Capgemini Consulting, the global strategy and transformation consulting brand of the Capgemini Group, has announced that its study conducted with the MIT Center for Digital Business -- ‘Digital Transformation: A road-map for billion-dollar organizations’ -- was ranked among the top 5 thought leadership publications of the last decade by Source*, following a thorough analysis of some 22,000 consulting reports globally.
Source, a leading market analyst firm for the consulting industry, assesses firms’ Thought Leadership performance through its White Space initiative. To celebrate 10 years of White Space, Source has identified five pieces of thought leadership from the last decade which have stood out and have been rated particularly highly. Capgemini Consulting was selected for a thought leadership research study revealing that only one third of large companies are succeeding in reshaping their business through digital technologies. The first phase of the study was published in November last year and phase two is due for launch later this year.
Didier Bonnet, one of the co-authors of the report and sponsor of Capgemini Consulting’s Digital Transformation programme, said: “We strongly believe that understanding the business implications of the new digital economy is at the top of the transformation agenda of business leaders. It is therefore very pleasing that Source has recognized the quality of our thinking on this critical topic.”
Fiona Czerniawska, Joint Managing Director, Source and Founder of White Space, said: “Capgemini Consulting’s work on digital transformation stands head-and-shoulders above other material in this space and will help put the firm in a strong position in this key market.”
White Space includes thought leadership from about 30 of the world’s leading consulting firms and provides detailed analysis. This analysis is updated regularly, giving up-to-date market intelligence on the state of the thought leadership market.
Tuesday, 25 September 2012
Saturday, 7 April 2012
Innovation leadership study. Managing innovation: an insider perspective
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
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
Tuesday, 4 October 2011
Innovation Leadership Study 2011, Managing Innovation: An Insider Perspective
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)
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)
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.
Sunday, 19 September 2010
Business Model Innovation, Stick to your Roots !!!
In my advisory practice we work a lot with large corporate companies. In our annual Global Innovation Survey we see the focus on Business Model Innovation and co-creation in the value chain getting more attention every year. The far majority of corporate companies invest in new business models to create sustainable value in a different way. A growing area for changing the current business model is to outsource not only supporting processes like Finance, IT or HR but also primary business processes such as Purchasing, R&D, Logistics and Manufacturing. Many well known Technology companies left their original core competences behind and become a Design, Marketing and Sales company (Philips is a clear example). I understand the business drivers behind this and that senior executives are seduced to go for short term sales growth and stock value. But I believe this is not a sustainable model for a leading innovator. In my opinion there is a need for a balance between R&D, Operations and Marketing & Sales within the boundaries of a corporate company in combination with an open innovation strategy to the outside world. Open innovation and co-creation seems to flourish if a company keeps substantially own core capabilities. The pitfall for large extend of outsourcing is that the company expect to manage the core process with contracts and SLAs. We see often that short term and top line successes are still hard to find. What is missing is a holistic view on collaboration an doing business! The leading success factor is all about trust and long term relationships.
I like to share two examples of successful business models in which core competences are not outsourced, the focus is not on short term money but collaboration with the outside world is based on many different but integrated aspect like economics, politics, social integration and education, green & sustainability, new style of leadership.
The first example is the Region of Voralberg in Austria. This is one of the most innovative industrialized export oriented region of traditional Europe. Many successful SMEs, traditional craft manufacturers like metal, wood, nutrition, electro, differentiate based on Product (high quality), Design (Modern Trendsetting) and Functionality (usable). There collaboration network enables them to find new product-market-combinations in a high frequency. The schools and education programs are a close partner in their network. The Region is relative small (less than 400.000 habitats) and accelerate on smartness, trust and regional proud rather than volume and power. (source: Prof. GJ Hospers, University Twente)
The second example is American Apparal. American Apparel is a vertically integrated manufacturer, distributor and retailer, based in downtown Los Angeles, California. We currently employ approximately 10,000 people globally (about 5,000 in LA), and operate more than 285 retail stores in 20 countries.
Within our business model, knitting, dyeing, cutting, sewing, photography, marketing, distribution and design all happen in the company's facilities in Los Angeles. The company operates the largest garment factory in the United States, at a time when most apparel production has moved offshore. With our recently opened stores in China, we are now selling Made in USA clothing in the largest consumer market in the world.
American Apparel leverages art, design and technology to advance the business process, while continuing to pioneer industry standards of social and environmental responsibility in the workplace.
(source: americanapparel website)
The most interesting thing about these examples is the strong vision and leadership on sustainable innovation. The strong believe in integrating the most important aspect of human life and living environment into the business model of their companies. It is not about short term, it isn’t about making fast and a lot of money, it isn’t about power play, it is about honesty, fairness, trust and real collaboration for every involved partner. And they are and will be successful! In my opinion the most corporate organization can learn a lot of these role models.
I like to share two examples of successful business models in which core competences are not outsourced, the focus is not on short term money but collaboration with the outside world is based on many different but integrated aspect like economics, politics, social integration and education, green & sustainability, new style of leadership.
The first example is the Region of Voralberg in Austria. This is one of the most innovative industrialized export oriented region of traditional Europe. Many successful SMEs, traditional craft manufacturers like metal, wood, nutrition, electro, differentiate based on Product (high quality), Design (Modern Trendsetting) and Functionality (usable). There collaboration network enables them to find new product-market-combinations in a high frequency. The schools and education programs are a close partner in their network. The Region is relative small (less than 400.000 habitats) and accelerate on smartness, trust and regional proud rather than volume and power. (source: Prof. GJ Hospers, University Twente)
The second example is American Apparal. American Apparel is a vertically integrated manufacturer, distributor and retailer, based in downtown Los Angeles, California. We currently employ approximately 10,000 people globally (about 5,000 in LA), and operate more than 285 retail stores in 20 countries.
Within our business model, knitting, dyeing, cutting, sewing, photography, marketing, distribution and design all happen in the company's facilities in Los Angeles. The company operates the largest garment factory in the United States, at a time when most apparel production has moved offshore. With our recently opened stores in China, we are now selling Made in USA clothing in the largest consumer market in the world.
American Apparel leverages art, design and technology to advance the business process, while continuing to pioneer industry standards of social and environmental responsibility in the workplace.
(source: americanapparel website)
The most interesting thing about these examples is the strong vision and leadership on sustainable innovation. The strong believe in integrating the most important aspect of human life and living environment into the business model of their companies. It is not about short term, it isn’t about making fast and a lot of money, it isn’t about power play, it is about honesty, fairness, trust and real collaboration for every involved partner. And they are and will be successful! In my opinion the most corporate organization can learn a lot of these role models.
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