Pensar que se trata de modismo e um erro potencialmente fatal. Essa nao e como outras ondas que vieram e se foram (reengenharia, lembra?). O mundo empresarial esta correndo em massa atras da inovacao como nunca fez com nada antes. O que esta em curso e uma transicao analoga a da revolucao industrial so que bem mais acelerada. Inove ou morra! Nao e uma ameaca, e um alerta. Voce nao tem de ser especial para inovar. Basta saber ler as circunstancias do seu negocio. A boa noticia e que isso pode ser aprendido.(Epoca Negocios - edicao de maio) Based on a review of the literature, interviews with "innovative companies," and value innovation principles, we developed a process model that translates value innovation into organizational reality. The model is divided into three primary sections, illustrated in Figure 2:Providing exceptional value to the most important customer/increasing enterprise value.The five-stage value innovation process. The key cultural factors influencing the enterprise's ability to value-innovate. The drivers of the process, providing exceptional value to the most important customer in the value chain, which in turn fuels enterprise value, are shown in the model's lower disk.Enterprise value is delivered through an iterative business process, based on five stages (shown in the central disk). We visualize the disk as rotating, providing the mechanism to drive value innovation and keep it focused on the result. The stages are:Business Intelligence. Value Modeling and Analysis. Decisions and Prioritization. Communications and Implementation. Value Validation. The force in the model is created through the reinvention culture, shown in the upper disk. We visualize this disk as having great weight, which relentlessly drives further value creation when directed correctly through the business process. The ability and effectiveness of an organization to value-innovate is influenced largely by its culture. Hamel has described the ten principles that affect a company's ability to bubble up billion-dollar ideas and provides many examples where companies have been successful (4). Figure 2.--The Value Innovation Process Model provides a framework a company can use to develop a new product, service or business model that will give a strong boost to the value of the enterprise. The central ring represents the five-stage Value Innovation Process itself. The success, or lack of success, gained from this process is in large measure influenced by the companys culture of reinvention, which overlays the process as suggested by the two vertical lines. Implement the process without changing the culture and the results are likely to be disappointing.Based on our experience and findings, there must be: An authentic market for new ideas. Teams crossing all functions and comfortable with intense, detailed, high-energy debates where the focus is on the most important customer and the business environment. Systems thinking permeating all planning. Recognition of the difficulty of managing risk for economic outcomes and quantitative tools used to evaluate a broad range of ideas and scenarios. Trust, honesty and candor throughout the organization. Consider Whirlpool, for example. In 1999, Whirlpool re-assigned 75 people and tasked them with answering the question, "What other rooms in the home can Whirlpool bring value