INNOVATION MONITOR 2014 Innovation success is strongly influenced by management!
As in previous years we make a distinction between innovation leaders and laggards. In the survey we define innovation leaders as: companies that derive more than 5% of their turnover from products and/or services which have been introduced within the last three years; and companies that derive more than 5% of their turnover from new (in comparison to three years ago) customer groups and/or market segments;
leaders
37,8%
Definition of innovation leader
laggards
leaders
62,2%
Percentage of leaders vs laggards
laggards
37,8%
of our respondents, in this definition, are innovation leaders
VS
8
and companies that regard themselves as more successful innovators than their competitors.
leaders
70%
who consider themselves to be successful innovators compared to their competitors.
6
laggards
On a scale of 1-10 leaders / laggards score on management’s role in innovation
Management and innovation Our main conclusions Managers at innovation leaders ensure that a much broader resource base is informed on and involved with discovering new ideas to work on.
Leaders are better able to manage the internal ‘business development’ processes.
At innovation leaders, management is much more able, or enabled, to do what good managers should; make difficult decisions and keep focus.
Ability to go from idea to action plan
Ability to make major project decisions under uncertainty
broader e resource bas
Encouraging employees to come up with new ideas
laggards laggards
37%
keep focus
better processes
leaders
37%
leaders
59%
60%
agree or completely agree
agree or completely agree
laggards
53%
agree or completely agree
leaders
73%
agree or completely agree
A first important difference between leaders and laggards is in the management of finding new ideas, discovering what to innovate on. Leaders have innovation deeper and broader embedded into their organization.
A second key finding concerns the conversion of ideas into actionable plans, from flip chart into Gantt chart. Innovation leaders seem to be able to make things work.
The third aspect is the capability of management itself. Managers should be able to steer the course also under organizational stress, and excellent managers make better choices with less data.
The contribution of innovation to our strategy is clear
It’s easy to get expert input from all departments
Ability to keep innovation on management agenda
laggards
laggards
46%
agree or completely agree
44%
leaders
82%
leaders
leaders
can mobilize such broad support
69%
26%
agree or completely agree
Trends in 2014 Next to the questions on management and innovation, we asked respondents for their view on trends impacting the organization and requiring innovation. Many respondents, leaders and laggards, shared a common view on trends and the need or intention to act on the trends.
Leaders are much better in getting expert input from other departments.
About our respondents 13 %
28%
Agriculture & food
Other
Rethinking energy covering issues like green, decentral, different source, prosumers
Smart technology covering robotics, internet of things, decoupled manufacturing
keep it on the agenda
When running business needs attention, innovation leaders are much better at keeping innovation on the management agenda.
About the Bridge The Bridge discovers, develops and delivers new business for companies. Considering different perspectives, The
20 % Construction & installation
3%
Pharma & life sciences
4%
Financial services
23 % Hightech & materials
18%
Bridge constructs surprising business concepts and bridges the gap between existing and new business. Professionals at The Bridge have proven their capability to turn goal oriented innovation & renewal into positive
9%
Energy & utilities
impact on the bottom-line, entrepreneurial culture, and the business ecosystem of the client.
Sector
Two trends however stood out by innovation leaders
58%
68%
hard to keep it on the agenda
Says it’s difficult to get such support
Coming up with the right ideas is of course much more facilitated if ‘everybody’ understands what innovation should contribute to the strategy.
laggards
19%
Other
CEO/director
11%
12%
R&D manager
General manager
10%
Marketing manager
Functions
We help you grow and innovate your business
29%
Innovation manager / Business development manager
Stationsplein 1, Postbus 907, 3800 AX, Amersfoort 0031 33 4677470, info@thebridge.nl, www.thebridge.nl