http://pwc.to/1owpVso
L’étude "The runway to growth : Using market understanding to drive efficient innovation in the aerospace, defence and security industry" est issue du rapport “Breakthrough innovation and growth”, réalisé auprès de 1757 dirigeants issus de 30 secteurs d’activité dans 25 pays. Ce focus Aéronautique et Défense est construit sur la base des réponses des 58 dirigeants du secteur, issus de 10 pays, ainsi que d’une vingtaine d’interviews et d’une recherche parallèle effectuée sur le marché américain.
The report, “Accenture Innovation Maturity Index 2020 – Middle East,” is based on a survey of 200 C-suite executives in Saudi Arabia and the United Arab Emirates (U.A.E) and on an Accenture outside-in analysis of more than 275 companies across the Middle East that measures the potential value that companies are failing to realize from opportunities that technology innovations present as well as their exposure to disruption.
Innovation Portfolio Management and Governance | Accentureaccenture
With innovation investments increasing, it's critical to invest in future potential and have a balanced innovation portfolio management strategy. Learn more.
Innovation Portfolio Management and Governance | Accentureaccenture
With innovation investments increasing, it's critical to invest in future potential and have a balanced innovation portfolio management strategy. Learn more.
Producitivity Challenges of Small and Medium EnterprisesVikas Sharma
These are slides that I presented at the 2014 SME Biztech Summit in Singapore. I talked about productivity-related challenges that are particular to small and medium sized businesses.
The turmoil engulfing the global economy has forced many industries into reinvention in hope of discovering new growth. Every company faces the daily challenge of business growth; where to find it and how to generate profits from it. Every business leaders’ primary task should be aligning internal resources to capitalise on new growth opportunities quicker and better than competitors.
The report, “Accenture Innovation Maturity Index 2020 – Middle East,” is based on a survey of 200 C-suite executives in Saudi Arabia and the United Arab Emirates (U.A.E) and on an Accenture outside-in analysis of more than 275 companies across the Middle East that measures the potential value that companies are failing to realize from opportunities that technology innovations present as well as their exposure to disruption.
Innovation Portfolio Management and Governance | Accentureaccenture
With innovation investments increasing, it's critical to invest in future potential and have a balanced innovation portfolio management strategy. Learn more.
Innovation Portfolio Management and Governance | Accentureaccenture
With innovation investments increasing, it's critical to invest in future potential and have a balanced innovation portfolio management strategy. Learn more.
Producitivity Challenges of Small and Medium EnterprisesVikas Sharma
These are slides that I presented at the 2014 SME Biztech Summit in Singapore. I talked about productivity-related challenges that are particular to small and medium sized businesses.
The turmoil engulfing the global economy has forced many industries into reinvention in hope of discovering new growth. Every company faces the daily challenge of business growth; where to find it and how to generate profits from it. Every business leaders’ primary task should be aligning internal resources to capitalise on new growth opportunities quicker and better than competitors.
Looking beyond the obvious - Globalization and new opportunities for growthEY
The changing face of globalization will have a profound impact on the business landscape. A constant challenge for business leaders is to anticipate and interpret how globalization is changing, while understanding the opportunities and risks it creates. Although there may be little they can do to change global demographic shifts or capital flows, business leaders can react effectively to the forces of globalization or, even better, anticipate them to their advantage.
Looking beyond the obvious: globalization and new opportunities for growth, looks at the most important elements of globalization for business. Drawing on three sources of research, including Ernst & Young’s 2012 Globalization Index, we explore the trends and issues business leaders must consider to move ahead.
In this uncertain world, companies will need to look for growth in new ways and from new places. The businesses that will ride the next wave of economic growth will be those that understand the significance of globalization and tailor their strategies accordingly.
www.ey.com/globalization
Nordic Disruptability Index - Accenture Research (LONG READ)Accenture Nordics
Accenture Nordic Disruptability Index reveals how you can take control of disruption. We have discovered that disruption is manageable and predictable and have clear recommendation on how to turn vulnerabilities into advantages
Nordic Disruptability Index - Accenture Research (LONG READ)Accenture Nordics
Accenture Nordic Disruptability Index reveals how you can take control of disruption. We have discovered that disruption is manageable and predictable and have clear recommendation on how to turn vulnerabilities into advantages. This deck is the SHORT READ (5 min), and will give you the high level insights.
The company in focus is Sealmatic India Pvt. Ltd. Its mechanical seals are sold to over 47 countries, breaking the ceiling of dominance by other countries.
Informe PwC: Encuesta Mundial de Innovación 2013PwC España
Informe basado en la Encuesta Mundial de Innovación realizada por PwC en todo el mundo a 1757 ejecutivs de empresas de más de 25 países en todo el mundo.
pwc.to/1b4fZV1
Nous avons demandé à plus de 1700 cadres à travers le monde ce qu'ils considéraient comme la place de l'innovation au sein de leur entreprise et comment ils la voyaient évoluer au cours des cinq prochaines années.
Au cours des 3 dernières années, les innovateurs leaders ont progressé a un niveau 16 % plus élevé que les moins innovants.
Innovating for growth: Innovation 2.0 - A spiral approach to business model i...EY
There is no question that innovation is one of the most powerful ways to drive business growth in today is challenging economic environment. But innovation is changing, allowing companies of all sizes and from all geographies to compete with traditional multinationals, thus disrupting markets.
http://www.ey.com/GL/en/Issues/Driving-growth/Growth-through-innovation---The-innovation-spiral
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Strategy Summit: Rob Kirschbaum - DSM’s journey from mining to sciencesEngage // Innovate
Strategy summit is our annual strategy & innovation conference where we combine some of the world’s leading thinkers in the field, with break-out workshop sessions.
We’ve looked worldwide for the best cases, the best research and the most incredible examples of leading strategic transformations. It’s a leadership skill few boards and CEO’s master. It’s a leadership skill that will become increasingly important over the coming decades. It’s the theme and focus of the 2nd annual Strategy Summit: Learning to lead strategic transformation.
How a company of 25.000 employees have gone through five waves of transformation, from mining and petrochemicals to advanced Sciences. Rob Kirschbaum has led innovation work at DSM since 2000. He will share his insights into building the innovation engine for longterm transformation.
Rob Kirschbaum
Former VP Open Innovation at Royal DSM
Transforming with confidence. Turning innovation into resultsAccenture Nordics
Accenture explains how high-growth companies in the Nordic region are turning innovation investments into financial results. Learn about our distinct approach to innovation, by examining what Innovation champions (high growth companies) are doing right.
Leading the Change in Emerging Markets: Corporate Real Estate trends in Techn...JLL
Innovation and growth are strategic imperatives for technology companies. In order to respond to a quickly changing environment, win the market share race and seize the advantage of disruptive innovation, technology companies have to be dynamic, fluid and bold. This involves a high degree of risk, which many are willing to take in anticipation of future rewards.
Jones Lang LaSalle’s Global Corporate Real Estate (CRE) Trends 2013 confirmed that companies around the world plan to increase their real estate portfolios in emerging markets. Zooming into the technology sector, respondents reveal that technology companies are among the most aggressive in pursuing growth opportunities and expanding their footprint in emerging markets. This pursuit, however, exposes them to a diverse set of risks associated with new markets and pressures to support this growth with flexible and efficient portfolios.
To learn more visit: http://www.gcre.joneslanglasallesites.com/en/industries/technology
With an intent to admire such companies, Insights Success has compiled a list of The 10 Most Promising Contract Manufacturing Companies 2021, which are making the impossible possible. Vollrath Manufacturing Services (VMS) is exceeding all expectations by being on the cover of the edition. Vollrath is offering custom manufacturing and engineering design consulting, standard and made-to-order parts, and custom tool fabrication from primarily serving the commercial foodservice industry to a breadth of others. Jacob J. Vollrath founded the Sheboygan Cast Steel Co. in Sheboygan, Wisconsin.
www.insightssuccess.com
The prime driver of economic progress is technological innovation. The main goal of both society and organizations should be to foster the rate of technical progress since it is a key to elevating everyone’s economic well being. Enhancing a firm’s ability to innovate is often one of the top concerns of senior executives. Innovations accelerate both the revenue and profits of the firms.
Governing Innovation: The recipe for portfolio growth | Accentureaccenture
Accenture reports that with innovation investments increasing, it's critical to invest in growth with an innovation portfolio management strategy. Read more.
Etude PwC Breaking Dawn on the Horizon - Destination India (2013)PwC France
http://pwc.to/Hf02OP
Si l'Inde est plus modérée sur son taux de croissance par rapport à ses prévisions précédentes, la comparaison est toujours avantageuse comparé à de nombreux autres pays. Le FMI prévoit que le taux de croissance du PIB de l'Inde sera derrière la Chine en 2014, mais il est toujours meilleur que les taux de croissance des pays émergents et en voie de développement et des économies avancées.
Etude PwC sur le secteur de la distribution en Asie (2013)PwC France
http://pwc.to/12lo5kE
Réalisée en partenariat avec l’Economist Intelligence Unit, le rapport propose un panorama unique des évolutions du secteur de la distribution et de la consommation en Asie, avec un focus par pays et par segment.
Looking beyond the obvious - Globalization and new opportunities for growthEY
The changing face of globalization will have a profound impact on the business landscape. A constant challenge for business leaders is to anticipate and interpret how globalization is changing, while understanding the opportunities and risks it creates. Although there may be little they can do to change global demographic shifts or capital flows, business leaders can react effectively to the forces of globalization or, even better, anticipate them to their advantage.
Looking beyond the obvious: globalization and new opportunities for growth, looks at the most important elements of globalization for business. Drawing on three sources of research, including Ernst & Young’s 2012 Globalization Index, we explore the trends and issues business leaders must consider to move ahead.
In this uncertain world, companies will need to look for growth in new ways and from new places. The businesses that will ride the next wave of economic growth will be those that understand the significance of globalization and tailor their strategies accordingly.
www.ey.com/globalization
Nordic Disruptability Index - Accenture Research (LONG READ)Accenture Nordics
Accenture Nordic Disruptability Index reveals how you can take control of disruption. We have discovered that disruption is manageable and predictable and have clear recommendation on how to turn vulnerabilities into advantages
Nordic Disruptability Index - Accenture Research (LONG READ)Accenture Nordics
Accenture Nordic Disruptability Index reveals how you can take control of disruption. We have discovered that disruption is manageable and predictable and have clear recommendation on how to turn vulnerabilities into advantages. This deck is the SHORT READ (5 min), and will give you the high level insights.
The company in focus is Sealmatic India Pvt. Ltd. Its mechanical seals are sold to over 47 countries, breaking the ceiling of dominance by other countries.
Informe PwC: Encuesta Mundial de Innovación 2013PwC España
Informe basado en la Encuesta Mundial de Innovación realizada por PwC en todo el mundo a 1757 ejecutivs de empresas de más de 25 países en todo el mundo.
pwc.to/1b4fZV1
Nous avons demandé à plus de 1700 cadres à travers le monde ce qu'ils considéraient comme la place de l'innovation au sein de leur entreprise et comment ils la voyaient évoluer au cours des cinq prochaines années.
Au cours des 3 dernières années, les innovateurs leaders ont progressé a un niveau 16 % plus élevé que les moins innovants.
Innovating for growth: Innovation 2.0 - A spiral approach to business model i...EY
There is no question that innovation is one of the most powerful ways to drive business growth in today is challenging economic environment. But innovation is changing, allowing companies of all sizes and from all geographies to compete with traditional multinationals, thus disrupting markets.
http://www.ey.com/GL/en/Issues/Driving-growth/Growth-through-innovation---The-innovation-spiral
Our Growing Beyond program explores opportunities across expanding into new markets, finding new ways to innovate & implementing new approaches to talent.
www.ey.com/growingbeyond
Strategy Summit: Rob Kirschbaum - DSM’s journey from mining to sciencesEngage // Innovate
Strategy summit is our annual strategy & innovation conference where we combine some of the world’s leading thinkers in the field, with break-out workshop sessions.
We’ve looked worldwide for the best cases, the best research and the most incredible examples of leading strategic transformations. It’s a leadership skill few boards and CEO’s master. It’s a leadership skill that will become increasingly important over the coming decades. It’s the theme and focus of the 2nd annual Strategy Summit: Learning to lead strategic transformation.
How a company of 25.000 employees have gone through five waves of transformation, from mining and petrochemicals to advanced Sciences. Rob Kirschbaum has led innovation work at DSM since 2000. He will share his insights into building the innovation engine for longterm transformation.
Rob Kirschbaum
Former VP Open Innovation at Royal DSM
Transforming with confidence. Turning innovation into resultsAccenture Nordics
Accenture explains how high-growth companies in the Nordic region are turning innovation investments into financial results. Learn about our distinct approach to innovation, by examining what Innovation champions (high growth companies) are doing right.
Leading the Change in Emerging Markets: Corporate Real Estate trends in Techn...JLL
Innovation and growth are strategic imperatives for technology companies. In order to respond to a quickly changing environment, win the market share race and seize the advantage of disruptive innovation, technology companies have to be dynamic, fluid and bold. This involves a high degree of risk, which many are willing to take in anticipation of future rewards.
Jones Lang LaSalle’s Global Corporate Real Estate (CRE) Trends 2013 confirmed that companies around the world plan to increase their real estate portfolios in emerging markets. Zooming into the technology sector, respondents reveal that technology companies are among the most aggressive in pursuing growth opportunities and expanding their footprint in emerging markets. This pursuit, however, exposes them to a diverse set of risks associated with new markets and pressures to support this growth with flexible and efficient portfolios.
To learn more visit: http://www.gcre.joneslanglasallesites.com/en/industries/technology
With an intent to admire such companies, Insights Success has compiled a list of The 10 Most Promising Contract Manufacturing Companies 2021, which are making the impossible possible. Vollrath Manufacturing Services (VMS) is exceeding all expectations by being on the cover of the edition. Vollrath is offering custom manufacturing and engineering design consulting, standard and made-to-order parts, and custom tool fabrication from primarily serving the commercial foodservice industry to a breadth of others. Jacob J. Vollrath founded the Sheboygan Cast Steel Co. in Sheboygan, Wisconsin.
www.insightssuccess.com
The prime driver of economic progress is technological innovation. The main goal of both society and organizations should be to foster the rate of technical progress since it is a key to elevating everyone’s economic well being. Enhancing a firm’s ability to innovate is often one of the top concerns of senior executives. Innovations accelerate both the revenue and profits of the firms.
Governing Innovation: The recipe for portfolio growth | Accentureaccenture
Accenture reports that with innovation investments increasing, it's critical to invest in growth with an innovation portfolio management strategy. Read more.
Etude PwC Breaking Dawn on the Horizon - Destination India (2013)PwC France
http://pwc.to/Hf02OP
Si l'Inde est plus modérée sur son taux de croissance par rapport à ses prévisions précédentes, la comparaison est toujours avantageuse comparé à de nombreux autres pays. Le FMI prévoit que le taux de croissance du PIB de l'Inde sera derrière la Chine en 2014, mais il est toujours meilleur que les taux de croissance des pays émergents et en voie de développement et des économies avancées.
Etude PwC sur le secteur de la distribution en Asie (2013)PwC France
http://pwc.to/12lo5kE
Réalisée en partenariat avec l’Economist Intelligence Unit, le rapport propose un panorama unique des évolutions du secteur de la distribution et de la consommation en Asie, avec un focus par pays et par segment.
Etude PwC sur la co-création dans l'industrie automobile (2013) PwC France
http://pwc.to/11ssMXs
Participation des consommateurs, collaboration avec les autres acteurs du secteur, implication des employés, la co-création prend de plus en plus d’ampleur dans l’industrie automobile, et repense la chaîne de valeur traditionnelle.
Etude PwC sur les investissements en Chine (2013) PwC France
http://pwc.to/14Loe69
Selon l’étude mondiale « Choosing China: Improving the investment environment for multinationals » réalisée par PwC et la China Development Research Foundation à l’occasion du Forum sur le développement de la Chine, plus de la moitié des dirigeants interrogés (56%) ont préféré la Chine à d'autres économies majeures pour investir, notamment le Brésil, la Russie, l'Inde et les États-Unis. Les dirigeants se déclarent particulièrement attirés par la consommation en expansion de la Chine, son vivier de talents qualifiés, et les mesures incitatives du gouvernement chinois.
Etude PwC sur l'efficacité de la fonction finance en entreprise (2013)PwC France
http://pwc.to/1b8DlaR
Sont abordés dans cette étude le coût de la fonction finance, sa performance, l'évolution de ses missions, celle de ses équipes, son utilisation des nouvelles technologies, ainsi que les différences existant au sein de cette fonction entre des secteurs d'activité aussi différents que ceux des technologies ou des services financiers.
Etude PwC sur les perspectives des véhicules électriques (2013)PwC France
http://pwc.to/1433W6E
Dans son étude « Charging forward », l’institut d’analyse automobile PwC Autofacts publie ses prévisions et interroge 200 professionnels de 34 pays sur les perspectives des véhicules électriques.
Etude PwC/CSFI "Banking Banana Skins" sur les risques dans le secteur bancair...PwC France
http://pwc.to/1fomUfC
Selon la 11ème édition de l’étude biennale du CSFI, Banking Banana Skins, réalisée en association avec PwC, l’excès de réglementation et les interventions politiques sont les deux principaux risques identifiés par les dirigeants du secteur bancaire interrogés, devançant l’environnement économique mondial, identifié comme le principal risque en 2012.
http://pwc.to/11CB1Xq
Dans son étude « Working Capital Survey 2013 », PwC montre que la performance BFR (Besoin en Fonds de Roulement, soit la trésorerie mobilisée par l’activité) des entreprises mondiales s'est dégradée de 2 % par rapport à l'année dernière. Seule exception, les sociétés européennes ont amélioré leur situation, démontrant une corrélation entre PIB et niveaux de BFR.
http://pwc.to/1aKeYgR
Pour cette 17e édition de l’étude mondiale annuelle de PwC “Global CEO Survey”, 1344 interviews ont été conduites dans 68 pays entre septembre et décembre 2013. 445 entretiens ont été menés en Asie-Pacifique, 442 en Europe, 212 en Amérique du Nord, 165 en Amérique latine, 45 en Afrique et 35 au Moyen-Orient.
Etude PwC Réussir vos investissements en Inde (2013)PwC France
http://pwc.to/1bFEiJI
Au cours des six derniers mois, le gouvernement indien a multiplié les initiatives pour relancer la croissance. Par ailleurs plusieurs développements juridiques et fiscaux sont susceptibles d'affecter les investissements en Inde des entreprises françaises.
Etude PwC sur les pays à forte croissance 2013PwC France
http://pwc.to/ZwPGMF
Entre 2008 et 2012, les pays à forte croissance ont investi 161 milliards de dollars dans les marchés matures, comparés aux 151 milliards de dollars investis dans le sens inverse. Une tendance qui se poursuit, notamment par les acheteurs chinois.
Etude PwC pour Linkedin sur le coût de l'inadéquation des compétences (2014)PwC France
http://pwc.to/1fj0jvd
PwC a réalisé pour LinkedIn l’étude « Adapt to Survive », qui recoupe pour la première fois certaines informations des profils des membres du réseau LinkedIn dans 11 pays et les données issues de 2600 entreprises étudiées par PwC Saratoga, l’une des principales bases de données RH au niveau mondial.
L’étude montre ainsi que la faible adaptabilité des compétences – difficulté des personnes à se former à de nouveaux savoir-faire ou à changer de secteur d’activité – coûte à l’économie mondiale 150 milliards de dollars en manque de productivité et renchérit les coûts de recrutement.
Une analyse qui permet à PwC de lancer l’Index d’Adaptabilité des Compétences, qui positionne en tête les Pays-Bas, le Royaume-Uni et le Canada. La France prend la 7ème place du classement (sur 11 pays étudiés).
Etude PwC sur les pratiques comptables des Etats (2013)PwC France
http://pwc.to/13zcNvl
Face au contexte de crise économique dans les pays industrialisés et à la nécessité d’accompagner le développement économique des pays émergents, la maîtrise des dépenses et des recettes publiques devient un enjeu majeur pour les Etats partout dans le monde. L’accès au financement (et la compétition entre pays) est au cœur de l’actualité. Pour répondre à ces évolutions, les gouvernements prennent de plus en plus de mesures pour améliorer la comptabilité de l’Etat et renforcer son niveau de transparence.
Etude PwC sur l'intégration de facteurs ESG dans les activités de fusions-acq...PwC France
http://pwc.to/15JdJxV
De juin à octobre 2012, PwC a mené une étude visant à mesurer les attitudes de sociétés acquéreuses envers l’évaluation des risques et opportunités environnementaux, sociaux et de gouvernance (ESG) dans leurs activités de fusions-acquisitions. Pour réaliser cette enquête de la part de l’initiative PRI, PwC s’est entretenu avec 16 acquéreurs dans divers secteurs en approfondissant le thème de l’intégration de facteurs ESG dans le processus de due diligence, le prix de l’acquisition, les accords d’achat et de vente, et la période suivant l’acquisition.
L’étude « IPO Watch Europe» analyse chaque trimestre les introductions en bourse sur les principaux marchés et segments de marchés en Europe ainsi que la Suisse et la Norvège. Les mouvements entre segments de marché d’une même bourse et les offres de type « greenshoe » (rallonge) sont exclus. Cette étude, qui a été menée entre le 1er janvier et le 31 mars 2012, analyse les introductions en bourse d'après leur date d'admission à la cote. Toutes les données de marché proviennent des bourses elles-mêmes ; PwC n’a pas procédé à une vérification indépendante de ces données.
Retrouvez toutes nos publications : http://www.pwc.fr/publications
globalaviationaerospace.com
Using Market Understanding to Drive Efficient Innovation
Starting with A Market-Driven Strategy
Improving Your Innovation Performance
Using A StrongInnovation Culture toWin and Keep Talent
Developing A Strong Ecosystem
Commercialising Innovation
Where Nextfor YourBusiness?
Driving growth in Indian manufacturing industry Sumit Roy
Indian manufacturing is just perfectly poised to Unlocking the transformation value with technology .While businesses understand that in order to build an organisation that is agile and suited to withstand current market and economic volatilities, there are several things to be considered before taking a digital leap. More than just a strategy for any individual technology trend or for combining more than one of them, companies need a systematic approach to adopt technologies in a holistic fashion. The industry trends and challenges primarily drive the appropriate selection of technology solutions, which need to be fine-tuned to a company’s needs based on its scale, capabilities and its specific issues. This joint CII-PwC report takes a closer look at two industries in particular, manufacturing and infrastructure, and tries to decode the prevalent challenges in these two sectors, the kind of initiatives being taken to drive growth and development, and how IT adoption is playing an important role to overcome these challenges
Innovation technology questions1 Explain how computer-aided de.docxjaggernaoma
Innovation technology questions
1 Explain how computer-aided design and flexible manufacturing technologies help create small niches in the market place. Provide an example to illustrate your answer
Answer: Computer-aided design and flexible manufacturing help create small niches in the marketplace by allowing firms to develop and produce a greater number of versions of their products. This means that companies can now tailor their offerings to small niches in the marketplace. For example, in 2012, Toyota offered 16 different passenger vehicle lines under the Toyota brand (e.g., Camry, Prius, Highlander, and Tundra). Within each of the vehicle lines, Toyota also offered several different models (e.g., Camry L, Camry LE, Camry SE) with different features and at different price points. Students’ answers will vary.
Page: 1
2At a retreat by the Cleveland City Council, community leaders held a discussion on attracting and developing new businesses and increasing employment rates in the city. One leader suggested that the city should consider sponsoring a business incubator. Explain what an incubator is and how this might help the city meet its goals. What other ideas should be considered
Answer: An incubator is an institution designed to nurture the development of new businesses that might otherwise lack access to funding or advice. It allows companies to share costs and resources until they can stand on their own. If an incubator were started in Salisbury, it would help new businesses to grow and prosper. These businesses could then move out to locations of their own and hire local residents as employees. The city would not have to offer tax breaks or compete with other cities for the location of existing companies, but would be growing their own businesses.
Page: 29-31
3 How can the s-curves be used as a prescriptive tool? What would be the limitations of this approach?
Answer: Managers can use the s-curve model as a tool for predicting when a technology will reach its limits and as a prescriptive guide for whether and when the firm should move to a new, more radical technology. Firms can use data on the investment and performance of their own technologies, or data on the overall industry investment in a technology and the average performance achieved by multiple producers. Managers could then use these curves to assess whether a technology appears to be approaching its limits or to identify new technologies that might be emerging on s-curves that will intersect the firm’s technology s-curve. Managers could then switch s-curves by acquiring or developing the new technology.
However, there are many limitations to doing this. First, it is rare that the true limits of a technology are known in advance, and there is often considerable disagreement among firms about what a technology’s limits will be. Second, the shape of a technology’s s-curve is not set in stone. Unexpected changes in the market, component technologies, or complementary techno.
Global Sustainable Aviation Fuel Market Research Report: Forecast (2023-2028)sonukumar765969
The Global Sustainable Aviation Fuel Market size was valued at USD 610 billion in 2022 and is projected to grow at a CAGR of around 56.32% during the forecast period, i.e., 2023-28.
Global Sustainable Aviation Fuel Market Research Report: Forecast (2023-2028)sonukumar765969
The Global Sustainable Aviation Fuel Market size was valued at USD 610 billion in 2022 and is projected to grow at a CAGR of around 56.32% during the forecast period, i.e., 2023-28.
Similar to Etude PwC sur l'innovation du secteur Aéronautique, Défense & Sécurité (2014) (20)
Etude PwC "20ème édition de la CEO Survey" - Janvier 2017PwC France
Quelles sont les préoccupations des dirigeants en 2017 ?
Cette année, plus de 1300 dirigeants du monde entier ont témoigné de leur confiance en l’avenir, leur priorités stratégiques.
Recherche de talents et des futurs leaders de demain, stratégies de développement, poids de la technologie et son impact sur la confiance en l’entreprise, dynamiques opposées de mondialisation et de nationalismes impactent le quotidien des dirigeants. Quel regard portent-ils sur leur environnement ?
http://pwc.to/2k0a12Q
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For the last two decades, PwC has asked business leaders everywhere about the trends reshaping business and society. As we mark the 20th year of our annual CEO survey, we’ve observed just how much the world has changed.
Le cabinet d’audit et de conseil PwC a mené son étude « Carbon Factor » auprès des 20 principaux producteurs d’électricité européens pour la 14ème année consécutive.
Le facteur carbone (exprimé en kg CO2/MWh) se définit comme le rapport entre les émissions de CO2 générées et la production d’électricité correspondante. En 2014, il s’établit à 313 kg CO2/MWh, soit une baisse de 5,8% par rapport à 2013, pour atteindre son plus faible niveau depuis 2001.
Etude PwC : La transition énergétique pour la croissance verte (nov 2015)PwC France
Quels sont les impacts attendus et les tendances du marché français de la Transition Energétique ?
La loi sur la transition énergétique fixe des objectifs ambitieux, définissant la trajectoire énergétique de la France à moyen et long terme
Etude PwC "Total Retail 2015" Sur quoi miser aujourd’hui pour réenchanter la ...PwC France
Dans sa 5ème étude mondiale sur les consommateurs connectés - menée dans 25 pays auprès de 22 600 web-acheteurs, le cabinet d’audit et de conseil PwC révèle que la France a recruté 17% de nouveaux web-acheteurs en 2015, un chiffre en hausse par rapport à 2014.
GEMO 2016 : un digital de plus en plus cannibale ?PwC France
Dans la 16ème édition de l’étude annuelle « Global Entertainment & Media Outlook », sur les perspectives de l’industrie des médias et des loisirs, PwC prévoit que le marché mondial va croître de 5,1 % en moyenne par an entre 2014 et 2019.
Cette étude, réalisée dans 54 pays, montre qu’avec 3,2% de croissance moyenne annuelle d’ici 2019, la France tire son épingle du jeu parmi les pays matures.
La publicité sur internet devrait y porter la croissance du secteur, et le numérique en général continue de bouleverser le business model de l’ensemble des segments, qu’il s’agisse de l’édition, de la musique, de la presse, des jeux vidéo ou bien encore de la télévision.
Infographie PwC GEMO 2016 sur l'industrie Médias et Loisirs (juin 2015)PwC France
Dans la 16ème édition de l’étude annuelle « Global Entertainment & Media Outlook », sur les perspectives de l’industrie des médias et des loisirs, PwC prévoit que le marché mondial va croître de 5,1 % en moyenne par an entre 2014 et 2019.
Cette étude, réalisée dans 54 pays, montre qu’avec 3,2% de croissance moyenne annuelle d’ici 2019, la France tire son épingle du jeu parmi les pays matures.
Etude PwC Low Carbon Economy Index (oct. 2015)PwC France
L'année 2014 a marqué un tournant en matière de réduction des émissions de carbone dans les économies du G20. C’est ce que révèle le cabinet d’audit et de conseil PwC dans la 7ème édition de son étude annuelle « Low carbon Economy index », qui modélise l'intensité carbone des grandes économies – à savoir les émissions des gaz à effet de serre liées à la consommation d'énergie par million de dollars de PIB. En effet, l'intensité carbone a chuté de 2,7% en 2014, soit sa plus forte baisse depuis 2000.
La France fait office d’exemple : elle a réduit son intensité carbone de plus de 9% en 2014, ce qui représente la 2ème plus forte réduction des pays du G20, juste derrière le Royaume-Uni (- 10,9%).
Etude FCD, ESSEC et PwC sur la distribution responsable (août 2015)PwC France
Les enseignes de la Fédération du Commerce et
de la Distribution (FCD) se mobilisent depuis de
nombreuses années en faveur du développement
durable. Elles mènent des actions volontaristes
pour réduire l’impact environnemental de leur
activité, mais aussi, conformément aux exigences
de la RSE, en matière de consommation
durable, de gestion responsable des ressources
humaines et d’engagement sociétal.
Les introductions en bourse européennes affichent une forte activité au 2e trimestre grâce aux spin-off,
mais entrent de plus en plus en concurrence avec les processus de ventes.
Etude PwC CEO Survey Talent "People Strategy for the Digital Age" (juillet 2015)PwC France
Dans son étude « People strategy for the digital age : A new take on talent » menée à l’échelle mondiale, le cabinet d’audit et de conseil PwC constate que, dans un contexte de concurrence mondiale accrue, les entreprises ont désormais besoin de compétences plus diversifiées pour rester compétitives : 73% des dirigeants voient la pénurie des compétences comme une menace sérieuse à la poursuite de leur activité (contre seulement 46% en 2009).
Une des réponses consiste à mettre en place une stratégie de diversification des talents. Pour aller plus loin, les entreprises doivent également se tourner vers l’exploitation et l’analyse des données qu’elles collectent.
Dans sa dernière étude « PwC Golden Age Index : how well are OECD economies adapting to an older workforce ? », le cabinet d’audit et de conseil PwC compare l’emploi des seniors (travailleurs âgés de plus de 55 ans) dans 34 pays de l’OCDE.
Etude PwC Global Economy Watch (juin 2015)PwC France
Dans leur dernière étude « Global Economy Watch », les économistes du cabinet d’audit et de conseil PwC ont analysé les performances économiques des cinq premiers pays d’Afrique du Nord – Egypte, Algérie, Maroc, Soudan et Tunisie, près de cinq ans après les débuts du « Printemps arabe » qui a entraîné de grands bouleversements dans toute la région. Cette étude révèle les défis et les opportunités qui attendent les entreprises et les dirigeants politiques en Afrique du Nord.
Etude PwC et Essec "Grande consommation 1985 - 2015 - 2045"PwC France
A l’occasion du 30ème anniversaire de la Chaire Grande Consommation de l’ESSEC, les experts du cabinet d’audit et de conseil PwC ont imaginé les grandes évolutions du secteur de la distribution et des biens de consommation au cours des trente prochaines années.
Etude PwC sur le Top 100 des entreprises les mieux valorisées au monde en 201...PwC France
La dernière étude du cabinet d’audit et de conseil PwC « Global Top 100 Companies by market capitalisation » révèle que plus de la moitié (53) des 100 entreprises les mieux valorisées au monde sont américaines, contre seulement 4 entreprises françaises. Apple reste en tête du classement établi par PwC, avec une capitalisation boursière de 725 milliards de dollars, en hausse de 54% (+256 milliards de dollars) par rapport à 2014.
Etude PwC "Bridging the gap" sur les investisseurs institutionnels (mai 2015)PwC France
Selon la dernière étude du cabinet d’audit et de conseil PwC, intitulée « Bridging the gap », sept investisseurs institutionnels sur dix (70 %) – parmi les 60 qui ont été interrogés par PwC au plan mondial – affirment qu’ils refuseraient de participer à une levée de fonds de private equity ou à un co-investissement si ceux-ci présentaient un risque environnemental, social ou de gouvernance.
Méthodologie :
Pour réaliser cette étude, PwC a mené des entretiens individuels avec 60 commanditaires de 14 pays, totalisant quelque 500 milliards USD d’allocation aux gérants ou general partners (GP) de fonds de private equity. Les participants à l’enquête ont répondu sur la base du volontariat, d’où une surreprésentation probable des investisseurs relativement avancés dans leur approche de l’investissement responsable. Le panel était composé à 30 % de fonds de pension, à 20 % de gestionnaires d’actifs et à 7 % de fonds souverains ou publics. Parmi les répondants figuraient de grands fonds de pension du monde entier, comme le CalSTRS (caisse de retraite de l’enseignement public de Californie), l’USS (caisse de retraite de l’enseignement supérieur britannique), la caisse de retraite de BT, le West Midlands Pension Fund, le Wellcome Trust, un fonds de pension suédois et des fonds confessionnels aux États-Unis et en Finlande. Parmi les principaux gestionnaires d’actifs figuraient les sociétés Aberdeen, Hermes GPE, F&C et BlackRock. 7 investisseurs français ont aussi participé à cette étude comme par exemple BPI France, Ardian ou OFI Asset Management (devenu depuis SWEN Capital Partners).
Etude PwC, AFDEL et SNJV sur "Les 100 digital"PwC France
PwC, l’AFDEL et le SNJV dévoilent l’édition 2015 du GSL 100, classements des principales entreprises de l’édition de logiciels, des services Internet et du jeu vidéo français, dans le cadre de l’étude « Les 100 digital » qui décrypte les tendances et les progressions des entreprises de la French tech.
Etude PwC Global Economy Watch (mai 2015)PwC France
Selon la dernière étude « Global Economy Watch » du cabinet d’audit et de conseil PwC, les créances libellées en dollars américains, émises hors des Etats-Unis, ont fortement augmenté au cours de ces dernières années, passant de 6 000 milliards de dollars avant l’instauration des premières mesures d’assouplissement quantitatif en novembre 2008 à environ 9 000 milliards en 2014.
Etude PwC sur l'économie collaborative (mai 2015)PwC France
En dix ans, le concept d'économie collaborative est devenu un véritable marché impliquant de nombreuses startups comme des grandes entreprises internationales. Alors que ce marché représente aujourd’hui 15 milliards de dollars, le cabinet d’audit et de conseil PwC estime qu’il atteindra 335 milliards de dollars d’ici à 2025.
Source
Les données relatives aux consommations collaboratives des Américains sont issues de l’étude « Consumer Intelligence Series: The Sharing Economy » publiée par PwC en avril 2015. Pour cette étude, 1 000 consommateurs américains, âgés de plus de 18 ans, ont été sondés en ligne entre les 17 et 22 décembre 2014.
Etude PwC sur l'intérêt des investisseurs pour l’Afrique (avril 2015)PwC France
L’intérêt des investisseurs pour l’Afrique continue de progresser, le continent étant perçu comme un marché à fort potentiel de croissance, susceptible d’offrir des opportunités de retour sur investissement très intéressantes. L’Afrique sub-saharienne s’affirme comme la région la plus attractive. En effet, le Ghana, le Nigéria et la Tanzanie forment le Top 3 des pays de choix pour les analystes et investisseurs que le cabinet d’audit et de conseil PwC a interrogés dans la 7ème édition de l’étude « Valuation methodology survey », qui inclut pour la première fois les réponses des investisseurs en Afrique francophone.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
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3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
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It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Memorandum Of Association Constitution of Company.pptseri bangash
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A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
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Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
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Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
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𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
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Etude PwC sur l'innovation du secteur Aéronautique, Défense & Sécurité (2014)
1. The runway to growth:
Using market understanding to drive
efficient innovation in the aerospace,
defence and security industry
www.pwc.com/innovationsurvey
2. Foreword
In our work with aerospace, defence and security (AD&S) companies, we see the
critical impact of innovation up close every day. Why is innovation so important?
• It helps AD&S companies address their customers’ challenges. Airlines
are looking to reduce fuel consumption, so aerospace companies are using
innovation to develop advanced materials and other strategies to be more
efficient. Airlines need to reduce maintenance cost and aerospace companies
are responding with new sensor technologies that can help reduce maintenance
time. Passengers want better in-flight entertainment and connectivity, which
means new innovations around products and technology. Security companies
are meeting increased concerns over hacking and data theft head-on. And as
threats change, defence companies are developing new weapons systems to
cope.
• It creates competitive advantage. By constantly improving products,
technology and processes, AD&S companies can stay ahead of competition.
Guillaume Rochard
guillaume.rochard@fr.pwc.com
For most of our clients, innovation is already a core part of their internal culture
and their company mission. And there’s no denying that the sector has made some
amazing advances over the past decade.
But while innovation is one of the top priorities for executives, our research suggests
that innovation investments in the AD&S aren’t always delivering long-term value.
We think that’s partly because of “value erosion” happening in large-scale, longterm projects. And when innovation happens at the programme level, it can be more
difficult to get the most of investments across the whole business. But innovation
can, and should, help improve the bottom line for the whole organisation.
AD&S needs innovation to grow.
But for many sector companies,
innovation investments aren’t
delivering as much value as they
could.
Are yours?
This report takes a look at some of the ways how. We hope it provides food for
thought and look forward to continuing the conversation.
Guillaume Rochard
Global Aerospace, Defence & Security leader
2
The runway to growth
3. Contents
About this report
4
Starting with a market-driven strategy
5
Improving your innovation performance
9
Using a strong innovation culture
to win and keep talent
14
Developing a strong ecosystem
19
Commercialising innovation
24
Where next for your business?
27
Want to find out more?
28
PwC’s Global Innovation Survey 2013: Aerospace, Defence and Security
3
4. About this report
58
The runway to growth: using market
understanding to drive efficient innovation
in the aerospace, defence and security
industry raws on data from PwC’s
comprehensive report, Breakthrough
innovation and growth and on separate
AD&S-sector specific research conducted
in the US in parallel.
Breakthrough innovation and growth
documents the impact that innovation
has on growth and examines how leading
companies are making innovation work
for their organisations. The report
explores three key questions:
1
2
How are companies using
innovation to drive growth
and what is the return on
this investment?
How are approaches to
innovation changing,
particularly in light of a
trend towards more
disciplined innovation?
3
What are the leading practices
and critical success factors
that deliver tangible
business results?
4
The runway to growth
To answer these questions we drew
on insights obtained from interviews
with the 1,757 C-suite and executivelevel respondents, across more than
25 countries and 30 sectors, who are
responsible for overseeing innovation
within their company. Our sample
included 38 respondents from the AD&S
sector from 10 countries.
For the parallel research project in the
US, we analysed program, IRAD and
customer funded RDT&E spend for the
major aerospace & defence companies
that participate in the US market.
Companies spanned multiple technology
categories from private aircraft to
unmanned vehicles to personal
armament.
We also interviewed 20 c-suite
executives from a variety of AD&S firms;
executives represented a cross-section of
the industry:
• Commercial, defence, and space
segments
• Aircraft, unmanned, and personal
armament
Executives from the
AD&S sector
10
From 10
countries
5. Starting with a marketdriven strategy
PwC’s Global Innovation Survey 2013: Aerospace, Defence and Security
5
6. Innovation in the AD&S industry has
had an enormous impact on modern
life. Advances in aviation in the 20th
century made air travel affordable; in
the 21st century aircraft manufacturers
are significantly improving its efficiency
and reducing its environmental impact.
Defence innovation is behind many of
the technologies that are now taken for
granted, such as GPS navigation and
even the Internet itself.
But what’s more important for
AD&S executives is the potential for
innovation to drive revenues and help
their companies differentiate from
the competition.
Globally, nearly all of our AD&S
respondents say innovation is important
to their business. And for around threefifths, it’s a competitive necessity for
future success (see Figure 1). Indeed,
the only sectors more likely to see
innovation as equally vital to future
growth are pharmaceuticals and
medical devices.
That’s not a new trend. AD&S companies
have long been focused on innovation—
but it hasn’t always gone smoothly.
There have been high-profile delays, cost
overruns and missteps on programmes
in civil aerospace and defence over
Figure 1: AD&S executives view innovation as vital to future success
Q: How important is innovation to the success of your company now? In 5 year’s time?
39%
Very important—
a competitive necessity
58%
47%
Quite important
32%
11%
Neither important nor unimportant
8%
3%
Unimportant
Not at all important
3%
0%
0%
0%
10%
Now
20%
30%
40%
50%
60%
70%
In 5 years time
Source: PwC, Breakthrough innovation and growth. Base: AD&S: 38
the past decade. Executives recognise
the industry’s mixed track record, but
believe innovation can drive long term
value creation. They express a strong
belief that innovation success may be the
one thing that could prevent a revenue
stall or long term decline and guarantees
a strong competitive advantage.
Yet, globally less than two-thirds of AD&S
companies say they have a well-defined
strategy. That could lead to serious issues
for those without a clear vision, because
in our experience, execution starts with a
sound strategy. Those companies that do
have a clear strategy are already one step
ahead—but they may still want to take
another look.
63% vs. 79%
Less than 2/3 of A&D executives say they have a well-defined innovation
strategy, compared to 79% of the top innovators across industries.
6
The runway to growth
7. Understanding your market
For AD&S, we believe that innovation
strategy should start with a sound
understanding of the market. While it’s
one of the most important prerequisites
for good innovation management,
our research suggests it’s also one
of the most frequently overlooked.
Some ways to help improve market
awareness include:
• Working closely with your
customers—and in some cases,
their customers—to gain a deep
understanding of airlines’ needs
for new aircraft or what threats
governments are facing.
• Participating in a strong ecosystem
with your supply base (or OEMs)
including implementing co-creation/
co-development
• Accessing sources of innovation
and local talent that understand
market needs.
All of these techniques can help
when it comes to setting the right
innovation priorities.
Looking beyond products
and technology
R&D around products, services and
processes is critical. But innovation
should cross the entire enterprise. It’s
important to look for opportunities to
grow revenue potential, for example by
exploring new businesses in adjacent
markets and supply chain innovation.
Whatever the strategy, strong processes
to support commercialisation are
critical. And so is good talent to
implement them, along with a corporate
culture that supports their creativity.
This includes a willingness to take risks
and allow failure—something that can
be a struggle for AD&S companies.
Our research found that AD&S
companies are generally following one
of two distinct strategies, with some
“traditional” innovators more focused on
incremental improvements to products,
while “disruptive” innovators look to
shake up the marketplace (see A tale of
two innovators).
Whichever strategy you choose, you’ll
need to make decisions about your
goals and how you’ll get there. There’s
no one-size-fits-all for innovation.
We’ve identified some questions AD&S
executives may want to ask themselves
when taking a closer look at their
company’s innovation vision:
1. Are we improving our innovation
performance? Do we listen to
customers and get their feedback?
To what extent will our innovation
enhance the passenger and operator
experience? Are we innovating
around our own processes to
increase engineering efficiency?
Have we looked at how we can drive
new business in adjacent markets?
2. Can we attract, keep and motivate
innovation talent? Are we actively
working to increase our candidate
pool and position our company as
a supportive environment for top
innovative talent? Will we be able
to adequately support increasing
research needs in Asia?
3. Have we developed a robust
ecosystem? How strong are our
strategic partnerships? Are we
co-creating products or product
improvements and co-developing
improvements to process and
technology? Are we using open
innovation and collaborative
platforms effectively? Are we able
to use social media channels to
reach out?
4. How efficiently can we
commercialise good ideas?
Do we have good organisational
structures and tools in place to
implement innovation? Are we able
to drive innovation across the entire
business, not just within individual
programmes? Do we have the
right metrics to track and measure
innovation success?
PwC’s Global Innovation Survey 2013: Aerospace, Defence and Security
7
8. A tale of two innovators
We found that companies tended to fit into two distinct categories of
innovators: traditional and disruptive.
Traditional innovators rely on their immediate customers for requirements:
RFPs, customer leadership, customer engineers. They expressed greatest
comfort and success when customers provided well documented sets of
requirements at start of program
Disruptive innovators proactively collect inputs from stakeholders throughout
the value chain, not just the immediate customer. They pay the most attention
to the views of end users. And they analyse the value chain to find opportunities
to disrupt competitors’ and incumbents’ current business models
While both approaches have had success, traditional innovators may do well to
see if some disruptive approaches could open up their markets.
8
The runway to growth
10. 91%
Ninety-one percent of AD&S
executives say they’re planning to
collaborate with customers over
the next three years.
Listening to customers
Innovations that customers don’t value
are essentially worthless—no matter
how technically sophisticated they may
be. So it is critical to understand what
your customers need and work together
with them as the first step to innovation
success. AD&S executives already
understand this—91% say they’re
planning to collaborate with customers
over the next three years. And the sector
has a strong focus on innovating around
the customer experience.
But it’s not always easy to balance
customised innovation that meets
customer needs with cost-effective,
strategic innovation that helps
the company move forward on its
strategic agenda.
In our view, AD&S companies should
isolate and modularise technologies
that deliver the greatest customer value
and focus development efforts on those
technologies. That includes outreach
efforts to customers. Safran’s JeanPierre Cojan, Executive Vice President in
charge of Strategy and Transformation,
told us that “One of the key challenges
is making sure that clients are ready to
support new ideas in product innovation.
We do this by using more collaboration
and involvement between Safran,
aircraft manufacturers and airlines.”
10
The runway to growth
For defence companies, understanding
new, promising areas or government
requirements are vital. That will
probably mean building and deploying
innovations in new areas and markets.
In some cases, threats are evolving so
quickly that AD&S companies may even
need to educate some of their customers
on how their innovations can help.
Bringing down engineering costs
Good technical solutions are no
longer the only priority; increasingly,
we’re seeing a strong trend towards
low-cost engineering. Customers are
no longer willing to tolerate “price
drift”, so companies need to deliver
more capability at lower cost. Often
that means delivering radical and
breakthrough innovation around their
own systems and processes to increase
efficiency. One example is Boeing,
whose “moonshine shops” take a frontline approach to process improvement.
Another good way to bring down costs
at the end of the programme is to pay
close attention to the upfront design
and make sure it’s aligned to customer
requirements right from the start.
AD&S companies can also preplan efficiencies across the
programme lifecycle.
We’ve seen examples where that’s
already happening and companies are
learning from issues in the past and
potential commercial failures. Specific
approaches could be:
•
•
•
Front-load up-systems engineering
and concept design
Maximise design re-use and
standardisation through product
families and platforms
Capitalise on return of experience
from complex programmes
Developing new business models
Our research suggests that business
model innovation is becoming a major
area of focus for many AD&S companies.
Nearly a third of AD&S executives
(32%) are expecting to deliver radical
or breakthrough innovations in this
area over the next three years. And the
same number expect to deliver radical
or breakthrough innovation around
services too. AD&S companies are
seeing the importance of services as a
way to differentiate product offerings
and build lasting revenues. For example,
BAE Systems now offers “through-life”
support. The company partners with
customers to make sure they can deliver
key capabilities, including maintenance,
repair and upgrades to systems.
11. Establishing market competitive solutions with
high levels of design re-use
A global provider of transportation equipment identified a new market segment
in one of its key regions. Competition was intense and the company recognised
that it needed to be able to differentiate based on priority market requirements:
whole life costs and time to market.
To address this challenge the company recognised that it needed to develop
a new product platform based on existing designs to capitalise on previous
reliability growth and minimise engineering hours. This represented a
significant change in approach from “design every time” to “design re-use
and standardisation” requiring significant changes to existing processes,
governance structures and KPIs.
A robust market requirements and product planning process was established
to define a full-set of requirements that captured input from key external
(passengers, operators,regulators) and internal (sourcing, manufacturing &
assembly, services) stakeholders. That provided a basis for understanding key
trade-offs such as acquisition cost versus whole life cost.
Different platform options were evaluated against these requirements to strike
the balance between the need for market distinctiveness with commonality. A
KPI to measure design reuse and standardisation was introduced to support
the decision making process and make sure that the platform concept would
actually be used in bids and programmes.
—The result? A platform option that met priority market requirements whilst
achieving 75% design re-use and standardisation was selected and developed
as a basis for bids. That means significant reductions in non-recurring
engineering costs, technical risk and time to market.
PwC’s Global Innovation Survey 2013: Aerospace, Defence and Security
11
12. Figure 2: AD&S Business model innovation focusing on the customer, new markets for
existing products
Q: Which of the following types of business model innovation will be you implementing over the next
three years?
Enhancing the
customer experience
81%
Finding new ways to
monetize existing
products/services
75%
Servicing un-served or
under-served customers
69%
New value offerings
67%
58%
Lower-cost models
0%
20%
40%
60%
80%
100%
Source: PwC Breakthrough innovation and growth. Base: AD&S: 38
The customer experience tops the
list when it comes to specific types
of business model innovation. That
suggests that AD&S companies are
already very focused on improving their
ability to co-create with customers. But
nearly as many are looking for new
ways to monetise existing products and
services too. Many AD&S companies
are moving into adjacent markets, like
healthcare or environmental monitoring
or smart grid operation. And some
companies are licensing technology too.
Lockheed Martin is working on a new
material to filter seawater, as just one of
many examples (see Lockheed Martin’s
radical new solution to water scarcity).
Moving into new markets means being
closer to your new customer base
and understanding their needs. This
Customer intimacy strategy can be a
long endeavour but it is a rewarding
lever that leads companies to build
smarter requirements but also to
design better solutions collaboratively.
Detlev Von Busch, Head of Business
Development at Cassidian, describes
12
The runway to growth
the situation, saying “We will shape our
future through stringent and ongoing
portfolio management and innovation.
In addition we need to strengthen
our global reach, competitiveness and
customer proximity.”
Innovating around services is now also
going well beyond standard MRO-style
services. In the US, we found some
companies are entering into managed
service contracts in other related
areas (e.g. communications service
provider, air traffic management)—
and in completely different industry
settings too.
Lockheed Martin is using its expertise
in processing streaming sensor data
and engineering to provide support in
medical settings.1 The company says
its data analytics techniques can help
hospitals detect sepsis in large patient
1 Lockheed Martin corporate website, http://www.
lockheedmartin.com/us/what-we-do/emerging/
dataanalytics/medical-analytics.html
sets, as just one example. And many
AD&S companies are combining existing
products with new types of services
in innovative ways. At the Paris Air
Show in 2013, Raytheon showcased
environmental monitoring solutions
that draw on its expertise in interpreting
satellite data, while Finmeccanica,
Saab and Thales are all developing a
variety of solutions around smart cities
and mobility.2
Sometimes competitors even cooperate
to better meet customer needs. For
example, research on aviation biofuels
crosses company lines, with competitors
Boeing and Airbus both participating
in key research partnerships like the
Commercial Aviation Alternative Fuels
Initiative (CAAFI). It also expands
across the supply chain. In the biofuels
example, engine makers are working
together with OEMs and airlines to
develop universal standards.
2 AINonline, June17, 2013. http://www.ainonline.com/
aviation-news/paris-air-show/2013-06-17/adjacentmarkets-help-aerospace-and-defense-companies-hedgeagainst-defense-uncertainties
13. Lockheed Martin’s radical new solution to water scarcity
Access to clean water is becoming a major security issue. And defence
contractor Lockheed Martin may have the answer. The company has patented a
new material that can be used to filter seawater into freshwater. The Perforene
membrane was developed by placing holes that are one nanometer or less in
a graphene membrane.1 At only one atom thick, graphene is both strong and
durable, making it more effective at sea water desalination at a fraction of the
cost of industry-standard reverse osmosis systems. Lockheed Martin is looking
for commercialisation partners for the technology, which a Reuters article says
could be on the market as early as 2014 or 2015.2
The company says the material can be tailored to other applications. That
could lead to a wide range of uses, from cleaning the water used in the
hydraulic fracturing or “fracking” process in the oil & gas industry to dialysis
in healthcare.
It’s not just a product innovation. Lockheed Martin has also been developing
the processes that will allow the material to be produced at scale.
1 Lockheed Martin corporate website, http://lockheedmartin.com/content/dam/lockheed/data/ms2/documents/Perforene-datasheet.pdf
2 Reuters, “Pentagon weapons-maker finds method for cheap, clean water”, March 13,2013
http://www.reuters.com/article/2013/03/13/us-usa-desalination-idUSBRE92C05720130313
PwC’s Global Innovation Survey 2013: Aerospace, Defence and Security
13
15. Finding innovative employees is a
challenge for most industries, but the
problem is even more acute in AD&S,
where engineering talent is increasingly
in short supply. Half of AD&S executives
say finding and retaining the best
talent to make innovation happen is a
challenge for their organisation. That
reflects a very real talent gap.
AD&S companies will need to make sure
they’re well-positioned to compete when
it comes to attracting and retaining
workers with the right skills. But what
do innovative people want out of their
employer? In our experience, the best
breakthrough innovators want to be
recognised as somebody who makes
a difference—to their profession, to
the company, and sometimes to the
world. So companies with a strong
innovative culture have an advantage
when it comes to attracting, keeping and
motivating key talent.
Developing a strong
innovation culture
But even when the need is clear,
creating an environment that supports
innovation isn’t easy. In fact 55% of
AD&S respondents say that establishing
an innovative culture internally is a
challenge for their organisation. But
they’re meeting it head-on. Overall, at
least two-thirds of AD&S respondents
are using a wide variety of techniques to
foster a positive culture, from developing
a sound process, communities of interest
and functional autonomy, to setting
“tone from the top”, recognising and
rewarding innovators, and giving staff
opportunities to participate in highprofile projects (see Figure 3).
Figure 3: When it comes to building an innovation culture, AD&S execs are focusing
more on process, less on risk tolerance
Q: In your organisation, how important are each of the following to creating and fostering an
innovative culture?
84%
Having well-defined and accepted
processes for innovation
68%
79%
Setting up internal
communities of interest
64%
76%
Recognising and rewarding
innovation initiatives
74%
Offering employees opportunity
to lead or participate in high-profile
innovation initiatives
71%
75%
68%
Senior executives participating
in innovation projects
74%
68%
Giving the innovation function equal
status to other functional areas
62%
Fostering an environment
where failure and risk are
reasonably tolerated
58%
71%
0%
20%
AD&S
40%
60%
80%
100%
Total sample
Source: PwC, Breakthrough innovation and growth. Base: AD&S: 38; Total sample: 1757.
When it comes to recognition and
reward, we’ve found that the right
employment package can be critical.3
And that doesn’t just mean the highest
salary. Broader aspects of remuneration
such as opportunities to travel, flexible
working and addressing the changing
aspirations of different demographic
groups will carry weight. Consider how
attractive your total package is to future
employees and have a balance of nonfinancial measures.
3 PwC, Talent management in Aerospace, Defence and
Security: How to attract the people you need and hold
on to them. http://www.pwc.co.uk/aerospace-defence/
publications/talent-management-in-aerospace-defenceand-security.jhtml
PwC’s Global Innovation Survey 2013: Aerospace, Defence and Security
15
16. We found some significant differences
in how AD&S companies approach
innovation culture compared to the
rest of our sample. AD&S executives
are heavily focused on structural areas.
Far more say they have well-defined
processes for innovation, and more are
setting up communities of interest and
giving the innovation function equal
status too.
No risk, no reward?
But what about a healthy tolerance for
risk? Only 58% of AD&S executives
believe it’s important to building
their innovation culture. That puts it
the lowest of any industry sector we
tracked. There are some good reasons
for this. Aerospace in particular is highly
regulated and new materials, products
etc. need to be rigorously tested and
documented. If the sector’s products
don’t work correctly, taking aircraft out
of service for even a short period of time
has an enormous impact on its airline
customers. And in a worst case scenario,
lives could be at risk. So companies can’t
afford to compromise on quality and
accuracy—it’s important for aircraft
manufacturers to get innovations right
the first time. Engineering-focused
cultures also tend to be resultsbased, so they’re less apt to allow
for experimentation.
16
The runway to growth
But the ability to tolerate failure and
risk helps maintain what’s sometimes
called an “intrapeneurial” spirit—
entrepreneurial zeal and speed coupled
with the ability to leverage the assets
of the large company. “Failures”—
experiments that don’t provide the
expected results—are a natural part
of the innovation process. Sometimes
unexpected results can help show the
way to bigger and better outcomes.
Taking risks is especially important
when it comes to ideas that may lead to
breakthrough or radical change. Many
innovators need creative freedom,
something that can be difficult to find in
a large organisation.
Medical technology is another sector
where safety—in this case patient
safety—comes first. But 85% of medical
technology executives still say they are
fostering an environment where failure
and risk are reasonably tolerated. In
fact, it’s their #1 innovation culture
priority. Why such a big difference? One
reason may be the lack of a programmeoriented culture. Because medical
technology innovation crosses the
business, there may be more room to
allow for exploring new ideas that may
potentially benefit multiple products.
58%
of AD&S executives believe
tolerating risk and failure is
important to building their
innovation culture
17. Working across the group
to spread risk
Our research suggests that AD&S
companies are looking to reduce their
exposure to risk. That’s understandable,
given the extremely high cost of new
programme development. But AD&S
companies need to find ways to mitigate
risk without closing off research that
could lead to the next breakthrough or
radical innovation. One strategy is to
finance some development projects at
the group level; that lessens the pressure
at the divisional level and can help
foster innovation.
graduates in math and sciences coming
to take their places. Many top graduates
are also taking jobs in the financial or
consulting industries, instead of coming
on board with AD&S.
Finding tomorrow’s talent,
where it’s needed
Looking ahead, the talent gap itself also
poses risks to future growth. AD&S
companies need a strategy to attract
and retain their best employees. That
includes understanding the existing
skills base and how to keep strong
innovators on board. And they need to
transfer knowledge through a strong
succession process too. Encouraging
flexibility and mobility can help
by increasing job satisfaction for
your people.
AD&S companies are growing in Asia,
and so is the skills base there. AD&S
companies will need to be able to tap
into this talent base and also to bring
local insight to bear on these markets
(see Booming Asia is likely to become a
new center for AD&S innovation).
Some companies are responding by
investing in programmes that build
the talent pipeline. And they’re going
one step further. For example, Safran
has established a Corporate University,
which partners with major universities
and business schools to offer technical,
management and leadership training for
staff, to help foster talent in-house.
There’s already a shortage of talent in
the US and Europe. And it’s only going
to get worse. In major markets like
the US, there’s a current generation of
researchers and engineering getting
ready to retire—and not enough new
PwC’s Global Innovation Survey 2013: Aerospace, Defence and Security
17
18. Booming Asia is likely to become a new
center for AD&S innovation
In the defence industry, budgets are shrinking in Europe and the Western
hemisphere. But the situation is very different in Asia. China aims at becoming
fully self-sufficient in terms of defence and has an impressive roadmap to do so.
And India has emerged as the world’s largest importer of major conventional
weapons worldwide (12% of the global total). In Aerospace, too, Asia is
growing fast.
What does this mean for AD&S companies?
1) OEMs are extending their footprint and capabilities into Asia markets.
2) Asia governments are looking for technology transfer when negotiating
large contracts.
3) R&D spends are increasing quickly in Asia
Over the long-term, Asia is likely to become an important location for AD&S
innovation. And while engineering talent is still scarce, China and India
are gaining fast when it comes to graduating engineers and PhDs. In 2011,
China1 enrolled over 170,000 masters’ students in engineering. That’s up
from 132,000 in 2008. And in India, the number of spots for engineering and
technology undergraduate students2 grew by 125% in just five years.
1 National Bureau of Statistics of China (http://www.stats.gov.cn/english/statisticaldata/yearlydata/)
2 http://www.dreducation.com/2012/03/data-engineering-management.html
18
The runway to growth
20. Innovation doesn’t just depend on how
smart your people are. How well those
smart people collaborate is just as
important. We’ve found that across all
sectors, the most innovative companies
collaborate far more often than the
least innovative.
That’s a profound shift from the
traditional model, where most
suppliers were “build to print”; e.g.,
expert at executing complicated plans
and updating as needed—but not at
developing the initial concept.
Taking the lead as the
In the AD&S sector, collaboration is
“Partner of Choice”
especially important due to the high
Innovation leaders in AD&S, as in many
cost and long lead times associated
other sectors, are working to become the
with major programmes. Producing a
“Partner of Choice” in their innovation
new aircraft or submarine is a highly
ecosystem. That helps them attract
complex undertaking, where OEMs and
the best ideas from strategic partners,
increasingly also Tier One suppliers now giving them access to faster, better,
need to manage a diverse ecosystem
and cheaper innovations—a major
of suppliers.
competitive advantage.
Looking ahead over the next three
years, respondents say they have plans
to collaborate with a diverse range
of partners from strategic partners
and suppliers to academics and even
competitors, although that’s still a
minority. Finding the right partner isn’t
always easy though especially in an
increasingly globalised supply chain—
nearly half of AD&S executives (45%)
see it as a challenge.
We’ve seen that system suppliers are
becoming increasingly important
sources of innovation. Many are
looking to differentiate themselves
based on capabilities and performance;
pursuing aggressive innovation agendas,
and driving significant innovation,
particularly within aircraft development
programmes. OEMs are now sharing
risk with suppliers, and collaboration
is becoming an integral part of the
development process—and even of
initial research.
20
The runway to growth
It’s not always easy to make
collaborations work well, particularly
when many players are involved. Falling
short often leads to unforeseen risks
and to delays. Indeed, programmes
generally stand or fall on how well
companies succeed in managing
an inherently complex network of
interlocking platforms and technologies
from different suppliers. Unless you can
get integration of this jigsaw right, don’t
make it even more complex by extending
it further. If you can’t get it right, then
maybe a greater degree of vertical
integration is what is needed.
86%
of AD&S executives say their
company will collaborate with
strategic partners over the
next 3 years
21. Opening up the innovation process
AD&S companies aren’t just looking to
their strategic partners to help drive
innovation though. Some are also
starting to embrace open innovation
too. That’s taking many forms, including
research partnerships with government
institutes and academia. More than one
third of AD&S respondents believe that
open innovation approaches offer the
best possibilities for future growth.
Research on composites is one good
example of an area where open
innovation is helping accelerate change.
There are a whole range of projects
within academia and sponsored
or driven by government institutes.
One example is a German-Canadian
joint project, the Fraunhofer Project
Centre for Composites Research at
The University of Western Ontario in
London Ontario.
In the UK, the Department of Business
Innovation and Skills (BIS) released
the country’s composites strategy back
in 2009. The UK sees composites as
a vital high tech industry for future
economic growth, so it has developed a
coordinated approach bringing together
Government, the regions, industry,
research institutes and academia.4 A
national centre dedicated to building the
prototypes and the rapid manufacturing
processes the UK requires is one facet;
others include developing recycling
strategies and training skilled personnel.
AD&S companies are closely involved;
for example, the GKN Aerospace
Composites Research Center is located at
the National Composites Centre.5
4 Department for Business, Innovation & Skills, The UK
Composites Strategy, November 2009.
5 http://www.nccuk.com/collaborative-partnerships
AD&S companies are also reaching
out across industries to drive joint
research. For example, in September
2012, the BMW Group and Boeing
signed a collaboration agreement
to participate in joint research for
carbon fiber recycling as well as share
manufacturing knowledge and explore
automation opportunities.6
Some companies are developing their
own centers for open innovation. The
UK’s BAE Systems has launched what
it calls the “Sandbox’ open innovation
facility.7 It allows 3rd parties to use BAE
Systems assets. In return, the company
gets to evaluate new ideas and promote
the development of products which can
be integrated into BAE Systems products.
Third parties get the ability to develop
for BAE systems, an IP controlled
environment, and access to expensive
hardware and software.
35%
of AD&S executives believe open
innovation will lead to the most
promising breakthroughs
Government research agencies have
long been pioneers in open innovation.
In the US, the Defense Advanced
Research Projects Agency (DARPA),
the agency many credit with inventing
the internet, is one of the strongest
proponents of open innovation. DARPA
has crowd-sourced algorithms for its
space station research programme,
and is developing an open-source
6 BMW corporate press release, “BMW Group and Boeing to
collaborate on carbon fibre recycling”, 12 September 2012.
https://www.press.bmwgroup.com/global/pressDetail.ht
ml%3bjsessionid=hz9qSTFbLpLQ5G2KslxZG1GncFrfQ
M3Wl2tp0M212fP97B3WWgpT!-741441896?title=bmwgroup-and-boeing-to-collaborate-on-carbon-fiber-recycli
ng&outputChannelId=6&id=T0135185EN&left_menu_
item=node__804
7 Phil Woods, “Innovation in Technology Acquisition in
BAE Systems”. http://www.defenceresearch.co.uk/pdf/
dr10_philwoods.pdf
PwC’s Global Innovation Survey 2013: Aerospace, Defence and Security
21
22. environment for developing systems
like vehicles, aircraft and spacecraft.
The agency has long used “challenges”
around particular themes as a way to
mobilise innovative ideas. The model
allows small companies the chance to
get a piece of the funding that might
otherwise go only to major players.
And it even reaches out to individuals
too. One of DARPA’s latest challenges
is “Crowd Sourced Formal Verification
(CSFV).” It’s designed online games
that test off the shelf software, helping
to verify the absence of bugs or flaws in
common open source software.8
Using social media
Social media channels like LinkedIn,
Facebook, YouTube and Twitter are
becoming an increasingly important
part of the AD&S landscape. For
example, the UK has a Defence Social
Media Hub that lists a wide range of
“official” and “sponsored” channels,
and the Israeli Defence Forces have a
“Spokesperson’s Unit” actively engaging
with social media, while new conflicts
are increasingly entering the global
social space. There have already been
tweets and foursquare check-ins from
space. And when Airbus launched its
new 350, the company used a whole
range of social media channels, from
Twitter and Facebook to Vine to promote
the first flight.
But do social media really have a role
to play in innovation too? Our survey
respondents gave an emphatic yes.
More than three-quarters of them are
already conducting campaigns around
specific problems to create innovative
solutions. That may reflect in part the
prevalence of “challenge” competitions
8 DARPA website, “Verigames Portal offers the chance
to do serious IT security while playing online,”
December 4, 2013. http://www.darpa.mil/NewsEvents/
Releases/2013/12/04.aspx
22
The runway to growth
like DARPA’s. And nearly as many AD&S
respondents also say they’re using
structured and disciplined processes
for collecting and evaluating new ideas.
That’s far more than across the overall
sample (see Figure 4).
Social media can also be a powerful
tool for raising awareness of innovation.
Lockheed Martin’s website invites users
to “Join the Innovation Conversation—
Add us to your circles on Google+ for
the latest news and updates about our
innovations.” And many companies are
using Twitter to increase coverage of
technology breakthroughs in the media.
Figure 4: AD&S companies are already using social media far more than other sectors
Q: Does your company leverage social media to support innovation efforts in any of these ways?
78%
Conducting campaigns around
specific problems to create
innovative solutions
57%
75%
Structured and disciplined
processes for collecting and
evaluating new ideas
41%
53%
Open and unstructured forums
68%
44%
Creating open innovation
communities with people
outside our organisation
52%
0%
10%
AD&S
20%
30%
40%
50%
60%
70%
80%
Total sample
Source: PwC, Breakthrough innovation and growth. Base: AD&S: 38; Total sample, 1757.
90%
23. Opening up a conversation with tomorrow’s engineers
Airbus is using an open innovation strategy as a way to reach promising
students. Its “Fly Your Ideas”1 competition is held biennially. The first
competition was launched in October 2008. Fly Your Ideas challenges teams of
students to develop innovative ideas to shape the future of aviation. Since its
launch, the challenge has already drawn together thousands of students from
around the world.
“Fly Your Ideas” gives students the chance to develop teamwork, enhance their
creativity and innovation skills, and improve their project management as
well as presentation skills. Students have close interaction with Airbus staff
and benefit from Airbus expertise and insight into the global aviation industry.
Some past winners have resulted in long-term collaborations between Airbus
and their sponsoring university.
The 2013 challenge focused on innovation and inspired over 6,000 students
from 82 countries to register with 618 teams.2 Students were asked to propose
an idea addressing one or more of six themes: Energy, Efficiency, Affordable
Growth, Traffic Growth, Passenger Experience, and Community Friendliness.
Finalists were flown in to France to present their ideas to an Airbus jury. The
winning team was from Brazil.
1 “Airbus - Fly Your ideas” website, http://www.airbus-fyi.com/
2 http://www.airbus.com/presscentre/pressreleases/press-release-detail/detail/over-6000-students-worldwide-rise-to-the-airbus-fly-yourideas-challenge/
PwC’s Global Innovation Survey 2013: Aerospace, Defence and Security
23
25. Getting good ideas to your customers isn’t
easy. Two-thirds of AD&S executives say
taking innovative ideas to market quickly
and in a scalable way is a challenge for
their company; that’s significantly more
than the average across industries (see
Figure 5). That’s what you’d expect in
an industry where cycles are often very
long. A new aircraft or weapons system
is years, not months, in the making. And
sometimes value starts to erode in longrange programmes.
But there are ways that should be
explored to get better. Having a welldefined organisational structure around
innovation helps build alignment and
higher performance through the sharing
of best practices, resources and mental
models for growth and innovation.
These drive disciplined execution
and lead to repeatable and scalable
commercialisation of innovations.
So it’s not surprising that the top
innovators in our survey tend to have
structured or formal innovation processes.
Fewer AD&S companies are applying
this type of discipline to innovation
(see Figure 6). In fact, nearly a third of
AD&S executives say that they organise
innovation informally. And failing to
coordinate across the business often means
missing chances for growth or efficiency.
Historically the AD&S industry has been
driven by programmes—specific aircraft
of weapons systems developed over
many years and sold over many years.
These programmes often functioned
autonomously—and that’s created a
legacy of spotty knowledge sharing in
most AD&S companies. For example,
we’ve found product planning is often
confined within the boundaries of
individual programmes. That can mean
the innovations in one program aren’t
carried over to others, so opportunities
to get more from a good idea are lost,
or money is wasted on duplicate efforts.
Figure 5: Getting innovative ideas to market leads the list of innovation challenges for
AD&S executives
Q: How challenging do you find the following aspects of making innovation happen within
your company?
66%
Taking innovative ideas to market
quickly and in a scalable way
53%
Having the right metrics to measure
innovation progress and
track ROI (return on investment)
55%
45%
50%
Finding and retaining the best talent
to make innovation happen
53%
47%
Establishing an innovative
culture internally
45%
45%
Finding the right external
partners to collaborate with
46%
0%
10%
AD&S
20%
30%
40%
50%
60%
70%
Total sample
Source: PwC, Breakthrough innovation and growth. Base: AD&S: 38; Total sample, 1757
Figure 6: AD&S executives are applying less discipline to their innovation processes
Q: Which of the following best describes the way that your company manages its
innovation processes?
36%
Formally, all innovation
activities are coordinated
21%
42%
In a structured way,
there is alignment from
concept to execution
47%
21%
Informally, projects arise
out of market needs or good ideas
32%
0%
5%
AD&S
10% 15% 20% 25% 30% 35% 40% 45% 50%
Top 20%
Source: PwC, Breakthrough innovation and growth. Base: AD&S: 38 Top 20%, 359.
PwC’s Global Innovation Survey 2013: Aerospace, Defence and Security
25
26. Some companies aren’t using the latest
technology portfolio planning tools.
That’s because in organisations focused on
programmes, it’s difficult to consolidate
common requirements to make the right
trade-offs to develop technologies that
serve multiple business needs.
Because many are so focused on operating
at the programme level, AD&S companies
often miss possible synergies happening
across the business and don’t make
use of chances to leverage technology
investment. A programme-focused
structure can create cultural issues that
hinder innovation too, like competition
within a group that discourages
cooperation and collaboration.
And yet—AD&S executives say they
are convinced that well-defined and
accepted innovation processes are
important to establishing an innovative
culture. In fact, with 85% rating it as
important, it’s number 1 on their list.
That seems like a discrepancy, but it
may just reflect different ideas of what a
“well-defined” innovation process looks
like. Informal processes may be accepted
in the company—but we’ve found that
applying structure and discipline can
help move companies to the next level.
Strong innovation processes
include room for fast failures
Effective innovation processes are
iterative, beginning with the collection
of ideas and progressing through stages
of idea prioritisation, experimentation
and decision-making about which ideas
should be commercialised and ending
with the delivery and monetisation of
the innovation. When they work well,
these processes allows for the rapid
development of successful ideas, and
the fast failure of bad ones.
Fast failure is often particularly difficult
for AD&S, but we believe it can give
an important boost to innovation.
Technologies like 3-d printing and
enhanced computer simulations are
making it possible to create real and
virtual prototypes more quickly and
at less cost. For example, Pratt &
Whitney recently opened an Additive
Manufacturing Innovation Center at
the University of Connecticut using two
different technologies to advance R&D.
The company has already been using
additive manufacturing for prototyping
various engine parts.9 These kinds of
advances should help companies make
better decisions about which ideas should
be commercialised, and speed up the
development of winning concepts. Market
leaders use agility and speed as valuable
differentiators, enabling faster adaptation
of new products, services and market.
Executives told us that innovation is the
stepping stone to more profitable work
and production program success; in
some ways they believe it is necessary
but not sufficient. Our research suggests
that some companies have too many
projects and past investments have
not always contributed to enterprise
value creation.
So tracking success is critical. But
what aspects of innovation need to be
measured? What are reasonable targets?
9 Design News, Aircraft Engine Maker Opens Additive
Manufacturing Lab, April 29, 2013. http://www.
designnews.com/author.asp?doc_id=262621&dfpPParam
s=ind_183,industry_aero,bid_27,aid_262621&dfpLayout=
blog&dfpPParams=ind_183,industry_aero,bid_27,aid_262
621&dfpLayout=blog
26
The runway to growth
AD&S companies don’t yet agree on the
answers; indeed, 55% say that having
the right metrics is a challenge for their
companies. One standard metric used
in other industries, the % of revenue
delivered from new products, isn’t as
applicable for AD&S, given the long time
scales of many of its products.
Targets around % of revenue from
services or adjacent markets may be
appropriate though. And it may be
possible to track technology and process
innovation better too, for example, by
using a metric that quantifies savings
on capital costs (capex) achieved by
applying innovative technology instead
of the best alternative technology
available on the shelf.
In our view, the true measure of
innovation success cannot only be
seen through a financial lens. Leading
companies define measurements that go
well beyond the traditional ROI.
Some AD&S companies are already
tracking patents and publications.
In other industries, we’ve also seen
companies documenting the transfer of
know-how gained through innovation
to other business units. For AD&S,
this concept could be modified to
reflect the transfer of know-how
across programmes.
27. Where next
for your
business?
Companies with an innovation
edge will have a strong competitive
advantage. What can you do to make
sure your company is a leader and
not a laggard?
Know where you want to go and
how you’ll get there. Innovation
requires careful planning and a
clearly defined strategy. For AD&S,
this needs to begin with a solid
understanding of the market.
Listen. By getting feedback from
customers upfront and throughout
the life of a programme, you can
improve the relevance of your
innovation. Your own engineers and
your partners can tell you how to
get more efficient. And moving into
adjacent markets means learning
about a whole new set of needs.
Focus on people. The executives
we surveyed say it can be hard to get
and keep the right people on board to
make innovation happen. Developing
and maintaining a strong innovation
culture that supports top talent is
critical. And so is finding good local
talent in your growth markets.
Strengthen your innovation
ecosystem. With suppliers moving
from print-to-build providers to fullfledged innovators in their own right,
partnering is getting even more
important. Getting co-creation right
will make a competitive difference.
And open innovation, collaborative
platforms, and social media all offer
tools that can help.
Make the most of good ideas.
Applying more discipline and
structure to innovation can help
improve implementation. And we
believe many AD&S companies
also need to start looking beyond
programmes and across their whole
business when it comes to driving
innovation.
PwC’s Global Innovation Survey 2013: Aerospace, Defence and Security
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