FROM INNOVATIVE IDEA TO REALIZED INNOVATION IN A CASE OF COMPANY KOVIS D.O.O.

Od inovativne ideje do uresničene inovacije na primeru podjetja Kovis d. o. o. Znotraj ustvarjalnega okolja sta dobra ustvarjalnost kot tudi ugodna ustvarjalna klima ključni za inovativno usmerjena podjetja. Da se ustvarjalnost začne, potrebujemo ustvarjalno osebo kot tudi ustvarjalno razmišljanje ter ustvarjalni proces. Pojma se med seboj povezujeta, saj je ustvarjalnost pogoj, da se lahko začne udejanjati ugodna ustvarjalna klima. Ustvarjalni posamezniki so tisti, ki ustvarjajo ter tako prispevajo k dosegu ugodne ustvarjalne klime. Da pa bodo k temu prispevali, je potrebno motiviranje ter ustrezno nagrajevanje. Podjetja, ki ne poznajo oziroma nimajo ustvarjalnega managementa, dolgoročno ne preživijo. Bistvo ustvarjalnega managementa je uspešen, učinkovit in inovativen manager. Le-ta lahko s svojimi prirojenimi sposobnostmi uspešno, učinkovito ter inovativno upravlja inovativno usmerjeno podjetje. Takšno podjetje ne preživi le dolgoročno, ampak tudi ustvarja ugodne finančne rezultate. Eno izmed teh inovativno usmerjenih podjetij je tudi podjetje Google. Da podjetje želi priti do inovacije, katera mu bo dajala večji ugled kot tudi prinašala denarne prilive, potrebuje najprej inovativno idejo, iz katere se razvije invencija in šele po tej, ne tako kratki poti, lahko pride do uresničene inovacije. Velik pomen pa podjetje daje tudi celovitosti. Ideja, ustvarjalno okolje ter inovativni predlogi so tisti dejavniki, skozi katere sem podrobneje spoznal podjetje Pipistrel, Krka d. d. ter Kovis d. o. o. Po teh podjetjih se lahko zgledujejo ne samo slovenska podjetja, ampak iz inovativnega pogleda tudi nekatera podjetja izven domovine. V empiričnem delu magistrskega dela sem skozi predstavitev ideje A (gre za osni zavorni disk z NET-sistemom hlajenja) ter ideje B (gre za kolesni zavorni disk, tako imenovani Z-TIP diska) prišel do spoznanj, kako je podjetje Kovis d. o. o. skozi inovativni ideji doseglo pomembni inovaciji. S tema inovacijama so prišli do izboljšanih karakteristik tako osnega kot tudi kolesnega diska. Seznanil sem se z razvojnimi aktivnostmi obeh inovativnih idej. Zanimivo je bilo spoznati tudi to, kako se ideji A in B kažeta skozi realnost. Da pa podjetje Kovis d. o. o. lahko dosega uspehe, je bistvenega pomena tudi širjenje novosti tega podjetja. Tako sem skozi novost, komunikacijo, čas in družbeni sistem to pobliže spoznal.Innovation: From an Idea to Realisation – an example of the company Kovis d. o. o. Within a working environment, positive creativity and creativity-favourable climate are a foundation for innovation-oriented companies. In order to inspire creativity we need a creative individual, as well as creative thinking and creative process. The two terms are intertwined since creativity makes the foundations of a creativity-favourable climate. Therefore, we refer to creative individuals as those who create and hence contribute to reaching a creativity-favourable climate. In order for this to take place, individuals have to be motivated and accordingly rewarded. Companies which are not familiar with creative management cannot survive in the long term. At the essence of creative management is a successful, efficient and innovative manager whose innate skills enable a successful, efficient and innovative management of a company. Such company can succeed in the long term, as well as make profit. An example of such company is Google. A precondition for acquiring an innovation, which boosts reputation and income, is an innovative idea. This leads to the development of an invention which, in a long process, brings the fulfilment of an innovation. A company also has to keep in mind an overall integrity. I have gained a detailed insight into the companies Pipistrel, Krka d. d. and Kovis d. o. o. in terms of the idea, the creative environment and innovative suggestions. These are benchmarking companies, not only for Slovenian economy, but also abroad. In the empirical part of the Master’s dissertation I introduce an Idea A (an axle brake disc with a NET cooling system) and an Idea B (a wheel brake disc, the so-called Z-TYPE disc) which helped me realise how the company Kovis d. o. o. managed to achieve important innovations through innovative ideas. The two innovations improved the characteristics of both the axle and wheel discs. I became familiar with the developmental processes of the two innovative ideas. Seeing how Idea A and Idea B function in reality was an interesting aspect of the empirical work. To maintain their success, it is vital for the company Kovis d. o. o. to spread the novelty outside the company. I gained an insight into this process through a combination of novelty, communication, time and society