Resumen del III Encuentro Internacional de Consejeros de Nucleos Empresariales del Programa AL Invest 5.0

Se realizo en Guadalajara, Mexico en el marco del Programa AL Invest 5.0 y coorganizado por CAINCO, COPARMEX y sequa el III Encuentro Internacional de Consejeros de Núcleos Empresariales. Las dos ediciones anteriores se realizaron en Foz de Iguaçu, Brasil y en Quito, Ecuador.

What is really important to succeed?

Que necesitamos para ter suceso?
Que precisamos para ter exito?
What is ncessary to succeed?

Incubadoras - Acelaredoras

Cuando se habla de nucleos, de sectores para apoyar y donde buscar empresas para nuevos nucleos surgen dudas sobre si incubadoras o aceleradoras pueden ser buenas alternativas para PYMEs

Este grafico ayuda a identificar correctamente el papel y la función de cada una.

Why Nucleus Approach works?

Why do the nuclei work in such different countries, with different sectors and for so long?

Each time we present the model of business nuclei to a group of entrepreneurs, the question arises whether entrepreneurs who are "competitors" among themselves will be willing to share their problems, ideas, and proposals with each other. The answer is always "YES".

It is necessary to understand that there is a reason why businessmen who compete can cooperate and share at the same time. To understand this process, it is important that we understand that to produce a good or a service we need three elements:

- Work

- Equipment or tools

- ideas

Each of these components has its own characteristics.

I cannot do the same job simultaneously in two places. Nor can I use the same tools or equipment at the same time in two different places, that's why we say that work and equipment are "rivals". If I have a service company or manufacture furniture in two different locations, I will need to have employees in both, I can not use the same equipment here and there at the same time, I will need to buy two saws, or two cutting machines for each location and hire employees for each work front or each of the branches or projects. That's why we say that work and equipment are rivals, they cannot be used at the same time.

We can share ideas, ideas are not rivaling, I can use the same idea, the same process, the same project in several places at the same time. That is why nothing prevents entrepreneurs of a nucleus from sharing ideas and how many more ideas share more capital will be generated among the group. Understanding non-rivalry is an important part of the nucleus process.

We must add to this concept that of the accumulation and growth of knowledge. At each new idea, new ideas arise. Ideas generate more ideas. So, Nucleus with a larger number of participants and therefore with a greater critical mass generate a greater number of ideas. More ideas generate new opportunities for cooperation and a greater number of points of interaction among the entrepreneurs of a core.

It is vital to strengthen the nuclei and maintain the interest of the entrepreneurs to understand that each part of the production process needs to be divided into parts, each idea or problem needs to be discussed in detail and analyzed in depth, considering the cause and effect. An error that we frequently see is that both directors and businessmen, in their haste to have quick solutions, do superficial and generalist analyzes, without detailing and seek to propose simple solutions with little impact. In this sense it is necessary to always make a good survey of problems, considering all the aspects and processes affected by each of the issues addressed. In order to do this well, the counselor needs to prepare well and mainly know how to ask the right questions so that the employer can reflect and question. Only from the right questions is it possible to initiate a process of change in the employer and in his company.

Cooperation is only possible from the moment we understand the concept of "non-rivalry". The same idea can be used at the same time by two, three or by millions of people or companies. The same does not happen with work, or with equipment, the same worker cannot work at the same time in two different places.

Once established that ideas are not rivals, we must advance in the concept of exchange and connectivity between entrepreneurs and ideas. If one entrepreneur has a tool, another has another and they exchange the result is that each one continues to have a tool, there is no accumulation, no new tools are generated. With the ideas is different. If I have an idea and you have another and we exchange them, I will end with two ideas and you will also end with two. In a larger group we will have many more ideas, so when I exchange with a larger group I will end up winning 10, 12 or 15 ideas and if I extrapolate this logic we can talk about hundreds or thousands of new ideas being exchanged and shared among all the participating entrepreneurs of the various nuclei of a business entity or of a country. The logical sequence is that all this knowledge is cumulative and increases the competitiveness of companies and the sector or country.