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Does size matter? Opportunities and challenges for smaller GICs
Does size matter? Opportunities and challenges for smaller GICs
Does size matter? Opportunities and challenges for smaller GICs
Does size matter? Opportunities and challenges for smaller GICs
Does size matter? Opportunities and challenges for smaller GICs
Does size matter? Opportunities and challenges for smaller GICs
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Does size matter? Opportunities and challenges for smaller GICs

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  • 1. SESSION VI B: PANEL DISCUSSIONDoes Size Matter?Opportunities andChallenges for Smaller GICsGIC Conclave 2012Shaurav Sen—Moderator21 March 2012
  • 2. R&D executives see in- market innovation as key INNOVATION INVESTMENT FOLLOWS to delivering on growth Importance of R&D Proximity Share of R&D Project Types in Emerging goals. to Emerging Markets Market R&D Portfolios Percentage of R&D Executives Breakthrough Next Generation Incremental ■■ Most executives emphasize Projects Projects Projects the need to locate R&D in close proximity to growing 15% 3% customer/consumer bases. Not Important 13% R&D executives 26% expect to quadruple ■■ R&D executives also expect the share of to significantly increase 33% breakthrough R&D in the share of innovation in 85% their emerging market Important innovation portfolios. emerging markets R&D portfolios. 71% 53% 2011 2015 n = 78. n = 71.From the Research & Technology ExecutiveCouncil® of the Finance and Strategy Practicewww.rtec.executiveboard.com© 2012 The Corporate Executive Board Company.All Rights Reserved. RTEC2553112SYN 2 3
  • 3. A majority of RD executives plan FROM DEVELOPMENT TO INNOVATION to transform their “development” centers Distribution of Companies by Global Innovation Maturity in emerging markets into (2010 Versus 2015) innovation centers. ■■ Most companies currently Development Innovation use their emerging market RD facilities to version High Stage 0 Stage 1 Stage 2 Stage 3 Stage 4 global products for the local market. Home Bias Globalization “Glocalization” Local Innovation Distributed Innovation ■■ Moving forward, companies RD Selected Emerging market Emerging market RD hubs in want to undertake more concentrated development RD supports local RD develops new emerging markets Percentage of Companies in Each Stage of Maturity in developed and engineering adaptation of global products for local own global innovation in their emerging markets tasks offshored in products. markets. innovation themes. market RD centers, either emerging markets. by developing new products in region for region, or in region for the rest of the world. ■■ The number of companies 2011 planning to innovate in Distribution emerging markets over the (Current) next five years has increased by 27 percent. 2015 (Desired) Low Low HighFrom the Research Technology ExecutiveCouncil® of the Finance and Strategy Practice Global Innovation Maturitywww.rtec.executiveboard.com n = 61.© 2012 The Corporate Executive Board Company.All Rights Reserved. RTEC2553112SYN Source: HBR, RTEC Research. 7 3 4
  • 4. Following six priorities, mainly related to PRIORITIES FOR 2012 talent, were rated very important by more Percentage of Participants Rating Attribute “Very Important” than two out of three participants. 86% 86% ■■ Attracting Talent 76% 76% 76% ■■ Engaging and 67% Retaining Employees ■■ Developing Employees ■■ Building a Strong Pipeline of Leaders ■■ Earning the Trust of the Center 14% 10% 5% ■■ Securing and Protecting Data Assets Attracting Talent Engaging and Retaining Employees Developing Employees Building a Strong Pipeline of Leaders Earning the Trust of the Center Securing and Protecting Data Assets Capturing the Benefits of Multifunctional Shared Services Office Picking the Next Office and/or Center Location Managing Currency FluctuationsFrom the CORPORATE EXECUTIVE BOARD®www.executiveboard.com n = 21.© 2012 The Corporate Executive Board Company.All Rights Reserved. CEB2509912SYN 4
  • 5. Almost 50% of the participants rated KEY “GAPS” following attributes “very important” but Opportunity Score, Indexed not “effective”. ■■ Building a Strong 100 Pipeline of Leaders 86 86 ■■ Attracting Talent 71 ■■ Developing Employees 64 64 64 ■■ Engaging and Retaining Employees ■■ Transferring Knowledge and Skills ■■ Surfacing New Opportunities to Add Value 7 7 0 Designing the Optimum Building a Strong Pipeline of Leaders Attracting Talent Developing Employees Engaging and Retaining Employees Transferring Knowledge and Skills Surfacing New Opportunities to Add Value Designing the Optimum Governance Structure Building Relations with Local Government and Regulatory Bodies Managing Currency Fluctuations Tracking New Local Regulations and Maintaining Compliance ■■ Governance Structure Note: Opportunity score is calculated based on number of participants rating attribute “very important” but not “effective”.From the CORPORATE EXECUTIVE BOARD®www.executiveboard.com n = 21.© 2012 The Corporate Executive Board Company.All Rights Reserved. CEB2509912SYN 65
  • 6. PANEL DISCUSSION QUESTIONSAnalysts often say that scale is critical for sustainability of GICs. This session delves into four keyquestions: 1. What is an optimal size for GICs based on the functions? 2. Can smaller GICs be best in-class in the process or product engineering they do? 3. Can innovation be enabled by smaller GICs? 4. What are the key challenges and how are the smaller GICs mitigating them? © 2012 The Corporate Executive Board Company.All Rights Reserved.   6

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