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DESIGN AND RADICAL INNOVATION: A STRATEGIC PERSPECTIVE
BASED UPON A COMPARATIVE CASE STUDY BETWEEN EMERGENT AND
TRADITIONAL INDUSTRIES IN PORTUGAL
Amé ico Ma eus
An ónio João de Sousa
ABSTRACT
The su i al challenge aced by he Po uguese companies nowadays has p omo ed Inno a ion as he
main managemen s a egy o be applied. This esea ch e eals he impo ance and he ole o Design
as he basic and in eg a i e ool o he success o his s a egy, ocused on Radical o B eak h ough
Inno a ion. The main con ibu ion o his pape is he p oposal o a concep ual model de eloped om
a compa a i e case s udy esea ch, made among Po uguese companies om he eme gen sec o s
connec ed o new echnologies and Po uguese companies om he adi ional sec o s. Tha wo k
allowed he de ini ion o he Success C i ical Fac o s o conside o he de elopmen o adical new
p oduc s: in eg a ing new echnologies (Science Knowledge), ma ke sensibili y (Ma ke ing
Knowledge), o ecas ing new needs o use in e aces and dis up i e c ea i i y (Design Knowledge).
KEYWORDS: Radical Inno a ion, Design, S a egy, Eme gen Indus ies, T adi ional Indus ies.
1. INTRODUCTORY NOTE
This pape in ended o gi e an ac ual o e iew abou Design, S a egy and Inno a ion in Po ugal. The ocus is
on p oblems aced by Po uguese companies, causes and changing o ces. A compa a i e s udy be ween
Eme gen and T adi ional indus ies is made in o de o poin ou new pe spec i es on he need o adical
changes on s a egy le el and c i ical ac o s o sucess in o de o succeed in he in e na ional ma ke .
2. CONCEPTUAL FRAME
2.1 FROM A PERSPECTIVE OF MANAGEMENT
S a egic managemen can be summed up as he way any gi en en i y is o ganized and how i in e ac s wi h i s
su oundings, aking in o conside a ion a gi en compe i i e con ex and ma ke dynamics. We will y o
unde s and he cu en con ex ha condi ions and is e lec ed on managemen schools and p ac ices, ega ding
inno a ion policies and he ole o design.
Genelo (1998) claims ha co po a e managemen has ollowed a pa h based on he planning and se ing o
goals, eso ing o he sepa a ion o basic asks acco ding o coo dina ed pa e ns ollowing he p inciples o
obedience, op imisa ion o o ganiza ions and s uc u es, aking in o conside a ion he cen aliza ion on economic
goals.
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In he p esen social and economic momen , he a o emen ioned concep s canno be adap ed o he economies o
di e si ica ion and elaxa ion, as eali y equi es eno mous changes pe aining o he concep ion o managemen
models, because he classic o ganiza ion models ail o mee he equi emen s o an a mosphe e ma ked by
u bulence, change and unp edic abili y (To le , 1981).
Companies a e hen con on ed wi h a need o handle he unp edic able and uns able as well as he possibili y o
explo e he c ea i e po en ial p esen ed by complexi y (S acey, 1993; Nonaka, 1991).
This new eali y e olu ionizes he concep ual model. One mus ace a b eak om he pas and lack o e iciency
o classic s a egic planning. Min zbe g (1994) is qui e bi ing when a acking s a egic planning: « he bene i s o
a o mal plan do no ou weigh i s ha m ul side o he s a egic de elopmen , because i sepa a es he
insepa able, mixes global wi h he sum o he pa s and p ede e mines he unp edic able».
The dominan leade ship logic o a company is s ill based on con o mi y: leading based on es ima ions,
espec ing p e-de ined plans, using ied-and- es ed me hods looking o o de and s abili y o guidance o
educing cos s and imp o ing p ocesses (Zo inho e al, 2003), conside ing ha he cu en challenges he
companies ace, a e insu icien , namely in he ea men o he un o eseen and o ins abili y, which should be
handled by a logic o inno a ion and eac ion. The su i al/ex inc ion o companies is di ec ly dependen on
adjus ing quickly and con inuously. The balance be ween e olu ion and ins abili y, be ween diso de and o de ,
mus be ound in a way whe e inno a ion ou weighs he cons uc i e logic, inno a ion is c ea i e des uc ion as
Joseph Shumpe e says (1976).
F om his poin o iew, a success ul company is iden i ied as a sys em wo king in “scien i ic chaos”. I
gene a es ins abili y, e en when he su oundings do no a ec i : «I s ela ion wi h he su oundings is no a
simple one o adap ing o p o-ac ing, bu undamen ally, one o c ea i e in e ac ion, in he sense o posi i ely
explo ing, in eal ime, he ins abili y in o de o gene a e a ie y and de elop new o ien a ions capable o
ans o ming hei own su oundings. The e o e, ins abili y is a om being an enemy o success, i is
conside ed i al o he company o emain inno a i e.» (Sousa, 2000).
The ecogni ion o he indi idual’s key ole measu ed by c i e ia o compe ence, mo i a ion, aining,
esponsibili y, poly alence, eam-wo k abili ies and building o ne wo ks, has made human esou ces a key o
he de elopmen and con inui y in he o ganiza ions.
Companies become lea ning companies, as hey ocus hei a en ion on O ganiza ional lea ning, knowledge
managemen , gea ed owa ds lea ning, knowledge, and upda ing, enewing and consolida ing knowledge i sel .
This knowledge socie y b ings ano he ype o wo ke , he “knowledge wo ke ”, as Pe e D ucke has named
hem (1998). These a e highly ained people who lea n and inc ease hei knowledge cons an ly and can use ha
same knowledge (Sousa, 2000).
This way, he weal h-gene a ing sou ce is s ongly linked o imma e ial in es men s such as specializing
compe ences and alo ising human esou ces. Managing his ac o s and a icula ing and in eg a ing hem wi h
new echnologies becomes c ucial in co po a e pe o mance « he managemen pa adigm has e ol ed; i wen
om a ma e ial esou ces-cen ed logic o an imma e ial esou ce-cen ed one» (Sousa, 2000).
This new Managemen pa adigm: he inc ease in le els o complexi y and unce ain y in he su ounding
en i onmen ; dynamics o change and echnical and echnological e olu ion, b ough abou an inno a ion in
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co po a e heo ies and p ac ices, anging om simple adap a ions o he su oundings o ac ing on he
su oundings and changing hem (Sousa, 2000). In his book “s a egy sa a i”, Min zbe g o ganizes i in 10
sepa a e schools as we can see on Table 1.
Recen ly, Min zbe g s a ed ha : «managemen is a p ac ice ha combines A , C a and Science. A
encou ages c ea i i y, esul ing in insigh s and ision. Science p o ides o de , h ough sys ema ic analyses and
assessmen s, and c a makes connec ions, building on angible expe iences» (2004), as shown in Table 2.
The e o e, while science is deduc i e, a is induc i e and c a is in e ac i e. This is o ally e ealed in he way
each app oaches s a egy, being a p ocess o isioning (in a ), planning (in science) and en u ing (in c a ).
This app oach a ose agains he he oic s yleo managemen , whe e he wo k o sel p o i ega ded only he
sha eholde ´s income - “ he esul is a co up ion o he e y essence o co po a e leade ship, which has become
mo e a means o ge ahead pe sonally han o make an o ganiza ion a be e place. This may sound s ong, bu
cu en p ac ices in execu i e compensa ion, manipula ion o inancial s a emen s, casual dismissals o human
esou ces a he d op o sha e p ice, and he cash in and un ac ics o many o oday chie execu i es indica e
ha we a e in a c isis o co po a e leade ship” (Min zbe g, 2004). This ep esen s one o he ypes o
unbalanced s yle o managemen , oge he wi h na cissis ic s yle (a he pole o a ), edious s yle (a he pole o
c a ) and calcula ing s yle (a he pole o science). Min zbe g hen sugges s h ee unc ional s yles: isiona y
(“a is ic bu oo ed in expe ience and supo ed by a ce ain le el o analysis, common among success ul
en epeneu s”); p oblem sol ing (“combines c a wi h science, can be signi ican ly analy ic bu is also oo ed
in expe ience and depended on a ce ain capabili y o insigh ”) and people o ien a ed o engaging s yle
(“p ac iced by manage s who do a good deal o coaching and acili a ing, being mos ly c a bu wi h enough
hea o make i in e es ing and enough science o amke i iable”).
No sd om and Ridde s ale (2004) call his new need o e iewing he alues “Capi alism wi h cause”, whe e
companies need o e- ind hemsel es and need o be managed as a cause and a pu pose o being in business.
The eme ging eali y is o cing us do a e-examina ion o company cen ic alue c ea ion adi ional sys em.
Consume s ha e mo e choices ha yield less alue – a pa adox o ou p esen economy. The changing ole o he
consume allowed a new ame o e e ence o alue c ea ion, based on he co-c ea ion o alue.
Se e al changes happened in he ole o he consume : om isola ed o connec ed, om unawa e o in o med,
om passi e o ac i e. The impac o he connec ed, ac i e and in o med consume e olu ionizes eme ging and
exis ing ma ke s, changing he In o ma ion access, expe imen a ion, ac i ism, he Global iew, he Ne wo king
and gene a ing “Thema ic consume communi ies” (in which ideas and eelings a e sha ed by indi iduals in spi e
o hei geog aphic o social ba ie s).
All hese changes a ec he way companies design p oduc s, de elop p oduc ion p ocesses, c a ma ke ing
messages and con ol sales channels wi h li le o no in e e ence om consume s. Consume s now seek o
exe cise hei in luence in e e y pa o he business sys em.
Consume s now ha e he ools and he in e es o in e ac ing wi h en e p ises and co-c ea e alue. The main
suppo o co-c ea ion is in e ac ion, conside ing he eme ging eali y (P ahalad, 2004, Pe e s, 2003).
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Table 1: Min zbe g 10 Schools o Managemen ocusing on he classical e sus eme gen g oups.
Sou ce: Sousa (2000) based on Min zbe g.
Table 2 : Min zbe g Manage ial s yle T iangle
Sou ce:Min zbe g 2004 Th ee Poles Managing Cha
GROUPS OF SCHOOLS SCHOOLS STRATEGY CONSTRUCTION
P esc ip i e o Racionalis
Schools
Concep ion o Design” Concep ual
Planning Fo mal
Posi ioning Analy ic
Desc ip i e o p ocess Schools En ep eneu Visiona y
Cogni i e Men al
Lea ning Eme gen e
Powe Poli ics
Cul u al Ideological
En i onmen al Reac i e
Con igu a ion
T ans o ma ional
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2.2 FROM A PERSPECTIVE OF INNOVATION
To inno a e is simply o do hings di e en ly, based on he alue o ideas, in he ecogni ion o new
oppo uni ies and in he abili y o implemen hem. As shown on able 3, inno a ion can be ela ed o
Min zbe g´s h ee poles app oach. In o de o achie e dis inc i e inno a ion i is impo an o e alua e he
balance be ween he a ailable Skills, he po en ial gene a ing Knowledge and he eme ging C ea i i y. I is a
balance among expe ience, echnology and inspi a ional inno a ion. This cha also shows he ela ions be ween
he unbalanced s a egies o inno a ion, being “ oo Risky”, “ oo No mal” and “ oo Visiona y”.
The main ocus o his a icle will be Radical Inno a ion as a s a egic pa h o c ea e dis inc i e alues o
companies. Radical Inno a ion linked o he s a egic componen o business model is cu en ly conside ed as a
main poin , especially in Po ugal, owa ds changing he image o Inno a ion.
One o he main au ho s o his Radical Inno a ion heo y is Hamel (2002). This au ho claims ha e en
manage s s ill ha e a es ic ed iew o inno a ion Acco ding o Hamel, «Radical Inno a ion equi es o escape
he shackles o p eceden and imagine en i ely no el solu ions o cus ome needs and d ama ically mo e cos -
e ec i e ways o mee ing hose needs».
Things ha can' go on o e e don' go on o e e , o mo e o wa d, he only weapon is sys emic, adical
inno a ion. In hese suddenly sobe imes, he inescapable impe a i e o e e y o ganiza ion mus be o make
inno a ion a capabili y p esen any ime, anywhe e.
Radical Inno a ion is also he way o g ow oday, cus ome s will always make oom o some hing new, use ul,
and alue packed, «bu only i you b ing some hing unexpec ed and exci ing o you cus ome s». I 's no
impossible o cha ge people a p emium p ice o some hing hey lo e.
A adical idea is one ha mee s one o mo e o he ollowing h ee s anda ds: «A adical idea has he powe o
change cus ome expec a ions, changes he basis o compe i ion, is one ha has he powe o change indus y
economics».
Inno a ion ypically comes om looking a he wo ld h ough a ou sligh ly di e en lens. «Radical inno a o s
challenge he dogmas and he o hodoxies o he incumben s, spo he ends ha a e al eady changing bu ha e
gone unno iced, lea n o li e inside he cus ome 's skin and hink o hei companies as po olios o asse s and
compe encies».
The o ganiza ions mus p o ide he igh en i onmen o achie e sys emic inno a ion ha is o c ea e a p ocess
whe e pee s, no by he hie a chy, can alida e new ideas. The goal is o build sys ems ha mimic he
ma ke place, whe e ideas, alen , and capi al can ind one ano he quickly.
The only limi o Radical inno a ion is imagina ion, o ganiza ions mus also lea n o d eam, be ambi ious, ha e
he capabili y o sel - enewal and e-in en (Pe e s, 2003) hemsel es and he indus ies ha hey compe e.

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Table 3 : Au ho s ision on Inno a ion/S a egy
Sou ce: Adap ed om Min zbe g (2004) Th ee Poles Managing Cha
2.3 FROM A PERSPECTIVE OF STRATEGIC DESIGN
Design is simply “making Sense o Things” (K ippendo , 1989). The ole o Design inside an o ganiza ion is o
ma e ialize he essence o companies, allowing i s message and a i ude o “make sense” o any ecei e ; i s
i ues may be in he c ea ion o he b and, in he communica ion ma e ial, in he goods o se ices used o ace
he ma ke , and should embody all he echnical and echnological i ues o he social and cul u al uni e se o
he company’s in e ac ion wi h he consume s (Deganello, 2003).
The e is a s a egic ( he de ini ion and c ea ion o he way in which a company should communica e and ela e o
i s su oundings and po en ial clien s) and a ac ical ( he implemen a ion o he de ined s a egies) side o his
in e en ion, as well as an ope a ional le el o ca ying ou asks (Go b, 1990). Recen heo ies y o ell you
how consume -o ien ed35 Design ies o c ea e p oduc s adap ed o eal – o some ex en s ill uniden i ied –
needs, and hus become a sou ce o inno a ion and compe i i eness o companies (Vinye s, 2003). The
consume is s udied h ough he obse a ion o he di e en dimensions: he physical one o s udy he
manipula ion, use and access o objec s in ela ion o he use , he cogni i e one in o de o unde s and he use ’s
comp ehension and in e p e a ion ega ding he cogni i e sys em; he social one o asce ain he social adequacy
and cul u al one o unde s and he adjus men o he goods and hei alue o people and cul u e.
This me hod has been e ol ing, and e e ence companies such as Ideo Design and Fi ch & Doubling a e using i
as an in es iga ion echnique and me hod o conduc inno a i e p ojec s in he a ea o indus ial design and his
expe imen enables hem o upg ade he in e en ion design has o a mo e s a egic le el o he companies’ co e
35 Based on he s udy o human ac o s wi h ools om social sciences and using he e hnog aphic me hod.
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221
business. The knowledge and conc e e and bi-di ec ional ela ionship wi h clien s is cu en ly one o he main
asse s o he success o companies.
3. EMPIRICAL APPROACH: CURRENT PORTUGUESE REALITY
3.1 ORGANIZATION AND MANAGEMENT
Mos Po uguese companies a e SMEs and a e s ill gea ed owa ds he mo e classical o ganiza ion p ocesses,
namely ocused on one issue: sho e m inancial issues (no mally hei one s a egic plan); cen alizing
esou ces o educe p oduc ion cos s; imp o ing p oduc ion p ocesses; and he classic iew o cus ome ela ions
s emming om se e al yea s o ien ed owa ds sub-con ac ing. These a e amily- ype ope a ions and he
co po a e ision is con used wi h ha o i s head in a monoli hic and hie a chical o ganiza ion. The academic
aining o he manage s is s ill qui e low. These companies a e closed o p e en compe i ion and p ese e he
compe i i e edge. Mos o hem will copy om o he companies o in oduce mino imp o emen s o de elop
new p oduc s, as he managemen examples connec ed wi h inno a ion a e ound in mul i-na ional co po a ions.
A ecen s udy36 showed ha he managemen model o companies in Po ugal is ou da ed because i is
essen ially based on inancial indica o s. This s udy highligh s he ac ha , conce ning co po a e p oduc i i y,
ha he manage s men ion – due o hei impo ance – 43 sepa a e inancial indica o s, and no a single one in he
a ea o inno a ion and lea ning. The second and hi d mos men ioned indica o s a e in e nal p ocesses, namely
s ock o a ion (28 imes) and cus ome sa is ac ion (4 imes). The e a e 3 indica o s o asce ain he s ock o a ion
and employee sa is ac ion, bu inno a ion and lea ning a e ne e men ioned. The laws in he managemen
model a e iden i ied, bu he manage s canno implemen he necessa y measu es o change i .
App oxima ely 73% o he subjec s o he s udy say hey ha e a s a egic plan, bu ga e a ime-line o 3 yea s;
less han 50% say hey ha e a o mal and sha ed ision and 63% say hey ha e iden i ied hei mission, bu only
55% can o malize i . Howe e , h ough pe sonal in e iews, i was possible o asce ain ha in mos cases he
s a egic plan is no mo e han a 3-yea budge . Ne e heless, he s udy concluded ha he manage s acknowledge
ha he compe i i e abili ies o domes ic companies is no longe dependan on he le el o echnological
inno a ion o equipmen s and p oduc ion p ocesses, bu on he abili y o maximize and exploi una ainable
ac o s in each o ganiza ion.
The Po uguese co po a e ab ic will ha e o bea s uc u al obs acles o he le el o co po a e lea ning ela ed o
he success/ amily adi ion, igidi y, hype -s abili y, con ol o in ospec ion and hype -con idence. Ca nei o
(2003) es ablished a pa allel be ween Min zbe g’s37 con igu a ions and some lea ning ypologies and he in e s
ha he co po a e s uc u e has an ini ially high lea ning po en ial, whe eas he machine-s uc u e has a low one.
The e a e no ele an inno a i e s uc u es in Po ugal, which a e he ones wi h maximum lea ning. Wha ew
he e may exis a e small in size and a e in specialized a eas connec ed wi h Design connec ed o ew eme gen
indus ies. The ollowing able shows he main cha ac e is ics ha dis inguish adi ional om eme gen
companies:
36 held in 2004 by Ac i e Managemen G oup wi h 80 companies ac i e in Po ugal.
37 10 ypes: En e p ising, Machine, P o essional, Di e si ied, Inno a i e, Missiona y, Poli ical, o Ne wo king (complex and polymo ph).
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Table 4– Dominan concep s and pa ame e s: adi ional Vs eme ging indus ies
TRADITIONAL INDUSTRIES EMERGING INDUSTRIES
Mainly SME Mic o-companies
Family Spin-o s
S a egic planning S a egic managemen
Manage En ep eneu
Low academic aining Highe academic aining
Focus on in. indica o s Focus on inno a ion
In e nal p ocesses – angible Fac o s C ea ion o alue - in angible Fac o s
Indi idualis Ne wo k coope a ion
In e nal ma ke Global ma ke
Machine Lea ning
Sou ce: au ho ’s cha based on Sousa, 2000
3.2 ECONOMIC AND COMPETITIVE CONTEXT
Po ugal is going h ough a ime o s ong economic ecession, especially due o he slowing down and
con ac ion o in e nal demand. The Banco de Po ugal expec s a dec ease in GNP om 1% o 0 %.
Unemploymen inc eased and public expendi u e is s ill he go e nmen ’s g ea es conce n, which ies o keep i
wi hin he limi s o he SGP. In a way he go e nmen has changed ack and inse ed a posi i e no e o economic
eco e y, despi e he pessimis ic ou look mos Po uguese ha e. «One o he main p oblems38 aced by Po ugal
is he ac ha i is no longe a coun y wi h cheap labou , bu i is no ye and a ac i e coun y whe e human
esou ces a e conce ned, as wo ke s lack skills and inno a i e dynamics» (Simões, 2003).
Acco ding o Simões, o he p oblems Po ugal aces a e: insu icien in e nal inno a ion dynamics (shown in he
Inno a ion Sco eboa d); limi ed skills and limi ed s a in key a eas; “deple ion” o inancial incen i es as a
compensa ion o weaknesses; and inc eased compe i ion om CCEEs, namely Hunga y, Poland and Czech
Republic, abou o join he EU and u u e ecei e s o many communi y unds o s eng hen hei po en ial o
a ac ion. Howe e , he e a e posi i e aspec s and s onge poin s ha mus be highligh ed, namely: aking pa
in he EU and EMU, he employmen a mosphe e, he wo ke s’ lexibili y and abili y o lea n, quali y o li e and
secu i y.
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3.3 INNOVATION CONTEXT
Inno a ion is a e y ashionable wo d wi h Po uguese manage s and en ep eneu s, as “quali y” and
“excellence” we e in he 80s and 90s. Inno a ion is s ill seen as an expe a ea, i.e., i has no become an inside
conce n o companies, one o which all wo ke s a e esponsible. I is s ill linked o shee c ea i i y o which
only a ew o he company’s b ains a e esponsible. Po ugal spo s a ew cases o wo ld-wide ecogni ion o
inno a ion, as a e Via-Ve de, SIBS’s Mul ibanco o TMN’s p e-paid phone ca ds o mobile phones. I ,
howe e , we look a he s a is ics on inno a ion, Po ugal is a om he Eu opean a e age. 200339 indica o s
om Inno a ion Sco eboa d, show Po ugal as being s ill in i s emb yo s age whe e inno a ion is conce ned: we
a e EU’s second lowes coun y when i comes o I&D; he numbe o pa en s egis e ed is below he Eu opean
a e age. I on he one hand he si e is bleak, i is also encou aging, and an oppo uni y o make hings happen.
The e a e se e al easons o ou ank: we a e a coun y o in en o s (one o he coun ies wo ldwide wi h mos
awa ds) bu no inno a o s (F ei e, 2000). Po ugal was elimina ed om he lis o he las edi ion o Global
En ep eneu ship Moni o ( ocusing on he en ep eneu ial ini ia i e le els in 29 coun ies), because ou le els
we e minu e compa ed o he Eu opean a e age. In ac , he o igin o he p oblem is o con use c ea i i y wi h
inno a ion. The o me is a human ai , s emming om hough s ha gene a e new ideas, whe eas he la e is a
“p ocess o c ea ion and in oduc ion o some hing new in o he o ganiza ion o in o he ma ke 40.”(F ei e, 2000).
Howe e , he main obs acles ha hinde co po a e inno a ion in Po ugal a e he s uc u es e y ocused on Co e
business, he manage s’ men ali y no open o change, educed co po a e aining, lack o in e nal ools and
p ocesses, cul u e and alues ha a e a aid o aking isks, lack o co po a e coope a ion, no sha ing o
expe ience and knowledge and minu e connec ion o scien i ic knowledge, namely o uni e si ies, who also
esea ch cen es no in une wi h he needs o he indus y (Cos a, 2004).
In he las decade, he e was majo ocus on p ocess inno a ion, as i was necessa y o enew he p oduc ion
p ocesses and imp o e quali y, due o he subsidia y and communi y angle o he in es men s. The Po uguese
leade s in inno a ion a e some majo companies in he adi ional sec o o mic o-companies in he eme ging
segmen . These a e al eady bo n in inno a ion cen es41. This happens because hus a inno a ion has no been a
s a egic p io i y o mos companies, especially o SMEs.
Wi hin he adi ional sec o s, inno a ion in he c ea ion o new goods and se ices is eme ging in speci ic
sec o s, such as elecommunica ions, s ock ma ke , co k, oo wea , ex ile and some ood a eas, while in he
eme ging sec o s i is ela ed o companies ha p oduce echnological de elopmen , namely so wa e, d ugs,
bio echnology and elecommunica ions. A g ea e ocus has been pu on he ecip oci y be ween
b and/inno a ion, as he b and lends c edibili y o he inno a ion and he inno a ion eeds he e ec o he b and
(F ei e, 2004). In Po ugal he domes ic consume s a e no ye so ac i e ha hey appeal o inno a ion, because
hey a e no demanding, se le easily and ha e li le ela ionships wi h companies. The ecession made manage s
39 These indica o s a e di ided in o g oups acco ding o indica o s ela ed wi h human esou ces, knowledge c ea ion, knowledge
ansmission and applica ion and inancial inno a ion, p oduc inno a ion o ma ke inno a ion.
40 C ea i i y is indeed a necessa y condi ion o inno a ion bu i is no an enough condi ion o inno a ion. I is impo an o b ing oge he
he inno a o s ( ein o cing hei comme cial compe ences) and he Po uguese companies ( h ough a cul u e wide open o in e nal and
ex e nal inno a ion p oposals), in o de o be able o g ow om a sus ained o m o c ea i i y owa ds in en ion, accomplishing a success ul
inno a ion con inuously.