Information, Knowledge and Agile Creativity

Conclusion

Making an organization innovative is not a simple problem, but it seems that keeping it the same is even more complex. In line with the work of C.M. Christensen [CHR 00], we consider the significant risk for the company of locking itself into routines, which constitutes a dilemma for innovation. At the enterprise level, all individuals and sources employed contribute to the production of innovations, as defined by the network actor theory [LAT 05], but it is good to introduce novelty into the system to make it evolve. Improving the observation processes that aim to react to changes in the company’s environment is an important issue, shared by all its stakeholders. The same must apply to activities that generate new ideas and translate them into useful productions. The flow of information, knowledge and ideas should not be too linear, and at times follow erratic and chaotic paths, in a positive sense close to a liberation, an unexpected creation and not the increase of a more important disorder within the processes of the organization (except possibly with regard to the activities specific to the ideation). The mapping and analysis of a product innovation system must be able to provide information beyond a simple understanding that can be provided by the census, the breakdown (section 2.3) and the visualization of frameworks and therefore of territories submitted and generating flows (of ideas, information, knowledge, possible solutions, resources, etc.) (section ...