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Innova&on Impact Most now agree that, across many sectors, successful innova?on is a
driver of sustained organic growth and hence increases corporate value
Innova&on Focus The nature of innova?on has however changed and in some areas
shiBed from a product / technology focus to process / business model
Focus for This A<ernoon Today we will look at innova?on changes through two lenses: Innova&on Leaders (What others are doing well and why) Future Agenda (Changes and challenges on the horizon)
WWW.INNOVATIONLEADERS.ORG
The Innova&on Leaders Research For the past twelve years we have analysed the innova?on
performance of over 2000 firms and focused most on a ra?o of innova?on impact to the resources being deployed
Each sector algorithm is based on: Innova?on Output Innova?on Input
Company Capabili&es
Innova&on Input Innova&on Output
This provides what many see to be the most accurate assessment of current innova?on impact
Rolls-‐Royce Rolls-‐Royce manages deep, long-‐term research partnerships and has benefited by shiBing from selling product to leasing power
Narayana Hrundayalaya Narayana Hrundayalaya leads the world in hyper-‐efficient
cardiac surgery through integrated process and business innova?on
LEGO LEGO has grown to be the global #2 toy company through a deep self-‐belief in a unique ability to invent the future of play
ARM ARM has become dominant in smart-‐phone chip design by building
communi?es based on technology sharing and focusing on IP
Other IP Companies of Note Alongside the success of ARM’s licensing business model, many are interested in other knowledge shiBs such as how Amazon and Google
have built and exploited their IP por^olios over the past decade
# US Patents Granted (USPTO)
0
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1400
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2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013
Amazon
1. Clear Ambi&on – See what is the prize, where it is and how to get it
2. Dis&nc&ve Competence – Know what is the real, unique and defendable capability
3. Innova&on Priority – Clear on where and where not to innovate and why
4. Unique Insight – Place informed bets due to non-‐standard perspec?ves
5. Organiza&onal Confidence – Self belief that they can do it beger than their peers
Key Insights From these and other examples we can see the things that make the difference for successful and sustained growth
Confirming the Financial Impact of Innova&on A por^olio based on the innova?on leaders returned 14.5% CAGR over the past decade and is now also the basis of a new investment fund
Future Agenda The Future Agenda is the world’s largest open foresight programme that engages expert input from over 1500 organisa?ons to beger understand the next decade
Looking Forwards Organisa?ons increasingly want to iden?fy and understand both the an?cipated and unexpected changes from within and outside their
sector so that they can be beger prepared for the future
Increased Environmental Stresses In an increasingly resource constrained world, organisa?ons recognise the planetary stresses and seek to beger adapt to the implica?ons of climate change: Protec?ng the wider ecosystem becomes a priority.
Increased Societal Stresses Con?nued urbanisa?on and rising migra?on highlight the widening gap between rich and poor in many communi?es, while ageing popula?ons and rising youth unemployment add extra demographic pressures.
Changing Business Environment A more connected, networked economy, the needs of new middle class consumers and regulatory shiBs combine with the impact of personal
and country debt to blur the boundaries of the organisa?on and society.
Big Collabora&on Addressing many of the major future challenges relies on deeper and wider collabora?on between organiza?ons with no lead
company and value crea?on replaced by new type of recogni?on.
Innova&on and Intellectual Property Innova?on is increasingly moving beyond the established arenas of
product and technology development where IP has tradi?onally had a major role to play -‐ we need to understand poten?al future impact.
Differen&ated Knowledge As informa?on is shared globally and insight is commodi?zed, the best returns go to those who can produce non-‐standard,
differen?ated knowledge.
The End of IP? Following change in the music industry, technologies such as 3D prin?ng are decoupling the produc?on of content from
the original creator and, in doing so, IP is becoming irrelevant.
Business Model Open Innova&on Increasing sector-‐to-‐sector transfer of know-‐how independent
of IP enables successful approaches to be adopted and adapted without value transfer between par?es.
Projects Worth Working For In a world where innova?on talent is global, fluid and agracted by
the challenge or reputa?on more than the paycheck, the winners will be the organiza?ons that provide the most interes?ng projects.