GE GLOBAL INNOVATION BAROMETER · 2017. 6. 21. · GE Global Innovation Barometer Attualmente alla...

ITALY

GE GLOBAL INNOVATION BAROMETER

2014 Edition

GE Global Innovation Barometer

Attualmente alla quarta edizione, il GE Global Innovation

Barometer è un sondaggio d'opinione internazionale condotto

in 26 paesi e rivolto a dirigenti aziendali senior attivamente

coinvolti nella gestione della strategia di innovazione delle

rispettive aziende.

Il sondaggio è stato condotto da Edelman Berland, società di

consulenza e ricerca per conto di GE. Il "Barometro" indaga il

cambiamento nella percezione dell'innovazione in un contesto

complesso e globalizzato.

Esso analizza le modalità con cui i dirigenti delle aziende nel

mondo valutano il quadro di riferimento per l'Innovazione

sviluppato nel proprio paese, oltre a indicare nel dettaglio il

punto di vista aziendale sulle politiche più efficienti a

supporto dell'Innovazione.

Infine, adotta un approccio azienda-centrico per meglio

comprendere come le società internazionali adattano le

proprie prassi e strategie di innovazione in un contesto

economico impegnativo.

2

Messico

3.209 interviste telefoniche (in lingua locale)

Durata media dell'intervista: 35-40 minuti

Periodo: dal 2 aprile al 30 maggio 2014

Tutti gli intervistati sono direttamente coinvolti

nella strategia o nel processo di innovazione

della propria azienda (31% C-Level)

Il 28% delle società opera a livello globale,

con un numero medio di 650 dipendenti

Età media degli intervistati: 44 anni

Dettagli relativi al campione e alla ricerca sul campo

Nuovi paesi nel 2014 Italia Indonesia Kenya Algeria

26 mercati

3

L'impatto della rete di Internet industriale

• Sul mercato del lavoro

• Sul consumo e la dipendenza dall'energia

• Come guida della nuova Rivoluzione

Industriale

Dimestichezza, rilevanza, grado di

preparazione nella vostra azienda:

• Convergenza della tecnologia

• Collaborazione

• Internet industriale

• Big data

Big data, scienze e analisi dei dati:

solo espressioni in voga o ...

• Priorità chiave?

• Fonte di potere/influenza a livello

interno?

• Investimento remunerativo?

Una valutazione completa dell'innovazione

Il processo di innovazione ideale è...

• Pianificato o spontaneo?

• Integrato o autonomo?

• Interno o collaborativo?

• Difensivo o attivo?

• Locale o globale?

Il futuro dell'innovazione nei settori specifici:

Il tipo di innovazione migliore per

potenziare la qualità nel settore sanitario

La capacità dell'innovazione di risolvere le

sfide, attuali e future, in ambito energetico

Il processo di innovazione ideale Attuali fattori trainanti e ostacoli

1

Quali sono i fattori che trainano e

ostacolano un'innovazione di successo...

In generale?

Nella vostra azienda?

Tendenze e prassi nel quadro

dell'innovazione Miti e realtà

3

Paesi e politiche pubbliche Status del quadro di riferimento per l’

innovazione a livello nazionale

2

Qual è il paese leader nell'ambito

dell'innovazione?

In quali attività il vostro paese si distingue?

• Ricerca multidisciplinare? Valido sistema IP?

Finanziamenti privati?

In cosa le Pubbliche autorità del vostro paese si

distinguono, in positivo o in negativo?

• Supporto sufficiente alle PMI? Alle aziende

più grandi?

• Adeguata assegnazione del budget?

Politiche pubbliche – le priorità del vostro paese

dovrebbero essere:

• Tutela della proprietà intellettuale (IP)?

• Gestione dei curricula e dei talenti?

• Rapporto tra i settori pubblico e privato?

• Portare avanti l'innovazione attraverso

l’assegnazione degli appalti pubblici?

4

Sintesi – ITALIA

Risultati generali

I dirigenti italiani sono più scettici nel considerare l'innovazione una forza positiva: solo il 50% ritiene che nel proprio paese

si viva meglio rispetto a 10 anni fa grazie all'impatto dell'innovazione – dato molto inferiore rispetto alla media globale

(80%).

Il 90% dei dirigenti in Italia ritiene che l'innovazione stia assumendo una portata sempre più globale e che la fusione e

l'integrazione di talenti, idee, conoscenze e risorse in tutto il mondo rappresenti l'unica strada per un'innovazione di

successo – dato superiore alla media globale (82%).

Per quanto concerne la collaborazione, i dirigenti italiani sono più propensi rispetto alla media ad affermare che, nonostante

i rischi associati alla collaborazione e alle violazioni della proprietà intellettuale (IP), valga la pena correre il rischio se si

desidera innovare con successo al giorno d’oggi (87% rispetto alla media globale del 77%).

I dirigenti in Italia sembrano tuttavia beneficiare di meno della collaborazione: solo il 46% dichiara che i ricavi prodotti

dall'innovazione collaborativa siano aumentati nell'ultimo anno, rispetto a una media globale del 64%.

Quasi due terzi dei dirigenti italiani (60%) ritengono che siano le realtà più piccole quali le PMI e le nuove aziende a trainare

l'innovazione in Italia – 19 punti in più rispetto alla media globale (41%) – seguite dalle multinazionali (15%).

Risultati generali

I dirigenti italiani mettono in luce varie priorità che le proprie aziende devono padroneggiare per innovare con successo.

Una chiara priorità è rappresentata dalla conoscenza approfondita dei clienti e delle tendenze del mercato. Per il 92% dei

dirigenti, conoscere a fondo i clienti e prevedere le evoluzioni del mercato rappresenta un fattore cruciale – dato superiore

rispetto alla media globale (84%). La seconda capacità chiave è quella di attirare e fidelizzare personale competente (83%).

Se interrogati in merito alla performance della propria azienda in relazione a tali necessarie competenze, secondo il 26%

dei dirigenti l'azienda è stata decisamente capace di comprendere i clienti e prevedere le evoluzioni del mercato, e secondo

il 24% l'azienda è stata decisamente capace di fidelizzare i nuovi talenti.

Passando alle sfide chiave in termini di innovazione secondo i dirigenti italiani, si riscontra la mancanza di investimenti e

supporto finanziario sufficienti (41%), seguita dalla difficoltà di elaborare idee radicali e rivoluzionarie, dall'incapacità di

trasferire le innovazioni di successo su scala più ampia o internazionale e dall'inerzia interna correlata alla mancanza di

agilità (tutte al 32%). In generale, i dirigenti italiani attribuiscono una criticità maggiore a tutte le sfide citate rispetto

all’opinione della media globale.

Risultati generali

Organizzazione interna: l’approccio delle aziende italiane all'innovazione

Il 66% dei dirigenti in Italia riconosce la necessità delle aziende di incoraggiare comportamenti creativi e processi

rivoluzionari all'interno dell'azienda, per un'innovazione di successo – in linea con la media globale (64%).

Il 76% dei dirigenti ritiene che, quando si innova, sia meglio tutelare il più possibile la redditività del core business per poter

sostenere la ricerca e l'innovazione – dato lievemente superiore rispetto alla media globale del 72%; il 24% invece ritiene

sia meglio non preoccuparsi del potenziale impatto negativo a breve termine sul reddito del core business.

Il 65% dei dirigenti italiani conviene che le innovazioni di maggior successo siano pianificate e risultanti da un processo di

innovazione strutturato; il 35% afferma invece che si tratta di processi spontanei, che risultano dall'interazione dei soggetti

creativi. Tali dati sono in linea con la media globale (62% e 38% rispettivamente).

Per quanto riguarda la struttura organizzativa, il 74% ritiene sia meglio posizionare team e attività innovativi all'interno delle

linee di business e dei team strutturati esistenti (la media globale è del 68%) mentre il 26% ritiene che i team e le attività

innovativi debbano essere collocati all’esterno, in centri specializzati nell'innovazione/ricerca (media globale del 32%).

Il 42% dei dirigenti italiani ritiene sia meglio arrivare al mercato il prima possibile, per ottenere un vantaggio rispetto alla

concorrenza (dato lievemente inferiore alla media globale del 50%); secondo il 58% è invece preferibile non affrettarsi e

utilizzare tutto il tempo necessario per perfezionare l'innovazione (dato lievemente superiore alla media globale del 50%).

Risultati generali

I dirigenti in Italia esprimono una valutazione più positiva in merito alle analisi predittive dei dati rispetto agli altri dirigenti a

livello globale: il 61% ritiene che l'uso di analisi dei dati e conoscenze predittive rappresenti una capacità chiave (contro il

53% a livello globale).

Il 32% dei dirigenti italiani afferma di non aver mai sentito parlare di big data prima d'ora e il 4% afferma che si tratti più che

altro di un'espressione in voga e non di una realtà di fatto – in linea con la media globale (6%). Il 30% dei dirigenti italiani

dichiara che la propria azienda è totalmente o abbastanza preparata a trarre il meglio dai big data, rispetto alla media

globale del 25%. Il 25% afferma di non aver incrementato nell'ultimo anno la propria capacità di analizzare quantitativi

importanti e complessi di dati e che non ha in previsione di farlo (rispetto a una media globale del 29%).

Per quanto concerne l’Internet industriale, un significativo 37% dei dirigenti in Italia afferma di non averne mai sentito

parlare, rispetto a una media globale del 44%. Il 57% ritiene che l’Internet industriale avrà un impatto positivo o neutro sul

mercato del lavoro, dato superiore rispetto alla media globale (49%). Il 3% dei dirigenti in Italia ritiene che la propria azienda

sia già totalmente preparata tramite una strategia o un processo per trarre il meglio dall’Internet industriale – dato

lievemente inferiore rispetto alla media globale (6%).

Risultati generali

Il quadro di riferimento italiano per l’innovazione viene percepito in maniera relativamente positiva dai dirigenti di altri mercati: il 41% ritiene che l'Italia abbia sviluppato un quadro di riferimento favorevole all'innovazione. Tuttavia, l'autovalutazione dei dirigenti italiani circa il proprio quadro di riferimento complessivo per l’innovazione è meno positiva: solo il 27% afferma che l'Ital ia ha sviluppato quest'anno un contesto orientato all'innovazione.

Per quanto concerne la percezione dell'efficienza del supporto del governo all'innovazione, solamente il 9% dei dirigenti rit iene che tale supporto sia organizzato in maniera efficiente, dato decisamente inferiore rispetto alla media globale (40%).

Per quanto concerne le priorità che il governo dovrà affrontare, i dirigenti italiani sono orientati in modo più deciso, rispetto alla media globale, verso il rafforzamento dell'IP per incoraggiare una maggiore collaborazione tra le aziende (87%). Comunque, sono indicate come priorità principali la necessità di semplificare la burocrazia a favore delle aziende intenzionate ad accedere a finanziamenti e incentivi stanziati per l'innovazione (89%) e di garantire che la riservatezza e i segreti commerciali delle aziende siano adeguatamente tutelati (89%).

Il supporto finanziario delle autorità pubbliche alle società innovative è percepito come insufficiente e molto inferiore rispetto alla media globale (47%); solo il 9% ritiene che le autorità pubbliche e il governo stanzino una quota adeguata del proprio budget a supporto alle aziende innovative. Il 92% dei dirigenti in Italia sottolinea un supporto insufficiente alle PMI, dato decisamente superiore rispetto alla media globale del 61%.

Il 50% dei dirigenti in Italia ritiene che la politica migliore sarebbe quella di fornire sovvenzioni/titoli preferenziali alle aziende locali e internazionali che desiderano introdurre sul proprio mercato soluzioni innovative – in linea con la media globale del 51%; il 19% invece è più favorevole a fornire sovvenzioni/titoli preferenziali solamente alle aziende locali e per favorire lo sviluppo di soluzioni locali, dato inferiore alla media globale (29%).

Panoramica

11

La situazione è cambiata 2013 2014

STIAMO ATTUALMENTE ASSISTENDO A UNA NUOVA RIVOLUZIONE INDUSTRIALE CON L'UNIONE DI HARDWARE E SOFTWARE,

UN INGRESSO NELL'ERA DELLA PRODUZIONE AVANZATA E DELL’INTERNET INDUSTRIALE – Sono d'accordo 36%

L'INNOVAZIONE ASSUME UNA PORTATA SEMPRE PIÙ GLOBALE, LA FUSIONE E L'INTEGRAZIONE DI TALENTI, IDEE,

CONOSCENZE E RISORSE IN TUTTO IL MONDO RAPPRESENTA L'UNICA STRADA PER INNOVARE CON SUCCESSO – Sono

d'accordo (dato aggregato)

90%

ORA PIÙ CHE MAI, L'INNOVAZIONE DEVE ESSERE LOCALIZZATA PER SODDISFARE ESIGENZE DI MERCATO SPECIFICHE 59%

I LIMITI CHE CARATTERIZZANO ALCUNI PAESI EMERGENTI CREANO OPPORTUNITÀ DI INNOVAZIONE PER LE AZIENDE CHE

DESIDERANO INVESTIRE NEL LORO SUPERAMENTO 65%

TRAINANO MAGGIORMENTE L'INNOVAZIONE OGGI NEL VOSTRO PAESE

REALTÀ MINORI (DATO AGGREGATO: PMI+START-UP E SINGOLI) 60%

MULTINAZIONALI 15%

GRANDI IMPRESE CHE HANNO SEDE NEL VOSTRO PAESE 9%

ORGANIZZAZIONI PUBBLICHE 6%

Dati superiori rispetto alla media globale

Dati inferiori rispetto alla media globale

Panoramica

12

Un modello di business in evoluzione 2014

QUANDO SI INNOVA, LE AZIENDE DEVONO INCENTIVARE COMPORTAMENTI CREATIVI E PROCESSI RIVOLUZIONARI

ALL'INTERNO DELL'AZIENDA 66%

LA DIFFICOLTÀ DI ELABORARE IDEE RADICALI E RIVOLUZIONARIE RAPPRESENTA UN SFIDA CHIAVE CHE MINA LA

CAPACITÀ DELLA VOSTRA AZIENDA DI INNOVARE IN MODO EFFICIENTE, INDIPENDENTEMENTE DAL RELATIVO PROFILO 32%

QUANDO SI INNOVA, È MEGLIO TUTELARE IL PIÙ POSSIBILE LA REDDITIVITÀ DEL CORE BUSINESS PER POTER

SOSTENERE LA RICERCA E L'INNOVAZIONE 76%

LE INNOVAZIONI DI MAGGIOR SUCCESSO SONO PIANIFICATE E RISULTANO DA UN PROCESSO DI INNOVAZIONE

STRUTTURATO 65%

PER QUANTO RIGUARDA LA STRUTTURA ORGANIZZATIVA, È MEGLIO POSIZIONARE TEAM E ATTIVITÀ INNOVATIVI

ALL'INTERNO DELLE LINEE DI BUSINESS E DEI TEAM STRUTTURATI ESISTENTI 74%

QUANDO SI INNOVA È PREFERIBILE ARRIVARE AL MERCATO IL PRIMA POSSIBILE, PER POSIZIONARSI IN VANTAGGIO

RISPETTO ALLA CONCORRENZA 42%



Panoramica

13

Abbracciare le nuove possibilità di innovazione 2013 2014

COLLABORARE CON PARTNER ESTERNI POTREBBE METTERE A RISCHIO LA MIA ATTIVITÀ PER QUANTO CONCERNE PROPRIETÀ

INTELLETTUALE E SEGRETI COMMERCIALI, MA SI TRATTA DI UN RISCHIO CHE VALE LA PENA CORRERE SE SI DESIDERA

INNOVARE CON SUCCESSO AL GIORNO D'OGGI

87%

I RICAVI E I PROFITTI GENERATI DALLE ATTIVITÀ DI INNOVAZIONE COLLABORATIVE SONO AUMENTATI NELL'ARCO DELLO SCORSO

ANNO 46%

MAI SENTITO PARLARE DI BIG DATA 32%

NON È STATA INCREMENTATA LA CAPACITÀ DI ANALIZZARE QUANTITATIVI IMPORTANTI E COMPLESSI DI DATI NELL'ULTIMO ANNO,

NÉ VI È INTENZIONE DI FARLO 25%

L'AZIENDA È GIÀ TOTALMENTE/ABBASTANZA PREPARATA, CON UNA STRATEGIA O UN PROCESSO, A TRARRE IL MEGLIO DAI BIG

DATA 30%

MAI SENTITO PARLARE DI INTERNET INDUSTRIALE 37%

INTERNET INDUSTRIALE: IMPATTO POSITIVO SUL MERCATO DEL LAVORO, INCENTIVA LA PERFORMANCE E LA CRESCITA DELLE

AZIENDE CREANDO NUOVA DOMANDA SUL MERCATO DEL LAVORO 33%

L'AZIENDA È GIÀ TOTALMENTE/ABBASTANZA PREPARATA, CON UNA STRATEGIA O UN PROCESSO, A TRARRE IL MEGLIO

DALL’INTERNET INDUSTRIALE 23%



Panoramica

14

2014: Quadro di riferimento per l’innovazione classificato al 17° posto* 2013 2014

VALUTAZIONE DEL QUADRO DI RIFERIMENTO PER L’INNOVAZIONE: IL PAESE DISPONE DI UN “CONTESTO FAVOREVOLE

ALL'INNOVAZIONE”? 41%

IL SUPPORTO DEL GOVERNO ALL'INNOVAZIONE È ORGANIZZATO IN MANIERA EFFICIENTE 9%

IL GOVERNO E LE AUTORITÀ PUBBLICHE STANZIANO UNA QUOTA ADEGUATA DEL PROPRIO BUDGET A SUPPORTO DELLE AZIENDE

INNOVATIVE 9%

QUAL È SECONDO VOI LA MIGLIORE POLITICA PUBBLICA?

FORNIRE SOVVENZIONI/TITOLI PREFERENZIALI ALLE AZIENDE LOCALI E INTERNAZIONALI CHE DESIDERANO PROPORRE AL

MERCATO SOLUZIONI INNOVATIVE 50%

FORNIRE SOVVENZIONI/TITOLI PREFERENZIALI SOLAMENTE ALLE AZIENDE LOCALI PER FAVORIRE LO SVILUPPO DI SOLUZIONI

LOCALI 19%

SOVVENZIONI E TITOLI PREFERENZIALI NON SONO UN MODO EFFICACE PER SUPPORTARE L'INNOVAZIONE, PERCHÈ

INTRODUCONO PREGIUDIZI E SORTISCONO SOLO EFFETTI DI BREVE PERIODO 31%

LE AUTORITÀ PUBBLICHE NON SUPPORTANO ADEGUATAMENTE LE PMI PER QUANTO CONCERNE L'INNOVAZIONE 92%

GLI INVESTITORI PRIVATI SUPPORTANO LE AZIENDE CHE NECESSITANO DI FINANZIAMENTI PER L'INNOVAZIONE 36%



*In base ai 32 mercati interessati dalla D9

Panoramica

15

Priorità per il successo dell'innovazione 2013 2014

CONOSCERE A FONDO I CLIENTI E PREVEDERE LE EVOLUZIONI DEL MERCATO 92%

ATTIRARE E FIDELIZZARE GLI INDIVIDUI PIÙ TALENTUOSI E COMPETENTI 83%

ADATTARE E IMPLEMENTARE RAPIDAMENTE LE NUOVE TECNOLOGIE 73%

PROMUOVERE COMPORTAMENTI CREATIVI E PROCESSI RIVOLUZIONARI ALL'INTERNO DELL'AZIENDA 66%

INDIVIDUARE E OPERARE IN COLLABORAZIONE CON I MIGLIORI PARTNER ESTERNI 78%

STANZIARE E GARANTIRE UN BUDGET SPECIFICO PER LE ATTIVITÀ DI INNOVAZIONE 73%

DARE LA PRIORITÀ AGLI OBIETTIVI DI INNOVAZIONE A LUNGO TERMINE RISPETTO AGLI OBIETTIVI FINANZIARI A BREVE TERMINE 57%

ADOTTARE UN APPROCCIO "TEST FAST, FAIL FAST, ADJUST FAST " 36%

AVVALERSI DI ANALISI DEI DATI E CONOSCENZE PREDITTIVE 61%

SFRUTTARE AL MEGLIO INCENTIVI DELLE AUTORITÀ PUBBLICHE, SOVVENZIONI, CREDITI D'IMPOSTA 68%

ATTIRARE INVESTITORI PER FINANZIARE PROGRAMMI INNOVATIVI 56%



Panoramica

16

I nemici dell'innovazione 2014

L'INCAPACITÀ DI ESTENDERE LE INNOVAZIONI DI SUCCESSO AL MERCATO PIÙ AMPIO O INTERNAZIONALE 32%

LA DIFFICOLTA DI ELABORARE IDEE RADICALI E RIVOLUZIONARIE 32%

LA DIFFICOLTÀ DI DEFINIRE UN MODELLO DI BUSINESS EFFICACE PER PROMUOVERE LE NUOVE IDEE E RENDERLE

VANTAGGIOSE 27%

LA MANCANZA DI SUFFICIENTI INVESTIMENTI E SOSTEGNO FINANZIARIO 41%

LA MANCANZA DI TALENTI/ INSIEME DI COMPETENZE INADEGUATO 27%

LA MANCANZA DI SUPPORTO INTERNO DA PARTE DEL TEAM DI LEADERSHIP/TOP MANAGEMENT 22%

L'INERZIA INTERNA E LA MANCANZA DI AGILITÀ, CHE DETERMINANO L'INCAPACITA DI TRADURRE RAPIDAMENTE LE IDEE

IN AZIONI 32%

L'INCAPACITÀ DELL'AZIENDA DI ASSUMERE RISCHI 20%



Panoramica

17

PRINCIPALI PRIORITÀ SU CUI IL PAESE DOVREBBE FOCALIZZARSI PER PROMUOVERE

IN MODO FUNZIONALE L'INNOVAZIONE 2013 2014

SEMPLIFICARE LA BUROCRAZIA PER LE AZIENDE INTENZIONATE AD ACCEDERE A FINANZIAMENTI E INCENTIVI STANZIATI PER

L'INNOVAZIONE 98%

GARANTIRE CHE LA RISERVATEZZA E I SEGRETI COMMERCIALI SIANO OPPORTUNAMENTE TUTELATI 69%

ALLINEARE MEGLIO I CURRICULA DI STUDIO CON LE NECESSITÀ DELLE AZIENDE 78%

SEMPLIFICARE LA COLLABORAZIONE A LIVELLO DI RICERCA CON GLI ALTRI PAESI 93%

PROMUOVERE ATTIVAMENTE PARTNERSHIP TRA I SETTORI PUBBLICO E PRIVATO 83%

RAFFORZARE L'IP PER PROMUOVERE UNA MAGGIORE COLLABORAZIONE TRA LE AZIENDE 76%

INCENTIVARE LA COLLABORAZIONE DELLE AZIENDE PRIVATE CON LE IMPRESE PUBBLICHE 69%

GARANTIRE CHE GLI APPALTI PUBBLICI SIANO I PRIMI AD ADOTTARE LE PRINCIPALI INNOVAZIONI 80%

VALUTARE L'IMPATTO DELLE PRESCRIZIONI SUL CONTENUTO LOCALE E DELLE POLITICHE DI REGOLAMENTAZIONE 67%

GARANTIRE CHE GLI APPALTI PUBBLICI FAVORISCANO SEMPRE LE SOLUZIONI PIÙ INNOVATIVE, ANCHE SE PROVENIENTI

DALL'ESTERO 73%

PROMUOVERE E SEMPLIFICARE L'ASSUNZIONE DEI TALENTI ESTERI 60%



Risultati globali

La collaborazione è già un dato di fatto e sta sortendo

effetti positivi, vale la pena correre il rischio

"Convergenza della tecnologia" e "big data" non sono

solo espressioni in voga bensì una realtà, pur presentando

delle difficoltà a livello di implementazione

Le aziende hanno in generale potenziato le proprie

competenze a livello di analisi dei dati, ma solo una

ridotta maggioranza ha sfruttato la dimensione

predittiva dei Big data. Chi l'ha fatto ha riconosciuto il

valore che ciò ha apportato al proprio processo di

innovazione e il potere che ha conferito ai data scientist

della propria organizzazione

La consapevolezza dell'esistenza dell’Internet

industriale è diffusa, tuttavia il concetto deve ancora

dimostrare la sua natura veramente rivoluzionaria. I

settori high-tech, telecomunicazioni ed energia sono già

pronti ad accogliere la rivoluzione; produzione e sanità sono

più lenti

Il dibattito circa l'impatto dell’Internet industriale sul

mercato del lavoro è ancora in atto, ma la maggioranza

rigetta l'ipotesi che l’impatto netto sull’occupazione sia

negativo

I dirigenti coinvolti

nell’innovazione sono

assolutamente consapevoli

che sono in atto marcate

tendenze che modificheranno

l'ambiente imprenditoriale.

La collaborazione, la

convergenza, l’Internet

industriale e l'analisi dei dati

hanno modificato (e

continuano a farlo) il modo in

cui le aziende innovano

L’innovazione si focalizza sempre più sulla ricerca dei

talenti, dei partner, delle risorse, delle idee e delle

conoscenze giuste su scala globale

I limiti che caratterizzano i mercati emergenti possono

essere tradotti in opportunità, anche se in tal senso

emergono alcune interessanti differenze

Il focus è rivolto ai bisogni e alle specificità locali

Nella maggior parte delle economie emergenti, le

multinazionali trainano l’innovazione in modo molto più

marcato rispetto ai governi o alle istituzioni

accademiche locali, e ancor più rispetto alle aziende

locali

La natura GloCale

dell’innovazione sta

divenendo un requisito

essenziale, il campo

d'azione dell'innovazione

non conosce confini

Le sfide a livello di

infrastrutture nelle

economie emergenti non

frenano le aziende

innovative, anche se lo

scale-up rappresenta una

problematica rilevante

La necessità di processi e comportamenti rivoluzionari è

ritenuta uno dei criteri per arrivare al successo

Tuttavia, i leader aziendali sono ancora molto focalizzati

sulla redditività a breve termine...

... e hanno difficoltà ad adottare modelli di innovazione

più spontanei, creativi e interattivi

La norma rimane una struttura organizzativa tradizionale

affiancata alle attività di innovazione

Per massimizzare il

potenziale di questo

nuovo contesto, i leader

aziendali devono operare

alcune scelte difficili

L’innovazione sta

disgregando lo status-quo

del business e i leader

aziendali si trovano

dinanzi a bivi impegnativi

L'inerzia interna è identificata come significativo

"nemico dell'innovazione"

Trovare il modo di promuovere un contesto che sia

totalmente pronto per un'innovazione rivoluzionaria e

radicale rappresenta una sfida chiave

La capacità di adottare e implementare rapidamente le

nuove tecnologie è chiaramente ritenuta un fattore

trainante in grado di creare un vantaggio competitivo;

tuttavia, sono pochi a eccellere in tal senso

Quello di accelerare il processo di accesso al mercato

(test fast, fail fast, pivot fast) è un approccio adottato

dalla metà dei dirigenti coinvolti nell’innovazione, ma

continua a generare timori considerevoli

Agilità e rapidità interne

sono chiaramente

identificate come

prerequisiti per il

successo

dell’innovazione

I concetti correlati all’idea

di "fast works" stanno

prendendo piede, ma è

difficile superare i retaggi

del passato

Le difficoltà delle aziende innovative in termini di

scale-up rappresentano il primo "nemico

dell’innovazione"

L'articolazione dei flussi di reddito derivanti dalle

attività innovative e dalle operazioni più legate al

core business è un processo difficile. Solo una

minoranza degli intervistati è pronta a mettere a

rischio gli attuali flussi di profitto per consentire una

crescita delle attività innovative

Trovare modalità per finanziare l'innovazione in

maniera massiccia, sia da parte del settore pubblico

che del privato, rappresenta una sfida a causa di

fattori interni ed esterni

Decidere dove inserire e integrare al meglio le

nuove funzioni e i partner esterni può avere

importanti conseguenze sulle operazioni e sulla

cultura dell'azienda

La creazione di modelli di

business efficienti e sostenibili

sta alla base degli interessi e

delle priorità dei dirigenti

coinvolti nell’innovazione

Gestire la collaborazione,

articolare i flussi di reddito,

finanziare attività di

innovazione e trovare loro una

collocazione all'interno

dell'azienda sono identificate

come aree chiave

I governi devono fornire il giusto quadro di riferimento

per l'innovazione (tutela IP, semplificazione della

burocrazia, partnership pubblico/privato)

Dovrebbero altresì sfruttare il potere degli appalti

pubblici per sostenere l'innovazione e gestire

oculatamente le sovvenzioni

Dovrebbero garantire la preparazione e l’accesso al pool

di talenti necessario per innovare al meglio

Dovrebbero focalizzare gli incentivi all'innovazione sul

valore creato, al di là di considerazioni di natura

geografica o nazionale

Dovrebbero amplificare il sostegno alle PMI innovative e

allo stesso tempo trarre profitto dalla spinta che le

multinazionali sono in grado di offrire allo scenario di

innovazione

Quali sono le aspettative

dei leader aziendali in

merito al ruolo del governo

e delle autorità pubbliche?

Fornire un quadro di

riferimento orientato

all'innovazione, determinare

i giusti incentivi, investire

nei talenti, sostenere le PMI

e sfruttare il potere delle

multinazionali

Differenze a livello di singolo paese, non esiste un

modello di innovazione univoco

I leader nell'ambito dell'innovazione, come USA e Germania, evidenziano percezioni e priorità

contrastanti. Le economie emergenti non costituiscono un blocco unico: i mercati emergenti

dell'Asia hanno un andamento migliore rispetto a quelli dell'Africa

L'efficacia del supporto del governo all'innovazione è valutata in modo sempre più eterogeneo

(Singapore, EAU, Cina e Arabia Saudita hanno una valutazione nel merito sempre più positiva; gli USA

rimangono stabili con un livello minore di soddisfazione)

Gli USA confermano e rafforzano la propria posizione di primo piano a livello di innovazione

(leader dell'innovazione e contesto più favorevole all'innovazione), almeno da un punto di vista

reputazionale (gli indicatori macroeconomici forniscono un quadro più dibattuto)

Corea del Sud, Singapore e India sono percepiti dalla comunità globale come ambienti meno

orientati all'innovazione

Il settore dell'energia sta affrontando sfide molteplici; tuttavia,

trainare la crescita economica con fonti di energia nuove e più

sostenibili è identificata come priorità assoluta Fare in modo che l’energia contribuisca alla crescita economica in senso lato è considerata la sfida principale

La riduzione dell'impatto ambientale dell'energia e la diversificazione del mix energetico sono al secondo posto

Il ruolo crescente dell'analisi dei dati nell'incrementare l'efficienza del settore è un fattore riconosciuto, ma

meno prominente nell'opinione degli intervistati per il settore dell’energia

Si prevede che saranno l'innovazione tecnica e quella medica (es.

dispositivi per imaging e diagnostica) a fornire il supporto più

significativo al miglioramento della qualità nel settore sanitario Questo è il primo fattore trainante identificato dagli intervistati per il settore sanitario

Anche l'innovazione scientifica, e in particolare la scienza genetica applicata alla diagnostica, risulta molto alta

in classifica

Si prevede che anche l'innovazione a livello di politiche (campagne di sensibilizzazione, diagnosi precoce delle

malattie) rivestirà un ruolo di primo piano

Domande specifiche relative ai settori sanitario e dell'energia

Imagination at work

Detailed findings

Collaboration is already embraced and delivering positive

results, the risk is worth taking

Convergence of technology and big data are more than

buzz words, they become a reality but create

implementation challenges

Firms broadly boosted their analytics capabilities but a

small majority have leveraged the predictive dimension

of Big data. Those who did recognize the value it added

to their innovation process and the influence it conferred

data scientists in their organization

Awareness of the Industrial Internet is significant, but the

concept still needs to demonstrate its true revolutionary

nature. High tech, Telecom and Energy industries have

already prepared to embrace the revolution, Manufacturing

and Healthcare slower to adopt

The debate around the impact of Industrial internet on

the job market is not settled, but a majority reject the

hypothesis of a net negative impact on employment

Innovation executives are

acutely aware that

powerful trends are at

work that will change the

business environment

Collaboration,

convergence, Industrial

Internet, Data-analytics

change(d) the way

business are innovating

Innovation is acknowledged as driver of general improvement in countries. But some executives sense a scepticism amongst their national public opinion about the impact of technological innovation on inequalities

“PEOPLE IN MY COUNTRY LIVE

BETTER TODAY THAN 10 YEARS

AGO BECAUSE OF THE IMPACT OF

INNOVATION ON THEIR LIFE AND

ON OUR COUNTRY”

Q6-3. Would you say that you strongly agree, somewhat agree, somewhat disagree or strongly disagree with the following

opinions? Q10-4. Thinking about your country in particular, how far do you agree with the following statements? There is a

strong fear that technological innovation will increase inequalities. Base: Global results N= 3,209 / Base: Italy results N= 100

Strongly agree

Somewhat agree

Somewhat disagree

Strongly disagree

46%

34% 13%

7%

“THERE IS A STRONG

FEAR THAT

TECHNOLOGICAL

INNOVATION WILL

INCREASE INEQUALITIES”

19%

28%

27% 26%

Strongly agree

Somewhat agree

Somewhat disagree

Strongly disagree

80% 47%

29

50% 45%

The country is under-indexing

compared to the global average

75% 70% 70%

67% 66% 65%

56% 53%

50% 49% 47% 47% 46% 45% 43% 41% 41% 39% 39% 37% 36% 36% 31%

28% 24%

21%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

The apprehension of the impact of technological innovation on inequalities varies across countries

Q10-4. Thinking about your country in particular, how far do you agree with the following statements? There is a strong fear that

technological innovation will increase inequalities. Base: Country results N= 100–300 per market / Base: Italy results N= 100

More pessimist (over-indexing) More optimistic (under-indexing)

“THERE IS A STRONG FEAR THAT TECHNOLOGICAL INNOVATION WILL INCREASE INEQUALITIES”

30

A new Industrial Revolution? Split perceptions

“We are currently in

a new Industrial

Revolution at the

meeting of hardware

and software, a

historical shift into

the age of advanced

manufacturing and

industrial internet”

This statement is true, this new

industrial revolution is a reality

This is an overstatement, we

observe a continuous technical

evolution, not a revolution per say

This statement is untrue, this new

industrial revolution is a myth

52%

6%

42%

Revolution

Evolution

Myth

Q18-2. Now we are going to present different views on these emerging trends, we would like you to pick the one you feel is

the truest or the most relevant. Base: Global results N= 3,209

31

82% 78% 77%

72% 71% 66% 65%

59% 59% 57% 57% 55% 51% 50% 50%

47% 45% 44% 43% 38% 36% 35%

32% 31% 30% 26%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Continuity for developed markets, a radical change for the emerging ones

Q18-2. Now we are going to present different views on these emerging trends, we would like you to pick the one you feel is the truest or the

most relevant. Base: Country results N= 100– 300 per market / Base: Italy results N= 100

“We are currently in a new Industrial Revolution at the meeting of hardware and software, a historical

shift into the age of advanced manufacturing and industrial internet”

An evolution A revolution

32

A more

confidential

trend but some

are already

actively looking

into it

“Industrial

Internet”

Collaboration is

an established

trend and a (up-

coming) reality

for most

Collaboration

with start-up

and

entrepreneurs

Not all have

heard of it, but

many are

getting ready for

it

Convergence

of technology

Not all have

heard of Big

data, but half

companies are

getting ready for

it

Big Data

34% 40% 44%

Totally prepared

Quite prepared

Not quite prepared but planning to

Not at all prepared and not planning to

Don't know

Never heard of it

A multifaceted change, businesses are embracing by stages

Q17. Is your business already equipped with a strategy or process to make the most of…

Base: Global results N= 3,209

50%

% OF BUSINESSES ALREADY EQUIPPED WITH A STRATEGY

OR PROCESS TO MAKE THE MOST OF…

47% 32% 25% 25% % Totally /quite prepared

33

External collaboration is now a reality, and demonstrates to be a profitable risk worth taking

77% 23%

But this is a risk

worth taking if you

want to successfully

innovate nowadays

And this is

why you

company

should avoid

COLLABORATING WITH EXTERNAL

BUSINESS PARTNERS CAN PUT MY

BUSINESS AT RISK AS REGARD

INTELLECTUAL PROPERTY AND TRADE

SECRETS…

Q14. Which of these two statements is closer to your opinion? Q13. Which of the following apply in your company?

Base: Global results N= 3,209 / Base: Italy results N= 100

64%

The revenue and profit

generated by collaborative

innovation activities has been

growing over the last year

59%

My company embraces open

source innovation – involving

external stakeholders such as

entrepreneurs in the internal

development of new ideas

My company has already

resorted to crowdsourcing

soliciting contributions (ideas,

content, investment, etc.) from a

large and varied group of

stakeholders for its innovation

activities

34%

The facts

34

46%

48%

13% 87%

16%

The country is over-indexing




79% 76% 76% 75%

72% 71% 71% 70% 69% 68% 67% 66% 66% 65% 64% 64% 63% 61% 61% 60% 60% 57%

52% 50% 46%

41%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Collaboration, a reality in most markets

Q13. Which of the following apply in your company? YES Base: Country results N= 100–300 per market / Base: Italy results N= 100

Less collaborative (under-index) More collaborative (over-index)

AND THE REVENUE AND PROFIT GENERATED BY COLLABORATIVE INNOVATION ACTIVITIES HAS BEEN

GROWING OVER THE LAST YEAR

Global average

64%

35

60%

49%

39%

61%

59%

58%

55%

63%

67%

65%

65%

67%

74%

62%

67%

78%

72%

71%

72%

77%

62%

75%

0

0

0

0

76%

61%

50%

71%

68%

66%

63%

71%

75%

69%

67%

64%

70%

57%

61%

72%

64%

60%

60%

65%

41%

52%

46%

76%

79%

66%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100% 2013

2014

Some countries have increased their collaboration effort even further than last year

Q13. Which of the following apply in your company? YES Base: Country results N= 100–300 per market/ Italy results N= 100

Increased Decreased Stable

NEW markets 2014

36

AND THE REVENUE AND PROFIT GENERATED BY COLLABORATIVE INNOVATION ACTIVITIES HAS BEEN

GROWING OVER THE LAST YEAR

Q13-1. Which of the following apply in your company? (% Yes) & Q12-1. What are the main priorities your country should focus on to efficiently

support innovation? (% critical priority)

Base: <100 employees N= 907; 101-500 employees N= 1045; 501-1,000 employees N=588; >1,000 employees N= 669

39% 38% 41%

36%

30%

35%

40%

45%

50%

55%

60%

65%

70%

75%

80%

<100 101-500 501-1,000 1,000+

The revenue and profit generated by

collaborative innovation activities has

been growing over the last year

Number of employees

And similarly, reinforcing IP to encourage

stronger collaboration between companies is

critical especially for companies with 501 to 1,000

employees

The ability or willingness to embrace change varies size of company

59%

65% 67% 68%

30%

35%

40%

45%

50%

55%

60%

65%

70%

75%

80%

<100 101-500 501-1,000 1,000+

Number of employees

37

And it also varies by sector

Q13-2&3. Which of the following apply in your company? Base: Sectors – Min n=140 – Max n=469

40% 40% 37% 37% 36% 35%

32% 31% 31% 30% 30%

61% 62% 67%

60% 58% 64%

58% 58% 57% 58% 52%

Professionalservices

High-tech / IT Other Industrialproducts

Energy Healthcare FMCG Manufacturing Electronics Telecoms Automotive

My company has already resorted to crowdsourcing My company embraces open source innovation

38

Big data is not longer a buzz word

Q19. Do you believe in the importance of data sciences and analytics in enabling

innovation? By “Data sciences and analytics”, also often referred to as “Big data”, we

mean the ability for a company to use analytics to create strategic knowledge from large

and complex datasets. Base: Global results N= 3,209 / Base: Italy results N= 100

Big data is critical to optimize the

business operational efficiency of

all types of businesses

Big data is a critical tool to

optimize the business efficiency,

but only for certain types of

businesses

Data sciences and analytics can

be useful tools but not as critical

as often said

Big data is more of a buzz word

than a reality

Do you

believe in the

importance of

data sciences

and analytics

in enabling

innovation?

31%

39%

23%

6%

Critical for all

Critical for some

Useful tool

Buzz Word

39

29%





45%

22%

4%

70

%

57

%

56

%

56

%

48

%

48

%

48

%

46

%

45

%

44

%

44

%

44

%

42

%

38

%

36

%

36

%

36

%

35

%

34

%

32

%

30

%

29

%

25

%

25

%

23

%

13

%

24

%

28

%

17

%

26

%

22

%

31

%

32

%

29

%

40

%

15

%

26

%

32

%

37

%

38

%

20

%

24

%

33

%

22

%

28

%

34

%

31

%

42

%

28

%

29

%

44

%

36

%

6%

15

%

27

%

18

%

30

%

21

%

20

%

25

%

15

%

41

%

30

%

25

%

22

%

24

%

45

%

40

%

31

%

43

%

37

%

34

%

39

%

29

%

47

%

46

%

34

%

51

%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Never heard Not completely sure Fully familiar

40

Q15-3. Are you familiar with the following notions? Big data Base: Country results N= 100–300 per market / Base: Italy results N= 100

But not all markets are familiar with Big data

84% Believe it is critical to

understand customers

and anticipate market

evolutions to innovate

successfully

53% Believe it is critical to

use analytics and

predictive knowledge

to innovate

successfully

Big Data, the reality:

Q1-3 Q2-9 – innovation priorities, Base all n=3,209. Q21. Big data is / will be a real challenge for my company as it forces to allocate resources and budget at the expense of more

traditional activities (e.g. marketing, insight, research, etc). Base Those which increased/planning to increase ability N= 1,851 //Q22/Has your company managed to make the most

out of the data collected and convert this into added value for the innovation process? Base: Big Data users global N= 1,135 //20 bis/ Do data scientists, i.e. those who able to

make sense of large amounts of data, have strong influence and authority in your company . Base Big data enabled companies N=721

Most identify

the need for

predictive data

But only half

identify Big

Data as being

the solution

THE BUSINESS NEED THE SOLUTION THE FACTS

47%

29%

24%

No, but we are

planning to

No and

we won’t

HAS YOUR COMPANY INCREASED ITS

ABILITY TO ANALYZE LARGE AND

COMPLEX AMOUNTS OF DATA OVER THE

LAST YEAR?

Yes

41

55% 52%

44% 42% 40% 38% 37% 36% 35% 34% 32% 30% 29% 29% 28% 25% 23% 21% 20% 19% 19%

16% 14% 12% 12% 9%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

The planning of increased analytical capabilities is polarising across countries

Q20. Has your company increased its ability to analyze large and complex amounts of data over the last year? (% Yes) Base: Country results N= 100–300 per market, Italy results N= 100

Stronger acceptance (under-index) Stronger rejection (over-index)

HAVE NOT INCREASED THEIR ABILITY TO ANALYZE LARGE AND COMPLEX AMOUNTS OF DATA OVER THE

LAST YEAR AND WON’T

Global average

24%

42

53% 53% 48% 47% 46% 45%

42% 41% 40% 38% 35%

52% 47%

43% 37%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Sectors with more advanced technical expertise or more structured sets of data lead the change, but better be a larger company

Q20. Has your company increased its ability to analyze large and complex amounts of data over the last year? (% Yes) Base: Sectors – Min n=140 –

Max n=469 / company size: <100 employees N= 907; 101-500 employees N= 1045; 501-1,000 employees N=588; >1,000 employees N= 669

Global average

44%

NUMBER OF COMPANIES WHICH HAVE INCREASED ABILITY TO ANALYZE LARGE AND COMPLEX AMOUNTS OF

DATA OVER THE LAST YEAR?

Global average

44%

43

Big Data, the reality:

Q1-3 Q2-9 – innovation priorities, Base all n=3,209. Q21. Big data is / will be a real challenge for my company as it forces to allocate resources and budget at the expense of more

traditional activities (e.g. marketing, insight, research, etc). Base Those which increased/planning to increase ability N= 1,851 //Q22/Has your company managed to make the most

out of the data collected and convert this into added value for the innovation process? Base: Big Data users global N= 1,135 //20 bis/ Do data scientists, i.e. those who able to

make sense of large amounts of data, have strong influence and authority in your company . Base Big data enabled companies N=721

And many dread the challenge/ impact

of its implementation on the business

model

Those experiencing increased data analytics

capabilities see the added value Big Data

brings into their innovation process

61% of those who have made the

move or are planning so,

Declare Big data is / will be a real

challenge as it forces to allocate

resources and budget at the

expense of more traditional

activities

69% declare they made the most

out of the data collected and

converted it into added value for

the innovation process

44

“Industrial Internet”: more confidential.

Q15. Are you familiar with the following notions? Base: Global results N= 3,209 // Q18-1. Now we are going to present different views on these emerging

trends, we would like you to pick the one you feel is the truest or the most relevant. Base: Global results N= 3,209

Fully familiar with

this notion

Heard of it but were

not completely sure

of its meaning

Never heard of it 44%

30%

26%

56%

“Industrial internet” or “Internet of things” =

“The next generation of internet integrating complex physical machinery with networked sensors

and software”

FAMILIARITY WITH THE NOTION

31% 18%

7%

44%

THE 'INDUSTRIAL INTERNET' OR ‘INTERNET OF

THINGS' WILL HAVE A RATHER...

Positive impact on

the job market,

fuelling companies

performance and

growth and creating

new demand for

employment

Negative impact on the

job market, making it

easier to replace unskilled

workers by machines and

automated processes

Neutral impact on the

job market, transforming

the overall job market

45

9%

20%

19%

6%

50%

High tech / IT and Telecoms are paving the way

50% innovation

executives agree

the “industrial

internet” will

drive

innovation

success in the

future

% OF BUSINESSES

ALREADY

EQUIPPED WITH A

STRATEGY OR

PROCESS TO

MAKE THE MOST

OF…

Q17. Is your business already equipped with a strategy or process to make the most of… Base: Global results N= 3,209 / Sectors – Min n=140 – Max

n=469

32% 35% 40% 41% 45% 42% 48% 45% 47% 47% 53% 8%

17% 9% 8% 7% 10% 5% 9% 9% 10% 6% 23% 16% 21% 20% 20% 19% 18% 19% 22% 21% 20%

34% 31% 29% 28% 26% 26% 26% 25% 21% 21% 20%

High-tech / IT Telecoms Energy Professionalservices

Automotive Electronics Industrialproducts

FMCG Healthcare Manufacturing Other

Never heard of it Not planning to Planning to Prepared

Never heard

of it 44%

46

Increasingly Innovation is about finding the right talent,

partners, resources, ideas and insight on a global scale

Constraints in emerging markets can be converted into

opportunities, even if some interesting differences

emerge on this notion

The focus on local needs and specificities is being

recognized

In most emerging economies, multinational companies

drive Innovation much more prominently than local

governments or academia, and more so than local

business

The GloCal nature of

Innovation is becoming a

table-stake, the

innovation playground

knows no borders

Infrastructure challenges

of emerging economies

don’t stop innovative

businesses, even if

scaling up is a clear

issue for them

76%

84%

73%

2012 2013 2014

48%

34% 14%

4%

Think “glocal”!

Q6-2&1. Would you say that you strongly agree, somewhat agree, somewhat disagree or strongly disagree with the following opinions? Base: Global results N= 3,209

INNOVATION IS

INCREASINGLY

BECOMING A GLOBAL

GAME, MERGING AND

COMBINING TALENTS,

IDEAS, INSIGHTS AND

RESOURCES ACROSS

THE WORLD IS THE ONLY

WAY TO BE

SUCCESSFULLY

INNOVATIVE

MORE THAN

EVER BEFORE,

INNOVATION

NEEDS TO BE

LOCALIZED TO

SERVE

SPECIFIC

MARKET

NEEDS

Global

82%

37%

36%

18%

9%

Local

73%

Strongly agree

Somewhat agree

Somewhat disagree

Strongly disagree

“Glocalization”

48

96

%

87

%

86

%

85

%

85

%

83

%

81

%

77

%

75

%

74

%

72

%

71

%

71

%

70

%

70

%

69

%

69

%

68

%

66

%

66

%

64

%

64

%

63

%

61

%

59

%

59

%

90

%

92

%

96

%

92

%

74

%

95

%

86

%

89

%

72

%

88

%

85

%

88

%

85

%

87

%

75

%

91

%

60

%

61

%

90

%

82

%

73

%

73

%

74

%

72

%

90

%

67

%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Localized innovation is more polarizing

Q6-2&1. Would you say that you strongly agree, somewhat agree, somewhat disagree or strongly disagree with the following opinions?

Base: Global results N= 3,209. Base: Country results N= 100–300 per market / Base: Italy results N= 100

49

INNOVATION IS INCREASINGLY BECOMING A GLOBAL GAME, MERGING AND COMBINING TALENTS, IDEAS, INSIGHTS AND RESOURCES

ACROSS THE WORLD IS THE ONLY WAY TO BE SUCCESSFULLY INNOVATIVE

MORE THAN EVER BEFORE, INNOVATION NEEDS TO BE LOCALIZED TO SERVE SPECIFIC MARKET NEEDS

26%

74%

Constraints in emerging markets mostly seen as an innovation opportunity

Make it

almost

impossible

to innovate

there

Create

innovation

opportunities

for companies,

willing to invest

in overcoming

them

THE CONSTRAINTS EXPERIENCED BY SOME

EMERGING COUNTRIES (E.G. LOWER

PURCHASING POWER, ENERGY CHALLENGES,

LACK OF INFRASTRUCTURES, ETC.)…

Q4-5. Now we are going to present different views on the ideal innovation process, we would like you to pick the one

you feel is the truest or the most relevant in driving successful innovation.

Base: Global results N= 3,209 / Base: Country results N= 100–300 per market / Base: Italy results N= 100

74%

73%

71%

79%

70%

70%

71%

73%

73%

75%

76%

76%

76%

77%

77%

<100

101-500

501-1,000

1,000+

Electronics

Industrial products

Manufacturing

Automotive

High-tech / IT

Other

Energy

Healthcare

FMCG

Telecoms

Professional services

CREATE INNOVATION OPPORTUNITIES

50

35% 65%





85% 85% 85% 82% 82% 81% 79% 78% 78% 77% 76% 76% 74% 74% 74% 73% 73% 71% 71% 70%

67% 65% 63% 62% 62% 61%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

No consensus amongst emerging countries

Q4-5. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or

the most relevant in driving successful innovation. Base: Country results N= 100–300 per market / Base: Italy results N= 100

Global

average

74% Under-indexing Over-indexing

THE CONSTRAINTS EXPERIENCED BY SOME EMERGING COUNTRIES CREATE INNOVATION OPPORTUNITIES FOR

COMPANIES, WILLING TO INVEST IN OVERCOMING THEM

51

33%

26%

30%

33%

18%

22%

24%

27%

25%

23%

25%

20%

17%

15%

16%

17%

16%

12%

16%

7%

12%

10%

9%

7%

19%

11%

6%

2%

11%

17%

5%

9%

11%

15%

13%

12%

14%

12%

10%

9%

13%

14%

14%

12%

18%

9%

14%

13%

16%

19%

32%

25%

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

Multinationals

Large enterprises headquartered in your country

Multinationals more likely to be the local innovation champion than large national enterprises

Q7. Who do you think is driving innovation the most today in your country? Base: Country results N= 100–300 per market / Base: Italy results N= 100

WHO IS DRIVING INNOVATION THE MOST TODAY IN

YOUR COUNTRY?

More multinationals

More large national

companies Both equally

52

Q7. Who do you think is driving innovation the most today in your country? Based on businesses for which a country over-indexes compared

to global average Base: Country results N= 100–300 per market

The business fabric of innovation varies across countries, each picking a combination of business types to lead it

Public organisations

mostly

Singapore

Turkey

Algeria

Multinationals

mostly

Nigeria

Smaller

businesses

mostly

US

Sweden

Italy

Israel

South Africa

Poland

Large national

companies mostly

South Korea

Smaller businesses

& Public organisations

China UK

Public organisations

& Multinationals

Malaysia

UAE / KSA

Kenya

Mexico

Large national companies

& Multinationals

Brazil

India

Smaller businesses

& Large national companies

Germany

Japan

Canada

Smaller businesses & Multinationals

Australia / Indonesia

Public organisations &

Large national

companies

Russia

The need for disruption in processes and behaviors is

established as a criterion for success

But business leaders are still very much focused on

short term profitability…

…And struggle to adopt more spontaneous, creative and

interactive innovation models

More traditional organizational design attached to

Innovation activities remain the norm

To maximize the potential

of this new environment

business leaders need to

make some « tough

calls »

Innovation is disrupting

the business status-quo,

business leaders face

uneasy trade-offs

Being truly innovative is a challenge, requiring to change mind-sets, behaviours and processes. Disrupt!

64% agree that to be successful when innovating,

companies must encourage creative behaviours and

disruptive processes in the business, especially:

Q5-1. Do you consider any of the following as key challenges killing your business’s ability to innovate efficiently? Q1_5. Thinking about how companies

manage innovation, how important are the following for a company to be able to innovate successfully? (Grades from 8 to 10) Base: Global results N= 3,209

Very consistently across audience,

59% consider the difficulty to come up

with radical and disruptive ideas

as a key challenge killing your

business’s ability to innovate

efficiently, independently from the

profile of their company

70% in the

Healthcare

sector

Vs. 64% in

all other

sectors

67%

Amongst

those that

already

collaborate

Vs. 60% for

those who

don’t

68%

Amongst

those

already use

open

sources

Vs. 60% for

those who

don’t

69%

Amongst

those

already use

big data

Vs. 63% for

those who

don’t

55

87%

87%

86%

80%

73%

70%

69%

69%

69%

66%

66%

64%

63%

63%

61%

60%

60%

59%

58%

56%

55%

55%

54%

54%

49%

41%

46%

73%

61%

51%

64%

51%

53%

56%

70%

62%

64%

69%

63%

65%

63%

61%

65%

51%

51%

58%

59%

69%

44%

57%

55%

48%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Emerging countries are the most open to disrupt their internal business model

Q5-1. Do you consider any of the following as key challenges killing your business’s ability to innovate efficiently? Q1_5. Thinking about how companies

manage innovation, how important are the following for a company to be able to innovate successfully? (Grades from 8 to 10)

Base: Country results N= 100–300 per market / Base: Italy results N= 100

WHEN INNOVATING, COMPANIES MUST ENCOURAGE CREATIVE BEHAVIOURS AND DISRUPTIVE PROCESSES IN THE

BUSINESS, ESPECIALLY

THE DIFFICULTY TO COME UP WITH RADICAL AND DISRUPTIVE IDEAS AS A KEY CHALLENGE KILLING YOUR BUSINESS’S

ABILITY TO INNOVATE EFFICIENTLY, INDEPENDENTLY FROM THE PROFILE OF THEIR COMPANY

56

But behind good “disruptive” intentions, most prefer to stick to well-established and more conservative practices and processes

62%

38%

Planned,

emerging through

a structured

innovation

process

Spontaneous,

emerging

through the

interactions of

creative

individuals

72%

28%

To protect the

core business'

profitability as

much as possible,

so to support

research &

innovation efforts

Not to worry

about the

potential short

term negative

impact on the

core business'

revenue

THE MOST SUCCESSFUL INNOVATIONS ARE WHEN INNOVATING, IT IS BEST..

Q4-1&2. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel

is the truest or the most relevant in driving successful innovation. Base: Global results N= 3,209 / Base: Italy results N= 100

57

24% 76% 35% 65%



79

%

75

%

74

%

74

%

72

%

72

%

72

%

70

%

68

%

66

%

65

%

62

%

60

%

60

%

60

%

60

%

59

%

58

%

56

%

54

%

53

%

51

%

51

%

49

%

46

%

40

%

78

%

66

%

89

%

68

% 78

%

75

%

74

%

89

%

62

%

60

%

76

%

70

%

77

%

75

%

74

%

68

%

72

%

74

%

74

%

73

%

79

%

80

%

77

%

57

%

38

%

61

%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Some markets are more disruptive than others as regard the ideal innovation process, but the large majority agrees on the importance to protect the core business' profitability

Q4-1&2. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or the most

relevant in driving successful innovation. Base: Country results N= 100–300 per market / Base: Italy results N= 100

WHEN INNOVATING, IT IS BEST TO PROTECT

THE CORE BUSINESS' PROFITABILITY AS

MUCH AS POSSIBLE, SO TO SUPPORT

RESEARCH & INNOVATION EFFORTS

THE MOST SUCCESSFUL INNOVATIONS ARE

PLANNED, EMERGING THROUGH A

STRUCTURED INNOVATION PROCESS

58

Internal inertia is identified a strong « innovation killer »

How to foster an environment fully ready for disruptive

and radical innovation is a key challenge

The ability to adopt and implement emerging

technologies fast is clearly identified as a business

driver and competitive advantage, but only a few excel

at it

The acceleration of the go-to market process (test fast,

fail fast, pivot fast) is embraced by half of Innovation

executives, but still generate considerable nervousness

Internal agility and speed

clearly identified as pre-

requisites to Innovation

success

“Fast works” related

concepts are getting

traction, but old reflexes

are hard to shake-off

13%

15%

15%

15%

16%

17%

18%

18%

18%

20%

23%

Telecoms

Electronics

High-tech / IT

Other

Energy

Automotive

Industrial products

FMCG


Manufacturing

Healthcare

There is a strong consensus on the need for internal agility, and the difficulty of achieving it

Q1/Q2. Thinking about how companies manage innovation, how important are the following for a company to be able to innovate successfully? (Grades 8-10)

Q5-7. Do you consider any of the following as key challenges killing your business’s ability to innovate efficiently (A critical challenge/ A bit of a challenge)?


67% agree that to be successful when

innovating, companies must quickly

adapt and implement emerging

technologies

57% consider the internal inertia and the

incapacity to be nimble, failing at

rapidly converting ideas into actions is

a challenge limiting their business’s

ability to innovate efficiently

Internal inertia is a

key critical

challenge killing

their business’s

ability to innovate

efficiently

62%

61%

60%

58%

57%

57%

57%

55%

54%

53%

52%

60

88%

84%

80%

77%

76%

76%

75%

75%

73%

73%

73%

72%

71%

66%

65%

64%

64%

63%

61%

57%

57%

57%

57%

55%

53%

40%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Emerging technologies are a priority for most

Q1/Q2. Thinking about how companies manage innovation, how important are the following for a company to be able to innovate successfully? (Grades 8-10)


TO BE SUCCESSFUL WHEN INNOVATING, COMPANIES MUST QUICKLY ADAPT AND IMPLEMENT EMERGING TECHNOLOGIES

Global

average

67%

61

Under-indexing Over-indexing

79%

71%

67%

67%

66%

66%

66%

65%

65%

64%

63%

61%

60%

60%

57%

57%

56%

54%

54%

53%

52%

50%

47%

45%

39%

21%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Internal inertia is an innovation challenge in most countries

Q5-7. Do you consider any of the following as key challenges killing your business’s ability to innovate efficiently (A critical challenge/ A bit of a challenge)?


INTERNAL INERTIA IS A KEY CRITICAL CHALLENGE KILLING THEIR BUSINESS’S ABILITY TO INNOVATE EFFICIENTLY

Global

average

57%

62

Speed to market remains a tougher decision dividing innovation executives into 2 camps

50% 50%

To get to

market as

quickly as

possible to

keep an

edge on

competition

Not to rush

and take all

the time

needed to

perfect the

innovation

WHEN INNOVATING, IT IS BEST..

Q4-4. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel

is the truest or the most relevant in driving successful innovation. Q1/Q2. Thinking about how companies manage innovation,

how important are the following for a company to be able to innovate successfully? (Grades 8 to 10) Base: Global results N=

3,209 & Base: Global – sectors N= min n=40 (Telecomms) max n=469 (Manufacturers), / Base: Italy results N= 100

50% think it is crucial for companies to adopt a test fast, fail

fast, adjust fast approach in order to innovate

successfully

45%

45%

47%

48%

49%

50%

51%

51%

52%

53%

54%

Automotive

Telecoms

High-tech / IT

Industrial products

Other

Electronics

FMCG

Manufacturing


Healthcare

Energy

IT IS CRUCIAL FOR COMPANIES TO ADOPT A TEST FAST, FAIL

FAST, ADJUST FAST APPROACH IN ORDER TO INNOVATE

SUCCESSFULLY…

63

58% 42%





71%

59% 59% 57% 57% 56% 55% 54% 54% 54% 54% 51% 51% 50% 48% 48% 47% 47% 47% 46% 44% 43% 42% 42% 41%

36%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Speed to market, Japan leads the race



WHEN INNOVATING, IT IS BEST TO GET TO MARKET AS QUICKLY AS POSSIBLE TO KEEP AN EDGE ON

COMPETITION

Global

average

50%

Perfectionists Sprinters

64

The speed at which business adopt emerging technologies is critical

41%

48%

50%

53%

58%

59%

62%

64%

67%

79%

84%

Q1/Q2.. How important do you think the following elements are for a company to be able to innovate successfully? (Grades from 8 to 10)


To understand customers and anticipate market evolutions

To attract and retain the most talented and skilled individuals

To quickly adapt and implement emerging technologies

To encourage creative behaviours and disruptive processes in the business

To identify and work collaboratively with the best external business partners

To allocate and secure a specific budget for innovation activities

To prioritize longer term innovation goals over shorter term financial

objectives

To adopt a test fast, fail fast, adjust fast approach

To use analytics and predictive knowledge

To make the most of public authorities' incentives, subsidies, tax credit

To attract investors to fund innovative programs

+3 pts

+6 pts

- 4 pts

+ 5 pts

=

- 1 pt

- 4 pts

+ 7 pts

TO INNOVATE EFFICIENTLY AND SUCCESSFULLY, IT IS CRITICAL FOR COMPANIES…

+1 pt

65

54%

69%

79%

82%

75%

72%

74%

87%

85%

84%

82%

92%

94%

83%

86%

79%

86%

78%

79%

86%

86%

90%

79%

78%

88%

90%

83%

79%

79%

92%

88%

86%

84%

94%

95%

83%

86%

78%

84%

76%

76%

80%

78%

81%

92%

90%

87%

87%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2013

2014

Identifying future opportunity is a core priority for all

Q1/Q2. How important do you think the following elements are for a company to be able to innovate successfully? (Grades from 8 to 10)

Base: Country results N= 100–300 per market/ Italy results N= 100

TO UNDERSTAND CUSTOMERS AND ANTICIPATE MARKET EVOLUTIONS


NEW markets 2014

66

54%

62%

70%

54%

71%

75%

83%

88%

73%

55%

69%

67%

83%

83%

75%

61%

80%

83%

79%

86%

78%

82%

78%

77%

83%

66%

82%

85%

92%

97%

82%

64%

74%

72%

87%

85%

76%

62%

78%

80%

75%

79%

71%

74%

85%

83%

83%

78%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%2013

2014

In many countries, the need for talent is becoming even more strategic



TO ATTRACT AND RETAIN THE MOST TALENTED AND SKILLED INDIVIDUALS


NEW markets 2014

67

41%

37%

61%

71%

48%

53%

62%

55%

54%

73%

39%

63%

63%

67%

64%

56%

91%

62%

66%

60%

64%

72%

54%

48%

70%

79%

53%

57%

65%

58%

55%

74%

37%

59%

58%

62%

57%

47%

82%

52%

55%

48%

50%

46%

72%

61%

58%

57%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%2013 2014

Less of a consensus on how best to council longer and shorter terms requirements



TO PRIORITIZE LONGER TERM INNOVATION GOALS OVER SHORTER TERM FINANCIAL OBJECTIVES


NEW markets 2014

68

61%

43%

23%

68%

46%

43%

45%

44%

58%

55%

52%

84%

63%

55%

25%

57%

60%

53%

48%

73%

55%

55%

80%

60%

39%

80%

57%

53%

54%

52%

65%

60%

56%

88%

65%

55%

25%

57%

60%

52%

47%

71%

53%

50%

73%

64%

58%

55%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100% 2013 2014

More businesses rely on internal funds in emerging markets


Base: Country results N= 100–300 per market; Italy results N = 100

TO ALLOCATE AND SECURE A SPECIFIC BUDGET FOR INNOVATION ACTIVITIES

Increased Stable

NEW markets 2014

69

60%

38%

17%

34%

48%

26%

10%

24%

23%

20%

26%

30%

37%

60%

33%

44%

37%

35%

36%

23%

35%

68%

76%

52%

31%

47%

59%

37%

19%

32%

31%

25%

31%

34%

41%

62%

34%

45%

37%

33%

33%

20%

30%

59%

56%

55%

48%

36%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%2013 2014

Attracting investors, still key in emerging markets



TO ATTRACT INVESTORS TO FUND INNOVATIVE PROGRAMS


NEW markets 2014

70

The difficulty to scale up Innovative business is the

number one “Innovation killer”

How to articulate revenue streams coming from

innovative activities and more core business operations

is challenging. Only a minority of respondents are ready

to risk disrupting current profit streams to enable

innovative business to grow

How to fund innovation aggressively both from public

and private sources is a challenge, both because of

internal and external factors

Deciding where best to embed and integrate the new

functions and external partners can have important

consequences on the operations and on the culture of

the firm

Designing effective and

sustainable business

models lays at the very

core of innovation

executives’ concerns and

priorities

Managing collaboration,

articulating revenue

streams, funding

innovation activities and

finding them a « home »

in the company are

identified as focus areas

The difficulty to

define an effective

business model to

support new ideas

and make them

profitable is a

challenge killing the

ability to innovate for

60%

Q5-2. Do you consider any of the following as key challenges killing your business’s ability to innovate efficiently? Base: Global results N= 3,209

72

78% 76% 73% 72%

67% 67% 67% 65% 65% 64% 63% 63% 62% 61% 60% 60% 59% 56%

53% 52% 52% 51% 49% 44% 44%

41%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Some markets express a stronger need to define a new business model to support successful innovation

Q5-2. Do you consider any of the following as key challenges killing your business’s ability to innovate efficiently?


THE DIFFICULTY TO DEFINE AN EFFECTIVE BUSINESS MODEL TO SUPPORT NEW IDEAS AND MAKE THEM

PROFITABLE IS A CHALLENGE KILLING THE ABILITY TO INNOVATE

Global

average

60%

73


37% 38% 42% 33% 35% 25%

40% 34%

24% 21% 18% 23% 22%

19%

17% 16%

61% 59% 60%

56% 57%

44%

57% 50%

The incapacity to scale upsuccessful innovations, to a

wider or internationalmarket

The difficulty to come upwith radical and disruptive

ideas

The difficulty to define aneffective business model to

support new ideas andmake them profitable

To lack sufficientinvestment and financial

support

A lack of talent / inadequateskillset

To lack internal supportfrom leadership team/top

management

The internal inertia and theincapacity to be nimble,

failing at rapidly convertingideas into actions

The incapacity of thebusiness to take risks

Businesses face many challenges limiting their

ability to lead more radical and larger scale innovation

Q5. Do you consider any of the following as key challenges killing your business’s ability to innovate efficiently?


Critical challenge

A bit of a challenge

KEY CHALLENGES KILLING THEIR BUSINESS’S ABILITY TO INNOVATE EFFICIENTLY

Scaling up Disruptive

ideas

Effective

business

model Internal

inertia

Lack of

investment

Lack of

talent

Risk

averse

Lack of

top-down

support

Internal challenges Implications

74

75 Q5. Do you consider any of the following as key challenges killing your business’s ability to innovate efficiently?


Global average Italy

The incapacity to scale up successful innovations, to a wider or

international market 24% 32%

To lack sufficient investment and financial support 23% 41%

The difficulty to come up with radical and disruptive ideas 21% 32%

A lack of talent / inadequate skillset 22% 27%

The difficulty to define an effective business model to support new ideas

and make them profitable 18% 27%

To lack internal support from leadership team/top management 19% 22%

The internal inertia and the incapacity to be nimble, failing at rapidly

converting ideas into actions 17% 32%

The incapacity of the business to take risks 16% 20%

Over-indexing:

More of a innovation

killer than other

countries

Under-indexing:

Less of a innovation killer

than other countries

Italian respondents more hindered than global view of what is limiting their ability to lead more radical and larger scale innovation



Unsurprisingly, smaller and younger businesses suffer the most from this challenges

Number of employees

Age of

company

Global

average <100 101-500 501-1000 1000+ < 5 yrs 5 yrs+ C-level

The incapacity to scale up successful

innovations, to a wider or international market 24% 26% 26% 23% 17% 30% 23% 23%

To lack sufficient investment and financial

support 23% 28% 22% 20% 20% 18% 23% 26%

The difficulty to come up with radical and

disruptive ideas 21% 23% 20% 20% 21% 21% 21% 23%

A lack of talent / inadequate skillset 22% 26% 20% 20% 18% 24% 21% 24%

The difficulty to define an effective business

model to support new ideas and make them

profitable

18% 18% 18% 16% 19% 28% 18% 17%

To lack internal support from leadership

team/top management 19% 21% 18% 18% 16% 23% 18% 16%

The internal inertia and the incapacity to be

nimble, failing at rapidly converting ideas into

actions

17% 15% 18% 18% 20% 12% 18% 16%

The incapacity of the business to take risks 16% 19% 16% 14% 15% 15% 16% 16%

76

Over-indexing:

More of a innovation killer

Under-indexing:


Electronics and FMCG are most protected from these challenges



Global

average

En

erg

y

He

alt

hca

re

Au

tom

oti

ve

FM

CG

Ele

ctr

on

ics

Hig

h-t

ech

/ I

T

Ma

nu

factu

rin

g

Tele

co

ms

Pro

fessio

na

l

se

rvic

es

Ind

ustr

ial

pro

du

cts

Oth

er

The incapacity to scale up successful

innovations, to a wider or international

market

24% 20% 26% 24% 23% 16% 19% 27% 25% 22% 31% 21%

To lack sufficient investment and financial

support 23% 23% 25% 21% 22% 21% 27% 24% 24% 23% 23% 20%

The difficulty to come up with radical and

disruptive ideas 21% 18% 21% 24% 21% 22% 17% 23% 18% 18% 25% 18%

A lack of talent / inadequate skillset 22% 19% 24% 19% 20% 17% 24% 21% 25% 25% 24% 17%

The difficulty to define an effective

business model to support new ideas and

make them profitable

18% 19% 20% 20% 19% 15% 23% 18% 14% 17% 15% 11%

To lack internal support from leadership

team/top management 19% 18% 20% 17% 18% 15% 23% 18% 19% 22% 18% 15%

The internal inertia and the incapacity to

be nimble, failing at rapidly converting

ideas into actions

17% 17% 18% 20% 16% 13% 15% 18% 15% 23% 18% 15%

The incapacity of the business to take

risks 16% 17% 18% 14% 12% 17% 18% 19% 10% 18% 18% 11%

Over-indexing:

More of a innovation killer

Under-indexing:


77







To prioritize longer term innovation goals over shorter term financial objectives




To attract investors to fund innovative programs 21%

27%

24%

25%

25%

23%

27%

26%

28%

25%

33%

41%

48%

50%

53%

58%

59%

62%

64%

67%

79%

84%

Despite seeing a factor as a critical innovation driver, only some excel in delivering it in their company

Q1/Q2. How important do you think the following elements are for a company to be able to innovate successfully? Base: Global results N= 3,209

Q3. To what extent does your company currently perform against these success criteria? Based on those who said it was a critical factor (8-10)

Critical for companies

Performs extremely well THE PERFORMANCE OF THEIR COMPANY AGAINST INNOVATION DRIVERS

Only 39% of

those who said it

was an important

driver think their

company is

excelling at

delivering it

39%

32%

42%

41%

44%

39%

43%

47%

48%

56%

51%

CONVERSION

RATE

78











To attract investors to fund innovative programs 16%

34%

8%

21%

25%

22%

31%

21%

27%

24%

26%

56%

68%

36%

61%

57%

73%

78%

66%

73%

83%

92%

Despite seeing a factor as a critical innovation driver, only some excel in delivering it in their company

Q1/Q2. How important do you think the following elements are for a company to be able to innovate successfully? Base: Italy results N= 100


Critical for companies

Performs extremely well THE PERFORMANCE OF THEIR COMPANY AGAINST INNOVATION DRIVERS

Only 28% of

those who said it

was an important

driver think their

company is

excelling at

delivering it

28%

29%

37%

32%

40%

30%

44%

34%

22%

50%

29%

CONVERSION

RATE

79

Funding Innovation remains highly complex

Crucial internal Innovation

drivers

External environment

Pri

vate

eq

uit

y

Pu

bli

c f

un

ds

B

usin

ess

bu

dg

et

Company performance

To attract investors to fund

innovative programs

41%

To make the most of public

authorities' incentives,

subsidies, tax credit

48%

To allocate and secure a

specific budget for innovation

activities 59%

25%* of whom perform

extremely well at it

57%

To prioritize longer term

innovation goals over shorter

term financial objectives 58%

27% of whom

perform extremely well at

making the most of public

authorities' incentives,

subsidies, tax credit

21% of whom

perform extremely well at

attracting investors to fund

innovative programs

23%* of whom

perform extremely well at it

Government and public

authorities allocate an

adequate share of their

budget to support innovative

companies 47%

Private investors are

supportive of companies that

need funds to innovate

65%

The lack of sufficient

investment and financial

support is a key challenge

for

56%

The first priority is to fight

bureaucracy and red tape

for companies willing to

access funds and incentives

allocated to innovation 87%

Q1/Q2. How important do you think the following elements are for a company to be able to innovate successfully? Base: Global results N= 3,209


80

23

% 37

% 52

%

62

%

62

%

67

%

62

%

54

%

63

%

66

%

52

%

24

%

72

% 85

%

48

%

75

%

54

%

52

%

80

%

58

%

56

%

62

%

64%

68%

81%

84%

81%

85%

79%

70%

73%

75%

60%

31%

75%

87%

48%

53%

51%

76%

53%

50%

37%

77%

66%

46%

36%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100% 2013 2014

Overall, a consolidated support from private investors

Q10-1. Thinking about your country in particular, how far do you agree with the following statements? Private investors are supportive of companies

that need funds to innovate. Results for top 2 boxes (somewhat agree + totally agree).

Base: Country results N= 100–300 per market; Italy results N= 100

PRIVATE INVESTORS ARE SUPPORTIVE OF COMPANIES THAT NEED FUNDS TO

INNOVATE

Has improved Has worsened Unchanged

81

NEW markets in 2014

Even if disruption is accepted in theory, most prefer to stick to well-established and more conservative practices and processes

62%

38%

Planned,

emerging through

a structured

innovation

process

Spontaneous,

emerging

through the

interactions of

creative

individuals

72%

28%

To protect the

core business'

profitability as

much as possible,

so to support

research &

innovation efforts

Not to worry

about the

potential short

term negative

impact on the

core business'

revenue

THE MOST SUCCESSFUL INNOVATIONS ARE WHEN INNOVATING, IT IS BEST..

Q4. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is

the truest or the most relevant in driving successful innovation. Base: Global results N= 3,209 / Base: Italy results N= 100

82

24% 76% 35% 65%

26%

30%

30%

30%

31%

32%

32%

33%

33%

36%

38%

Industrial products

Energy

Telecoms


Manufacturing

Automotive

Other

FMCG

Electronics

Healthcare

High-tech / IT

Positioning innovative teams and activities inside the business is the dominant model, only High-tech and IT companies tend to be more open to an outside model

68%

32%

Inside the

existing lines of

businesses and

structured teams

Outside in a

specialized

and dedicated

innovation

/research

centres

IN TERMS OF ORGANIZATIONAL DESIGN, IT IS

BEST TO POSITION INNOVATIVE TEAMS AND

ACTIVITIES

Q4-3. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the

truest or the most relevant in driving successful innovation.

Base: Global results N= 3,209 / Base: Global – sectors N= min 140 (Telecomms) max 469 (Manufacturers) / Base: Italy results N= 100

Outside in a specialized and

dedicated innovation /research

centres

Global

average

32%

83

26% 74%



65%

46% 43% 42% 42% 40% 39% 38%

33% 32% 31% 31% 31% 31% 29% 28% 28% 27% 26% 26% 24% 23% 21% 21% 20% 19%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Apart from Japan, the majority of innovative executives prefer to keep innovative teams and activities inside the existing lines of business. However, some are less closed than others to externalization



IN TERMS OF ORGANIZATIONAL DESIGN, IT IS BEST TO POSITION INNOVATIVE TEAMS AND ACTIVITIES

OUTSIDE IN A SPECIALIZED AND DEDICATED INNOVATION /RESEARCH CENTRES

Global

average

32%

84


Governments have to provide the right framework for

Innovation (IP protection, minimal red tape and

bureaucracy, public private partnership)

They should also harness the power of public

procurement to support innovation and manage

subsidies carefully

They should make sure they prepare and give access to

the talent pool needed to innovate better

They should focus innovation incentives on the value

created beyond geographic or national considerations

They should amplify the support to Innovative SMEs and

at the same time capitalize on the drive Multinationals

can bring to their Innovation landscape

What are business

leaders’ expectations

regarding the role of

government and public

authorities?

Provide a conducive

Innovation framework,

set the right incentives

for Innovation, invest in

talent, support SMEs and

harness the power of

multinationals

Innovation executive expect Public Authorities to improve the overall innovation framework of their country

Q12. What are the main priorities your country should focus on to efficiently support innovation? Global average. Results for top 2 boxes (critical priority

& important but not critical priority). Base: N= 3,209

23%

24%

25%

29%

30%

39%

41%

42%

52%

53%

54%

43%

46%

46%

47%

42%

42%

42%

43%

34%

33%

32%

0% 20% 40% 60% 80% 100%

Critical priority Important but not a critical priority

87%

86%

85%

85%

83%

80%

72%

67%

70%

76%

71%

Global

average

Fight bureaucracy and red tape for companies willing to access funds and incentives allocated to innovation

Ensure that business confidentiality and trade secrets are adequately protected

Better align students curricula with the needs of business

Facilitate research cooperation with other countries

Actively promote partnerships between the public and private sectors

Reinforce IP to encourage stronger collaboration between companies

Encourage the collaboration of private companies with SoEs

Ensure public procurement leads the early adoption of major innovations

Evaluate the impact some of its local content requirement and regulatory policies

Ensure public procurement always favor the most innovative solutions even if they come from foreign

countries

Encourage and ease the hiring of talented foreign citizens

- 1 pt

- 3

- 4

86

6,0

5,5

5,4

5,3

5,2

5,1

5,1

5,0

4,9

4,8

4,6

4,5

4,2

4,1

4,0

3,8

3,5

3,4

3,3

3,3

3,2

3,1

2,7

2,6

2,5

2,4

Emerging markets put more pressure on policymakers to provide them with the framework they need to innovate successfully

Q12. What are the main priorities your country should focus on to efficiently support innovation? Average number of critical priorities per country out of 12.


12/12

6

3

9

Innovation executives identify 4.1 priorities out of 12 as being critical to

be addressed on average

AVERAGE NUMBER OF CRITICAL PRIORITIES PER COUNTRY OUT OF 12 PRIORITIES

87

30%

60%

51%

55%

10%

75%

39%

23%

27%

29%

23%

55%

25%

35%

26%

26%

22%

51%

59%

27%

43%

75%

0

0

0

49%

76%

65%

69%

23%

88%

48%

30%

30%

31%

25%

57%

26%

34%

24%

23%

17%

43%

50%

17%

31%

59%

38%

31%

9%

36%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100% 2013 2014

The efficiency of government support for innovation is variable

Q11-2. Thinking about the policies and actions undertaken in your country by the government and public authorities, how far do you agree with the

following statements. Government support for innovation is efficiently organized. Results for top 2 boxes (somewhat agree + totally agree).


GOVERNMENT SUPPORT FOR INNOVATION IS EFFICIENTLY ORGANIZED


NEW

markets

2014

88

82% 83% 81% 86% 85% 85%

90% 94%

85% 86% 85%

93% 90%

94% 93% 96% 98%

95%

89%

82% 87%

93%

93%

93%

88%

91%

88%

92%

95%

86%

86%

83%

91%

87%

89%

88%

90%

90%

87%

79%

72%

74%

79%

92%

88%

69%

88%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100% 2013 2014

A strong priority: ensure that business confidentiality and trade secrets are adequately protected

Q12-8. What are the main priorities your country should focus on to efficiently support innovation? Ensure that business confidentiality and trade

secrets are adequately protected. Results for top 2 boxes (critical priority & important but not critical priority).


ENSURE THAT BUSINESS CONFIDENTIALITY AND TRADE SECRETS ARE ADEQUATELY

PROTECTED

89

NEW markets in 2014

84%

83%

82%

92%

86%

78%

90%

94%

97%

93%

91%

85%

93%

77%

100%

71%

93%

98%

94%

88%

94%

93%

0

0

0

0

89%

88%

87%

97%

90%

80%

90%

93%

96%

92%

88%

79%

87%

71%

93%

64%

86%

88%

84%

78%

81%

74%

92%

89%

88%

78%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100% 2013 2014

Talent management remains an essential priority



BETTER ALIGN STUDENTS CURRICULA WITH THE NEEDS OF BUSINESS

Decreased Stable

NEW markets in 2014

90

55%

44%

62%

26%

24%

48%

37%

31%

64%

55%

25%

29%

32%

81%

30%

23%

58%

35%

49%

66%

54%

59%

74%

60%

77%

41%

37%

60%

48%

40%

73%

62%

31%

32%

34%

83%

30%

20%

53%

29%

42%

54%

41%

43%

55%

45%

38%

9%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%2013 2014

The financial support from governments and public authorities varies significantly across countries



GOVERNMENT AND PUBLIC AUTHORITIES ALLOCATE AN ADEQUATE SHARE OF THEIR BUDGET TO

SUPPORT INNOVATIVE COMPANIES

Improved Worsened Stable

NEW markets 2014

91

Public Procurement is expected to adopt a first in class practices

Q12. What are the main priorities your country should focus on to efficiently support innovation? Global average. Results for top 2 boxes

(critical priority & important but not critical priority). Base: N= 3,209

To ensure public procurement

leads the early adoption of

major innovations is a critical

priority for 76%

To ensure public procurement

always favor the most

innovative solutions even if

they come from foreign

countries

70%

MAIN PRIORITIES COUNTRY SHOULD FOCUS ON TO EFFICIENTLY SUPPORT INNOVATION

Evaluate the impact some of

its local content requirement

and regulatory policies

71%

Lead Better regulate Be open

92

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Nuances in expectations in regards to procurement

Q12-10&11. What are the main priorities your country should focus on to efficiently support innovation? Global average. Results for top 2

boxes (critical priority & important but not critical priority). Base: Country results N= 100–300 per market / Base: Italy results N= 100

To ensure public procurement…

• always favor the most innovative solutions even if they come from

foreign countries

• leads the early adoption of major innovations is a critical priority for

MAIN PRIORITIES COUNTRY

SHOULD FOCUS ON TO

EFFICIENTLY SUPPORT

INNOVATION

93

Public subsidies / preferences are broadly accepted, but nationality bias are favoured by a minority

51% [VALUE] [VALUE]

WHAT DO YOU THINK IS THE BEST PUBLIC POLICY?


the most relevant in driving successful innovation. Base: Global results N= 3,209

Subsidies and preferences are

not an effective way to

support innovation as they

introduce strong bias and have

only short term effects

Give subsidies/preferences

to both local and

international businesses

willing to bring innovative

solutions to the market

Give subsidies/preferences to

local business only to favor the

development of local solutions

• Industrial products 22%

• FMCG 22%

• Manufacturing 21%

• Telecoms 38%

• Other 34%

• Electronics 32%

• Professional

services 29%

• Automotive 54%

• Healthcare 55%

• Energy 53%

• High-tech / IT 53%

Sectors

More open to

both More local focus only More rejectors

94

49%

42%

41%

40%

39%

38%

35

%

33%

32%

32%

31%

30%

28

%

26%

26%

26%

25%

24%

22%

22%

21%

20%

19%

19%

18%

18%

25%

20%

19%

19%

23%

12%

10%

20%

14%

11%

24%

33

%

18%

10%

23%

7%

14%

20%

21%

20%

19%

36%

5%

31%

40%

28%

27%

38%

40%

41%

38%

50%

55%

47%

54%

57%

46%

38%

54%

65

%

51%

67%

61%

56%

58%

58%

60%

45%

76%

50%

42%

54%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

No consensus on the use of Public subsidies / preferences

Subsidies and preferences are not an effective way to support innovation as

they introduce strong bias and have only short term effects

Give subsidies/preferences to both local and international businesses

willing to bring innovative solutions to the market

Give subsidies/preferences to local business only to favor the development

of local solutions

In Germany, Indonesia

and the US, the role for

Public Subsidies is

rejected by more than 1

in 3 Innovation

executives



95

92%

85%

76% 75%

67% 66% 65% 63% 63% 61% 61% 61% 60% 60% 58% 57% 56% 56% 54% 54% 54% 51% 51% 51%

42% 41%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

Governments’ support to SMEs is largely seen as currently insufficient


following statements. Public authorities do not support SME’s in their innovation efforts enough. Results for top 2 boxes (somewhat agree + totally agree).

Base: N= 3,209 / Base: Italy results N= 100

Global average

61%

PUBLIC AUTHORITIES DO NOT SUPPORT SME’S IN THEIR INNOVATION EFFORTS ENOUGH

96


Small is beautiful! SMEs, start-ups and individuals are seen as the innovation champions and the most promising collaboration partners

21% 20% 19%

13% 11% 11%

3% 1%

SMEs Start-ups &Individuals

Multinationals LargeEnterprises

headquarteredin your country

Governmentsand publicauthorities

Universities andresearch labs

Publicauthorities at

local level

SoEs

Q7. Who do you think are driving innovation the most today in your country?


WHO IS DRIVING INNOVATION THE MOST TODAY IN YOUR COUNTRY?

85% of innovation executives

agree

collaboration

with start-up and

entrepreneurs will

drive innovation

success in the future

97

0%

5%

10%

15%

20%

25%

30%

35%

40%

45%

50%

SMEs

Start-ups & Individuals

Multinationals

Large Enterprises headquartered in your country

SME’s and start-ups are battling the innovation champions title across countries

Q7. Who do you think are driving innovation the most today in your country? Base: Country results N= 100–300 per market / Base: Italy results N= 100

WHO IS DRIVING INNOVATION THE MOST TODAY IN YOUR

COUNTRY?

More SMEs

More start-ups /

individuals Both equally

98

Country specifics, there is no one size fits all model for

Innovation

Innovation champions, like USA and Germany, display contrasted perceptions and priorities.

Emerging economies are not a consistent block, Asian emerging markets are more positive than

African markets

The efficacy of government support to Innovation is increasingly contrasted (Singapore, UAE,

China and KSA even more leading on this indicator than before, USA is stable at a low level of

satisfaction)

USA confirms and amplifies its status as a leader for Innovation (Innovation champion, and most

innovation conducive environment) at least from a reputation standpoint (macro economic indicators

providing a more contrasted picture)

South Korea, Singapore, and India are less perceived as innovation-friendly environments by the

Global community

Understanding customers/markets and attracting /retaining talents are increasingly the top priority drivers of successful innovation

41%

48%

50%

53%

58%

59%

62%

64%

67%

79%

84%

Q1/Q2.. How important do you think the following elements are for a company to be able to innovate successfully?












To attract investors to fund innovative programs

On average

executive

describe 6.7

out of 12 as

being critical

priorities

+3 pts

+6 pts

- 4 pts

+ 5 pts

=

- 1 pt

- 1 pt

+ 7 pts

TO INNOVATE EFFICIENTLY AND SUCCESSFULLY, IT IS CRITICAL FOR COMPANIES…

+1 pt

100

Innovation executive expect Public Authorities to improve the overall innovation framework of their country

Q12. What are the main priorities your country should focus on to efficiently support innovation? Global average. Results for top 2 boxes (critical priority

& important but not critical priority). Base: N= 3,209

23%

24%

25%

29%

30%

39%

41%

42%

52%

53%

54%

43%

46%

46%

47%

42%

42%

42%

43%

34%

33%

32%

0% 20% 40% 60% 80% 100%

Critical priority Important but not a critical priority

87%

86%

85%

85%

83%

80%

72%

67%

70%

76%

71%

Global

average

Fight bureaucracy and red tape for companies willing to access funds and incentives allocated to innovation

Ensure that business confidentiality and trade secrets are adequately protected

Better align students curricula with the needs of business

Facilitate research cooperation with other countries

Actively promote partnerships between the public and private sectors

Reinforce IP to encourage stronger collaboration between companies

Encourage the collaboration of private companies with SoEs

Ensure public procurement leads the early adoption of major innovations

Evaluate the impact some of its local content requirement and regulatory policies

Ensure public procurement always favor the most innovative solutions even if they come from foreign

countries

Encourage and ease the hiring of talented foreign citizens

- 1 pt

- 3

- 4

101

23

% 3

7%

52

% 62

%

62

%

67

%

62

%

54

% 63

%

66

%

52

%

24

%

72

% 8

5%

48

%

75

%

54

%

52

%

80

%

58

%

56

%

62

%

64%

68%

81%

84%

81%

85%

79%

70%

73%

75%

60%

31%

75%

87%

48%

53%

51%

76%

53%

50%

37%

77%

66%

46%

36%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2013

2014

Overall, a consolidated support from private investors

Q10-1. Thinking about your country in particular, how far do you agree with the following statements? Private investors are supportive of companies

that need funds to innovate. Results for top 2 boxes (somewhat agree + totally agree). Base: N= 3,209 / Base: Italy results N= 100

PRIVATE INVESTORS ARE SUPPORTIVE OF COMPANIES THAT NEED FUNDS TO

INNOVATE


102

82% 83% 81% 86% 85% 85%

90% 94%

85% 86% 85%

93% 90%

94% 93% 96% 98%

95%

89%

82% 87%

93%

93%

93%

88%

91%

88%

92%

95%

86%

86%

83%

91%

87%

89%

88%

90%

90%

87%

79%

72%

74%

79%

92%

88%

69%

88%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100% 2013 2014

A strong priority: ensure that business confidentiality and trade secrets are adequately protected

Q12-8. What are the main priorities your country should focus on to efficiently support innovation? Ensure that business confidentiality and trade

secrets are adequately protected. Results for top 2 boxes (critical priority & important but not critical priority).


ENSURE THAT BUSINESS CONFIDENTIALITY AND TRADE SECRETS ARE ADEQUATELY

PROTECTED

103

30%

60%

51%

55%

10%

75%

39%

23%

27%

29%

23%

55%

25%

35%

26%

26%

22%

51%

59%

27%

43%

75%

0

0

0

49%

76%

65%

69%

23%

88%

48%

30%

30%

31%

25%

57%

26%

34%

24%

23%

17%

43%

50%

17%

31%

59%

38%

31%

9%

36%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100% 2013 2014

The efficiency of government support for innovation is variable


following statements. Government support for innovation is efficiently organized. Results for top 2 boxes (somewhat agree + totally agree).


GOVERNMENT SUPPORT FOR INNOVATION IS EFFICIENTLY ORGANIZED


NEW

markets

2014

104

Innovation champion

WHAT IS THE COUNTRY THAT YOU CONSIDER TO BE THE LEADING INNOVATION CHAMPION?

Q8. What is THE country that you consider to be the leading innovation champion? Base: N= 3,209 / Open- ended question

35%

16%

12% 10%

4% 3% 2% 2% 1% 1% 1% 1% 1% 3% 4%

USA Germany Japan China South Korea UK India Israel France Singapore SwedenSwitzerland UAE Other Unsure

+1 = - 2 - 1 - 1 - 1 - 1 + 1

NEW ENTRANT + 2 = = = = +2

1st

2nd

3rd

Exit: Netherlands, Canada

NEW

ENTRANT

105

88% 84% 82%

70% 66%

61% 61% 58% 57% 56% 54%

49% 47% 46% 46% 45% 41%

37%

28% 27% 27% 25% 25% 23% 18% 18% 17%

14% 12%

5% 4% 2%

Assessment of the innovation environment in each market

Q9. For each of the following markets, how far would you say that they have developed an Innovation-conducive environment?

Base: N= 3,171 / Note: % of respondents that have given a grade superior or equal to 7/10

1 2 3 4 5 6

106

Perception « Reality »* 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 10 21

Israel 10 6

Australia 12 9

Italy 13 11

Russia 14 18

UAE 15 14

Brazil 16 20

South Africa 17 17

Turkey 17 22

Malaysia 19 12

Indonesia 20 23

Saudi Arabia 20 15

Poland 22 16

Mexico 23 19

Nigeria 24 25

Kenya 25 24

Algeria 26 26

A consistency between reputation and performance

1

2

3

4

5

6

*INSEAD

Global

Innovation

Index - 2013

The innovation

frameworks of

Sweden, Malaysia,

Singapore are

underappreciated

The innovation

frameworks of

China, India and

Japan are over

evaluated

107

Evaluation of countries’ innovation environment

2,00

2,50

3,00

3,50

4,00

4,50

5,00

5,50

6,00

6,50

7,00

7,50

8,00

8,50

9,00

2,00 2,50 3,00 3,50 4,00 4,50 5,00 5,50 6,00 6,50 7,00 7,50 8,00 8,50 9,00

USA

Germany Japan

UK

South Korea

China

Canada

Sweden

Israel Singapore

Australia

UAE

India

Italy Russia

Turkey

Glo

bal

Evalu

ati

on

/1

0

South Africa

Mexico Indonesia

Saudi Arabia

Brazil Malaysia

Poland

Kenya

Algeria

Nigeria

Self-evaluation /10

108

39%

22%

72%

24%

33%

12%

28%

48%

87%

57

%

82

%

58%

91%

97%

48%

51%

58%

66%

66%

80

%

43%

38%

68%

34%

81%

32

%

40%

16%

32

%

50%

88%

58%

82

%

56%

89%

94%

42%

44%

50%

58%

58%

67%

28%

23%

42%

27%

13%

13%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%

2013 2014

The self-evaluation of the innovation framework in own country varies

109 Q9. For each of the following markets, how far would you say that they have developed an Innovation-conducive environment?

Note: % of respondents that have given a grade superior or equal to 7/10 to their own country


Has improved Has worsened Stable

The Energy industry is facing multiple challenges, but driving

economic growth through new and more sustainable sources of

energy is identified as the absolute priority The contribution from energy to the broader economic growth is identified as the number one challenge

The reduction of the environmental impact of energy and the diversification of the energy mix comes second

The rising role of analytics in helping the industry become more efficient is recognized but less prominent in

energy respondents’ opinion

Technical and medical innovation such as imaging devices and

diagnosis tools are expected to drive progress the most in

quality of healthcare This is the first driver identified by Healthcare industry respondents

Scientific innovation and especially applied genetic science to diagnostic are also very high in the ranking

Policy innovation (awareness campaigns, early detection of diseases) is also expected to play a leading role

Health and Energy specific questions

Energy – priorities to tackle within 5 years

E1. What are the main challenges the energy industry will have to face in the next five years?

Base: Global results N= 340* *Question asked only to executives from the energy sector

65%

59%

71%

77%

73%

74%

85%

84%

86%

86%

20%

23%

30%

34%

36%

43%

46%

49%

50%

50%

Absolute priority Absolute/somewhat a priority

WHAT ARE THE MAIN CHALLENGES THE ENERGY INDUSTRY WILL HAVE TO FACE IN THE NEXT FIVE YEARS?

To drive economic growth by developing new sources of energy

Identify and develop more sustainable sources of energy

Reduce the environmental impact of conventional energy sources such as oil and gas

Develop solutions to make conventional energy sources such as oil and gas more efficient and sustainable

Make energy prices lower and more competitive

Develop IT and analytic solutions to improve the control and maintenance of energy

production, responding more efficiently to potential /breakage/technical issues

Reduce the geostrategic tensions linked to energy, answering the challenges of energy

security

Improve the access to energy for individuals

To be able to operate remotely in inaccessible areas such as deep seas, South pole,

etc.

Better answer the increasing need to share revenue and risk between companies

involved in a collaborative innovation process

111

Healthcare – what will drive progress in quality of healthcare in next five years

H1. In the next five years, what do you think will drive the most progress in the quality of healthcare delivered to citizens in your country? Please select

3 options from the most important, to the second most important to the third most important driver.

Base: Global results N= 417* *Question asked only to executives from the healthcare sector

IN THE NEXT FIVE YEARS, WHAT WILL DRIVE THE MOST PROGRESS IN THE QUALITY OF HEALTHCARE

DELIVERED TO CITIZENS IN YOUR COUNTRY?

3%

10%

16%

16%

23%

24%

19%

25%

26%

25%

41%

42%

2%

2%

5%

5%

7%

8%

8%

8%

10%

17%

17%

First most important driver Summary 3 driversInnovations in genomics and molecular medicine that can more precisely

diagnose disease at the individual level Scientific innovation

New imaging devices, medical techniques or diagnosis tools Technical / Medical

innovation

Consumer awareness campaigns, screening and early detection of

disease Policy innovation

New molecules / medicines Pharma innovation

:Making sure we train enough healthcare professionals and technicians

with the right skills to meet local needs Talent innovation

Home health solutions, the consumerization of healthcare and the rise of

wearable health monitoring devices Mobile innovation

Re-thinking how healthcare systems are organized and managed to

build more financially sustainable operating models System innovation

A cultural shift away from a disease based model to the value of healthy

life Cultural innovation

Redefining how the private healthcare sector and public authorities

collaborate Partnership innovation

The digitization of healthcare; improving healthcare delivery via use of

information technology / data Digital Innovation

New financial / reimbursement / incentive models Payment innovation

The adoption by developed markets of solutions initially created to

answer the resource constraints in emerging markets Reverse innovation

None of these: 10%

112

GE GLOBAL INNOVATION BAROMETER · 2017. 6. 21. · GE Global Innovation Barometer Attualmente alla...

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