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%
Dati superiori rispetto alla media globale
Dati inferiori rispetto alla media globale
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%
Dati superiori rispetto alla media globale
Dati inferiori rispetto alla media globale
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%
Dati superiori rispetto alla media globale
Dati inferiori rispetto alla media globale
*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%
Dati superiori rispetto alla media globale
Dati inferiori rispetto alla media globale
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%
Dati superiori rispetto alla media globale
Dati inferiori rispetto alla media globale
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%
Dati superiori rispetto alla media globale
Dati inferiori rispetto alla media globale
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
compared to the global average
The country is under-indexing
compared to the global average
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%
The country is over-indexing
compared to the global average
The country is under-indexing
compared to the global average
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%
The country is over-indexing
compared to the global average
The country is under-indexing
compared to the global average
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%
The country is under-indexing
compared to the global average
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
Professional services
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)?
Base: Global results N= 3,209
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)
Base: Country results N= 100–300 per market / Base: Italy results N= 100
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)?
Base: Country results N= 100–300 per market / Base: Italy results N= 100
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
Professional services
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%
The country is over-indexing
compared to the global average
The country is under-indexing
compared to the global average
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
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. Base: Country results N= 100–300 per market / Base: Italy results N= 100
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)
Base: Global results N= 3,209
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
Increased Decreased Stable
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
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 ATTRACT AND RETAIN THE MOST TALENTED AND SKILLED INDIVIDUALS
Increased Decreased Stable
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
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 PRIORITIZE LONGER TERM INNOVATION GOALS OVER SHORTER TERM FINANCIAL OBJECTIVES
Increased Decreased Stable
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
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 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
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 ATTRACT INVESTORS TO FUND INNOVATIVE PROGRAMS
Increased Decreased Stable
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?
Base: Country results N= 100–300 per market / Base: Italy results N= 100
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
Under-indexing Over-indexing
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?
Base: Global results N= 3,209
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?
Base: Global results N= 3,209 / Base: Italy results N= 100
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
Q5. Do you consider any of the following as key challenges killing your business’s ability to innovate efficiently?
Base: Global results N= 3,209
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:
Less of a innovation killer
Electronics and FMCG are most protected from these challenges
Q5. Do you consider any of the following as key challenges killing your business’s ability to innovate efficiently?
Base: Global results N= 3,209
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:
Less of a innovation killer
77
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 use analytics and predictive knowledge
To adopt a test fast, fail fast, adjust fast approach
To make the most of public authorities' incentives, subsidies, tax credit
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 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 use analytics and predictive knowledge
To adopt a test fast, fail fast, adjust fast approach
To make the most of public authorities' incentives, subsidies, tax credit
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
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 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
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)
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
Professional services
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%
The country is under-indexing
compared to the global average
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
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: Country results N= 100–300 per market / Base: Italy results N= 100
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
Under-indexing Over-indexing
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.
Base: Country results N= 100–300 per market / Base: Italy results N= 100
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).
Base: Country results N= 100–300 per market; Italy results N= 100
GOVERNMENT SUPPORT FOR INNOVATION IS EFFICIENTLY ORGANIZED
Has improved Has worsened Unchanged
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).
Base: Country results N= 100–300 per market; Italy results N= 100
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
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.
Base: Country results N= 100–300 per market; Italy results N= 100
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
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.
Base: Country results N= 100–300 per market; Italy results N= 100
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?
Q4-6. 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
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
Q4-6. 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
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
Q11-3. 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. 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
Under-indexing Over-indexing
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?
Base: Global results N= 3,209
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?
Base: Global results N= 3,209 / Base: Italy results N= 100
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 use analytics and predictive knowledge
To adopt a test fast, fail fast, adjust fast approach
To make the most of public authorities' incentives, subsidies, tax credit
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
Has improved Has worsened Unchanged
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).
Base: N= 3,209 / Base: Italy results N= 100
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
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).
Base: N= 3,209 / Base: Italy results N= 100
GOVERNMENT SUPPORT FOR INNOVATION IS EFFICIENTLY ORGANIZED
Has improved Has worsened Unchanged
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
Base: Country results N= 100–300 per market/ Italy results N= 100
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