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An exchange space for innovation in PUBLIC purchasing
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per capita income
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Position in the GII (Global Innovation Index)
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Digital ecosystem leve
Entity Context
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(Budget assigned to the Ministry of Public Finance) *
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(through the Ministry of Finance) - Dependency
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Innovation area
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Officials
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Entity Classification
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Overall position
General Results Uruguay 
View by analysis dimension
• The State Purchasing Regulatory Agency does not have lines for the support and promotion of innovation within its strategic planning.
• It could be said that within the entity there are no indicators that allow measuring the results obtained from innovation projects.
• The organization does not have a work team dedicated to promoting and energizing agency improvement projects.
• The agency's management team is committed to innovation as a method of differentiation and development of services close to users. Likewise, the officials belonging to the entity have an open and collaborative culture aimed at its improvement.
• It could be said that the agency does not have a compensation or incentive system that encourages and stimulates innovation throughout the entity.
• Currently, the entity does not have initiatives or efforts that allow promoting the transfer and management of knowledge for the benefit of the business.
• It could be said that within the entity there are no indicators that allow measuring the results obtained from innovation projects.
• The organization does not have a work team dedicated to promoting and energizing agency improvement projects.
• The agency's management team is committed to innovation as a method of differentiation and development of services close to users. Likewise, the officials belonging to the entity have an open and collaborative culture aimed at its improvement.
• It could be said that the agency does not have a compensation or incentive system that encourages and stimulates innovation throughout the entity.
• Currently, the entity does not have initiatives or efforts that allow promoting the transfer and management of knowledge for the benefit of the business.
• The State Procurement Regulatory Agency has encouraged the work of interdisciplinary teams or between areas as a collaborative work method throughout the organization.
• It could be considered that the agency has the relationship with users as an area of opportunity for improvement, with a view to identifying their needs.
• The entity does not provide physical spaces for innovation that concentrate idea generation and prototyping activities. Likewise, officials consider that the current spaces are not sufficient or adequate to concentrate the organization's innovation activities.
• The agency is in a transition towards tolerance to the entity's error. For this reason, failure is not yet seen as an opportunity for learning and improvement.
• It could be considered that it has become customary for officials to talk about minimum viable products to present solutions and contrast with users.
• A representative part of the agency still does not have knowledge of methodologies and
• tools to innovate that support the development of projects of this caliber.
• It could be considered that the agency has the relationship with users as an area of opportunity for improvement, with a view to identifying their needs.
• The entity does not provide physical spaces for innovation that concentrate idea generation and prototyping activities. Likewise, officials consider that the current spaces are not sufficient or adequate to concentrate the organization's innovation activities.
• The agency is in a transition towards tolerance to the entity's error. For this reason, failure is not yet seen as an opportunity for learning and improvement.
• It could be considered that it has become customary for officials to talk about minimum viable products to present solutions and contrast with users.
• A representative part of the agency still does not have knowledge of methodologies and
• tools to innovate that support the development of projects of this caliber.
• The State Procurement Regulatory Agency does not have an action plan for digital transformation. However, they are currently defining the strategy that will allow the entity to be digitally transformed.
• It could be considered that the incipient state of the digital transformation strategy implies a lack of socialization with officials. Likewise, the efforts made for TD have not been framed in the development of the entity's strategy.
• The entity's officials have adopted digital skills for the organization.
• The agency does not have a strategy focused on addressing organizational change management. For this reason, there is not a complete organizational culture that allows managing the change associated with the adoption of technologies in the business.
• It could be considered that the agency and the officials that comprise it have knowledge for the adoption of technologies for the optimal functioning of the business.
• The agency has made decision-making based on real data and in real time recurring and necessary.
• It could be considered that the incipient state of the digital transformation strategy implies a lack of socialization with officials. Likewise, the efforts made for TD have not been framed in the development of the entity's strategy.
• The entity's officials have adopted digital skills for the organization.
• The agency does not have a strategy focused on addressing organizational change management. For this reason, there is not a complete organizational culture that allows managing the change associated with the adoption of technologies in the business.
• It could be considered that the agency and the officials that comprise it have knowledge for the adoption of technologies for the optimal functioning of the business.
• The agency has made decision-making based on real data and in real time recurring and necessary.
• The State Procurement Regulatory Agency has not launched activities related to open public innovation. For this reason, it could be considered that they have not developed collaborative projects with universities, startups and companies.
• The State Purchasing Regulatory Agency considers that innovation strategies or initiatives have not yet represented tangible results and impact for the organization.
