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Manufacturing   the way we see it




Collaborating for Innovation

Capgemini’s 2010 Global Survey –
How to Make a Leap by Applying Collaboration
in the Innovation Process
CONTENTS

    Introduction             3

    Executive Summary         4

    Corporate Strategy        7

    Innovation Performance   10

    R&D Collaboration        13

    Customer Collaboration   16

    Supplier Collaboration   18

    Recommendations          21




2
Manufacturing        the way we see it




Introduction

Innovation has become an important         companies have made in further              •
                                                                                        The  embedding of innovation
differentiator in achieving both           embracing and leveraging the culture,        as a culture underpinning an
top-line growth and cost savings,          technologies and techniques of               organization beyond the R&D
but this has often been restricted         collaborative innovation in today’s          function and across the value chain,
by companies’ business models              economically volatile environment.           including customers and suppliers.
and culture. Most companies have                                                       •
                                                                                        The drivers and obstacles for
contained innovation within their          Our 2010 “Collaborating for                  integrating these “external” parties
direct circle of influence (apart from      Innovation” study provides further           in various stages of the innovation
some well-known examples such as           insight into the current practices of        process.
Procter & Gamble and Philips). But         a range of manufacturing industries,
as competition intensifies and existing     together with recommendations for           In the interest of making this report
models of innovation are not enough        moving towards sustainable top-line         easy to assimilate, we have presented
of a differentiator, the way to build      growth by adopting a “collaborating         key findings for each section. We have
market share and create sustainable        for innovation” approach.                   avoided a lengthy appendix of the
top-line growth in the future will be                                                  data, but we are happy to discuss the
through a new, alternative approach –      Study Objectives                            aggregated results in more detail with
collaborating for innovation.              The research was designed to elicit         participants and interested parties on
                                           the perceptions and insights of a           request.
Our definition of this term is “making      range of manufacturing companies
cooperation across organizational          on collaborating for innovation and         Our Thanks to the Industry
boundaries inside or outside a             therefore to develop a comparative          Completing an in-depth survey such
company’s four walls an integral part of   view with our 2008 findings.                 as this is a significant investment,
the innovation strategy.” This approach    Companies appeared in 2008 to be            and we are extremely appreciative of
taps into the wider opportunities          adjusting their corporate strategy,         all our respondents, who made time
of working with value-chain parties        shifting away from cost reduction to        to carefully consider their answers.
including internal partners, suppliers,    top-line growth and accommodating           To everyone who participated, many
customers and even specific entities        a growth-focused innovation strategy.       thanks.
outside the value chain.                   But how did they measure innovation
                                           performance? What was the impact            We hope that we have been able to
Collaboration can take many forms:         on R&D? How successful was                  repay this investment by providing
open innovation, co-creation with          collaboration with suppliers and            an interesting study that offers insight
clients and suppliers, crowd sourcing,     customers? From these questions,            into the way companies approach the
as well as traditional partnerships        we identified the key trends and             task of successfully leveraging the
and alliances. In addition, there is a     challenges, and so built a clear picture    creative energies of their employees
great opportunity for various internal     of the way forward for innovation           and those of their partners.
business functions to cooperate within     within the manufacturing industries.
the innovation process – particularly                                                  We also trust that the
the primary functions of R&D,              In this edition of “Collaborating           recommendations and conclusions
Marketing, Sales and Operations.           for Innovation,” the goal is to draw        can act as constructive signposts for
                                           executive attention to current strengths    further improvements, or a prompt to
Capgemini’s first “Collaborating            and improvement opportunities               review existing innovation activities.
for Innovation” study, published           relating to the process of innovation,
in 2008, found that collaboration          focused on four overarching aspects of
was increasingly viewed as a critical      the innovative company:
enabler for successful innovation.
However, significant challenges existed     •
                                            The  consequences of changing
in the form of resources, organization,     corporate/strategic imperatives upon
IT and performance metrics. Our             innovation as a lever for growth.
second biannual report takes this          •
                                            The changing structure and
position as its starting point to assess    operation of the R&D function and
the progress that manufacturing             its impact on corporate success.


Collaborating for Innovation                                                                                                      3
Executive Summary

Innovation is generally described as     be at the heart of numerous strategic   Key Findings
a way of doing or creating something     initiatives to develop competitive      Our “Collaborating for Innovation”
new or in a new way; incremental or      and first-mover advantage – breaking     research indicates that manufacturing
radical changes in thinking, products,   new ground in product and service       companies have improved in their
processes or organizations, resulting    offerings, forging cross-boundary       ability and confidence to develop,
in benefits or increased value to a       partnerships, sometimes even with       produce, promote and measure
range of stakeholders most notably       former competitors, and bringing in     innovation from strategy and
shareholders and customers.              new capabilities through mergers,       then throughout the value chain.
                                         acquisitions and joint ventures.        This appears to be due to more
For many companies, the ability                                                  executive-level attention and support,
to integrate innovation into their       This has been the case for the broad    greater application of performance
organization beyond the traditional      spectrum of manufacturing, which        measurement, a wide range of
confines of the R&D department is a       has been hit harder than many other     technology-based collaboration
key lever for increasing productivity    sectors in the past two years and       initiatives across the wider value
and profitable growth, and thereby        which is significantly impacted by       chain involving both suppliers
gaining competitive advantage.           both the threats and opportunities of   and customers, and the spread of
For sectors where margins are            growing globalization.                  the innovation culture within an
traditionally tight, innovation has to                                           organization.

                                                                                 However, this improvement is not
                                                                                 without challenges. Capitalizing on
                                                                                 customer insights to create profitable
                                                                                 new products and services remains
                                                                                 difficult for many companies as well as
                                                                                 converting IT investments in business
                                                                                 benefits realized on a broad basis
                                                                                 across the enterprise.

                                                                                 Several key themes have emerged from
                                                                                 our research.

                                                                                 Innovation is increasingly
                                                                                 integrated into corporate
                                                                                 strategy.
                                                                                 Strategic alignment appears to be
                                                                                 delivering dividends, as innovation
                                                                                 is now a more integral part of our
                                                                                 respondents’ corporate growth strategy
                                                                                 and has become more embedded in
                                                                                 functions beyond the heartland of
                                                                                 the R&D division, such as Marketing
                                                                                 and Sales, and Operations. This,
                                                                                 together with greater board member
                                                                                 support and growing external
                                                                                 pressures from globalization, has
                                                                                 led companies to look at innovation
                                                                                 as an important lever to improve
                                                                                 business performance, in addition to
                                                                                 the more traditional role of bringing
                                                                                 new products to market. An integrated



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Manufacturing        the way we see it




                                                                                                innovation strategy needs to address
  Study Methodology and Respondent Profile                                                      the explicit choices, regarding whom
                                                                                                to collaborate with, when and how.
  The “Collaborating for Innovation” study was carried out by a professional market
                                                                                                The use of new technologies such as
  research agency, using a web-based survey, comprising 41 questions focused on
  Corporate Strategy, Innovation Performance, and Collaboration with the R&D function,
                                                                                                Web 2.0 techniques, collaborative
  Customers and Suppliers.                                                                      platforms, social networks and online
                                                                                                meetings has revolutionized many
  Invitations to participate in this survey were sent to board-level and senior executives,     aspects of not just individual but
  as well as middle managers closely involved with, or responsible for, Innovation,             also commercial interaction. Some
  Product Development, Manufacturing, Sales, Marketing and Customer Service. We                 manufacturing companies are leading
  approached a range of potential participants including, but not exclusively, existing         the way in leveraging these new
  Capgemini clients around the world.                                                           technologies to drive innovation in
                                                                                                new channels and new formats. R&D-
  We collected responses from 189 participants from companies based in 15 countries,
                                                                                                driven innovation will continue to use
  with the respondent distribution of 38% from companies headquartered in North
                                                                                                existing and emerging IT technologies
  America, 39% from Europe, 11% China and North East Asia, 7% Indian and South
  East Asia, and 5% from Australasia Central/South America and Africa/Middle East.
                                                                                                to accelerate the innovation process
                                                                                                and improve innovation performance
  Survey participants were drawn from the following major sectors:                              in open-innovation environments.
                                                                                                These new technologies need to be
  •
   Consumer Products and Retail (42%)                                                           implemented and introduced in a way
  •
   Industrial Products (23%)                                                                    that maximizes immediate acceptance
  •
   High Tech (including Telecom, Medical Devices and Life Sciences Manufacturing)
                                                                                                by users rather than increasing
   (23%)                                                                                        administrative tasks and limiting
                                                                                                creativity.
  •
   Automotive, Aerospace and Defense (12%)

                                                                                                An integrated innovation
             Industry Representation among Survey Respondents                                   performance measurement
                                                                                                system is essential.
                                                                                                Companies appear to be using a wide
                                               Automotive,
                                               Aerospace &
                                                                                                mix of performance measurements
                                  Industrial
                                                 Defense                                        to assess innovation across and
                                                   12%
                                  Products                                                      within industries, and have improved
                                    23%
                                                                                                their processes for measuring the
                                                                                                profitability of their innovation
                                                   Consumer
                                                                                                efforts. They also seem to be more
                                                   Products &                                   focused on clearly demonstrating
                                 High Tech           Retail
                                   23%                42%                                       a satisfactory financial return. We
                                                                                                believe that companies need to work
                                                                                                more on developing a solid range of
                                                                                                performance indicators, integrating
                                                                                                the relevant factors impacting top-line
             Source: Capgemini                                                                  growth (such as customer satisfaction,
                                                                                                product performance, sales, etc.).
                                                                                                This should be done quickly to
  The revenue (as reported in the last fiscal year) of the companies surveyed ranged
                                                                                                demonstrate to stakeholders the
  from under US$1 billion (37%) to more than US$25 billion (14%). This diversity is also
  reflected in the number of people employed globally by the companies surveyed, from
                                                                                                benefits of collaborative innovation.
  fewer than 1,000 (23%) to more than 25,000 (20%). Our largest group of respondents
  came from R&D departments, followed by General Management and Marketing, Sales
  and Services (MSS).




Collaborating for Innovation                                                                                                           5
R&D collaboration is key for top-           Many companies would like to involve      Conclusion
line growth in global markets.              customers more effectively in their       Even in extremely difficult economic
Following the end of the recession          product development process, but          markets, innovation as a way to
and entering the growth phase, we           they face a number of hurdles. Some       differentiate and achieve market
still expect a number of shakeouts          are practical, such as the length of      success continues to grow in
of companies with large R&D units           development cycles or the complexity      importance and is being strongly
and increased merger and acquisition        of products. Others are more a matter     championed by many senior industry
activity (for example, consolidation        of manufacturers’ perceptions. Many,      executives. As global economies
in the crane industry). This may            for example, consider their products to   recover and customer spending starts
precipitate further alignment of R&D        be too commoditized or too complex,       to rise again, Capgemini expects that
unit operations, including process          or that they are “too far down” the       the scope and set-up of innovation
and tool harmonization and shared           value chain for customer interaction.     efforts will change significantly.
ways of working. Depending on the           Our work with clients shows that          We will see a shift from offering
R&D strategy adopted, we anticipate         customer involvement is both              standalone products to providing
a number of different structural and        appropriate and feasible for just about   customer value via radical new service
operations scenarios, such as specialist    any business. Capgemini believes the      concepts and business models.
outsourcing, co-creation, location          current mindset needs to change.          This will involve a move away from
centralization and R&D effectiveness                                                  “isolated” R&D-focused innovation
programs. The prevailing innovation         Supplier collaboration needs              to collaborative value creation, which
model is a flexible blend of centralized     to shift from cost reduction to           has the ability to meet (or exceed)
in-house facilities and the completion      shared value creation.                    customer expectations.
of needed expertise or capacity with        Companies are undertaking a number
external partners. Adopted forms of         of supplier collaboration initiatives,
internal and external collaboration         suggesting that suppliers are
will be key to better support localized     increasingly being seen as important
products while leveraging synergies         partners in driving innovation,
and standards for cost effectiveness.       although the primary importance of
To shift from cost reduction during         being innovative in reducing costs
the recession towards new growth            persists. Engineering, Logistics,
initiatives, companies will actively        Production Processes, and Sales and
employ collaboration concepts and           Marketing were the leading areas
new innovation business models.             for efficient collaboration. Module
                                            and Final Assembly, Sourcing and
Customer collaboration is                   Procurement, and Service and
more than collecting customer               Maintenance were less well regarded
insights – it’s about capitalizing          and show room for improvement.
on them.                                    To cope with the technological and
All companies are moving towards            competitive challenges, manufacturing
some form of customer collaboration;        companies must increase active
however, within many companies there        involvement of their suppliers in the
is a lack of clarity regarding when or      value creation part of the innovation
where exactly the boundaries are for        process instead of just relying on
involving customers in the innovation       delivery of defined components. As
process – a key area of weakness.           this happens, suppliers’ roles shift
Lack of insights about consumer             towards risk-sharing models, which
needs and appropriately interpreted         require new collaborative processes
customer feedback appears to provide        and tools.
significant challenges to manufacturing
companies. Gathering feedback and
data has little commercial value if there
are insufficient processes in place to
capitalize on these insights.

6
Manufacturing    the way we see it




Corporate Strategy

Overview                                  Key Findings
In our 2008 “Collaborating for            Innovation appears to have become
Innovation” study, Capgemini              an integral part of our respondents’
concluded that companies perceived        corporate growth strategy and
to be innovators in their markets
would use the economic downturn
as an opportunity to fundamentally
                                          increasingly is embedded in other
                                          functions beyond the R&D division,
                                          representing an evolving approach.
                                                                                    “  This crisis made it
                                                                                    very clear to us that top-
transform their businesses and            This, together with increasing C-level    line growth will never
establish top-line growth. An essential   involvement and growing external          be sustainable if we
element of this recovery position was a   pressure from globalization, has led
proactive and prioritized approach to     companies to look at innovation as an
                                                                                    don’t make innovation
innovation.                               important lever to improve business       a dominant part of our
                                          performance, in addition to the more      corporate strategy.
These transformation plans started
with sharpening corporate strategy
                                          traditional role of bringing new
                                          products to market.
                                                                                                           ”
                                                                                       Industrial Products, Executive
to drive the supporting innovation
strategy. The plans for the different
business functions like Marketing
and Sales, Operations and R&D also
needed to be aligned. So in developing
this 2010 edition, our starting point
was to look at how successful this
approach had been.

In this section, we were keen to
understand how companies had
adapted their corporate strategy and
positioned innovation to be ready for
the upturn:

•
 How   had companies embedded
 their innovation strategy in the
 board agenda to support growth?
•
 What was the level of support
 exhibited by the board and senior
 executives?
•
 What impact did this have
 for key business areas such as
 R&D, Marketing and Sales, and
 Operations?




Collaborating for Innovation                                                                                        7
Alignment of a Strategic                   Alignment of Strategic Approach to Innovation with Growth Strategies
Approach to Innovation with
Growth Strategies                          100
                                                        6%            7%                         10%         10%
Innovation is perceived as the                                                      17%
strongest driver to support the
corporate strategy. The majority of        80

companies, across all industry sectors,                 44%
                                                                      59%
                                                                                    36%
are making the corporate connection                                                                          56%
                                                                                                 67%
between innovation and growth.             60
                                                                                                                      Completely aligned in all aspects
                                                                                                                      Closely aligned
The Consumer Products and Retail                                                                                      Somewhat aligned
(CPR) sector led the list (>75%). In the   40                                                                         Not aligned
Automotive, Aerospace and Defense,
and High Tech sectors, 47% to 50%                                                   45%
                                                        50%
of companies are missing such a close      20                         34%
                                                                                                             33%
alignment.
                                                                                                 23%


We recommend strengthening                  0
                                                                                    2%                       1%
                                                        Auto,       Industrial    High Tech    Consumer      Total
this approach with a structured                      Aerospace &    Products                   Products &
                                                       Defense                                   Retail
organizational set-up. Companies that
have established a Chief Innovation        Source: Capgemini
Officer role and/or an Innovation
Center at the corporate level show
better alignment of their strategic
approach to innovation with their
growth strategy.

Effectiveness of C-Level or                Effectiveness of C-Level or Executive-Level Sponsorship and Support
Executive-Level Sponsorship                for Innovation Projects
Most of the interviewed companies
                                            100
show a strong connection between the                                                 10%
                                                                                                   13%        13%
                                                                       14%
CXO or executive level and innovation                    22%
projects. One reason for increased
                                             80
executive support could be that
innovation management is becoming a
fundamental component of executive                       50%                         46%
                                                                                                   73%
                                                                                                                       Complete and effective support
                                             60
training programs, from in-house to                                                                                    Good support
                                                                       73%                                    65%
external executive training and MBA                                                                                    Some support
                                                                                                                       No support
courses.
                                             40

But 28% of Automotive, Aerospace
and Defense and 44% of High Tech                                                     37%
                                             20
companies lack this management                           22%
support. These companies have                                          11%                         13%
                                                                                                              19%

uncovered potential for better support                   6%
                                                                        2%
                                                                                      7%
                                                                                                               3%
                                                                                                   1%
of innovation.                                   0
                                                         Auto,       Industrial    High Tech    Consumer      Total
                                                      Aerospace &    Products                   Products &
                                                        Defense                                   Retail


                                           Source: Capgemini




8
Manufacturing                  the way we see it




The Primary Functional Driver of            Which Functional Area Is the Primary Driver of Innovation?
Innovation
In most companies R&D as well
as Marketing and Sales are the
primary drivers for innovation. In the                                                             General
                                                                                                 Management                 Information
Automotive, Aerospace and Defense                                                                   16%                     Technology
                                                                                                                                5%
sector, however, Marketing needs to                                            Research &
do a better job of bringing customer                                          Development
                                                                                  38%
feedback into the innovation process.                                                                      Manufacturing/
                                                                                                            Operations
                                                                                                               11%
Compared with our 2008 survey, the
role of Marketing and Sales as the
                                                                                            Marketing &
primary driver for innovation has                                                             Sales
been strengthened, which reflects                                                               29%
                                                                Purchasing/
the tendency to more market-driven                              Procurement
innovation instead of a technology                                  1%

push.
                                            Source: Capgemini

The Impact of Globalization on
Innovation Efforts
Not surprisingly given the                 Automotive, Aerospace and Defense
multinational structure of many of our     remains a laggard, with an average
respondent companies, globalization        13% usage level. The complexity of
is a dominant factor in the innovation     these products and the extended value
efforts of organizations across the        chain are likely to have a bearing on
industry sectors. About three-quarters     the lower use of new technologies.
rate the impact of globalization as very
important or important. The trend          Capgemini expects that manufacturing
from 2008 is upwards, particularly         clients across all sectors will further
in the CPR and Industrial Products         emphasize the use of collaborative
sectors.

The Use of New Technologies
                                           technologies within the innovation
                                           process to increase customer intimacy,
                                           accelerate the innovation process and
                                                                                                    “   The main reason for our
                                                                                                    extensive top-line growth
CPR and High Tech companies led            improve the fulfillment of customer                       is that senior executives
the way in terms of leveraging new         requirements across global markets.                      from R&D, Marketing and
technologies like Web 2.0 social           In addition, R&D departments
networks and virtual worlds like           will use new technologies to apply
                                                                                                    Operations are all driving
Second Life to drive innovation and        agile development methods and                            our innovation together.
validate ideas, scoring an average         improve both effectiveness and                           They own innovation.
usage level of 33% and 28%,
respectively. Many CPR companies
                                           efficiency in distributed development
                                           environments.                                                  Consumer Products, Executive
                                                                                                                                          ”
use online consumer forums to
capture product feedback. This could
be optimized by expanding the use
of virtual worlds to gain a better
understanding of articulated and
unarticulated customer needs.




Collaborating for Innovation                                                                                                                   9
Innovation Performance

                                   Overview                                   Key Findings
                                   The ability to measure innovation          Overall, we see a mix of performance
                                   performance is a key enabler of top-       measurements for innovation across
                                   line growth. The resulting metrics         and within sectors. To demonstrate the
                                   support essential decision-making          benefits of collaborative innovation,
                                   at all levels of innovation activity.      companies need to establish a
                                   These decisions range from specific         consistent range of performance
                                   collaborative innovation projects, the     indicators, integrating the relevant
                                   supporting project business model and      factors impacting top-line growth
                                   innovation portfolio analysis, through     (such as customer satisfaction, product
                                   to the translation of corporate strategy   performance, sales, etc.).
                                   into an innovation strategy.
                                                                              In general, there is improvement,

“  I have seen so many
commercially acceptable
                                   The objectives of this section were to
                                   understand the strengths and results
                                   of companies’ innovation efforts, and
                                                                              compared with our 2008 study, not
                                                                              only in the development of successful
                                                                              products/services that meet customer
business cases for                 how the outcomes are measured.             needs and generate profits, but also in
innovation put forward and         We expected to see a range of              the ability to measure the effectiveness
they all just showed what          measurements that were:                    of the innovation efforts – metrics
we wanted to see. After                                                       to track innovation end to end. This
                                   •
                                    Integrating the performance of a          would point to a reasonably high
we had taken the decision           number of business functions.             level of confidence in collaborative
to ‘go,’ we never referred         •
                                    Balancing short- and medium-term          innovation, a significant achievement
to or reviewed the original         performance.                              in recessionary times.
business case again!               •
                                    Reflecting the benefits of different
                        ”
      Industrial Products, Chief
                                    stakeholders (shareholders,
                                    employees, customers, suppliers,
                                                                              Product failure in the market
                                                                              is predominantly attributed to
                                                                              insufficient customer data and
               Financial Officer     etc.).
                                                                              analysis, and poor reading of market
                                                                              dynamics – particularly misidentifying
                                                                              the best time to launch in competitive
                                                                              and price-conscious markets. For
                                                                              the CPR sector, this ability is their
                                                                              lifeblood. A more reliable approach
                                                                              to development and launch timing is
                                                                              required and needs to be accompanied
                                                                              by greater customer intimacy;
                                                                              collaborative technologies and social
                                                                              communities can serve as important
                                                                              enablers.

                                                                              However, as internal efficiency rates
                                                                              rise through the use of new tools and
                                                                              techniques (such as lean product
                                                                              development), companies will
                                                                              need to be even more inventive to
                                                                              maintain this level of productivity and
                                                                              profitability. Leveraging appropriate
                                                                              performance metrics and analytics will
                                                                              help to improve both effectiveness and
                                                                              efficiency.


10
Manufacturing           the way we see it




Primary Measure of Innovation               Primary Measure of Innovation Performance Effectiveness
Performance Effectiveness
About one-quarter of respondents            100
                                                                               9%           9%
rated customer satisfaction, product                 14%                                               13%
                                                                  23%
performance and sales from various                                             16%
types of new products as the key             80      14%
                                                                                                       24%
benchmarks to measure innovation                                   9%                      40%
performance – factors that impact                                                                               Time to market
primarily the top line. In the               60      22%                       41%                              Sales from various types of
                                                                                                                new products
Automotive, Aerospace and Defense                                 25%                                  23%
                                                                                                                Product performance
sector, an additional key performance                                                      12%
                                                                                                                Manufacturing and operations costs
indicator was development cost, a            40
                                                     27%           9%                       3%         5%       Development costs
reflection of the industry’s focus on the                                                    5%
                                                                                                       10%      Customer satisfaction
                                                                               9%
earlier stages of the innovation funnel,                          14%
                                                                               7%
with the high costs of development           20
                                                                                           31%
centers and high-specification                                                                          25%
                                                     23%          20%
engineering.                                                                   18%

                                              0
                                                     Auto,      Industrial   High Tech   Consumer      Total
Time to market is still a challenge               Aerospace &   Products                 Products &
                                                    Defense                                Retail
for the Industrial Products sector,
reflecting the competitive nature            Source: Capgemini
of the consumer markets as the
ultimate driver. Industrial Products       data has been in use by Marketing                      approximately 50% across industry
companies have had to become more          and Sales for decades, determining                     segments leverage external experts
agile in meeting fast-changing client      precision pricing, placement,                          or innovation brokers to fuel the
requirements and shorter product           promotion and production.                              innovation process.
lifecycles. Preferred-supplier status is
more readily accorded to companies         Companies with a strong drive for                      To stay competitive, companies
demonstrating faster innovation            innovation, as well as a focus on                      should more actively leverage external
cycles and rapid product replication.      effective and efficient new product                    sources as input for the innovation
In that case, innovation performance       development and introduction, should                   process in terms of both funding
measures should focus on accelerating      introduce intelligent measures to                      and expertise. We recommend
time to market – for example with          better track their innovation and its                  identifying specific projects in the
special events for product launches.       outcome.                                               innovation portfolio for outsourcing
                                                                                                  – for example, where there is a lack
Measurement of Profitability                External Impetus to the                                of internal resources or internal
Companies appear to have improved          Innovation Funnel                                      knowledge. Clear conditions have to
their processes for measuring the          Across industries, approximately 50%                   be defined to maintain internally as
profitability of their innovation           of the respondents indicate that they                  much intellectual property as possible.
effort, or are more focused on             still fund and execute innovation                      These kinds of projects should be
clearly demonstrating a satisfactory       activities purely internally. The others               evaluated in terms of benefits, risk and
financial return. In fact, about 90%        are actively looking for external input                potential before being outsourced. In
of respondents rated their ability         by outsourcing parts of projects or                    addition, companies should develop
to measure the profitability of new         complete projects, by purchasing                       and maintain an active network of
products or services as “good,” “very      innovation services or by working                      experts to be leveraged for innovation
good” or “excellent,” up from the 2008     with external partners. Between 32%                    and promotion of products and
level of 81%. This measurement is          (High Tech) and 65% (Automotive,                       technologies.
more mature in CPR where complex           Aerospace and Defense) participate
and detailed product performance           actively in innovation clusters and




Collaborating for Innovation                                                                                                                   11
Success Rate of New Products/              Success Rate of New Products Launched over Past Three Years
Services Launched in the Past
Three Years                                100                    2%
                                                                              8%
                                                                                          13%        11%
About two-thirds of the respondents                 23%

in our study affirmed that less than
                                                                 32%
half the products launched in the past      80                                            13%
                                                                                                     23%
                                                                              33%
three years had been successful in
                                                    27%                                                      76+%
the market. Even across the various
                                                                                                             51-75%
industry sectors this range does not        60
                                                                                                             26-50%
vary considerably. On the other side,
                                                                                                             0-25%
11% of respondents indicate that                                                          61%
                                                                 49%
they achieve success rates of more          40
                                                                              41%
                                                                                                     51%

than 76% – a significant difference                  36%
in innovation performance and a
significant potential for improvement.       20


                                                                              18%
Respondents indicate that failure to                14%          17%
                                                                                          13%
                                                                                                     15%

meet customer needs is by far the            0
                                                    Auto,      Industrial   High Tech   Consumer     Total
primary cause for new product launch             Aerospace &   Products                 Products &
                                                   Defense                                Retail
failure. In particular, industry sectors
that sell directly to end-customers        Source: Capgemini
cite this as the main reason for lack
of success. Although companies are
increasingly putting marketing in
the lead role for innovation, they
still struggle to understand customer
needs and produce new products that        Primary Cause of New Product Launch Failure
effectively meet those needs.
                                           100
                                                                                           5%
New methods in the innovation                       10%                                              13%
                                                                 18%          21%
process and the more active use of                                                         17%
collaborative technologies (Web 2.0,       80       24%
                                                                                                     18%
collaborative platforms, virtual worlds)                         16%                       10%
                                                                              19%
provide opportunities to address
this challenge. In addition, more          60
                                                                                                     14%

structured application of known and                              21%                                         Product’s retail price too expensive
                                                                                                             Product launched too late to market
proven methodologies – like design-                                           21%
                                                    47%                                    58%               Product launched before market
to-value and voice of the customer         40                                                        39%     was ready
– can help improve success rates. In                             19%                                         Product failed to meet
                                                                                                             customer/consumer needs
many companies the influence of R&D                                            22%
                                                                                                             Poor product quality or
departments and internal priorities are    20                    14%
                                                                                                             technical performance

still too strong.                                                              5%                     6%
                                                                                                             Development project too expensive
                                                                                                             or not adequately funded
                                                    19%                                    4%
                                                                 12%          12%                    10%
                                                                                           6%
                                             0
                                                    Auto,      Industrial   High Tech   Consumer     Total
                                                 Aerospace &   Products                 Products &
                                                   Defense                                Retail


                                           Source: Capgemini




12
Manufacturing                 the way we see it




R&D Collaboration

Overview                                  Key Findings
Collaboration in innovation can be        We expect a number of shakeouts
driven from a number of different         of companies with large R&D units,
functional angles. In this section, the   and increased merger and acquisition
focus is on collaboration within the      activity. This may precipitate
R&D function, with different tiers of     further alignment of R&D unit
collaboration:                            operations, including process and tool

•
 Internal collaboration based on
                                          harmonization, and shared ways of
                                          working.
                                                                                                  “  Our biggest challenge
                                                                                                  for R&D is not changing
 R&D communities within the                                                                       strategy, organizational
 organization. Is this a function of      In-house R&D is increasingly a                          redesign or improving
 organizational structure (centralized    consolidated function with a strong
 or decentralized), IT tools or           majority of companies maintaining                       supporting tools. It’s
 funding?                                 only a handful of distinct facilities,                  about getting the open-
•
 Internal collaboration among R&D,        with North America still the preferred                  innovation way of
 Operations, and Marketing and            location. Perhaps as a result of this                   working accepted by
 Sales, developing a more integrated      consolidation, there was a high degree
                                          of confidence regarding the ability to                   our researchers and
 innovation process.
                                          secure ongoing funding.                                 developers.
•
 External collaboration with suppliers
 and customers in the current value
 chain.
                                          Complementing this is the recognition
                                                                                                                        ”
                                                                                                  Industrial Products, Executive
                                          of the value of collaborating beyond
•
 External collaboration with third        organizational boundaries. Compared
 parties outside the current value        with 2008, satisfaction levels increased
 chain – capable of providing real        for key tools such as open-innovation
 “disruptive” innovation.                 environments to collaborate with
                                          external innovation parties, and
An important aspect of R&D strategy       information systems to support
is the decision to outsource some R&D     internal design collaboration. All
activities. This requires a validated     internal and external collaboration
choice of sourcing model, as well         tools were highly rated.
as close business model alignment
with suppliers. Following the open-
innovation concept, companies have
                                           Case Study:
started outsourcing R&D, enabling          Snecma Launches New PLM Solution to Support Collaboration in the Extended Enterprise
innovation to be leveraged earlier in
                                           In response to economic challenges and new organizational patterns in the Aerospace industry,
the value chain.                           Snecma, a leading manufacturer of aircraft and rocket engines, launched a project called “Virtual
                                           Plateau” with strong integration among OEM and Tier 1 partners.
So how can companies outsource             The objective was to establish a new Product Lifecycle Management (PLM) platform in order to enable
their R&D to increase their flexibility     true collaboration with all internal and external stakeholders involved in the engines programs. The
                                           platform would provide secure access to data, a central repository of technical data and CAD models
and effectiveness, while maintaining       as well as configuration data. A key requirement was to establish reliable collaboration processes with
a focus on meeting the needs of            customers and suppliers around the digital mock-up as the central reference for product configuration.
customers and consumers? To shed           Real-time collaboration needed to be enabled in order to accelerate communication and development
                                           activities.
some light on the future strategy and
                                           Capgemini has been supporting Snecma in this project on three major aspects:
structure of the R&D function, the
                                           • Internal collaboration among R&D, Operations, and Marketing and Sales, developing a more
questions in this section focused on         integrated innovation process.
companies’ current R&D footprint,          • Redefinition of the processes to work internally and externally with partners
the balance between centralized in-        • Development of the new PLM solution and integration within the information system
house R&D and different models of          • Change management and support for the deployment of the new solution
partnerships and outsourcing, and          More than 1,800 individuals are impacted by this ambitious project, and the expected benefits are 5%
the IT mechanisms used to support          to 10% reduction of the development costs for new engines thanks to improved collaboration among
                                           all partners.
collaboration.

Collaborating for Innovation                                                                                                                         13
Number and Locations of                    Current Number of Locations for R&D Facilities
Current R&D Facilities
Just over half the respondents (52%)       100
                                                                                           6%        8%
                                                                  8%          10%
operate a highly centralized model                  14%
                                                                  3%
                                                                                           4%        3%
                                                                              3%
with only one primary R&D facility,                                           8%
                                                                                           8%        10%
                                                    14%          15%
up from 35% in 2008. An additional         80

27% operate a contained model with                                                        21%
                                                                              27%
only two to four locations. This tight                                                               27%
                                                                                                             16+
                                                                 26%
focus has no doubt helped to keep          60
                                                                                                             11-15 locations
R&D operational costs to a minimum,                                                                          5-10 locations
                                                    53%
while still delivering business value.                                                                       Focused on 2-4 locations
                                           40                                                                Primarily in 1 location
By contrast, only 11% of companies
                                                                                          61%
supported a decentralized model with                                          52%                    52%
                                                                 48%
R&D facilities spread across multiple      20
(>10) locations. This model was
                                                    19%
more prevalent in the Automotive,
Aerospace and Defense sector, possibly      0
                                                    Auto,      Industrial   High Tech   Consumer     Total
resulting from the dependence on                 Aerospace &   Products                 Products &
                                                   Defense                                Retail
R&D as a core competence and on
specialist partners.                       Source: Capgemini


North America is still the heartland for
R&D facilities for 29% of companies,
followed by Western Europe (22%).
However, India is catching up fast,
providing a favorable environment in       Location of Current R&D Operations
terms of infrastructure, knowledge
                                           100
capital, and government policies and                11%
                                                                  5%          6%          10%        8%
regulations.                                        2%
                                                                  4%
                                                                              3%                     5%
                                                                                           9%

                                                    15%          16%
                                           80                                                        17%
                                                                              24%         12%
                                                    5%
                                                    7%            9%                       8%        6%
                                                                              3%                             Spread across more than 2 regions
                                                                                           5%
                                           60                    10%          6%                     7%      Australia/NZ
                                                                                                             India & SE Asia
                                                    25%                                   20%
                                                                              20%                    22%     Africa & Middle East
                                                                 26%                                         Eastern Europe
                                           40
                                                                                                             Western Europe
                                                    7%                        5%           9%
                                                                                                     6%      Central & South America
                                                                  4%
                                                                                                             North America
                                           20
                                                    28%                       33%                    29%
                                                                                          27%
                                                                 26%



                                            0
                                                    Auto,      Industrial   High Tech   Consumer     Total
                                                 Aerospace &   Products                 Products &
                                                   Defense                                Retail


                                           Source: Capgemini




14
Manufacturing           the way we see it




Strategy for R&D in the Next               R&D Strategy in the Next Three Years
Three Years
Interestingly, more than 50% of           100                     5%          7%
                                                    11%
respondents indicate that their                                                                       19%
companies want to increase in-house                                                       35%
R&D over the next three years,             80

which reflects the perception that the
development of intellectual property                61%
                                                                 64%

and knowledge is considered to be          60                                 71%
                                                                                                      52%      Increase R&D outsourcing
an important differentiating factor,                                                                           Increase in-house R&D
                                                                                          33%
even though external collaboration                                                                             Increase decentralization
has become a standard process. The         40                                                                  Increase centralization

Consumer Products and Retail sector
is most likely to use collaborative                              12%
                                                                                          10%
                                                                                                      11%
innovation models, no doubt due            20
                                                    22%                       7%
to the need to market specific,
                                                                 19%                      22%         18%
quickly changing, innovative product                                          15%
                                                    6%
portfolios. This can only be achieved       0
                                                   Auto,       Industrial   High Tech   Consumer      Total
by leveraging all channels for                  Aerospace &    Products                 Products &
                                                  Defense                                 Retail
innovation.
                                           Source: Capgemini
R&D Collaboration Activities
We asked respondents to assess the
effectiveness of a range of IT-based      •
                                           IT to support internal design                         Interestingly, in particular Consumer
collaboration tools. The results show      collaboration: 77% said “very                         Products and Retail companies were
very high satisfaction across the          good” or “good,” also an increase                     very positive users. High Tech and
various channels and across most           from 2008.                                            to a lesser extent Industrial Products
sectors and indicate the degree to        •
                                           Collaboration within the                              were consistently less enthusiastic
which IT has become a pervasive and        organization’s R&D facilities: 69%                    about these tools and infrastructures,
effective mechanism for collaborating.     rated this as “very good” or “good,”                  possibly because of a greater
The following summary records the          and 12% rated it as “excellent.”                      importance attributed to intellectual
percentages of respondents rating each                                                           property rights and an internal culture
                                          •
                                           Collaboration within the
collaboration tool as “good” or better.                                                          historically focused on specific unique
                                           organization cross-functionally:
                                                                                                 technology platforms. These sectors
                                           80% said “very good” or “good.”
•
 Open-innovation     environments                                                                could better leverage this kind of
 to collaborate with external                                                                    connectivity.
                                          In the past two years, many companies
 innovation parties: 79% said “very
                                          have adopted effective networks
 good” or “good.” This tool, used
                                          to leverage specialist external
 to find scientists/experts to assist
                                          expertise, complementing both the
 in resolving innovation problems,
                                          consolidation approach to in-house
 recorded a significant increase from
                                          R&D functions and the trend towards
 2008.
                                          a more partnership-driven model for
•
 Shared work spaces for data and          outsourcing. However, although many
 documents: 71% rated this as “very       companies recognize the positive
 good” or “good.”                         impact, the broad availability and
•
 Exchanging product data with             day-to-day application of the above-
 external partners via system             mentioned technologies are in many
 interfaces: 79% said “very good” or      cases still to be achieved, as our
 “good.”                                  experiences show.




Collaborating for Innovation                                                                                                               15
Customer Collaboration

Overview                                    Key Findings                                           Percentage of New Products
The role of customers in innovation         As we have seen from the barriers                      Shaped by Customers During
is likely to increase in the near future,   indicated in the Innovation                            Development
as their opinion is ultimately the one      Performance section, lack of insight                   Just under half (46%) of respondents
that really counts. It is also likely       into consumer needs and interpreting                   said that less than 20% of new
to change, with the growing use of          customer feedback are key obstacles                    products originated from ideas
techniques such as co-creation and          for the innovation function. It is                     generated or shaped by customers,
crowd sourcing. Currently it is not         well documented that the role of                       with an additional 26% putting
entirely clear where the boundaries of      the customer is critical in providing                  the contribution between 20% and
this customer involvement lie. People       the starting point and validation                      39%. These relatively low figures
tend to connect co-creation with the        mechanism for a successful new                         correspond to the fact that many
earliest stages of the new product          product or service. It can also be                     innovations still fail due to the
development process (notably idea           regarded as a key indicator of success,                inability to meet customer needs
generation) or the later stages (in         as important as the quality and                        (see earlier discussion in “Innovation
effect, customization).                     functionality of the product itself.                   Performance” section).

However, it is likely that customer         This section looks at the managed                      Of course the results varied by
interaction can be useful throughout the    and proactive contribution of the                      sector, with Industrial Products
product development process. PepsiCo’s      customer in the innovation process                     companies claiming higher rates
Mountain Dew “DEWmocracy” case is a         and the degree to which companies                      than other sectors and CPR being
key example; customers were involved        are successful in leveraging the                       the least successful in gathering or
in developing new products (“Help           intelligence gained. Although it is                    incorporating customer ideas into
create the new Dew”), contributing          clear that companies have put in place                 product development. In the case of
opinions ranging from the taste,            processes and systems for customer                     Industrial Products, this is likely due
color, look and feel, to the marketing      interaction, and there are positive                    to the reduced number of customers
campaign for this product. So customers     responses regarding their use, the                     and the higher degree of customer-
must be regarded as a valuable              efficiency of these structures in terms                specific engineering. In many cases,
innovation collaboration partner, at        of this leading to new products is less                customers are directly involved in
every step of the way.                      certain.

But no matter where the involvement          Percentage of New Products, Launched Over Past Three Years, Shaped by
                                             Customers During Development
happens, stronger collaboration
with customers will help companies                                                           1%
                                            100       5%            2%          3%                      2%
better meet customer needs and                                                               6%
                                                      5%           10%          11%                     8%
therefore increase the success rate of                                                       9%
innovations.                                          23%
                                             80                                                         18%
                                                                                24%
                                                                   29%                      25%                   80-100%

                                                                                                                  60-79%
                                             60       18%                                               26%       40-59%
                                                                                                                  20-39%
                                                                                28%
                                                                   32%                                            Less than 20%
                                             40

                                                                                            59%
                                                      49%                                               46%
                                             20                                 34%

                                                                   27%


                                              0
                                                     Auto,       Industrial   High Tech   Consumer      Total
                                                  Aerospace &    Products                 Products &
                                                    Defense                                 Retail

                                             Source: Capgemini



16
Manufacturing       the way we see it




                                     the specification of new products            Customer Collaboration

“  When our end users
became involved in our
                                     or they act as pilots. For Consumer
                                     Products companies, it is much more
                                     difficult to find a structured way to get
                                                                                 Activities
                                                                                 More than 80% of companies claimed
                                                                                 to successfully (“good,” “very good” or
innovation initiatives, it
                                     representative customer insights across     “excellent”) use a range of mechanisms
had the effect of ‘shaking           markets.                                    for collaborating with customers such
up’ the value chain. As                                                          as:
a result, we’ve gained               Experience shows that many
                                     companies would like to involve             •
                                                                                  Working  with customers to
significantly more insight
                                     customers more effectively in their          co-develop products/services (lead
from their contribution,             new product development process,             customer concept).
which has helped to                  but they face hurdles such as long          •
                                                                                  Predicting and capitalizing on
improve our product                  development cycles or complex                customers’ unmet needs.
                                     products. Additionally manufacturers’
launches.                                                                        •
                                                                                  Using open-innovation
               ”
              High Tech Company,
                                     perception is that their products are
                                     too commoditized or that they are “too
                                     far down” the value chain to interact
                                                                                  environments to collaborate with
                                                                                  customers.
            Chief Marketing Officer                                               •
                                                                                  Using the company’s information
                                     with customers. Our work with clients
                                     leads us to believe that customer            systems to support collaboration
                                     involvement is appropriate and               with customers.
                                     possible for just about any business.
                                                                                 This is an indication of the
                                                                                 pervasiveness of Web 2.0 mechanisms.

                                                                                 Engaging with Customers
                                                                                 A strong majority of respondents
                                                                                 (77%) believed that their engagement
                                                                                 with customers was “good,” “very
                                                                                 good” or “excellent,” representing an
                                                                                 increase from 2008 levels for most
                                                                                 sectors with the exception of High
                                                                                 Tech.

                                                                                 Customer Insight Lacking
                                                                                 When asked what’s preventing
                                                                                 customer collaboration for improved
                                                                                 innovation, respondents said:

                                                                                 •
                                                                                  Customer   feedback, communication
                                                                                  and insight
                                                                                 •
                                                                                  Improved R&D function and
                                                                                  facilities
                                                                                 •
                                                                                  Collaboration with external parties

                                                                                 Clearly there’s work to be done in
                                                                                 this area, as a significant number of
                                                                                 executives said they were “unsure”
                                                                                 about the barriers to customer
                                                                                 collaboration.




Collaborating for Innovation                                                                                            17
Supplier Collaboration

Overview                                   Key Findings
As a reaction to increasing cost           In this section, we asked participants
pressures and complexity, companies        to assess the effectiveness of the
are continuing to concentrate on           contribution of their suppliers’
core competencies and outsourcing          innovation initiatives, in terms of
non-core functions. This is now also       the reasons and functional impact.
increasingly applicable to R&D, as
outsourcing affects more and more
                                           We discovered that companies are
                                           undertaking a number of supplier
                                                                                    “  We partner with other
                                                                                    external parties for our
types of operational and administrative    collaboration initiatives, which         innovation funnel but not
functions. By outsourcing R&D              suggests that suppliers are being        always with companies;
and adopting the open-innovation           seen more as partners in driving
concept, companies can leverage            innovation, although the importance
                                                                                    also with educational and
                                                                                    other public institutions.
innovations earlier in the value chain.

In our work with clients, we
                                           of being innovative in reducing costs
                                           persists.                                                          ”
                                                                                        Automotive, Aerospace and
frequently see early supplier              The overall picture clearly indicates      Defense, Marketing Executive
involvement in R&D, but suppliers          that supplier collaboration has become
often still have a straightforward         a standard in all industry sectors
contractor role: They execute what has     and that companies employ various
been conceived by the innovator in         models of supplier collaboration to
the chain. This approach significantly      fulfill the market demand.
reduces the latent benefits of open
innovation, and limits the possibility
of high-value disruptive innovations
from other parts of the value chain.

So how can companies outsource
their R&D to suppliers to increase the
flexibility and effectiveness of R&D,
while maintaining a clear focus on
customers’ and consumers’ needs? We
believe companies need to assess the
criticality of their innovation programs
and decide on an appropriate maturity
model of sourcing (for example,
Capgemini’s Global Sourcing of
Services model) for each program. A
significant variable is the opportunity
for leverage both for and from
suppliers.

Once an outsourcing decision has
been made, suppliers must be selected
based on their ability and willingness
to take over part of R&D. Business
models need careful alignment and,
for current suppliers, the change
from contractor to developer will be
significant.




18
Manufacturing              the way we see it




                                     Reasons for Supplier                                       The High Tech respondents said they
                                     Collaboration Initiatives                                  work well with suppliers to reduce
                                     We gave our respondents a range of                         costs and improve product quality,
                                     parameters regarding their company’s                       but there appears to be room for
                                     ability to carry out collaboration                         improvement in other aspects, notably
                                     initiatives with their suppliers:                          access to required knowledge and
                                     reducing product costs, improving                          improving innovation capacity.
                                     product innovation, providing access

“   An anomalous effect
of outsourcing R&D
                                     to new markets, accelerating time to
                                     market, improving product quality,
                                     access to required knowledge and
                                                                                                Control over Intellectual
                                                                                                Property as Important Criterion
                                                                                                during Partner Selection
to suppliers is that                 improving innovation capacity.                             Seventy-three percent of companies
we dropped down the                                                                             rate the control over intellectual
list of top innovators,              All were consistently rated as “very                       property as a very important or
as measured by R&D                   important,” “important” or to a                            important parameter when selecting
                                     lesser extent “somewhat important,”                        partners for collaboration in their
expenditure. But in practice         indicating that the supplier role is                       innovation initiatives. This reinforces
we significantly increased            viewed as essential in supporting                          the fact that manufacturers prefer to
our business value!                  overall innovation goals across the                        partner with companies that have
                               ”
           High Tech Manufacturer,
                                     innovation value chain. However, it
                                     also points to a wide set of pressures
                                                                                                not only specific expertise, but also
                                                                                                have systems to manage intellectual
                        Executive    being exerted on suppliers. It is                          property, to ensure that it is not shared
                                     possible that these expectations will                      with competitors.
                                     be translated into suppliers adopting
                                     their own innovation initiatives, thus                     Western Europe (84%), North
                                     developing a virtuous circle, but the                      America (81%) and Asia-Pacific (76%)
                                     roadmap is likely to be challenging.                       are perceived to exert effective controls


                                      Importance of Intellectual Property Control as Criterion during Partner Selection

                                      100
                                                                         10%
                                                                                                     15%
                                               17%                                   22%

                                                            34%
                                      80

                                                                                                               Very important
                                                                         43%
                                                                                                               Important
                                      60                                                                       Somewhat important
                                                                                                     58%
                                                                                                               Not important
                                               66%
                                                                                     64%

                                      40
                                                            59%


                                                                         37%

                                      20
                                                                                                     24%
                                               17%                                   13%
                                                            7%           10%
                                                                                      1%             3%
                                        0
                                               Auto,      Industrial   High Tech   Consumer         Total
                                            Aerospace &   Products                 Products &
                                              Defense                                Retail

                                      Source: Capgemini




Collaborating for Innovation                                                                                                           19
Collaborating for innovation 2010 study
Collaborating for innovation 2010 study
Collaborating for innovation 2010 study
Collaborating for innovation 2010 study
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Collaborating for innovation 2010 study

  • 1. Manufacturing the way we see it Collaborating for Innovation Capgemini’s 2010 Global Survey – How to Make a Leap by Applying Collaboration in the Innovation Process
  • 2. CONTENTS Introduction 3 Executive Summary 4 Corporate Strategy 7 Innovation Performance 10 R&D Collaboration 13 Customer Collaboration 16 Supplier Collaboration 18 Recommendations 21 2
  • 3. Manufacturing the way we see it Introduction Innovation has become an important companies have made in further • The embedding of innovation differentiator in achieving both embracing and leveraging the culture, as a culture underpinning an top-line growth and cost savings, technologies and techniques of organization beyond the R&D but this has often been restricted collaborative innovation in today’s function and across the value chain, by companies’ business models economically volatile environment. including customers and suppliers. and culture. Most companies have • The drivers and obstacles for contained innovation within their Our 2010 “Collaborating for integrating these “external” parties direct circle of influence (apart from Innovation” study provides further in various stages of the innovation some well-known examples such as insight into the current practices of process. Procter & Gamble and Philips). But a range of manufacturing industries, as competition intensifies and existing together with recommendations for In the interest of making this report models of innovation are not enough moving towards sustainable top-line easy to assimilate, we have presented of a differentiator, the way to build growth by adopting a “collaborating key findings for each section. We have market share and create sustainable for innovation” approach. avoided a lengthy appendix of the top-line growth in the future will be data, but we are happy to discuss the through a new, alternative approach – Study Objectives aggregated results in more detail with collaborating for innovation. The research was designed to elicit participants and interested parties on the perceptions and insights of a request. Our definition of this term is “making range of manufacturing companies cooperation across organizational on collaborating for innovation and Our Thanks to the Industry boundaries inside or outside a therefore to develop a comparative Completing an in-depth survey such company’s four walls an integral part of view with our 2008 findings. as this is a significant investment, the innovation strategy.” This approach Companies appeared in 2008 to be and we are extremely appreciative of taps into the wider opportunities adjusting their corporate strategy, all our respondents, who made time of working with value-chain parties shifting away from cost reduction to to carefully consider their answers. including internal partners, suppliers, top-line growth and accommodating To everyone who participated, many customers and even specific entities a growth-focused innovation strategy. thanks. outside the value chain. But how did they measure innovation performance? What was the impact We hope that we have been able to Collaboration can take many forms: on R&D? How successful was repay this investment by providing open innovation, co-creation with collaboration with suppliers and an interesting study that offers insight clients and suppliers, crowd sourcing, customers? From these questions, into the way companies approach the as well as traditional partnerships we identified the key trends and task of successfully leveraging the and alliances. In addition, there is a challenges, and so built a clear picture creative energies of their employees great opportunity for various internal of the way forward for innovation and those of their partners. business functions to cooperate within within the manufacturing industries. the innovation process – particularly We also trust that the the primary functions of R&D, In this edition of “Collaborating recommendations and conclusions Marketing, Sales and Operations. for Innovation,” the goal is to draw can act as constructive signposts for executive attention to current strengths further improvements, or a prompt to Capgemini’s first “Collaborating and improvement opportunities review existing innovation activities. for Innovation” study, published relating to the process of innovation, in 2008, found that collaboration focused on four overarching aspects of was increasingly viewed as a critical the innovative company: enabler for successful innovation. However, significant challenges existed • The consequences of changing in the form of resources, organization, corporate/strategic imperatives upon IT and performance metrics. Our innovation as a lever for growth. second biannual report takes this • The changing structure and position as its starting point to assess operation of the R&D function and the progress that manufacturing its impact on corporate success. Collaborating for Innovation 3
  • 4. Executive Summary Innovation is generally described as be at the heart of numerous strategic Key Findings a way of doing or creating something initiatives to develop competitive Our “Collaborating for Innovation” new or in a new way; incremental or and first-mover advantage – breaking research indicates that manufacturing radical changes in thinking, products, new ground in product and service companies have improved in their processes or organizations, resulting offerings, forging cross-boundary ability and confidence to develop, in benefits or increased value to a partnerships, sometimes even with produce, promote and measure range of stakeholders most notably former competitors, and bringing in innovation from strategy and shareholders and customers. new capabilities through mergers, then throughout the value chain. acquisitions and joint ventures. This appears to be due to more For many companies, the ability executive-level attention and support, to integrate innovation into their This has been the case for the broad greater application of performance organization beyond the traditional spectrum of manufacturing, which measurement, a wide range of confines of the R&D department is a has been hit harder than many other technology-based collaboration key lever for increasing productivity sectors in the past two years and initiatives across the wider value and profitable growth, and thereby which is significantly impacted by chain involving both suppliers gaining competitive advantage. both the threats and opportunities of and customers, and the spread of For sectors where margins are growing globalization. the innovation culture within an traditionally tight, innovation has to organization. However, this improvement is not without challenges. Capitalizing on customer insights to create profitable new products and services remains difficult for many companies as well as converting IT investments in business benefits realized on a broad basis across the enterprise. Several key themes have emerged from our research. Innovation is increasingly integrated into corporate strategy. Strategic alignment appears to be delivering dividends, as innovation is now a more integral part of our respondents’ corporate growth strategy and has become more embedded in functions beyond the heartland of the R&D division, such as Marketing and Sales, and Operations. This, together with greater board member support and growing external pressures from globalization, has led companies to look at innovation as an important lever to improve business performance, in addition to the more traditional role of bringing new products to market. An integrated 4
  • 5. Manufacturing the way we see it innovation strategy needs to address Study Methodology and Respondent Profile the explicit choices, regarding whom to collaborate with, when and how. The “Collaborating for Innovation” study was carried out by a professional market The use of new technologies such as research agency, using a web-based survey, comprising 41 questions focused on Corporate Strategy, Innovation Performance, and Collaboration with the R&D function, Web 2.0 techniques, collaborative Customers and Suppliers. platforms, social networks and online meetings has revolutionized many Invitations to participate in this survey were sent to board-level and senior executives, aspects of not just individual but as well as middle managers closely involved with, or responsible for, Innovation, also commercial interaction. Some Product Development, Manufacturing, Sales, Marketing and Customer Service. We manufacturing companies are leading approached a range of potential participants including, but not exclusively, existing the way in leveraging these new Capgemini clients around the world. technologies to drive innovation in new channels and new formats. R&D- We collected responses from 189 participants from companies based in 15 countries, driven innovation will continue to use with the respondent distribution of 38% from companies headquartered in North existing and emerging IT technologies America, 39% from Europe, 11% China and North East Asia, 7% Indian and South East Asia, and 5% from Australasia Central/South America and Africa/Middle East. to accelerate the innovation process and improve innovation performance Survey participants were drawn from the following major sectors: in open-innovation environments. These new technologies need to be • Consumer Products and Retail (42%) implemented and introduced in a way • Industrial Products (23%) that maximizes immediate acceptance • High Tech (including Telecom, Medical Devices and Life Sciences Manufacturing) by users rather than increasing (23%) administrative tasks and limiting creativity. • Automotive, Aerospace and Defense (12%) An integrated innovation Industry Representation among Survey Respondents performance measurement system is essential. Companies appear to be using a wide Automotive, Aerospace & mix of performance measurements Industrial Defense to assess innovation across and 12% Products within industries, and have improved 23% their processes for measuring the profitability of their innovation Consumer efforts. They also seem to be more Products & focused on clearly demonstrating High Tech Retail 23% 42% a satisfactory financial return. We believe that companies need to work more on developing a solid range of performance indicators, integrating the relevant factors impacting top-line Source: Capgemini growth (such as customer satisfaction, product performance, sales, etc.). This should be done quickly to The revenue (as reported in the last fiscal year) of the companies surveyed ranged demonstrate to stakeholders the from under US$1 billion (37%) to more than US$25 billion (14%). This diversity is also reflected in the number of people employed globally by the companies surveyed, from benefits of collaborative innovation. fewer than 1,000 (23%) to more than 25,000 (20%). Our largest group of respondents came from R&D departments, followed by General Management and Marketing, Sales and Services (MSS). Collaborating for Innovation 5
  • 6. R&D collaboration is key for top- Many companies would like to involve Conclusion line growth in global markets. customers more effectively in their Even in extremely difficult economic Following the end of the recession product development process, but markets, innovation as a way to and entering the growth phase, we they face a number of hurdles. Some differentiate and achieve market still expect a number of shakeouts are practical, such as the length of success continues to grow in of companies with large R&D units development cycles or the complexity importance and is being strongly and increased merger and acquisition of products. Others are more a matter championed by many senior industry activity (for example, consolidation of manufacturers’ perceptions. Many, executives. As global economies in the crane industry). This may for example, consider their products to recover and customer spending starts precipitate further alignment of R&D be too commoditized or too complex, to rise again, Capgemini expects that unit operations, including process or that they are “too far down” the the scope and set-up of innovation and tool harmonization and shared value chain for customer interaction. efforts will change significantly. ways of working. Depending on the Our work with clients shows that We will see a shift from offering R&D strategy adopted, we anticipate customer involvement is both standalone products to providing a number of different structural and appropriate and feasible for just about customer value via radical new service operations scenarios, such as specialist any business. Capgemini believes the concepts and business models. outsourcing, co-creation, location current mindset needs to change. This will involve a move away from centralization and R&D effectiveness “isolated” R&D-focused innovation programs. The prevailing innovation Supplier collaboration needs to collaborative value creation, which model is a flexible blend of centralized to shift from cost reduction to has the ability to meet (or exceed) in-house facilities and the completion shared value creation. customer expectations. of needed expertise or capacity with Companies are undertaking a number external partners. Adopted forms of of supplier collaboration initiatives, internal and external collaboration suggesting that suppliers are will be key to better support localized increasingly being seen as important products while leveraging synergies partners in driving innovation, and standards for cost effectiveness. although the primary importance of To shift from cost reduction during being innovative in reducing costs the recession towards new growth persists. Engineering, Logistics, initiatives, companies will actively Production Processes, and Sales and employ collaboration concepts and Marketing were the leading areas new innovation business models. for efficient collaboration. Module and Final Assembly, Sourcing and Customer collaboration is Procurement, and Service and more than collecting customer Maintenance were less well regarded insights – it’s about capitalizing and show room for improvement. on them. To cope with the technological and All companies are moving towards competitive challenges, manufacturing some form of customer collaboration; companies must increase active however, within many companies there involvement of their suppliers in the is a lack of clarity regarding when or value creation part of the innovation where exactly the boundaries are for process instead of just relying on involving customers in the innovation delivery of defined components. As process – a key area of weakness. this happens, suppliers’ roles shift Lack of insights about consumer towards risk-sharing models, which needs and appropriately interpreted require new collaborative processes customer feedback appears to provide and tools. significant challenges to manufacturing companies. Gathering feedback and data has little commercial value if there are insufficient processes in place to capitalize on these insights. 6
  • 7. Manufacturing the way we see it Corporate Strategy Overview Key Findings In our 2008 “Collaborating for Innovation appears to have become Innovation” study, Capgemini an integral part of our respondents’ concluded that companies perceived corporate growth strategy and to be innovators in their markets would use the economic downturn as an opportunity to fundamentally increasingly is embedded in other functions beyond the R&D division, representing an evolving approach. “ This crisis made it very clear to us that top- transform their businesses and This, together with increasing C-level line growth will never establish top-line growth. An essential involvement and growing external be sustainable if we element of this recovery position was a pressure from globalization, has led proactive and prioritized approach to companies to look at innovation as an don’t make innovation innovation. important lever to improve business a dominant part of our performance, in addition to the more corporate strategy. These transformation plans started with sharpening corporate strategy traditional role of bringing new products to market. ” Industrial Products, Executive to drive the supporting innovation strategy. The plans for the different business functions like Marketing and Sales, Operations and R&D also needed to be aligned. So in developing this 2010 edition, our starting point was to look at how successful this approach had been. In this section, we were keen to understand how companies had adapted their corporate strategy and positioned innovation to be ready for the upturn: • How had companies embedded their innovation strategy in the board agenda to support growth? • What was the level of support exhibited by the board and senior executives? • What impact did this have for key business areas such as R&D, Marketing and Sales, and Operations? Collaborating for Innovation 7
  • 8. Alignment of a Strategic Alignment of Strategic Approach to Innovation with Growth Strategies Approach to Innovation with Growth Strategies 100 6% 7% 10% 10% Innovation is perceived as the 17% strongest driver to support the corporate strategy. The majority of 80 companies, across all industry sectors, 44% 59% 36% are making the corporate connection 56% 67% between innovation and growth. 60 Completely aligned in all aspects Closely aligned The Consumer Products and Retail Somewhat aligned (CPR) sector led the list (>75%). In the 40 Not aligned Automotive, Aerospace and Defense, and High Tech sectors, 47% to 50% 45% 50% of companies are missing such a close 20 34% 33% alignment. 23% We recommend strengthening 0 2% 1% Auto, Industrial High Tech Consumer Total this approach with a structured Aerospace & Products Products & Defense Retail organizational set-up. Companies that have established a Chief Innovation Source: Capgemini Officer role and/or an Innovation Center at the corporate level show better alignment of their strategic approach to innovation with their growth strategy. Effectiveness of C-Level or Effectiveness of C-Level or Executive-Level Sponsorship and Support Executive-Level Sponsorship for Innovation Projects Most of the interviewed companies 100 show a strong connection between the 10% 13% 13% 14% CXO or executive level and innovation 22% projects. One reason for increased 80 executive support could be that innovation management is becoming a fundamental component of executive 50% 46% 73% Complete and effective support 60 training programs, from in-house to Good support 73% 65% external executive training and MBA Some support No support courses. 40 But 28% of Automotive, Aerospace and Defense and 44% of High Tech 37% 20 companies lack this management 22% support. These companies have 11% 13% 19% uncovered potential for better support 6% 2% 7% 3% 1% of innovation. 0 Auto, Industrial High Tech Consumer Total Aerospace & Products Products & Defense Retail Source: Capgemini 8
  • 9. Manufacturing the way we see it The Primary Functional Driver of Which Functional Area Is the Primary Driver of Innovation? Innovation In most companies R&D as well as Marketing and Sales are the primary drivers for innovation. In the General Management Information Automotive, Aerospace and Defense 16% Technology 5% sector, however, Marketing needs to Research & do a better job of bringing customer Development 38% feedback into the innovation process. Manufacturing/ Operations 11% Compared with our 2008 survey, the role of Marketing and Sales as the Marketing & primary driver for innovation has Sales been strengthened, which reflects 29% Purchasing/ the tendency to more market-driven Procurement innovation instead of a technology 1% push. Source: Capgemini The Impact of Globalization on Innovation Efforts Not surprisingly given the Automotive, Aerospace and Defense multinational structure of many of our remains a laggard, with an average respondent companies, globalization 13% usage level. The complexity of is a dominant factor in the innovation these products and the extended value efforts of organizations across the chain are likely to have a bearing on industry sectors. About three-quarters the lower use of new technologies. rate the impact of globalization as very important or important. The trend Capgemini expects that manufacturing from 2008 is upwards, particularly clients across all sectors will further in the CPR and Industrial Products emphasize the use of collaborative sectors. The Use of New Technologies technologies within the innovation process to increase customer intimacy, accelerate the innovation process and “ The main reason for our extensive top-line growth CPR and High Tech companies led improve the fulfillment of customer is that senior executives the way in terms of leveraging new requirements across global markets. from R&D, Marketing and technologies like Web 2.0 social In addition, R&D departments networks and virtual worlds like will use new technologies to apply Operations are all driving Second Life to drive innovation and agile development methods and our innovation together. validate ideas, scoring an average improve both effectiveness and They own innovation. usage level of 33% and 28%, respectively. Many CPR companies efficiency in distributed development environments. Consumer Products, Executive ” use online consumer forums to capture product feedback. This could be optimized by expanding the use of virtual worlds to gain a better understanding of articulated and unarticulated customer needs. Collaborating for Innovation 9
  • 10. Innovation Performance Overview Key Findings The ability to measure innovation Overall, we see a mix of performance performance is a key enabler of top- measurements for innovation across line growth. The resulting metrics and within sectors. To demonstrate the support essential decision-making benefits of collaborative innovation, at all levels of innovation activity. companies need to establish a These decisions range from specific consistent range of performance collaborative innovation projects, the indicators, integrating the relevant supporting project business model and factors impacting top-line growth innovation portfolio analysis, through (such as customer satisfaction, product to the translation of corporate strategy performance, sales, etc.). into an innovation strategy. In general, there is improvement, “ I have seen so many commercially acceptable The objectives of this section were to understand the strengths and results of companies’ innovation efforts, and compared with our 2008 study, not only in the development of successful products/services that meet customer business cases for how the outcomes are measured. needs and generate profits, but also in innovation put forward and We expected to see a range of the ability to measure the effectiveness they all just showed what measurements that were: of the innovation efforts – metrics we wanted to see. After to track innovation end to end. This • Integrating the performance of a would point to a reasonably high we had taken the decision number of business functions. level of confidence in collaborative to ‘go,’ we never referred • Balancing short- and medium-term innovation, a significant achievement to or reviewed the original performance. in recessionary times. business case again! • Reflecting the benefits of different ” Industrial Products, Chief stakeholders (shareholders, employees, customers, suppliers, Product failure in the market is predominantly attributed to insufficient customer data and Financial Officer etc.). analysis, and poor reading of market dynamics – particularly misidentifying the best time to launch in competitive and price-conscious markets. For the CPR sector, this ability is their lifeblood. A more reliable approach to development and launch timing is required and needs to be accompanied by greater customer intimacy; collaborative technologies and social communities can serve as important enablers. However, as internal efficiency rates rise through the use of new tools and techniques (such as lean product development), companies will need to be even more inventive to maintain this level of productivity and profitability. Leveraging appropriate performance metrics and analytics will help to improve both effectiveness and efficiency. 10
  • 11. Manufacturing the way we see it Primary Measure of Innovation Primary Measure of Innovation Performance Effectiveness Performance Effectiveness About one-quarter of respondents 100 9% 9% rated customer satisfaction, product 14% 13% 23% performance and sales from various 16% types of new products as the key 80 14% 24% benchmarks to measure innovation 9% 40% performance – factors that impact Time to market primarily the top line. In the 60 22% 41% Sales from various types of new products Automotive, Aerospace and Defense 25% 23% Product performance sector, an additional key performance 12% Manufacturing and operations costs indicator was development cost, a 40 27% 9% 3% 5% Development costs reflection of the industry’s focus on the 5% 10% Customer satisfaction 9% earlier stages of the innovation funnel, 14% 7% with the high costs of development 20 31% centers and high-specification 25% 23% 20% engineering. 18% 0 Auto, Industrial High Tech Consumer Total Time to market is still a challenge Aerospace & Products Products & Defense Retail for the Industrial Products sector, reflecting the competitive nature Source: Capgemini of the consumer markets as the ultimate driver. Industrial Products data has been in use by Marketing approximately 50% across industry companies have had to become more and Sales for decades, determining segments leverage external experts agile in meeting fast-changing client precision pricing, placement, or innovation brokers to fuel the requirements and shorter product promotion and production. innovation process. lifecycles. Preferred-supplier status is more readily accorded to companies Companies with a strong drive for To stay competitive, companies demonstrating faster innovation innovation, as well as a focus on should more actively leverage external cycles and rapid product replication. effective and efficient new product sources as input for the innovation In that case, innovation performance development and introduction, should process in terms of both funding measures should focus on accelerating introduce intelligent measures to and expertise. We recommend time to market – for example with better track their innovation and its identifying specific projects in the special events for product launches. outcome. innovation portfolio for outsourcing – for example, where there is a lack Measurement of Profitability External Impetus to the of internal resources or internal Companies appear to have improved Innovation Funnel knowledge. Clear conditions have to their processes for measuring the Across industries, approximately 50% be defined to maintain internally as profitability of their innovation of the respondents indicate that they much intellectual property as possible. effort, or are more focused on still fund and execute innovation These kinds of projects should be clearly demonstrating a satisfactory activities purely internally. The others evaluated in terms of benefits, risk and financial return. In fact, about 90% are actively looking for external input potential before being outsourced. In of respondents rated their ability by outsourcing parts of projects or addition, companies should develop to measure the profitability of new complete projects, by purchasing and maintain an active network of products or services as “good,” “very innovation services or by working experts to be leveraged for innovation good” or “excellent,” up from the 2008 with external partners. Between 32% and promotion of products and level of 81%. This measurement is (High Tech) and 65% (Automotive, technologies. more mature in CPR where complex Aerospace and Defense) participate and detailed product performance actively in innovation clusters and Collaborating for Innovation 11
  • 12. Success Rate of New Products/ Success Rate of New Products Launched over Past Three Years Services Launched in the Past Three Years 100 2% 8% 13% 11% About two-thirds of the respondents 23% in our study affirmed that less than 32% half the products launched in the past 80 13% 23% 33% three years had been successful in 27% 76+% the market. Even across the various 51-75% industry sectors this range does not 60 26-50% vary considerably. On the other side, 0-25% 11% of respondents indicate that 61% 49% they achieve success rates of more 40 41% 51% than 76% – a significant difference 36% in innovation performance and a significant potential for improvement. 20 18% Respondents indicate that failure to 14% 17% 13% 15% meet customer needs is by far the 0 Auto, Industrial High Tech Consumer Total primary cause for new product launch Aerospace & Products Products & Defense Retail failure. In particular, industry sectors that sell directly to end-customers Source: Capgemini cite this as the main reason for lack of success. Although companies are increasingly putting marketing in the lead role for innovation, they still struggle to understand customer needs and produce new products that Primary Cause of New Product Launch Failure effectively meet those needs. 100 5% New methods in the innovation 10% 13% 18% 21% process and the more active use of 17% collaborative technologies (Web 2.0, 80 24% 18% collaborative platforms, virtual worlds) 16% 10% 19% provide opportunities to address this challenge. In addition, more 60 14% structured application of known and 21% Product’s retail price too expensive Product launched too late to market proven methodologies – like design- 21% 47% 58% Product launched before market to-value and voice of the customer 40 39% was ready – can help improve success rates. In 19% Product failed to meet customer/consumer needs many companies the influence of R&D 22% Poor product quality or departments and internal priorities are 20 14% technical performance still too strong. 5% 6% Development project too expensive or not adequately funded 19% 4% 12% 12% 10% 6% 0 Auto, Industrial High Tech Consumer Total Aerospace & Products Products & Defense Retail Source: Capgemini 12
  • 13. Manufacturing the way we see it R&D Collaboration Overview Key Findings Collaboration in innovation can be We expect a number of shakeouts driven from a number of different of companies with large R&D units, functional angles. In this section, the and increased merger and acquisition focus is on collaboration within the activity. This may precipitate R&D function, with different tiers of further alignment of R&D unit collaboration: operations, including process and tool • Internal collaboration based on harmonization, and shared ways of working. “ Our biggest challenge for R&D is not changing R&D communities within the strategy, organizational organization. Is this a function of In-house R&D is increasingly a redesign or improving organizational structure (centralized consolidated function with a strong or decentralized), IT tools or majority of companies maintaining supporting tools. It’s funding? only a handful of distinct facilities, about getting the open- • Internal collaboration among R&D, with North America still the preferred innovation way of Operations, and Marketing and location. Perhaps as a result of this working accepted by Sales, developing a more integrated consolidation, there was a high degree of confidence regarding the ability to our researchers and innovation process. secure ongoing funding. developers. • External collaboration with suppliers and customers in the current value chain. Complementing this is the recognition ” Industrial Products, Executive of the value of collaborating beyond • External collaboration with third organizational boundaries. Compared parties outside the current value with 2008, satisfaction levels increased chain – capable of providing real for key tools such as open-innovation “disruptive” innovation. environments to collaborate with external innovation parties, and An important aspect of R&D strategy information systems to support is the decision to outsource some R&D internal design collaboration. All activities. This requires a validated internal and external collaboration choice of sourcing model, as well tools were highly rated. as close business model alignment with suppliers. Following the open- innovation concept, companies have Case Study: started outsourcing R&D, enabling Snecma Launches New PLM Solution to Support Collaboration in the Extended Enterprise innovation to be leveraged earlier in In response to economic challenges and new organizational patterns in the Aerospace industry, the value chain. Snecma, a leading manufacturer of aircraft and rocket engines, launched a project called “Virtual Plateau” with strong integration among OEM and Tier 1 partners. So how can companies outsource The objective was to establish a new Product Lifecycle Management (PLM) platform in order to enable their R&D to increase their flexibility true collaboration with all internal and external stakeholders involved in the engines programs. The platform would provide secure access to data, a central repository of technical data and CAD models and effectiveness, while maintaining as well as configuration data. A key requirement was to establish reliable collaboration processes with a focus on meeting the needs of customers and suppliers around the digital mock-up as the central reference for product configuration. customers and consumers? To shed Real-time collaboration needed to be enabled in order to accelerate communication and development activities. some light on the future strategy and Capgemini has been supporting Snecma in this project on three major aspects: structure of the R&D function, the • Internal collaboration among R&D, Operations, and Marketing and Sales, developing a more questions in this section focused on integrated innovation process. companies’ current R&D footprint, • Redefinition of the processes to work internally and externally with partners the balance between centralized in- • Development of the new PLM solution and integration within the information system house R&D and different models of • Change management and support for the deployment of the new solution partnerships and outsourcing, and More than 1,800 individuals are impacted by this ambitious project, and the expected benefits are 5% the IT mechanisms used to support to 10% reduction of the development costs for new engines thanks to improved collaboration among all partners. collaboration. Collaborating for Innovation 13
  • 14. Number and Locations of Current Number of Locations for R&D Facilities Current R&D Facilities Just over half the respondents (52%) 100 6% 8% 8% 10% operate a highly centralized model 14% 3% 4% 3% 3% with only one primary R&D facility, 8% 8% 10% 14% 15% up from 35% in 2008. An additional 80 27% operate a contained model with 21% 27% only two to four locations. This tight 27% 16+ 26% focus has no doubt helped to keep 60 11-15 locations R&D operational costs to a minimum, 5-10 locations 53% while still delivering business value. Focused on 2-4 locations 40 Primarily in 1 location By contrast, only 11% of companies 61% supported a decentralized model with 52% 52% 48% R&D facilities spread across multiple 20 (>10) locations. This model was 19% more prevalent in the Automotive, Aerospace and Defense sector, possibly 0 Auto, Industrial High Tech Consumer Total resulting from the dependence on Aerospace & Products Products & Defense Retail R&D as a core competence and on specialist partners. Source: Capgemini North America is still the heartland for R&D facilities for 29% of companies, followed by Western Europe (22%). However, India is catching up fast, providing a favorable environment in Location of Current R&D Operations terms of infrastructure, knowledge 100 capital, and government policies and 11% 5% 6% 10% 8% regulations. 2% 4% 3% 5% 9% 15% 16% 80 17% 24% 12% 5% 7% 9% 8% 6% 3% Spread across more than 2 regions 5% 60 10% 6% 7% Australia/NZ India & SE Asia 25% 20% 20% 22% Africa & Middle East 26% Eastern Europe 40 Western Europe 7% 5% 9% 6% Central & South America 4% North America 20 28% 33% 29% 27% 26% 0 Auto, Industrial High Tech Consumer Total Aerospace & Products Products & Defense Retail Source: Capgemini 14
  • 15. Manufacturing the way we see it Strategy for R&D in the Next R&D Strategy in the Next Three Years Three Years Interestingly, more than 50% of 100 5% 7% 11% respondents indicate that their 19% companies want to increase in-house 35% R&D over the next three years, 80 which reflects the perception that the development of intellectual property 61% 64% and knowledge is considered to be 60 71% 52% Increase R&D outsourcing an important differentiating factor, Increase in-house R&D 33% even though external collaboration Increase decentralization has become a standard process. The 40 Increase centralization Consumer Products and Retail sector is most likely to use collaborative 12% 10% 11% innovation models, no doubt due 20 22% 7% to the need to market specific, 19% 22% 18% quickly changing, innovative product 15% 6% portfolios. This can only be achieved 0 Auto, Industrial High Tech Consumer Total by leveraging all channels for Aerospace & Products Products & Defense Retail innovation. Source: Capgemini R&D Collaboration Activities We asked respondents to assess the effectiveness of a range of IT-based • IT to support internal design Interestingly, in particular Consumer collaboration tools. The results show collaboration: 77% said “very Products and Retail companies were very high satisfaction across the good” or “good,” also an increase very positive users. High Tech and various channels and across most from 2008. to a lesser extent Industrial Products sectors and indicate the degree to • Collaboration within the were consistently less enthusiastic which IT has become a pervasive and organization’s R&D facilities: 69% about these tools and infrastructures, effective mechanism for collaborating. rated this as “very good” or “good,” possibly because of a greater The following summary records the and 12% rated it as “excellent.” importance attributed to intellectual percentages of respondents rating each property rights and an internal culture • Collaboration within the collaboration tool as “good” or better. historically focused on specific unique organization cross-functionally: technology platforms. These sectors 80% said “very good” or “good.” • Open-innovation environments could better leverage this kind of to collaborate with external connectivity. In the past two years, many companies innovation parties: 79% said “very have adopted effective networks good” or “good.” This tool, used to leverage specialist external to find scientists/experts to assist expertise, complementing both the in resolving innovation problems, consolidation approach to in-house recorded a significant increase from R&D functions and the trend towards 2008. a more partnership-driven model for • Shared work spaces for data and outsourcing. However, although many documents: 71% rated this as “very companies recognize the positive good” or “good.” impact, the broad availability and • Exchanging product data with day-to-day application of the above- external partners via system mentioned technologies are in many interfaces: 79% said “very good” or cases still to be achieved, as our “good.” experiences show. Collaborating for Innovation 15
  • 16. Customer Collaboration Overview Key Findings Percentage of New Products The role of customers in innovation As we have seen from the barriers Shaped by Customers During is likely to increase in the near future, indicated in the Innovation Development as their opinion is ultimately the one Performance section, lack of insight Just under half (46%) of respondents that really counts. It is also likely into consumer needs and interpreting said that less than 20% of new to change, with the growing use of customer feedback are key obstacles products originated from ideas techniques such as co-creation and for the innovation function. It is generated or shaped by customers, crowd sourcing. Currently it is not well documented that the role of with an additional 26% putting entirely clear where the boundaries of the customer is critical in providing the contribution between 20% and this customer involvement lie. People the starting point and validation 39%. These relatively low figures tend to connect co-creation with the mechanism for a successful new correspond to the fact that many earliest stages of the new product product or service. It can also be innovations still fail due to the development process (notably idea regarded as a key indicator of success, inability to meet customer needs generation) or the later stages (in as important as the quality and (see earlier discussion in “Innovation effect, customization). functionality of the product itself. Performance” section). However, it is likely that customer This section looks at the managed Of course the results varied by interaction can be useful throughout the and proactive contribution of the sector, with Industrial Products product development process. PepsiCo’s customer in the innovation process companies claiming higher rates Mountain Dew “DEWmocracy” case is a and the degree to which companies than other sectors and CPR being key example; customers were involved are successful in leveraging the the least successful in gathering or in developing new products (“Help intelligence gained. Although it is incorporating customer ideas into create the new Dew”), contributing clear that companies have put in place product development. In the case of opinions ranging from the taste, processes and systems for customer Industrial Products, this is likely due color, look and feel, to the marketing interaction, and there are positive to the reduced number of customers campaign for this product. So customers responses regarding their use, the and the higher degree of customer- must be regarded as a valuable efficiency of these structures in terms specific engineering. In many cases, innovation collaboration partner, at of this leading to new products is less customers are directly involved in every step of the way. certain. But no matter where the involvement Percentage of New Products, Launched Over Past Three Years, Shaped by Customers During Development happens, stronger collaboration with customers will help companies 1% 100 5% 2% 3% 2% better meet customer needs and 6% 5% 10% 11% 8% therefore increase the success rate of 9% innovations. 23% 80 18% 24% 29% 25% 80-100% 60-79% 60 18% 26% 40-59% 20-39% 28% 32% Less than 20% 40 59% 49% 46% 20 34% 27% 0 Auto, Industrial High Tech Consumer Total Aerospace & Products Products & Defense Retail Source: Capgemini 16
  • 17. Manufacturing the way we see it the specification of new products Customer Collaboration “ When our end users became involved in our or they act as pilots. For Consumer Products companies, it is much more difficult to find a structured way to get Activities More than 80% of companies claimed to successfully (“good,” “very good” or innovation initiatives, it representative customer insights across “excellent”) use a range of mechanisms had the effect of ‘shaking markets. for collaborating with customers such up’ the value chain. As as: a result, we’ve gained Experience shows that many companies would like to involve • Working with customers to significantly more insight customers more effectively in their co-develop products/services (lead from their contribution, new product development process, customer concept). which has helped to but they face hurdles such as long • Predicting and capitalizing on improve our product development cycles or complex customers’ unmet needs. products. Additionally manufacturers’ launches. • Using open-innovation ” High Tech Company, perception is that their products are too commoditized or that they are “too far down” the value chain to interact environments to collaborate with customers. Chief Marketing Officer • Using the company’s information with customers. Our work with clients leads us to believe that customer systems to support collaboration involvement is appropriate and with customers. possible for just about any business. This is an indication of the pervasiveness of Web 2.0 mechanisms. Engaging with Customers A strong majority of respondents (77%) believed that their engagement with customers was “good,” “very good” or “excellent,” representing an increase from 2008 levels for most sectors with the exception of High Tech. Customer Insight Lacking When asked what’s preventing customer collaboration for improved innovation, respondents said: • Customer feedback, communication and insight • Improved R&D function and facilities • Collaboration with external parties Clearly there’s work to be done in this area, as a significant number of executives said they were “unsure” about the barriers to customer collaboration. Collaborating for Innovation 17
  • 18. Supplier Collaboration Overview Key Findings As a reaction to increasing cost In this section, we asked participants pressures and complexity, companies to assess the effectiveness of the are continuing to concentrate on contribution of their suppliers’ core competencies and outsourcing innovation initiatives, in terms of non-core functions. This is now also the reasons and functional impact. increasingly applicable to R&D, as outsourcing affects more and more We discovered that companies are undertaking a number of supplier “ We partner with other external parties for our types of operational and administrative collaboration initiatives, which innovation funnel but not functions. By outsourcing R&D suggests that suppliers are being always with companies; and adopting the open-innovation seen more as partners in driving concept, companies can leverage innovation, although the importance also with educational and other public institutions. innovations earlier in the value chain. In our work with clients, we of being innovative in reducing costs persists. ” Automotive, Aerospace and frequently see early supplier The overall picture clearly indicates Defense, Marketing Executive involvement in R&D, but suppliers that supplier collaboration has become often still have a straightforward a standard in all industry sectors contractor role: They execute what has and that companies employ various been conceived by the innovator in models of supplier collaboration to the chain. This approach significantly fulfill the market demand. reduces the latent benefits of open innovation, and limits the possibility of high-value disruptive innovations from other parts of the value chain. So how can companies outsource their R&D to suppliers to increase the flexibility and effectiveness of R&D, while maintaining a clear focus on customers’ and consumers’ needs? We believe companies need to assess the criticality of their innovation programs and decide on an appropriate maturity model of sourcing (for example, Capgemini’s Global Sourcing of Services model) for each program. A significant variable is the opportunity for leverage both for and from suppliers. Once an outsourcing decision has been made, suppliers must be selected based on their ability and willingness to take over part of R&D. Business models need careful alignment and, for current suppliers, the change from contractor to developer will be significant. 18
  • 19. Manufacturing the way we see it Reasons for Supplier The High Tech respondents said they Collaboration Initiatives work well with suppliers to reduce We gave our respondents a range of costs and improve product quality, parameters regarding their company’s but there appears to be room for ability to carry out collaboration improvement in other aspects, notably initiatives with their suppliers: access to required knowledge and reducing product costs, improving improving innovation capacity. product innovation, providing access “ An anomalous effect of outsourcing R&D to new markets, accelerating time to market, improving product quality, access to required knowledge and Control over Intellectual Property as Important Criterion during Partner Selection to suppliers is that improving innovation capacity. Seventy-three percent of companies we dropped down the rate the control over intellectual list of top innovators, All were consistently rated as “very property as a very important or as measured by R&D important,” “important” or to a important parameter when selecting lesser extent “somewhat important,” partners for collaboration in their expenditure. But in practice indicating that the supplier role is innovation initiatives. This reinforces we significantly increased viewed as essential in supporting the fact that manufacturers prefer to our business value! overall innovation goals across the partner with companies that have ” High Tech Manufacturer, innovation value chain. However, it also points to a wide set of pressures not only specific expertise, but also have systems to manage intellectual Executive being exerted on suppliers. It is property, to ensure that it is not shared possible that these expectations will with competitors. be translated into suppliers adopting their own innovation initiatives, thus Western Europe (84%), North developing a virtuous circle, but the America (81%) and Asia-Pacific (76%) roadmap is likely to be challenging. are perceived to exert effective controls Importance of Intellectual Property Control as Criterion during Partner Selection 100 10% 15% 17% 22% 34% 80 Very important 43% Important 60 Somewhat important 58% Not important 66% 64% 40 59% 37% 20 24% 17% 13% 7% 10% 1% 3% 0 Auto, Industrial High Tech Consumer Total Aerospace & Products Products & Defense Retail Source: Capgemini Collaborating for Innovation 19