b"INTELLECTUAL CAPACITYTheeconomicmodel:Focusedoninternalmanagement,these configuration innovations analyze how an organization operates and generatesrevenue.Thesecanposeahigherrisk,asthey sometimes alter fundamental decisions on which organizations are built. For example, business model innovations are best pursued when operators identify oversaturated markets, low customer satisfaction, or outdated technology.Products and services: Whether tangible or intangible, innovations in products,services,oracombinationofthetwoimproveexisting goods in some way. For example, smart phones, pharmaceuticals, wireless headphones, or new financial services. Commercialization:marketinginnovationcreatesnewmarketsor increases existing market share. Marketing innovations are positively disruptive new ways for brands to interact with consumers. Not only canmarketinnovationintroduceanewwaytoconnectwith audiences, not only it can be as simple as promoting an existing product for a different use than originally intended.Aninnovationmakesademonstrable,oftendisruptive,differenceina product, service, industry, and social or governmental organization. This is afundamentallynewandtangiblechangeanddeparturefromthe conventional.2.Why don't we innovate more? Alotofpeoplewhoarefullofideasjustdon'tunderstandhowan organizationshouldworktogetthingsdone,especiallyradicallynew things. Too often there is the strange underlying assumption that creativity automatically leads to true innovation. Thistypeofthinkingisaparticulardiseaseofbrainstorming proponents,whooftentreattheirapproachassomesortofultimate business liberator.Theprocessofformingandlinkingideasandinnovationarenot synonymous. The first type deals with the generation of ideas and the second with their implementation.To avoid confusion, it is not essential that the innovation be successfully implemented to be considered an innovation.Germain Decelles221"