GE Global Innovation Barometer 2013 – India Report

  • 1,396 views
Uploaded on

The GE Global Innovation Barometer is an international opinion survey of senior business executives actively engaged in the management of their firm innovation strategy. The barometer examines the way …

The GE Global Innovation Barometer is an international opinion survey of senior business executives actively engaged in the management of their firm innovation strategy. The barometer examines the way business executives around the world appreciate the framework for innovation their country has developed, it also details the perspective from business on the most efficient policies to support innovation.

To know more about GE in India log on to: http://www.ge.com/in/

Connect with GE India online:
https://www.facebook.com/GEIndia
https://www.twitter.com/GEIndia
https://www.youtube.com/GEIndia

More in: Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads

Views

Total Views
1,396
On Slideshare
0
From Embeds
0
Number of Embeds
13

Actions

Shares
Downloads
27
Comments
0
Likes
2

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. GE Global Innovation Barometer 2013 Results – Focus India1 © Copyright 2012 Daniel J Edelman Inc.
  • 2. GE global innovation barometer methodologyNow in its third edition and spanning across 25 countries, the Sample covers a diversity of economic sectorsGE Global Innovation Barometer is an International opinionsurvey of senior business executives actively engaged in the Other Telecom / Internet Othermanagement of their firm Innovation strategy. High-tech / IT 5% 2% Manufacturing 6% 17% Professional ServicesThe survey is conducted by StrategyOne a consulting and 8%research company and funded by GE. The barometer examines Industrial Health 13% Productsthe way business executives around the world appreciate the 8%framework for Innovation their country has developed, it also Electronicsdetails the perspective from business on the most efficient 10% FMCGpolicies to support Innovation . Automotive / Transport / 11% Energy Logistics 10% 10%Finally it adopts a firm centric approach to better understand 8 out of 10 respondents are men (no quota)the way International businesses adapt their innovationpractices and strategies in a challenging economic environment. 2 © Copyright 2012 Daniel J Edelman Inc.
  • 3. Sample and fieldwork details3100 phone interviews (in local languages) Sweden Canada Russia25 markets (tracking in 20 markets for 2 Ireland UK Netherlands Poland Germanyyears and 10 markets for 3 years) Turkey Japan USA South Israel Korea ChinaQuestionnaire average duration: 38 Minutes Saudi UAE Mexico Arabia India VietnamPeriod: October 22nd to December 5th 2012 Nigeria Malaysia SingaporeAll respondents directly involved in the Brazilinnovation strategy or process within their Australiacompany. (28% C-Level). South Africa AustraliaAverage company size is 1 200 employeesAverage age of respondent is 43 years old. 3 © Copyright 2012 Daniel J Edelman Inc.
  • 4. India Executive Summary 4 © Copyright 2012 Daniel J Edelman Inc.
  • 5. Innovation as a strategic priority for Indian businessInnovation is a strategic priority for Indian businesses (94% of Indian respondents report innovation is astrategic priority for their business).Various types of innovation are expected to drive the performance of Indian businesses in thefuture:• The development of new business processes to improve profitability (72%)• The improvement of existing products or services (mentioned by 69%)• The development or improvement of products or services customised to local circumstances or conditions 66% - 13 points higher than the global average.Additionally 58% of Indian respondents mention the development of new business model as promising wayto boost future performance, this is above global average (52%).5 © Copyright 2012 Daniel J Edelman Inc.
  • 6. Abilities businesses must master in order to innovate successfullyTo innovate successfully Indian respondents identify key abilities their businesses must master:• Understand customers and anticipate market evolutions (86%), a result 5 points higher than the global average• Develop new technology (82%) – 16 points above global average• Create and environment and culture conducive to innovation (81%), a result 17 points above the global average• Interestingly, managing an innovation pipeline with a structured business process comes in fourth, being mentioned by 74% of Indian respondents, a result 22% higher than the global average.• Mining data inside and outside the company is as well a capability strongly expressed in India with 65% of respondents mentioning it as a key ability vs. 53% of the global sample.Finally the interest from Indian respondents in the development of new business models is above globalaverage with 69% of respondents regarding it as an important ability to successfully innovate vs. 45% of theglobal sample.6 © Copyright 2012 Daniel J Edelman Inc.
  • 7. Evaluation of the Indian framework for InnovationOverall the framework for innovation in Indian is perceived as conducive for innovation bybusiness executives from the other markets: 55% of business executives from the 25 marketsregard the Indian environment for innovation as strongly innovation-conducive. This puts the country inthe 12th position of the country ranking based on this indicator. Yet, when evaluating their ownmarket 58% of Indian business executives report that their country has a strongly innovationconducive environment overall.When asked to evaluate in more detail their environment for Innovation, Indian businessexecutives provide more detailed input.On the negative side, the items connected to government support are more negatively evaluated thanother items but are still 10 points higher than the global average. The speed at which innovative productsare brought to market is also ranked lower than other items (62%) with a drop of 7 points compared to last2012.On the more positive side, Indian business executives report higher satisfaction than the global averageregarding the belief that society as a whole is supportive of innovation, there is an appetite for innovationamong young generations as well as a belief that it is quite easy for companies to partner with universitiesfor their R&D needs – these items have also all substantially increased since 2012.7 © Copyright 2012 Daniel J Edelman Inc.
  • 8. Respondent’s policy expectationsIndian business executives make innovation a strategic priority and rely on it to drive futureperformance, however they demonstrate more than any other market strong signs of anxiety thatit could also set a challenge for business by increasing competition and by accelerating thelifecycle of products and services : in India, 53% of respondents believe “Innovation has a negativeimpact on their economy” a results much higher than the global average (30%).In this context, Indian businesses expect renewed support and incentives for innovation frompolicymakers, particularly regarding:• Education: 65% of respondents want to encourage a stronger entrepreneurial culture in the education system through stronger linkages between students and business savvy individuals, a result 15 points higher than the global average• 54% of respondents want to create more incubators for start-ups to develop• Creating an financial environment that encourages the development of venture capital is mentioned by 51% of respondents – a result 13 points above average.8 © Copyright 2012 Daniel J Edelman Inc.
  • 9. Collaborative Innovation as the way forwardGrowing trends from the barometer indicate that Innovation can start from all kind of economic actors(over 82% of Indian respondents in 2013 believe that SMEs and Individuals can be as innovative as largecompanies).This validates the perception that collaboration is key to innovate more successfully. 85% of Indianrespondents report that their firm has been increasingly looking at innovation through thecollaborative angle. Furthermore, 91% of respondents agree their firm would be more successfulat innovation through partnership than if their company went about it alone.Business in India would like to partner first to access new technology (79%), enter new markets(74%) improve the profitability of an existing offer (72%). It is important to note that 67% would also like toinvent a new business model, 13 points more than the global average.The barriers to collaborative innovation are also identified: talent and knowledge poaching ismentioned by 47% of respondents and lack of protection of confidentiality/IP by 46%. The lack of time toallocate to meeting possible partners is also 13 points above global average and is mentioned by 35% ofrespondents.9 © Copyright 2012 Daniel J Edelman Inc.
  • 10. Innovation is a strategic priority forbusiness globally10 © Copyright 2012 Daniel J Edelman Inc.
  • 11. Innovation on top of business agenda: 94% of respondents wouldsay it is a strategic priority for their company (vs. 91% average)Q1. Would you say that for your company innovation is…: Global India Average A very high strategic priority 53% 44% A quite high strategic priority 41% 47% A quite low strategic priority 6% 8% A very low strategic priority 1% 1% 11 © Copyright 2012 Daniel J Edelman Inc.
  • 12. Innovation types and businessperformance: looking back andlooking forward12 © Copyright 2012 Daniel J Edelman Inc.
  • 13. What kind of Innovation drove business performance in the past inIndia?Q2. What kinds of innovation have contributed most to your company’s performance in the past few years?India results vs. 25 markets Global Average The development of entirely new products or services 75% 63% The improvement of existing products or services 74% 83% The development of new business processes to improve 65% profitability 61% The development or improvement of products customized to 65% local circumstances or conditions 55% India The development of more affordable new products and 62% Global services for the customer 56% The development of new business models 61% 46% The development of more sustainable and eco-friendly 51% processes, products or services 44% The development of new customer services 49% 39% 13 © Copyright 2012 Daniel J Edelman Inc.
  • 14. A future gazing exercise: what will drive future businessperformance in India?Q3: What kinds of innovation do you expect to contribute the most to your company’s performance in the future?India results vs. 25 markets Global Average The development of new business processes to improve 72% profitability 63% The improvement of existing products or services 69% 79% The development or improvement of products or services 66% customized to local circumstances or conditions 53% The development of entirely new products or services 65% 66% India The development of more affordable new products and services 61% Global for the customer 56% The development of more sustainable and eco-friendly 59% processes, products or services 48% The development of new business models 58% 52% The development of new customer services 50% 42% 14 © Copyright 2012 Daniel J Edelman Inc.
  • 15. Key abilities innovative firmsmaster better15 © Copyright 2012 Daniel J Edelman Inc.
  • 16. To Innovate successfully business need to master market insight,technology development, partnerships, talent and cultureQ4. How important do you think these abilities are for a company to innovate successfully?(Importance grade on 10 points, % High importance [Top 3 boxes]) INDIA % Understand customers and anticipate market evolutions 81% 86 (+ 5 pts) Attract and retain innovative people 73% 74 (+ 1 pt) Develop new technology 66% 82 (+ 16 pts) Identify and work collaboratively with the best business partners 66% 74 (+ 8 pts) Create an environment anc culture conducive to Innovation 64% 81 (+ 17 pts) Manage and take risks 60% 65 (+ 5 pts) Invest on long term innovative projects 59% 71 (+ 12 pts) Allocate a specific budget for Innovation activities 54% 73 (+ 19 pts) Challenge generaly accepted practices and ways of working 54% 65 (+ 11 pts) Mine data inside and outside the company 53% 65 (+ 12 pts) Manage an innovation pipeline with a structured business process 52% 74 (+ 22 pts) Weed out unpromising innovations at an early stage 51% 58 (+ 7 pts) Come up with new business models 45% 69 (+ 24 pts) Attract investors to fund innovative programs 34% 68 (+ 34 pts) 16 © Copyright 2012 Daniel J Edelman Inc.
  • 17. Increased competition andprotectionist temptation: A globalinnovation vertigo?17 © Copyright 2012 Daniel J Edelman Inc.
  • 18. The net positive impact of Innovation on local economies ischallenged by 30% of respondents: a globalization anxiety?Q5-2. By creating more competition among businesses and making some products and services obsolete,innovation has a negative impact on my countrys economy (% Agree) Strongly agree 11% Somewhat agree 19% Somewhat disagree 28% Strongly disagree 38% Don’t know / Unsure 3% 18 © Copyright 2012 Daniel J Edelman Inc.
  • 19. The positive impact of Innovation on local economies ischallenged : greater competition and shorter business lifecyclesQ5-2. By creating more competition among businesses and making some products and services obsolete,innovation has a negative impact on my countrys economy Strongly agree 28% Somewhat agree 25% 20% 13% 9% 24% 23% 7% 4% 13% 11% 16% 12% 9% 7% 10% 5% 38% 13% 12% 8% 12% 4% 2% 31% 31% 3% 4% 2% 26% 26% 28% 29% 20% 21% 22% 22% 16% 16% 18% 19% 19% 19% 8% 9% 11% 12% 12% 12% 13% 14% 14% 19 © Copyright 2012 Daniel J Edelman Inc.
  • 20. Opening up the market or national preference, paradoxicaltensions seem to exist within global businessQ9 . What are the main priorities your country should focus on to efficiently support innovation?Q9-8. Promote domestic rather than imported technological Q9-11. Promote the importation of innovative technologies bydevelopment via preferences in government procurement opening the market further to foreign trade and investment 20 © Copyright 2012 Daniel J Edelman Inc.
  • 21. Expectations regarding the policy focus to be adopted arecontradictory and vary greatly from one market to anotherQ9 . What are the main priorities your country should focus on to efficiently support innovation?(%Top 2 grades = very high priority) 21 © Copyright 2012 Daniel J Edelman Inc.
  • 22. Role of SMEs and need for greaterlocalization: the trend keepsbuilding up globally22 © Copyright 2012 Daniel J Edelman Inc.
  • 23. A growing consensus around the need for innovation to beembracing the specificities of local market needsQ5. 1 - More than ever before, innovation needs to be localized to serve specific market needs Average 20 markets 2012: 76% Average 20 markets 2013: 84% (+ 8pts) 23 © Copyright 2012 Daniel J Edelman Inc.
  • 24. Innovation can be originated anywhereQ5. 3 - More than ever before, SMEs and individuals can be as innovative as large companies Average 20 markets 2012: 79% Average 20 markets 2013: 84% (+5pts) 24 © Copyright 2012 Daniel J Edelman Inc.
  • 25. A contraction of the Globalenvironment for Innovation25 © Copyright 2012 Daniel J Edelman Inc.
  • 26. How do respondents evaluate their country’s Innovationframework? No major change in Global ranking, strong new entriesIndex on 100 points summarizing the perceptions of respondents regarding 13 dimensions of the Innovationframework of their country. 78 72 73 2012 71 70 70 66 67 67 67 68 63 65 2013 62 61 61 61 62 63 58 58 58 59 59 58 55 55 57 58 56 55 58 52 52 54 53 51 54 54 50 49 48 48 43 38 26 © Copyright 2012 Daniel J Edelman Inc.
  • 27. India % Agree 2013 Gap / 2012 Gap / Average 25 marketsGovernment and public authorities allocate an adequate share of their budget to support 59% + 4 pts + 14 ptsinnovative companiesGovernmental support for innovation is efficiently organized and coordinated 50% - 4 pts + 10 ptsIt is quite easy for companies to partner with universities for their R&D needs 80% + 20 pts + 15 ptsLocal universities and schools provide a strong education model for tomorrows innovate leaders 78% + 18 pts + 21 ptsPrivate investors are supportive of companies that need funding to innovate 78% + 3 pts + 20 ptsPublic-private partnerships have proved effective in supporting innovation 84% + 11 pts + 19 ptsSociety as a whole is accepting of taking risks as part of the innovation process 83% + 28 pts + 17 ptsSociety as a whole is supportive of innovation, there is an appetite for innovation among young 80% + 19 pts + 1 ptgenerationsThe general public is convinced of the value innovation can bring to their day-to-day life 83% + 23 pts + 8 ptsThe protection of the copyright and the patent are effective 63% + 3 pts + 4 ptsThe speed at which innovative products are brought to market is adequate 62% - 7 pts + 2 ptTrade regulations are not preventing firms from being commercially successful 71% + 9 pts + 11 pts 27 © Copyright 2012 Daniel J Edelman Inc.
  • 28. Detailed results per component &market28 © Copyright 2012 Daniel J Edelman Inc.
  • 29. Private investment stagnation, a positive exception in GermanyQ6. 1 - Private investors are supportive of companies that need funds to innovate Average 20 markets 2012: 59% Average 20 markets 2013: 57% (-2pts)100% 89%90% 85% 80%80% 75%75% 77% 75% 72% 71% 73% 70% 66% 69%70% 67% 66% 67% 67% 67% 62% 62% 62% 63% 63% 62% 56% 58%60% 56% 56% 54% 52% 54% 54% 52% 52% 50% 48%50% 45% 45% 45% 38% 201240% 37% 31% 201330% 27% 23% 24%20%10% 0% 29 © Copyright 2012 Daniel J Edelman Inc.
  • 30. IP protection a growing concern, including in China Q6. 2 - The current IP protection system does not present barriers to innovation Average 20 markets 2012: 64% Average 20 markets 2013: 59% (-5pts)100%90% 86% 86% 78%80% 71% 71% 72% 67%70% 66% 65% 64% 68% 65% 66% 66% 67% 68% 66%66% 62% 61% 62% 63%65% 63% 62% 64% 60% 61% 60% 60%60% 59% 57% 57% 56% 54% 52% 54% 2012 52% 49%49% 50%50% 43% 45% 201340% 37% 37%30%20%10% 0% 30 © Copyright 2012 Daniel J Edelman Inc.
  • 31. Contrasted evolution regarding universities’ ability to train talentsQ6. 3 - Universities and schools provide a strong education model for tomorrow’s innovativeleaders Average 20 markets 2012: 61% Average 20 markets 2013: 55% (-6pts) 100% 90% 90% 84% 83% 78% 77% 77% 80% 74% 73% 70% 72% 70% 70% 69% 70% 64% 64% 66% 66% 64% 66% 60% 60% 60% 62% 62% 60% 59% 60% 60% 60% 56% 54% 51% 52% 49% 47% 50% 44% 42% 45% 45% 41% 2012 40% 35% 33% 33% 32% 31% 2013 30% 20% 20% 10% 0% 31 © Copyright 2012 Daniel J Edelman Inc.
  • 32. Lower financial support from Governments overallQ6. 5- Government and public authorities allocate an adequate share of their budget tosupport innovative companies Average 20 markets 2012: 47% Average 20 markets 2013: 45% (-2pts) 90% 81% 78% 78% 80% 70% 70% 64% 66% 64% 64% 66% 62%61% 59% 58% 57% 59% 60% 55% 55% 54%56% 55% 49% 48% 50% 46% 44% 43% 39% 40% 40% 35% 37% 36% 34% 2012 29% 31% 32% 31% 30% 30% 24% 26% 25% 26% 23% 21% 23% 21% 2013 20% 15% 10% 0% 32 © Copyright 2012 Daniel J Edelman Inc.
  • 33. The organization of government incentive to innovation is criticizedQ6. 6 - Governmental support for innovation is efficiently organized and coordinated Average 20 markets 2012: 43% Average 20 markets 2013: 39% (-4pts) 90% 78% 77% 80% 75% 75% 71% 72% 70% 64% 59% 59% 60% 60% 57% 55% 55%57% 54% 51% 51% 51% 50% 46% 45% 43% 39% 40% 35% 35% 34% 2012 30% 29% 28% 29% 30% 30% 30% 27% 27% 25% 26% 26% 2013 23% 22% 22% 23% 18% 18% 20% 20% 14% 10% 10% 0% 33 © Copyright 2012 Daniel J Edelman Inc.
  • 34. On the positive side: a growing appetite from young generationsQ6. 8 - Society as a whole is supportive of innovation, there is an appetite for innovationamong young generations Average 20 markets 2012: 76% Average 20 markets 2013: 77% (+1pt) 100% 96% 92% 88% 92% 94% 88% 86% 88% 87% 89% 91% 88% 90% 83% 83% 83% 83% 82% 80% 85% 84% 86% 79% 81% 84% 77% 78% 78% 78% 78% 73% 80% 75% 74% 73% 74% 72% 72% 72% 73% 70% 70% 64% 64% 64% 61% 60% 50% 2012 40% 26% 2013 30% 24% 20% 10% 0% 34 © Copyright 2012 Daniel J Edelman Inc.
  • 35. On the positive side: greater societal supportQ6. 9 - The general public is convinced of the value innovation can bring to their day-to-day life Average 20 markets 2012: 68% Average 20 markets 2013: 73% (+5pts) 100% 95% 90% 90% 90% 86% 83% 85% 85% 83% 83% 78% 85% 78% 77% 79% 80% 80% 74% 77% 76% 78% 74% 76% 74% 71% 79% 74% 72% 76% 69% 66% 68% 70% 70% 69% 73% 68% 70% 63% 63% 60% 61% 60% 57% 56% 57% 56% 50% 2012 40% 31% 2013 30% 23% 20% 10% 0% 35 © Copyright 2012 Daniel J Edelman Inc.
  • 36. On the positive side: greater tolerance to Innovation related risksQ6. 10 - Society as a whole accepts that taking risks is part of the innovation process Average 20 markets 2012: 59% Average 20 markets 2013: 63% (+4pts) 100% 90% 90% 85% 86% 87% 84% 84% 82% 84% 81% 78% 80% 74% 74% 73% 69% 68% 70% 66% 65% 65% 64% 66% 66% 63% 61% 62% 59% 58% 58% 59% 60%59% 60% 55% 56% 57% 52% 53% 52% 51% 51% 50% 47% 47% 41% 41% 43% 40% 2012 30% 28% 2013 30% 20% 10% 0% 36 © Copyright 2012 Daniel J Edelman Inc.
  • 37. What policies would supportInnovation most efficiently?37 © Copyright 2012 Daniel J Edelman Inc.
  • 38. Education, fighting bureaucracy and protecting trade secretsevaluated as the most pressing priorities to support InnovationQ9. What are the main priorities your country should focus on to efficiently support innovation?Grade on 10 points where 10 means it should be a VERY STRONG priority and 1 a VERY LOW one, (% Top 2 grades) INDIA 65 (+ 15 pts) 47 (- 1 pt) 37 (- 7 pts) 49 (+ 8 pts) 51 (+ 13 pts) 38 © Copyright 2012 Daniel J Edelman Inc.
  • 39. Education, fighting bureaucracy and protecting trade secrets evaluated as the most pressing priorities to support Innovation Q9 What are the main priorities your country should focus on to efficiently support innovation? Grade on 10 points where 10 means it should be a VERY STRONG priority and 1 a VERY LOW one, (% Top 2 grades) INDIA Create more incubators and facilities for start-ups to develop 54% (+ 18 pts)Promote domestic rather than imported technological development 45% (+ 12 pts) via preferences in government procurement Boost funding for public research programs 42% (+ 11 pts) Introduce results-based incentives for public research programs 44% (+ 14 pts) Promote the importation of innovative technologies by opening the 49% (+ 22 pts) market further to foreign trade and investmentImplement an innovation and entrepreneurship awareness program 34% (+ 9 pts) promoting these values and targeting the general publicStimulate innovation through the use of commercially based public procurement 38% (+ 17 pts) 0% 5% 10% 15% 20% 25% 30% 35% 40% 39 © Copyright 2012 Daniel J Edelman Inc.
  • 40. Clustering markets depending on Policy priorities Encourage a stronger entrepreneurial culture in the education system through 2nd 3rd 2nd 3rd 2nd 2nd 1st 1st 1st 1st 1st 1st 1st 1st 1st 1st 1st 1st 1ststronger linkages between students and business savvy individuals Fight bureaucracy and red tape for companies willing to access funds and 3rd 2nd 2nd 1st 1st 1st 1st 1st 1st 3rd 3rd 3rd 3rd 3rd 2nd 2nd 3rd incentives allocated to innovation Better align students curricula with the 3rd 1st 3rd 2nd 2nd 2nd 2nd 2nd 2nd 2nd 2nd 2nd 3rd needs of businessEnsure that business confidentiality and 2nd 1st 1st 1st 1st 3rd 3rd 3rd 3rd 3rd 3rd 2nd trade secrets are adequately protected Create a financial environment thatencourages the development of venture 2nd 2nd 3rd 3rd 2nd 2nd 2nd 2nd 3rd capitalCreate more incubators and facilities for 3rd 3rd 3rd 2nd start-ups to develop Promote domestic rather than imported technological development via 1st 3rd 3rdpreferences in government procurement40 © Copyright 2012 Daniel J Edelman Inc.
  • 41. Stronger regulation on talent mobility have had a noticeableimpact on Business ability to InnovateQ5-4. Over the last two years, it has become more difficult for companies to hire talented foreign citizensbecause of stricter visa requirements and it had a negative impact on their ability to innovate90%80%70%60% 49% 25% 25% 33%50% 25% 26% 22%40% 10% 1% Strongly agree 16% 10% 21%30% 9% 15% Somewhat agree 0% 13% 14% 10% 24% 5% 41% 11% 10% 20%20% 38% 7% 39% 8% 37% 30% 5% 34% 35% 32% 33% 25% 29% 25% 29%10% 21% 16% 20% 17% 21% 18% 25% 25% 21% 14% 14% 12% 12% 0% 41 © Copyright 2012 Daniel J Edelman Inc.
  • 42. What countries are perceived asdisplaying the most innovationconducive environment?42 © Copyright 2012 Daniel J Edelman Inc.
  • 43. EVALUATION OF INNOVATION ENVIRONMENT 9.0Global Evaluation /10 8.5 Japan Germany USA 8.0 South Korea 7.5 Sweden UK China Singapore 7.0 Canada Australia India Netherlands 6.5 Israel Ireland 6.0 Malaysia Poland Russia UAE Turkey 5.5 Brazil South Africa 5.0 Vietnam Mexico 4.5 4.0 Nigeria 3.5 3.5 4.0 4.5 5.0 5.5 6.0 6.5 7.0 7.5 8.0 8.5 9.043 © Copyright 2012 Daniel J Edelman Inc. Auto evaluation /10
  • 44. How do Indian business executives evaluate other markets’Innovation environment?Q8. For each of the following markets, how far would you say that they have developed an Innovation conducive environment?% of respondents that evaluate a market innovation environment positively by giving it a grade between 7 an 10/10 points(Global perception vs. perception measured among Indian respondents only) 95% 94% 92% 85% 84% 85% 82% 81% 74% 71% 68% 69% 70% 65% 66% 66% 63% India 62% 57% 58% 58% 58% 60% Global 50% 49% 52% 55% 55% 52% 49% 45% 43% 41% 34% 34% 32% 31% 30% 29% 29% 30%31% 31% 24% 24% 26% 27% 20% 20% 18% 15% 15% 15% 5% 44 © Copyright 2012 Daniel J Edelman Inc.
  • 45. Collaborative Innovation: review ofdrivers and barriers, experienceand policy framework45 © Copyright 2012 Daniel J Edelman Inc.
  • 46. Collaborative Innovation has a Global appealQ11: Measuring the appetite for collaboration % Agree % Agree Global INDIA 87% 91% 82% 85% 73% 82% 46 © Copyright 2012 Daniel J Edelman Inc.
  • 47. Partnership is globally seen as an opportunity to succeedQ11 Measuring the appetite for collaborationQ11-2: I am fully convinced that our firm could be more successful with innovation through partnership and collaboration than if we go about italone Average: 53% 47 © Copyright 2012 Daniel J Edelman Inc.
  • 48. Emerging markets leading preparing even more strongly to partnerQ11 Measuring the appetite for collaborationQ11-1: Our firm has been changing the way it looks at Innovation to integrate more of the need for collaboration both inside and outside the firm Average: 38% 48 © Copyright 2012 Daniel J Edelman Inc.
  • 49. Revenue sharing model: a more difficult question to solveQ11 Measuring the appetite for collaborationQ11-3: I think my firm is open to sharing the revenue stream or the revenue losses that could be generated through a collaborative innovationinitiative Average: 28% 49 © Copyright 2012 Daniel J Edelman Inc.
  • 50. Reasons for collaboratingQ15 Still on collaboration, what are the main reasons why your company would seek to collaborate withentrepreneurs or other companies? INDIA To access new technology 79% 79% (=) To enter new markets 79% 74% (- 5 pts) To improve an existing product or service 75% 70% (- 5 pts) To speed up time to market 72% 72% (=) To invent a new product 70% 62% (- 8 pts) To improve the profitability of an existing offer 69% 72% (+ 3 pts) To gain insights and market intelligence 69% 64% (- 5 pts) To scale up 69% 51% (- 18 pts) To benefit from a company’s sales force 58% 58% (=) To share costs 56% 55% (- 1 pt) To license patents and technology 54% 59% (+ 5 pts) To invent a new business model 54% 67% (+ 13 pts) 50 © Copyright 2012 Daniel J Edelman Inc.
  • 51. Barriers to collaboration Q16. Still on collaboration, what are the main reasons why your company would be reluctant to collaborate with entrepreneurs or other companies? (% of respondent that selected the item as a barrier) INDIA % Lack of Protection of confidentiality / IP 64% 46% (- 18 pts) Lack of trust in the partner company 47% 38% (- 9 pts) Talent / Knowledge poaching 45% 47% (+ 2 pts) Lack of a tested Collaboration Process and Collaboration Tools 39% 40% (+ 1 pt) Fears over unequal revenue splits 36% 37% (+ 1 pt) We don’t know how to attract potential partners 31% 28% (- 3 pts) We don’t have time to allocate to managing the partnership 28% 22% (- 6 pts)I don’t know if my company is ready or able to be working in partnership 28% 33% (+ 5 pts) We don’t have time to allocate to meeting possible partners 22% 35% (+ 13 pts) The company is bigger than ours 22% 27% (+ 5 pts) Our culture is too closed 18% 24% (+ 6 pts) The company is foreign 16% 26% (+ 10 pts) 51 © Copyright 2012 Daniel J Edelman Inc.
  • 52. GE Global Innovation Barometer 2013 Results – Focus India52 © Copyright 2012 Daniel J Edelman Inc.