Interligare and the commitment to innovation in strategic systems.
If in previous posts I dedicated a time to clearly define the principals by which the business platforms responsible for the design of systems through diverse products are ruled, that is to say in JMJLab, I now prepare to describe the responsibility and governing principals of Interligares activity as a research, engineering and development company of products composed in the JMJLab. Interligare focuses its activity on the research and construction of all the necessary elements which compose a strategic socio-technical system, granted we have spoken of the elements which compose a socio-technical systems, I would like to clearly define the functions, components and typologies of a strategic system.
A strategic system is one that permits assistance in the planning and fulfilment of the objectives which comprise the mission, of the individual or company which will use it (JMJ-2009), thus a personal strategic system is made up of a collection of systems that allow the obtaining of the personal objectives set in their needs and desires; in the same sense, an organisational or corporate strategic system assists in obtaining the objectives set by the established plans and derived from the missions which are defined by the organisation.
The established definition encloses many elements which must be clearly defined. Firstly a strategic system refers to the fact that from the point of view of the beneficiaries of the system, they are the most important in the surrounding system hierarchy and likewise, the vision, structure and functioning of every strategic personal system is different and singular. In this respect, it is not the same to develop and deploy analysis software as strategic analysis software or a financial strategic software and finally in a socio-technical model an intelligence or innovation organisation is not the same as strategic intelligence or innovation organisation.
From the aforementioned the daily challenges that are pursued by Intelligare in all its corporate actions as an innovation company are derived, these are fundamentally three:
1. Clearly investigate and research which are the objectives and approach of the beneficiaries of a system and which are the functions of use and value which will permit to perceive it as strategic
2. Develop the components, pieces and parts of everything defined as a strategic system.
3. Invest in knowledge, research, human resources, infrastructure, and management methodology and business models which make up the continuous innovation which surround the engineering, development and deployment of the STRATEGIC CORPORATE SOCIO-TECHNICAL SYSTEMS, maximum assertion of the capabilities of innovation in systems.
For the progressive attainment of these fundamental and inalienable challenges two principal elements are necessary. On the one hand the collective awareness of individuals within the organization of the challenges raised and on the other, to take charge internally and externally of the intellectual and business approach.
Four years after the start up and establishment with these objectives in the founders mind, who has progressively cascaded them in his design and business strategy approach, the moment has come in which the organisation, innovation and knowledge network can take the lead of this conceptual, systematic, technological and social revolution and assume the responsibility of transmitting the aforementioned in their messages, systems products, behaviour and business models. Up to now the experience of following this focus to a certain extent has made us unique and has permitted us, to in a short time, obtain innovation assets and solid approaches in relation to future changes in innovation which are currently necessary to consolidate with patience, a steady and firm step in multiple products, solutions, business spin offs and alliances.
A strategic system is one that permits assistance in the planning and fulfilment of the objectives which comprise the mission, of the individual or company which will use it (JMJ-2009), thus a personal strategic system is made up of a collection of systems that allow the obtaining of the personal objectives set in their needs and desires; in the same sense, an organisational or corporate strategic system assists in obtaining the objectives set by the established plans and derived from the missions which are defined by the organisation.
The established definition encloses many elements which must be clearly defined. Firstly a strategic system refers to the fact that from the point of view of the beneficiaries of the system, they are the most important in the surrounding system hierarchy and likewise, the vision, structure and functioning of every strategic personal system is different and singular. In this respect, it is not the same to develop and deploy analysis software as strategic analysis software or a financial strategic software and finally in a socio-technical model an intelligence or innovation organisation is not the same as strategic intelligence or innovation organisation.
From the aforementioned the daily challenges that are pursued by Intelligare in all its corporate actions as an innovation company are derived, these are fundamentally three:
1. Clearly investigate and research which are the objectives and approach of the beneficiaries of a system and which are the functions of use and value which will permit to perceive it as strategic
2. Develop the components, pieces and parts of everything defined as a strategic system.
3. Invest in knowledge, research, human resources, infrastructure, and management methodology and business models which make up the continuous innovation which surround the engineering, development and deployment of the STRATEGIC CORPORATE SOCIO-TECHNICAL SYSTEMS, maximum assertion of the capabilities of innovation in systems.
For the progressive attainment of these fundamental and inalienable challenges two principal elements are necessary. On the one hand the collective awareness of individuals within the organization of the challenges raised and on the other, to take charge internally and externally of the intellectual and business approach.
Four years after the start up and establishment with these objectives in the founders mind, who has progressively cascaded them in his design and business strategy approach, the moment has come in which the organisation, innovation and knowledge network can take the lead of this conceptual, systematic, technological and social revolution and assume the responsibility of transmitting the aforementioned in their messages, systems products, behaviour and business models. Up to now the experience of following this focus to a certain extent has made us unique and has permitted us, to in a short time, obtain innovation assets and solid approaches in relation to future changes in innovation which are currently necessary to consolidate with patience, a steady and firm step in multiple products, solutions, business spin offs and alliances.
