Capgemini Consulting, the global strategy and transformation consulting brand of the Capgemini Group, in partnership with IESE Business School, the top ranked business school of the University of Navarra, today announced the findings of its annual global Innovation Leadership Study, examining innovation management strategies at organizations around the world. The study reveals that innovation leadership is becoming increasingly important, with 43 percent of respondents stating they have a formally accountable innovation executive in place, responsible for driving innovation, compared to just 33 percent last year. This rise of the ‘chief innovation officer’ suggests driving innovation is becoming a key priority for companies everywhere. However, despite this, the majority of companies (58 percent) still do not have an explicit innovation strategy in place, with most companies considered ‘innovation laggards’ (38 percent) and just 7 percent classed as ‘innovation leaders’.
The study, which surveyed over 260 innovation executives globally, suggests that while innovation is an emerging functional area within organizations, limited organizational strategies for driving innovation are impairing growth. Only 30 percent of respondents agree they have an effective organizational structure in place for driving innovation and less than a quarter (24 percent) believe innovation efforts within their companies are effectively aligned. This is mainly due to not having a formal organizational structure for innovation (45 percent) or a well-defined governance structure (45 percent) in place, or a lack of clear roles and responsibilities for innovation (40 percent). 39 percent of respondents also referenced the lack of an effective decision making process for innovation, largely due to not having a well defined process in place to prioritize and allocate time and funding to innovation projects
Download Report: Innovation Leadership Study
See reaction son Wall Street Journal and Forbes Magazine
Showing posts with label Survey. Show all posts
Showing posts with label Survey. Show all posts
Saturday, 7 April 2012
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
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.
Friday, 21 March 2008
Technology Driven Innovation versus Business Innovation: poor alignment!
In many cases Technology Driven Innovation is an important driver for change in doing business. But what kind of technology are we talking about? Davila described in “Making Innovation Work” a distinction of three kinds of technology changes; namely in product and service offerings, process technologies and enabling technologies.
Enabling technology facilitates the speed of execution of the company’s strategy. ICT is by far the most important enabling technology in speeding up communications between the partners in the eco-system end value chain. Alignment between ICT and Business Innovation is become a key-success-factor. How are Top Innovators managing this alignment?
Recently a Global CIO Survey 2008 (400 CIOs across the globe representing all Industry sectors) showed that the role of IT function is almost non-existing in driving the Business Innovation. Alignment between ICT driven innovation and Business driven innovation is just not happening in almost every industry sector!
Business doesn’t recognize the most value Technology Trends which could enable the innovation strategy to execute.
On the other hand IT doesn’t recognize the main business drivers and can’t support the necessary changes in the business model.
I think there are already working Business Innovation Concepts to create this alignment. The challenge is how to mobilize the execution power. A lot of work is still to do!
Enabling technology facilitates the speed of execution of the company’s strategy. ICT is by far the most important enabling technology in speeding up communications between the partners in the eco-system end value chain. Alignment between ICT and Business Innovation is become a key-success-factor. How are Top Innovators managing this alignment?
Recently a Global CIO Survey 2008 (400 CIOs across the globe representing all Industry sectors) showed that the role of IT function is almost non-existing in driving the Business Innovation. Alignment between ICT driven innovation and Business driven innovation is just not happening in almost every industry sector!
Business doesn’t recognize the most value Technology Trends which could enable the innovation strategy to execute.
On the other hand IT doesn’t recognize the main business drivers and can’t support the necessary changes in the business model.
I think there are already working Business Innovation Concepts to create this alignment. The challenge is how to mobilize the execution power. A lot of work is still to do!
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