Dear Innovator,
We like to invite you to participate in a survey on how those leading and managing innovation in their organizations think about the innovation function.
We recognize that your time is precious, but please note that the survey will take less than 10 minutes to complete and that your opinions are very valuable to us.
To thank you for completing the survey, we will share with you the survey results before publication of the study findings. Also, we’ll make sure that you will receive a copy of the final report.
You can contribute to this year's innovation leadership study by completing a short survey at:
http://www.surveymonkey.com/s/IESE-CC_Innovation_Study_2011
By participating in this survey, you will be an important part of supporting this research. Your response is important to us.
If you have any questions about the survey or our research, please contact Freek Duppen at freek.duppen@capgemini.com.
Best regards,
Koen Klokgieters (VP Capgemini Consulting) & Paddy Miller (Professor IESE Business School)
Tuesday, 4 October 2011
Monday, 28 February 2011
Future Trends in the Value Chain shows Innovative Strategies for the New Decade
Every two years a collaborative platform of The Consumer Goods Forum, Capgemini, HP and Microsoft formulate key trends for the Value Chain. Together with top Executives from the Retail and Manufacturers Industry the third version is submitted.
In 2006 the first report 2016: A Vision of the Future Value Chain came out. The platform worked with 80 Executives of Global Organizations to collect the key trends for the industry. 2 global workshops are initiated (Utrecht, NL & Chicago, USA). The key message was: New Ways of Working Together in the Value Chain.
Two years later (2008) the second edition was born 2018: Succeeding in a Volatile Market. In this year already 130 Executives participated in several workshops: Global workshop (Utrecht, NL), Asian workshops: Hong Kong (Asian region), Mumbai (Indian market), Tokyo (Japanese market). The key trends pointed out: Changing society, Rising cost (and scarcity) of raw materials, Increasing awareness and action on sustainability, Growing consumer access to technology and Changing business models.
In 2010 the last report was fomulated 2020: Building Strategies for the New Decade. The number of participants in several workshops had been 200 Executives. Global workshop (Chantilly, FR), Regional workshop GS1 in Europe (Antwerp, BE) en diverse Country workshops: Australia (Melbourne), France (Paris), Netherlands (Utrecht), US (Chicago), Mexico (Mexico City). De most important trends from this year are: Make our business more sustainable (From niche to norm), Optimize a shared supply chain (Collaborate differently, compete differently); Engage with technology-enabled consumers (The consumer in the driver’s seat), Serve the health and wellbeing of consumers (Focus on quality of life). For more detailed outcome of the report please visit my slide share space.
What we see in the past 6 years is that Asia is rapidly becoming the key region for the new global innovative business strategies for corporate players. I like the discussion about the outcome of the Future value Chain reports during my Academic Guest Lectures or when I speak at international Innovation forums.
My experiences is that many organizations are talking about it but a few are acting upon it.
Koen Klokgieters
In 2006 the first report 2016: A Vision of the Future Value Chain came out. The platform worked with 80 Executives of Global Organizations to collect the key trends for the industry. 2 global workshops are initiated (Utrecht, NL & Chicago, USA). The key message was: New Ways of Working Together in the Value Chain.
Two years later (2008) the second edition was born 2018: Succeeding in a Volatile Market. In this year already 130 Executives participated in several workshops: Global workshop (Utrecht, NL), Asian workshops: Hong Kong (Asian region), Mumbai (Indian market), Tokyo (Japanese market). The key trends pointed out: Changing society, Rising cost (and scarcity) of raw materials, Increasing awareness and action on sustainability, Growing consumer access to technology and Changing business models.
In 2010 the last report was fomulated 2020: Building Strategies for the New Decade. The number of participants in several workshops had been 200 Executives. Global workshop (Chantilly, FR), Regional workshop GS1 in Europe (Antwerp, BE) en diverse Country workshops: Australia (Melbourne), France (Paris), Netherlands (Utrecht), US (Chicago), Mexico (Mexico City). De most important trends from this year are: Make our business more sustainable (From niche to norm), Optimize a shared supply chain (Collaborate differently, compete differently); Engage with technology-enabled consumers (The consumer in the driver’s seat), Serve the health and wellbeing of consumers (Focus on quality of life). For more detailed outcome of the report please visit my slide share space.
What we see in the past 6 years is that Asia is rapidly becoming the key region for the new global innovative business strategies for corporate players. I like the discussion about the outcome of the Future value Chain reports during my Academic Guest Lectures or when I speak at international Innovation forums.
My experiences is that many organizations are talking about it but a few are acting upon it.
Koen Klokgieters
Tuesday, 15 February 2011
Co-creation beyond the hype
"When a word is used too many times a year and the context in which the word is used broadens in every article, it is very likely that the management community develops a sort of immunity. There are multiple examples of management terminology being coined as fast as falling out of favor.
Co-creation, as a phenomenon, was destined to have a similar lifecycle. The question that arises in such matters, is whether the term was a hype introduced by some management gurus, or an emerging domain just struggling with its maturity. As we see the world now, co-creation is here to stay. No matter what you would like to fit in the definition, co-creation is the result of a broad and irreversible shift in the society and corporate culture. During the growth to maturity we wonder what is left beyond the hype. What is the essence of co-creation? Which forms of co-creation proved to be most beneficial for the initiators and participants? Which processes are most suitable for ‘outsourcing to the crowd’?"
In a new report we will give you insights into the current status of co-creation, as perceived by top managers out of the FEM500 business list.
Co-creation, as a phenomenon, was destined to have a similar lifecycle. The question that arises in such matters, is whether the term was a hype introduced by some management gurus, or an emerging domain just struggling with its maturity. As we see the world now, co-creation is here to stay. No matter what you would like to fit in the definition, co-creation is the result of a broad and irreversible shift in the society and corporate culture. During the growth to maturity we wonder what is left beyond the hype. What is the essence of co-creation? Which forms of co-creation proved to be most beneficial for the initiators and participants? Which processes are most suitable for ‘outsourcing to the crowd’?"
In a new report we will give you insights into the current status of co-creation, as perceived by top managers out of the FEM500 business list.
Co creation beyond the hype global survey
View more documents from Koen Klokgieters.
Sunday, 23 January 2011
What makes a company an Innovation Winner?
As the knowledge partner of the World Innovation Forum, Capgemini Consulting has recently completed its global innovation survey on the current state of innovation. The study offers a unique perspective by looking at the differences in behavior of 375 innovation leaders vis-à-vis laggards across five key areas (Innovation Strategic Outlook, Innovation Capabilities, Innovation Technology, Innovation Function, Innoation Spending Outlook) in order to identify what drives the success of companies that view themselves as successful innovators.
In summary, the study reveals that:
- Given the strategic priority companies allocate to innovation and their corresponding spending plans, the maturity of their formal innovation governance structure lags behind considerably. To overcome many of the innovation bottlenecks encountered, it is time to establish an innovation function that is able to deal with this kind of innovation governance and decision-making.
- Furthermore, there is an enormous unlocked potential for innovation in the involvement of external parties in the innovation process. Innovation leaders may have out-paced their peers by simply being better at involving external parties, leveraging a much broader innovation network and increasing innovation potential.
- Also, the study shows that more value, in terms of impact on business results, is to be expected from business model innovation, than from any other form of innovation. Targeting new business opportunities in emerging markets is much more likely to be successful when approached outside of the traditional competitive landscape.
In summary, the study reveals that:
- Given the strategic priority companies allocate to innovation and their corresponding spending plans, the maturity of their formal innovation governance structure lags behind considerably. To overcome many of the innovation bottlenecks encountered, it is time to establish an innovation function that is able to deal with this kind of innovation governance and decision-making.
- Furthermore, there is an enormous unlocked potential for innovation in the involvement of external parties in the innovation process. Innovation leaders may have out-paced their peers by simply being better at involving external parties, leveraging a much broader innovation network and increasing innovation potential.
- Also, the study shows that more value, in terms of impact on business results, is to be expected from business model innovation, than from any other form of innovation. Targeting new business opportunities in emerging markets is much more likely to be successful when approached outside of the traditional competitive landscape.
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