Juan Ignacio Marrón (KPMG): “We are forced to activate resources to get the wheel of innovation turning”
During our latest innovationHUB, we took the chance to talk to Juan Ignacio Marrón, liable partner for Innovation at KPMG Spain, regarding the role played by people within the innovation ecosystems of today’s organizations.
An opportunity to learn about the commitment made by KPMG Spain in this field, which focuses on intrapreneurship, external alliances and management of ideas generated within the organization.
Click to watch the full interview.
Innovadores (I): At this innovationHUB we have seen how more and more large companies innovate collectively, co-creating with people within and without their organizations. Is KPMG working along those lines?
Juan Ignacio Marrón (JM): The innovation ecosystem at KPMG is made up of three elements: an intrapreneurship plan, a second ecosystem with startups that complements the previous plan, and finally, several innovation labs. What we are trying to do is to transform internally and externally, affecting how we carry out our day-to-day work and encouraging an internal culture of innovation that adds further value to our clients.
I: How do the different pieces in this ecosystem relate to each other?
JM: Within the intrapreneurship plan, the community ideas4all Innovation is key, but also in the startups ecosystem; any employee can contribute new startups and closely monitor them towards their possible incorporation to the ecosystem.
I: This community is based on ideas crowdsourcing among employees: what is its effect?
JM: It is one more cog in a machine where we not only have a vision of where we want to be, but also a resource to take action and make the wheel of innovation turn.
I: A movement based on collective dynamics that involves everyone. How do you execute that taking action?
JM: Through ideas and transversal collaboration. For example, the community offers us the ability to create work rooms with a limited number of employees, to co-design and co-develop new solutions.
I: What are the competitive advantages for a company that receives inputs from its employees in real time?
JM: Having a community like this is essential for us and our innovation plan, because it allows us to identify any valuable ideas and foresee which internal and external resources we need to mobilize to make them become reality. It is crucial to be able to reduce the time required not only to identify ideas, but also to develop and implement them. Doing things is important, not saying you are going to do them.
I: But to do things, you need something more than ideas, for example, people and motivations. In this respect, what are the triggers of change the company can use?
JM: One of the greatest impacts the community has is measured in terms of cultural change. We are companies with a very strong culture and having a resource like this has an impact on innovation and our capacity to attract and retain talent.
I: What role does putting people in the limelight play, and giving them the opportunity to develop their projects and ideas?
JM: The concept of talent has changed very much in the last few years, as well as the motivations of employees, especially the younger ones. That is why it is crucial to have an intrapreneurship plan that places value on ideas and people, both those behind the ideas and those who develop and execute them.