i samarbete med 2014 Edition

Transcription

1 i samarbete med 2014 Edition

2 #GEGIB

3 Attraktionskraft för Hållbar Tillväxt i samarbete med

4 IVA:s arbete för ökad innovationskraft Den nationella innovationsstrategin (2012) Regionala innovationsstrategier ( ) Innovation för tillväxt ( ) Innovationskraft Sverige ( ) Attraktionskraft för hållbar tillväxt ( ) Vision för Sverige Innovationsplan Sverige Rekommendationer/förslag Kraftsamling Innovationsstrategier Regional kraftsamling Konkurrenskraft Attraktionskraft

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6 Projektet ska bidra till att Företag i Sverige växer Investeringar ökar i Sverige Internationella företag etablerar sig i Sverige Attrahera och behålla kompetens i Sverige

7 7 nyckelfaktorer för attraktionskraft, konkurrenskraft och tillväxt Hållbarhet Utbildning Forskning Infrastruktur Företagens villkor Boende och levnadsmiljö Kulturutbud

8 2014 Edition Imagination at work 8

9 Methodology & Background Now in its fourth edition, the Barometer is an international opinion survey of senior business executives, all actively engaged in the management of their firm s innovation strategy. The survey is conducted by Edelman Berland a Mexico consulting and research company on behalf of GE. 27 markets 3,209 phone interviews 100 in Sweden New countries in 2014 Algeria Indonesia Italy Kenya See tutorial regarding confidentiality disclosures. Delete if not needed. 9

10 The global context Innovation executives are acutely aware that powerful trends are at work that will change the business environment. Collaboration, convergence, Industrial Internet, Dataanalytics change(d) the way business are innovating The need for disruption in processes and behaviours is established as a criterion for success See tutorial regarding confidentiality disclosures. Delete if not needed. 10

11 More traditional organizational design attached to Innovation activities remain the norm Collaboration, convergence, Industrial Internet, Dataanalytics change(d) the way business are innovating Fast works related concepts are getting traction, but old reflexes are hard to shake-off The need for disruption in processes and behaviours is established as a criterion for success Business leaders are still very much focused on short term profitability, and struggle to adopt more spontaneous, creative and interactive innovation models See tutorial regarding confidentiality disclosures. Delete if not needed. The global context Innovation executives are acutely aware that powerful trends are at work that will change the business environment. 11

12 More traditional organizational design attached to Innovation activities remain the norm Innovation is disrupting the business status-quo, business leaders face uneasy trade-offs Collaboration, convergence, Industrial Internet, Dataanalytics change(d) the way business are innovating Fast works related concepts are getting traction, but old reflexes are hard to shake-off There is no one size fits all model for Innovation and we observe the emergence of differentiated strategies blurring the traditional regional status quo The need for disruption in processes and behaviours is established as a criterion for success Business leaders are still very much focused on short term profitability, and struggle to adopt more spontaneous, creative and interactive innovation models Innovation champions like USA and Germany, display contrasted perceptions and priorities, while Emerging economies are not a consistent block See tutorial regarding confidentiality disclosures. Delete if not needed. The global context Innovation executives are acutely aware that powerful trends are at work that will change the business environment. 12

13 The ability of a country to develop an innovationconducive environment varies hugely 1 88% % 61% 61% 58% 57% 56% 54% 49% 47% 46% 46% 45% 41% 37% 28% 27% 27% AGREE THIS COUNTRY HAS DEVELOPED AN INNOVATION-CONDUCIVE ENVIRONMENT 84% 82% 70% % 25% 23% 18% 18% 17% 14% 12% 5% 4% 2% 10 See tutorial regarding confidentiality disclosures. Delete if not needed. 13

14 Innovation Executives in Sweden express selfconfidence and overall positivity Swedish Innovation Executives agree Sweden has an Innovation-conducive environment Private investors are supportive of companies that need funds to innovate 81% 82% 84% 85% 74% 70% 53% 31% Government and public authorities allocate an adequate share of their budget to support innovative companies SELF-EVALUATION 89% 88% 81% 68% 64% 58% 44% 42% 27% 60% 83% 77% 48% 42% 37% 31% See tutorial regarding confidentiality disclosures. Delete if not needed. 14

15 Overall consistency between reputation & performance The innovation environment of Sweden, Malaysia, Singapore are underappreciated by Innovation Executives in other markets While the innovation frameworks of China, India and Japan are overevaluated RANKING Reputation Performance* USA 1 3 Germany 2 7 Japan 3 10 UK 4 2 China 5 13 Canada 6 5 South Korea 6 8 Sweden 8 1 Singapore 9 4 India Israel 10 6 Australia 12 9 Italy Russia UAE Brazil South Africa Turkey Malaysia Indonesia Saudi Arabia Poland Mexico Nigeria Kenya 25disclosures. Delete if not needed. 24 See tutorial regarding confidentiality Algeria *INSEAD Global Innovation Index

16 This underrated innovation reputation could limit the ability of Swedish executives to play more internationally MAIN PRIORITIES YOUR COUNTRY SHOULD FOCUS ON TO EFFICIENTLY SUPPORT INNOVATION 1 st Facilitate research cooperation with other countries 88% 85% 90% 73% 77% 73% 77% 72% 2 nd Encourage and ease the hiring of talented foreign citizens 85% 84% 61% 73% 54% 65% 49% Give subsidies/preferences to both local & international businesses willing to bring innovative solutions to the market The constraints experienced by some emerging countries create innovation opportunities for companies, willing to invest in overcoming them 82% 74% 79% 74% 60% 46% 76% 71% 54% 45% 74% 67% 51% 42% 56% 51% See tutorial regarding confidentiality disclosures. Delete if not needed. 16

17 The business fabric of innovation varies across countries, each picking a combination of business types to drive it Public organisations Smaller businesses & Public organisations Smaller businesses China UK mostly Italy Israel South Africa Poland Smaller businesses Public organisations & Multinationals Singapore Malaysia Turkey UAE / KSA Algeria Kenya Public organisations & Large national companies US Sweden mostly Mexico Multinationals mostly Russia Large national companies & Large national companies Germany Large national & Multinationals Japan companies mostly Brazil Canada South Korea India Smaller businesses & Multinationals Australia / Indonesia See tutorial regarding confidentiality disclosures. Delete if not needed. Nigeria

18 There is a strong consensus on the need for internal change, and the difficulty of achieving it KEY CHALLENGE KILLING THEIR BUSINESS S ABILITY TO INNOVATE EFFICIENTLY Globally, 60% agree the difficulty to define an effective business model to support new ideas and make them profitable 63% 59% agree the difficulty to come up with radical and disruptive ideas is a 59% 64% 59% 60% 56% 60% 53% 62% 55% 61% 51% 57% 48% 64% agree companies must encourage creative behaviors and disruptive processes in the business to be able to innovate successfully 55% 66% 54% 60% 49% 58% 41% See tutorial regarding confidentiality disclosures. Delete if not needed. 18

19 Businesses face many challenges limiting their ability to lead more radical and larger scale innovation TOP 3 INNOVATION KILLERS FOR THEIR COMPANIES The incapacity to scale up successful innovations to a wider or international market is the number one challenge The difficulty to come up with radical and disruptive ideas The internal inertia and the incapacity to be nimble, failing at rapidly converting ideas into actions The difficulty to come up with radical and disruptive ideas The incapacity to scale up To lack sufficient investment The difficulty to come up with radical and disruptive ideas A lack of talent / inadequate skillset To lack sufficient investment To lack internal support from leadership 1. To lack sufficient investment The difficulty to come up with radical and disruptive ideas The internal inertia and the incapacity to be nimble The incapacity to scale up The difficulty to come up with radical and disruptive ideas To lack internal support from leadership The difficulty to define an effective business model A lack of talent / inadequate skillset The internal inertia and the incapacity to be nimble The incapacity to scale up To lack internal support from leadership The incapacity of the business to take risks See tutorial regarding confidentiality disclosures. Delete if not needed. 19

20 A multifaceted change, businesses are embracing by stages COLLABORATING WITH EXTERNAL BUSINESS PARTNERS CAN PUT MY BUSINESS AT RISK AS REGARD INTELLECTUAL PROPERTY AND TRADE SECRETS But this is a risk worth taking if you want to successfully innovate nowadays 23% 77% 91% 82% 75% 83% 81% 73% And this is why you company should avoid Collaborative innovation activities: The revenue and profit generated by them has been growing over the last year in 64% companies 71% 66% 60% 64% 52% 61% 50% 70% The ability to analyze large and complex amounts BIG DATA IS MORE OF A BUZZ WORD THAN A REALITY 6% The facts 22% 8% 4% 12% 7% 3% of data has increased its over the last year for 44% 2% 42% 48% 26% 48% 22% See tutorial regarding confidentiality disclosures. Delete 44% if not needed. 13% 20

21 But behind good disruptive intentions, most prefer to stick to well-established and more conservative practices and processes WHEN INNOVATING, IT IS BEST.. To protect the core business' profitability as much as possible, so to support research & innovation efforts 72% 28% Protect 80% THE MOST SUCCESSFUL INNOVATIONS ARE Not to worry about the potential short term negative impact on the core business' revenue Not to worry 74% 66% 62% 74% 61% 43% Planned, emerging through a structured innovation process 62% 38% Spontaneous, emerging through the interactions of creative individuals Planned 75% Spontaneous 56% 60% 58% 54% 51% 51% See tutorial regarding confidentiality disclosures. Delete if not needed. 21

22 Speed to market and internal velocity remain tougher decisions dividing innovation executives into 2 camps WHEN INNOVATING, IT IS BEST.. To get to market as quickly as possible to keep an edge 50% on competition Sprinters Not to rush and take all the time 50% needed to perfect the innovation Perfectionists 57% think it is crucial for companies to adopt a test fast, fail fast, adjust fast approach in order to innovate successfully Speeder 42% 71% 36% 57% 50% 41% Slower 56% 47% 35% 53% 39% 25% 64% 55% See tutorial regarding confidentiality disclosures. Delete if not needed. 22

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24 Carl Bennet, vd Carl Bennet AB & styrgruppsordförande Carola Lemne, vd Svenskt Näringsliv Hans Enocson, President & CEO GE Nordic region Ylva Berg, vd Business Sweden #GEGIB

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