İSO / Project Story
İSO-AİA Innovation Atlas Project
Under İSO and Enterprise Europe Network, we addressed the innovation journeys of 30 SMEs through two-year roadmaps. İnovasyon Atlası focused on helping companies consider their current markets alongside future innovation opportunities.
01 — What did the organization need?
İnovasyon Atlası focused not on a single organization, but on 30 SMEs. Conducted under İSO and Enterprise Europe Network, the project addressed these companies’ innovation journeys over a two-year horizon. The need was to define each company’s future direction in a roadmap aimed at developing its capacity for innovation.
02 — What change brought this need to light?
While operating in today’s markets, the companies also needed to prepare for the innovative sectors of the future. The program aimed to develop their capacity for innovation and bring these two agendas together in a roadmap.
03 — Which questions did we explore?
How can the innovation direction of 30 companies become a roadmap for the next two years? The project’s starting question was how to define a future direction rather than leave innovation capacity as an aspiration.
04 — What process did we undertake together?
Conducted in 2024–2025, the İSO-AİA İnovasyon Atlası Project was launched to define two-year innovation roadmaps for 30 SMEs. Its scale was defined by the companies’ individual innovation journeys rather than by a training group.
05 — What did teams start doing differently?
The project addressed the companies’ innovation agendas within a two-year future framework. This framework was intended to consider today’s markets alongside future opportunities.
06 — What emerged at the end of the project?
A project to develop two-year innovation roadmaps for 30 SMEs. The project’s scope was to define these roadmaps. Without verified follow-up records, we do not present subsequent company results as the impact of this story.
07 — What did we learn from this project?
This project treated innovation as a matter of setting a two-year direction, beyond finding the next idea. The participation of thirty companies in the same program shifted the focus from İSO’s internal transformation to the companies’ development journeys.
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