By Karl Maslo
Something that those who lead advanced corporations in the world should never forget is that in order to continue growing and guaranteeing the sustainability of the business, they must keep in mind that "innovating" is not an option. It is an obligation.
The Quantex case is a clear example. Being a rock fragmentation company (known in popular language as an explosives manufacturer), we decided to deploy a corporate strategy in 2011 that will install a culture of innovation focused on the client throughout the organization. Under this approach, Quantex technology was born, which, being disruptive, revolutionized blasting in open-pit mining operations, and completely changed our business model.
Today, for those of us who work at EXSA, innovation is a fundamental pillar of our day to day, to such an extent that we are about to launch new disruptive technologies that allow us to continue on that path.
In addition to making us more efficient and differentiating ourselves from the competition, betting on innovation is essential to the generation of increasingly secure
As indicated by the study by IPSOS mentioned in the newspaper El Comercio de Lima in the article: "Building business based on innovation focused on the consumer" there are seven trends to create disruptive innovations:
Me time: "I often try to find time to disconnect."
Self-preservation: "For me, it is a priority to buy products and services that make me feel more secure".
In possession of personalization: "I would prefer that a company or an expert choose the options of products or services for me, instead of me doing it myself".
Technological love affair: "in general, technology improves life".
Freshness first: "I would pay more for packaging that helps keep food fresher for longer."
Kid's health vs. happiness: "The health and well-being of my children
In the case of EXSA, what has become our north star, to which we are heading, are "in possession of personalization" (personalization of the product) and "technology love affair" (romance with technology).
The first trend requires an understanding of the different realities of each of our clients, to whom we offer "exact solutions" (products, technologies, services, etc.) ad hoc to their needs. The goal is to give you greater efficiency in your operations to obtain the lowest total cost of operation. This means saying goodbye to the "standard options" and moving forward on a path of diversification and personalization.
The second trend demands investment into development and/or the acquisition of technology. If a company doesn’t get on this tide, it will, sooner or later, fail and will have to leave the market. To get on this tide, by the way, it’s not only about incorporating more automatization into the processes we already have, but also to investigate, to dare to develop or incorporate disruptive technologies, to the point of breaking the molds and leave behind the typical business model. It’s about a perfectly adaptable principal towards the industry of rock fragmentation, where we currently work with energy generated by sudden chemical reactions, but we’re already making efforts to find alternative energy sources, that would be cleaner, more accurate and focused on having less impact on the environment.
The truth is, to be innovative and disruptive, we should leave behind our fears and accept trial and error as normal, and break the mold. In this context, as it happens in many companies, it’s not about falling into a “creators” syndrome to ask for a thousand patents that, in the end, wouldn’t end with economic benefits for the company, nor for the client. Being innovative and disruptive will never be a waste of time, energy
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