• The General Directorate of Public Procurement is in a transition to focus on innovation as a method of differentiation. Taking that into account, every day it becomes more relevant within the strategic lines of the organization.
• Management is building metrics that allow measuring results resulting from the innovation exercise. However, it is important to continue strengthening and socializing with the entity's officials.
• The organization has officials who promote the Entity's innovation projects. However, it is necessary to create a team that is dedicated solely and exclusively to the development of innovation in the purchasing agency.
• It could be considered that the management team is committed to materializing the
• innovation in the entity. Likewise, officials have an open and collaborative mentality to innovate in the organization.
• The Management has a compensation and incentive system that allows innovation to be stimulated. However, it is necessary to make it recurring within the organization.
• The entity does not have strategies or initiatives that allow the transfer or management of the organization's knowledge.

• The General Directorate of Public Procurement facilitates and encourages work between areas or disciplines of the organization.
• The organization has recognized the importance of approaching users, with the objective of identifying or understanding their needs.
• It could be said that the organization does not have spaces for innovation that consolidate idea generation and prototyping activities. Likewise, officials consider that the current spaces are not sufficient or adequate to concentrate the exercise.
• The entity has implemented a culture around error tolerance. This is because they recognize the importance of failure as a method of learning and correction in the organization.
• Management has made recurring the language related to minimum viable products that allow solutions to be illustrated and contrasted with users.
• It could be considered that the entity has been making efforts to generate capabilities in officials related to methodologies and tools to innovate.

• The General Directorate of Public Procurement does not have an implementation plan for the organization's digital transformation. Likewise, they do not envision the construction of the digital transformation strategy in the short term.
• It could be considered that, since there is no existing digital transformation strategy within the entity, no efforts have been made to socialize or communicate it. For this reason, the initiatives carried out are disintegrated or in a very incipient state within the institution.
• Management has made great efforts to promote the adoption of digital skills and technologies that can be used in the organization.
• The entity has not designed a change management strategy that addresses the digital transformation exercises that it seeks to develop. For this reason, the culture for change management is very incipient within the organization's officials.
• Management officials have a high level of knowledge in the use of technologies that support the development of key processes.
• It could be considered that it is important for the entity to make decisions based on data.

• It could be considered that the General Directorate of Public Procurement has developed open public innovation activities.
• The organization has been strengthening the relationship with the external sector (universities, startups and companies) for the collaborative development of innovation projects.

• For the General Directorate of Public Procurement, the implementation of innovation strategies or initiatives has involved obtaining tangible results of high impact for the organization.