Com todo o burburinho sobre a interrupção nos dias de hoje, é um pouco surpreendente que apenas 13 % dos entrevistados relatassem que suas empresas tenham uma ambição significativa para entregar uma inovação radical. Mais desconcertante é que 42 % desses possíveis disruptores indicaram que os recursos de inovação de suas empresas são, na melhor das hipóteses, médios. Muitas empresas parecem mais definidas para quebrar do que quebrar. Inovação em 2014
The Most Innovative Companies 2014
The Most Innovative Companies 2014
- Innovation in 2014
- Uma desconexão digital na inovação?
- Uma cultura e organização inovadora inovadora
Inovação é difícil. A inovação inovadora é ainda mais difícil. Em nossa experiência, apenas empresas com uma base de recursos de inovação já fortes podem aspirar. Muitas empresas querem atirar para a lua enquanto seus programas de inovação são mal transportados pelo ar. Nas grandes empresas, a inovação requer comprometimento, disciplina, processos fortes e vontade de correr riscos e falhar - esses últimos atributos, especialmente, não são aqueles que a maioria das culturas corporativas adota. Executivos de empresas com
The idea that big companies can replicate the approach of a garage startup is a continuing corporate myth. At big companies, innovation requires commitment, discipline, strong processes, and a willingness to take risks and fail—those latter attributes, especially, are not ones that most corporate cultures embrace. Executives from companies with
inovadores inovadores são fortes inovadores primeiro ...
No relatório de 2013, identificamos cinco características que diferentes fortes e fortes; Esses fatores estão interconectados e reforçando reciprocamente. Conceitos de teste. exceder, inovadores fortes em cada um. Por exemplo, a alta gerência está comprometida com os esforços de inovadores avançados e fortes, mas os entrevistados de inovadores inovadores relataram um nível mais alto de compromisso executivo com a inovação radical (84 %) do que aqueles de inovadores fortes sem a ambição de atrapalhar (71 %). Seus programas de inovação são mais focados no cliente, e eles costumam usar idéias de clientes como fontes de novas idéias. Os inovadores inovadores se destacam no gerenciamento de portfólio, especialmente na interrupção de projetos que eles não acreditam que vão dar certo e no gerenciamento de produtos quando estiverem no mercado. Eles têm processos altamente disciplinados que se concentram nas revisões de progresso, decisões claras e conclusão pontual.
- Strong innovators’ top management is committed to innovation as a source of competitive advantage.
- They leverage their IP both to exclude rivals and to build markets.
- They pursue a portfolio approach for risk taking, leverage internal and external sources of knowledge, and have strong corporate governance and a dedicated budget for venturing and testing concepts.
- They have a strong customer focus—concentrating on releasing products that customers will embrace rather than pushing new technologies simply because they are novel.
- They insist on strong processes that strive for speed and both embrace and manage failure—leading to strong performance.
These attributes are table stakes for breakthrough innovators, which perform just as well as, and often exceed, strong innovators on each one. For example, top management is committed to the efforts of both breakthrough and strong innovators, but respondents from breakthrough innovators reported a higher level of executive commitment to radical innovation (84 percent) than did those from strong innovators without the ambition to disrupt (71 percent). Their innovation programs are more customer focused, and they more often use customer ideas as sources of new ideas. Breakthrough innovators excel at portfolio management, especially at stopping projects they do not believe will pan out, and at managing products once they are in market. They have highly disciplined processes that focus on progress reviews, clear decisions, and on-time completion.
e empresas avançadas excedem os fortes inovadores na busca da vantagem baseada em IP. É mais provável que eles usem IP para excluir outras pessoas ou obter vantagem competitiva - e usar IP como lente para gerenciamento de portfólio. Mas os inovadores inovadores não apenas aproveitam o IP de maneira mais agressiva: eles o fazem mais sutilmente. A Tesla Motors, por exemplo, anunciou recentemente que não processará outros fabricantes de carros elétricos que usam suas tecnologias "de boa fé". A Tesla percebe que, embora tenha um formidável portfólio de patentes, não pode construir a indústria de carros elétricos por conta própria. Além disso, entende que suas patentes podem desencorajar outras pessoas a entrar no mercado. A empresa está apostando que, ao remover a ameaça de proteger suas patentes, acelerará o crescimento do mercado e a infraestrutura das estações de carregamento necessárias para apoiá -la. (Ver " Gambit de Tesla: alinhando a estratégia de IP com estratégia de negócios= , "Artigo do BCG, agosto de 2014.)
... mas se destaca de inovadores fortes de três maneiras
At the highest level, breakthrough innovators put a higher priority on innovation—far more so than other companies do; they know innovation is essential to their future. The top corporate priority at more than half of breakthrough companies (54 percent) is innovation and product development, and it’s a top-three priority at 92 percent of them. But breakthrough innovators differ from the rest in three other specific ways.
- They cast a wider net for ideas. They are far more likely to generate new product ideas from almost all of ten different sources than either strong or other disruptive innovators. The only two innovation sources on which they lag behind are telling: customer complaints and acquisitions or licensing. The former would be more associated with existing products—and the latter with gaining access to innovations made by others. (See Exhibit 2.)
- They use business model innovation more. Breakthrough products and services increasingly need to be part of a broader business model. Many industrial companies have found that moving from selling products to selling products embedded in a service offers greater differentiation and higher returns. But successfully shifting from a product to a service mind-set requires holistic changes to the underlying business model. Breakthrough innovators understand this and are thus more likely—43 percent compared with 35 percent—to target business model innovation in their innovation efforts than are strong-but-not-disruptive innovators. And breakthrough innovators are nearly twice as likely to use business model innovation as are disruptive-but-not-strong innovators—further suggesting that this latter segment is unlikely to achieve its goals.
- They have cultures geared toward breakthrough success. They use a wide variety of metrics and KPIs that consider the bottom line, but they go well beyond pure financial returns to contemplate longer-term impacts and competitive advantage. They are much more likely than even strong innovators to track the number of new products and the success ratio of those products. Breakthrough innovators worry about hiring and retaining the right talent and prioritizing ideas for development, while weaker innovators are concerned with funding ideas and moving them through the process. Breakthrough innovators bring a higher degree of focus to their efforts. (See Exhibit 3 and " Uma cultura e organização inovadora inovadora , "Artigo bcg, outubro de 2014.)
…But Stand Out from Strong Innovators in Three Ways
The proof of these differences can be seen in the results: almost half of breakthrough innovators report generating more than 30 percent of sales from innovations from the prior three years—more than twice the average for all companies.
Perhaps no company exemplifies the ethos of breakthrough innovation better than Amazon. And no company has been more effective at building on what it has learned at each stage of its disruptive development.
Amazon got its start upending the book-publishing business with an online sales model. Then it upended that business again with the e-book. The company has used the lessons learned to expand into myriad other areas of retailing, significantly transforming the consumer purchase pathway and rearranging consumer expectations of what the shopping experience should be. It had embraced thousands of customers as product reviewers and engaged thousands of traditional retailers with the development of Amazon Marketplace. Although it is far from the biggest retailer (Wal-Mart’s annual sales of $475 billion dwarf Amazon’s $75 billion), it is the one retailer that all others in the retail and consumer-packaged-goods sectors must take into account when planning their future strategy. (See “ Segredos de mercados on -line , ”BCG Artigo, dezembro de 2012.)
Amazon lança novos produtos e serviços com velocidade quase assustadora: o e-reader, o Kindle Fire Tablet, o Amazon Fire Phone, o Amazon Prime, o AmazonFresh e o Subscribe & Save Computing foi introduzido nos últimos dez anos. Dos maiores e mais valiosos bancos de dados de informações do consumidor com base em suas 150 milhões de contas de clientes. Capacidade incansável de aprender com um movimento disruptivo as lições que podem ser a base para a próxima. Talvez não seja surpreendente que empresas com longos ciclos de inovação, como bomes industriais e empresas farmacêuticas, tenham menos aspiração de serem perturbadoras. E embora se possa argumentar que esses executivos podem estar subestimando os riscos que enfrentam, há uma questão mais importante a ser abordada: muitas outras empresas por aí aspiram a romper do que ter as capacidades para fazê -lo. A maioria não terá sucesso. Mas eles podem melhorar, e não há nada que interrompa aqueles que realmente querem se aplicar - à frente de suas próprias restrições institucionais - desde a ingressar na elite inovadora. Eles precisam se preparar para um processo árduo, no entanto. Colocar os blocos de construção no lugar é um primeiro passo essencial. Eugene Foo60 Minutes.
Several characteristics define Amazon’s disruptive approach throughout its relatively short 30-year history: a long-term horizon, a searing focus on the customer, and a relentless ability to learn from one disruptive move the lessons that could be the basis for the next.
To be sure, not every company wants or needs to break through to the same degree. Perhaps it is not surprising that companies with long innovation cycles, such as industrial-goods and pharmaceutical companies, have less aspiration to be disruptive. And although one could argue that these executives may be underestimating the risks they face, there is a more important issue to address: many more companies out there aspire to break through than have the capabilities to do so. Most will not succeed. But they can improve, and there’s nothing stopping those that truly want to apply themselves—aside from their own institutional constraints—from joining the breakthrough elite. They need to prepare themselves for an arduous process, however. Putting the building blocks in place is an essential first step.
