Alan Zettelmann, innovation consultant: “CEOs are now judged by the ability to predict change”

Alan Zettelmann global consultant in innovation and specialist in the recently launched ISO 56001 standardassured that the new trend to “judge” the performance of men and women CEOs It is no longer because of its results, but because of the “ability to predict change.”

The analyst was consulted by Scope prior to his participation as keynote speaker at the International Innovation Forum next Thursday, October 17organized by the Universidad del Pacífico in Lima, in Peru.

“If you are a leader looking to transform your organization through innovation, this event is the perfect place to explore new ideas, learn from specific cases and connect with other visionaries. As keynote speakerI am going to share key strategies to integrate innovation into business management and how ISO 56001 can be that accelerator of change that we so need.”he advanced to this medium.

ISO 56001 certifies the foundations of innovation for the growth of companies, optimizing processes and increasing competitiveness, as was ISO9001 at the time.

“Top management has to wake up and give priority to innovation in its strategy. This is the time to act and make innovation an organizational priority”warned in the prelude to the event that seeks to redefine the future of innovation.

Zettelmann Last year he launched the book “Commanding Innovation” which is now available on Amazon. In this publication it seeks to inspire, challenge and guide CEOs and board members to become successful innovation leaders in their industries.

Journalist: What is the importance of having a standard that regulates innovation management?

Alan Zettelmann: From my experience as an executive, having a standard like ISO 56001 It is key for organizations to stop improvising and take innovation seriously. It is not something that can be handled with intuition alone; we need structure, clear processes and a way to measure what we are doing. This standard is a guide that allows you to integrate innovation into the heart of the company, ensuring not only that ideas flow, but that they are implemented and generate real value. In such a dynamic world, having this in place gives you an important competitive advantage, especially if you want to be among the leaders in the sector.

Journalist: Are Latin American companies prepared to innovate?

AZ: Latin American companies have enormous potential, but the truth is that there is still a long way to go. Many are in the process, but not all are prepared to innovate systematically. The biggest challenge is that the organizational culture still does not embrace innovation as something central. There is a lack of investment in R&D and more support for disruptive ideas. But with tools like ISO 56001these barriers can be broken down. What we need is for the region’s leaders to realize the urgency of preparing their companies to compete in a rapidly changing global scenario.

Journalist: Can an innovative mindset be encouraged?

AZ: Of course it does, and senior management has a lot to do with this. Fostering an innovative mindset is a matter of leadership: Managers have to be the first to inspire, train and give the space for teams to think differently.. This means creating an environment where making mistakes is not a drama, but rather an opportunity to learn. It is key to motivate curiosity and creativity. This mindset doesn’t form overnight, but with consistent effort in the organizational culture and a strong example from the top, it is possible for everyone to start thinking outside the box.

Journalists: What is the new ISO 56001 standard about and what scope and challenges does it have?

AZ: The ISO 56001 It is a spectacular opportunity to transform how innovation is managed in companies, but not everything is simple. Its greatest advantage is that it gives you a clear structure to systematize the innovation process, which is essential to generate concrete results. The challenge, as always, is to change the traditional mentality and break the internal resistance that exists in any organization. Leaders must be ready to manage this change, be an example and commit to the process. Implementing this standard will require dedication, training and continually measuring how we are doing.

Journalist: How is it possible to promote an innovative culture in the company?

AZ: Fostering a culture of innovation starts at the top. As leaders, we have to create an environment where collaboration, calculated risk and experimentation are part of everyday life. It’s not just about having crazy ideas, but about giving space for those ideas to develop without fear of making mistakes. Furthermore, it is our duty to ensure that resources and tools are available so that innovation is constant. Training, technologies that facilitate creativity, and a committed team are key to building that culture.

Journalist: What does innovation mean to you?

AZ: Innovating, from my point of view, is much more than bringing something new to the market. It is finding ways to add value continuously and sustainably. Innovation is both a strategy and a mindset. It is about transforming problems into opportunities and allowing companies to evolve in a context of permanent change. Innovating is not something exclusive to an R&D department; It is the responsibility of the entire organization. And most importantly, leaders have to understand that innovation is not just creativity, it is also effective implementation. Only in this way do we promote sustained growth.