For some time now, the corporate world has found itself within a real revolution, which is radically changing the way of understanding production processes and the product itself. This procedure is recognized as a “digitization process” and consists of the merger between the new information and communication technologies and the industrial sector. In Italy, especially within SMEs, the implementation of this process can be very difficult, both due to the lack of funds and because you cannot count on the help of an expert professional figure. To solve the problems, the Italian state has therefore decided to launch the “Industry 4.0 Plan”, which provides for a set of incentives aimed at supporting innovation, through funds and investments in the areas of research, training, coaching and development in research. To get Italian SMEs out of their comfort zone, it would be necessary to bring them into the perspective of “Open innovation”, an innovative process that requires collaboration and contribution both from internal resources and from external resources. company, and which includes various factors such as the risk of innovation, the exchange and sharing of ideas and projects, collaboration with external partners.
The term innovation is generally used to refer to the development and implementation of new ideas, new tools, new products and new processes. For this reason, it is assimilated to the sectors of creativity and originality. Creativity can be defined as ideas as the tendency to generate or recognize alternatives or possibilities that are useful for solving problems, communication and entertainment. Originality is considered the quality of renewing oneself and being different in a positive and attractive way.
As for the specific theme of organizational innovation, it is closely linked to that of training and development. In fact, in organizations innovation is implemented by training (or at least a certain type of training) and leads to the development of both human resources and the organization as a whole.
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