Paul Lachine

Cómo reparar la cadena de suministros de innovación

CAMBRIDGE – Como estudiante de postgrado en el MIT, tuve la oportunidad de trabajar con los profesores Robert Langer y Ram Sasisekharan en un entorno impregnado de pensamiento innovador. Preguntábamos qué era posible y nos alentaban a buscar tecnologías revolucionarias que muchos consideraban imposibles. Esta experiencia me infundió un credo simple pero poderoso: pensar en grande.

La innovación es difícil. Si queremos atravesar la frontera de lo desconocido, debemos seguir el camino que promete el mayor impacto potencial. En la exploración de una amplia variedad de temas -energía, agricultura, medicina y más-, surgió una estrategia que, en mi experiencia, es la más efectiva: empezar con el fin en mente. Cuando identificamos los problemas y visualizamos la mejor solución, podemos definir el conjunto de limitaciones a las que se enfrenta la innovación tecnológica y establecer un camino claro, aunque a veces difícil, para su concreción.

Un requerimiento fundamental de esta estrategia es tener una mente abierta, libre del dogma idiosincrático del sujeto. Quienes están inmersos en un campo tienen una visión establecida de lo que es posible, en base a alguna combinación de éxitos anteriores, limitaciones actuales del conocimiento y verdad -y suele ser difícil distinguir estas fuentes-. Pero el principiante que formula las preguntas más básicas empieza a percibir inconsistencias lógicas, de las que surgen las verdaderas limitaciones a las soluciones y las restricciones tecnológicas.

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