Aggregating demand
Many problems repeat across dozens of organizations. Grouping them lowers costs, increases supplier interest, and produces replicable solutions that no single company would have funded on its own.
CANIETI Open Innovation
We connect capabilities. We turn challenges into innovation.
Companies, MSMEs, universities, government, society and technology working together to turn real problems into pilots, scalable solutions and measurable impact.
Featured access points
“CANIETI connects problems that need a solution with innovations that need opportunities.”
I have a problem
Engine 1 · Challenges
Publish or share a challenge and find capabilities to solve it. With visible statuses, confidentiality levels and Innovation Council governance.
Go to challenges
I have an innovation
Engine 2 · Radar
Register your technology, product or capability in the CANIETI Innovation Radar and find challenges, customers, partners and complementarities. That's where scouting begins.
Go to the radar
Innovation Council
Members
Defines the priority areas, sets the governance for each challenge and validates radar entries. Workspace access for Council members.
Sign in · BasecampThe starting point
Innovating isn't about chasing trends.
It's about staying relevant.
Organizations don't lose competitiveness overnight. First they lose productivity, talent, responsiveness, margin and relevance. Innovating makes it possible to anticipate, learn, adapt and build new ways of generating value.
01
Buying technology
Acquiring a tool. The invoice changes; the operation, not necessarily.
02
Implementing technology
Getting it up and running. A system is now switched on, but decisions are still made the same way.
03
Transforming capabilities
People and processes change. The organization can now do something it couldn't before.
04
Innovating
That new capability generates measurable value: for the customer, for the operation or for society.
An organization can acquire technology without innovating. Innovation happens when that technology transforms the way it operates, decides, produces, sells or serves its users.
The diagnosis
The talent exists. The challenge is connecting it.
Mexico has talent, knowledge, technologies, laboratories, companies and institutions. The problem isn't a lack of ideas: it's that these capabilities are scattered, get duplicated, and rarely meet the problems they could solve.
- 01Business challenges with no solution in sight
- 02Laboratories and patents with no access to market
- 03Startups with no customers or validation spaces
- 04Companies with no specialized capabilities within reach
- 05Government with no agile mechanisms for experimentation
- 06Users who get involved too late
- 07Resources available, but uncoordinated
An isolated capability can be valuable. A connected capability can transform an industry.
CANIETI's role
A trusted orchestrator for a complex ecosystem.
CANIETI doesn't seek to concentrate innovation. Its strength lies in convening, translating between sectors that speak different languages, and giving structure to collaborations that today depend on chance.
Reducing the risk of innovating
Methodologies, pilot frameworks, model contracts, selection criteria, intellectual property rules and indicators. Structure is what turns an experiment into an informed decision.
Building trust
Translating between business, technical, scientific, public, financial, civic and environmental language. Without that translation work, conversations end before they begin.
Connecting capabilities
Linking challenges with companies, startups, researchers, laboratories, funds, government agencies, users and specialists. The right connection saves months of searching.
Bringing innovation to market
Open innovation shouldn't end in an event, a photograph or a letter of intent. It must move toward pilots, evidence, implementations, contracts, products and public policy.
The proof
Open innovation must end in a concrete economic, operational, institutional or social relationship.
Quadruple and quintuple helix
Innovation happens when the ecosystem works as a system.
The quadruple helix connects business, academia, government and society. The quintuple helix adds the environment as an essential condition for development. Select a stakeholder to see what it contributes, what it needs and how it collaborates.
Select a stakeholder
Find your place within the ecosystem
How do you want to take part?
Each stakeholder enters the ecosystem through a different door. Choose yours and you'll see exactly what you can contribute, what you can receive and what the next step is.
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Open innovation operating system
From challenge to impact.
Seven stages that turn a scattered problem into a working solution. Each stage produces a concrete output: if it doesn't, the process doesn't move to the next one.
Scattered problem
Structured challenge
Connected team
Pilot
Evidence
Implementation
Impact
-
Observe
Map what exists and what hurts
Inputs
- Data
- Interviews
- Diagnostics
- Trends
- Citizen needs
- Academic capabilities
Output: map of challenges and capabilities
-
Prioritize
Decide what deserves the resources
Criteria
- Impact
- Urgency
- Feasibility
- Scalability
- Data availability
Also weighed
- Strategic alignment
- Social benefit
- Environmental benefit
- Economic potential
Output: prioritized portfolio of challenges
-
Connect
Build the team that can actually solve it
Convened
- Companies and startups
- Universities and researchers
- Experts and funds
- Government agencies
- Users and partners
Output: innovation team or consortium
-
Pilot
Test small, with clear rules
Every pilot defines
- Owner
- Scope and budget
- Data and timeline
- Indicators and risks
- Intellectual property
- Decision criteria and date
Reference duration
- Fast pilots: 90 days
- Extended pilots: up to 180 days
Output: technical, operational and user evidence
-
Validate
Find out whether it really works
Verified
- Works technically
- Generates value
- Is accepted by those who use it
- Complies with regulation
- Is sustainable and operable
- Has financial viability
Output: evidence-based decision
-
Scale
Turn the result into something permanent
Can take the form of
- Implementation
- Contract
- New product
- New company
- Public policy
- Sector-wide or regional adoption
Output: expanded impact
-
Share
So the learning doesn't stay within a single organization
Documented
- Learnings and results
- Mistakes, without sugarcoating
- Methodologies and indicators
- Cases and technologies
- Recommendations
Output: reusable knowledge for the ecosystem
Innovation Council
Priority innovation areas.
Three areas where the Innovation Council is concentrating its first stage: artificial intelligence for SME maturity and competitiveness, water —with the Water Radar—, and technology transfer. And in every challenge and every solution, two cross-cutting criteria are valued: reducing the digital divide and generating positive environmental impact.
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Infrastructure for innovating together
Initiatives that give structure to the ecosystem.
Each initiative shows its real status. None is presented as an operating program if it is still at the concept or design stage.
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Connection space
Where challenges meet capabilities.
On the left, problems looking for someone to solve them. On the right, capabilities ready to collaborate. CANIETI's job is to make these two columns meet.
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Accountability
Measuring activity isn't enough. We must measure impact.
An ecosystem can generate a lot of activity and few results. These are the indicators CANIETI Open Innovation intends to be accountable for. Today they are a structure, not a result: they will be published as soon as verifiable measurement exists.
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Evidence that builds trust
Cases.
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Start here
The next big project can begin with a well-framed challenge.
Share the problem you need to solve or register the capability you can contribute. CANIETI will help connect the right pieces to explore a path toward innovation.