With all the buzz about disruption these days, it’s a bit surprising that only 13 percent of respondents reported that their companies have a significant ambition to deliver radical innovation. More perplexing is that 42 percent of these would-be disruptors indicated that their companies’ innovation capabilities are average at best. Many companies seem more set to break down than break through.
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.
A idéia de que grandes empresas podem replicar a abordagem de uma startup de garagem é um mito corporativo contínuo. 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
inovadores inovadores são inovadores fortes primeiro ...
In the 2013 report, we identified five characteristics that differentiate strong innovators and made the point that these are not individual drivers of success; these factors are interconnected and reciprocally reinforcing.
- 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.
And breakthrough companies exceed strong innovators in their pursuit of IP-based advantage. They are more likely to use IP to exclude others or gain competitive advantage—and to use IP as a lens for portfolio management. But breakthrough innovators don’t just leverage IP more aggressively: they do so more subtly. Tesla Motors, for example, recently announced it will not sue other electric-car makers that use its technologies “in good faith.” Tesla realizes that while it has a formidable patent portfolio, it can’t build the electric-car industry on its own. Moreover, it understands that its patents could discourage others from entering the market. The company is betting that by removing the threat that it will protect its patents, it will accelerate the growth of the market and the infrastructure of charging stations needed to support it. (See “ Gambit de Tesla: alinhando a estratégia IP com a estratégia de negócios , ”BCG Artigo, agosto de 2014.)
… mas se destacam 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.)
- Eles usam mais inovação do modelo de negócios. Muitas empresas industriais descobriram que passar da venda de produtos para a venda de produtos incorporados em um serviço oferece maior diferenciação e retornos mais altos. Mas mudar com sucesso de um produto para uma mentalidade de serviço requer mudanças holísticas no modelo de negócios subjacente. Os inovadores inovadores entendem isso e, portanto, são mais prováveis-43 % em comparação com 35 %-para direcionar a inovação de modelos de negócios em seus esforços de inovação do que os inovadores fortes, mas não-não-disputivos. E inovadores inovadores têm quase duas vezes mais chances de usar a inovação do modelo de negócios do que os inovadores disruptivos, mas não fortes-sugerindo que esse último segmento é improvável que atinja seus objetivos. impactos e vantagem competitiva. Eles são muito mais propensos do que os inovadores fortes de rastrear o número de novos produtos e a taxa de sucesso desses produtos. Os inovadores inovadores se preocupam em contratar e manter o talento certo e priorizar idéias para o desenvolvimento, enquanto os inovadores mais fracos estão preocupados com as idéias de financiamento e movimentá -las pelo processo. Os inovadores inovadores trazem um maior grau de foco aos seus esforços. (Veja o Anexo 3 e " 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
A prova dessas diferenças pode ser vista nos resultados: quase metade dos inovadores inovadores relatam gerar mais de 30 % das vendas a partir de inovações dos três anos anteriores - mais do que o dobro da média para todas as empresas. Desenvolvimento. Ele adotou milhares de clientes como revisores de produtos e envolveu milhares de varejistas tradicionais com o desenvolvimento do mercado da Amazon. Embora esteja longe do maior varejista (as vendas anuais do Wal-Mart de US $ 475 bilhões em US $ 75 bilhões da Amazon), é o varejista que todos os outros nos setores de varejo e brotos-de-consumidores devem levar em consideração ao planejar sua futura estratégia. (Ver "
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 foram introduzidos nos últimos dez anos. Um dos maiores e mais valiosos bancos de dados de informações do consumidor com base em suas 150 milhões de contas de clientes. 60 minutos. no mesmo grau. 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 Foo
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.
