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2018 GE 글로벌혁신지표(GE Global Innovation Barometer 2018) 보고서

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GE가 2018 GE 글로벌혁신지표(GE Global Innovation Barometer 2018) 보고서를 발표했다.

“혼돈에서 확신으로: 새로운 혁신 플레이어의 부상, 주목할 기술, 새로운 도전과제”라는 제목의 이 보고서는 GE가 세계 20개 주요 국가의 기업 임원 2천명 이상을 대상으로 혁신에 대한 인식을 조사한 결과다. 보고서에 따르면 글로벌 사업 환경이 나날이 복잡해지고 사업 안팎으로 해결해야 할 과제들도 점점 다양해지는 속에서도, 글로벌 리더들은 혁신을 통한 성장을 더욱 확신 하고 있는 것으로 나타났다.

또한 글로벌 보고서와 각 국가별 (한국) 보고서를 별도로 제공하는데, 양 보고서를 비교해보면 혁신에 임하는 한국의 현황과 미래를 잘 이해할 수 있다. 2018년 혁신지표 조사연구의 중요 분석 결과는 다음과 같이 요약할 수 있다.

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2018 GE 글로벌혁신지표(GE Global Innovation Barometer 2018) 보고서

  1. 1. Edelman Intelligence / © 2017 GEGlobalInnovationBarometer2018 FullReport 1
  2. 2. one: An introduction to the GE GIB 2018 two: Methodology three: Key findings four: A deep dive on the findings Contents 2
  3. 3. An Introduction to the GE GIB 2018 3
  4. 4. KEY MEDIA HEADLINES 2010 – pilot A society that allows innovation to flourish, understands that innovation, research and education are linked to one another 2012 9 in 10 executives are shy about moving ahead with innovation in a sinking economy 2013 “Innovation vertigo:” anxious over global economic instability, executives are unsure how to move forward with disruptive ideas, products and services 2014 Most business leaders want to embrace innovation that disrupts markets — even if that deals a blow to their established business models 2016 A belief in the transformative power of innovation persists; however there is enormous pressure put on businesses to disrupt themselves and the marketplace in today’s increasingly competitive business environment The evolution of the GE GIB FURTHER THEMES IN THE RESEARCH The impact of the financial crisis, the global innovation environment, future expectations and optimism 2012 Innovation at a company level, country policy, business collaboration and big data 2013 The pace of innovation provides an uncertain future. The state of innovation, partnership, models, policy and people 2014 The innovation optimists. Innovation at a company and country level, human capital and start ups 2016 What is innovation, what industries drive innovation and what drives innovation generally 2010 4
  5. 5. Methodology 5
  6. 6. This year’s method and scope 20 countries: Brazil (150), Canada (100), China (150), France (100), Germany (100), India (150), Indonesia (80), Japan (100), Malaysia (80), Mexico (100), Nigeria (80), Poland (80), Saudi Arabia (80), South Africa (100), South Korea (100), Sweden (80), Turkey (80), UAE (80), UK (150), USA (150). Innovation Business Executives 2,090 Business Executives All respondents’ line of work involves taking part in their company’s innovation process/policies Responsible for making decisions related to innovation, product development or research and development (R&D) activities in their company 6
  7. 7. Edelman Intelligence / general electric FromChaostoConfidence: EmergingPlayers, EmergingTechnologies, EmergingChallenges 7
  8. 8. 2018 Key Findings From Chaos to Confidence: Emerging Players, Emerging Technologies, Emerging Challenges Emerging Confidence: While the United States (-8) and Germany (-7) see a drop in championship status from 2014, Japan (+8) and China (+4) take more share. Asia (36+ since 2014) and emerging markets are gaining confidence, viewing themselves as more innovative than they did in 2014. New Actors Driving Innovation: Multinationals are now leading the innovation pack (+3 since 2014), while SMEs (-11 since 2014) and entrepreneurs (-3 since 2014) seem to have lost some of their innovation drive. In the Middle East and Asia especially, the private sector is becoming a more important driver of innovation while there is a decrease in governments driving innovation. Working in a Protectionist World: Global executives want the best of both worlds: on one hand they want the benefits of protectionist policies on domestic businesses and jobs, and on the other hand, they want the benefits of globalization and open markets. A small majority of global executives (55%) believe protectionist policies benefit businesses within their country and 73% believe it is good for the workforce. However, 68% globally believe their government cannot keep up with the pace of change and 22% (of those that prefer protectionism) see multinationals as the drivers of innovation. 1 2 3
  9. 9. The Potential of Additive: Global executives are excited about the potential of 3D printing, saying it will have a positive impact (63%), increase creativity (91%) and get goods to market faster (89%). At the same time, 53% believe 3D printing has yet to reach its full potential, requiring more education and reassurance. Maximizing the Return on Innovation: Globally, 40% of innovations are having a positive impact on the bottom line. What’s the secret to success for these “innovation achievers”? They’re taking a more measured approach. Businesses are waiting to perfect and test their innovation before launch rather than getting to market quickly—a 10-point jump since 2016 (now 65%). Innovation achievers also are more willing to wait for long- term ROI for breakthrough innovation (84%) and have a clear structure and process in place to measure that return (50% vs. 43%). Hype vs Reality of Impact: Hype around certain technologies does not always equate to transformative impact. In fact, global executives believe that many under-hyped technologies will have a transformative impact, including energy grids (74% say it will bring transformative change to their country), virtual healthcare (68%) and smart cities (71%). 4 5 6 Future of Work: The workforce is considered the most crucial element to innovation success in most markets, yet skills gaps continue to be a top concern among businesses. Nearly 3 in 4 (74%) global executives believe a lack of skills is an issue facing their industry—a challenge that has increased over time (64% say a lack of talent/inadequate skills is a key challenge today, up from 56% in 2014). 7 2018 Key Findings From Chaos to Confidence: Emerging Players, Emerging Technologies, Emerging Challenges More Challenging Environment: The challenges confronting innovative businesses are tough – and getting tougher – both externally and internally. There is a 13-point increase (now 67%) since 2014 in lack of sufficient funding, a 6-point increase (now 65%) in the inability to scale innovations to a wider market, an 8- point increase (now 64%) in lack of adequate talent/ skillsets, and a 14-point increase (now 64%) in the inability of businesses to take risks. Emerging markets such as Poland, South Africa, Malaysia and Saudi Arabia are experiencing the greatest increase in challenges. 8
  10. 10. Edelman Intelligence / © 2017 10 A deep dive on the findings
  11. 11. 11 Section One: Emerging Players • New Actors Driving Innovation • Emerging Confidence • Working in a Protectionist World Section Two: Emerging Technologies • The Potential of Additive • Maximizing the Return on Innovation (ROI) • Hype vs. Reality of Impact Section Three: Emerging Challenges • Future of Work • More Challenging Environment Contents
  12. 12. Edelman Intelligence / © 2017 12 sectionone: Emerging Players
  13. 13. Edelman Intelligence / general electric New Actors Driving Innovation 13 Executive Summary • Multinationals are now leading the innovation pack (+3 since 2014), while SMEs (-11 since 2014) and entrepreneurs (-3 since 2014) seem to have lost some of their innovation drive. In the Middle East and Asia especially, the private sector is becoming a more important driver of innovation while there is a decrease in governments driving innovation.
  14. 14. Since 2014 there has been a shift from small businesses and entrepreneurs driving innovation towards large enterprises and multinationals 14 22% 20% 19% 14% 11% 9% 3% 1% 11% 17% 22% 17% 12% 8% 2% 5% Small and medium companies (10 to 250 employees) Individual entrepreneurs and start-ups Multinational companies investing in your country Large enterprises (more than 250 employees) headquartered in your country Universities and research labs Government and public authorities at national level Public authorities at local level (region / city) State owned enterprises in your country (SoE) 2014 2018 Q3. Who do you think is driving innovation the most today in your country? Base business executives 2014: 3,309, business executives 2018: 2,090 Who is the main driver for innovation in your country? (Historical tracking data at a global level)
  15. 15. Globally, there is a decrease in SMEs driving innovation across markets 49% 36% 35% 26% 37% 30% 24% 30% 24% 22% 20% 22% 14% 17% 8% 9% 7% 19% 13% 8% 15% 10% 11% 9% 13% 5% Germany UK Sweden China France Canada South Africa USA Japan Global Toral Brazil Mexico South Korea 2014 2018 Who is the main driver for innovation in your country? (Historical tracking data on SME’s) Q3. Who do you think is driving innovation the most today in your country? Base business executives 2014: 3,309, business executives 2018: 2,090 [Full base sizes listed in the appendix] 15
  16. 16. 16 Europe has experienced a significant decrease in SMEs and entrepreneurs driving innovation 49% 36% 35% 37% 17% 8% 9% 19% Germany UK Sweden France 2014 2018 28% 19% 20% 13% 18% 10% 13% 8% Poland Sweden UK Germany (Historical tracking Individual entrepreneurs and start-ups)(Historical tracking SME’s) Q3. Who do you think is driving innovation the most today in your country? Base business executives 2014: 3,309, business executives 2018: 2,090 19% 10% 35% 21% Germany UK (Historical tracking large companies headquartered in your country) Germany and the UK have seen an increase in large companies driving innovation
  17. 17. 17 Who is the main driver for innovation in your country? (Historical tracking data on multinational companies) 17% 30% 25% 16% 20% 38% 35% 30% 28% 26% Turkey Nigeria Mexico South Africa Poland 2014 2018 Emergent economies have seen an increase in multinationals driving innovation Q3. Who do you think is driving innovation the most today in your country? Base business executives 2014: 3,309, business executives 2018: 2,090 [Full base sizes listed in the appendix]
  18. 18. 18 In Asian and Middle Eastern markets there has been a decrease in governments driving innovation Who is the main driver for innovation in your country? (Historical tracking data on government and public authorities at national level ) Decrease 33% 21% 23% 24% 25%24% 13% 12% 10% 9% UAE Malaysia China Turkey Saudi Arabia 2014 2018 Q3. Who do you think is driving innovation the most today in your country? Base business executives 2014: 3,309, business executives 2018: 2,090 [Full base sizes listed in the appendix]
  19. 19. Edelman Intelligence / general electric Emerging Confidence 19 Executive Summary • With the United States (-8) and Germany (-7) see a drop in championship status from 2014, Japan (+8) and China (+4) take more share. Asia (36+ since 2014) and emerging markets are gaining confidence, viewing themselves as more innovative than they did in 2014.
  20. 20. Over time, we see the US and Germany losing their share of championship status to Japan and China What is the country that you consider to be the leading innovation champion? Ranked by 2018 data 38% 12% 13% 15% 1% 4% 3% 1% 3% 1% 36% 13% 10% 16% 1% 4% 3% 0% 2% 1% 33% 17% 10% 10% 2% 4% 4% 1% 3% 3% 28% 21% 14% 9% 3% 3% 3% 2% 2% 2% USA Japan China Germany Sweden South Korea UK Canada India UAE 2013 2014 2016 2018 20 Q1. What is THE country that you consider to be the leading innovation champion? Base business executives 2013: 3,100, business executives 2014: 3,309, business executives 2016: 2,748, business executives 2018: 2,090 [Full base sizes listed in the appendix]
  21. 21. Only five countries are seen to have a very strong innovation conducive environment with the Innovation Champions leading the way For each of the following markets, how far would you say that they have developed as an innovation conducive environment? Percentage that have a strong innovation conducive environment (top 3 box) 76% 73% 65% 59% 53% 49% 46% 45% 45% 45% 43% 40% 36% 35% 34% 34% 31% 28% 27% 25% 24% 23% 20% 20% 20% 19% 18% 16% 13% 11% 10% 10% 21 Q2. For each of the following markets, how far would you say that they have developed an Innovation conducive environment? [Top 3 Box 8-10] Base business executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150
  22. 22. Emerging markets have seen the largest increase in how their ability to foster innovation is viewed 22 For each of the following markets, how far would you say that they have developed as an innovation conducive environment? Percentage increase from 2014 to 2018 Q2. For each of the following markets, how far would you say that they have developed an Innovation conducive environment? [Top 3 Box 8-10] Base business executives 2018: 2,090, business executives 2014: 3,309 [Full base sizes listed in the appendix] Russia 18% Australia 16% UAE 16% Saudi Arabia 16% Ireland 15% Poland 15% Italy 14% Mexico 13% France 13% Malaysia 13% Netherlands 12% Indonesia 12% Canada 11% Turkey 11% Singapore 11% China 10% Algeria 9% Switzerland 9% Vietnam 9% Kenya 9% Sweden 9% Nigeria 9% UK 9% Brazil 7% South Africa 7% South Korea 5% Japan 5% Finland 3% India 1% USA 0% Israel -1% Germany -5%
  23. 23. Business executives report increased satisfaction about their country’s ability to foster innovation 23 For your own market, how far would you say that you have developed as an innovation conducive environment? Percentage that feel they have a strong innovation conducive environment (top 3 box) Q2. For each of the following markets, how far would you say that they have developed an Innovation conducive environment? [Top 3 Box 8-10] Base business executives 2014: 3,309, business executives 2018: 2,090 24% 28% 14% 7% 32% 23% 18% 7% 21% 73% 67% 43% 35% 58% 49% 44% 30% 44% China India Brazil Malaysia Canada Mexico Indonesia Poland Turkey 2014 2018 40% 40% 36% 30% 11% 72% 53% 20% 26% 7% 41% 77% 61% 61% 56% 48% 28% 85% 59% 24% 27% 8% 38% 65% UAE UK France Global Total Saudi Arabia USA Sweden South Africa South Korea Nigeria Japan Germany
  24. 24. Asian markets have seen the biggest increase in the way they evaluate how innovation conducive their country is 24 For your own market, how far would you say that you have developed as an innovation conducive environment? Percentage that have a strong innovation conducive environment (top 3 box) Q2. For each of the following markets, how far would you say that they have developed an Innovation conducive environment? [Top 3 Box 8-10] Base business executives 2014: 3,309, business executives 2018: 2,090 49% 39% 29% 28% 26% China India Brazil Malaysia Indonesia Top 5 increases 2014 to 2018 On average Asian countries see a 34% increase in how they evaluate their ability to foster innovation
  25. 25. Asia LATAM Africa Africa to China A relationship of trade and investment 41% of business leaders in Africa see China as the innovation champion. Chinese companies are investing in Africa and it is now the country’s biggest economic partner. Europe (Inward Looking) North America (Inward Looking) LATAM to Japan A relationship of trade and investment 33% of business executives in LATAM believe Japan is the innovation champion, and with Japan investing heavily in the region this relationship aligns. Asia & the US An aspirational relationship Asia looks to the USA, with 34% of business executives viewing them as the innovation champion (64% in China). Europe A self-serving relationship Europe sees countries within the continent as being key innovation champions (Germany 12%, Sweden 10%, UK 6%). However 22% of business executives in Europe look to the US as champions and 19% of executives look to Japan. The US A confident view The US believes the US is the innovation champion (61%). Q1. What is THE country that you consider to be the leading innovation champion? Base business executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150 Base business executives: 2,090 25 Innovation influence becomes multipolar; China and Japan become aspirational
  26. 26. 0 1 0 1 26 Countries see themselves as being more innovation conducive than they are perceived by others Global Evaluation /10 Self-evaluation /10 The exceptions to this are countries like Japan and South Korea that are thought to be more innovation conducive by others than themselves. Countries that view themselves more positively than other countries do (overly confident) Countries that view themselves more negatively than other countries do (under confident) GlobalEvaluationofinnovationconducive environments/10 Self-evaluation of innovation conducive environments /10 USA China India Germany UAE UK Canada Sweden France Mexico Indonesia Brazil Japan Turkey Malaysia South Korea Poland Saudi Arabia South Africa Nigeria Q2. For each of the following markets, how far would you say that they have developed an Innovation conducive environment? [Top 4 Box 7-10] Base business executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150
  27. 27. 27 The top five innovation conducive countries have the five largest GDPs 0% 10% 20% 30% 40% 50% 60% 70% 80% $0 $5,000,000,000,000 $10,000,000,000,000 $15,000,000,000,000 $20,000,000,000,000 USA China Japan Germany UK France India Canada South Korea Switzerland Italy Brazil Russia Mexico Nigeria Singapore Sweden Australia UAE Saudi Arabia %ofinnovationconduciveenvironment(Q2) GDP (Gross Domestic Product $) Q2. For each of the following markets, how far would you say that they have developed an Innovation conducive environment? [Top 3 Box 8-10] Base business executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150 // GDP from the World Bank Innovation Champions
  28. 28. 28 0% 10% 20% 30% 40% 50% 60% $0.00 $500,000,000,000.00 $1,000,000,000,000.00 $1,500,000,000,000.00 $2,000,000,000,000.00 $2,500,000,000,000.00 $3,000,000,000,000.00 France India Canada South Korea Switzerland Italy Brazil Russia Mexico Nigeria Singapore Sweden Australia UAE Saudi Arabia IndonesiaTurkey The Netherlands Finland Israel Ireland Malaysia Poland South Africa Vietnam Kenya Algeria Singapore, Switzerland and Sweden are outliers when comparing their lower GDPs to their higher innovation conducive status %ofinnovationconduciveenvironment(Q2) Q2. For each of the following markets, how far would you say that they have developed an Innovation conducive environment? [Top 3 Box 8-10] Base business executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150 // GDP from the World Bank GDP (Gross Domestic Product $) These countries fall short of achieving on innovation status in comparison to their GDP Singapore, Switzerland and Sweden are innovation conducive outliers when compared with GDP
  29. 29. Edelman Intelligence / general electric Working in a Protectionist World 29 Executive Summary • Global executives want the best of both worlds: on one hand they want the benefits of protectionist policies on domestic businesses and jobs, and on the other hand, they want the benefits of globalization and open markets. • A small majority of global executives (55%) believe protectionist policies benefit businesses within their country and 73% believe it is good for the workforce. However, 68% globally believe their government cannot keep up with the pace of change and 22% (of those that prefer protectionism) see multinationals as the drivers of innovation.
  30. 30. Globally, a small majority of business executives think that protectionist policies towards innovation would benefit the business sector 30 Q6. There have recently been discussions about the potential impact of protectionist politics and policy on innovation and businesses. Out of the statements below related to protectionism, which do you agree with the most? Base business executives: 2,090 55% of business executives think that if the government had protectionist policies towards innovation it would benefit the business sector. 55% 45% Pro-protectionism Anti-protectionism
  31. 31. If the government had a political protectionist stance on innovation in my country it would be beneficial to businesses 71% 65% 63% 63% 63% 61% 60% 58% 57% 56% 56% 55% 53% 53% 51% 51% 51% 49% 47% 43% 39% UAE Sweden India France Saudi Arabia Indonesia Malaysia UK Mexico Turkey Canada Global Average Japan USA Nigeria Brazil China Germany South Korea Poland South Africa 31 Only 4 countries had a majority that felt a protectionist stance to innovation would not be beneficial to business Q6. There have recently been discussions about the potential impact of protectionist politics and policy on innovation and businesses. Out of the statements below related to protectionism, which do you agree with the most? Base business executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150 The majority of business leaders believe a political protectionist stance on innovation would be beneficial to business at a national level
  32. 32. The majority of business executives agree that regulations around privacy and data are stifling innovation 69% 29% 2% Regulations around privacy and data protection are preventing businesses from adopting more radical/transformative innovations Q5. How much do you agree or disagree with the following statements? Regulations around privacy and data protection are preventing businesses from adopting more radical / transformative innovations. Base business executives: 2,090, Pro-protectionism: 1,153, Anti-protectionism: 937 Agree Disagree Pro-protectionism Anti-protectionism 70% 28% 2% 68% 30% 2% Agree Disagree Don’t know Don’t know Don’t know Agree Disagree 32
  33. 33. And business leaders feel regulations around privacy and data protection are stifling innovation more so than two years ago 49% 55% 65% 60% 61% 63% 61% 65% 55% 66% 74% 61% 69% 65% 73% 76% 79% 85% 69% 79% 70% 74% 80% 73% 73% 75% 67% 70% 60% 69% 75% 75% 60% 66% 61% 69% 71% 72% 77% 56% 65% 2016 2018 Q5. How much do you agree or disagree with the following statements? Base business executives 2016: 2,748, business executives 2017: 2,090 [Full base sizes listed in the appendix] Regulations around privacy and data protection are preventing businesses from adopting more radical / transformative innovations NET: Agree 2016datanotavailable Increase Decrease
  34. 34. The private sector is seen as driving innovation as governments can’t cope with the pace of innovation 34 68% 31% 2% In my country, the government is not able to regulate innovation as the system cannot keep up with the pace of innovation Q5.4 How much do you agree or disagree with the following statements? In my country the government is not able to regulate innovation as the system cannot keep up with the pace of innovation. Base business executives: 2,090 , Pro-protectionism: 1,153, Anti-protectionism: 937 Agree Disagree Don’t know Pro-protectionism Anti-protectionism 64% 34% 2% 72% 26% 2% Agree Disagree Don’t know Don’t know Agree Disagree
  35. 35. The majority of business executives across 20 markets feel that the government cannot keep up with the pace of innovation Q5. How much do you agree or disagree with the following statements? Q5_D. In my country the government is not able to regulate innovation as the system cannot keep up with the pace of innovation. Base business executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150 91% 86% 80% 78% 77% 76% 74% 71% 71% 68% 68% 67% 66% 66% 65% 59% 55% 55% 55% 51% 41% Brazil Mexico South Korea Poland Japan UK Nigeria France South Africa Global Average Turkey Germany Sweden USA India Indonesia China Malaysia Saudi Arabia Canada UAE In my country the government is not able to regulate innovation as the system cannot keep up with the pace of innovation. 35
  36. 36. And this opinion remains consistent across pro or anti- protectionist business executives Q5. How much do you agree or disagree with the following statements? Q5D. In my country the government is not able to regulate innovation as the system cannot keep up with the pace of innovation. Base business executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150 [Pro-protectionism / Anti- protectionism base sizes too small for media] 92% 84% 79% 71% 75% 79% 76% 70% 67% 64% 58% 65% 69% 67% 61% 53% 46% 42% 54% 46% 39% 91% 88% 81% 83% 79% 71% 72% 73% 74% 72% 80% 69% 61% 65% 73% 68% 65% 75% 57% 57% 48% Brazil Mexico South Korea Poland Japan UK Nigeria France South Africa Global average Turkey Germany Sweden USA India Indonesia China Malaysia Saudi Arabia Canada UAE Pro Protectionsism Anti Protectionism In my country the government is not able to regulate innovation as the system cannot keep up with the pace of innovation: (NET AGREE) -1 +4 +2 +12 +4 -8 -4 +3 +7 +8 +22 +4 -8 -2 +12 +15 +9 +33 +3 +11 +9 Difference in pro-protectionism / anti-protectionism results
  37. 37. Businesses are not just seen as the actors currently driving innovation, but also as the actors that should drive innovation 37 Q.5C How much do you agree or disagree with the following statements? Business should be the main driver of the innovation agenda, not governments. Base business executives: 2,090, Pro-protectionism: 1,153, Anti-protectionism: 937 Almost 9 in 10 business executives think that businesses rather than governments should be the main drivers of the innovation agenda in their countries 86% GovernmentBusiness 12 % 85% GovernmentBusiness 13 % 87% GovernmentBusiness 11 % Pro-protectionism Anti-protectionism
  38. 38. Why do you think protectionism would have a beneficial effect on businesses in your country? Q7. Out of the reasons below, why do you think protectionism would have a beneficial effect on businesses in your country? Base business executives who are pro- protectionism: 1,153 +5 -1 - 1 +2 = + 1-3 = = NEW ENTRANTS-6 +1 + 1 +1 35% 60% 73% 86% It provides government control (NET) It fosters ideas domestically (NET) It is positive for jobs and the workforce (NET) It gives domestic businesses a competitive edge (NET) 38 There are multiple reasons why protectionism would have a benefit on businesses, but key drivers are workforce and giving businesses a competitive edge
  39. 39. The negatives of protectionism are also multifaceted with barriers to creativity and to investment being key Why do you think protectionism would have a negative effect on businesses in your country? Q8. Out of the reasons below, why do you think protectionism would have a negative effect on businesses in your country? Base business executives who are anti- protectionism: 937 +5 -1 - 1 +2 = + 1-3 = NEW ENTRANTS-6 +1 + 1 +1 35% 59% 63% 69% 74% It reduces our ability to attract talent from foreign countries (NET) It hinders ideation (NET) It reduces competitiveness (NET) It creates barriers to investment (NET) It gives government too much control (NET) 39
  40. 40. Generally, pro-protectionist respondents think more positively about the state of innovation than anti-protectionist business executives 40 See more countries as innovation conducive environments More likely to say they have a clear innovation strategy See the government and national bodies as the main drivers and funders for innovation Think they perform well against innovation success criteria See more innovations creating ‘hype’ and having transformative potential Pro-protectionism respondents: The optimists See business as the main driver and funder for innovation Think that the government is not able to regulate innovation effectively Think to a lesser degree that they have a clear innovation strategy See less countries as innovation conducive environments Anti-protectionism respondents: The realists
  41. 41. Edelman Intelligence / © 2017 41 Protectionism attitudes impact business executives’ perceptions of innovation
  42. 42. Depending on the stance towards protectionism, business executives select different stakeholders as the main driver for innovation 42 22% 17% 14% 13% 10% 9% 6% 6% 2% 22% 18% 21% 10% 6% 12% 3% 5% 2% Multinational companies Large enterprises Individual entrepreneurs/ start-ups Universities and research labs Government at a national level SME's State owned enterprises International organisations Public authorities at a local level Pro Protectionsism Anti Protectionism Q3. Who do you think is driving innovation the most today in your country? Base business executives who are pro-protectionism: 1,153, business executives who are anti-protectionism: 937 Those who favor protectionism are more likely to feel that state-owned enterprises are driving innovation. However, those who are anti-protectionism are more likely to see individual entrepreneurs/ start-ups and SMEs as driving innovation.
  43. 43. Similarly, this is reflected in who business executives believe is funding innovation in their country 43 24% 17% 16% 12% 8% 7% 6% 6% 4% 28% 17% 14% 17% 5% 5% 5% 5% 3% Multinational companies Large enterprises Government at a national level Individual entrepreneurs/ start-ups State owned enterprises International organisations Universities and research labs SME's Public authorities at a local level Pro Protectionsism Anti Protectionism Q4. Who do you think is funding innovation the most today in your country? Base business executives who are pro-protectionism: 1,153, business executives who are anti-protectionism: 937 Those who favor anti-protectionism are more likely to feel multinational companies and individual entrepreneurs/ start-ups are funding innovation in their country.
  44. 44. Edelman Intelligence / © 2017 44 sectiontwo: Emerging Technologies
  45. 45. Edelman Intelligence / general electric The Potential of Additive 45 Executive Summary • Global executives are excited about the potential of 3D printing, saying it will have a positive impact (63%), increase creativity (91%) and get goods to market faster (89%). At the same time, 53% believe 3D printing has yet to reach its full potential, requiring more education and reassurance.
  46. 46. The majority of business executives believe 3D printing’s impact will be mostly positive for businesses in their country 46 Q13. We would now like to ask you about 3D (3-dimensional) printing and the impact you think this might have on businesses in your country. Do you think 3D (3- dimensional) printing is beneficial or could have a negative impact on businesses? Base Business Executives: 2,090 63% 31% 4%3% I think 3D printing will have a positive impact on businesses in my country I think 3D printing will have both a positive and negative impact on businesses in my country I think 3D printing will have a negative impact on businesses in my country Don't know
  47. 47. Benefits include increased creativity, speed to market, lower costs, competitive advantage and improved CO2 footprint 47 Q14. Imagine 3D printing has become a reality in your country with business and industries adopting it. How far do you agree or disagree with the following statements? Base Business Executives: 2,090 =80% 81% 83% 89% 91% Beneficial for the environment and reduce CO2 in manufacturing Businesses that invest in 3D printing will leave other businesses behind Reduce the costs of goods making them more affordable Enable goods to get to market faster Allow businesses to be more creative in the products and goods they can create
  48. 48. South Africa (73%), Sweden (70%) Benefits of 3D printing do vary at a country level 48 Reduce the costs of goods making them more affordable (83%) Turkey (96%), Brazil (95%), India (90%) Beneficial for the environment and reduce CO2 in manufacturing (80%) Indonesia (95%), China (93%), Malaysia (93%), Brazil (89%), India (89%) Germany (68%), South Korea (67%), Japan (66%) Businesses that invest in 3D printing will leave other businesses behind (81%) Saudi Arabia (94%), China (91%), Malaysia (89%), Turkey (89%) Germany (72%), Sweden (71%), Indonesia (71%), Canada (69%) Q14. Imagine 3D printing has become a reality in your country with business and industries adopting it. How far do you agree or disagree with the following statements? [Net: Agree] Base business executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150
  49. 49. Only 4 in 10 business executives are very familiar with 3D printing 49Q11. Are you familiar with 3D (3-dimensional) printing and what it is? Base Business Executives: 2,090 41% Are very familiar with 3D printing Yes, I am very familiar with 3D printing (41%) Yes, but I am only somewhat familiar with 3D printing (52%) No, I am not familiar with 3D printing (6%) Don’t know (1%) With only 4 in 10 business executives being very familiar with 3D printing, there is work to be done to encourage the majority of business executives to become more familiar and therefore adopt 3D printing.
  50. 50. However, a majority of business executives believe 3D printing has yet to realize its full potential. 50Q12. How mature would you say the 3D (3-dimensional) printing industry is in your country. Base Business Executives: 2,090 5%14% 3D printing has already had an impact on businesses 21% 3D printing is talked about, but isn't a reality yet 3D printing isn't being talked about 27% 32% 3D printing is starting to become a reality but won't impact businesses for several years 3D printing has become a reality that is impacting businesses 53% say 3D printing hasn’t reached its full potential yet
  51. 51. Outside of larger countries with strong manufacturing industries, most do not believe 3D printing has made an impact yet in their country 69% 68% 66% 61% 60% 58% 57% 55% 54% 54% 53% 52% 52% 50% 50% 49% 46% 45% 44% 40% 31% 27% 29% 33% 34% 31% 31% 41% 34% 41% 37% 41% 44% 42% 46% 34% 48% 48% 55% 48% 53% 61% South Africa South Korea Poland Indonesia Saudi Arabia Canada Brazil Japan Turkey UK Global Total Germany France Malaysia Nigeria Mexico UAE China Sweden USA India Being talked about Having an impact Q12. How mature would you say the 3D (3-dimensional) printing industry is in your country? Base Business Executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150 How mature would you say the 3D (3-dimensional) printing industry is in your country? India stands out as a key market where business executives state that 3D printing is having a much greater impact than it is being talked about. 51
  52. 52. Globally, the high-tech /IT and manufacturing sectors are most likely to see the impact of 3D printing 52 52% 43% 43% 42% 41% 40% 40% 39% 36% 35% 34% High-tech / IT Manufacturing (Other) FMCG Electronics Total Industrial Products Energy related Health related Professional services / Business services Telecoms / Internet Automotive / transport / logistics 3D printing is having an impact in my country Sectors above average Sectors below average Q12. How mature would you say the 3D (3-dimensional) printing industry is in your country. Base Business Executives: 2,090
  53. 53. 53 Innovation Achievers more readily recognize the positive impact of 3D printing in their country
  54. 54. The positive impact of 3D printing is recognized more by innovation Achievers 54 Q13. Do you think 3D (3-dimensional) printing is beneficial or could have a negative impact on businesses? Base business executives 2018: 2,090, innovations winners: 709, innovation losers: 693. Innovation Achievers are more likely to see the benefit of 3D printing in their country, with almost 7 in 10 innovation Achievers agreeing to the statement. 54% 68% 3D printing will have a positive impact on business in my country: Innovation non- achievers Innovation achievers +14
  55. 55. Edelman Intelligence / general electric Maximizing the Return on Innovation 55 Executive Summary • Globally, 40% of innovations are having a positive impact on the bottom line. What’s the secret to success for these “innovation achievers”? They’re taking a more measured approach. • Businesses are waiting to perfect and test their innovation before launch rather than getting to market quickly—a 10-point jump since 2016 (now 65%). Innovation achievers also are more willing to wait for long-term ROI for breakthrough innovation (84%) and have a clear structure and process in place to measure that return (50% vs. 43%).
  56. 56. 56 40% of innovations over the last five years have had a positive impact on business’s bottom line Q23 - Mean(Including Zero) Summary - What percentage of your company’s innovations over the past 5 years do you think have fallen into the following categories? Base business executives 2018: 2,090 40% 25% 20% 15%60% of innovations over the last five years have not resulted in a positive impact on the bottom line A success that positively impacted the bottom line and improved our position in the market A success that improved our position in the market but did not positively impact our bottom line A failure that provided useful learnings for future innovations A failure that did not provide any useful learnings for future innovations
  57. 57. 57 22% of business executives have seen up to half of their innovations positively impact their bottom line over the last five years Q23 - Mean(Including Zero) Summary - What percentage of your company’s innovations over the past 5 years do you think have fallen into the following categories? Base business executives 2018: 2,090
  58. 58. However, ROI success varies across the globe with France claiming the highest achievement and Japan claiming the lowest 58Q23. Mean (Including Zero) Summary - What percentage of your company’s innovations over the past 5 years do you think have fallen into the following categories? Base 0-25% 693, 26-49% 688, 50-100% 709. [Full base sizes listed in the appendix] Mean scores: • Below 50 • 50 - 59 • 60 - 69 • 70 or above What percentage of your company’s innovations over the past 5 years do you think have been a success that positively impacted the bottom line and improved our position in the market? Percentage of ROI that is more than 50 percent
  59. 59. 59 We dug deeper and looked at The Achievers and Non-Achievers to see what differentiated them 0-25% 26-49% 50-100% The Non-Achievers The Achievers Business executives whose average % of their company’s innovations have positively impacted their bottom line over the last 5 years Q23 - Mean(Including Zero) Summary - What percentage of your company’s innovations over the past 5 years do you think have fallen into the following categories? Base business executives 2018: 2,090. Base 0-25% 693, 26-49% 688, 50-100% 709.
  60. 60. What makes a business a ROI Achiever? 60 They know how key digitalization is to innovation success They focus on measurement They are thinking about long-term strategies They are more cautious in their approach to innovation Business executives that say 50-100% of their company’s innovations have positively impacted their bottom line over the last 5 years
  61. 61. Achievers are using data effectively and integrating digital capabilities into the business model 61 They know how key digitalization is to innovation success 78% 78% 77% 37% 88% 86% 84% 54% To harness and use data in effective ways to make informed business decisions (% perform well) To have a data security program in place to mitigate against any risks of losing data, data breaches or being hacked (% perform well) To put digital capability at the core of their business model (% perform well) Digitalization has made it much easier and efficient for us to measure our return on investment (% agree) Non-Achievers Achievers Q23 – Mean (Including Zero) Summary - What percentage of your company’s innovations over the past 5 years do you think have fallen into the following categories? Base business executives 2018: 2,090. Base 0-25% 693, 26-49% 688, 50-100% 709. Table Q17 How does your company currently perform against these success criteria? Q22 - Which of the below statements represent your attitudes to measuring the return on investment of innovation at your company? Base business executives 2018: 2,090
  62. 62. Achievers are more likely to focus on demonstrating the value to investors, clients and users, and measure the successes of their innovations 62 They know how key measurement is to innovation success 80% 40% 35% 88% 46% 41% To demonstrate the value of their innovations to clients and users (% perform well) We have to measure the impact of innovation on business performance to get further investment and funding (% agree) We have measurement frameworks in place to keep our investors happy (% agree) Non-Achievers Achievers Q23 – Mean (Including Zero) Summary - What percentage of your company’s innovations over the past 5 years do you think have fallen into the following categories? Base business executives 2018: 2,090. Base 0-25% 693, 26-49% 688, 50-100% 709. Q17 How does your company currently perform against these success criteria? Q22 - Which of the below statements represent your attitudes to measuring the return on investment of innovation at your company? Base business executives 2018: 2,090
  63. 63. Achievers are more cautious and measured in their approach to innovation 63 They know how key being cautious is to innovation success 63% 58% 74% 72% To protect the core business as much as possible, so it continues to generate the profitability needed to support Research & Innovation efforts (% agree) To wait to perfect and test the innovation before launch, in order to make sure the customer is completely satisfied from the start (% agree) Non-Achievers Achievers Q23 – Mean (Including Zero) Summary - What percentage of your company’s innovations over the past 5 years do you think have fallen into the following categories? Base business executives 2018: 2,090. Base 0-25% 693, 26-49% 688, 50-100% 709. Q16. On a scale from 1 to 10, how crucial do you think the following elements are for a company to be able to innovate successfully? Q24A - Now we are going to present different views on the ideal innovation process. For each you will be shown two options. We would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Base business executives 2018: 2,090c When innovating, it is best… When innovating, it is best…
  64. 64. In 2018, a more cautious approach to innovation is favored globally rather than getting to market quickly 64 Q24. Now we are going to present different views on the ideal innovation process. For each you will be shown two options. We would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Sometimes you may feel your opinion sits in the middle, but please try to select the one which you believe is the most critical. [Top 3 Box 8 - 10] Base business executives 2016: 2,748, business executives 2018 2,090 When innovating, it is best... (19 markets no UK) 45% 55% 35% 65% To get to market as quickly as possible to keep an edge on competition even if this means having an imperfect product or service and improving it along the way To wait to perfect and test the innovation before launch in order to make sure the customer is completely satisfied from the start 2016 2018 2016 2018 -10 +10
  65. 65. This increased slow and steady approach is happening across most countries 65 Q24. For each of the following markets, how far would you say that they have developed an Innovation conducive environment? [Top 3 Box 8-10] Base business executives 2016: 2,748, business executives 2018: 2,090 [Full base sizes listed in the appendix] 50% 60% 51% 34% 61% 53% 68% 55% 53% 49% 62% 47% 66% 68% 51% 55% 49% 55% 54% 63% 73% 78% 66% 49% 73% 64% 78% 65% 63% 59% 71% 66% 74% 75% 58% 61% 65% 60% 54% 56% 67% 2016 2018 When innovating, it is best... To wait to perfect and test the innovation before launch in order to make sure the customer is completely satisfied from the start Ranked by 2016 to 2018 difference Increase Decrease 2016datanotavailable
  66. 66. In 2018 it is more important to protect the core business as much as possible and look at the long term impact of innovating 66 Q24. Now we are going to present different views on the ideal innovation process. For each you will be shown two options. We would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Sometimes you may feel your opinion sits in the middle, but please try to select the one which you believe is the most critical. [Top 3 Box 8 - 10] Base business executives 2016: 2,748, business executives 2018 2,090 When innovating, it is best... (19 markets no UK) 65% 35% 69% 31% To protect the core business as much as possible, so it continues to generate the profitability needed to support Research & Innovation efforts To bring innovative products and/or services to market as fast as possible without worrying about the short-term impact it can have on the core business 2016 2018 2016 2018 -4 +4
  67. 67. At a country level, business executives are focusing on protecting their core business as much as possible 67 Q24. For each of the following markets, how far would you say that they have developed an Innovation conducive environment? [Top 3 Box 8-10] Base business executives 2016: 2,748, business executives 2018: 2,090 [Full base sizes listed in the appendix] 67% 56% 64% 52% 62% 66% 57% 65% 72% 77% 76% 65% 63% 61% 72% 76% 59% 65% 65% 63% 85% 72% 78% 64% 72% 75% 66% 69% 89% 80% 79% 68% 66% 60% 70% 73% 55% 58% 55% 49% 67% 2016 2018 When innovating, it is best... To protect the core business as much as possible, so it continues to generate the profitability needed to support Research & Innovation efforts Ranked by 2016 to 2018 difference Increase Decrease 2016datanotavailable
  68. 68. Achievers are also more prepared to strategically work towards a long-term return on investment 68 They know how key long-term strategy is to innovation success 75% 76% 66% 84% 84% 75% To be ready to accept a long-term return on investment to allow for breakthrough innovation (% perform well) To follow the long-term business strategy towards innovation rather than focus on current innovation trends that have little meaningful impact (% perform well) To create innovations that prioritise a long-term societal or environmental benefit (% agree) Non-Achievers Achievers Q23 – Mean (Including Zero) Summary - What percentage of your company’s innovations over the past 5 years do you think have fallen into the following categories? Base business executives 2018: 2,090. Base 0-25% 693, 26-49% 688, 50-100% 709. Q17 - How does your company currently perform against these success criteria? Q24C - Now we are going to present different views on the ideal innovation process. For each you will be shown two options. We would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Base business executives 2018: 2,090
  69. 69. 69 The Achievers are seeing a positive impact on their bottom line as they are more likely to strategize and measure ROI
  70. 70. 70 Those with a higher rate of ROI success are more likely to have a clear innovation strategy and measure their ROI Q19. Does your company have a clear innovation strategy? Base business executives 2018: 2,090 Q20. Do you measure the contribution of innovation to your business performance? Base business executives 2018: 2,090 Q23 – Mean (Including Zero) Summary - What percentage of your company’s innovations over the past 5 years do you think have fallen into the following categories? Base 0-25% 693, 26-49% 688, 50-100% 709. My company does have a clear innovation strategy (top 3 box) 42% 61% Non-Achievers Achievers 43% 59% Non-Achievers Achievers I do measure the contribution of innovation to my business performance (top 3 box)
  71. 71. 71 And the Achievers are measuring their ROI in different ways: a clearer structure of how to report and measuring factors other than profit Having a clear process and structure in place to measure innovation across various parts of the business or have innovation teams report directly to the CEO. 43% 50% Non-Achievers Achievers 41% 50% Non-Achievers Achievers Measuring factors other than revenue, such as reputation of the company, the outcome of the service, customer adoption rates or impact at a societal level to decide which product or service should be funded or not funded (% agree) Q23 – Mean (Including Zero) Summary - What percentage of your company’s innovations over the past 5 years do you think have fallen into the following categories? Base 0-25% 693, 26-49% 688, 50-100% 709 Q21.Thinking more about measuring the contribution of innovation to your business performance, [ONLY SHOW IF 2-10 AT Q20: what do you do to measure this contribution, if anything, and] what do you think you should be doing? Base business executives 2018: 2,090
  72. 72. 72 When it comes to policy, innovation Achievers are more likely to favor anti-protectionist policies
  73. 73. Despite a general leaning towards protectionism, innovation Achievers are more likely to favor anti-protectionism policies around innovation 73Q6. There have recently been discussions about the potential impact of protectionist politics and policy on innovation and businesses. Out of the statements below related to protectionism, which do you agree with the most? Base business executives 2018: 2,090, innovations winners: 709, innovation losers: 693. 59% 41% 51% 49% If the government had a political protectionist stance on innovation in my country it would be beneficial to businesses If the government had a political protectionist stance on innovation in my country it would have a negative impact on businesses Non-Achievers Achievers -8 +8 Pro-protectionism Anti-protectionism
  74. 74. The key reasons for this are perceived barriers to innovation and too much government control 74Q8. Out of the reasons below, why do you think protectionism would have a negative effect on businesses in your country? Base business executives 2018: 2,090, innovations winners: 709, innovation losers: 693. Why do you think protectionism would have a negative effect on businesses in your country? 52% 53% 39% 38% It gives the government too much control It is less appealing to foreign investment which would slow down the pace of innovation Non-Achievers Achievers Innovation Achievers are more likely to think that protectionism policies would slow down the pace of innovation due to less foreign investment, and it would give the government too much control – significantly more so than innovation losers.
  75. 75. Edelman Intelligence / general electric Hype vs. Reality of Impact 75 Executive Summary • Hype around certain technologies does not always equate to transformative impact. In fact, global executives believe that many under-hyped technologies will have a transformative impact, including energy grids (74% say it will bring transformative change to their country), virtual healthcare (68%) and smart cities (71%).
  76. 76. AI, IoT, Fintech and 3D printing are receiving the most hype globally 76 Q9.When we talk about innovation “hype”, we mean hot topics or trends that are being widely discussed but aren’t necessarily having an impact yet. Out of the innovations listed below, please rate each based on how much “hype” they are creating in your country today. Base Business Executives: 2,090 71% 70% 69% 68% 67% 66% 65% 64% 62% 62% 62% 57% Artificial and machine intelligence Internet of Things Financial technology and currency 3D printing Augmented Reality/ Virtual reality Big data and analytics Smart energy grids Nanotechnology Driverless transport Smart cities Electrification of the transport system Virtual healthcare diagnosis How much “hype” are they are creating in your country today? (NET hype) 65% average hype
  77. 77. Yet several other innovations are viewed to be just as transformative and impactful as those receiving the most hype 77 Q10. Next, please rate each of these innovations in terms of how much impact and transformative change they will bring to your country. Base Business Executives: 2,090 How much impact and transformative change will they bring to your county? (NET impact) 74% 71% 70% 69% 68% 71% 74% 72% 68% 71% 72% 68% Artificial and machine intelligence Internet of Things Financial technology and currency 3D printing Augmented Reality/ Virtual reality Big data and analytics Smart energy grids Nanotechnology Driverless transport Smart cities Electrification of the transport system Virtual healthcare diagnosis 71% average impact
  78. 78. The potential impact of smart energy grids, smart cities, electrification of transport and virtual healthcare significantly exceeds their hype 78 Q9.When we talk about innovation “hype”, we mean hot topics or trends that are being widely discussed but aren’t necessarily having an impact yet. Out of the innovations listed below, please rate each based on how much “hype” they are creating in your country today. Base Business Executives: 2,090. Q10. Next, please rate each of these innovations in terms of how much impact and transformative change they will bring to your country. Base Business Executives: 2,090 How much “hype” are they are creating in your country today? (NET hype) How much impact and transformative change will they bring to your county? (NET impact) 71% 70% 69% 68% 67% 66% 65% 64% 62% 62% 62% 57% 74% 71% 70% 69% 68% 71% 74% 72% 68% 71% 72% 68% Artificial and machine intelligence Internet of Things Financial technology and currency 3D printing Augmented Reality/ Virtual reality Big data and analytics Smart energy grids Nanotechnology Driverless transport Smart cities Electrification of the transport system Virtual healthcare diagnosis
  79. 79. 79 Looking by country, we see different innovations offering a strong future impact Brazil Canada ChinaFrance Germany India Indonesia Japan Malaysia Mexico Nigeria Poland Saudi Arabia South Africa Sweden Turkey UAE UK USA South Korea Q10. Next, please rate each of these innovations in terms of how much impact and transformative change they will bring to your country. Base Business Executives: 2,090
  80. 80. 3D printing Artificial and machine intelligence Augmented Reality/ Virtual reality Big data and analytics Driverless transport Electrification of the transport system Financial technology and currency Internet of Things Nanotechnology Smart cities Smart energy grids Virtual healthcare diagnosis 80 There is a job to be done to raise awareness of the importance of smart cities, smart energy grids and electrification of the transport system Less Hype, Stronger Impact INNOVATIONIMPACT INNOVATION HYPE Q9. When we talk about innovation “hype”, we mean hot topics or trends that are being widely discussed but aren’t necessarily having an impact yet. Out of the innovations listed below, please rate each based on how much “hype” they are creating in your country today. Base Business Executives: 2,090. Q10. Next, please rate each of these innovations in terms of how much impact and transformative change they will bring to your country. Base Business Executives: 2,090 Less Hype, Weaker Impact More Hype, Stronger Impact More Hype, Weaker Impact
  81. 81. Q9.When we talk about innovation “hype”, we mean hot topics or trends that are being widely discussed but aren’t necessarily having an impact yet. Out of the innovations listed below, please rate each based on how much “hype” they are creating in your country today. Base Business Executives: 2,090 Q10. Next, please rate each of these innovations in terms of how much impact and transformative change they will bring to your country. Base Business Executives: 2,090 There are two innovations that stand out regarding their innovation impact and/or hype potential For Smart Energy Grids, meaning “advanced energy infrastructures that distribute energy on a grid system and can integrate renewable energy with non-renewable energy sources, we observe a discrepancy between ‘hype’ and ‘impact’. Although the innovation does not generate a lot of hype, innovation executives expect an impact. Artificial Intelligence (AI), defined as “the ability of machines and software to harness large amounts of data to do tasks, to make decisions and find solutions”, sees itself at the top position throughout the different markets. For both ‘hype’ and ‘impact’, a majority of countries are ranking AI among the highest four innovations in both categories. Hype Impact ImpactHype
  82. 82. Edelman Intelligence / © 2017 82 sectionthree: Emerging Challenges
  83. 83. Edelman Intelligence / general electric Future of Work 83 Executive Summary • The workforce is considered the most crucial element to innovation success in most markets, yet skills gaps continue to be a top concern among businesses. Nearly 3 in 4 (74%) global executives believe a lack of skills is an issue facing their industry—a challenge that has increased over time (64% say a lack of talent/inadequate skills is a key challenge today, up from 56% in 2014).
  84. 84. The impact of automation and pace of change have led to a real skills gap – 3 in 4 innovation executives believe a lack of skills is an issue their industry is facing 84 5% 19% 43% 31% Strongly disagree Somewhat disagree Somewhat agree Strongly agree 2018 Q5B. How much do you agree or disagree with the following statements? There is currently a skills gap in my industry. Base business executives: 2,090 There is currently a skills gap in my industry Level of agreement is consistent across sectors (74%)
  85. 85. 85 Q25.Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? Base business executives 2014: 3,309, business executives 2016: 2,748, business executives 2018: 2,090 56% 60% 64% Do you consider the following a key challenge restricting your business’s ability to innovate efficiently? A lack of talent / inadequate skill set 2016 2018 2014 NET: A challenge This challenge only seems to be growing for business executives - finding the right talent and skill sets is apparently restricting business’s ability to innovate efficiently +8 ppt
  86. 86. Business executives are increasingly recognizing that robotics and automation will radically transform the job market 86 2% 9% 43% 44% 2% 7% 30% 59% Strongly disagree Somewhat disagree Somewhat agree Strongly agree 2016 2018 Q5E. How much do you agree or disagree with the following statements? In the next 10 years, technological developments such as robotics and automation are going to radically transform the job market and nature of work. Base business executives 2016: 2,748, business executives 2018 2,090 In the next 10 years, technological developments, such as robotics and automation are going to radically transform the job market and nature of work (19 markets no UK)
  87. 87. And the potential effects of a shift to automation has seen the largest increase in emerging markets 87 Q5. How much do you agree or disagree with the following statements? In the next 10 years, technological developments such as robotics and automation are going to radically transform the job market and nature of work. [NET: Agree Top 2 Box] [Full base sizes listed in the appendix] 67% 81% 81% 75% 91% 88% 86% 91% 86% 77% 84% 87% 89% 87% 92% 90% 76% 94% 81% 83% 94% 96% 93% 86% 99% 95% 93% 96% 91% 82% 88% 90% 91% 89% 93% 91% 84% 76% 93% 80% 76% 2016 2018 In the next 10 years, technological developments such as robotics and automation are going to radically transform the job market and nature of work NET: Agree – Ranked by 2016 to 2018 difference 2016datanotavailable
  88. 88. Why do you think protectionism would have a beneficial effect on businesses in your country? Q7. Out of the reasons below, why do you think protectionism would have a beneficial effect on businesses in your country? Base business executives who are pro- protectionism: 1,153 +5 -1 - 1 +2 = + 1-3 = = NEW ENTRANTS-6 +1 + 1 +1 35% 60% 73% 86% It provides government control (NET) It fosters ideas domestically (NET) It is positive for jobs and the workforce (NET) It gives domestic businesses a competitive edge (NET) 88 Pro-protectionists place job security and positivity for the workforce as a key benefit of more protectionism in their country
  89. 89. And this extends across regions—the workforce is considered the most crucial element to innovation success across most markets 89 Key: Themes Workforce Data ROI Strategy Q16. On a scale from 1 to 10, how crucial do you think the following elements are for a company to be able to innovate successfully? [Top 3 Box] Base business executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150 Elements most crucial to innovation success for businesses
  90. 90. Edelman Intelligence / general electric More Challenging Environment 90 Executive Summary • The challenges confronting innovative businesses are tough – and getting tougher – both externally and internally. There is a 13-point increase (now 67%) since 2014 in lack of sufficient funding, a 6-point increase (now 65%) in the inability to scale innovations to a wider market, an 8-point increase (now 64%) in lack of adequate talent/ skillsets, and a 14-point increase (now 64%) in the inability of businesses to take risks. • Emerging markets, such as Poland, South Africa, Malaysia and Saudi Arabia are experiencing the greatest increase in challenges.
  91. 91. Businesses are struggling to scale up, investment is not available, and it is a challenge to convert ideas into action 91 67% 65% 64% 64% 64% 64% 64% 62% 60% 57% The lack of sufficient investment and financial support The incapacity to scale up successful innovations, to a wider or international market A lack of talent / inadequate skillset The difficulty to define an effective business model to support new ideas and make them profitable The incapacity of the business to take risks The increased pressure to conform to ‘innovation hype’ and trends around certain innovations The difficulty to come up with radical and disruptive ideas The internal inertia and the incapacity to be nimble, failing at rapidly converting ideas into actions The lack of internal support from the leadership team/top management The overwhelming amount of information 2018 Q25.Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? Not a challenge at all (1), not a real challenge (2), a bit of a challenge (3), a critical challenge (4) Base business executives 2018: 2,090 Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? NET: Top 2 / A Challenge
  92. 92. And these key issues have become even bigger challenges than they were four years ago 92 Q25.Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? Not a challenge at all (1), not a real challenge (2), a bit of a challenge (3), a critical challenge (4) Base business executives 2014: 3,309, business executives 2018: 2,090 Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? NET: Top 2 / A Challenge 50% 54% 59% 56% 59% 64% 67% 65% 62% 64% The incapacity of the business to take risks The lack of sufficient investment and financial support The incapacity to scale up successful innovations, to a wider or international market The internal inertia and the incapacity to be nimble, failing at rapidly converting ideas into actions The difficulty to define an effective business model to support new ideas and make them profitable 2014 2018 +14 +13 +6 +6 +5
  93. 93. Globally, a lack of financial support and the inability to scale up stifle both developed and emerging markets 93 NET Challenge (Top 1): • The increased pressure to conform to ‘innovation hype’ and trends around certain innovations • The incapacity to scale up successful innovations to a wider or international market • The difficulty to come up with radical and disruptive ideas • The difficulty to define an effective business model to support new ideas and make them profitable • The lack of sufficient investment and financial support • A lack of talent / inadequate skillset The overwhelming amount of information • The incapacity of the business to take risks Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? NET: Challenge Top 1 Challenge The majority cite a lack of financial support and the inability to scale up as a challenge to innovation, but for Asia it is a lack of ideas and talent that are the key barriers. Q25.Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? Not a challenge at all (1), not a real challenge (2), a bit of a challenge (3), a critical challenge (4) Base business executives 2018: 2,090 [Full base sizes listed in the appendix] [Of note, “The internal inertia and the incapacity to be nimble, failing at rapidly converting ideas into actions” not listed as a top 1 NET challenge in any market surveyed]
  94. 94. Poland, Canada and South Africa are less able to take risks than they were four years ago 94 Q25.Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? Not a challenge at all (1), not a real challenge (2), a bit of a challenge (3), a critical challenge (4) Base business executives 2014: 3,309, business executives 2018: 2,090 [Full base sizes listed in the appendix] Do you consider any of the following as key challenges restricting your business’s ability to innovate efficiently? NET: Top 2 / A Challenge 50% 64% The incapacity of the business to take risks 2014 2018 +14 +14 point global average jump from 2014 - 2018 -1 Germany -5 Turkey +47 Poland +25 Canada +22 South Africa Above average increase from 2014 - 2018 Below average increase from 2014 - 2018
  95. 95. Emerging economies are more likely to lack sufficient investment and financial support than in 2014 95 Q25.Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? Not a challenge at all (1), not a real challenge (2), a bit of a challenge (3), a critical challenge (4) Base business executives 2014: 3,309, business executives 2018: 2,090 [Full base sizes listed in the appendix] Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? NET: Top 2 / A Challenge 54% 67% The lack of sufficient investment and financial support 2014 2018 +13 +13 point global average jump from 2014 - 2018 -3 Germany +1 Sweden, Turkey +27 Malaysia +25 Saudi Arabia +22 South Africa, Brazil Above average increase from 2014 - 2018 Below average increase from 2014 - 2018
  96. 96. Scaling up innovations is a growing issue across the markets, but Mexico and Sweden are not experiencing this challenge 96 Q25.Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? Not a challenge at all (1), not a real challenge (2), a bit of a challenge (3), a critical challenge (4) Base business executives 2014: 3,309, business executives 2018: 2,090 [Full base sizes listed in the appendix] Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? NET: Top 2 / A Challenge 59% 65% The incapacity to scale up successful innovations, to a wider or international market 2014 2018 +6 +6 point global average jump from 2014 - 2018 -17 Sweden -16 Mexico +27 Poland +22 Malaysia +20 China Above average increase from 2014 - 2018 Below average increase from 2014 - 2018 +18 Canada +17 France
  97. 97. Poland and Asian markets increasingly struggle with inertia, but Mexico and Sweden don’t face this issue as much as in 2014 97 Q25.Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? Not a challenge at all (1), not a real challenge (2), a bit of a challenge (3), a critical challenge (4) Base business executives 2014: 3,309, business executives 2018: 2,090 [Full base sizes listed in the appendix] Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? NET: Top 2 / A Challenge 56% 62% The internal inertia and the incapacity to be nimble, failing at rapidly converting ideas into actions 2014 2018 +6 +6 point global average jump from 2014 - 2018 -14 Sweden -8 Mexico +38 Poland +22 Indonesia +16 South Korea, Saudi Arabia Above average increase from 2014 - 2018 Below average increase from 2014 - 2018 Mexico and Sweden also score lower this year for “the incapacity to scale up successful innovations, to a wider or international market.” Does this mean that the ability to scale up has helped them combat inertia?
  98. 98. European markets are divided; some feel it’s increasingly difficult to define an effective business model as Turkey and Germany state improvements in this area 98 Q25.Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? Not a challenge at all (1), not a real challenge (2), a bit of a challenge (3), a critical challenge (4) Base business executives 2014: 3,309, business executives 2018: 2,090 [Full base sizes listed in the appendix] Do you consider any of the following as key challenges to be restricting your business’s ability to innovate efficiently? NET: Top 2 / A Challenge 59% 64% The difficulty to define an effective business model to support new ideas and make them profitable 2014 2018 +5 +5 point global average jump from 2014 - 2018 -18 Germany -10 Turkey +25 Poland +22 France +21 Malaysia Above average increase from 2014 - 2018 Below average increase from 2014 - 2018
  99. 99. Edelman Intelligence / © 2017 99 Appendix
  100. 100. Edelman Intelligence / © 2017 Completebasesizesperyear(countrylevel) 100 2018: Base business executives: 2,090, Brazil: 150, Canada: 100, China: 150, France: 100, Germany: 100, India: 150, Indonesia: 80, Japan: 100, Malaysia: 80, Mexico: 100, Nigeria: 80, Poland: 80, Saudi Arabia: 80, South Africa: 100, South Korea: 100, Sweden: 80, Turkey: 80, UAE: 80, UK: 150, USA: 150 2016: Base business executives: 2748, Algeria: 97, Australia: 106, Brazil: 200, Canada: 103, China: 207, France: 102, Germany: 101, India: 204, Indonesia: 101, Israel: 100, Japan: 103, Saudi Arabia: 100, Malaysia: 101, Mexico: 102, Nigeria: 100, Poland: 101, Russia: 101, South Africa: 105, South Korea: 102, Sweden: 102, Turkey: 103, UAE: 100, USA: 207 2014: Base business executives: 3,309, Canada: 100, China: 200, Australia: 100, Sweden: 100, Germany: 100, Brazil: 200, Mexico: 100, India: 203, Singapore: 100, Japan: 100, South Korea: 100, Malaysia: 100, Russia: 200, Italy: 100, UK: 100, Poland: 100, UAE: 102, Saudi Arabia: 101, Israel: 100, Turkey: 100, Nigeria: 100, South Africa: 100, Indonesia: 101, Algeria: 100, Kenya: 102, France: 100 2013: Base business executives: 3,309, Canada: 100, China: 200, Australia: 100, Sweden: 100, Germany: 100, Brazil: 200, Mexico: 100, India: 203, Singapore: 100, Japan: 100, South Korea: 100, Malaysia: 100, Russia: 200, Italy: 100, UK: 100, Poland: 100, UAE: 102, Saudi Arabia: 101, Israel: 100, Turkey: 100, Nigeria: 100, South Africa: 100, Indonesia: 101, Algeria: 100, Kenya: 102, France: 100
  101. 101. Edelman Intelligence / general electric Historical data has been used from 2013, 2014, 2016 and this year’s 2018 data. The only question that is comparable across all four years is Q1 - Innovation Champions. • To compare scoring from previous years we have reweighted the previous total scores, so that countries that are not included in this year’s GE GIB are removed, so only including the 20 countries that we have this year. This ensures all data is directly comparable. • The UK was not included in GE GIB 2016 so an average score from 2018 data and from 2014 was created at act as a proxy. • In 2013 France was not included so a proxy from looking at 2014 and 2016 data has been used. • In 2016 Nigeria was not included so an average score from 2018 data and from 2014 was created to act as a proxy. This method (of reweighting the total scores and creating proxies) has been used consistently across all questions where we have compared historical data. Where tracking questions have been used for only 2016 and 2018 (because these questions were not tracked in 2013 or 2014), data for these questions is based on a 19 market total only as no proxy could be created for the UK in 2016. Historical data tracking 101
  102. 102. Edelman Intelligence / © 2017 102 Appendix slides for Maximizing the Return on Innovation
  103. 103. More business executives in emerging markets say it’s crucial to put digital capability at the core of their business model than they did two years ago 103 45% 58% 58% 63% 53% 31% 55% 68% 69% 62% 59% 57% 76… 65% 37% 59% 70% 70% 50% 74% 80% 81% 81% 73% 63% 40% 63% 75% 72% 64% 60% 58% 59% 75% 64% 31% 50% 59% 48% 28% 40% 2016 2018 Q16. On a scale from 1 to 10, how crucial do you think the following elements are for a company to be able to innovate successfully? [NET Top 3 Box] Base business executives 2018: 2,090, business executives 2016: 2,748, [Full base sizes listed in the appendix] It is crucial to put digital capability at the core of their business model NET: Top 3 2016datanotavailable Increase Decrease
  104. 104. And business executives are putting this into practice with executives stating they do well at keeping digital at the core of the business 104 61% 73% 72% 71% 57% 72% 65% 82% 65% 85% 83% 74% 81% 84% 80% 76% 72% 72% 69% 85% 90% 91% 89% 88% 71% 85% 78% 73% 76% 93% 90% 81% 87% 89% 85% 80% 75% 74% 84% 60% 69% 2016 2018 Q17. How does your company currently perform against these success criteria? Base business executives 2016: 2,748, business executives 2017: 2,090 [NET: Well / Top 2 Box] [Full base sizes listed in the appendix] My company currently puts digital capability at the core of its business model NET: Well / Top 2 Box 2016datanotavailable Increase Decrease
  105. 105. Business executives in emerging markets increasingly state that it is crucial to use big data and analytics to improve strategy 105 61% 63% 67% 53% 67% 65% 53% 65% 82% 62% 58% 65% 40% 39% 60% 65% 58% 75% 57% 75% 80% 79% 81% 66% 75% 72% 60% 65% 58% 81% 60% 56% 61% 34% 33% 53% 55% 46% 61% 33% 44% 2016 2018 Q16. On a scale from 1 to 10, how crucial do you think the following elements are for a company to be able to innovate successfully? [NET: Top 3 Box] Base business executives 2016: 2,748, business executives 2017: 2,090 [Full base sizes listed in the appendix] It is crucial to use big data and analytics to improve strategic knowledge and inform decision-making NET: Top 3 2016datanotavailable Increase Decrease
  106. 106. The majority feel their company is better at using big data effectively than they were in 2016 106 66% 50% 68% 52% 67% 53% 67% 63% 75% 78% 71% 79% 86% 78% 86% 76% 76% 62% 83% 87% 93% 74% 89% 73% 82% 65% 78% 74% 85% 87% 80% 87% 93% 84% 91% 80% 79% 84% 58% 76% 75% 2016 2018 Q17. How does your company currently perform against these success criteria? Base business executives 2016: 2,748, business executives 2017: 2,090 [NET: Well / Top 2 Box] [Full base sizes listed in the appendix] My company uses big data and analytics to improve strategic knowledge and inform decision-making NET: Well / Top 2 Box 2016datanotavailable Increase Decrease
  107. 107. Business leaders in emerging markets are relying more heavily on demonstrating the value of their innovations to clients and users 107 71% 64% 60% 61% 73% 68% 68% 75% 63% 67% 75% 54% 44% 89% 75% 73% 47% 79% 51% 82% 88% 80% 76% 73% 84% 76% 73% 79% 64% 56% 65% 71% 50% 37% 81% 65% 63% 36% 65% 30% 54% 2016 2018 Q16. On a scale from 1 to 10, how crucial do you think the following elements are for a company to be able to innovate successfully? [NET: Top 3 Box] Base business executives 2018: 2,090, business executives 2016: 2,748 [Full base sizes listed in the appendix] 2016datanotavailable It is crucial to demonstrate the value of their innovations to clients and users NET: Top 3 Increase Decrease
  108. 108. And most countries feel they demonstrate this value well with countries at the lower end of the scale in 2016 catching up 108 Q17. How does your company currently perform against these success criteria? [NET: Well / Top 2 Box] Base business executives 2018: 2,090, business executives 2016: 2,748 [Full base sizes listed in the appendix] 56% 72% 53% 74% 79% 68% 67% 85% 71% 78% 83% 89% 84% 84% 87% 84% 75% 82% 95% 88% 85% 93% 74% 89% 93% 80% 89% 94% 80% 86% 88% 93% 88% 88% 90% 87% 75% 85% 80% 88% 80% 2016 2018 My company currently demonstrates the value of its innovations to clients and users NET: Well / Top 2 Box 2016datanotavailable Increase Decrease
  109. 109. Emerging markets have seen an increase in the importance of demonstrating innovation’s value to society 109 50% 65% 52% 67% 66% 58% 72% 72% 35% 56% 62% 82% 58% 67% 36% 69% 67% 73% 48% 77% 65% 78% 64% 78% 79% 69% 79% 75% 36% 56% 56% 58% 73% 48% 55% 24% 56% 51% 50% 24% 42% 2016 2018 Q16. On a scale from 1 to 10, how crucial do you think the following elements are for a company to be able to innovate successfully? [NET: Top 3 Box] Base business executives 2018: 2,090, business executives 2016: 2,748 [Full base sizes listed in the appendix] It is crucial to demonstrate the value of innovation for society at large, and how it helps address or solve an important issue: NET: Top 3 2016datanotavailable Increase Decrease
  110. 110. In emerging markets, executives think they are doing well in creating innovations that provide a value to society 110 70% 70% 64% 62% 61% 60% 81% 74% 72% 55% 79% 73% 85% 78% 79% 78% 68% 64% 89% 84% 93% 91% 83% 79% 74% 73% 92% 85% 80% 63% 86% 78% 88% 81% 80% 79% 68% 83% 63% 86% 69% 2016 2018 Q17. How does your company currently perform against these success criteria? [NET: Well / Top 2 Box] Base business executives 2018: 2,090, business executives 2016: 2,748 [Full base sizes listed in the appendix] My company currently demonstrates the value of its innovation for society at large, and how it helps address or solve an important issue NET: Well / Top 2 Box 2016datanotavailable Increase Decrease
  111. 111. Emerging markets are now more ready to accept a long- term return on investment than in 2016 111 48% 66% 72% 49% 69% 67% 63% 68% 64% 61% 34% 80% 64% 66% 74% 75% 70% 51% 59% 82% 66% 82% 79% 56% 75% 73% 69% 73% 66% 63% 58% 33% 78% 62% 62% 66% 66% 61% 31% 35% 49% 2016 2018 Q16. On a scale from 1 to 10, how crucial do you think the following elements are for a company to be able to innovate successfully? [NET: Top 3 Box] Base business executives 2018: 2,090, business executives 2016: 2,748 [Full base sizes listed in the appendix] It is crucial to be ready to accept a long-term return on investment to allow for breakthrough innovation NET: Top 3 2016datanotavailable Increase Decrease
  112. 112. Emerging and Asian markets state they are doing well in accepting a long-term return on investment 112 45% 70% 64% 73% 71% 82% 56% 85% 70% 65% 74% 67% 84% 86% 83% 82% 62% 86% 87% 90% 74% 93% 85% 89% 82% 91% 65% 93% 78% 73% 81% 74% 87% 87% 84% 84% 79% 58% 80% 75% 76% 2016 2018 Q17. How does your company currently perform against these success criteria? Base business executives 2018: 2,090, business executives 2016: 2,748 [NET: Well / Top 2 Box] [Full base sizes listed in the appendix] My company is ready to accept a long-term return on investment to allow for breakthrough innovation NET: Well / Top 2 Box 2016datanotavailable Increase Decrease
  113. 113. Edelman Intelligence / © 2017 113 Appendix slides for A More Challenging Environment
  114. 114. In economically mature markets, attracting and retaining talent is not as crucial as it was in the past – so is the skills gap hyped? 114 77% 67% 82% 82% 86% 62% 71% 92% 79% 76% 85% 97% 78% 75% 84% 80% 78% 83% 64% 75% 66% 86% 68% 80% 80% 84% 59% 66% 86% 73% 70% 78% 88% 67% 64% 71% 67% 62% 63% 43% 36% 27% 2014 2018 Q16. On a scale from 1 to 10, how crucial do you think the following elements are for a company to be able to innovate successfully? Base business executives 2014: 3,309, business executives 2018: 2,090 [Full base sizes listed in the appendix] It is crucial to attract and retain the most talented and skilled individuals NET: Top 3 Increase Decrease
  115. 115. And the majority of countries are saying they do well at attracting and retaining talented and skilled individuals 115 51% 64% 48% 68% 74% 73% 87% 79% 81% 81% 92% 88% 85% 65% 87% 81% 82% 89% 81% 91% 92% 82% 91% 73% 91% 88% 83% 94% 82% 83% 83% 93% 88% 85% 64% 85% 79% 76% 81% 72% 73% 73% 2014 2018 Q17. How does your company currently perform against these success criteria? Base business executives 2014: 3,309, business executives 2018: 2,090 [Full base sizes listed in the appendix] My company currently attracts and retains the most talented and skilled individuals NET: Top 2 / Well Increase Decrease

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