Such conversations are very common and familiar in the Iran industries. Although the above example is related to the manufacture of polymer parts, the same answer applies in other industries as well. Can be heard. But where is the problem with this answer?

The problem is that the manager of a component manufacturing company implicitly innovates in the design and production of polymer New or improved limited! Or the CEO of a dairy company thinks of innovation only as launching a new dairy product. If the company’s job is to produce office automation software, it usually considers innovation to be software-only and limited to its product development team. If the company is a manufacturer of industrial paints, it considers innovation to be limited to a small group of chemists or chemical engineers working in the laboratory or ultimately in their production line. In other words, many Iranian companies limit innovation to innovation in their core area of ​​expertise; It is as if innovation is limited to a specific area and therefore they do not seek it outside their area of ​​expertise.

This pervasive mistake is one of the reasons for the limited and failure of innovative activities in some Iranian companies. If we accept that innovation is the same value-creating change for companies, it should not be limited to any of the inputs, processes, outputs, specialties and units of the organization. Innovation can take many forms and in each form, it requires a different range of expertise. Innovation can be a small improvement in one of the company’s work processes with the aim of reducing costs or increasing customer satisfaction. Innovation can be the reform of employees’ motivational guidelines with the aim of creating a culture of participation and increasing their suggestions for improvement. Innovation can be a new way of processing customer data with the aim of early detection of service improvement points.

Each of these innovations requires different specializations. This expertise is not necessarily consistent with the company’s technical expertise. For example, if the flow of liquidity is the company that polymer Produces due to non-receipt of arrears from major customers. The company’s management must look for innovative solutions to solve this problem. Maybe this solution is to diversify customers, change the company’s revenue model, create a kind of strategic partnership, change sales instructions, and so on. None of these solutions require polymer or materials expertise. Of course, perhaps one solution is to produce new polymer parts to offer to different customers or to enter Be a new market. But this is one of the thousands of innovative solutions imaginable to solve this problem. Maybe even the right strategy for this company is to produce completely different and non- polymer products and import To a new market. We should not forget that not so long ago, software, sensors, displays , etc. were outside the specialized fields of the automobile industry. But today, one cannot imagine a car without these technologies. Therefore, the field of technical expertise of companies has fluid characteristics. Under these circumstances, if a company sees innovation as limited to its existing area of ​​technical expertise, it will not be able to identify and prioritize many innovation opportunities. Such a company will inevitably fall into place and its problems will intensify.