1. The document discusses how the most successful organizations approach innovation differently than others. It finds that outperforming organizations are more likely to have dedicated innovation teams and measure financial returns from innovation investments.
2. Outperforming organizations also explicitly align innovation with business goals and embrace open innovation processes. They establish structures and cultures that encourage innovation.
3. The nature of innovation is changing and increasingly occurs within ecosystems and involves consumers. Technology also drives more open and collaborative innovation across organizations.
Mission: Possible! Your cognitive future in governmentIBM Government
Read the full report here: http://bit.ly/CognitiveFutureInGov
Welcome to the age of cognitive computing, where intelligent machines simulate human brain capabilities to help solve society’s most vexing problems. Early adopters in government and other industries are already realizing significant value from this innovative technology, and its potential to transform government is enormous. Currently, cognitive systems are helping government organizations navigate complexity in operational environments and foster improved engagement with constituents. Our research indicates that government leaders are poised to embrace this groundbreaking technology and invest in cognitive capabilities to improve outcomes for government organizations across mission areas.
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
The document discusses Thomson Reuters' 2015 Top 100 Global Innovators report. It provides an overview of the methodology used to identify the top 100 innovators based on metrics like patent volume, success rates, geographic coverage, and influence. It also notes some key findings from the report, such as the industries that increased or decreased in innovation activity compared to the previous year. Additionally, it highlights how the Top 100 innovators outperformed other indices in terms of revenue, R&D spending, and other metrics, demonstrating the economic benefits of innovation.
A Digital Way Forward for Australian SME InsurersCognizant
The ongoing digitisation of the small- and medium-sized enterprise (SME) market has only accelerated post COVID-19, opening new opportunities and challenges to established carriers. Winning insurers will need to hyper-personalise their offerings and experiences to attract and retain new and
modern SME businesses, as well as tap the billowing insurtech ecosystem – whilst leaning into extended capabilities of their modernised core systems – to remain relevant in this fast-growing and dynamic market segment.
2017 Consumer Products Industry Outlook by DELOITTEthierry jolaine
2017 Consumer Products Industry Outlook
Our latest consumer products industry overview provides a closer look at the trends that are disrupting the industry and changing the way they go to market.
The document is a report from the Economist Intelligence Unit that discusses the challenges of building a data-centric culture in organizations. It is based on a global survey of 395 executives. Some key points:
- Building the right organizational culture to realize business value from data analytics is now a priority for companies, as they have already invested in technology and talent.
- CEOs face the challenge of transforming company culture and how data is used. They must implement strategies from the top-down and engage employees.
- Successful data-driven companies are inspired by leaders who communicate a strong vision of how data can help the business and drive values like customer service. Leaders also provide expertise and education to help employees apply data.
Big data is getting bigger, creating more challenges and opening more opportunities for businesses. This McKinsey presentation argues that CMOs and sales leaders need to take 5 actions: harness their data, put data at the heart of the organization,
Mission: Possible! Your cognitive future in governmentIBM Government
Read the full report here: http://bit.ly/CognitiveFutureInGov
Welcome to the age of cognitive computing, where intelligent machines simulate human brain capabilities to help solve society’s most vexing problems. Early adopters in government and other industries are already realizing significant value from this innovative technology, and its potential to transform government is enormous. Currently, cognitive systems are helping government organizations navigate complexity in operational environments and foster improved engagement with constituents. Our research indicates that government leaders are poised to embrace this groundbreaking technology and invest in cognitive capabilities to improve outcomes for government organizations across mission areas.
Digital Europe: Pushing the frontier, capturing the benefitsMcKinsey & Company
What is the speed at which digital is and will change our world?
How is Europe performing in digital compared to the United States? Where is the progress? And where is the paralysis?
What some of the challenges and risks of digital – its potential to divide business and society – between the highly digitized: the “have-mores,” and the “haves:” those who are not able or willing to adapt fast enough.
And what is our share our vision with you for how Europe needs to capture the huge digital prize. What can start-ups, companies, public authorities – everyone in this room – do, to make it happen?
The document discusses Thomson Reuters' 2015 Top 100 Global Innovators report. It provides an overview of the methodology used to identify the top 100 innovators based on metrics like patent volume, success rates, geographic coverage, and influence. It also notes some key findings from the report, such as the industries that increased or decreased in innovation activity compared to the previous year. Additionally, it highlights how the Top 100 innovators outperformed other indices in terms of revenue, R&D spending, and other metrics, demonstrating the economic benefits of innovation.
A Digital Way Forward for Australian SME InsurersCognizant
The ongoing digitisation of the small- and medium-sized enterprise (SME) market has only accelerated post COVID-19, opening new opportunities and challenges to established carriers. Winning insurers will need to hyper-personalise their offerings and experiences to attract and retain new and
modern SME businesses, as well as tap the billowing insurtech ecosystem – whilst leaning into extended capabilities of their modernised core systems – to remain relevant in this fast-growing and dynamic market segment.
2017 Consumer Products Industry Outlook by DELOITTEthierry jolaine
2017 Consumer Products Industry Outlook
Our latest consumer products industry overview provides a closer look at the trends that are disrupting the industry and changing the way they go to market.
The document is a report from the Economist Intelligence Unit that discusses the challenges of building a data-centric culture in organizations. It is based on a global survey of 395 executives. Some key points:
- Building the right organizational culture to realize business value from data analytics is now a priority for companies, as they have already invested in technology and talent.
- CEOs face the challenge of transforming company culture and how data is used. They must implement strategies from the top-down and engage employees.
- Successful data-driven companies are inspired by leaders who communicate a strong vision of how data can help the business and drive values like customer service. Leaders also provide expertise and education to help employees apply data.
Big data is getting bigger, creating more challenges and opening more opportunities for businesses. This McKinsey presentation argues that CMOs and sales leaders need to take 5 actions: harness their data, put data at the heart of the organization,
Among the courses offered by Pamantasan ng Lungsod ng Maynila (PLM) Bachelor of Science in
Accountancy (BSA) had a reputation of consisting of bright students and performing well in the board exam,
even being included in the topnotchers. However somewhere along the line, its performance has dwindled down,
and has been one of the poor performers in licensure exams among other board courses in PLM
The document discusses four major global forces that will drive disruption over the next 20 years: 1) economic power shifting east and south, 2) accelerating technological change, 3) major demographic shifts, and 4) shifting to a "new" state of globalization. It notes that the world's economic center of gravity is shifting back to Asia, and the global middle class will grow significantly, especially in Asia-Pacific. By 2030, there will be 2.2 billion new middle class consumers, most of whom will be in Asia-Pacific. It also discusses the implications of these trends for businesses, including thinking about growth in granular terms, reallocating resources dramatically, digitizing, designing flexible organizations, having both a
Is the next Uber coming your way?
CxOs are on high alert for competitors coming out of nowhere. Prepare for disruption – read the Global C-suite study.
Unlock your content, FirstSpirit, CMS, e-Spirit AG, Best-of-Breed, Internet, Intranet, Extranet, Management, CIO, CEO, CMO, Digital Marketing, Integration of third part technology, SEO, Analytics, Strategy, Customer Experience
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
Information Technology Investment in Sustainability and ProfitabilityYasser Al Mimar
The document discusses sustainability and profitability in the information technology industry. It notes that while IT has provided tools to improve productivity, the rapid growth of the sector has overlooked sustainability issues. IT companies must develop new value-added services and think outside the box to promote innovation and build competitive advantage. Sustainability is now a vital topic for organizations and considers economic, environmental, and social impacts. While IT investments can achieve cost savings and revenue growth, adopting sustainability strategies can further enhance profitability. Green IT is growing and organizations are leveraging IT to facilitate sustainability across operations to reduce environmental impacts and costs. Focusing on sustainability provides opportunities for companies to stay profitable by appealing to environmentally conscious customers.
The document discusses the potential for on-demand customer service models to disrupt the customer service industry. Key points include:
1) Access economy companies like Uber and Airbnb have already transformed some industries, but it remains unclear how far these on-demand models can extend to other functions and sectors.
2) Those in customer service expect their work will transition to on-demand models within 3 years to remain competitive. However, current third-party customer service providers are uncertain about the potential impact.
3) Transitioning to on-demand will be challenging, as skills, processes, customer and management buy-in need to change, despite emerging technologies. Most companies are willing to make significant changes to adopt these
This point of view builds on prior global dialogue on the social value of the organisation, the future of the company and work plus recent debate on the value of data and British Academy research on the future of the corporation.
It looks at the future of the company through three lenses:
Corporate Purpose
The Digital Company
Organisation 3.0
This is being shared in a speech / workshop in Kuala Lumpur and used to kick off further discussions that will take place during 2019 on the future of work, the future of the organisation and the future of the company.
For more information:
Future Agenda
www.futureagenda.org
Future of the Company (2015)
https://www.futureagenda.org/view/initial_perspective/the-future-of-company
Future of Work (2018)
https://www.futureagenda.org/news/future-of-work
Integrated Reporting
http://integratedreporting.org
Future of the Corporation (British Academy)
https://www.thebritishacademy.ac.uk/future-corporation
Purpose of the Corporation (Frank Bold) http://en.frankbold.org/our-work/campaign/purpose-corporation
Online survey of companies → Goal: Understanding the role of
artificial intelligence (AI) and machine learning across countries
and industries
• Evaluation: Which companies are active leaders in adopting or
piloting AI
The document discusses how new technologies are enabling the rise of ecosystems where organizations collaborate beyond traditional boundaries. Ecosystems involve complex webs of relationships across industries and sectors to create value. To succeed in this new environment, organizations will need to shift from focusing solely on themselves to taking an ecosystem-centric view that emphasizes openness, collaboration, and tapping analytics to provide seamless customer experiences. The rapid pace of technological change is increasing customer expectations around simplicity, personalization, and integration across channels. Companies that can harness data and forge new partnership models will be best positioned to meet these demands.
Drivers for Gig Economy and how freelancer platforms such as UpWork, Freelancer, and Toptal allow organisations to scale their workforce, be agile, and access high-quality talent at competitive cost.
Senior managers from hundreds of enterprises around the globe, in multiple industries, with a range of titles, were asked about their mobile strategies and current level of success. From this survey, only the top 14% were ranked as leaders. The complete IBM Institute for Business Value study will share with you the use of mobile by industry and highlight what the leaders have done to rise to the top.
Developing and managing a multi-channel approach has been
a key issue in retail banking.
But what about Corporate & Investment Banks (CIBs)? Where do they stand in terms of multichannel for corporate clients?
Especially, what are the trends and opportunities in digital channels for them and what are the implications?
Australian Enterprises for the Digital EconomyVishal Sharma
This document summarizes research conducted by the National Institute of Economic and Industry Research (NIEIR) on how digital technologies will impact seven key industry sectors in Australia by 2025. The research models two potential futures for enterprises in each sector: a "leader" that fully embraces digital transformation, and a "follower" that does not significantly change. It finds that large performance gaps will open up between leaders and followers, with leaders enjoying significant advantages in areas like revenue, market share, and productivity. By 2025, these gaps could be worth hundreds of billions of dollars in combined market capitalization across some sectors. The research underscores the importance of Australian enterprises urgently transforming their business models for the digital age.
Innovation in Financial Institutions: a World TourVince Ghossoub
The document discusses innovation in the financial services industry. It provides examples of business model innovations like Prosper and Grameen Bank that connect borrowers and lenders online. It also discusses product innovations like identity theft protection services and mobile banking services innovations that allow transactions via text message. The document advocates that technology enablers and an innovation roadmap can help drive innovation strategies within organizations.
Innovation Report World Tour Of The Financial Services Industry Brant R C...Vince Ghossoub
The document discusses innovation in the financial services industry. It provides examples of business model innovations like Prosper and Grameen Bank that connect borrowers and lenders online. It also gives examples of product innovations like Manulife consolidating debts and services innovations like mobile banking from Citibank Philippines. The document advocates that technology and collaboration are important enablers of innovation.
This document summarizes an IBM executive report on using business analytics to gain competitive advantage. It discusses how analytics can help organizations understand customer behavior, risks, and regulations to inform strategic decision making. The report finds that while technology barriers to analytics are decreasing, organizational culture challenges remain, such as integrating data across departments and establishing a leadership mandate to make decisions based on facts. It recommends that organizations lay the foundation for fast responses, extract value by aligning objectives with integrated data, and use predictive analytics to detect opportunities. When applied to understanding customers, risks, and regulations, analytics can help optimize performance in today's complex environment.
Global transformation from the inside out - Optimizing the entire ecosystemCasey Lucas
1) The document discusses how companies can transform into globally integrated enterprises (GIEs) to better address challenges in today's global economy. GIEs optimize global operations, apply analytics for predictive insights, and accelerate agility through innovation.
2) High performing GIEs integrate operations more across functions like IT, HR, supply chain, and finance. They also invest heavily in IT to enable transformation.
3) The document provides IBM's perspective on transforming into a GIE based on their experience, and surveys over 1,000 executives about global transformation strategies.
Among the courses offered by Pamantasan ng Lungsod ng Maynila (PLM) Bachelor of Science in
Accountancy (BSA) had a reputation of consisting of bright students and performing well in the board exam,
even being included in the topnotchers. However somewhere along the line, its performance has dwindled down,
and has been one of the poor performers in licensure exams among other board courses in PLM
The document discusses four major global forces that will drive disruption over the next 20 years: 1) economic power shifting east and south, 2) accelerating technological change, 3) major demographic shifts, and 4) shifting to a "new" state of globalization. It notes that the world's economic center of gravity is shifting back to Asia, and the global middle class will grow significantly, especially in Asia-Pacific. By 2030, there will be 2.2 billion new middle class consumers, most of whom will be in Asia-Pacific. It also discusses the implications of these trends for businesses, including thinking about growth in granular terms, reallocating resources dramatically, digitizing, designing flexible organizations, having both a
Is the next Uber coming your way?
CxOs are on high alert for competitors coming out of nowhere. Prepare for disruption – read the Global C-suite study.
Unlock your content, FirstSpirit, CMS, e-Spirit AG, Best-of-Breed, Internet, Intranet, Extranet, Management, CIO, CEO, CMO, Digital Marketing, Integration of third part technology, SEO, Analytics, Strategy, Customer Experience
The enterprise software industry is being transformed by substantial investor capital, Cloud 2.0, artificial intelligence, data protection, preferred platforms, and a talent shortage, leading stakeholders of all kinds to make big changes, and big choices.
Information Technology Investment in Sustainability and ProfitabilityYasser Al Mimar
The document discusses sustainability and profitability in the information technology industry. It notes that while IT has provided tools to improve productivity, the rapid growth of the sector has overlooked sustainability issues. IT companies must develop new value-added services and think outside the box to promote innovation and build competitive advantage. Sustainability is now a vital topic for organizations and considers economic, environmental, and social impacts. While IT investments can achieve cost savings and revenue growth, adopting sustainability strategies can further enhance profitability. Green IT is growing and organizations are leveraging IT to facilitate sustainability across operations to reduce environmental impacts and costs. Focusing on sustainability provides opportunities for companies to stay profitable by appealing to environmentally conscious customers.
The document discusses the potential for on-demand customer service models to disrupt the customer service industry. Key points include:
1) Access economy companies like Uber and Airbnb have already transformed some industries, but it remains unclear how far these on-demand models can extend to other functions and sectors.
2) Those in customer service expect their work will transition to on-demand models within 3 years to remain competitive. However, current third-party customer service providers are uncertain about the potential impact.
3) Transitioning to on-demand will be challenging, as skills, processes, customer and management buy-in need to change, despite emerging technologies. Most companies are willing to make significant changes to adopt these
This point of view builds on prior global dialogue on the social value of the organisation, the future of the company and work plus recent debate on the value of data and British Academy research on the future of the corporation.
It looks at the future of the company through three lenses:
Corporate Purpose
The Digital Company
Organisation 3.0
This is being shared in a speech / workshop in Kuala Lumpur and used to kick off further discussions that will take place during 2019 on the future of work, the future of the organisation and the future of the company.
For more information:
Future Agenda
www.futureagenda.org
Future of the Company (2015)
https://www.futureagenda.org/view/initial_perspective/the-future-of-company
Future of Work (2018)
https://www.futureagenda.org/news/future-of-work
Integrated Reporting
http://integratedreporting.org
Future of the Corporation (British Academy)
https://www.thebritishacademy.ac.uk/future-corporation
Purpose of the Corporation (Frank Bold) http://en.frankbold.org/our-work/campaign/purpose-corporation
Online survey of companies → Goal: Understanding the role of
artificial intelligence (AI) and machine learning across countries
and industries
• Evaluation: Which companies are active leaders in adopting or
piloting AI
The document discusses how new technologies are enabling the rise of ecosystems where organizations collaborate beyond traditional boundaries. Ecosystems involve complex webs of relationships across industries and sectors to create value. To succeed in this new environment, organizations will need to shift from focusing solely on themselves to taking an ecosystem-centric view that emphasizes openness, collaboration, and tapping analytics to provide seamless customer experiences. The rapid pace of technological change is increasing customer expectations around simplicity, personalization, and integration across channels. Companies that can harness data and forge new partnership models will be best positioned to meet these demands.
Drivers for Gig Economy and how freelancer platforms such as UpWork, Freelancer, and Toptal allow organisations to scale their workforce, be agile, and access high-quality talent at competitive cost.
Senior managers from hundreds of enterprises around the globe, in multiple industries, with a range of titles, were asked about their mobile strategies and current level of success. From this survey, only the top 14% were ranked as leaders. The complete IBM Institute for Business Value study will share with you the use of mobile by industry and highlight what the leaders have done to rise to the top.
Developing and managing a multi-channel approach has been
a key issue in retail banking.
But what about Corporate & Investment Banks (CIBs)? Where do they stand in terms of multichannel for corporate clients?
Especially, what are the trends and opportunities in digital channels for them and what are the implications?
Australian Enterprises for the Digital EconomyVishal Sharma
This document summarizes research conducted by the National Institute of Economic and Industry Research (NIEIR) on how digital technologies will impact seven key industry sectors in Australia by 2025. The research models two potential futures for enterprises in each sector: a "leader" that fully embraces digital transformation, and a "follower" that does not significantly change. It finds that large performance gaps will open up between leaders and followers, with leaders enjoying significant advantages in areas like revenue, market share, and productivity. By 2025, these gaps could be worth hundreds of billions of dollars in combined market capitalization across some sectors. The research underscores the importance of Australian enterprises urgently transforming their business models for the digital age.
Innovation in Financial Institutions: a World TourVince Ghossoub
The document discusses innovation in the financial services industry. It provides examples of business model innovations like Prosper and Grameen Bank that connect borrowers and lenders online. It also discusses product innovations like identity theft protection services and mobile banking services innovations that allow transactions via text message. The document advocates that technology enablers and an innovation roadmap can help drive innovation strategies within organizations.
Innovation Report World Tour Of The Financial Services Industry Brant R C...Vince Ghossoub
The document discusses innovation in the financial services industry. It provides examples of business model innovations like Prosper and Grameen Bank that connect borrowers and lenders online. It also gives examples of product innovations like Manulife consolidating debts and services innovations like mobile banking from Citibank Philippines. The document advocates that technology and collaboration are important enablers of innovation.
This document summarizes an IBM executive report on using business analytics to gain competitive advantage. It discusses how analytics can help organizations understand customer behavior, risks, and regulations to inform strategic decision making. The report finds that while technology barriers to analytics are decreasing, organizational culture challenges remain, such as integrating data across departments and establishing a leadership mandate to make decisions based on facts. It recommends that organizations lay the foundation for fast responses, extract value by aligning objectives with integrated data, and use predictive analytics to detect opportunities. When applied to understanding customers, risks, and regulations, analytics can help optimize performance in today's complex environment.
Global transformation from the inside out - Optimizing the entire ecosystemCasey Lucas
1) The document discusses how companies can transform into globally integrated enterprises (GIEs) to better address challenges in today's global economy. GIEs optimize global operations, apply analytics for predictive insights, and accelerate agility through innovation.
2) High performing GIEs integrate operations more across functions like IT, HR, supply chain, and finance. They also invest heavily in IT to enable transformation.
3) The document provides IBM's perspective on transforming into a GIE based on their experience, and surveys over 1,000 executives about global transformation strategies.
Using data analytics to drive BI A case studyPhoenixraj
Using historical trip data from a bike share company, the study analyzed trends to help convert casual riders to annual members. Key findings include:
- Casual riders ride more on weekends while members prefer weekdays.
- Summer months see peak casual riding.
- The most used station, Streeter Dr & Grand Ave, had over 100,000 casual rides.
Recommendations include offering member incentives and discounts during peak casual riding periods, and partnering with local businesses near popular stations to advertise to casual riders. The study demonstrates how data analytics can provide business intelligence to improve marketing strategies.
Innovating banking: Lessons from the world’s leading innovators Pauline Mura
Banking is at a crossroads. Banks today are confronting increasing regulation and compliance
costs, an alarming rise in security and fraud, and more ardent customer demands – all as a
result of innovative new technologies and the emergence of aggressive, non-traditional
competitors. For many banks, profits are stagnating.
1
Regulators are stepping up enforcement across a number of areas, including consumer
protection, anti-trust, money-laundering, foreign-exchange trading and sanctions violations.
Cyber security has risen to the top of the risk agenda at financial institutions of all sizes, with
banks’ integral role in payment ecosystems leaving them entangled in the often messy
aftermath of security breaches and consequent economic and reputational loss.
To redress challenges in financial performance, banks continue to seek operational
efficiencies – simplifying operations, searching for scale efficiencies and rationalizing branch
networks. But cost savings are not enough. Generating new revenues will depend upon much
better understanding of customer demands, with banks needing to embrace novel ways of
penetrating deeper into the lives and habits of both retail and business customers
This document discusses how developing digital intelligence capabilities through data and analytics can help organizations innovate new digital business models and respond to digital disruption. It finds that "Digital Innovators" who are effective at innovating new digital business models are seeing stronger revenue growth. These organizations are better able to detect and respond quickly to changing market conditions. The document examines how Digital Innovators are leveraging data for both market insight and operational insight. It also discusses the challenges of developing a data-driven culture and the importance of that cultural shift for organizations looking to close the gap with Digital Innovators.
Dos dados à disruptura: Inovação através da Inteligência DigitalLilian Strassacappa
The document discusses how developing digital intelligence capabilities through data and analytics can help organizations innovate new digital business models and respond to digital disruption. It finds that "Digital Innovators" who are effective at innovating new digital business models are seeing stronger revenue growth. However, developing these capabilities requires a multifaceted approach involving technology, data, skills, and leadership to drive a data-driven culture. The most important thing organizations can do to close gaps is make a culture shift to embrace data-driven decision making.
The document discusses how enterprises are increasingly pursuing interconnection strategies to drive revenue growth in today's digital economy. It finds that the number of interconnected enterprises is expected to more than double by 2017. Interconnection provides quantifiable benefits like increased revenue opportunities and cost savings, with over a third of surveyed companies reporting over $10 million in value from interconnection solutions. However, enterprises face challenges in adapting old IT architectures to support new growth strategies dependent on interconnection across dispersed locations and cloud environments. Direct, secure interconnection is presented as a solution to issues like high latency, systems uptime, and cybersecurity risks in an era where workloads are moving beyond centralized data centers.
Get Ready: AI Is Grown Up and Ready for BusinessCognizant
Despite great enthusiasm for AI, full-blown deployments remain the exception rather than the rule across businesses in the U.S. and Europe, according to our recent research. Businesses can turn the tide by honing their AI strategies, maintaining a human-centric approach, developing governance structures and ensuring AI applications are built on an ethical foundation.
The document discusses how enterprises are increasingly pursuing interconnection strategies to drive revenue growth in today's digital economy. It finds that the number of interconnected enterprises is expected to more than double by 2017. Interconnection provides quantifiable benefits like increased revenue opportunities and cost savings, with over 1/3 of surveyed companies reporting over $10 million in value from interconnection solutions. However, enterprises face challenges in adapting old IT architectures to support new growth strategies that rely heavily on interconnection across multiple locations and clouds. Direct, secure interconnection is presented as a solution to address issues like high latency, systems uptime, and cybersecurity risks in a way that public internet connections cannot.
Technolony Vision 2016 - Primacy Of People First In A Digital World - Vin Mal...Vin Malhotra
The document discusses emerging technologies and their impact on businesses over the next 3-5 years based on research by Accenture. It identifies 5 technology trends that will be essential for business success: 1) Intelligent Automation using AI to automate tasks, 2) Liquid Workforce to build a flexible workforce, 3) Platform Economy using platforms for business model innovation, 4) Predictable Disruption from digital ecosystems, and 5) Digital Trust to strengthen customer relationships through ethics and security. The research involved input from experts and a global survey of over 3,100 business and IT executives.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
This document discusses new patterns of innovation driven by data and analytics. It identifies five patterns: 1) augmenting products to generate data to improve design and new services, 2) digitizing assets like music and video to create new business models, 3) combining data within and across industries to innovate, 4) trading data to create new offerings, and 5) codifying distinctive service capabilities onto the cloud to globalize local services. The document argues that leveraging big data through these patterns, particularly combining various data sources, will benefit companies the most for innovation in the future.
In June and July 2015, with sponsorship by SAP, The Economist Intelligence Unit (EIU) carried out a survey of more than 300 executives who are familiar with their company's data and analytics practices. The goal was to assess trends in the use of market-facing advanced analytics.
To add insights to the survey findings, the EIU conducted interviews with several advanced analytics practitioners. This executive summary describes the top findings of this research.
The ecosystem equation collaboration in the connected economy @harvard biz @i...Diego Alberto Tamayo
The document discusses the shift to the connected economy, where value is created through technology-enabled connections between people, machines, and organizations. It finds that only 18% of surveyed organizations have significantly adopted connected economy business models, while over half recognize significant revenue is threatened by digital disruption. Connected economy leaders have realized stronger revenue growth and earn more from new products compared to laggards. Leaders also demonstrate greater senior leadership involvement in digital initiatives, cross-functional collaboration, skills development, and dedicated digital transition teams.
A review on techniques and modelling methodologies used for checking electrom...nooriasukmaningtyas
The proper function of the integrated circuit (IC) in an inhibiting electromagnetic environment has always been a serious concern throughout the decades of revolution in the world of electronics, from disjunct devices to today’s integrated circuit technology, where billions of transistors are combined on a single chip. The automotive industry and smart vehicles in particular, are confronting design issues such as being prone to electromagnetic interference (EMI). Electronic control devices calculate incorrect outputs because of EMI and sensors give misleading values which can prove fatal in case of automotives. In this paper, the authors have non exhaustively tried to review research work concerned with the investigation of EMI in ICs and prediction of this EMI using various modelling methodologies and measurement setups.
Embedded machine learning-based road conditions and driving behavior monitoringIJECEIAES
Car accident rates have increased in recent years, resulting in losses in human lives, properties, and other financial costs. An embedded machine learning-based system is developed to address this critical issue. The system can monitor road conditions, detect driving patterns, and identify aggressive driving behaviors. The system is based on neural networks trained on a comprehensive dataset of driving events, driving styles, and road conditions. The system effectively detects potential risks and helps mitigate the frequency and impact of accidents. The primary goal is to ensure the safety of drivers and vehicles. Collecting data involved gathering information on three key road events: normal street and normal drive, speed bumps, circular yellow speed bumps, and three aggressive driving actions: sudden start, sudden stop, and sudden entry. The gathered data is processed and analyzed using a machine learning system designed for limited power and memory devices. The developed system resulted in 91.9% accuracy, 93.6% precision, and 92% recall. The achieved inference time on an Arduino Nano 33 BLE Sense with a 32-bit CPU running at 64 MHz is 34 ms and requires 2.6 kB peak RAM and 139.9 kB program flash memory, making it suitable for resource-constrained embedded systems.
Literature Review Basics and Understanding Reference Management.pptxDr Ramhari Poudyal
Three-day training on academic research focuses on analytical tools at United Technical College, supported by the University Grant Commission, Nepal. 24-26 May 2024
Advanced control scheme of doubly fed induction generator for wind turbine us...IJECEIAES
This paper describes a speed control device for generating electrical energy on an electricity network based on the doubly fed induction generator (DFIG) used for wind power conversion systems. At first, a double-fed induction generator model was constructed. A control law is formulated to govern the flow of energy between the stator of a DFIG and the energy network using three types of controllers: proportional integral (PI), sliding mode controller (SMC) and second order sliding mode controller (SOSMC). Their different results in terms of power reference tracking, reaction to unexpected speed fluctuations, sensitivity to perturbations, and resilience against machine parameter alterations are compared. MATLAB/Simulink was used to conduct the simulations for the preceding study. Multiple simulations have shown very satisfying results, and the investigations demonstrate the efficacy and power-enhancing capabilities of the suggested control system.
International Conference on NLP, Artificial Intelligence, Machine Learning an...gerogepatton
International Conference on NLP, Artificial Intelligence, Machine Learning and Applications (NLAIM 2024) offers a premier global platform for exchanging insights and findings in the theory, methodology, and applications of NLP, Artificial Intelligence, Machine Learning, and their applications. The conference seeks substantial contributions across all key domains of NLP, Artificial Intelligence, Machine Learning, and their practical applications, aiming to foster both theoretical advancements and real-world implementations. With a focus on facilitating collaboration between researchers and practitioners from academia and industry, the conference serves as a nexus for sharing the latest developments in the field.
Using recycled concrete aggregates (RCA) for pavements is crucial to achieving sustainability. Implementing RCA for new pavement can minimize carbon footprint, conserve natural resources, reduce harmful emissions, and lower life cycle costs. Compared to natural aggregate (NA), RCA pavement has fewer comprehensive studies and sustainability assessments.
We have compiled the most important slides from each speaker's presentation. This year’s compilation, available for free, captures the key insights and contributions shared during the DfMAy 2024 conference.
Harnessing WebAssembly for Real-time Stateless Streaming PipelinesChristina Lin
Traditionally, dealing with real-time data pipelines has involved significant overhead, even for straightforward tasks like data transformation or masking. However, in this talk, we’ll venture into the dynamic realm of WebAssembly (WASM) and discover how it can revolutionize the creation of stateless streaming pipelines within a Kafka (Redpanda) broker. These pipelines are adept at managing low-latency, high-data-volume scenarios.
Harnessing WebAssembly for Real-time Stateless Streaming Pipelines
Innovation climate survey2014
1. Executive Report
IBM Global Business Services Strategy and Analytics
IBM Institute for Business Value
More than magic
How the most successful organizations innovate
2. Tapping data and analytics to innovate faster and at scale
To succeed in today’s environment, businesses need to lead through increased
complexity and volatility, drive operational excellence and enable collaboration
across enterprise functions, develop higher quality leadership and talent, manage amidst
constant change and unlock new possibilities grounded in data. The IBM Strategy and
Analytics practice integrates management consulting expertise with the science of
analytics to enable leading organizations to succeed.
3. IBM Global Business Services 1
Outperforming organizations are As documented in the 2013 IBM Institute for Business Value
executive report, “Insatiable Innovation: From sporadic to
systemic,” outperforming organizations combine product,
operational and business model innovation to thrive in a
challenging and complex environment.1
However, the nature of innovation is changing. Innovation has
become more open and increasingly occurs within economic
ecosystems. Innovation today often involves teamwork and
collaboration. While the “magic” of innovation still exists,
breakthroughs are driven by science and numbers, data and
insight. For today’s business leaders, innovation is more than
magic – it is the art and science of anticipating the future. It is
about understanding what the full potential of new technolo-
gies will be, of knowing what customers need and want, even
before they know it themselves. And it is about building
organizational and ecosystem-wide capabilities to execute and
deliver. Successful organizations align innovation activities
with business objectives, and they are not afraid to experiment.
They see innovation as a critical business process, an enabler
and a cultural imperative.
By Kazuaki Ikeda,Anthony Marshall and Abhijit Majumdar
Leading organizations have a clear focus on innovation.
They recognize that effective and sustained innovation drives both value creation and
competitiveness. In a 2014 survey of more than 1,000 C-suite executives and their direct
reports conducted by the IBM Institute for Business Value in collaboration with the
Economist Intelligence Unit, we found that the most successful organizations do indeed
approach innovation differently. The top 9 percent of organizations in both operating
efficiency and revenue growth pursue distinct strategies in innovation organization,
culture and process. This executive report highlights how the most successful
organizations approach innovation and identifies specific strategies that can help all
organizations innovate like an outperformer.
37%
79%
48%
more likely to embrace open forms
of innovation
more likely to establish dedicated
innovation teams
more likely to measure the financial
returns from innovation investments
4. 2 More than magic
In developing this executive report, the IBM Institute for
Business Value collaborated with the Economist Intelligence
Unit to survey 1,004 C-suite level executives or their direct
reports from 17 industries around the globe (see Figure 1).
We analyzed survey data using regression analysis to identify
correlations between business performance and innovation.
We then developed an econometric model and performed
common factor and regression analyses on selected innovation
survey respondent data. We identified key innovation themes
associated with financial outperformance.
Analysis revealed three key categories that separate outper-
formers from the rest:
1. Organizational structures and functions that support
innovation – The most successful organizations align innova-
tion activities directly with business objectives, pursue “open”
innovation structures and create specialized innovation teams.
2. Cultural environments to make innovation thrive – The
most successful organizations maintain a clear focus on
innovation across all business activities, encouraging innovative
behaviors and finding ways to sustain innovation momentum.
3. Processes to convert ideas into innovation – The most
successful organizations source new ideas from diverse
locations, often leveraging big data and analytics; innovation is
funded separately and measured rigorously.
Figure 1: Respondents represent a wide range of public and private sector organizations globally across 17 industries.
5%
5%
5%
1004
interviews
6%
8%
5%
5%
6%
6%
6%
6%6%
6%
6%
6%
6%
5%
Automotive
Banking and Financial Markets
Chemical and Petroleum
Consumer Electronics
Consumer Products
Education and/or Research
Energy and Utilities
Government/Public Sector
Healthcare
Industrial Products
Insurance
Life Sciences/Pharmaceutical
Media and Entertainment
Retail
Telecommunications
Transportation
Travel
267
78
North
America
South
America
285
Western
Europe
266
Asia
Pacific
Japan
108
Industry spread of respondents Geographical spread of respondents
Source: IBM Institute for Business Value.
5. IBM Global Business Services 3
in•no•va•tion , i-n -’vā-sh n Noun
Origin: Latin, 1548
Derives from the Latin word innovatus, past
participle of innovare, “to make changes; do
something in a new way,” from in- + novus — “new”
-Merriam Webster Dictionary
e e
Innovation is strongly correlated with
value creation
Examination of how the most innovative companies compare
to others in the market provides evidence of how closely
innovation is tied to financial performance (see Figure 2).2
The automotive industry provides an excellent example of the
role innovation plays in adding value and creating new types of
disruption. The traditional automotive value chain begins with
OEMs, such as manufacturers of tires, engine components,
upholstery, safety glass and related materials. Then it moves
to the auto manufacturer, to the dealerships and, ultimately, to
aftermarket, such as maintenance and insurance.
Today’s emerging mobility ecosystem is radically altering the
landscape, however. Auto parts are beginning to be manufac-
tured by 3D printing. Robotics significantly reduce labor costs,
improve manufacturing tolerances and increase efficiency.
Charging stations are becoming more common to service
electric and hybrid vehicles. Clean diesel fuel and gasoline reduce
Figure 2: Innovative companies outpace the overall market in value creation.
the vehicle carbon footprint. Increasingly autonomous vehicles
provide collision alerts, automated braking, driver-unassisted
parking and more. GPS provides route navigation and congestion
avoidance.Telematics provide instant product information.
Instant-access shared transportation is becoming available.And
that is just a few of the changes innovation is bringing to a single
industry. Examples of other emerging industry ecosystems
founded on innovation are numerous and growing, including
healthcare and life sciences, telecommunications, retail, hospitality
and transportation, electronics and utilities.
BCG 25 Most Innovative Companies in 2013
2008 2010 2012 2014
6000
4000
2000
0
4000
3000
2000
1000
0
MarketCap($Bn)
S&P1200(Index)
Year
Market capitalization of Top 25 S&P 1200
Market capitalization growth
BCG 25 Most Innovative Companies vs. S&P Global 1200
1. Apple Inc
2. Samsung Electronics
3. Google Inc
4. Microsoft Corp
5. Toyota Motor Corp
6. IBM
7. Amazon.com Inc
8. Ford Motor Co
9. BMW
10. General Electric Co
11. Sony Corp
12. Facebook Inc *
13. General Motors Co **
14. Volkswagen AG
15. The Coca-Cola Co
16. Hewlett-Packard Co
17. Hyundai Motor Co
18. Honda Motor Co Ltd
19. Audi AG
20. Daimler AG
21. Wal-Mart Stores Inc
22. Lenovo Group Ltd.
23. Procter & Gamble Co
24. Bayer AG
25. LG Electronics Inc
Sources: BCG Most Innovative Companies, 2013; Standard & Poor Global 1,200.
6. 4 More than magic
The nature of innovation is changing
Increasingly, innovation is occurring within what we call the
everyone-to-everyone (E2E) economy. E2E encompasses a
fundamental shift in mindset from “me” to “we.”3
In years past,
organizations pushed out products and services to customers
and then told customers why they were valuable. Today,
continuing digital evolution and revolution, combined with a
transition from traditional market-based economic structures
to an ecosystem-based environment, has altered innovation in
three distinct ways:
1. Consumers have become directly involved in innovation.
Technology and hyper-connectedness have been catalysts for the
collaboration of consumers and organizations across the gamut
of value-chain activities: co-design, co-creation, co-production,
co-marketing, co-distribution and co-funding. Consumers and
organizations increasingly work together to create value in an
environment of transparency and trust (see Figure 3). For
example, Xiaomi, a leading smartphone producer in China, has a
business model with no marketing budget or sales team. To build
customer loyalty, the company releases a new version of its
software every week in response to user feedback.4
2. Technology is at the core of innovation. New technology
enables organizations to respond faster to customer needs and
build compelling new capabilities and business models (see
Figure 4). For example, users of Foldit, an online game that
provides for crowd-sourced protein folding, deciphered the
retroviral protese of the Mason-Pfizer Monkey Virus in ten days,
a problem that had challenged scientists for more than 12 years.5
3. Ecosystems are defining new types of innovation. An
ecosystem is a complex web of interdependent enterprises and
relationships aimed at creating and allocating business value
(see Figure 5). An example of this development is the partner-
ship between Quirky and GE. GE is crowdsourcing innovation
through Quirky, reducing risk and sharing revenues with
inventors who make breakthroughs.6
Disagree
71% agree that customers are a critical part of the
innovation process
71%10% 19%
67% agree that customers help develop products that
have greater value
Agree
67%9% 25%Disagree Agree
Figure 3: Innovation is occurring outside traditional paradigms –
consumers are participating directly in innovation processes.
Consumer involvement creates more value
Figure 4: Technology is typically at the center of innovation, but
tolerance of failure and encouragement of experimentation remains
limited.
Gap between the emotional desire to explore the possibilities
of innovation, and the real requirements of innovation
66%
of executives believe
exploring the innovative
possibilities of new
technologies is
important to their
innovation
31%
of executives
believe that tolerance
of failure is critical
30%
of executives
believe encouraging
experimentation
is essential
Source: IBM Institute for Business Value.
Source: IBM Institute for Business Value.
7. IBM Global Business Services 5
Kinect provides motion-sensing input device to enable
full-body gaming and voice control
Kinect opened up innovation through an incubator program
that provided start-ups US$20,000 to explore ideas. For
example, two organizations, Styku and GestSure Technologies,
have taken Kinect technology far beyond its Microsoft Xbox
roots.
Styku is piloting virtualfitting-room technology for size
recommendations and clothing visualization, while GestSure
Technologies has created a hands-free technology for
surgeons in operating rooms to directly control 3D imaging in a
sterile manner.
This willingness to embrace partnering enabled by mobile and
collaborative ecosystems multiplies Kinect’s potential
applications.7
The most successful organizations do
innovation differently
Only 9 percent of organizations surveyed in our 2014 Global
Innovation survey outperform others in both revenue growth
and operating efficiency (profitability). We asked executives to
rank themselves against their competitors along the two
metrics. Using the survey respondent’s ranking, we identified
three specific categories of performance: outperformers,
underperformers and peer performers (see Figure 6).
Figure 5: Ecosystems are emerging and driving more open approaches
to innovation.
Organizations discover new ways to partner
to create and capture value
Competitors
from other/
new industries
40% 41%
19%
Organizations
discover new ways
to partner to create
and capture value
Competitors
from same
industries
No change
Mutuality Orchestration
Ecosystem complexity
and orchestration govern
the potential and nature
of value capture
Ecosystem partners must
collaborate to create and
deliver something of mutually
beneficial value
Ecosystems are emerging
Figure 6: Three performance categories reveal what separates
outperformers from others. The most successful organizations do
innovation differently.
Performance composition of 2014 IBM Institute for Business
Value/EIU survey of 1004 global business executives
Three performance categories emerged
Outperformers 9%
Organizations that achieved high
revenue growth and high profitability
Underperformers
Peer performers
42%
49%
Organizations that achieved low
revenue growth and low profitability
Organizations with any other
performance combinations
Armed with this categorical classification, we can answer two
important questions. What do the top organizations do
differently when it comes to innovation? And how do they
consistently outperform their peers?
We found that outperformers:
1. Build an organization that encourages innovation
2. Create a culture that fosters innovation
3. Design processes that enable innovation.
Source: IBM Institute for Business Value. Source: IBM Institute for Business Value.
8. 6 More than magic
Outperformers approach innovation differently
The most successful companies create innovation structures
and functions that align with and support their underlying
business mission. They:
1. Align innovation with business goals – They promote
innovation objectives related to their business objectives (see
Figure 7). For example, outperformers align innovation goals
to the expansion of products and services 84 percent more than
underperformers. They align innovation goals to industry
expansion 61 percent more and are 30 percent more likely to
have senior management buy-in around innovation processes
and initiatives.
Kraft Foods is redefining its innovation strategy to focus
on a smaller number of very powerful innovations
Kraft Foods evolved its strategy from focusing on quantity to
the quality of new ideas. The result has been the birth of three
new $100 million platforms in 2010: MiO beverage mixes, Oscar
Mayer Selects deli meats and Velveeta Skillet packaged meals.
Kraft Foods has also promoted changes to its innovation
culture. Rather than innovation being perceived as a limited
career track, Kraft Foods began celebrating the success of its
innovators, making them the heroes or rock stars of the
company.8
2. Structure open forms of innovation – Outperformers build
robust structures to support open forms of innovation (using
internal and external ideas and/or embracing open innovation
concepts such as crowd sourcing). Twenty-four percent more
outperforming organizations consider open environments more
conducive to effective innovation than underperformers. And 10
percent more say that open environments lead to better and
faster idea development. Thirty-seven percent more outper-
formers use open innovation processes than underperformers,
and they are much more likely to adopt open strategies and
approaches to ideation processes (see Figure 8).
AkzoNobel’s open innovation drives new product lines, solves
technical challenges and boosts carbon-friendly research9
AkzoNobel, the Dutch paint and chemicals giant, uses open
innovation to seek out partnerships and solicits ideas through
its online portal, Open Space. Open innovation engagement
has created a number of success stories, such as better
beverage cans, carbon-friendly research, low-carbon paint and
the do-it-yourself repair solution, Stickerfix.
Figure 7: Outperforming organizations explicitly align their innovation
strategy and objectives to clear business goals.
Outperformers align their innovation activities to new
industry opportunities and/or new products and services
Align innovation goals to
industry expansion
32%
Outperformers
20%
61%
more
Align innovation goals to
products/services expansion
53%
OutperformersUnderperformers
84%
more
20%
Underperformers
Source: IBM Institute for Business Value.
9. IBM Global Business Services 7
Figure 8: Outperforming organizations embrace more “open” forms of innovation.
Outperformers are more “open” across innovation processes
Outperformers are more open…
56%
Outperformers
41%
37%
more
…across ideation processes
Underperformers
Developing a prototype
Concept identification
Formulation of
specific ideas
Evaluation of business case
21% 31% 48%
more
47%34% 38%
more
20% 27% 35%
more
24% 31% 29%
more
Underperformers Outerperformers
Figure 9: Outperforming organizations are more likely to dedicate
specialized teams to innovation.
Establishment of dedicated innovation teams is highly
correlated with performance
Led by specialized innovation department
29%
Outperformers
23%
24%
more
Staffed by special or designated team
32%
OutperformersUnderperformers
79%
more
18%
Underperformers
3. Create specialized teams – Outperforming organizations
are much more likely to create dedicated innovation teams (see
Figure 9). Specifically, outperformers are 79 percent more
likely establish and maintain a special or designated innovation
team, and those teams are 24 percent more likely to be part of
a specialized innovation department.
Philips’ goal is to create meaningful innovations to
improve lives10
Philips R&D, founded in 1914, is one of the world’s largest
corporate research organizations, encompassing Research,
Innovation Services, Intellectual Property & Standards ,
Innovation Campus and Healthcare Incubators and Design.
Philips R&D employs about 5,000 professionals globally and
has an annual budget of more than 7 percent of annual sales.
Such investment in innovation has paid dividends. In Germany,
for example, innovation leadership in oral healthcare resulted in
a market share improvement.
Source: IBM Institute for Business Value.
Source: IBM Institute for Business Value.
10. 8 More than magic
Outperformers build organizational climates conducive
to innovation
Creating cultures and environments in which innovation can
thrive is crucial for successful innovation and is another
differentiating characteristic of outperformers:
1. Lead with an innovation focus – Business leaders in
outperforming organizations explicitly promote innovation as
central to business activity. Leaders of outperforming organiza-
tions are 92 percent more inclined to provide a clear direction
and impetus for innovation (see Figure 10). They are also more
open to industry and enterprise model innovation. And they
are 27 percent more likely to link innovation efforts with
financial performance, requiring and expecting innovation to
be associated with increased business value.
Figure 10: Outperforming organizations have leaders who explicitly
promote innovation as a central business objective.
Outperforming organizations are open to creating disruptive
new business models
Business leaders provide
clear impetus for innovation
50%
Outperformers
28%
92%
more
Innovation goals impact
business model
Underperformers
Innovation objective –
Industry model innovation
49% 66% 35%
more
77%59% 31%
more
Underperformers Outperformers
Innovation objective –
Enterprise model innovation
Figure 11: Outperforming organizations actively encourage their
employees to innovate
Outperforming organizations encourage innovative
behaviors with rewards and incentives
Drivers of successful innovation
Engaging employees
for innovation
Incentivizing all employees to
innovate through awards,
prizes, cash bonuses, etc.
Encouraging all employees
to innovate
62% 81% 31%
more
73%60% 20%
more
67% 79% 17%
more
Underperformers Outperformers
Umpqua Bank’s innovation strategy aims to deliver unique,
socially rich, tech-enabled customer experiences11
Innovation is a core business value to of Umpqua Bank’s
strategic decision-making. In 2007, Umpqua launched an
“Innovation Lab” to test new technologies and conceive new
ways to create improved banking experiences for customers
Despite rapid expansion, Umpqua’s continues to engage
customers by offering comfortable, socially rich and and tech-
enabled multipurpose branches.
2. Encourage innovative behaviors – Outperforming organi-
zations are 17 percent more likely to actively encourage
innovation by employees through specific incentives and
rewards than underperformers. And they are 31 percent more
likely to engage employees directly in innovation (see Figure
11). Importantly, outperforming organizations also have a
greater tolerance of failure. They are 25 percent more likely to
accept that some innovation projects will not succeed.
Source: IBM Institute for Business Value.
Source: IBM Institute for Business Value.
11. IBM Global Business Services 9
Maruti Suzuki engineers have freedom to drive innovation12
India’s Maruti Suzuki embraces an open door policy to boost
the spirit of innovation.
Engineers are free to innovate and to apply “anything they have
learned from their colleges” that could be new. The automaker
owns more than 100 patents, the majority of which were
developed by its own engineers.
This innovative approach has contributed to significant
financial growth and improvement over recent years.
3. Sustain innovation momentum – Outperforming organi-
zations are 37 percent more likely to promote agility in their
culture and way of doing business. They are also 29 percent
more likely to stay ahead of changing customer attitudes and
expectations (see Figure 12). Outperformers are 26 percent
more likely to consciously and explicitly build an environment
of trust among stakeholders in pursuing innovation.
Figure 12: Outperforming organizations are more agile in sustaining
innovation momentum.
Outperforming organizations are better
at staying ahead of the market
How leading organizations sustain innovation momentum
Agility (ability to change
course with speed)
Stay ahead of
customer expectations
Mitigate innovation risks by
engaging customers early on
46% 63% 37%
more
63%49% 29%
more
48% 58% 21%
more
Underperformers Outperformers
McDonald’s listens to customers to motivate product and
operational innovation13
Reflecting the pulse of the customers, McDonalds has started
an “after midnight” menu from 12 - 4 a.m. featuring items from
both its dinner and breakfast menu. This combined menu
appeals to millennials who are used to eating what they want
and when they want, even during “after hours”.
McDonalds continues to create other market-specific
innovations, such as McCafe, which have led to increased sales,
new customers and a more wholesome image.
Outperformers have clear processes to source, fund
and measure innovation
The most successful organizations source and directly fund new
ideas. They are also more likely to measure the effectiveness of
their innovation program to demonstrate the value created.
They:
1. Generate new ideas from a wide range of sources
– Outperforming organizations are more likely to welcome
inputs into ideation processes across the board. They are 23
percent more likely to use big data and 79 percent more likely
to use analytics to identify new innovative opportunities. They
are 35 percent more likely to use customer surveys and 156
percent more likely to use competitions. And they engage
employees (31 percent) and channel partners (37 percent) in
idea generation much more frequently (see Figure 13).
Source: IBM Institute for Business Value.
12. 10 More than magic
BMW turns to online communities for open innovation14
German automaker BMW engages customers through open
innovation contests to design cars of the future. The company
considered the crowd’s discussion and voting in selecting the
design theme for the BMW Urban Driving Experience.
Specifically, BMW was able to encourage new ideas from
customers by providing a platform for consumer engagement,
adding new insight into ideation processes and facilitating
deeper customer connections. BMW also encourages
employee engagement in innovation through its global research
and innovation network.
Figure 13: Outperforming organizations get new ideas from a variety
of sources.
Outperforming organizations use more channels
across the board to source new ideas
Channels and tools for ideation
Competitions or contests
Analytical tools
Customer surveys
Collaboration tools
Big data
R&D Labs
9% 23% 156%
more
34%19% 79%
more
48% 65% 35%
more
Underperformers Outperformers
26%20%
32%26%
38% 44%
30%
more
23%
more
16%
more
2. Fund innovation – Outperforming organizations are more
likely to approach innovation with the same disciplined
approach that they would any other business process. They are
45 percent more likely to allocate dedicated funding to innova-
tion and use business case methodologies to make go/no-go
decisions on specific innovations. They are also more likely to
fund innovation activities at sufficient levels for maintenance of
an effective innovation program (see Figure 14).
Figure 14: Outperforming organizations fund innovation separately from
other projects.
Outperforming organizations allocate a specific funding
bucket for innovation
Outperformers are also more likely to allocate funds
necessary for an effective innovation program
Separate budget allocated for
innovation related activities
Higher discounting
factor
Inadequate funding
for innovation
29% 42% 45%
more
27%24% 11%
less
27% 35% 23%
less
Underperformers Outperformers
Shell Technology Ventures invests in companies for develop-
ment and deployment of new technologies15
Shell Technology Ventures works closely with entrepreneurs
and early-stage companies, as well as the venture capital firms
that invest in them.
Source: IBM Institute for Business Value.
Source: IBM Institute for Business Value.
13. IBM Global Business Services 11
3. Measure innovation outcomes – Outperforming
organizations hold innovation initiatives accountable to
clear financial objectives. They are 35 percent more likely to
explicitly measure the outcome of innovation initiatives.
Specifically, they are 48 percent more likely to measure
financial return on investments from innovation and
47 percent more likely to assess its impact on their markets
(see Figure 15). By being methodical and promoting account-
ability and transparency in ROI of innovation spending,
outperformers are better able to justify its continuing funding.
As such, outperforming organizations are more likely to secure
stable investment and minimize the vagaries of quarterly or
annual budgeting volatility.
Figure 15: Outperforming organizations measure financial return on
investments from innovation.
Measures of innovation effectiveness
Outperformers are also more likely to allocate funds
necessary for an effective innovation program
Financial valuation assessing
the returns of innovation
Extent to which innovation
impacts the marketplace
Measuring the outcomes
of innovation
Extent of collaboration
to support innovation
Number of successful
innovation projects/year
37% 55% 48%
more
24%
Underperformers Outperformers
34% 50% 47%
more
23% 31% 35%
more
29% 35%
40% 45%
22%
more
13%
more
Canon makes innovation and technological advances central
to its corporate DNA16
Canon promotes innovation throughout its corporate activities,
beginning with manufacturing. The company engages in basic
research in unexplored fields, aiming to spark innovation and
create new or previously untapped markets.
This commitment to research has paid off in the development
of a range of patented products and processes. Canon is a
leader in patents granted both in Japan and internationally.
Source: IBM Institute for Business Value.
14. 12 More than magic
Innovation lessons from the most
successful performers
Innovation organization
Create impact from innovation resources. Idea generation
processes will inevitably produce far more good ideas can be
funded. Scarce funds and people resources limit the number
and extent of innovation projects. Focus on those most aligned
to overall business goals.
Open up innovation processes. Establishing open forms of
innovation provides increased depth and relevance to innova-
tion initiatives. Provide employees the tools and physical/
virtual environments to engage in open collaboration. Allow
them to interact with a range of external parties. Establish
governance to ensure regulatory compliance and protect
intellectual property.
Establish dedicated innovation teams. A dedicated innova-
tion group can fulfill two important roles: provide manage-
ment and governance for the overall innovation program and
support specific innovation activities. Support can include
facilitation of new ideas, collaboration support and assistance
in business case development.
Innovation culture
Place innovation at the organization’s core. Innovation can
underpin all aspects of day-to-day business, from interactions
with customers, to operations. But innovation needs to be
more than semantic – hold innovation accountable to produce
real value creation. Nurture more disruptive forms of business
model innovation centrally to avoid organizational resistance.
Build a climate of innovation. Innovation works best when it
becomes a philosophy, broadly applied through the organiza-
tion. With a strong innovation culture, employees naturally
collaborate and support new thoughts and initiatives. Give
people the time and space they need to innovate. Provide
incentives and visible recognition designed to promote
innovative behavior and reduce conservatism.
Prioritize agility as a critical capability. Speed and flexibility
will be the defining features of successful innovation. Innova-
tion is becoming insatiable – requiring continuous injections of
new ideas and initiatives. Staying ahead of changes in customer
aspirations will be a crucial part of any successful innovation
strategy.
15. IBM Global Business Services 13
Innovation process
Build ideation platforms and competencies. Ideas are a
critical input to innovation. Poor ideas limit the potential for
value creation. An open, flexible idea generation platform,
coupled with strong ideation and facilitation skills and robust
idea evaluation processes can drive substantial benefits. Insights
from data and analytics can provide another valuable source of
fresh ideas.
Secure an innovation funding stream. Innovation works best
with stable, distinct funding. Creating a formulaic funding
source for innovation can protect it from the perils of quarterly
budgeting decisions. Crowd-funding or allocating a specific
percentage of cost savings to innovation can help provide a
more stable funding arrangement.
Use quantitative metrics to evaluate innovation. Financial
metrics provide clear, consistent discipline to innovation
funding decisions, but they are only part of the story. Other
measures, such as likely market impact, can give added context
to funding and gating decision making, potentially keeping
alive projects that, while not break-even, are of major strategic
importance to the business.
Conclusion
Innovative organizations outperform their competitors. The
most successful innovators are able to create new types of
business value in sustainable ways. But innovation is not some
type of magic. It is a systematic discipline that can be embraced
and adopted by all organizations. This executive report has
identified and documented clear steps for all organizations to
adopt those elements of innovation strategy that differentiate
– organizational structures, organizational culture and organi-
zational processes. By adopting these innovation elements, and
adopting a more disciplined, rigorous approach to innovation,
organizations can position to become the innovation leaders of
the future.
To learn more about this IBM Institute for Business Value
study, please contact us at iibv@us.ibm.com. Follow @IBMIBV
on Twitter, and for a full catalog of our research or to subscribe
to our monthly newsletter, visit: ibm.com/iibv
Access IBM Institute for Business Value executive reports on
your tablet by downloading the free “IBM IBV” app for iPad
or Android from your app store.
16. 14 More than magic
About the authors
Kazuaki Ikeda is the leader of Strategy and Analytics Japan
team. Kazuaki has conducted many engagements for estab-
lished Japan-based manufacturing and service companies in the
following sectors: automotive, electronics, heavy machineries,
chemicals, consumer products, telecommunications and
utilities. Kazuaki advises clients on issues of business growth,
globalization, new business development, new market entry,
organizational design and pre-M&A strategy. Prior to joining
IBM, Kazuaki was a partner of Strategy & Change group of
PwC Consulting. Kazuaki is a visiting lecturer for Faculty of
Science and Engineering of Waseda University and teaches
“business strategy.” He can be reached at K7IKEDA@jp.ibm.com
Anthony Marshall is Strategy and Analytics Leader and
Program Director of the Global CEO Study for the IBM
Institute for Business Value. Previously, Anthony led numerous
projects in IBM’s Strategy and Innovation Financial Services
Practice, focusing on business strategy and innovation.
Anthony has consulted extensively with U.S. and global clients,
working with numerous top-tier organizations in innovation
management, digital strategy, transformation and organiza-
tional culture. He has also worked in regulation economics,
privatization and M&A. Anthony has more than 20 years of
consulting, research and analytical experience. He can be
reached at anthony2@us.ibm.com
Abhijit Majumdar is an Associate Partner at IBM and the India
Leader for the Strategy & Analytics Global Centre of Compe-
tence. Abhijit has consulted global clients in the United States,
Europe, India and southeast Asia and specializes in business
strategy, innovation, IT advisory, operating models and
transformation. Previously, he worked on IT management and
development at top-tier firms and has experience in strategic
sourcing, outsourcing and lean practices. He is a speaker at
MBA colleges in India and is a keen follower of technology
trends. Abhijit has more than 14 years of experience in
consulting and transformation. He can be reached at
abhijit.majumdar@in.ibm.com
The authors would like to acknowledge the following individu-
als who made an important contribution to this study: Rachna
Handa - Advisory Consultant, IBM Strategy and Analytics,
Global Delivery and Madhuri Banda - Managing Consultant,
IBM Strategy and Analytics, Global Delivery.
In addition, the authors would like to thank: Steve Ballou,
Sandeep Bhoyar, Bernice Hsu, Kathleen Martin, Dheeresh
Patel, Rajrohit Teer
17. IBM Global Business Services 15
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