We have a 35+ years experience in Innovation: technological and social, with about 800 projects we have realized. Trust by the customer for us implies references, concrete witnesses : it may sometimes be interesting to see who has done what in the past in order to evaluate similar situations today (Check elsewhere the list of recent, achieved projects) .
We have interpreted “by doing” most of the phases of Innovation, in particular the evolution in the years and the reasons for this evolution. We did never just import technologies, we always tried to develop them in order to understand them deeply and master their potential impact. We call this activity of ours: technological research. This basic “instinct” allows us to forecast, anticipate, foresee not just follow innovation. We may call it: vision.
Technology push vs user pull
We started with the production of software supporting, favoring, enhancing human learning. This was our core business that we learnt in Stanford, USA in the years 1982-85 and we proposed in Italy-Europe in the 80-90ties. This was done within the fundamental conviction that teaching – education have to be evaluated by their effects on human learning. What counts is not how many hours you teach, but how and what people learn. Similarly, we firmly believe that in today’s Companies it is not important how many computers are there, rather how much the employees believe these to be useful for their work and operate accordingly.
Cognitive understanding not only emotional commitment
The human asset is more and more crucial, since it is the source of success in most businesses. Innovation evocates often misunderstandings, when not fear or reject. Often, people reject what is not known, are afraid of the obscure future. Dissemination of basic understandings of technological advances is foundational for any agent to be confident and proactive, not afraid and reactive. Dissemination is not easy: reducing advanced concepts into simple terms is among the most difficult tasks that most institutions refuse to assume. We consider this aspect a prerequisite for the adoption of innovation, not “something to teach after”. We know how to do it.
Holistic approach to innovation
The standard help required to us, shifted from the request: “give us an innovative product, training included” to: “help us to identify an innovation path that would allow us to be more competitive”. The consequence is that we had to invent, experiment and offer a “holistic approach” to Innovation, i.e: re-think the business processes of the customers as a function of new markets, new technologies, new processes and eventually new missions. We had to call our best network of previous partners and collaborators, as we could never ever master each of the details of each solutions, rather the conception, interoperability, integration and empirical evaluation of the innovation process as a whole.
The meaning(s) of E-X
E-learning, e-work, e-communication, e-collaboration etc mean all the same: how to enhance human collective behavior irrespectively from time, distance and resources; impossible to distinguish since, in real interactions ,they are all intertwined processes. A huge, new potential asset to exploit. Rarely the introduction of e- consists in just using other communication or computation resources (typically the Web, or Artificial Intelligence tools, but also the Cloud and its descendants like Block Chain security, access to Big Data, mining, deep learning, etc) in order to optimize the traditional processes: reduce time and efforts. Often -if not always- what occurs is a complete re-organization including a new promising re-conception of products and services offered to the changing markets.
A custom service Company
We therefore moved from a “product oriented Company” to a “custom service Company (KTS: Knowledge Technology Services)” that would first of all have the purpose to help the customers – in a kind of maieutic process like the one described by Socrates – to identify their potential needs and the mix of products-services-vendors to help the transition. However, these identified needs have to be necessarily feasible and profitable: the constraints being time, costs but particularly the adaptation of the human resources to innovation.
Independent, but always connected
Didael KTS is a small Company. However, it has a unique historical record of successes and therefore a corresponding network of partnerships to call when needed. We believe that no other Company on the market may demonstrate the same; we would be surprised to be contradicted. The very significant advantage of a small Company dedicated to services for technological and social innovation is that we operate independently. We have just the interest of the customer, not of the vendor of technologies or products or other services. This simple fact, associated with our very competitive network of relations and professional partnerships Europe wide, allows our customers to feel safe and trust us.