● to address cul-de-sac organisational situations
● to invent and design new businesses, products or services
● to explore on a practical level new desired horizons and untravelled paths
Despite the assumption that innovation is positive, experience shows us that this is not always the case. The implicit violence often felt by those who participate in the process belies this assumption. Are organisations which constantly emphasise the “need” to innovate prepared to deal with all the implications involved?
This process, aspired to and demanded by many organisations, is the result of the desire to embark on an interactive, uncertain and often surprising journey in their development.
The “upside-down disruptions” process fosters the creation of a set of conditions (individual and collective) that facilitate the emergence of innovative potential and its putting into practice, while containing the impacts of the alteration generated.
Recommendable when the members of the organisation feel confident in breaking the habitual boundaries of their work culture.
Methodologies of immersion and impact in order to pose paradoxes, produce leaps and enable the transubstantiation of concepts, practices and materials.