{"id":16482,"date":"2026-07-24T18:07:34","date_gmt":"2026-07-24T16:07:34","guid":{"rendered":"https:\/\/pepax.sk\/?page_id=16482"},"modified":"2026-08-17T12:03:29","modified_gmt":"2026-08-17T10:03:29","slug":"inovacny-manazment","status":"publish","type":"page","link":"https:\/\/pepax.sk\/en\/sluzby\/strategia-poradenstvo\/inovacny-manazment\/","title":{"rendered":"Strategic innovation management and innovation management"},"content":{"rendered":"
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\u2014 Strat\u00e9gia, riadenie a poradenstvo<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Strategic innovation management and innovation management<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Pom\u00e1hame organiz\u00e1ci\u00e1m prepoji\u0165 inov\u00e1cie so strat\u00e9giou, rozhodovan\u00edm, portf\u00f3liom, experimentmi, t\u00edmami a meran\u00edm pr\u00ednosu. Cie\u013eom je vytvori\u0165 zrozumite\u013en\u00fd syst\u00e9m, v ktorom sa dobr\u00e9 pr\u00edle\u017eitosti dok\u00e1\u017eu overi\u0165, slab\u00e9 v\u010das ukon\u010di\u0165 a \u00faspe\u0161n\u00e9 rie\u0161enia prenies\u0165 do re\u00e1lnej prev\u00e1dzky<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tDohodn\u00fa\u0165 \u00favodn\u00fd rozhovor<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tAko spolupr\u00e1ca prebieha<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Situ\u00e1cia a s\u00favislosti<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Inov\u00e1cie prin\u00e1\u0161aj\u00fa hodnotu vtedy, ke\u010f organiz\u00e1cia vie, \u010do h\u013ead\u00e1, ako rozhoduje a \u010do urob\u00ed s v\u00fdsledkom<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Mnoh\u00e9 organiz\u00e1cie maj\u00fa dostatok n\u00e1padov, ale ch\u00fdba im syst\u00e9m, ktor\u00fd by ich dok\u00e1zal rozl\u00ed\u0161i\u0165, overi\u0165 a previes\u0165 do praxe. Iniciat\u00edvy vznikaj\u00fa paralelne, s\u00fa\u0165a\u017eia o rovnak\u00e9 kapacity a \u010dasto zost\u00e1vaj\u00fa medzi pilotom a be\u017enou prev\u00e1dzkou<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"Usporiadanie\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Strategick\u00e9 smerovanie<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Inova\u010dn\u00e9 dom\u00e9ny, t\u00e9zy a typy pr\u00edle\u017eitost\u00ed, ktor\u00e9 zodpovedaj\u00fa bud\u00facemu smeru organiz\u00e1cie<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Governance<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Sponzor, vlastn\u00edci, rozhodovacie f\u00f3ra, mand\u00e1ty, financovanie a eskal\u00e1cie<\/div><\/div>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Portf\u00f3lio<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Vyv\u00e1\u017eenie horizontov, riz\u00edk, kapac\u00edt a strategick\u00e9ho pr\u00ednosu jednotliv\u00fdch iniciat\u00edv<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Experimentovanie<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Overovanie z\u00e1kazn\u00edckej potreby, hodnoty, technickej realizovate\u013enosti a ekonomiky<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u013dudia a kult\u00fara<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Kompetencie, bezpe\u010dn\u00e9 pomenovanie zisten\u00ed, discipl\u00edna a u\u010denie bez poni\u017eovania<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Prenos do praxe<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Vlastn\u00edk, rozpo\u010det, procesy, technol\u00f3gie, change management, adopcia a metriky dopadu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Pre koho a kedy<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Ke\u010f organiz\u00e1cia nechce inovova\u0165 n\u00e1hodne, ale potrebuje udr\u017ea\u0165 smer, discipl\u00ednu a schopnos\u0165 u\u010di\u0165 sa<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Rozsah m\u00f4\u017ee za\u010da\u0165 jedn\u00fdm d\u00f4le\u017eit\u00fdm procesom alebo postupne pokry\u0165 \u0161ir\u0161iu procesn\u00fa architekt\u00faru. Spolo\u010dn\u00fd z\u00e1klad tvor\u00ed potreba lep\u0161ie porozumie\u0165 realite a pripravi\u0165 uskuto\u010dnite\u013en\u00fa zmenu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tOveri\u0165 vhodn\u00fd form\u00e1t<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n Ve\u013ea n\u00e1padov, slab\u00e1 prioriz\u00e1cia <\/h3>\n \t\t \t

Ch\u00fdbaj\u00fa spolo\u010dn\u00e9 krit\u00e9ri\u00e1, transparentn\u00e9 rozhodovanie a inform\u00e1cia, ktor\u00e9 iniciat\u00edvy maj\u00fa pokra\u010dova\u0165<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Slab\u00e1 v\u00e4zba na strat\u00e9giu <\/h3>\n \t\t \t

Nie je zrejm\u00e9, ak\u00fd strategick\u00fd probl\u00e9m iniciat\u00edvy rie\u0161ia a pre\u010do maj\u00fa dosta\u0165 zdroje<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Piloty bez prechodu do prev\u00e1dzky <\/h3>\n \t\t \t

Ch\u00fdba vlastn\u00edk, financovanie, adopcia a pripraven\u00fd model \u0161k\u00e1lovania<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Pomal\u00e9 alebo politick\u00e9 rozhodovanie <\/h3>\n \t\t \t

Iniciat\u00edvy sa hodnotia pod\u013ea prezent\u00e1cie alebo postavenia autora namiesto kvality d\u00f4kazov<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Vznik inova\u010dn\u00e9ho programu <\/h3>\n \t\t \t

Treba nastavi\u0165 mand\u00e1t, roly, proces, portf\u00f3lio, rozpo\u010det, metriky a v\u00e4zby na \u010fal\u0161ie \u00fatvary<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Program bez zrozumite\u013en\u00e9ho pr\u00ednosu <\/h3>\n \t\t \t

Organiz\u00e1cia nevie vysvetli\u0165 stav portf\u00f3lia, kvalitu d\u00f4kazov, d\u00f4vody zastavenia ani dopad<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Hodnota spolupr\u00e1ce<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Jasnej\u0161ie rozhodovanie o tom, kde inovova\u0165, \u010do overova\u0165 a \u010domu u\u017e zdroje nepride\u013eova\u0165<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Spolupr\u00e1ca smeruje k jasnej\u0161iemu fungovaniu a lep\u0161iemu rozhodovaciemu z\u00e1kladu. Konkr\u00e9tny posun z\u00e1vis\u00ed od rozsahu, pripravenosti organiz\u00e1cie a schopnosti zavies\u0165 dohodnut\u00e9 zmeny do praxe<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 v\u0161etky slu\u017eby<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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01<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Spolo\u010dn\u00fd smer<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Inova\u010dn\u00e1 amb\u00edcia, prioritn\u00e9 dom\u00e9ny a v\u00e4zba na obchodn\u00fa strat\u00e9giu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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02<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Transparentn\u00e9 portf\u00f3lio<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Porovnanie iniciat\u00edv pod\u013ea strat\u00e9gie, d\u00f4kazov, rizika, zdrojov a potenci\u00e1lu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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03<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Primeran\u00e9 experimenty<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Men\u0161ie invest\u00edcie pred ve\u013ek\u00fdmi z\u00e1v\u00e4zkami a skor\u0161ie odhalenie chybn\u00fdch predpokladov<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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04<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Rozhodovacie br\u00e1ny<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Jasn\u00fd d\u00f4kaz, vlastn\u00edk rozhodnutia a variant pokra\u010dova\u0165, upravi\u0165, pozastavi\u0165 alebo skon\u010di\u0165<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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05<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Kult\u00fara u\u010denia<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Pravdiv\u00e9 zistenia bez prikr\u00e1\u0161lenia a bez automatick\u00e9ho pren\u00e1\u0161ania chyby na \u010dloveka<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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06<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u0160k\u00e1lovanie<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Vlastn\u00edctvo, zdroje, technol\u00f3gie, procesy, adopcia a meranie re\u00e1lneho dopadu<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Mo\u017en\u00e9 odborn\u00e9 v\u00fdstupy<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Konkr\u00e9tne v\u00fdstupy podporuj\u00fa rozhodovanie, koordin\u00e1ciu aj ka\u017edodenn\u00fa pr\u00e1cu s portf\u00f3liom<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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S\u00fa\u010das\u0165ou dod\u00e1vky m\u00f4\u017ee by\u0165 jeden pracovn\u00fd materi\u00e1l alebo ucelen\u00fd bal\u00edk podkladov. Presn\u00fd form\u00e1t, \u00farove\u0148 detailu a sp\u00f4sob odovzdania sa dohodn\u00fa pred za\u010dat\u00edm platenej pr\u00e1ce<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Diagnostika pripravenosti <\/h3>\n \t\t \t

Strat\u00e9gia, iniciat\u00edvy, rozhodovanie, kapacity, kult\u00fara, metriky a bari\u00e9ry<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Inova\u010dn\u00e1 strat\u00e9gia a t\u00e9zy <\/h3>\n \t\t \t

Amb\u00edcia, dom\u00e9ny, horizonty, hranice portf\u00f3lia a o\u010dak\u00e1van\u00fd pr\u00ednos<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Operating model a governance <\/h3>\n \t\t \t

Roly, f\u00f3ra, mand\u00e1ty, financovanie, reporting, eskal\u00e1cie a v\u00e4zby na organiz\u00e1ciu<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Portf\u00f3liov\u00e1 mapa <\/h3>\n \t\t \t

Iniciat\u00edvy pod\u013ea f\u00e1zy, strat\u00e9gie, d\u00f4kazov, rizika, zdrojov a odpor\u00fa\u010dan\u00e9ho rozhodnutia<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Experimenta\u010dn\u00fd playbook <\/h3>\n \t\t \t

Hypot\u00e9zy, experimenty, d\u00f4kazn\u00e9 br\u00e1ny, pilot, \u0161k\u00e1lovanie alebo ukon\u010denie<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Metriky a roadmapa <\/h3>\n \t\t \t

U\u010denie, tok, adopcia, dopad, implementa\u010dn\u00e9 priority a rozvoj kompetenci\u00ed<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Ako spolupr\u00e1ca prebieha<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Postup za\u010d\u00edna pochopen\u00edm strategickej potreby, nie automatick\u00fdm zaveden\u00edm univerz\u00e1lneho procesu<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Nie ka\u017ed\u00e9 zadanie potrebuje v\u0161etky f\u00e1zy v rovnakej h\u013abke. Rozsah prisp\u00f4sob\u00edme v\u00fdznamu procesu, dostupn\u00fdm podkladom a rozhodnutiam, ktor\u00e9 maj\u00fa na v\u00fdstup nadviaza\u0165<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 1. \u00davodn\u00fd rozhovor do 30 min\u00fat <\/h3>\n \t\t \t

Bezplatne z\u00edskame z\u00e1kladn\u00e9 inform\u00e1cie, over\u00edme vhodnos\u0165 slu\u017eby a dohodneme podklady pre ponuku. Odborn\u00fd v\u00fdstup pri rozhovore nevznik\u00e1<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 2. Diagnostika <\/h3>\n \t\t \t

Strat\u00e9gia, portf\u00f3lio, procesy, roly, rozpo\u010dty, rozhodovanie, metriky, kult\u00fara a bari\u00e9ry<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 3. Amb\u00edcia a dom\u00e9ny <\/h3>\n \t\t \t

Strategick\u00e9 v\u00fdzvy, typy inov\u00e1ci\u00ed, horizonty a krit\u00e9ri\u00e1 pr\u00ednosu<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 4. N\u00e1vrh syst\u00e9mu <\/h3>\n \t\t \t

Governance, portf\u00f3lio, f\u00e1zy, d\u00f4kazn\u00e9 br\u00e1ny, financovanie, evidencia a metriky<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 5. Pilotn\u00e9 zavedenie <\/h3>\n \t\t \t

Overenie r\u00e1mca na re\u00e1lnych iniciat\u00edvach a \u00faprava pod\u013ea pracovnej reality<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n 6. Stabiliz\u00e1cia <\/h3>\n \t\t \t

Intern\u00e9 roly, podklady, reporting, lessons learned a odovzdanie do be\u017en\u00e9ho riadenia<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Z \u010doho konkr\u00e9tne slu\u017eba pozost\u00e1va<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Moduly slu\u017eby vytv\u00e1raj\u00fa riadiaci syst\u00e9m od strategickej pr\u00edle\u017eitosti po \u0161k\u00e1lovanie<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Jednotliv\u00e9 moduly mo\u017eno kombinova\u0165 do kr\u00e1tkeho diagnostick\u00e9ho bloku, ucelenej procesnej anal\u00fdzy alebo viacf\u00e1zovej podpory pri zav\u00e1dzan\u00ed procesn\u00e9ho riadenia<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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1. Diagnostika syst\u00e9mu<\/h3>

Pochopenie s\u00fa\u010dasn\u00e9ho sp\u00f4sobu inovovania.<\/p>

Obsahuje:<\/strong>\u00a0strat\u00e9giu, portf\u00f3lio, roly, rozpo\u010dty, rozhodovanie, metriky, kult\u00faru, kapacity, bari\u00e9ry a priority.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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2. Inova\u010dn\u00e1 strat\u00e9gia a t\u00e9zy<\/h3>

Prepojenie inov\u00e1ci\u00ed s bud\u00facim smerom firmy.<\/p>

Obsahuje:<\/strong>\u00a0amb\u00edciu, dom\u00e9ny, horizonty, typy inov\u00e1ci\u00ed, hranice portf\u00f3lia a rozhodovacie princ\u00edpy.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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3. Governance a roly<\/h3>

Jasn\u00e9 vlastn\u00edctvo a rozhodovanie.<\/p>

Obsahuje:<\/strong>\u00a0sponzora, vlastn\u00edkov, inova\u010dn\u00fa radu, RACI, mand\u00e1ty, financovanie, reporting a eskal\u00e1cie.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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4. Opportunity discovery<\/h3>

Pr\u00e1ca s pr\u00edle\u017eitos\u0165ami pred z\u00e1v\u00e4zkom ku konkr\u00e9tnemu rie\u0161eniu.<\/p>

Obsahuje:<\/strong>\u00a0sign\u00e1ly, opportunity spaces, evidenciu n\u00e1padov, zoskupenie, prvotn\u00e9 hodnotenie a mapu pr\u00edle\u017eitost\u00ed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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5. Experimentovanie a d\u00f4kazy<\/h3>

Zni\u017eovanie neistoty primeran\u00fdmi testami.<\/p>

Obsahuje:<\/strong>\u00a0hypot\u00e9zy, experimenty, krit\u00e9ri\u00e1, prototypy, piloty, evidence log a rozhodnutie o \u010fal\u0161ej f\u00e1ze.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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6. Portf\u00f3lio a financovanie<\/h3>

Alok\u00e1cia zdrojov medzi rozdielne iniciat\u00edvy.<\/p>

Obsahuje:<\/strong>\u00a0kateg\u00f3rie, scoring, horizonty, strategick\u00fa v\u00e4zbu, d\u00f4kazy, kapacity, postupn\u00e9 financovanie a pravidl\u00e1 zastavenia.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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7. T\u00edmy, schopnosti a kult\u00fara<\/h3>

Pripravenos\u0165 \u013eud\u00ed pracova\u0165 s neistotou disciplinovane.<\/p>

Obsahuje:<\/strong>\u00a0roly, kompetencie, mana\u017e\u00e9rske briefings, facilitovan\u00e9 review, komunik\u00e1ciu, change championov a komunity praxe.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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8. Metriky a \u0161k\u00e1lovanie<\/h3>

Rozl\u00ed\u0161enie aktivity od pr\u00ednosu a prechod do praxe.<\/p>

Obsahuje:<\/strong>\u00a0innovation accounting, adopciu, dopad, business case, vlastn\u00edctvo, procesn\u00e9 a technologick\u00e9 z\u00e1vislosti a change management.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Cena vych\u00e1dza z rozsahu inova\u010dn\u00e9ho syst\u00e9mu, portf\u00f3lia a zodpovednosti pri zaveden\u00ed<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u00davodn\u00fd rozhovor<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Sl\u00fa\u017ei na z\u00edskanie z\u00e1kladn\u00fdch inform\u00e1ci\u00ed a overenie vhodnej formy spolupr\u00e1ce. Odborn\u00e1 anal\u00fdza, odpor\u00fa\u010danie ani p\u00edsomn\u00fd v\u00fdstup pri \u0148om nevznikaj\u00fa<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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od 290 \u20ac<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Minim\u00e1lny platen\u00fd rozsah<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Konkr\u00e9tny rozsah m\u00f4\u017ee tvori\u0165 procesn\u00e1 konzult\u00e1cia, \u0161t\u00fadium podkladov, diagnostick\u00fd blok, pracovn\u00fd workshop alebo prv\u00fd dohodnut\u00fd v\u00fdstup.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Konkr\u00e9tnu cenu potvrd\u00edme a\u017e po spresnen\u00ed cie\u013ea, rozsahu, v\u00fdstupov a podmienok realiz\u00e1cie. Pr\u00e1ca nad dohodnut\u00fd r\u00e1mec sa vykon\u00e1va a\u017e po predch\u00e1dzaj\u00facom ods\u00fahlasen\u00ed.<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Mand\u00e1t<\/h3>

Jeden t\u00edm, viac \u00fatvarov, krajiny, dc\u00e9rske spolo\u010dnosti alebo cel\u00e1 organiz\u00e1cia.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Zrelos\u0165 syst\u00e9mu<\/h3>

Budovanie od za\u010diatku, \u00faprava existuj\u00faceho procesu alebo stabiliz\u00e1cia programu.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Portf\u00f3lio<\/h3>

Po\u010det iniciat\u00edv, dom\u00e9n, horizontov, typov inov\u00e1ci\u00ed a technologick\u00e1 n\u00e1ro\u010dnos\u0165.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Stakeholderi<\/h3>

Sponzori, \u00fatvary, produktov\u00ed a prev\u00e1dzkov\u00ed vlastn\u00edci a rozhodovacie \u00farovne.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Diagnostika<\/h3>

Rozhovory, workshopy, dokumenty, d\u00e1ta, lokality, rozpo\u010dty, metriky a kult\u00fara.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Operating model<\/h3>

Roly, RACI, f\u00f3ra, br\u00e1ny, financovanie, reporting, evidencia a integr\u00e1cie.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Piloty<\/h3>

Po\u010det iniciat\u00edv, t\u00edmov, hypot\u00e9z, experimentov, review a \u00faprav r\u00e1mca.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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V\u00fdstupy<\/h3>

Mapy, matice, playbooky, dashboardy, mana\u017e\u00e9rske podklady a tr\u00e9ningov\u00e9 materi\u00e1ly.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Podpora zavedenia<\/h3>

Riadiace f\u00f3ra, t\u00edmy, review experimentov, komunik\u00e1cia a rie\u0161enie z\u00e1vislost\u00ed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Term\u00edn a n\u00e1klady<\/h3>

Primeranos\u0165 term\u00ednu, cestovanie, n\u00e1stroje, licencie, priestory a preklady.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cel\u00fd cenn\u00edk<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Pravideln\u00e1 mesa\u010dn\u00e1 podpora<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Inova\u010dn\u00fd syst\u00e9m dozrieva cez opakovan\u00e9 rozhodovacie cykly, nie iba odovzdan\u00edm metodiky<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Mesa\u010dn\u00e1 podpora m\u00f4\u017ee nadviaza\u0165 na jednorazov\u00fa anal\u00fdzu alebo pom\u00f4c\u0165 vlastn\u00edkom procesov pri priebe\u017enom rozhodovan\u00ed. Konkr\u00e9tna dohoda ur\u010d\u00ed dostupn\u00fa kapacitu, opr\u00e1vnen\u00e9 osoby, sp\u00f4sob posielania podkladov, reak\u010dn\u00fd \u010das a pravidl\u00e1 pr\u00e1ce nad r\u00e1mec<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 v\u0161etky slu\u017eby<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n Pravideln\u00fd konzulta\u010dn\u00fd rytmus <\/h3>\n \t\t \t

Stretnutia v dohodnut\u00fdch intervaloch pom\u00e1haj\u00fa udr\u017ea\u0165 pozornos\u0165 na t\u00e9me bez zbyto\u010dn\u00e9ho tlaku.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Rozhodovacie zrkadlo <\/h3>\n \t\t \t

Pri nov\u00fdch situ\u00e1ci\u00e1ch sa d\u00e1 r\u00fdchlej\u0161ie rozl\u00ed\u0161i\u0165, \u010do je pokra\u010dovan\u00edm zvolen\u00e9ho smeru a \u010do n\u00e1vratom k star\u00e9mu vzorcu.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Dohodnut\u00e9 asynchr\u00f3nne review <\/h3>\n \t\t \t

V ur\u010denom rozsahu mo\u017eno medzi stretnutiami zachyti\u0165 ot\u00e1zku, sk\u00fasenos\u0165 alebo pripravi\u0165 podklad na \u010fal\u0161iu reflexiu.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Priebe\u017en\u00e9 zhrnutie <\/h3>\n \t\t \t

V\u00fdvoj t\u00e9my, rozhodnutia a otvoren\u00e9 ot\u00e1zky zost\u00e1vaj\u00fa zrozumite\u013en\u00e9 aj pri dlh\u0161om procese.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\u2014 Rast\u00faca odborn\u00e1 kni\u017enica<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Metodick\u00e1 opora pre \u013eud\u00ed, ktor\u00ed s inov\u00e1ciami pracuj\u00fa priebe\u017ene<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Kni\u017enica Pepax sa buduje ako rast\u00faca odborn\u00e1 znalostn\u00e1 b\u00e1za. Pon\u00faka obsahov\u00e9 vrstvy pre samostatn\u00e9 \u0161t\u00fadium a profesion\u00e1lnu pr\u00e1cu; nenahr\u00e1dza individu\u00e1lnu konzult\u00e1ciu ani spracovanie konkr\u00e9tneho klientsk\u00e9ho zadania<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n L2 - H\u013abkov\u00e1 praktick\u00e1 vrstva <\/h3>\n \t\t \t

Pre \u010dloveka, ktor\u00fd chce t\u00e9mu osobn\u00e9ho rozvoja sprac\u00fava\u0165 aj medzi stretnutiami alebo samostatne.\n

\n- h\u013abkov\u00e9 texty o hodnot\u00e1ch, rozhodovan\u00ed, hraniciach a kari\u00e9rnych prechodoch,\n
\n- praktick\u00e9 metodick\u00e9 listy a reflexn\u00e9 ot\u00e1zky,\n
\n- pr\u00edpadov\u00e9 scen\u00e1re a pracovn\u00e9 n\u00e1vody,\n
\n- materi\u00e1ly na samostatn\u00e9 \u0161t\u00fadium a priebe\u017en\u00e9 vyhodnocovanie.\n

\nPre\u010do sa m\u00f4\u017ee oplati\u0165:<\/b> pom\u00e1ha udr\u017ea\u0165 kontakt s t\u00e9mou vlastn\u00fdm tempom a pripravenej\u0161ie vstupova\u0165 do \u010fal\u0161\u00edch rozhodnut\u00ed.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n L3 - Profesion\u00e1lna vrstva <\/h3>\n \t\t \t

Pre profesion\u00e1lov, ktor\u00ed s t\u00e9mami rozvoja, rozhodovania alebo kou\u010dovacieho rozhovoru pracuj\u00fa opakovane.\n

\n- metodiky a rozhodovacie r\u00e1mce,\n
\n- \u0161abl\u00f3ny kou\u010dovacieho cie\u013ea a pracovn\u00e9ho kontraktu,\n
\n- checklisty priebe\u017en\u00e9ho a z\u00e1vere\u010dn\u00e9ho vyhodnotenia,\n
\n- pracovn\u00e9 ot\u00e1zky, etick\u00e9 hranice a r\u00e1mce bezpe\u010dnej pr\u00e1ce.\n

\nPre\u010do sa m\u00f4\u017ee oplati\u0165: <\/b>zni\u017euje potrebu zaka\u017ed\u00fdm budova\u0165 pracovn\u00fa \u0161trukt\u00faru od za\u010diatku a podporuje konzistentn\u00fa profesion\u00e1lnu prax.<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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L2 ani L3 nezah\u0155\u0148aj\u00fa individu\u00e1lne konzult\u00e1cie, posudzovanie konkr\u00e9tneho dokumentu, osobn\u00e9 odpor\u00fa\u010dania, workshop, kou\u010ding, mentoring ani pr\u00e1cu na konkr\u00e9tnom zadan\u00ed.<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cenov\u00fd r\u00e1mec<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Jasn\u00e9 hranice<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Jasn\u00e9 hranice pom\u00e1haj\u00fa odl\u00ed\u0161i\u0165 riadenie inov\u00e1ci\u00ed od o\u010dak\u00e1vania zaru\u010den\u00e9ho \u00faspechu<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Jasn\u00e9 hranice pom\u00e1haj\u00fa nastavi\u0165 realistick\u00e9 o\u010dak\u00e1vania a chr\u00e1ni\u0165 pou\u017eite\u013enos\u0165 v\u00fdsledku<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Slu\u017eba nenahr\u00e1dza mana\u017e\u00e9rsku zodpovednos\u0165 <\/h3>\n \t\t \t

Pom\u00e1hame vytvori\u0165 podklady, r\u00e1mec a podporu, no vlastn\u00edctvo procesu a rozhodnutia o jeho fungovan\u00ed zost\u00e1vaj\u00fa v organiz\u00e1cii<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n V\u00fdsledok nevznik\u00e1 iba nakreslen\u00edm diagramu <\/h3>\n \t\t \t

Procesn\u00e1 mapa je u\u017eito\u010dn\u00e1 vtedy, ke\u010f jej \u013eudia rozumej\u00fa, s\u00fa jasn\u00e9 roly a n\u00e1vrh nadv\u00e4zuje na re\u00e1lne rozhodovanie, d\u00e1ta a syst\u00e9my<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Pr\u00ednos nemo\u017eno poctivo garantova\u0165 bez zavedenia <\/h3>\n \t\t \t

\u010cas, kvalita alebo n\u00e1klady sa m\u00f4\u017eu zlep\u0161i\u0165 a\u017e v\u010faka rozhodnutiam, implement\u00e1cii a priebe\u017en\u00e9mu riadeniu na strane klienta<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n Kvalitn\u00e1 anal\u00fdza potrebuje pr\u00edstup k realite <\/h3>\n \t\t \t

Spolupr\u00e1ca vy\u017eaduje primeran\u00fa dostupnos\u0165 \u013eud\u00ed, dokumentov, d\u00e1t a ochotu otvorene pomenova\u0165 rozdiel medzi form\u00e1lnym postupom a praxou<\/p>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 cenov\u00fd r\u00e1mec<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Odborn\u00e9 z\u00e1zemie<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Inov\u00e1cie prep\u00e1jame so strat\u00e9giou, z\u00e1kazn\u00edkom, procesmi, technol\u00f3giami a schopnos\u0165ou organiz\u00e1cie uskuto\u010dni\u0165 zmenu<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Pepax prep\u00e1ja business anal\u00fdzu, procesn\u00e9 riadenie, organiza\u010dn\u00e9 porozumenie, pr\u00e1cu s d\u00e1tami a sk\u00fasenos\u0165 so zav\u00e1dzan\u00edm zmien. V\u010faka tomu sa proces neposudzuje iba ako diagram krokov, ale ako \u017eiv\u00fd syst\u00e9m \u013eud\u00ed, rozhodnut\u00ed, inform\u00e1ci\u00ed, technol\u00f3gi\u00ed a obchodn\u00fdch d\u00f4sledkov<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Business a procesn\u00e1 anal\u00fdza<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Pomenovanie \u00fa\u010delu, hran\u00edc, pr\u00ed\u010din, po\u017eiadaviek a v\u00e4zieb medzi procesmi<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Roly a organiza\u010dn\u00fd kontext<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Porozumenie zodpovednosti, spolupr\u00e1ci, rozhodovac\u00edm pr\u00e1vomociam a re\u00e1lnej kapacite \u013eud\u00ed<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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D\u00e1ta, KPI a technol\u00f3gie<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Prepojenie merania, informa\u010dn\u00fdch potrieb a syst\u00e9movej podpory s cie\u013eov\u00fdm sp\u00f4sobom pr\u00e1ce<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Zmena a adopcia<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Pr\u00e1ca s komunik\u00e1ciou, sp\u00e4tnou v\u00e4zbou a podmienkami, ktor\u00e9 umo\u017e\u0148uj\u00fa pou\u017e\u00edva\u0165 nov\u00fd proces v praxi<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Strategick\u00fd a z\u00e1kazn\u00edcky dopad<\/h3>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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Posudzovanie procesu pod\u013ea hodnoty, ktor\u00fa prin\u00e1\u0161a organiz\u00e1cii a jej intern\u00fdm alebo extern\u00fdm z\u00e1kazn\u00edkom<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tPozrie\u0165 odbornos\u0165 spolo\u010dnosti<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t\"Portf\u00f3liov\u00e9\t\t\t\t\t\t\t\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 S\u00favisiace cesty<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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S\u00favisiace cesty<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \"\" <\/div>\n <\/div>\n
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\n Coaching and mentoring <\/h3>\n \t\t \t

Preh\u013ead slu\u017eieb zalo\u017een\u00fdch na individu\u00e1lnom alebo firemnom rozvoji cez vz\u0165ah.<\/p>\n

\n
\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \"\" <\/div>\n <\/div>\n
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\n Corporate mentoring <\/h3>\n \t\t \t

Sk\u00fasenostn\u00e9 vedenie a akt\u00edvny prenos know-how do firmy.<\/p>\n

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\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \"\" <\/div>\n <\/div>\n
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\n Strategick\u00e9 poradenstvo <\/h3>\n \t\t \t

Partner pre rozhodovanie vrcholov\u00e9ho mana\u017ementu, ke\u010f je potrebn\u00fd aj odborn\u00fd vstup.<\/p>\n

\n
\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \"\" <\/div>\n <\/div>\n
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\n Consultation <\/h3>\n \t\t \t

\u00davodn\u00fd rozhovor pom\u00f4\u017ee overi\u0165, \u010di je pre va\u0161u situ\u00e1ciu vhodn\u00fd kou\u010ding, mentoring alebo in\u00e1 forma spolupr\u00e1ce.<\/p>\n

\n
\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n \n\n
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\n \"\" <\/div>\n <\/div>\n
\n

\n Price list <\/h3>\n \t\t \t

Vysvetlenie cenov\u00fdch hlad\u00edn jednorazov\u00fdch slu\u017eieb, mesa\u010dnej podpory a pr\u00edstupu do kni\u017enice.<\/p>\n

\n
\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n Odbornos\u0165 spolo\u010dnosti <\/h3>\n \t\t \t

Sp\u00f4sob, ak\u00fdm Pepax prep\u00e1ja \u013eudsk\u00e9 porozumenie, \u0161trukt\u00faru, komunik\u00e1ciu a praktick\u00e9 rozhodovanie.<\/p>\n

\n
\n \n <\/path><\/svg> <\/a>\n <\/div>\n <\/div>\n <\/div>\n \n \n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\u2014 Naj\u010dastej\u0161ie ot\u00e1zky<\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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Praktick\u00e9 odpovede pred rozhodnut\u00edm o spolupr\u00e1ci<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t
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\n
\n\n \n
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\n \n \n \u010co presne je predmetom slu\u017eby?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
\n

N\u00e1vrh, \u00faprava alebo stabiliz\u00e1cia syst\u00e9mu, ktor\u00fdm organiz\u00e1cia vyh\u013ead\u00e1va, vyber\u00e1, overuje, financuje, riadi a \u0161k\u00e1luje inova\u010dn\u00e9 pr\u00edle\u017eitosti.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Ak\u00fd je rozdiel medzi inova\u010dn\u00fdm a produktov\u00fdm mana\u017ementom?<\/span>\n\n \n
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\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
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Inova\u010dn\u00fd mana\u017ement pracuje so \u0161ir\u0161\u00edm portf\u00f3liom pr\u00edle\u017eitost\u00ed a neistotou. Produktov\u00fd mana\u017ement preber\u00e1 konkr\u00e9tny produkt, jeho roadmapu, hodnotu a trhov\u00fd v\u00fdkon.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Potrebujeme samostatn\u00e9 inova\u010dn\u00e9 oddelenie?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
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Nie nevyhnutne. Model m\u00f4\u017ee by\u0165 centralizovan\u00fd, federat\u00edvny alebo rozdelen\u00fd medzi existuj\u00face roly. D\u00f4le\u017eit\u00e9 je jasn\u00e9 vlastn\u00edctvo a rozhodovanie.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Je s\u00fa\u010das\u0165ou aj generovanie n\u00e1padov?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
\n

M\u00f4\u017ee by\u0165, ale nie je nosn\u00fdm cie\u013eom. Najprv sa spresn\u00ed strategick\u00e1 pr\u00edle\u017eitos\u0165 a krit\u00e9ri\u00e1, a\u017e potom vhodn\u00fd sp\u00f4sob z\u00edskavania mo\u017enost\u00ed.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Ako sa meria \u00faspech syst\u00e9mu?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
\n

Kombin\u00e1ciou metr\u00edk toku, u\u010denia, d\u00f4kazov, rozhodovania, ukon\u010dovania slab\u00fdch iniciat\u00edv, adopcie a strategick\u00e9ho \u010di ekonomick\u00e9ho dopadu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Ak\u00fd je rozdiel medzi \u00favodn\u00fdm rozhovorom a platenou slu\u017ebou?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
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\u00davodn\u00fd rozhovor trv\u00e1 najviac 30 min\u00fat a sl\u00fa\u017ei iba na z\u00e1kladn\u00e9 pochopenie situ\u00e1cie. Nevznik\u00e1 pri \u0148om n\u00e1vrh hodn\u00f4t ani odborn\u00fd v\u00fdstup. Platen\u00e1 slu\u017eba zah\u0155\u0148a pr\u00edpravu, facilit\u00e1ciu, synt\u00e9zu a dohodnut\u00e9 materi\u00e1ly.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n \u010co znamen\u00e1 minim\u00e1lny platen\u00fd rozsah od 290 \u20ac?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
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Najmen\u0161\u00ed odborn\u00fd blok, pri ktorom u\u017e vznik\u00e1 dohodnut\u00e1 pr\u00e1ca alebo v\u00fdstup. \u0160ir\u0161\u00ed program sa nacen\u00ed pod\u013ea rozsahu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n \n

\n
\n \n \n Ako s\u00favis\u00ed mesa\u010dn\u00e1 podpora a kni\u017enica L2\/L3 so slu\u017ebou?<\/span>\n\n \n
\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n\n
\n \n\t\t\t\t\t\t\t\t\t\t<\/i> <\/div>\n <\/div>\n\n \n <\/a>\n <\/div>\n\n
\n\n
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Mesa\u010dn\u00e1 podpora pom\u00e1ha program pou\u017e\u00edva\u0165 a zlep\u0161ova\u0165. L2\/L3 prin\u00e1\u0161aj\u00fa podklady na samostatn\u00fa pr\u00e1cu, nie individu\u00e1lnu implement\u00e1ciu.<\/p> <\/div>\n\n <\/div>\n\n <\/div>\n\n <\/div>\n <\/div>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t

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Za\u010dnime t\u00fdm, ako dnes vznikaj\u00fa, vyberaj\u00fa a kon\u010dia inova\u010dn\u00e9 iniciat\u00edvy<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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\u00davodn\u00fd rozhovor trv\u00e1 najviac 30 min\u00fat, je bezplatn\u00fd a sl\u00fa\u017ei na z\u00edskanie z\u00e1kladn\u00fdch inform\u00e1ci\u00ed. Nevznik\u00e1 pri \u0148om odborn\u00fd v\u00fdstup. Po rozhovore bude jasnej\u0161ie, \u010di d\u00e1va zmysel men\u0161\u00ed diagnostick\u00fd blok, ucelen\u00e1 procesn\u00e1 anal\u00fdza alebo viacf\u00e1zov\u00e1 spolupr\u00e1ca<\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

\n\t\t\t\t
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\n\t\t\t\t\t\n\t\t\t\t\t\t\n\t\t\t\t\t\t\t\t\tDohodn\u00fa\u0165 \u00favodn\u00fd rozhovor<\/span>\n\t\t\t\t\t<\/span>\n\t\t\t\t\t<\/a>\n\t\t\t\t<\/div>\n\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t<\/div>","protected":false},"excerpt":{"rendered":"

\u2014 Strat\u00e9gia, riadenie a poradenstvo Strategick\u00e9 riadenie inov\u00e1ci\u00ed a inova\u010dn\u00fd […]<\/p>\n","protected":false},"author":1,"featured_media":18245,"parent":16438,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"elementor_header_footer","meta":{"pmpro_default_level":"","footnotes":""},"tags":[60,30,35,36],"class_list":["post-16482","page","type-page","status-publish","has-post-thumbnail","hentry","tag-inovacie","tag-pre-firmy","tag-procesy","tag-strategia","pmpro-has-access"],"_links":{"self":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16482","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/users\/1"}],"replies":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/comments?post=16482"}],"version-history":[{"count":14,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16482\/revisions"}],"predecessor-version":[{"id":18254,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16482\/revisions\/18254"}],"up":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/pages\/16438"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/media\/18245"}],"wp:attachment":[{"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/media?parent=16482"}],"wp:term":[{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/pepax.sk\/en\/wp-json\/wp\/v2\/tags?post=16482"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}