish
companies will doubtlessly be a
complex process leading through
uncharted territory. This will open up
new business opportunities for
companies that, like Accenture, guide
their clients through the
materialization and implementation
of their strategic decisions.
The government of Spain is
intensifying negotiations and
diplomacy with Africa, establishing
Value Proposal for Spanish Companies
The main purpose of the service for
aiding the internationalization of
companies, sponsored by Juan Pablo
García Galardi (Accenture Senior
Executive of Financial Services), is to
collaborate with Spanish companies
that wish to expand their businesses
internationally. The value proposal is:
• Generation of value for companies
whose strategic purpose includes
increasing and internationally
developing their trade and
business relations; seeking
strategic alliances abroad; and
establishing themselves and
operating in other countries.
• Collaboration on the company’s
internationalization process by
offering a comprehensive
end-to-end service.
Therefore, our service offers:
• Provision of comprehensive
support to avoid the obstacles
characteristic of new geographic,
cultural, bureaucratic and
commercial scenarios.
• Support for the
internationalization process,
minimizing times and risks at the
start of operations through a
shared-risk approach.
• Assistance in the creation of a
network of contacts and strategic
alliances in the host country.
• The detection of new trade
opportunities for companies and
the generation of added value for
the business, taking advantage of
Accenture’s international
experience and know-how.
• Collaboration throughout the
entire process in studying,
defining, executing and monitoring
the business and marketing plan.
Research
Positioning strategy
Commercial
action plan
Identification
of clients
Contracting
Support for All Phases
Accenture accompanies and collaborates
with the company throughout all
phases of its internationalization
process, offering consultancy and
support by means of a broad portfolio
of services, including:
• Research: we provide socioeconomic
reports on the host country or
countries, perform market studies,
and identify the local opportunities
and threats.
• Positioning strategy: we assist in
defining the strategy, analyzing the
market (suppliers, competitors, clients,
substitute products), and determining
the necessary level of resources
(human, material and financial).
• Identification of clients: we perform
an analysis of clients’ behavior,
followed by the segmentation and
evaluation of the most appropriate
ones, and manage the
establishment of contact with them.
• Commercial action plan: we
provide support in defining and
starting up a commercial action
plan, providing advice on aspects
such as dimensioning and defining
distribution and marketing
channels.
• Contracting: we assist in the
process of contracting or
generating contractual agreements,
as well as in the formal signing of
agreements.
• Operations management: we
perform monitoring, management,
action and reporting tasks.
• Agents, local contacts, partners: we
facilitate access to the contact
networks necessary in the host
country (clients, suppliers,
institutions and business
organizations).
• Establishment in the country: we
supply support services in the host
country, including legal counsel,
human-resources management,
technology services, and facilities
and services.
• Evolution in the country: we provide
support and consultancy in the
strategic and operational growth of
the business, either for expansion or
for a shift from commercialization
to establishment in the host country.
• Management of the
internationalization program: we
assist in everything related to
efficiently and satisfactorily
maintaining and managing the
international business plan.
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Operations
management
Establishment
Next page
Agents,
local contacts,
partners
Evolution
Internationalization program
Nigeria Event
Since the launch of this initiative,
conversations have begun with the
Spanish Confederation of Employers’
Organizations (CEOE) to collaborate
on its development. In January, a
C-level event was held on business
opportunities in Nigeria for Spanish
companies. During this meeting,
chaired by the Vice President of the
CEOE, the Nigerian Minister of
National Planning described the
investment opportunities in the
country, with special emphasis on the
agroindustrial sector. In his remarks
on the infrastructure industry, the
Minister focused on the opportunities
in the port and railway sectors.
After the Accenture representatives
described their activities and the
services they offer to Spanish
companies in Nigeria, the Spanish
Director-General of Trade and
Investments closed the meeting by
declaring that a slight increase had
been detected in the presence of
Spanish companies in Nigeria. If
maintained, this trend could prove
to be crucial, considering Spain’s
scarce presence in a country with
which it has an enormous trade
deficit due to imports of crude oil
and liquefied gas.
This event was attended by 110
people from the CEOE, Accenture,
and various companies interested in
expanding their businesses into
Nigeria (see Appendix).
The Nigeria event generated high
value for our business in terms of
clients.
Integrating Services with Mashups
A mashup is a web application
that combines two or more
different services to provide a
new integrated service. The
content used in mashup
applications is generally
obtained via public APIs or
other methods of exchanging
information.
This business setting is a compilation
of internal systems and external tools
that support multiple processes of
formal and informal businesses for
each user.
Mashup technology offers
institutions the possibility of
updating their current systems with
external solutions, productivity tools
and business processes.
Accenture is developing solutions
utilizing mashup technology that
combine the application of internal
and external sources in order to
improve the results of financial
institutions’ business strategies and
create new value spaces. The
sponsors of this initiative are Ramón
Bustamante and Miguel Montáñez
(Accenture Senior Executives of
Financial Services).
Accenture has partnered with Madiva
Solutions (the corporate owner of the
software) to offer the service under a
SaaS (Software as a Service) model in
which clients pay only for usage. The
technology infrastructure, operational
support, security and data protection,
and backup mechanisms are
supported by Accenture and Madiva.
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Improving Business Results
The applications and solutions
for improving business results
proposed by Accenture, and
based on Madiva software, focus
on five main areas with the aim
of contributing maximum
efficiency.
Appraisal of Real-Estate Assets
The automatic asset-appraisal service
uses technology to provide financial
institutions with an efficient and
objective model for appraising assets,
in order to facilitate compliance with
the BIS III framework. It likewise
provides the institution with tools
that complement current appraisal
processes and establish the basis for
incorporating future functions based
on geopositioning.
Income Estimation Service
The income estimation service
provides financial institutions with a
tool for calculating the estimated
income of its clients based on their
address of residence.
To improve business results, the
income estimation service offers the
following applications:
• Income estimation for difficult-toestimate groups. Estimation of
income level of clients to which
the institution has applied a
less-reliable method or of groups
that are difficult to estimate (i.e.
the self-employed and clients
without strong ties to the
institution) and therefore have a
long history of cross-selling.
• Formulation of differential plans.
Estimation of income level at the
moment of client recruitment in
order to formulate a differential
welcome plan on the basis of
income level.
• Preparation of business campaigns
targeting non-clients. Estimation
of income level of business
campaigns directed at non-clients
in order to better segment the
target public, reduce campaign
costs and improve success ratios.
• Identification of potential clients
and their income level in the area
of influence of an office (a
business management tool for
non-clients could be developed for
a particular office).
Appraisal of High-Value Client
Portfolios
The real-estate portfolio appraisal
service for high-value clients provides
financial institutions with a tool for
calculating a client’s portfolio, which
can help improve the performance of
business and investment actions. This
service offers the following benefits:
• Comprehensive client
management: creation of a
comprehensive management
service for private banking clients,
incorporating the appraisal of
their real-estate assets into the
management of their estate. This
increases knowledge about the
client, his or her relationships, the
portfolio under management and
the possibility of cross-selling
insurance and real-estate services.
• Improve sales of home insurance:
identifying clients with inadequate
or nonexistent home insurance
coverage who may be open to an
offer because they are paying
more than they should.
Online Property Appraisal
This service provides financial
institutions with a tool for appraising
properties upon request by an end
client at a lower cost as compared to
traditional appraisals. The key benefit is
the added value for the client through
the creation of a new service of value.
The service can be incorporated into
the client’s global position, as well as
into associated real-estate
management services.
This service would:
• Increase knowledge about clients
by informing the institution about
the various properties they own,
which makes it possible to
estimate a client’s net worth with
greater certainty.
• Enhance links with clients by
providing a service of value unlike
those offered by other entities.
• Increase opportunities for crossselling associated with the
possession of property: home
insurance, direct billing, services
associated with the buying or
selling of real estate. This allows
the institution to better manage
resources and credit investments
by being at the center of the
decision.
The appraisal of high-value client
portfolios is a service developed
using mashup technology that is
proven and widely trusted. At
present, six pilots of the solution are
underway at Spanish financial
institutions. In addition, a financial
proposal has been delivered to more
than 15 Spanish financial institutions
(banks and insurance companies), as
well as to one consumer-goods
company. Plans call for the service to
be presented to more than 20
financial institutions.
Proven and Trusted
All of the services and solutions
described above are developed with
mashup technology using Madiva’s
software.
“Anyone who has never made a
mistake has never tried anything
new.”
Albert Einstein
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Protection and Security with Digital
Watermarks
A digital watermark is an
identification code that is inserted
directly in the content of a digital
file, such as a document, image,
audio, video, etc. The code is a
group of bits containing
information on the intellectual
property of the digital subject being
processed, such as copyrights, for
example. The purpose is to publicize
the illegal use of a particular digital
service by an unauthorized user and
to provide an instrument for
protection against fraudulent
activities.
high value for our business in terms
of client relationships.
• The use of watermarks for
traceability, fraud detection and
e-marketing.
Accenture has partnered with
AquaMobile (the corporate owner of
the solution).
• The use of watermarks in bank
checks.
The main projects of this initiative
are:
• The use of watermarks in meal
checks.
• The use of watermarks in
automobile license plates for
security reasons.
• SecurePDF, a document-security
tool.
This initiative, sponsored by David
Cordero (Accenture Senior Executive
of Financial Services), has generated
Leading through the Innovation
Management Office (IMO)
One offer defined as part of the
InnovAction Program was the
Innovation Management Office (IMO):
a specific model of the leadership,
the management and the operation
of innovation in an organization. It is
being sponsored by Clara Jiménez
Piñar (Senior Manager Responsible
for the InnovAction Program).
• Resources: One company in
Portugal.
• Telcoms: Two companies.
• Hotels and transportation: One
organization.
• Public services: Three
organizations.
Business activity has been developed
for the following industries and
clients:
• Banking: Two institutions.
• Insurance: Four institutions.
“It is better to know some of the
questions than all of the answers.”
James Thurber
Automated Airbone Electricity Pole
Inspections
Sponsored by Guillermo Viguera
(Accenture Senior Executive of
Resources), this idea consists in
developing an accurate and reliable
system for the automatic inspection
of power-line networks and
infrastructure.
Power lines require supervision with
frecuency requirements and specific
data collection in order to ensure
integrity and safety, monitor and
optimize performance, and minimize
maintenance costs and intervention
time.
The project requires a system for
integrating existing and available
technologies, some mature and
others emerging:
• Development of high-definition
digital cameras and gyro
stabilization systems.
• Development of image correlation
software.
• Development of software for
image analysis and comparison.
• Development of automatic image
discrepancy detection devices and
checkpoints.
There is currently a very large
potential market for this initiative,
since the problem it addresses is
widespread in most countries.
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Focus on Results
In addition to the good business results derived from initiatives
implemented in 2010, new tax credits and grants for innovation
have been obtained in Spain. There will be two main types of
financial aid:
• Tax credits on R&D+i projects.
• Subsidies: Avanza (Ministry of Industry) obtained in 2009.
This financial support has been managed by Ana Belén Abad
(Manager of Finance at Accenture).
3. Our People is Key
The InnovAction Program’s key objective is to make the
ability and desire to innovate second-nature to all of our
professionals, ultimately causing a cultural change along
these lines. The philosophy behind the program is that
each and every person in the organization, from Junior
Programmers to Senior Executives, can and should
innovate. This involves a paradigm shift in which
innovation, no longer a privilege accorded only to
isolated cells in the organization, becomes democratized,
spreading throughout the organization and becoming an
asset of and for all Accenture employees, and then, really
changing our DNA.
Bottom-Up InnovAction Program
38
Main Roles of Innovation
42
Developing Creativity
44
From top to bottom and from left to right
at the side page: María Vinas Arévalo; Ángel
Luis García; Francisco Martínez; Alejandro
González; David Leiva; Diego Alarcón;
Simon Aboud; Andrés Bernad; Adolfo
Rodero; Alberto Bellido; Patricia Fernández;
Emilio López; Samira Aidouni; José Enrique
García; Jose Ramón Cabrejas; Manuel
Núñez; Isabel Camarero; María Mellado;
Juan Antonio García; Jesús Castizo; Eva
López Suárez; Gotzon Alberdi; Natalia
Durán y Jose Luis García.
www.accenture.com
36
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“Man is a social
creature, and to
get aroused, his
intelligence
needs the
buzzing of the
hive.”
Santiago Ramón y
Cajal
In April 2009, the Bottom-Up InnovAction Program became the
first initiative launched as part of InnovAction initiative. The
initiative aims to get everyone in the organization, regardless of
their business area or hierarchy level, to come up with ideas. This
is how Bottom-Up InnovAction was born: trusting in the ability
of our professionals to generate innovative ideas, and seeking to
use them as a vehicle to facilitate the materialization of those
ideas. The program turns our employees’ innovative ability into a
tool for progressing and solving the challenges posed by the
economy and by clients, as well as for the development of our
professionals.
In the Bottom-Up InnovAction
Program, ideas are defined in
terms of local and global
business concerns. Decisions
about each particular issue or
seed are made by the Bottom-Up
InnovAction Committee, the DTE
Experts Committee, the
Innovation Lead and the
Innovation Manager.
Areas of Idea Generation
In the Bottom-Up InnovAction
Program, innovative ideas are
generated in three different and very
broad areas: the creation of new
products and services, the
optimization of internal processes
and the improvement of Accenture as
a workplace.
The purpose of the first area, the
creation of new products and
services, is to reinforce our sales
agenda, broaden our portfolio to
include new products and services,
attract new clients and increase
profitability.
The second area involves improving
Accenture’s internal processes in
terms of quality and efficiency.
Internal communication and training
are just two of the processes targeted
by this pooling of innovative ideas
for improvement.
Innovation in the third area focuses
on improving Accenture as a
workplace, involves generating ideas
on how to assist Accenture
employees in reconciling their
personal and professional lives, in
improving professionally, and so on.
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Areas in which Ideas were Developed
• Mobile application and interface surface competition.
• New products and services: banking and insurance.
• New products and services: public authorities, health.
• New products and services: talent and organizational performance.
• New products and services: other.
• Internal processes: innovation.
• Internal processes: sales.
• People: training.
• Other seeds: make us a proposal.
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R o be rt A dle r life be li k e t od a y if
wh o ca lled his h a d li st e n ed t o t h o s e
co nt ro l, a u s e inve ntio n, t h e re m ot e
le ss co nve n ie n
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,
co m m itt ed t o we ’re
W h at a bout y y ou r id ea s.
ou?
www.a cce nt u
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Scouting for Ideas: our Employees Speak Up
As an organization, we were able to
bring in an outstanding 951 new
ideas during 2010.
A significant 36% of the ideas our
employees suggested were regarding
the innovation of products and
services, followed by 30% on mobile
applications and MS-surface
interfaces.
Another 12% dealt with ideas to
rethink internal procedures, 8% on
human capital matters (specifically
training issues) and 14% were
grouped as miscellaneous.
What kind of ideas surfaced in
relation to products and services?
Just over 40% of the proposals were
concerning the Banking, Capital
Markets & Insurance industry,
followed by around 26% from Health
& Public Services, 25% from Cross
industry and, 9% from Talent &
Organization Performance Services.
On the subject of rethinking internal
procedures, 11% of the ideas tackled
different ways to improve our
innovation program (InnovAction).
A large amount of these ideas have
been implemented through proofs of
concept and real projects, mainly in
our programs related to mobility and
eHealth.
Idea Selection Process
To guarantee the sustainability
of the Bottom-Up InnovAction
Program, emphasis was
consistently placed on the
ultimate objective of the
initiative: the implementation of
the best ideas.
If participants perceive that their
ideas are not being launched, their
participation will not last over time.
Starting from this premise, we
created a Bottom-Up InnovAction
Committee, comprising
representatives of all industries and
lines of service, entrusted with
selecting the best ideas. These ideas
are then sent to the Country Council;
if approved, they are allocated a
budget for the first phase: proof of
concept. The professionals who
contributed to the idea are invited to
form part of the team.
The idea selection process is
described to employees as an “idea
competition,” in which the generators
of ideas receive a symbolic reward
(the opportunity to participate in an
unforgettable experience) but the
main reward is the chance to
participate in the projects to
implement the selected ideas.
Additionally, the main contributors to
the initiative are designated as
Innovation Champions.
This internal communication plan
included various scheduled
communication actions that used
several different channels, both
offline (i.e. signs, etc.) and online, (i.e.
SMS, e-cards, videos, etc.). The
strategic importance of the
InnovAction Program was conveyed
by incorporating communications
into relevant events such as the
half-yearly webcast in which Vicente
Moreno shares the company’s results
with all of the employees. In fact, this
communication plan targeted all of
Accenture’s employees: from the
most recent hires, who had already
learned about the program in the
orientation course, to Senior
Executives.
Accenture Collaborative Innovation
Solution (ACIS), commonly known as
Grapevine, an online tool for
channeling ideas. This tool operates
in a true Web 2.0 style by enabling
professionals to share, enhance and
vote for ideas at any time and from
anywhere. It provides a secure
environment that is reminiscent of
the forums that abound on the
Internet, thus conveying the
dynamism and originality of the
InnovAction Program to our
professionals.
Support Elements
One critical element that has
driven the success of the
from its inception is the
availability of an internal
communication plan. Since
participation in this initiative is
voluntary, it was essential to
inform and motivate all
professionals in the organization
to share their enthusiasm and
contribute to the program.
Another element that was launched
to support the Bottom-Up
InnovAction Program was the
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“Small opportunities are often the
beginning of great enterprises.”
Demosthenes
The Success of the Initiative
In terms of tangible benefits, the
quantitative data show that the
initiative has been a success. By
the end of 2009, the Bottom-Up
InnovAction Program had more
than 2,000 users and had
generated more than 800
contributions. By the end of
2010, these figures had increased
to around 4,000 users and a total
of 1,800 contributions.
As for intangible results, the value for
our employees is very high in terms
of satisfaction, motivation,
networking and generation of
knowledge. To motivate our
professionals to participate, we
offered them the opportunity to
improve their innovation capacity by
participating in different experiences,
such as attending the Campus Party
or visiting the international
Accenture Labs.
The impact of this initiative has gone
beyond the limits of our organization.
It has aroused the interest of clients
to whom the program has been
presented, giving rise to commercial
proposals in which we offer to
collaborate on adaptation and
implementation within their
organizations.
Main Roles of Innovation
With an eye to the long term, the InnovAction Program seeks to
cause a cultural change, with our professionals overcoming the
challenges they face daily through innovation, and to convey this
reality to the market.
“What drives and carries the world
forward are not machines, but
ideas.”
Victor Hugo
To achieve this, we created an
innovation network, which we
call the InnovAction Network,
that extends its reach
throughout all levels of the
organization and taps the
potential of those professionals
who demonstrate the greatest
commitment to the program.
This approach achieves two
objectives: recognizing the
contributions of these
committed individuals and
building a new channel to
vitalize communication and
participation in the InnovAction
Program.
Innovation
Champion
These are professionals who, with
their proactive participation and high
degree of commitment to the
InnovAction Program, are ideal
candidates for spreading enthusiasm
for innovation to the rest of the
organization and play a key role in
the InnovAction Network.
Innovation Champions set an example
to their colleagues with practical
applications of creativity. They share
their enthusiasm and contribute
valuable innovation. The professionals
designated as Innovation Champions:
• Are constructive, passionate,
committed, motivating,
imaginative, dynamic and
empathetic.
• Have an open mind and a creative
attitude.
• Believe in innovation and promote
it daily.
• Provide value by identifying
important needs of the
InnovAction Program, of the
company and of clients.
• Know how to work as a team; they
recognize contributions and
generate trust.
• Are capable of spreading the Six
Thinking Hats methodology to
other employees.
Their main tasks and responsibilities
are:
• To promote innovation and
participation in the program
among their colleagues and the
rest of the company, as well as to
serve as a resource for employees
in the generation of ideas and
creative approaches.
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Accenture Innovation Champions: Alejandro
González San Román, Manager at IT Strategy,
Accenture; and Eva López Suárez, Manager at
Talent and Organization Performance,
Accenture.
• To identify, generate, contribute
and promote the generation of
innovative business ideas in the
InnovAction Program.
• To form and convey a practical
perspective on their environment
that incorporates creative-thinking
techniques (such as Six Thinking
Hats).
• To communicate the objectives
and results of the program to their
colleagues and the rest of the
company.
• To participate in the initiatives and
in the coordination of the
InnovAction Program.
• To lead innovative ideas.
• To concern themselves with
developing and broadening their
knowledge in these techniques, as
well as any other novel ones.
Some Innovation Champions have
already presented the InnovAction
Program in their respective work
areas and geographies (AMC, Health
& Public Services, the Nigeria office,
the Seville office, etc.).
Creativity
Champion
Creativity Champions are role models
who demonstrate the desired attitude
for any Accenture professional in terms
of participation in the InnovAction
Program. This designation is intended to
distinguish these individuals within the
InnovAction Network as true leaders of
Accenture’s innovative activity.
The Creativity Champions are chosen
from among the Innovation Champions
on the basis of their contribution and
constant commitment to the
InnovAction Program. They hold
individual and group creativity meetings
with their teams, and may also support
other teams by leading creativity
meetings for third parties.
Although we are still in the process of
determining the intangible benefits of
this designation, value creation is
evident.
Developing Creativity
The implementation of an idea proposed by one of our
professionals was added to the various initiatives undertaken to
materialize the cultural change mentioned above. The idea was to
include training in creativity techniques as part of the training
curriculum offered to our professionals in order to facilitate and
encourage the entire organization’s innovative capacity.
“Genius is 1% inspiration and
99% perspiration!”
Thomas Alva Edison
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Patricia Fernández Navas, Manager at Talent
and Organization Performance, Accenture.
In order to select the most
suitable training program, we
researched the most innovative
creativity techniques and the
various suppliers of training
courses of this sort. Two courses
were ultimately selected: Six
Thinking Hats and Green Hat
techniques provided by Actitud
Creativa.
As a first step, prior to extending
this training program to the rest
of the company, a pilot project
involving Innovation Champions
was undertaken. This improved
the Innovation Champions’
capacity for innovation and
rewarded them for their
commitment to the InnovAction
Program.
Six Thinking Hats
The first course in the creativity
training program covers the Six
Thinking Hats technique. This course
provides tools to facilitate and
streamline team decision-making,
thereby improving the efficiency of
meetings while encouraging
creativity.
The Six Thinking Hats technique was
developed by Edward de Bono, a
leading authority in the field of
creative thinking, innovation and the
direct teaching of thinking as a skill.
Six Thinking Hats is a powerful
technique that makes it possible to
analyze a decision from several
different points of view, including
creative, positive, cautious, intuitive
and objective. The technique forces a
change in the customary way of
thinking and helps people to form
different views of a situation.
The objective of the course is to learn
how to plan and lead individual and
group creativity sessions; what
techniques are the most effective at
generating ideas; how to effectively
evaluate and choose from among
multiple ideas; how to attain the
support, motivation and commitment
of others; and how to turn an idea
into a successful project.
The technique has generated a high
level of satisfaction and motivation,
and therefore value, among our
employees.
A total of 35 people from various
categories and work areas
participated in the course. The diverse
backgrounds of the participants
served to enrich the sessions.
The Six Thinking Hats course was very
well received by participants.
Green Hat
The second course in the creativity
training program delves into the Green
Hat techniques. This course broadens
the range of techniques for generating
innovative ideas introduced in the first
course.
This year, the course had 12
participants from various categories
and work areas. Their diverse
backgrounds served to enrich the
sessions.
The Green Hat is the hat of creativity,
which is used to propose innovative
alternatives to address new business
challenges, such as designing a new
product or service, improving relations
with clients, etc.
The technique has generated a high
level of satisfaction and motivation,
and therefore value, among our
employees.
Additional Activities
The activities mentioned above were
conceived as a means of changing
some of the bases of our model
(training, innovation network, etc.) in
order to spur cultural change. With
this objective in mind, another series
of specific activities has also been
planned.
Digital Encounter with Luis
Bassat
As part of the InnovAction Program’s
series of digital encounters, on 17
May our professionals had the
opportunity to participate in a digital
encounter with Luis Bassat entitled
“Innovation and Creativity as Key
Factors of the Enterprising Spirit.”
Luis Bassat, founder and honorary
president of the Bassat Olgivy group,
is a point of reference in the Spanish
advertising world. He has received
more than 400 national and
international awards, and directed
the Spanish version of the program
“The Apprentice” on laSexta. He has
had many successes and ideas over
the course of his professional
career–which he likens to a longdistance race–in the complex world
of advertising.
This encounter generated a high level
of satisfaction and motivation, and
therefore value, among our
employees.
This event was a success: 300 people
connected directly, 86 questions were
posed and 70 received a reply during
the hour-long digital encounter.
The skills generated by these
initiatives include a creative attitude,
openness towards new approaches
and solutions, and a high level of
involvement by professionals. All of
our employees feel that they form
part of a project, and this feeling
directly increases their motivation, as
well as their alignment with the
innovation strategy and business
performance. As a whole, the team
shines, and this is reflected in its
creativity; the most important thing
is that the staff are all pulling in the
same direction.
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By the participants in the ‘Six Thinking Hats´ course:
“Excellent initiative,
brilliant teacher and
class dynamics and
classmates.
Congratulations.”
“I think it would be
interesting to offer this
to more people. Given
the characteristics of the
technique on which the
course is based, the
more people are aware
of it, the more rewarding
it is.”
“I think we should attend
the other two Six Hats
training courses.”
“A grand initiative,
dynamic, participatory
and of great personal
depth.”
4. A Reference in Innovation
The second major component of the InnovAction
Program is the Accenture Market Positioning. Accenture
Spain makes its innovative capacity known by means of
an effective internal and external communication plan
comprising several initiatives. This enables us to establish
a meeting point with organizations and professionals
that share innovation-related objectives and values.
From left to right: Andrés Barge-Gil,
Assistant Professor, Department of
Economic Analysis II (Quantitative
Economics), Complutense University of
Madrid; Paloma Sánchez, Professor of
Applied Economics and Director of the
UAM-Accenture Chair of Economics and
Innovation Management; Juan Pedro
Moreno, Spain Innovation Lead of
Accenture and President of the UAMAccenture Chair of Economics and
Innovation Management; Juan Tomás
Hernani, Secretary-General for Innovation
of the Spanish Ministry of Sciences and
Innovation; Massimo G. Colombo,
Professor of Economics of Technical
Change at Politecnico di Milano;
José María Sanz, Dean of Autonomous
University of Madrid (UAM); and Vicente
Moreno, Country Managing Director of
Accenture for Spain, Portugal, Africa and
Israel.
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Universities
50
Bankinter Foundation of Innovation
58
Campus Party Europe
62
Innovation Lunches
64
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Universities
This initiative aims to build bridges between academia and the
business world by establishing agreements that promote
innovation and the entrepreneurial spirit of universities.
UAM-Accenture
Chair
Through its Chair of Economics
and Innovation Management,
Accenture has developed a model
for collaboration with the
Autonomous University of
Madrid. By focusing on several
lines of work, the Chair aims to
align academic research with the
reality of the business world.
The general objective of this Chair
is to actively increase the
presence of the business sector in
the UAM’s teaching and research
activities in a field that is clearly
critical for economic growth and
well-being. It also aims to help
the University gain confidence in
business knowledge and
experience so that its activities
will adequately respond to the
needs of society.
Annual Award
The UAM-Accenture Chair offers an
annual award for a research project
in Economics and Innovation
Management.
The current economic crisis has
forced the European Union in
general, and Spain in particular, to
face a new scenario in which former
economic recipes are proving
inefficient. To a much greater degree
than before, innovation must form
part of business strategy and of any
new policies that are implemented if
we wish to return to a path of
economic growth.
Against this backdrop, the slogan of
the 2009 award was: “Innovation as a
lever for growth and progress toward
a new productive model.”
Under the umbrella of this broad
topic, the following aspects may be
contemplated jointly or individually:
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• Innovation as a lever, which is
necessary to increase productivity
in companies, to transform the
productive model of society in the
new digital era, and to guarantee
sustainable enterprise and
corporate social responsibility in
the new post-crisis economic
model.
• Social networks and global
collaboration as tools for
development and progress and not
as threats.
• Factors of development in an
innovative corporate culture
during crisis periods.
• The dilemma between radical and
incremental innovation, as well as
the profitability and viability of
each during crisis periods.
On 11 January 2010 at the Accenture
headquarters, the panel for the first
annual research award of the UAMAccenture Chair of Economics and
Innovation Management gathered for
a meeting presided by Mr. Juan Pedro
Moreno (see Appendix).
Excellent Research from Around
the World
Following an analysis of the studies
nominated for the award, the panel
noted the interest generated by the
topic of the contest, demonstrated by
the submission of 19 studies,
undertaken by researchers from 13
different countries (Belgium,
Denmark, Spain, the United States,
Greece, Holland, Italy, Peru, Poland,
Portugal, the United Kingdom,
Sweden and Switzerland). The panel
also verified the high scientific level
of the majority of the studies.
Following its deliberations, the panel
unanimously resolved to grant the
award, ex aequo, to the following
two studies:
• Mr. Massimo G. Colombo, Mr.
Diego D’Adda, Ms. Evila Piva, Ms.
Cristina Rossi Lamastra
(Polytechnic University of Milan)
for a study entitled The innovation
impact of the allocation of
decision authority in the
acquisition of high-tech startups:
Integrating competence-and
resource-based theories with
multi-task agency theory.
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and Nanyang Business School
(Singapore).
• Dr. Jesús Banegas: President of
AMETIC.
• Carmen Vela: General Manager of
Ingenasa.
• Mr. Andrés Barge-Gil (Complutense
University of Madrid) for a study
entitled Open innovation for
Spanish firms? An empirical
analysis of its adoption and
performance.
Thesis and Dissertation Tutoring
The prize was mentioned by several
of Spain’s leading business dailies
(including Cinco Días and Expansión).
Work is currently underway on a
thesis entitled The Capacity for
Innovation in Companies.
The second edition of the Award was
announced on 12 July 2010. The
slogan of this year’s competition is:
“Knowledge Management and
Intellectual Capital in Organizations:
A Path Towards Fostering
Innovation.”
Publications of the Chair
The following individuals sit on the
panel of judges for this year’s edition:
• Juan Pedro Moreno: Managing
Partner at Accenture and
Chairman of the Board of
Directors of the Chair.
• Prof. M. Paloma Sánchez:
Professor of Applied Economics at
the Autonomous University of
Madrid and Director of the Chair.
• Juan Tomás Hernani: SecretaryGeneral for Innovation at the
Spanish Ministry of Science and
Innovation.
• Prof. Baruch Lev: Director of the
Vincent C. Ross Institute of
Accounting Research and
Professor at New York University’s
Stern School of Business.
• Prof. Hanno Roberts: Professor of
Management Accounting at the
Norwegian School of Management
The UAM-Accenture Chair provides
tutoring and advice for academic
papers, doctoral theses and
dissertations on innovation applied to
various industrial sectors.
The Chair has undertaken a study
entitled The Role of Innovation in a
New Spanish Economic Model:
Requirements for Success.
Over the past few decades, numerous
theoretical arguments and abundant
empirical evidence have been put forth
to illustrate innovation’s clear positive
effects on the growth and
development of economies. It has been
sufficiently proven that new
information and communication
technologies increase innovative
capacity and therefore the benefits to
society overall. In spite of this, Spain
has yet to adequately utilize its
scientific and technological potential
to generate innovation. This hampers
Spain’s quest for sustained growth and
the creation of quality employment as
it emerges from the current crisis.
The purpose of the study is to
provide Spanish economic agents and
society in general with clear
messages on the role that innovation
should play in our model for future
growth. Such messages should be the
result of a diagnosis of the current
situation, the definition of a strategy
with regard to sectors, groups, areas
and other activities of great potential,
and the implementation of
therapeutic measures to turn this
potential into clear medium- and
long-term realities.
Three Key Areas of Expertise
The study begins of a superficial
review of the available data on
Spain with an eye to preparing a
diagnosis. The core of the study is a
forecast analysis developed on the
basis of a series of expert
consultations following the Delphi
methodology. The intention was to
bring together a group of 100
Spaniards who are experts in their
respective fields. The experts had
been taken from the following three
areas:
• Corporate: leading Spanish
business executives with
demonstrated capacity for
enterprise and innovation.
• University: renowned researchers
in economics and innovation
policy.
• Government: current and former
officials responsible for the design
and execution of science,
technology and innovation policies
at various levels (municipal,
regional, national and the
European Union).
The study was undertaken by a team
from the Autonomous University
Madrid and Accenture led by Ms.
Paloma Sánchez, Professor of Applied
Economics and Director of the
UAM-Accenture Chair of Economics
and Innovation Management. She
had an Advisory Council comprised
of recognized researchers in this field
from other universities, as well as
experts from the business and
political spheres.
The goal was to publish the results
at the end of the Spanish presidency
of the European Union in June 2010
in order to maximize the media
impact.
The Delphi methodology used in this
study is based on iterative
consultation. In all, 93 experts
participated in the first round and 85
in the second.
The report was published and
presented to the media and to a
select group of clients in July, the
month in which Spain ended its
European presidency.
Knowledge & Technology
Transfer
The Autonomous University of
Madrid manages and promotes
research through its Research Results
Transfer Office (OTRI), whose main
objective is to increase awareness
about R&D+i currently undertaken by
research groups and to facilitate the
transfer of the resulting knowledge
to society.
Its main activities are:
• The creation of companies,
centering on consultancy, the
monitoring of enterprising ideas
and financial intermediation.
• The management of intellectual
property by means of legal
counsel, application for patents,
and patent publication.
On 20 April 2010, the Foundation of
the Autonomous University of
Madrid, through the OTRI, hosted the
First Research and Transfer
Conference: Information and
Communication Technologies.
During the conference, researchers
set forth, by way of discussions and
posters, their lines of research aimed
at increasing the visibility of research
and transferring to society the R&D+i
carried out at the UAM.
The conference targeted companies,
entities, researchers and students
interested in learning about the
current research activity and capacity
of the UAM’s Superior Polytechnic
School.
Fourteen research groups took part in
the conference, including a biological
neurocomputation group with which
Accenture, through the UAM, has a
collaboration agreement for the
commercialization of an artificial
nose.
“Breakfast with Innovation” at
University
Over the course of 2010, three
Breakfasts with Innovation were held
with important figures from the
academic world: Ulf Johanson
(Sweden), Baruch Lev (USA) and
Philippe Laredo (France). In total, 140
people (students, professors and
researchers) attended these breakfasts.
The first Breakfast with Innovation of
the year took place on 5 March. The
invited speaker was Professor Ulf
Johanson from Mälardalen University
(Sweden) and the title of his talk was:
“Co-production of Knowledge
Between the University and Society:
The Example of a Swedish Project.”
Prof. Johanson mostly publishes
research on knowledge management
and intellectual capital, with a focus
on human resources.
The event was chaired by the Dean of
the Faculty of Economics and
Business, Prof. Ana López, and by the
Vice Chancellor for Postgraduate
Studies, Prof. Ángel Rodríguez. The
audience was made up of professors
and researchers from the University
and people from management
services and the business world.
The second Breakfast with Innovation
took place on 28 May. The speaker
was Professor Baruch Lev from New
York University and the title of his
talk was: “Measuring the Quality of
Management: The Ultimate Intangible
for innovation.” Prof. Lev has received
numerous awards for his research. He
is considered one of the main
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UAM-Accenture Chair Communication Campaign
• Development of a report entitled
The Role of Innovation in the New
Spanish Economic Model.
• Advertising in two business
newspapers: Cinco Días and
Expansión.
• Save-the-date email and invitation
mailing sent to 3,650 contacts
(signed by the CEO of Accenture
SPAI, the Rector of UAM and the
President of AETIC).
• Report sent to the 85 participating
experts with personalized letters.
• Report sent to clients with a
personalized email from our Senior
Executives.
• Follow-up mailing with report sent
to 2,000 of Accenture’s clients and
300 universities.
• Distribution of print copies of the
report in Accenture offices.
• Personal follow-up by Senior
Executives.
• Distribution of the report in forums
in which Accenture participates.
• InnovAction telestration video to
present our capabilities.
• Event and cocktail party at an
innovative location (Rafael del
Pino Auditorium), networking
opportunities for clients and
positioning through high-level
government speakers, presentation
of the report. Awareness-generating
invitations to the event were sent
to more than 200 universities,
500 institutions and government
bodies, 2,000 Accenture alumni, 870
Accenture C-level clients and UAM
contacts, and the 85 experts who
contributed to the research. We
received confirmation of interest
in attending the event from 235
professionals.
• Print copies of the report delivered
to attendees together with a “credit
card”-model pen drive including
the full report and Accenture’s
InnovAction telestration video.
• Online tactics such as Accenture.es,
including a report page and a page
on universities and Accenture.
• Report promoted on Accenture’s
social-media pages, for example on
Twitter and Facebook.
• Launch communicated in internal
communications such as the
Accenture al Día newsletter in July
2010.
• A media-relations strategy that
generated coverage in at least five
newspapers, including in-depth
interviews with Juan Pedro Moreno
(Accenture), Paloma Sánchez (UAM)
and Jesús Banegas (AETIC) in Cinco
Días (Tier 1), as well as coverage
in ADN, Empresa Exterior and 20
Minutos.
• The event was ultimately attended
by 125 professionals from the
business community, universities
and government bodies, including
8 CEOs and 17 of the experts who
contributed to the report.
“What we know is a drop of water;
what we ignore is the ocean.”
Isaac Newton
international experts on measuring
and managing intangibles and
intellectual capital and he is director
of a major worldwide research center
on these topics at New York
University.
The event was chaired by the Dean of
the Faculty of Economics and
Business, Prof. Ana López, by the Vice
Chancellor for Innovation and
Transfer of Technology, Prof. José
Dorronsoro, by the Vice Chancellor
for Postgraduate Studies, Prof. Ángel
Rodríguez, and by Ignacio Horcajo,
Senior Executive at Accenture. The
audience was made up of numerous
academic figures from various
universities, as well as professionals
and PhD students.
The third Breakfast was held on 5
November. The initial presentation
was given by Prof. Philippe Laredo.
The title of his talk was: “Innovation
in the University of the 21st Century.”
Prof. Laredo runs a PhD program on
technology and innovation
management at the University of
Manchester. His main research fields
are high-impact innovation and
knowledge dynamics in brand-new
scientific fields such as
nanotechnology.
The event was chaired by the ViceDean of the Faculty of Economics and
Business, Prof. Herenia Gutiérrez, and
Ignacio Horcajo, Senior Executive at
Accenture. On this occasion, the
audience was made up of professors
and young PhD and master’s
students.
On all three occasions, Prof. Paloma
Sánchez, Director of the Chair,
introduced the main speaker. A long
discussion between the speaker and
members of the audience took place
in each case.
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Arístides Senra, Director of the Center
for Business Creation, UPM.
UPM Enterprise
Creation Program
Accenture contributes to the
entrepreneurial spirit of the
Polytechnic University of Madrid
through priority sponsorship of
its Enterprise Creation Program,
which involves training,
mentoring and collaborating with
new companies.
The purpose of the UPM Enterprise
Creation Program is to create
companies with high growth
potential. Its work is focused on four
pillars: the business idea, the team,
the resources that support the
project, and the business model that
will emerge from the other three
concepts.
Project Mentoring
Over the past five years, this program
has generated 661 teams and close
to 100 company plans, provided
consultation on more than 200
projects, and created 64 companies.
The program has had a failure rate of
less than 15%, and some of the
projects generated have had
significant national and international
achievements.
• Analysis of project viability.
As part of this program, project
consulting is offered to high-potential
startups. This service involves the
following actions:
• Monitoring from the initial phase
through the incorporation of the
company.
• Ongoing consultancy.
• Guidance in drafting the business
plan.
• Training actions aimed at the
needs of the team.
• Visibility for investors and support
in the search for financing.
“It is likewise sufficiently proven that
the new technologies of information
and communications favor the
increase of the innovative capacity
and the profiting therefrom by
society overall.”
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• Business creation through the
Actúaupm contest (six editions
have been held, with the seventh
currently underway).
UPM-Accenture Workshop
This initiative consists in developing
informational and training sessions
aimed at giving a practical vision and
economic value to projects developed
by the Polytechnic University of
Madrid.
The faculties were Alberto García
Arrieta, Bruno Ott, Clara Jiménez and
Jesús Amores.
The workshop was held on 30 June
2010 on the UPM campus and had
various objectives.
Methodology
The workshop’s methodology was
essentially more practical than
informational. The objective was to
furnish specific know-how and good
practices regarding the
aforementioned objectives.
Participants were encouraged to
share their viewpoints in outlining
the cases and issues, and even to
discuss the problems that they face
in their activity. Because of this
approach, it was essential to consider
the investigative and technological
profile of many of the expected
participants.
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Global Marketplace: The Process of
Capturing and Marketing Technology:
Case Studies.”
The participants rated the workshop
very highly: nearly 90% gave it one
of the two highest scores, and there
were no negative ratings.
The workshop targeted technological
entrepreneurs from the Actúaupm
program, R&D groups from the UPM,
and innovation managers from the
university’s departments.
Program
During the workshop, participants
addressed a range of subjects, such
as “Emerging Technological Trends
and Industries: Opportunities for
Doing Business,” “Innovation Models;
Business Intelligence to Bring
Technology to the Market,” and “The
Objectives of the UPM-Accenture Workshop
To provide know-how and
positive related practices for
evaluating technologies,
assessing their innovative
potential, and determining their
optimum market positioning.
To improve the competitiveness
of the R&D generated at the
UPM and boost outreach to the
productive sector by means of
technologies generated by the
university’s various research
groups and spin-offs.
To define and discuss specific
strategies for the
commercialization of high-tech
products and services, with
emphasis on the keys and
methodologies that should be
taken into consideration to
improve the connection between
the supply and demand for
technology.
To provide successful case
studies on the commercial
exploitation of high-tech
products and services that
specify the factors that support a
final market orientation.
organization’s environment (in
terms of technology, strategy,
sales, user trends, etc.) as a tool
for improving its commercial
positioning or for the early
detection of business
opportunities.
To provide guidance on those
technological sectors deemed in
the near future to be a potential
source of business opportunities,
while justifying this wager with
data on economic trends and
market value.
To emphasize the importance of
an ongoing systematic analysis
of information on an
Bankinter Foundation
of Innovation
Through its InnovAction Program, Accenture collaborates with
the Bankinter Foundation of Innovation on its Future Trends
Forum (FTF) by assisting in the realization and dissemination of
this independent opinion leader’s work on prospection and
innovation. Accenture provides the FTF with all of its knowledge
assets and its extensive experience in turning companies and
institutions into high-performance organizations.
From left to right: Eva López Suárez,
Manager at Talent and Organization
Performance, Accenture; Juan José Güemes,
President of the International Center for
Entrepreneurial Management, IE Business
School; María Antonia Otero, Chairman of
Innotarget; Javier Corsini, Consultant at
Finance Performance Management,
Accenture; and Arístides Senra, Director of
the Center for Business Creation, UPM.
Future Trends Forum
The FTF is the first neutral, multi-sector,
multidisciplinary forum on prospection
and innovation. It works to detect
social, economic and technological
trends, analyzes the possible impacts of
the detected trends, and publishes its
conclusions in order to stimulate
innovation in Spain. The Bankinter
Foundation of Innovation brings
opinion leaders and experts in various
areas of knowledge together twice a
year to anticipate the immediate
future, with a horizon of three to six
years.
Accenture collaborates with the FTF by
proposing experts from among our
professionals to participate in the
forums. It provides the Bankinter
Foundation of Innovation with the
know-how and experience of a team of
professionals that works with them
continuously, mainly to develop
publications containing the forum’s
conclusions.
Two studies were published in 2010:
Cloud Computing, based on the
conclusions of the expert forum held in
November 2009, and The Art of
Innovation and Entrepreneurship,
published in November 2010, which
included the conclusions of the June
2010 forum.
(See www.fundacionbankinter.org.)
In 2010, like every year, two expert
forums took place: one in June about
“The Art of Innovation and
Entrepreneurship”, which was published
in November 2010, and another one in
December about “The Internet of
Everything”, which will be published in
May 2011.
Cloud Computing, published in May
2010, was based on the conclusions of
the expert forum held in November
2009 and The Art of Innovation and
Entrepreneurship, published in
November 2010, was based on the
conclusions of the June 2010 forum.
Index Previous page
Number 13. Cloud Computing:
The Third Wave of Information
Technology
Number 14. The Art of
Innovation and Entrepreneurship:
When Ideas Become Wealth
This publication is the result of an
analysis by Future Trends Forum
experts. It examines what can be
considered the next technological
state of a society evolving towards
globalization. Citizens, companies
and the public sector want to access
information at any time and from
any place, and as a result this
information can no longer be hosted
in their personal computers. The
cloud solves this problem by
centralizing computing resources and
services through specialized suppliers
that make the resources available to
their customers in the same way
energy suppliers do. The publication
analyzes the advantages and
challenges of this tendency, which
affects all sectors and actors of
society.
This publication is the result of an
analysis by Future Trends Forum
experts. It takes a look at what
ingredients are necessary for
innovation and entrepreneurship to
take place in our society. The
government, business, the
educational system, people, social
relations and corporate social
responsibility are the six main parts
that make up the puzzle of
innovation.
Next page
Communication
Plan
The publication of studies is
accompanied by a comprehensive
communication plan with a high
degree of media impact. First, a printed
copy of the publication is sent to all
Accenture clients to whom the content
may be of interest based on their sector
or area of work.
Accenture invites its clients to rounds
of conferences at which the main
conclusions of the studies are
presented. These conferences are held
in various Spanish cities, including
Bilbao, San Sebastian, Barcelona,
Valencia, Alicante, Malaga, Seville,
Madrid and Santiago de Compostela.
• The Bankinter Foundation of
Innovation’s network of experts is
composed of more than 299 toplevel executives. These individuals
have participated in some of the
FTF’s meetings, actively take part
in the FTF’s ongoing activities, and
receive the organization’s reports.
This participation ensures visibility
among top executives.
• Bankinter sent out a total
of 179 print copies of
The Art of Innovation and
Entrepreneurship, for example
to 72 FTF members, a dozen
universities, 56 journalists, etc.
• Accenture distributed 300 print
copies of Cloud Computing at the
Alumni Cup.
The publication of any study is
accompanied by an extensive
communication plan:
• Accenture sent copies of Cloud
Computing to 819 clients (Products
and Health & Public Services).
• The website of the Bankinter
Foundation of Innovation received
72,541 visits in 2010.
• All of the studies are posted on
Accenture’s recruiting web page:
http://careers3.accenture.com/
Careers/Spain/NoticiasAccenture/
• The magazine of the Bankinter
Foundation of Innovation was sent
to more than 135,000 people each
month.
• Nearly 700 people attended
lectures on “Cloud computing”
forum held in Madrid (148),
Santiago de Compostela (52),
Valencia (89), Seville (190),
Barcelona (107) and Bilbao (110).
• More than 220 people attended
lectures on “The Art of Innovation
and Entrepreneurship” forum held
in Madrid.
• The reports were sent to 70,000
Accenture candidates in the
recruiting newsletter.
In 2010, the following news items
were published:
• 10 articles on trends in social
innovation, with an estimated
readership of more than 90,000
people.
• 17 articles on trends in cloud
computing (including one piece in
the New York Times), with a total
estimated readership of more than
425,000 people.
• 18 articles on trends in the art of
innovation and entrepreneurship,
with an estimated readership of
more than 280,000 people.
At the internal level, this initiative is
detailed on a microsite in the Research
and Analysis section of the Accenture
website: (http://www.accenture.com/
Countries/Spain/Research_and_
Insights/FTFBankinter.htm). The site
offers links to all of the studies in both
Spanish and English so that Accenture
clients and employees can access them.
Furthermore, the main conclusions are
published in various newsletters
targeting different audiences.
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Accenture Target Audience for FTF Reports Communication Plan
External
Accenture clients
Bankinter clients
Internal
Media
Opinion leaders
• Institutions
• Business schools
• Universities
• Bankinter employees
• Senior Executives of
Accenture Spain
• Employees of Accenture
Spain
Accenture candidates
• Students
• University graduates
Private sector
• CEOs and Presidents
• Directors of Strategy
• Directors of Corporate Development
• Directors of Marketing
• Sales Directors
• Customer Service Directors
• Human Resources Directors
Public sector
• Directors-General
• Deputy Directors-General
• Councillors and Deputy Councillors
• Secretaries
Key Elements for Success
The sustainability and long-term success of this collaboration project
depend on several key elements:
• Co-branding strategy linked to the
innovation concept.
• Close relations between Accenture
and the Bankinter Foundation of
Innovation.
• Use of all available distribution
channels to publicize the
conclusions of the studies.
• Wide-ranging internal
communication plan.
• Accenture’s recognized role as
“principal collaborator”.
• Participation of our Senior
Executives in the expert meetings.
Campus Party Europe
The InnovAction Program wants to be wherever talent and
innovation are to be found. It wants its image to be unconsciously
associated with both concepts. With this goal in mind, it was
decided that the program would sponsor the Campus Party Europe
that took place in Madrid in April. The event also had the support
of the European Commission.
Click to see video.
Talent and Innovation
Campus Party is recognized as the
world’s greatest event for online
technology, creativity, leisure and
digital culture. This annual encounter
brings together thousands of
participants and their computers
from all parts of the world for the
sole purpose of sharing concerns,
exchanging experiences and
undertaking all types of computerrelated activities, communications
and new technologies. For four days,
800 youths from 27 EU countries
participated in activities such as
conferences, workshops and
challenges that were based on three
areas of knowledge: science, digital
creativity and innovation.
In addition to sponsoring the Campus
Party, the InnovAction Program
rewarded its Innovation Champions, a
total of 20 people, by facilitating
their participation in the event. One
of these Innovation Champions,
Alejandro González San Román,
presented the Bottom-Up
InnovAction Program to all of the
attendees.
As co-sponsors of the innovation
area, the InnovAction Program was
highly visible to authorities such as
the Spanish Minister of Science and
Innovation and the Mayor of Madrid.
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“Nothing great in the world has been
accomplished without passion.”
Friedrich Hegel
Innovation delivered
through Spanish Passion
4 days
800 youths
27 EU countries
Innovation Lunches
The InnovAction Program aims to strengthen the association
between the idea of innovation and the Accenture trademark.
Innovation Lunches bring our clients and professionals
face-to-face with leading experts in the area of innovation and
creativity so that they can network and acquire know-how.
Baruch Lev
The special guest at one of these
encounters was Professor Baruch Lev.
Prof. Lev’s topic at the Innovation
Lunch was “The Importance of
Innovation: From Intangible Assets to
Value for the Company.”
The appeal of this talk stems from
the fact that we live in the
knowledge era, in which the
intangible assets of companies, such
as human capital, brand image and
corporate social responsibility, are
values on the rise. At the same time,
the business world is being affected
by phenomena such as
globalization, deregulation and
technological changes, and this has
forced organizations to reinvent
themselves in order to maintain
their profits.
The capacity for innovation is a key
element in how a company responds
to the challenges of this context and
therefore generates value. This
innovative capacity feeds off of the
other intangible assets while at the
same time acting as an element to
enhance them. Prof. Lev believes that
companies make errors when
managing and evaluating these key
intangible assets, and that this
damages the evolution of the
companies themselves. The expert
proposes a revolutionary method of
furnishing standardized information
on a company’s value chain and
business model to the capital markets
so as to convert innovation into
value for the shareholder.
The Innovation Lunch targeted
directors of human resources,
marketing, corporate social
responsibility, etc. Turnout among our
clients and professionals was high:
23 participants from various public
and private institutions and 12 from
Accenture representing various
industries.
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Among the 100 Best Ideas
Accenture’s innovative brand image has been further reinforced
by accolades won by innovation projects begun during the 2010
year. In particular, the well-known Spanish magazine Actualidad
Económica chose the InnovAction Program as one of the 100 best
ideas for projects, services and products to come out of Spanish
companies.
Philippe Laredo
The second lunch of the year was
organized to share the thoughts of
Philippe Laredo, Professor at the
Manchester Business School,
University of Manchester, and
Director of Research of the Research
Group on Technology, Territories and
Societies (LATTS) at the École des
Ponts in Paris. He has participated in
numerous evaluations at both the
national and European levels. For
instance, he recently served as a
member of the FP6 2004 Monitoring
Panel, was a rapporteur of the
OECD-BMBF conference on
evaluation (Berlin 2005) and cowrote the recent OECD report on
recent trends in evaluation.
The topic addressed by Prof. Philippe
Laredo was: “Highway to Innovation:
Key Aspects to Thrust Innovation for
the Upturn.” “Innovation is a
fashionable word for all strategists
and analysts of business activities.
Catchy words abound: open
innovation, globalization,
delocalization, startup firms… What
lies behind them, and how can we
link them together to give an
overview of the fast and sharply
changing face of innovation
activities? This presentation will
provide an overview of what I
consider the four key lasting trends
in which innovation takes place: open
innovation and globalization,
institutional transformations,
underlying knowledge dynamics, and
innovation and democracy,” explained
Prof. Laredo.
The Innovation Lunch targeted
general managers, innovation
directors, IT directors, etc.
Participation among our clients and
professionals was high: 19
participants from various public and
private institutions as well as 7 from
Accenture representing various
industries.
5. Forward Thinking
Sustainability is a key word for life as it is for business.
The InnovAction Program is conceived as an investment
in the future: investment in innovation feeds a virtuous
cycle that contributes to the sustainability of our
business. This virtuous cycle is fed by the generation of
value in the form of new innovative ideas, which
translate into new income–part of which may be
reinvested in InnovAction. For this to happen, it is vital
to guarantee the continuity of the initiatives already
launched in order to maximize the investment made and
continue generating new value.
Index Previous page
Our People’s Innovative Ability
68
Spreading Innovation
70
Generating Economic Value
72
Next page
“Living is not simply existing, but
rather existing and creating, knowing
pleasure and suffering, and not
sleeping without dreaming. To rest is
to begin to die.”
Gregorio Marañón
Rodrigo Álvarez, Senior Manager at
Financial Services, Accenture, and his son.
Our People’s Innovative Ability
For the InnovAction Program to make the ability and desire to
innovate second-nature to all of our professionals and thereby
bring about a cultural change, it needs to have a long-term
vision. This vision must feed the roots of our InnovAction
Program, which originate in our people’s innovation capacity.
Bottom-Up
InnovAction Program
The Bottom-Up InnovAction Program
will continue to be one of the main
sources of innovation in our company.
We plan to develop the Grapevine so
that it responds even more successfully
to our business reality. New seeds will
be created for selected projects, so that
the “smart mob” (collective intelligence)
can work together to improve the
service we give to our clients by
responding to their needs in new and
innovative ways. The “business as
usual” approach to projects will
therefore be replaced with a new
business vision focused on the creation
of innovation value.
Main Roles of
Innovation
The implementation of the best ideas
will continue to form the core of the
Bottom-Up InnovAction Program. This
will ensure that participants can
perceive the program’s added value and
will provide a guarantee of the
program’s sustainability.
Our objetive is to continue extending
the roots of our InnovAction Network
throughout all levels of the
organization and feed off of those
professionals who demonstrate the
greatest commitment to the program.
Through communication and
recognition for major contributions,
we will continue encouraging our
professionals to participate in the
program. One channel for doing this
will be to internally promote the role
of Innovation and Creativity
Champions. These individuals will be
given specific tasks that will involve
them in implementing their ideas and
extending the InnovAction Program
throughout the company.
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David Cordero, Senior Executive at Financial
Services, Accenture.
Developing
Creativity
Anticipating the
Future
Our medium-term objective is to
introduce a training program on
creativity techniques as part of the
core training curriculum of all our
professionals, and to bolster the
innovative capacity of the entire
organization. In the short term, we
will continue with the first steps
taken this year to expand the
potential audience for these courses.
The nature of the program makes it
clearly dependent on trends and
changes in the marketplace. Our
objective is to anticipate to these
trends and respond to them through
innovation. For that reason, we are
open to putting in place different
initiatives that will be introduced as
needed. In any case, we will continue
organizing digital encounters with
important figures in the world of
innovation and creativity.
“Inspiration exists, but it has to find
you working.”
Pablo Ruiz Picasso
Spreading Innovation
The InnovAction Program will continue to take into account our
brand and corporate image, both for our clients and for our
organization. We aim to make the innovative capacity of our
organization known by furthering existing initiatives and adding
new ones as neccesary.
Universities
We plan to continue building
bridges between the academic
and business worlds as a way of
spreading the benefits of the
virtuous cycle of innovation
beyond our boundaries.
UAM-Accenture Innovation
Chair
UPM Enterprise Creation
Program
We will maintain our collaboration
with the Autonomous University of
Madrid through the Chair of
Economics and Innovation
Management, thereby increasing the
presence of the business sector in the
University’s innovation-related
teaching and research activities. Also,
we plan to keep on supporting the
annual award for a research project
in Economics and Innovation
Management.
Accenture will maintain its
sponsorship of the UPM Enterprise
Creation Program, which will involve
training, mentoring and collaboration
between with high-potential
companies. We will continue with
project mentoring and UPMAccenture workshops as well. Finally,
we plan to increase the number of
alliances with startups from the UPM
and thereby generate a source of
innovation for our clients and a
marketplace for the academic
community.
Index Previous page
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“He who receives ideas from me,
receives instruction himself without
lessening mine; as he who lights his
taper at mine receives light without
darkening me.”
Thomas Jefferson
Bankinter
Foundation of
Innovation
Accenture will persist in its long-term
collaboration with the Bankinter
Foundation of Innovation on the
Future Trends Forum (FTF), assisting
in the realization and dissemination
of this independent opinion leader’s
work on prospection and innovation.
Our interest in this collaboration is
now even stronger, due to the new
objective it has established for the
coming years: to develop an
innovation agenda for Spain and
implement it by means of a specific
action plan involving major figures in
the economic, public and business
arenas.
Innovation Lunches
Inspired by the success of this
initiative over the last year, we plan
to organize new Innovation Lunches
for the coming year in order to
strengthen the association between
the idea of innovation and the
Accenture trademark. We have
already identified relevant
international figures in the
innovation arena that are well known
for being ahead of the times. We will
do our best to bring these people to
our lunches and facilitate contact
between them and our clients.
Generating Economic Value
In order to generate economic value, we will continue to promote
initiatives to improve and expand the range of products and
services, get a higher return on projects, conquer new markets
and increase our number of clients.
Proofs of Concept
Marketplace
Focus on Results
In order to make ideas happen, we will
continue to develop the most
appropriate projects. This involves:
Within this initiative, we aim to define,
develop and deploy one or more
platforms to give economic value to all
innovative assets, whether generated
internally or taken from the outside
through our radar function, from
universities or from the companies.
In order to ensure that programs
related to innovation have added
financial support, we will select certain
projects to be presented to the next
public-subsidy campaign and included
in their reports.
• Selection of the best ideas
generated during the year,
determining their technical and
economic feasibility, and assessing
the potential business opportunity.
• Budget allocation.
• Team building.
Furthermore, our open innovation
model will continue to explore startup
businesses, business angels and venture
labs, among other groups, with the
final objective of developing a
marketplace that captures and
comercializes innovation generated
mainly in Spain.
Innovating, detecting new products
and services that satisfy the
consumers’ demands, and opening the
way for new solutions and models
adapted to the current situation: these
are the responsibilities of all agents
involved in the innovation process.
Accenture accepts its share of
responsibility as a driver of new ideas
that help businesses to evolve by
satisfying their clients. Constant
development is a must in keeping on
top, and it is impossible to evolve
without using innovation as a lever.
Index Previous page
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6. Playing Talent
Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístid
Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Ju
Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alber
Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Ped
David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jes
Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura T
resa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan Jo
Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carl
Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Jav
Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Lu
Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ram
Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Jav
Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Anton
Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Aleja
dro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catali
William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patric
Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosa
Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tom
Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Math
Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massim
Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albe
Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés Jo
María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pab
Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Joha
son Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guille
mo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baru
Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodri
Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ign
cio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Bel
Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístid
Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Ju
Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alber
Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Ped
David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jes
Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura T
resa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan Jo
Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carl
Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Jav
Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Lu
Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ram
Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Jav
Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Anton
Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Aleja
dro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catali
William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patric
Juan Tomás Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosa
Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tom
Paloma Massimo Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Math
Ignacio Albert Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massim
Andrés José María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albe
Juan Pablo Miguel Guillermo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés Jo
María Johanson Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pab
InnovAction
73María Joha
Miguel Guillermo
Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma
MassimoProgram
Andrés José
son Baruch Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guille
mo Rodrigo Ana Belén Vicente Juan Pedro David Laura Teresa Carlos Jorge Amalia Luis Alberto Javier Dennis Alejandro Eva Patricia Juan Tomás Paloma Massimo Andrés José María Johanson Baru
Philippe Ignacio Arístides Alberto Bruno Jesús Juan José Antonia Javier Elena Ramón Gemma Antonio Clara Catalina William Rosalía Inés Mathias Ignacio Albert Juan Pablo Miguel Guillermo Rodri
Two waves of Innovation Champions
First wave:
Alberto Bellido de la Cruz,
Programmer - Solutions / ATS / SAP
Eva López Suárez, Manager Consulting / AMC / Organization
Management
Andrés Bernad Aisa, Senior Manager
- Consulting / OG / FS
Francisco Martínez Bernabé, Senior
Systems Analyst - Solutions / CRO /
Data Architecture
Natalia Durán Rodríguez-Hervada,
Analyst - Enterprise / Facilities &
Services
Manuel Núñez Pose, Consultant Consulting / AMC / Supply Chain &
Operations
Patricia Fernández Navas, Manager
- Consulting / AMC / Organization
Management
José Enrique García Cuervo, Systems
Analyst - Solutions / VOD / Java
Juan Antonio García García,
Programmer - Solutions / END / SAP
Ángel Luis García Gómez, Level D Services / AO / SAP
Alejandro González San Román,
Consultant - Consulting / SIT – TA /
H&PS – Cross Industry
David Leiva Fuente, Manager Consulting / SIT – TA / Technology
Architecture
Isabel Camarero, Manager - Consulting
/ AMC / Enterprise Performance
Management
Second wave:
Adolfo Rodero Cosano, Senior Manager
- Consulting / OG / CHT
Jesús Castizo Mantas, Systems Analyst
- Solutions / CRO / Oracle
José Luis García, Analyst - Consulting /
SIT ATC / Application Renewal
Emilio López Berenguer, Programmer Solutions / VOD / Java
María Mellado, Manager - Consulting /
AMC / Talent Management
Samira Aidouni, Senior Manager Consulting / SIT – IFS / Industry
Applications
Carlos Sánchez Mateo, Analyst Consulting / SIT – IFS / Industry Applications
Simon Aboud, Level C - Services / BPO /
HR Service
María Vinas Arévalo Santiago,
Programmer - Solutions / FS / Hostcentric
Esther Lastanao, Consultant Consulting / SIT – IFS / Industry
Applications
Jose Ramón Cabrejas, Senior Systems
Analyst - Solutions / ANY / Oracle
Gotzon Alberdi Salsamendi, Manager
- Consulting / OG / Resources
Diego Alarcón, Specialist - Enterprise /
Finance
1st Research Award of the UAM-Accenture Chair in Economy
and Innovation Management
Participants:
Mr. Juan Pedro Moreno, Partner and
Director of Accenture and Chairman of
the Board of Directors of the UAMAccenture Chair of Economics and
Innovation Management, in his
capacity as chairman of the panel.
Ms. M. Paloma Sánchez, Professor of
Economics at the Autonomous
University of Madrid, Director of the
UAM-Accenture Chair of Economics
and Innovation Management and
Professor in the MEGIN Program, in her
capacity as secretary of the panel.
Mr. Juan Tomás Hernani, SecretaryGeneral for Innovation of the Spanish
Ministry of Science and Innovation, in
his capacity as panel member.
Mr. Antonio Hidalgo, Full Professor at
the Polytechnic University of Madrid
and Professor in the MEGIN Program,
in his capacity as panel member.
Ms. Mónica Martínez, former
Managing Director of the Bankinter
Foundation of Innovation, in her
capacity as panel member.
Mr. José Molero, Professor of Economics
at the Complutense University of Madrid
and Professor in the MEGIN Program, in
his capacity as panel member.
Mr. Pedro Luis Uriarte, former
President of Innobasque, in his capacity
as panel member.
Index Previous page
Next page
Advisory Council
List of experts
Pere Escorsa Castells, IALE Tecnología
José Ignacio López Sánchez,
Complutense University of Madrid
L. Fernando Álvarez-Gascón Pérez,
GMV Internet Global Solutions
Carlos Escribano Villa, AAMS Iberica,
S.L.
Francisco Marín Pérez, AETIC
Francisco Aparicio Izquierdo, INSIA
- ETSII - UPM
Ignacio Fernández de Lucio, CSIC
(Spanish Scientific Research Council)
Federico Mayor Menéndez,
Autonomous University of Madrid
Enric Banda, “la Caixa” Foundation
Aníbal Figueiras Vidal, Royal
Academy of Engineering
Jordi Molas Gallart, CSIC (Spanish
Scientific Research Council)
Clara Fornés Mifsud, Institute of
Chemical Technology (UPV-CSIC)
José Molero, Complutense University
of Madrid
Alfonso Gajate, IslaLink
Jesús Morcillo Bellido, Philips
Ibérica
Jesús Banegas, AETIC
Lisardo Bosca Gomar, CSIC (Spanish
Scientific Research Council)
Mikel Buesa Blanco, Complutense
University of Madrid
Isabel García Tejerina, Fertiberia
Jesús Burgos Martín, Institute of
Astrophysics of the Canary Islands
Clara Eugenia García, Spanish
Ministry of Science and Innovation
Cecilia Cabello Valdés, FECYT
Xabier Goenaga Beldarrain, European
Commission
Patricio Morcillo Ortega, Autonomous
Juan Pedro Moreno, Accenture
Juan Antonio Cabrera Jiménez,
CIEMAT
José Antonio Calero Martínez,
Aleaciones de Metales Sinterizados, S.A.
Carolina Cañibano, Rey Juan Carlos
University
Marcelo Castellanos Beltrán, CSIC
(Spanish Scientific Research Council)
Alfonso González, EOI
Manuel Hermenegildo, IMDEA
Software, Polytechnic University of
Madrid
Antonio Hidalgo Nuchera, Polytechnic
Elena Huergo Orejas, Complutense
Juan Manuel Castro, AMPER, S.A.
Vicente Moreno, Accenture
Juan Mulet, COTEC Foundation for
Technological Innovation
Félix Fernando Muñoz Pérez,
Emilio Muñoz Ruiz, CSIC (Spanish
Scientific Research Council) and
CIEMAT
Rafael Myro Sánchez, Complutense
Carlos Iglesia, Microsoft Ibérica
Ana Belén Cristóbal López, Solar
Energy Institute, Polytechnic University
of Madrid
Víctor Manuel Díaz Díaz, AlcatelLucent
Susana Elena Pérez, Inst. Prospectiva
Tecnológica, C. Común Investigación, CE
Francisco José Jariego, Telefónica I+D
Mikel Navarro, Basque Institute of
Competitiveness
Jon Landeta Rodríguez, Institute of
Applied Business Economics (UPV/EHU)
José Emilio Navas López,
Gonzalo León, Polytechnic University
of Madrid
Eduardo Ojero Pascual, Serco Gestión
de Negocios, S.L. and European Space
Agency
Ana Lledo Tarradell, BT Spain
María Isabel Encinar del Pozo,
Miguel Ángel López Peña, Sistemas
Avanzados de Tecnología, S.A.
(SATEC)
César Orgiles Barceló, INESCOP
(Technological Institute for Footwear
and Related Industries)
José Manuel Oton Sánchez,
Polytechnic University of Madrid
Alberto Sánchez Martínez, Bruker
Biosciences Española, S.A.
Federico Pablo Martí, University of
Alcalá
Antonio Sánchez Valderrábanos, Bitext
Rafael Pampillón Olmedo, IE Business
School
José de la Sota, Madri+d Foundation
for Knowledge
Martí Parellada, School of Economics
and Business, University of Barcelona
Luis Beltrán Talamantes, SDG TECEN,
Directorate-General for Armament and
Material, Spanish Ministry of Defense
Carlos Pastor, Complutense University
of Madrid
Juan Tomás Hernani, Spanish Ministry
of Science and Innovation
Fernando Pina Caballero, DEIMOS Space
Daniel Torres Mancera, Spanish
Secretary of State for
Telecommunications and Information
Society
José Manuel Pingarrón Carrazón,
Beatriz Presmanes Arizmendi,
Department of Education, Autonomous
Region of Madrid
Pedro Luis Uriarte, InnoBasque
Antonio Vázquez Barquero,
Antonio Pulido San Román,
Carmen Vela Olmo, INGENASA
María José Ramos, Green Planet
Environmental Consulting, S.L.
Xavier Vence, University of Santiago de
Compostela
Jaime Rey Tapia, Gesfor Group
Javier Vendrell García, AETIC
Rafael Rivilla Palma, Autonomous
Sebastián Vieira, Autonomous
Carmen Rodríguez Augustín, Spanish
National Institute of Aerospace
Technology
Manuel Villén Naranjo, Obras Huarte
Lain, S.A. (OHL)
Miguel Ángel Rodríguez, Ericsson
Spain
Andrés Román, Sony España, S.A.
Carlos Sagasta, Abertis Telecom
Jorge Sáinz, Department of Education,
Autonomous Region of Madrid
Vicente Salas Fumás, University of
Saragossa
Campbell Warden, Institute of
Astrophysics of the Canary Islands
Index Previous page
Next page
Art of Innovation and Entrepreunership Forum
Experts who participated in the forum
which took place in June 2010 and
whose conclusions were published in
November 2010.
David Scott, Executive Director of the
Executive Affairs Authority of Abu
Dhabi - UAE
Philip Lader, Non-Executive Chairman
of the WPP Group and Trustee of the
Bankinter Foundation of Innovation WPP Group
Joseph Silva, Founder - TMCITY
Speakers
Attendees
Feras Abu Ibrahim, Prime Minister’s
Office and Policy Advisor - UAE
Pedro Arboleda, Partner - Monitor
Fernando Alfaro, Former Director of
the Innovation Area of Bankinter and
Trustee of the Bankinter Foundation of
Innovation - Madiva
Carlos Mira, Vice President of the
Bankinter Foundation of Innovation
and Chairman of Acalis Systems Acalis Systems
Nir Elperin, Vice President - Arba
Finance Company Ltd.
Carlos Bhola, Partner of Celsius Capital
and Co-founder and CEO of Kikin Celsius Capital
Peter Nicholson, President and CEO of
the Council of Canadian Academies and
former Deputy Chief of Staff and Policy
in the Office of the Prime Minister of
Canada - Council of Canadian
Academies
Gil Forer, Global Director, Venture
Capital (VCAG) - IPO Initiatives in Ernst
& Young Global
Ángel Cabrera, President Thunderbird School of Global
Management
María Antonia Otero, Executive
Chariman of Innotarget and Board
Member of Jazztel - Innotarget
Daniel Isenberg, Professor of
Management Practice, Babson College,
and Founding Executive Director - Babson
Entrepreneurship Ecosystem Project
Heiner Dreismann, Senior Management
Executive and former President and CEO
of Roche Molecular Systems, Inc. Roche Molecular Systems, Inc.
Rita Rodríguez Arrojo, Director of the
Intangible Area of Bankinter and
Innovation - Bankinter
Larry Keeley, CEO - Doblin Group
Alejandro Fernández, Founder Fractalia
Javier Santiso, Director of Telefónica
International - Telefónica
Juan José González, International
Director of Strategy - Indra
Stephen Trachtenberg, President
Emeritus at George Washington
University and Trustee of the Bankinter
Foundation of Innovation - Bankinter
Foundation of Innovation
Arturo Azcorra, General Manager - CDTI
Dr. Tan Chin Nam, Chairman of MDA,
former Permanent Secretary of
Singapore’s Ministry of Information,
Communications and the Arts, and
Innovation - MDA
Tim Rowe, CEO of Cambridge Innovation
Center - Cambridge Innovation Center
Dr. AnnaLee Saxenian, Dean and
Professor of the School of Information
and Professor in the Department of
City and Regional Planning at the
University of California, Berkeley University of California
Joel Kurtzman, President of the
Kurtzman Group and former Editor of
the Harvard Business Review Kurtzman Group
Richard P. Kivel, Chairman of the MIT
Enterprise Forum and Trustee of the
Bankinter Foundation of Innovation MIT Enterprise Forum
Soren Kristensen, Lead Senior
Executive of Accenture’s North
American Innovation Performance
Practice - Accenture
Po Chi Wu, Executive Director of the
Global Innovation Research Center,
Visiting Professor at the School of
Software and Microelectronics (Peking
University) and Managing Director of
DragonBridge Capital, LLC DragonBridge Capital, LLC
Carlos Vidal, Former President of
Accenture and Trustee of the Bankinter
Foundation of Innovation - Accenture
Internet of Everything Forum
Experts who participated in the forum
which took place in December 2010 and
whose conclusions will be published in
May 2011
Speakers
Tom Lee, Professor in the Electrical
Engineering Department at Stanford
University and Founder of the SMIrC
Laboratory - Stanford University
Jens Schulte-Bockum, CEO of
Vodafone Netherlands - Vodafone
Paul Lalancette, International M2M
Sales Director at Accenture - Accenture
Neil Gershenfeld, Director of the Center
of Bits and Atoms at MIT - MIT
Robin Chase, Founder of Goloco
(ZIPCAR) and Meadow Networks - Goloco
Adrian Wooldridge, Business and
Finance Editor at The Economist - The
Economist
Francisco Romero, Business
Development Director at Telvent Energy
- Telvent Energy
Robert Hamilton, Product Manager at
Google Mobile Team - Google
Paul Horn, Senior Vice-President and
Director at IBM Research - IBM
Research
Juanjo González, International Director
of Strategy at Indra - Indra
Marc Bense, General Manager of Gentag
Europe and CEO of TopTroniQ - Gentag
Andrew Gilbert, President of
Qualcomm Europe - Qualcomm
Emily Green, President and CEO of
Yankee Group Research, Inc. - Yankee
Group Research, Inc.
Peter Hirshberg, CEO of the
Re:imagine Group and former
Chairman of Technorati - Re:imagine
Joseph Charles Kvedar, Founder and
Director of the Center for Connected
Health - Center for Connected Health
Paolo Gaudiano, President and Chief
Technology Officer of Icosystem Icosystem
Attendees
Emilio Méndez, Director of the
Center for Functional Nanomaterials
(CFN), winner of the 1998 Prince of
Asturias Award for Technical and
Scientific Research - Center for
Functional Nanomaterials (CFN)
Arturo Azcorra, General Director at the
Centre for the Development of Industrial
Technology (CDTI) - CDTI
Ángel Cabrera, President of Thunderbird
School of Global Management Thunderbird School of Global
Management
Alejandro Fernández, Founder and CEO
of Fractalia - Fractalia
Wilfried Vanhonacker, Dean of the
Moscow School of Management
SKOLKOVO - Moscow School of
Management SKOLKOVO
Dr. Leo Anthony Celi, Co-Founder of
Sana Mobile, Staff Intensivist at Beth
Israel Deaconess Medical Center and
Research Scientist at the Massachusetts
Institute of Technology - MIT
Gordon Feller, Director of the Cisco
Internet Business Solutions Group
(IBSG) Public Sector Practice, Urban
Innovations Team - Cisco
Chris Meyer, Founder of Monitor
Talent - Monitor Talent
Stephen Trachtenberg, President
Emeritus of George Washington
University - George Washington
University
Rita Rodríguez, Director of Intangibles
at Bankinter - Bankinter
Richard Kivel, CEO of Rhapsody
Biologics, Chairman of the MIT
Enterprise Forum - MIT Enterprise Forum
Jong Lok Yoon, Senior Executive Vice
President of the R&D Group, Korea
Telecom - Korea Telecom
María José Alonso, Professor of
Pharmacy and Pharmaceutical
Technology at USC and Trustee of the
Bankinter Foundation of Innovation USC
Javier Foncillas, Founder and CEO of
Pocket Widget - Pocket Widget
Phillip Lader, Non-Executive Chairman
of the WPP Group - WPP Group
Fernando Alfaro, Founder of Madiva
and former Head of Innovation of
Bankinter - Madiva
Michael Schrage, Research Fellow at
the MIT Sloan School’s Center for
Digital Business - MIT Sloan School’s
Center for Digital Business
María Antonia Otero, Executive
Chairman of Innotarget and Board
Member of Jazztel - Innotarget
Adam Trachtenberg, Director of
LinkedIn’s Developer Network - LinkedIn
Juan Rosas, Managing Director at FIBK
- Bankinter
Carlos Bhola, Partner at Celsius Capital
and Co-founder and CEO of Kikin Celsius Capital
Index Previous page
Innovation
Innovatie
イノベーション
革新
Naujovés
Innovasie
Innovacije
Nuálaíocht
Inovasi
Innovación
Risi
Inovácií
Innovasjon
Yenilik
Καινοτομία
Innovazione
Inovací
Pagbabago
Иновација
Inoväcijas
Innovoinnin
Inovacija
Innovatsiooni
Nuálaíocht
Next page
Innovazzjoni Innovare
Инновации
Innovação 혁신
Arloesi
Innowacji Nysköpun
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are trademarks of Accenture.

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