Monthly Archives: August 2011

Open Innovation in France

According to data gathered by Bluenove in 2011, major industrial players in France have taken the steps to integrate Open innovation concepts, that are today understood and being applied in all industrial sectors. This is a major evolution in corporate behavior and has had a positive effect on their operating modes (54%). On the other hand, behind the scenes, these same companies are continuing to question themselves on the concrete impact of Open Innovation. 55.7% of these companies do not expect to gain any short term benefit from an Open Innovation strategy and do not expect this to have an impact before a number of years. In this way they are addressing Open Innovation as a long term stake in the deep and sustainable transformation of French industrial culture.

In parallel to this, surprisingly these same companies show confidence in their Open Innovation programs. They know the risks involved in intellectual property rights, the eventual loss of control over innovation processes and the difficulties associated with integration and collaboration. With these risks now identified, measured and accepted, these major industrial players consider that they possess the means and the corporate culture necessary to overcome them and successfully embark on an Open Innovation program.

Today the actions applied by major French companies are primarily focused on the initial stages of open innovation with 41.2% stating that they are still in the very first stages of this strategy. This contrasts with an American study conducted in 2009, where 49% of the major American companies interviewed had already moved into development stages of applying open innovation practices and 40% were actually in the process of optimizing it. Whereas in France, only 21.9% of equivalent firms claim to be in this process of optimization.

The report can be read here.

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PwC Innovation Survey in Global CEO Report

Excellent survey of global CEOs by PwC. Not only does the survey focus on emerging markets, but it contains a significant section on the importance that CEOs attribute to innovation as a key driver of their growth strategy.

The 1,201 chief executives in 69 countries polled were nearly as confident in their outlook for revenue growth over the coming 12 months as in the boom years before the global financial crisis

Innovation is very high on the agenda for CEOs globally. 78% expect that their development efforts to generate significant new revenue opportunities over the next three years. The report shows that CEOs are “putting the customer first”, reinforcing the view that the best ideas come from customers, partners and suppliers. Further, CEOs are really trying to co-create products and services with their customers.

The full report can be found here and is available for download.

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Cultivating Organizational Creativity in an Age of Complexity – IBM Report

“Why are some organizations consistently good at innovating and adapting while others seem to be blindsided by change? Is it because of their disciplined innovation process or the knowledge and skills of their people? Or is it their determination to build a culture where challenging assumptions is not only encouraged, but expected? The IBM Creative Leadership Study found that leaders who embrace the dynamic tension between creative disruption and operational efficiency can create new models of extraordinary value.”

To gather the data for the IBM Creative Leadership Study, IBM conducted open-ended interviews with 40 leaders from around the world. Five of the participants are acknowledged experts in the area of creativity and innovation, five are senior HR officers from companies of various sizes, and the remaining 30 are creative leaders as defined by their peers.

Individuals in this last group represented a range of business and creative disciplines and were selected without regard to their formal leadership role in the organization. The interviews sought to answer three basic questions:

• What are the key capabilities of a creative organization?

• What are the catalysts of these capabilities in leaders?

• How can these capabilities be scaled across the organization?

To download and read the full report click here

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