Mónica Mateu
monicamateu58@gmail.com
MònicaMateu is a graduate of the University of California in Economics and MBA by SDA Bocconi.
Currently, Co-founder and responsible of Innovation & Strategy in 1000 Friends. Former Innovation Global Category Manager of Gallina Blanca Star where she has been working since 2009 till 2013 occupying different positions related to innovation ecosystems and strategic marketing innovation.
Previously, she has worked in several different companies covering from the public (SantCugat del Vallés City Hall) and the private sector including a broad experience in SME’s (INGENICO, MMAMARKETING, e-STRATEGIES) and relevant multinationals like Hewlett Packard and Deloitte &Touche.
Key strengths:
1. Corporate Innovation strategy definition and implementation expertise
2. Innovation ecosystems definition, creation and management experience
3. Connecting the dots, matching abilities
4. Public sector innovation, economic development, smart cities knowledge
5. Communication campaigns leadership, city mayors, sports clubs, sports federations,…
6. Keynote speaker on innovation in electronics, consumer goods, public administration sectors. Innovation and marketing teaching experience. Esade, IQS, UB,…
7. Social business start -up expertise
8. City Position and marketing knowledge
9. Innovation teams leadership
10. Public relations abilities
Key offer to companies, organizations and individuals:
Mònica can help companies solve their innovation puzzle and create innovation strategies and ecosystems to lead to company growth, by creating new Innovation Management Scenarios, Systems, Models and Processes, and giving an answer to key companies demands related to innovation based growth.
“Innovation” has become ubiquitous in the academic, business and political discourses. It is used to talk about individuals, organizations and societies, about products, processes and models. This has caused a great interest but at the same time innovation has turned into a vague concept.
Innovation is going from the individual perspective to the most systemic approach. It aims to equip students with an understanding of the main issues in the management of innovation at a corporate or at a system level and an appreciation of the relevant skills needed to manage it.“ (*)
(*) MònicaMateu teaches at “ESADE CREAPOLIS MASTER OF SCIENCE, INNOVATION AND ENTREPRENEURSHIP “
When a firm decides to innovate it faces a myriad of challenges. It can innovate in different fields and forms, it has to decide what strategy to follow and then it should structure it in order to turn the strategy into action designing an effective innovation process.
One of the most relevant challenges is to turn inventions or ideas into innovation. The way from the lab to the market is a challenge, especially when we are talking about new products or new services development.
How do innovative firms create new products/services? How do they decide? Which is the process?
How to mobilize people towards innovation? How culture affects and is affected by innovation? Do we need to have “special” people? Strategic issues and operational ones are really important to innovate but organizing for innovation taking into account the organizational culture and the people is a critical success factor.
How do organize innovation in the firm? How to mobilize people and resources?
Sources of innovation? Is it only about product and technology? What about business models, branding, customer intimacy, Corporate Social Responsibility?Innovation strategies for company growth: innovating for shared value
In the current innovation scenario, there is a leading trend to take innovation out of the boundaries of the company, the so-called open innovation. In theory, this way to innovate offers several advantages but on the other hand several challenges should be overcome. What happens when a company decides to open its boundaries to innovate? How to protect innovation then? How to organize innovation once it leaves “our” company?
How to innovate when the company opens its boundaries ?
Based on the idea of collaborative innovation, many companies create innovation networks with research centers and universities. These types of collaborations are very common as the potential of creativity is higher, the costs and risks are shared and the possibility of disruptive innovations is greater. However, as the saying says “it is not gold all that glitters”. The creation and management of these networks are breaking the traditional managerial paradigms and many questions are still open.
How to design and govern an innovation network? How to manage innovation in such a new organizational setting?
Not only individuals, companies and networks innovate. Innovation is a key topic for countries and regions and it is part of their policies devoting many efforts and resources to build effective innovation systems that can create wealth and assure the future of their citizens. This last session approach this macro perspective.
Key professional achievements:
New business unit manager at consumer goods multinational. Innovation based growth strategy and project development. Identification of new opportunity areas, discovery and concept phase including external partners, research methodology innovation in co-creation with consumers, product execution and launch. Projects include business model, technology, packaging, product, branding, channels, and customer intimacy and communication innovation projects.
Development of a unique innovation model in consumer goods leading to business impact at a global level as well as leadership of innovation know how, policies, best practices and differentiated projects at Agrolimen Holding level. The model seeks innovation beyond product and beyond today, at a holistic level, including channel and communication innovation to increase sales by providing differentiated value added actions for clients and consumers.
Deployment of innovation cells at an international, cross department level as growth platforms for the company. The five inno cells have had the right leadership and have started important projects for the company at a corporate level. Development of an innovation radar, as an ecosystem of companies, research centers, innovation brokers to impulse radical/breakthrough innovation at GBST.
Leadership for the Inno DNA project with Human Resources for innovation driven cultural change at a companywide to include everyone in the innovation process.
Leadership of presence at ESADE CREAPOLIS innovation center as one of the most active groups, leading the wellness community and sharing know how with other food sector and other sectors companies.
Results in innovation efficiency based in a proper discover opportunity phase identification of projects, business models, and new business innovation. Development of growth opportunities related to product, technologies, communication, branding and customer intimacy. Over 30 potential projects identified as winners, 5 in concept or development stages.
The Open Innovation strategy defined a new way to do things around innovation and has been recognized at the CEO level as a landmark, at the initiative/project level as well as at an economic, and most importantly at a cultural change, company openness level Leadership in this new strategy individually defined and deployed with the help of external consultants, innovation agencies, graphic designers, etc.
Economic development strategy definition and implementation for the SantCugat economic area. Including international business development projects such as the bid for the European Institute of technology (EIT) headquarters, the European Project Living Labs Global that includes business and technology projects for citizens, the agreement with the city of Boston for economic development, the Consortium for the Triangle d’Innovació de Catalunya (CIT) , the participation in the ESADE Creapolis innovation hub, the business forum SantCugatTribuna, the economic observatory and the management of sponsorship projects by leading companies for city projects.
With the bid for the European Institute of Technology (EIT), the SantCugat City had a great national and international projection. Along with companies, universities, research centers, public administrations and economic agents this city became one of the EIT promotion centers.
Development of the Information Society five year plan with external and internal resources to be deployed city wide,
Public sector Consulting projects. Clients include City of SantCugat, Government of Catalunya and Club Natació Sabadell, the third largest sports club in Catalunya with 35.000 members.
Design and implementation of the Information Society plan for the city of SantCugat del Vallès in Barcelona, aligning the objectives with those set by the European Union. Includes web, mobile phone, infrastructure projects as well as the social aspects of knowledge management ant ICT.
Managed Product development, introductions and marketing strategy on a worldwide basis for this multinational leader in the electronic payment, smart card business around the world. Created a uniform marketing and communications strategy for this worldwide group which was the result of thirteen companies acquisitions in like Canada, US, EU countries, Australia, Japan….
Managed consulting projects for the public and private sectors in Spain. Conducted a six month project for the DepartamentD´Agricultura de la Generalitat de Catalunya for the development of their internet related strategy to communicate with the agriculture sector.
Managed the marketing department of an Internet-based company created by IBM, British Telecom, “la Caixa” and the Chamber of Commerce of Barcelona. The objective of the company was to bring Internet to the small and medium companies in Spain.Defined marketing and communication strategies and tactics. Managed market research and action. Closed collaborations with leading partners in the Internet sector.
Managed the Print For Pay vertical market worldwide including demand/lead generation activities, big deal support, awareness and preference activities, channel development and sales tools definition. Launched a “pay per use” program for graphics clients including a new sales model, Internet based content and supplies e –commerce, solutions support and training. Worked closely with worldwide marketing/sales centers and with country organizations (Spain, UK and Germany) and distributors. Defined commercialization and communication strategies for those three countries. Influenced leading graphics associations marketing and communication strategies.
Lead concept definition and implementation of a worldwide internet based program for software developers (Microsoft, Adobe, Autodesk, and others). It included working with all HP hardcopy divisions on a common project to facilitate the development and marketing of software solutions for HP printers, by giving technical and marketing support to Key Accounts.
Program strategy and implementation of applications solutions for the graphics market. Includes strategy definition, program infrastructure development, marketing materials and communication management and account management for media companies worldwide.Managed product from definition to market introduction worldwide. Acted as a liaison between teams.
Key additional information:
EDUCATION
• Innovation Architect course at IESE. 2011
• Open Innovation Esade course with Ken Morse, Henry Chesbrough and WimWanderberke. 2010
• ESADE Estrategies Administració Pública. 2007.
• Master in Knowledge Management. InstitutCatalà de Tecnología. 2001-2002
• IESE seminars 1998- 02:“Fidelización de clientes”. “Muerte prematura del marketing relacional”, “Estrategias en internet”, “La marca en internet”.
• Hewlett Packard courses 1994-2000: “Relationship marketing seminar”, “Web strategies”, “Crossing the Chasm”, “Project Management”
TEACHING/SPEAKER
• Visting professor. ESADE Master of Science, Innovation and entrepreneurship- 2011-12. 2012-13, 2013-14
• Universitat de Barcelona.Facultat de Química 2012
• Keynote speaker: Foment del treball, EsadeCreapolis Innovation best practices. Innovation food seminars, Biocat, Everis, Co Society, Billerud,
• Innovation Quest. ESADE 2011, 2012
• ESADE MBA 2011, 2012
• Participation in Innovation Models Research IESE NY, PHD Students UK, Forrester, MKinsey.
AWARDS
• Peterson scholarship recipient in Economics, UCLA 1990.
• Top 15 Economics and Business Graduate Award, UCLA 1990.
• Best student athlete of year award. UCLA 1987-1989.
SPORTS ACHIEVEMENTS
• Member of Spanish National Swim Team, 1981-1989. National Women’s Record in 100-200 Butterfly 1981-1987. UCLA swim team scholarship, 1986-1990.
• Participated in World Championships 1986, European Championships (achieving the fourth place in 200 butterfly in 1984) 1983-1984, Mediterranean Games 1984
INTERESTS
• Enjoys watching basketball games of my four kids reading, music, theater, cinema, traveling, scuba diving, skiing, running, walking in Collserola with my dog, Buddy.
• Enjoying Sicily and Tuscany, USA.
• Municipal Campaign Manager 2003-2007-2011 LluisRecoder, Mercè Conesa. Results: absolute majority over 45% votes 2011.
• Obama’s Abroad campaign 2012.
• President at UnióEsportivaSantCugat.
