Innovation Management
We bring the innovation manager into your company: someone who turns a technological ambition into a plan with timings, costs, owners and a source of funding.
What the role actually does
The innovation manager is not a theoretical role. It is the person who sits between management, engineering and production and answers three uncomfortable questions: which technology do we actually need, what does it cost to bring it in, and with what resources do we pay for it.
Bonora Technologies works as a consultant listed on Unioncamere's national register of innovation managers, and can therefore also be engaged through the public schemes that fund this role.
A machine or software investment to decide on. A new product stuck between prototype and industrialisation. An open call for funding and nobody who can build the application. A management team that wants to innovate and an organisation with no time to do it.
Eight services, freely combined
- 01
Technological and digital maturity assessment
A snapshot of the current state of product, process, data and skills, with sector benchmarks and the gaps to close.
- 02
Innovation roadmap
A 12–36 month plan: priority initiatives, investments, timings, owners and progress indicators.
- 03
Incentives and subsidised finance
Tax credit for research and innovation, digital and energy transition schemes, Nuova Sabatini, chamber of commerce and regional calls: eligibility checks against the scheme currently in force, building the application, and reporting.
- 04
Technology scouting and make-or-buy
Selection of technologies, machines and suppliers, with an objective economic comparison between in-house production and subcontracting.
- 05
New product industrialisation
From prototype to series: process selection, bill of materials, routing, target part cost, qualification plan.
- 06
Temporary and fractional management
A continuing presence on set days to lead an innovation programme without hiring a full-time role.
- 07
Open innovation and partnerships
Collaborations with research centres, universities, startups and business networks; joint development agreements.
- 08
Project portfolio and KPIs
Governance of open projects: priorities, resource consumption, progress, expected and measured return.
Four phases, in this order
The sequence matters: skipping the diagnosis is the fastest way to fund the wrong project.
Diagnosis
Two or three days on site with the data in hand: products, volumes, costs, bottlenecks, available skills.
Roadmap
Alternative scenarios with comparable numbers, a choice agreed with management, and a funding plan.
Execution
Hands-on management: suppliers, trials, qualification, staff training, weekly progress.
Measurement
Verification of the agreed KPIs, reporting for the incentive schemes, handover to the internal team.
Let's start with a diagnosis.
A first discussion to see whether the project stands up technically and economically — and whether a funding scheme covers it.
Request a discussion →