Thursday, November 1, 2012

MAKING INNOVATION STRUCTURES WORKABLE



  • Executives say their companies rely on multiple organizational models to drive innovation—and that these functions struggle to integrate fully with the business as a whole.
  •  Nearly two-thirds of executives report broad innovation portfolios that include more than one type of organizational model, and nearly half say their companies use separate innovation functions that focus on developing new business opportunities, sit at company headquarters, and are less than three years old.
  • While 86 percent say the structure of their separate functions positively influences outcomes, the results suggest that the most important factors for success are the extent to which innovation is integrated in corporate strategy and to which company leaders support and engage with innovation efforts.
  • Today’s innovation functions are likely to take responsibility for new ideas through to prototyping while reporting in-market successes as well; 51 percent say their functions have successfully launched at least one in-market product, service, or business
  •  An innovation function’s success is not only a matter of maturity, though; while there is ongoing debate on how separate from or aligned with corporate strategy a company’s approach to innovation should be, the results from several questions—and our own experience— affirm that strategy (particularly one that is focused, clearly articulated, and integrated) is key to successful outcomes
  • Strategy remains an innovation challenge for many companies.
  • Only one-third of executives report that innovation is fully integrated in their organizations’ corporate-level strategies, and nearly half say integrating the separate functions’ strategic objectives with those of their core businesses is one of their functions’ most significant challenges.

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