De la estrategia a la acción… organizar la innovación Executing innovation requires structure, discipline, and leadership, moving beyond inspiration to a clear model with defined roles, processes, and mechanisms for generating, prioritizing, and scaling ideas. Progressive companies practice ambidextrous innovation, excelling in both mature businesses and exploring new ventures by fostering harmony between efficiency and exploration, aligning incentives for both execution and innovation. Successful innovation also depends on leadership that builds trust, tolerates ambiguity, and creates an environment for learning from mistakes, recognizing that innovation is an organizational, not departmental, responsibility.

• Innovation execution demands structure, discipline, and leadership, not improvisation or inspiration.
• Companies need a clear innovation model with defined roles, processes, and mechanisms.
• Ambidextrous companies excel in both mature businesses (exploitation) and exploring new ventures (exploration).
• Achieving innovation requires balancing efficiency with exploration and aligning incentives.
• Innovative leaders build trust, develop people, tolerate ambiguity, and foster learning from errors.
• Innovation is an organizational responsibility, not limited to a specific department.
• The ‘Poeta’ acronym (Pregunta, Observa, Experimenta, Trabaja en equipo, Asocia) summarizes essential innovator skills.
• Measuring learning, not just results, is crucial in early innovation stages.
• Strategic innovation advances through iteration, not linearity.