ITALY GE GLOBAL INNOVATION BAROMETER

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1 ITALY GE GLOBAL INNOVATION BAROMETER 2014 Edition

2 GE Global Innovation Barometer Attualmente alla quarta edizione, il GE Global Innovation Barometer è un sondaggio d'opinione internazionale condotto in 26 paesi e rivolto a dirigenti aziendali senior attivamente coinvolti nella gestione della strategia di innovazione delle rispettive aziende. Il sondaggio è stato condotto da Edelman Berland, società di consulenza e ricerca per conto di GE. Il "Barometro" indaga il cambiamento nella percezione dell'innovazione in un contesto complesso e globalizzato. Esso analizza le modalità con cui i dirigenti delle aziende nel mondo valutano il quadro di riferimento per l'innovazione sviluppato nel proprio paese, oltre a indicare nel dettaglio il punto di vista aziendale sulle politiche più efficienti a supporto dell'innovazione. Infine, adotta un approccio azienda-centrico per meglio comprendere come le società internazionali adattano le proprie prassi e strategie di innovazione in un contesto economico impegnativo. 2

3 Dettagli relativi al campione e alla ricerca sul campo interviste telefoniche (in lingua locale) Durata media dell'intervista: minuti Periodo: dal 2 aprile al 30 maggio 2014 Tutti gli intervistati sono direttamente coinvolti nella strategia o nel processo di innovazione della propria azienda (31% C-Level) Messico Il 28% delle società opera a livello globale, con un numero medio di 650 dipendenti Età media degli intervistati: 44 anni 26 mercati Nuovi paesi nel 2014 Algeria Indonesia Italia Kenya 3

4 Una valutazione completa dell'innovazione Il processo di innovazione ideale è... Pianificato o spontaneo? Integrato o autonomo? Interno o collaborativo? Difensivo o attivo? Locale o globale? 1 Il processo di innovazione ideale Attuali fattori trainanti e ostacoli Quali sono i fattori che trainano e ostacolano un'innovazione di successo... In generale? Nella vostra azienda? Il futuro dell'innovazione nei settori specifici: Il tipo di innovazione migliore per potenziare la qualità nel settore sanitario La capacità dell'innovazione di risolvere le sfide, attuali e future, in ambito energetico 2 Paesi e politiche pubbliche Status del quadro di riferimento per l innovazione a livello nazionale Qual è il paese leader nell'ambito dell'innovazione? In quali attività il vostro paese si distingue? Ricerca multidisciplinare? Valido sistema IP? Finanziamenti privati? In cosa le Pubbliche autorità del vostro paese si distinguono, in positivo o in negativo? Supporto sufficiente alle PMI? Alle aziende più grandi? Adeguata assegnazione del budget? Politiche pubbliche le priorità del vostro paese dovrebbero essere: Tutela della proprietà intellettuale (IP)? Gestione dei curricula e dei talenti? Rapporto tra i settori pubblico e privato? Portare avanti l'innovazione attraverso l assegnazione degli appalti pubblici? Tendenze e prassi nel quadro dell'innovazione Miti e realtà Dimestichezza, rilevanza, grado di preparazione nella vostra azienda: Convergenza della tecnologia Collaborazione Internet industriale Big data L'impatto della rete di Internet industriale Sul mercato del lavoro Sul consumo e la dipendenza dall'energia Come guida della nuova Rivoluzione Industriale Big data, scienze e analisi dei dati: solo espressioni in voga o... Priorità chiave? Fonte di potere/influenza a livello interno? Investimento remunerativo? 3 4

5 Sintesi ITALIA

6 Risultati generali I dirigenti italiani sono più scettici nel considerare l'innovazione una forza positiva: solo il ritiene che nel proprio paese si viva meglio rispetto a 10 anni fa grazie all'impatto dell'innovazione dato molto inferiore rispetto alla media globale (80%). Il 90% dei dirigenti in Italia ritiene che l'innovazione stia assumendo una portata sempre più globale e che la fusione e l'integrazione di talenti, idee, conoscenze e risorse in tutto il mondo rappresenti l'unica strada per un'innovazione di successo dato superiore alla media globale (82%). Per quanto concerne la collaborazione, i dirigenti italiani sono più propensi rispetto alla media ad affermare che, nonostante i rischi associati alla collaborazione e alle violazioni della proprietà intellettuale (IP), valga la pena correre il rischio se si desidera innovare con successo al giorno d oggi (87% rispetto alla media globale del 77%). I dirigenti in Italia sembrano tuttavia beneficiare di meno della collaborazione: solo il 46% dichiara che i ricavi prodotti dall'innovazione collaborativa siano aumentati nell'ultimo anno, rispetto a una media globale del 64%. Quasi due terzi dei dirigenti italiani () ritengono che siano le realtà più piccole quali le PMI e le nuove aziende a trainare l'innovazione in Italia 19 punti in più rispetto alla media globale (41%) seguite dalle multinazionali (15%).

7 Risultati generali I dirigenti italiani mettono in luce varie priorità che le proprie aziende devono padroneggiare per innovare con successo. Una chiara priorità è rappresentata dalla conoscenza approfondita dei clienti e delle tendenze del mercato. Per il 92% dei dirigenti, conoscere a fondo i clienti e prevedere le evoluzioni del mercato rappresenta un fattore cruciale dato superiore rispetto alla media globale (84%). La seconda capacità chiave è quella di attirare e fidelizzare personale competente (83%). Se interrogati in merito alla performance della propria azienda in relazione a tali necessarie competenze, secondo il 26% dei dirigenti l'azienda è stata decisamente capace di comprendere i clienti e prevedere le evoluzioni del mercato, e secondo il 24% l'azienda è stata decisamente capace di fidelizzare i nuovi talenti. Passando alle sfide chiave in termini di innovazione secondo i dirigenti italiani, si riscontra la mancanza di investimenti e supporto finanziario sufficienti (41%), seguita dalla difficoltà di elaborare idee radicali e rivoluzionarie, dall'incapacità di trasferire le innovazioni di successo su scala più ampia o internazionale e dall'inerzia interna correlata alla mancanza di agilità (tutte al 32%). In generale, i dirigenti italiani attribuiscono una criticità maggiore a tutte le sfide citate rispetto all opinione della media globale.

8 Risultati generali Organizzazione interna: l approccio delle aziende italiane all'innovazione Il 66% dei dirigenti in Italia riconosce la necessità delle aziende di incoraggiare comportamenti creativi e processi rivoluzionari all'interno dell'azienda, per un'innovazione di successo in linea con la media globale (64%). Il 76% dei dirigenti ritiene che, quando si innova, sia meglio tutelare il più possibile la redditività del core business per poter sostenere la ricerca e l'innovazione dato lievemente superiore rispetto alla media globale del 72%; il 24% invece ritiene sia meglio non preoccuparsi del potenziale impatto negativo a breve termine sul reddito del core business. Il 65% dei dirigenti italiani conviene che le innovazioni di maggior successo siano pianificate e risultanti da un processo di innovazione strutturato; il 35% afferma invece che si tratta di processi spontanei, che risultano dall'interazione dei soggetti creativi. Tali dati sono in linea con la media globale (62% e 38% rispettivamente). Per quanto riguarda la struttura organizzativa, il 74% ritiene sia meglio posizionare team e attività innovativi all'interno delle linee di business e dei team strutturati esistenti (la media globale è del 68%) mentre il 26% ritiene che i team e le attività innovativi debbano essere collocati all esterno, in centri specializzati nell'innovazione/ricerca (media globale del 32%). Il 42% dei dirigenti italiani ritiene sia meglio arrivare al mercato il prima possibile, per ottenere un vantaggio rispetto alla concorrenza (dato lievemente inferiore alla media globale del ); secondo il 58% è invece preferibile non affrettarsi e utilizzare tutto il tempo necessario per perfezionare l'innovazione (dato lievemente superiore alla media globale del ).

9 Risultati generali I dirigenti in Italia esprimono una valutazione più positiva in merito alle analisi predittive dei dati rispetto agli altri dirigenti a livello globale: il 61% ritiene che l'uso di analisi dei dati e conoscenze predittive rappresenti una capacità chiave (contro il 53% a livello globale). Il 32% dei dirigenti italiani afferma di non aver mai sentito parlare di big data prima d'ora e il 4% afferma che si tratti più che altro di un'espressione in voga e non di una realtà di fatto in linea con la media globale (6%). Il dei dirigenti italiani dichiara che la propria azienda è totalmente o abbastanza preparata a trarre il meglio dai big data, rispetto alla media globale del 25%. Il 25% afferma di non aver incrementato nell'ultimo anno la propria capacità di analizzare quantitativi importanti e complessi di dati e che non ha in previsione di farlo (rispetto a una media globale del 29%). Per quanto concerne l Internet industriale, un significativo 37% dei dirigenti in Italia afferma di non averne mai sentito parlare, rispetto a una media globale del 44%. Il 57% ritiene che l Internet industriale avrà un impatto positivo o neutro sul mercato del lavoro, dato superiore rispetto alla media globale (49%). Il 3% dei dirigenti in Italia ritiene che la propria azienda sia già totalmente preparata tramite una strategia o un processo per trarre il meglio dall Internet industriale dato lievemente inferiore rispetto alla media globale (6%).

10 Risultati generali Il quadro di riferimento italiano per l innovazione viene percepito in maniera relativamente positiva dai dirigenti di altri mercati: il 41% ritiene che l'italia abbia sviluppato un quadro di riferimento favorevole all'innovazione. Tuttavia, l'autovalutazione dei dirigenti italiani circa il proprio quadro di riferimento complessivo per l innovazione è meno positiva: solo il 27% afferma che l'italia ha sviluppato quest'anno un contesto orientato all'innovazione. Per quanto concerne la percezione dell'efficienza del supporto del governo all'innovazione, solamente il 9% dei dirigenti ritiene che tale supporto sia organizzato in maniera efficiente, dato decisamente inferiore rispetto alla media globale (40%). Per quanto concerne le priorità che il governo dovrà affrontare, i dirigenti italiani sono orientati in modo più deciso, rispetto alla media globale, verso il rafforzamento dell'ip per incoraggiare una maggiore collaborazione tra le aziende (87%). Comunque, sono indicate come priorità principali la necessità di semplificare la burocrazia a favore delle aziende intenzionate ad accedere a finanziamenti e incentivi stanziati per l'innovazione (89%) e di garantire che la riservatezza e i segreti commerciali delle aziende siano adeguatamente tutelati (89%). Il supporto finanziario delle autorità pubbliche alle società innovative è percepito come insufficiente e molto inferiore rispetto alla media globale (47%); solo il 9% ritiene che le autorità pubbliche e il governo stanzino una quota adeguata del proprio budget a supporto alle aziende innovative. Il 92% dei dirigenti in Italia sottolinea un supporto insufficiente alle PMI, dato decisamente superiore rispetto alla media globale del 61%. Il dei dirigenti in Italia ritiene che la politica migliore sarebbe quella di fornire sovvenzioni/titoli preferenziali alle aziende locali e internazionali che desiderano introdurre sul proprio mercato soluzioni innovative in linea con la media globale del 51%; il 19% invece è più favorevole a fornire sovvenzioni/titoli preferenziali solamente alle aziende locali e per favorire lo sviluppo di soluzioni locali, dato inferiore alla media globale (29%).

11 Panoramica La situazione è cambiata STIAMO ATTUALMENTE ASSISTENDO A UNA NUOVA RIVOLUZIONE INDUSTRIALE CON L'UNIONE DI HARDWARE E SOFTWARE, UN INGRESSO NELL'ERA DELLA PRODUZIONE AVANZATA E DELL INTERNET INDUSTRIALE Sono d'accordo L'INNOVAZIONE ASSUME UNA PORTATA SEMPRE PIÙ GLOBALE, LA FUSIONE E L'INTEGRAZIONE DI TALENTI, IDEE, CONOSCENZE E RISORSE IN TUTTO IL MONDO RAPPRESENTA L'UNICA STRADA PER INNOVARE CON SUCCESSO Sono d'accordo (dato aggregato) 36% 90% ORA PIÙ CHE MAI, L'INNOVAZIONE DEVE ESSERE LOCALIZZATA PER SODDISFARE ESIGENZE DI MERCATO SPECIFICHE 59% I LIMITI CHE CARATTERIZZANO ALCUNI PAESI EMERGENTI CREANO OPPORTUNITÀ DI INNOVAZIONE PER LE AZIENDE CHE DESIDERANO INVESTIRE NEL LORO SUPERAMENTO 65% TRAINANO MAGGIORMENTE L'INNOVAZIONE OGGI NEL VOSTRO PAESE REALTÀ MINORI (DATO AGGREGATO: PMI+START-UP E SINGOLI) MULTINAZIONALI 15% GRANDI IMPRESE CHE HANNO SEDE NEL VOSTRO PAESE 9% ORGANIZZAZIONI PUBBLICHE 6% Dati superiori rispetto alla media globale Dati inferiori rispetto alla media globale 11

12 Panoramica Un modello di business in evoluzione 2014 QUANDO SI INNOVA, LE AZIENDE DEVONO INCENTIVARE COMPORTAMENTI CREATIVI E PROCESSI RIVOLUZIONARI ALL'INTERNO DELL'AZIENDA LA DIFFICOLTÀ DI ELABORARE IDEE RADICALI E RIVOLUZIONARIE RAPPRESENTA UN SFIDA CHIAVE CHE MINA LA CAPACITÀ DELLA VOSTRA AZIENDA DI INNOVARE IN MODO EFFICIENTE, INDIPENDENTEMENTE DAL RELATIVO PROFILO QUANDO SI INNOVA, È MEGLIO TUTELARE IL PIÙ POSSIBILE LA REDDITIVITÀ DEL CORE BUSINESS PER POTER SOSTENERE LA RICERCA E L'INNOVAZIONE LE INNOVAZIONI DI MAGGIOR SUCCESSO SONO PIANIFICATE E RISULTANO DA UN PROCESSO DI INNOVAZIONE STRUTTURATO PER QUANTO RIGUARDA LA STRUTTURA ORGANIZZATIVA, È MEGLIO POSIZIONARE TEAM E ATTIVITÀ INNOVATIVI ALL'INTERNO DELLE LINEE DI BUSINESS E DEI TEAM STRUTTURATI ESISTENTI QUANDO SI INNOVA È PREFERIBILE ARRIVARE AL MERCATO IL PRIMA POSSIBILE, PER POSIZIONARSI IN VANTAGGIO RISPETTO ALLA CONCORRENZA 66% 32% 76% 65% 74% 42% Dati superiori rispetto alla media globale Dati inferiori rispetto alla media globale 12

13 Panoramica Abbracciare le nuove possibilità di innovazione COLLABORARE CON PARTNER ESTERNI POTREBBE METTERE A RISCHIO LA MIA ATTIVITÀ PER QUANTO CONCERNE PROPRIETÀ INTELLETTUALE E SEGRETI COMMERCIALI, MA SI TRATTA DI UN RISCHIO CHE VALE LA PENA CORRERE SE SI DESIDERA INNOVARE CON SUCCESSO AL GIORNO D'OGGI I RICAVI E I PROFITTI GENERATI DALLE ATTIVITÀ DI INNOVAZIONE COLLABORATIVE SONO AUMENTATI NELL'ARCO DELLO SCORSO ANNO 87% 46% MAI SENTITO PARLARE DI BIG DATA 32% NON È STATA INCREMENTATA LA CAPACITÀ DI ANALIZZARE QUANTITATIVI IMPORTANTI E COMPLESSI DI DATI NELL'ULTIMO ANNO, NÉ VI È INTENZIONE DI FARLO L'AZIENDA È GIÀ TOTALMENTE/ABBASTANZA PREPARATA, CON UNA STRATEGIA O UN PROCESSO, A TRARRE IL MEGLIO DAI BIG DATA 25% MAI SENTITO PARLARE DI INTERNET INDUSTRIALE 37% INTERNET INDUSTRIALE: IMPATTO POSITIVO SUL MERCATO DEL LAVORO, INCENTIVA LA PERFORMANCE E LA CRESCITA DELLE AZIENDE CREANDO NUOVA DOMANDA SUL MERCATO DEL LAVORO L'AZIENDA È GIÀ TOTALMENTE/ABBASTANZA PREPARATA, CON UNA STRATEGIA O UN PROCESSO, A TRARRE IL MEGLIO DALL INTERNET INDUSTRIALE 33% 23% Dati superiori rispetto alla media globale Dati inferiori rispetto alla media globale 13

14 Panoramica 2014: Quadro di riferimento per l innovazione classificato al 17 posto* VALUTAZIONE DEL QUADRO DI RIFERIMENTO PER L INNOVAZIONE: IL PAESE DISPONE DI UN CONTESTO FAVOREVOLE ALL'INNOVAZIONE? 41% IL SUPPORTO DEL GOVERNO ALL'INNOVAZIONE È ORGANIZZATO IN MANIERA EFFICIENTE 9% IL GOVERNO E LE AUTORITÀ PUBBLICHE STANZIANO UNA QUOTA ADEGUATA DEL PROPRIO BUDGET A SUPPORTO DELLE AZIENDE INNOVATIVE 9% QUAL È SECONDO VOI LA MIGLIORE POLITICA PUBBLICA? FORNIRE SOVVENZIONI/TITOLI PREFERENZIALI ALLE AZIENDE LOCALI E INTERNAZIONALI CHE DESIDERANO PROPORRE AL MERCATO SOLUZIONI INNOVATIVE FORNIRE SOVVENZIONI/TITOLI PREFERENZIALI SOLAMENTE ALLE AZIENDE LOCALI PER FAVORIRE LO SVILUPPO DI SOLUZIONI LOCALI SOVVENZIONI E TITOLI PREFERENZIALI NON SONO UN MODO EFFICACE PER SUPPORTARE L'INNOVAZIONE, PERCHÈ INTRODUCONO PREGIUDIZI E SORTISCONO SOLO EFFETTI DI BREVE PERIODO 19% 31% LE AUTORITÀ PUBBLICHE NON SUPPORTANO ADEGUATAMENTE LE PMI PER QUANTO CONCERNE L'INNOVAZIONE 92% GLI INVESTITORI PRIVATI SUPPORTANO LE AZIENDE CHE NECESSITANO DI FINANZIAMENTI PER L'INNOVAZIONE 36% *In base ai 32 mercati interessati dalla D9 Dati superiori rispetto alla media globale Dati inferiori rispetto alla media globale 14

15 Panoramica Priorità per il successo dell'innovazione CONOSCERE A FONDO I CLIENTI E PREVEDERE LE EVOLUZIONI DEL MERCATO 92% ATTIRARE E FIDELIZZARE GLI INDIVIDUI PIÙ TALENTUOSI E COMPETENTI 83% ADATTARE E IMPLEMENTARE RAPIDAMENTE LE NUOVE TECNOLOGIE 73% PROMUOVERE COMPORTAMENTI CREATIVI E PROCESSI RIVOLUZIONARI ALL'INTERNO DELL'AZIENDA 66% INDIVIDUARE E OPERARE IN COLLABORAZIONE CON I MIGLIORI PARTNER ESTERNI 78% STANZIARE E GARANTIRE UN BUDGET SPECIFICO PER LE ATTIVITÀ DI INNOVAZIONE 73% DARE LA PRIORITÀ AGLI OBIETTIVI DI INNOVAZIONE A LUNGO TERMINE RISPETTO AGLI OBIETTIVI FINANZIARI A BREVE TERMINE 57% ADOTTARE UN APPROCCIO "TEST FAST, FAIL FAST, ADJUST FAST " 36% AVVALERSI DI ANALISI DEI DATI E CONOSCENZE PREDITTIVE 61% SFRUTTARE AL MEGLIO INCENTIVI DELLE AUTORITÀ PUBBLICHE, SOVVENZIONI, CREDITI D'IMPOSTA 68% ATTIRARE INVESTITORI PER FINANZIARE PROGRAMMI INNOVATIVI 56% Dati superiori rispetto alla media globale Dati inferiori rispetto alla media globale 15

16 Panoramica I nemici dell'innovazione 2014 L'INCAPACITÀ DI ESTENDERE LE INNOVAZIONI DI SUCCESSO AL MERCATO PIÙ AMPIO O INTERNAZIONALE 32% LA DIFFICOLTA DI ELABORARE IDEE RADICALI E RIVOLUZIONARIE 32% LA DIFFICOLTÀ DI DEFINIRE UN MODELLO DI BUSINESS EFFICACE PER PROMUOVERE LE NUOVE IDEE E RENDERLE VANTAGGIOSE 27% LA MANCANZA DI SUFFICIENTI INVESTIMENTI E SOSTEGNO FINANZIARIO 41% LA MANCANZA DI TALENTI/ INSIEME DI COMPETENZE INADEGUATO 27% LA MANCANZA DI SUPPORTO INTERNO DA PARTE DEL TEAM DI LEADERSHIP/TOP MANAGEMENT 22% L'INERZIA INTERNA E LA MANCANZA DI AGILITÀ, CHE DETERMINANO L'INCAPACITA DI TRADURRE RAPIDAMENTE LE IDEE IN AZIONI 32% L'INCAPACITÀ DELL'AZIENDA DI ASSUMERE RISCHI 20% Dati superiori rispetto alla media globale Dati inferiori rispetto alla media globale 16

17 Panoramica PRINCIPALI PRIORITÀ SU CUI IL PAESE DOVREBBE FOCALIZZARSI PER PROMUOVERE IN MODO FUNZIONALE L'INNOVAZIONE SEMPLIFICARE LA BUROCRAZIA PER LE AZIENDE INTENZIONATE AD ACCEDERE A FINANZIAMENTI E INCENTIVI STANZIATI PER L'INNOVAZIONE % GARANTIRE CHE LA RISERVATEZZA E I SEGRETI COMMERCIALI SIANO OPPORTUNAMENTE TUTELATI 69% ALLINEARE MEGLIO I CURRICULA DI STUDIO CON LE NECESSITÀ DELLE AZIENDE 78% SEMPLIFICARE LA COLLABORAZIONE A LIVELLO DI RICERCA CON GLI ALTRI PAESI 93% PROMUOVERE ATTIVAMENTE PARTNERSHIP TRA I SETTORI PUBBLICO E PRIVATO 83% RAFFORZARE L'IP PER PROMUOVERE UNA MAGGIORE COLLABORAZIONE TRA LE AZIENDE 76% INCENTIVARE LA COLLABORAZIONE DELLE AZIENDE PRIVATE CON LE IMPRESE PUBBLICHE 69% GARANTIRE CHE GLI APPALTI PUBBLICI SIANO I PRIMI AD ADOTTARE LE PRINCIPALI INNOVAZIONI 80% VALUTARE L'IMPATTO DELLE PRESCRIZIONI SUL CONTENUTO LOCALE E DELLE POLITICHE DI REGOLAMENTAZIONE 67% GARANTIRE CHE GLI APPALTI PUBBLICI FAVORISCANO SEMPRE LE SOLUZIONI PIÙ INNOVATIVE, ANCHE SE PROVENIENTI DALL'ESTERO 73% PROMUOVERE E SEMPLIFICARE L'ASSUNZIONE DEI TALENTI ESTERI Dati superiori rispetto alla media globale Dati inferiori rispetto alla media globale 17

18 Risultati globali

19 I dirigenti coinvolti nell innovazione sono assolutamente consapevoli che sono in atto marcate tendenze che modificheranno l'ambiente imprenditoriale. La collaborazione, la convergenza, l Internet industriale e l'analisi dei dati hanno modificato (e continuano a farlo) il modo in cui le aziende innovano La collaborazione è già un dato di fatto e sta sortendo effetti positivi, vale la pena correre il rischio "Convergenza della tecnologia" e "big data" non sono solo espressioni in voga bensì una realtà, pur presentando delle difficoltà a livello di implementazione Le aziende hanno in generale potenziato le proprie competenze a livello di analisi dei dati, ma solo una ridotta maggioranza ha sfruttato la dimensione predittiva dei Big data. Chi l'ha fatto ha riconosciuto il valore che ciò ha apportato al proprio processo di innovazione e il potere che ha conferito ai data scientist della propria organizzazione La consapevolezza dell'esistenza dell Internet industriale è diffusa, tuttavia il concetto deve ancora dimostrare la sua natura veramente rivoluzionaria. I settori high-tech, telecomunicazioni ed energia sono già pronti ad accogliere la rivoluzione; produzione e sanità sono più lenti Il dibattito circa l'impatto dell Internet industriale sul mercato del lavoro è ancora in atto, ma la maggioranza rigetta l'ipotesi che l impatto netto sull occupazione sia negativo

20 La natura GloCale dell innovazione sta divenendo un requisito essenziale, il campo d'azione dell'innovazione non conosce confini Le sfide a livello di infrastrutture nelle economie emergenti non frenano le aziende innovative, anche se lo scale-up rappresenta una problematica rilevante L innovazione si focalizza sempre più sulla ricerca dei talenti, dei partner, delle risorse, delle idee e delle conoscenze giuste su scala globale I limiti che caratterizzano i mercati emergenti possono essere tradotti in opportunità, anche se in tal senso emergono alcune interessanti differenze Il focus è rivolto ai bisogni e alle specificità locali Nella maggior parte delle economie emergenti, le multinazionali trainano l innovazione in modo molto più marcato rispetto ai governi o alle istituzioni accademiche locali, e ancor più rispetto alle aziende locali

21 Per massimizzare il potenziale di questo nuovo contesto, i leader aziendali devono operare alcune scelte difficili L innovazione sta disgregando lo status-quo del business e i leader aziendali si trovano dinanzi a bivi impegnativi La necessità di processi e comportamenti rivoluzionari è ritenuta uno dei criteri per arrivare al successo Tuttavia, i leader aziendali sono ancora molto focalizzati sulla redditività a breve termine e hanno difficoltà ad adottare modelli di innovazione più spontanei, creativi e interattivi La norma rimane una struttura organizzativa tradizionale affiancata alle attività di innovazione

22 Agilità e rapidità interne sono chiaramente identificate come prerequisiti per il successo dell innovazione I concetti correlati all idea di "fast works" stanno prendendo piede, ma è difficile superare i retaggi del passato L'inerzia interna è identificata come significativo "nemico dell'innovazione" Trovare il modo di promuovere un contesto che sia totalmente pronto per un'innovazione rivoluzionaria e radicale rappresenta una sfida chiave La capacità di adottare e implementare rapidamente le nuove tecnologie è chiaramente ritenuta un fattore trainante in grado di creare un vantaggio competitivo; tuttavia, sono pochi a eccellere in tal senso Quello di accelerare il processo di accesso al mercato (test fast, fail fast, pivot fast) è un approccio adottato dalla metà dei dirigenti coinvolti nell innovazione, ma continua a generare timori considerevoli

23 La creazione di modelli di business efficienti e sostenibili sta alla base degli interessi e delle priorità dei dirigenti coinvolti nell innovazione Gestire la collaborazione, articolare i flussi di reddito, finanziare attività di innovazione e trovare loro una collocazione all'interno dell'azienda sono identificate come aree chiave Le difficoltà delle aziende innovative in termini di scale-up rappresentano il primo "nemico dell innovazione" L'articolazione dei flussi di reddito derivanti dalle attività innovative e dalle operazioni più legate al core business è un processo difficile. Solo una minoranza degli intervistati è pronta a mettere a rischio gli attuali flussi di profitto per consentire una crescita delle attività innovative Trovare modalità per finanziare l'innovazione in maniera massiccia, sia da parte del settore pubblico che del privato, rappresenta una sfida a causa di fattori interni ed esterni Decidere dove inserire e integrare al meglio le nuove funzioni e i partner esterni può avere importanti conseguenze sulle operazioni e sulla cultura dell'azienda

24 Quali sono le aspettative dei leader aziendali in merito al ruolo del governo e delle autorità pubbliche? Fornire un quadro di riferimento orientato all'innovazione, determinare i giusti incentivi, investire nei talenti, sostenere le PMI e sfruttare il potere delle multinazionali I governi devono fornire il giusto quadro di riferimento per l'innovazione (tutela IP, semplificazione della burocrazia, partnership pubblico/privato) Dovrebbero altresì sfruttare il potere degli appalti pubblici per sostenere l'innovazione e gestire oculatamente le sovvenzioni Dovrebbero garantire la preparazione e l accesso al pool di talenti necessario per innovare al meglio Dovrebbero focalizzare gli incentivi all'innovazione sul valore creato, al di là di considerazioni di natura geografica o nazionale Dovrebbero amplificare il sostegno alle PMI innovative e allo stesso tempo trarre profitto dalla spinta che le multinazionali sono in grado di offrire allo scenario di innovazione

25 Differenze a livello di singolo paese, non esiste un modello di innovazione univoco I leader nell'ambito dell'innovazione, come USA e Germania, evidenziano percezioni e priorità contrastanti. Le economie emergenti non costituiscono un blocco unico: i mercati emergenti dell'asia hanno un andamento migliore rispetto a quelli dell'africa L'efficacia del supporto del governo all'innovazione è valutata in modo sempre più eterogeneo (Singapore, EAU, Cina e Arabia Saudita hanno una valutazione nel merito sempre più positiva; gli USA rimangono stabili con un livello minore di soddisfazione) Gli USA confermano e rafforzano la propria posizione di primo piano a livello di innovazione (leader dell'innovazione e contesto più favorevole all'innovazione), almeno da un punto di vista reputazionale (gli indicatori macroeconomici forniscono un quadro più dibattuto) Corea del Sud, Singapore e India sono percepiti dalla comunità globale come ambienti meno orientati all'innovazione

26 Domande specifiche relative ai settori sanitario e dell'energia Il settore dell'energia sta affrontando sfide molteplici; tuttavia, trainare la crescita economica con fonti di energia nuove e più sostenibili è identificata come priorità assoluta Fare in modo che l energia contribuisca alla crescita economica in senso lato è considerata la sfida principale La riduzione dell'impatto ambientale dell'energia e la diversificazione del mix energetico sono al secondo posto Il ruolo crescente dell'analisi dei dati nell'incrementare l'efficienza del settore è un fattore riconosciuto, ma meno prominente nell'opinione degli intervistati per il settore dell energia Si prevede che saranno l'innovazione tecnica e quella medica (es. dispositivi per imaging e diagnostica) a fornire il supporto più significativo al miglioramento della qualità nel settore sanitario Questo è il primo fattore trainante identificato dagli intervistati per il settore sanitario Anche l'innovazione scientifica, e in particolare la scienza genetica applicata alla diagnostica, risulta molto alta in classifica Si prevede che anche l'innovazione a livello di politiche (campagne di sensibilizzazione, diagnosi precoce delle malattie) rivestirà un ruolo di primo piano

27 Detailed findings Imagination at work

28 Innovation executives are acutely aware that powerful trends are at work that will change the business environment Collaboration, convergence, Industrial Internet, Data-analytics change(d) the way business are innovating Collaboration is already embraced and delivering positive results, the risk is worth taking Convergence of technology and big data are more than buzz words, they become a reality but create implementation challenges Firms broadly boosted their analytics capabilities but a small majority have leveraged the predictive dimension of Big data. Those who did recognize the value it added to their innovation process and the influence it conferred data scientists in their organization Awareness of the Industrial Internet is significant, but the concept still needs to demonstrate its true revolutionary nature. High tech, Telecom and Energy industries have already prepared to embrace the revolution, Manufacturing and Healthcare slower to adopt The debate around the impact of Industrial internet on the job market is not settled, but a majority reject the hypothesis of a net negative impact on employment

29 Innovation is acknowledged as driver of general improvement in countries. But some executives sense a scepticism amongst their national public opinion about the impact of technological innovation on inequalities PEOPLE IN MY COUNTRY LIVE BETTER TODAY THAN 10 YEARS AGO BECAUSE OF THE IMPACT OF INNOVATION ON THEIR LIFE AND ON OUR COUNTRY 7% 13% 46% Strongly agree 34% Somewhat agree Somewhat disagree Strongly disagree THERE IS A STRONG FEAR THAT TECHNOLOGICAL INNOVATION WILL INCREASE INEQUALITIES 19% 28% 45% 80% 47% 26% Strongly agree 27% Somewhat agree Somewhat disagree Strongly disagree Q6-3. Would you say that you strongly agree, somewhat agree, somewhat disagree or strongly disagree with the following opinions? Q10-4. Thinking about your country in particular, how far do you agree with the following statements? There is a strong fear that technological innovation will increase inequalities. Base: Global results N= 3,209 / Base: Italy results N= The country is under-indexing compared to the global average

30 The apprehension of the impact of technological innovation on inequalities varies across countries THERE IS A STRONG FEAR THAT TECHNOLOGICAL INNOVATION WILL INCREASE INEQUALITIES 100% 90% 80% 70% 40% 20% 10% 0% More pessimist (over-indexing) 75% 70% 70% 67% 66% 65% 56% 53% More optimistic (under-indexing) 49% 47% 47% 46% 45% 43% 41% 41% 39% 39% 37% 36% 36% 31% 28% 24% 21% Q10-4. Thinking about your country in particular, how far do you agree with the following statements? There is a strong fear that technological innovation will increase inequalities. Base: Country results N= per market / Base: Italy results N=

31 A new Industrial Revolution? Split perceptions We are currently in a new Industrial Revolution at the meeting of hardware and software, a historical shift into the age of advanced manufacturing and industrial internet Revolution Evolution Myth 52% 42% 6% This statement is true, this new industrial revolution is a reality This is an overstatement, we observe a continuous technical evolution, not a revolution per say This statement is untrue, this new industrial revolution is a myth Q18-2. Now we are going to present different views on these emerging trends, we would like you to pick the one you feel is the truest or the most relevant. Base: Global results N= 3,209 31

32 Continuity for developed markets, a radical change for the emerging ones 100% We are currently in a new Industrial Revolution at the meeting of hardware and software, a historical shift into the age of advanced manufacturing and industrial internet A revolution An evolution 90% 80% 70% 82% 78% 77% 72% 71% 66% 65% 59% 59% 57% 57% 55% 51% 47% 45% 44% 43% 40% 38% 36% 35% 32% 31% 26% 20% 10% 0% Q18-2. Now we are going to present different views on these emerging trends, we would like you to pick the one you feel is the truest or the most relevant. Base: Country results N= per market / Base: Italy results N=

33 % OF BUSINESSES ALREADY EQUIPPED WITH A STRATEGY OR PROCESS TO MAKE THE MOST OF Collaboration with start-up and entrepreneurs Collaboration is an established trend and a (upcoming) reality for most Convergence of technology Not all have heard of it, but many are getting ready for it Big Data Not all have heard of Big data, but half companies are getting ready for it Industrial Internet A more confidential trend but some are already actively looking into it A multifaceted change, businesses are embracing by stages 47% 32% 25% 25% % Totally /quite prepared Totally prepared Quite prepared Not quite prepared but planning to Not at all prepared and not planning to Don't know 34% 40% 44% Never heard of it Q17. Is your business already equipped with a strategy or process to make the most of Base: Global results N= 3,209 33

34 External collaboration is now a reality, and demonstrates to be a profitable risk worth taking The facts But this is a risk worth taking if you want to successfully innovate nowadays COLLABORATING WITH EXTERNAL BUSINESS PARTNERS CAN PUT MY BUSINESS AT RISK AS REGARD INTELLECTUAL PROPERTY AND TRADE SECRETS 87% 77% 23% And this is why you company should avoid 13% The revenue and profit generated by collaborative innovation activities has been growing over the last year My company embraces open source innovation involving external stakeholders such as entrepreneurs in the internal development of new ideas My company has already resorted to crowdsourcing soliciting contributions (ideas, content, investment, etc.) from a large and varied group of stakeholders for its innovation activities Q14. Which of these two statements is closer to your opinion? Q13. Which of the following apply in your company? Base: Global results N= 3,209 / Base: Italy results N= % 59% 34% The country is over-indexing compared to the global average 34 The country is under-indexing compared to the global average 46% 48% 16%

35 Collaboration, a reality in most markets AND THE REVENUE AND PROFIT GENERATED BY COLLABORATIVE INNOVATION ACTIVITIES HAS BEEN GROWING OVER THE LAST YEAR 100% 90% 80% 70% 40% 20% 10% 0% 79% More collaborative (over-index) 76% 76% 75% Global average 64% 72% 71% 71% 70% 69% 68% 67% 66% 66% 65% 64% 64% 63% 61% 61% Less collaborative (under-index) 57% 52% 46% 41% 35 Q13. Which of the following apply in your company? YES Base: Country results N= per market / Base: Italy results N= 100

36 % 41% 49% 46% 61% 61% 59% 68% 58% 66% 55% 63% 52% 63% 71% 67% 75% 65% 69% 65% 67% 67% 64% 62% 57% 67% 61% 74% 70% 78% 72% 72% 64% 65% 62% 76% 71% 71% 66% 72% 77% 75% 76% 79% Some countries have increased their collaboration effort even further than last year AND THE REVENUE AND PROFIT GENERATED BY COLLABORATIVE INNOVATION ACTIVITIES HAS BEEN GROWING OVER THE LAST YEAR 100% % 80% 70% 40% 20% 10% 0% Increased Stable Decreased 2014 NEW markets 2014 Q13. Which of the following apply in your company? YES Base: Country results N= per market/ Italy results N=

37 The ability or willingness to embrace change varies size of company 80% 75% 70% 65% 55% 45% 40% 35% The revenue and profit generated by collaborative innovation activities has been growing over the last year 59% 65% 67% 68% < ,000 1,000+ Number of employees And similarly, reinforcing IP to encourage stronger collaboration between companies is critical especially for companies with 501 to 1,000 employees 80% 75% 70% 65% 55% 45% 40% 35% 39% 38% 41% 36% < ,000 1,000+ Number of employees Q13-1. Which of the following apply in your company? (% Yes) & Q12-1. What are the main priorities your country should focus on to efficiently support innovation? (% critical priority) Base: <100 employees N= 907; employees N= 1045; 501-1,000 employees N=588; >1,000 employees N=

38 And it also varies by sector My company has already resorted to crowdsourcing My company embraces open source innovation 61% 62% 67% 58% 64% 58% 58% 57% 58% 52% 40% 40% 37% 37% 36% 35% 32% 31% 31% Professional services High-tech / IT Other Industrial products Energy Healthcare FMCG Manufacturing Electronics Telecoms Automotive Q13-2&3. Which of the following apply in your company? Base: Sectors Min n=140 Max n=469 38

39 Big data is not longer a buzz word Do you believe in the importance of data sciences and analytics in enabling innovation? Big data is critical to optimize the business operational efficiency of all types of businesses Big data is a critical tool to optimize the business efficiency, but only for certain types of businesses Data sciences and analytics can be useful tools but not as critical as often said Big data is more of a buzz word than a reality 23% 6% 31% 39% Critical for all Critical for some Useful tool Buzz Word 29% 45% 22% 4% Q19. Do you believe in the importance of data sciences and analytics in enabling innovation? By Data sciences and analytics, also often referred to as Big data, we mean the ability for a company to use analytics to create strategic knowledge from large The country is over-indexing compared to the global average 39 The country is under-indexing compared to the global average

40 57% 56% 56% 48% 48% 48% 46% 45% 44% 44% 44% 42% 38% 36% 36% 36% 35% 34% 32% 29% 25% 25% 23% 13% 70% 36% 28% 29% 20% 15% 24% 22% 17% 22% 28% 26% 31% 32% 29% 26% 40% 32% 37% 38% 33% 28% 34% 31% 42% 44% 24% 27% 41% 45% 6% 15% 18% 21% 20% 25% 40% 43% 15% 25% 22% 24% 31% 37% 34% 39% 47% 46% 51% 29% 34% But not all markets are familiar with Big data 100% 90% 80% 70% 40% 20% 10% 0% Never heard Not completely sure Fully familiar 40 Q15-3. Are you familiar with the following notions? Big data Base: Country results N= per market / Base: Italy results N= 100

41 Big Data, the reality: THE BUSINESS NEED THE SOLUTION THE FACTS Most identify the need for predictive data But only half identify Big Data as being the solution HAS YOUR COMPANY INCREASED ITS ABILITY TO ANALYZE LARGE AND COMPLEX AMOUNTS OF DATA OVER THE LAST YEAR? 84% Believe it is critical to understand customers and anticipate market evolutions to innovate successfully 53% Believe it is critical to use analytics and predictive knowledge to innovate successfully Yes 47% 29% 24% No, but we are planning to No and we won t Q1-3 Q2-9 innovation priorities, Base all n=3,209. Q21. Big data is / will be a real challenge for my company as it forces to allocate resources and budget at the expense of more traditional activities (e.g. marketing, insight, research, etc). Base Those which increased/planning to increase ability N= 1,851 //Q22/Has your company managed to make the most 41 out of the data collected and convert this into added value for the innovation process? Base: Big Data users global N= 1,135 //20 bis/ Do data scientists, i.e. those who able to make sense of large amounts of data, have strong influence and authority in your company. Base Big data enabled companies N=721

42 The planning of increased analytical capabilities is polarising across countries HAVE NOT INCREASED THEIR ABILITY TO ANALYZE LARGE AND COMPLEX AMOUNTS OF DATA OVER THE LAST YEAR AND WON T 100% 90% 80% 70% 40% 20% 10% 0% 55% Stronger rejection (over-index) 52% 44% 42% 40% 38% 37% 36% 35% 34% 32% 29% 29% 28% Global average 24% 25% 23% 21% 20% 19% 19% Stronger acceptance (under-index) 16% 14% 12% 12% 9% 42 Q20. Has your company increased its ability to analyze large and complex amounts of data over the last year? (% Yes)

43 Sectors with more advanced technical expertise or more structured sets of data lead the change, but better be a larger company NUMBER OF COMPANIES WHICH HAVE INCREASED ABILITY TO ANALYZE LARGE AND COMPLEX AMOUNTS OF DATA OVER THE LAST YEAR? 100% 90% 80% 70% 40% 53% 53% 48% 47% 46% 45% Global average 44% 42% 41% 40% 38% 35% 52% Global average 44% 47% 43% 37% 20% 10% 0% 43 Q20. Has your company increased its ability to analyze large and complex amounts of data over the last year? (% Yes) Base: Sectors Min n=140 Max n=469 / company size: <100 employees N= 907; employees N= 1045; 501-1,000 employees N=588; >1,000 employees N= 669

44 Big Data, the reality: And many dread the challenge/ impact of its implementation on the business model Those experiencing increased data analytics capabilities see the added value Big Data brings into their innovation process 61% of those who have made the move or are planning so, Declare Big data is / will be a real challenge as it forces to allocate resources and budget at the expense of more traditional activities 69% declare they made the most out of the data collected and converted it into added value for the innovation process Q1-3 Q2-9 innovation priorities, Base all n=3,209. Q21. Big data is / will be a real challenge for my company as it forces to allocate resources and budget at the expense of more traditional activities (e.g. marketing, insight, research, etc). Base Those which increased/planning to increase ability N= 1,851 //Q22/Has your company managed to make the most 44 out of the data collected and convert this into added value for the innovation process? Base: Big Data users global N= 1,135 //20 bis/ Do data scientists, i.e. those who able to make sense of large amounts of data, have strong influence and authority in your company. Base Big data enabled companies N=721

45 Industrial Internet : more confidential. Industrial internet or Internet of things = The next generation of internet integrating complex physical machinery with networked sensors and software FAMILIARITY WITH THE NOTION THE 'INDUSTRIAL INTERNET' OR INTERNET OF THINGS' WILL HAVE A RATHER... Fully familiar with this notion Heard of it but were not completely sure of its meaning 26% Never heard of it 44% 56% Positive impact on the job market, fuelling companies performance and growth and creating new demand for employment 31% 18% 44% 7% Neutral impact on the job market, transforming the overall job market Negative impact on the job market, making it easier to replace unskilled workers by machines and automated processes Q15. Are you familiar with the following notions? Base: Global results N= 3,209 // Q18-1. Now we are going to present different views on these emerging trends, we would like you to pick the one you feel is the truest or the most relevant. Base: Global results N= 3,209 45

46 High tech / IT and Telecoms are paving the way innovation executives agree the industrial internet will drive innovation success in the future % OF BUSINESSES ALREADY EQUIPPED WITH A STRATEGY OR PROCESS TO MAKE THE MOST OF 6% 19% 20% 9% Never heard of it 44% Never heard of it Not planning to Planning to Prepared 34% 31% 29% 28% 26% 26% 26% 25% 21% 21% 20% 23% 8% 16% 21% 20% 20% 19% 18% 19% 22% 21% 20% 17% 9% 8% 7% 10% 5% 9% 9% 10% 6% 32% 35% 40% 41% 45% 42% 48% 45% 47% 47% 53% High-tech / IT Telecoms Energy Professional services Automotive Electronics Industrial products FMCG Healthcare Manufacturing Other Q17. Is your business already equipped with a strategy or process to make the most of Base: Global results N= 3,209 / Sectors Min n=140 Max n=469 46

47 The GloCal nature of Innovation is becoming a table-stake, the innovation playground knows no borders Infrastructure challenges of emerging economies don t stop innovative businesses, even if scaling up is a clear issue for them Increasingly Innovation is about finding the right talent, partners, resources, ideas and insight on a global scale Constraints in emerging markets can be converted into opportunities, even if some interesting differences emerge on this notion The focus on local needs and specificities is being recognized In most emerging economies, multinational companies drive Innovation much more prominently than local governments or academia, and more so than local business

48 Think glocal! INNOVATION IS INCREASINGLY BECOMING A GLOBAL GAME, MERGING AND COMBINING TALENTS, IDEAS, INSIGHTS AND RESOURCES ACROSS THE WORLD IS THE ONLY WAY TO BE SUCCESSFULLY INNOVATIVE 4% 14% 48% Global 82% 34% Glocalization 9% 37% 18% Local 73% 36% MORE THAN EVER BEFORE, INNOVATION NEEDS TO BE LOCALIZED TO SERVE SPECIFIC MARKET NEEDS Strongly agree Somewhat agree Somewhat disagree 76% 84% 73% Strongly disagree Q6-2&1. Would you say that you strongly agree, somewhat agree, somewhat disagree or strongly disagree with the following opinions? Base: Global results N= 3,209

49 96% 90% 87% 92% 86% 96% 85% 92% 85% 83% 81% 86% 77% 75% 72% 74% 72% 71% 71% 70% 70% 75% 69% 69% 68% 61% 66% 66% 64% 73% 64% 73% 63% 61% 59% 59% 67% 74% 74% 72% 89% 88% 85% 88% 85% 87% 82% 95% 91% 90% 90% Localized innovation is more polarizing MORE THAN EVER BEFORE, INNOVATION NEEDS TO BE LOCALIZED TO SERVE SPECIFIC MARKET NEEDS INNOVATION IS INCREASINGLY BECOMING A GLOBAL GAME, MERGING AND COMBINING TALENTS, IDEAS, INSIGHTS AND RESOURCES ACROSS THE WORLD IS THE ONLY WAY TO BE SUCCESSFULLY INNOVATIVE 100% 90% 80% 70% 40% 20% 10% 0% Q6-2&1. Would you say that you strongly agree, somewhat agree, somewhat disagree or strongly disagree with the following opinions? Base: Global results N= 3,209. Base: Country results N= per market / Base: Italy results N=

50 Constraints in emerging markets mostly seen as an innovation opportunity THE CONSTRAINTS EXPERIENCED BY SOME EMERGING COUNTRIES (E.G. LOWER PURCHASING POWER, ENERGY CHALLENGES, LACK OF INFRASTRUCTURES, ETC.) Create innovation opportunities for companies, willing to invest in overcoming them 65% 74% 26% Make it almost impossible to innovate there 35% CREATE INNOVATION OPPORTUNITIES Professional services Telecoms FMCG Healthcare Energy Other High-tech / IT Automotive Manufacturing Industrial products Electronics 1, , <100 70% 70% 71% 71% 73% 73% 73% 74% 75% 76% 76% 76% 77% 77% 79% Q4-5. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Base: Global results N= 3,209 / Base: Country results N= per market / Base: Italy results N= 100 The country is over-indexing compared to the global average 50 The country is under-indexing compared to the global average

51 the most relevant in driving successful innovation. Base: Country results N= per market / Base: Italy results N= 100 No consensus amongst emerging countries THE CONSTRAINTS EXPERIENCED BY SOME EMERGING COUNTRIES CREATE INNOVATION OPPORTUNITIES FOR COMPANIES, WILLING TO INVEST IN OVERCOMING THEM 100% 90% 80% 70% 40% 20% 10% 0% Over-indexing 85% 85% 85% 82% 82% 81% 79% 78% 78% 77% 76% 76% 74% 74% 74% 73% 73% 71% 71% 70% Global average 74% Under-indexing 67% 65% 63% 62% 62% 61% Q4-5. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or 51

52 Multinationals more likely to be the local innovation champion than large national enterprises 33% 6% 26% 2% 11% 33% 17% 18% 5% 22% 9% 24% 11% 27% 15% 25% 13% 23% 12% 25% 14% 20% 12% 17% 10% 15% Q7. Who do you think is driving innovation the most today in your country? Base: Country results N= per market / Base: Italy results N= 100 9% 16% 13% 17% 14% 16% 14% 12% 12% 16% 18% 7% 9% 12% 14% 10% 13% 9% 16% 7% 19% 19% 32% 11% 25% 45% 40% 35% 25% 20% 15% 10% 5% 0% WHO IS DRIVING INNOVATION THE MOST TODAY IN YOUR COUNTRY? More multinationals Multinationals Large enterprises headquartered in your country Both equally More large national companies 52

53 The business fabric of innovation varies across countries, each picking a combination of business types to lead it Smaller businesses mostly US Sweden Italy Israel South Africa Poland Smaller businesses & Public organisations China UK Smaller businesses & Large national companies Germany Japan Canada Public organisations mostly Singapore Turkey Algeria Public organisations & Large national companies Russia Large national companies mostly South Korea Public organisations & Multinationals Malaysia UAE / KSA Kenya Mexico Large national companies & Multinationals Brazil India Multinationals mostly Nigeria Smaller businesses & Multinationals Australia / Indonesia Q7. Who do you think is driving innovation the most today in your country? Based on businesses for which a country over-indexes compared to global average Base: Country results N= per market

54 To maximize the potential of this new environment business leaders need to make some «tough calls» The need for disruption in processes and behaviors is established as a criterion for success But business leaders are still very much focused on short term profitability And struggle to adopt more spontaneous, creative and interactive innovation models More traditional organizational design attached to Innovation activities remain the norm Innovation is disrupting the business status-quo, business leaders face uneasy trade-offs

55 Being truly innovative is a challenge, requiring to change mind-sets, behaviours and processes. Disrupt! 64% agree that to be successful when innovating, companies must encourage creative behaviours and disruptive processes in the business, especially: 70% in the Healthcare sector Vs. 64% in all other sectors 67% Amongst those that already collaborate Vs. for those who don t 68% Amongst those already use open sources Vs. for those who don t 69% Amongst those already use big data Vs. 63% for those who don t Very consistently across audience, 59% consider the difficulty to come up with radical and disruptive ideas as a key challenge killing your business s ability to innovate efficiently, independently from the profile of their company 55 Q5-1. Do you consider any of the following as key challenges killing your business s ability to innovate efficiently? Q1_5. Thinking about how companies manage innovation, how important are the following for a company to be able to innovate successfully? (Grades from 8 to 10) Base: Global results N= 3,209

56 46% 44% 51% 51% 41% 48% 53% 56% 73% 70% 69% 69% 69% 70% 66% 62% 66% 64% 64% 69% 63% 63% 63% 65% 61% 63% 61% 65% 59% 51% 58% 51% 56% 58% 55% 59% 55% 54% 54% 57% 49% 55% 61% 64% 73% 69% 80% 87% 87% 86% Emerging countries are the most open to disrupt their internal business model WHEN INNOVATING, COMPANIES MUST ENCOURAGE CREATIVE BEHAVIOURS AND DISRUPTIVE PROCESSES IN THE BUSINESS, ESPECIALLY 100% 90% 80% 70% 40% 20% 10% 0% THE DIFFICULTY TO COME UP WITH RADICAL AND DISRUPTIVE IDEAS AS A KEY CHALLENGE KILLING YOUR BUSINESS S ABILITY TO INNOVATE EFFICIENTLY, INDEPENDENTLY FROM THE PROFILE OF THEIR COMPANY Q5-1. Do you consider any of the following as key challenges killing your business s ability to innovate efficiently? Q1_5. Thinking about how companies 56 manage innovation, how important are the following for a company to be able to innovate successfully? (Grades from 8 to 10) Base: Country results N= per market / Base: Italy results N= 100

57 But behind good disruptive intentions, most prefer to stick to well-established and more conservative practices and processes WHEN INNOVATING, IT IS BEST.. THE MOST SUCCESSFUL INNOVATIONS ARE To protect the core business' profitability as much as possible, so to support research & innovation efforts 72% 28% Not to worry about the potential short term negative impact on the core business' revenue Planned, emerging through a structured innovation process 62% 38% Spontaneous, emerging through the interactions of creative individuals 76% 24% 65% 35% Q4-1&2. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Base: Global results N= 3,209 / Base: Italy results N= The country is under-indexing compared to the global average

58 46% 38% 40% 79% 78% 75% 74% 74% 68% 72% 78% 72% 75% 72% 74% 70% 68% 62% 66% 65% 62% 70% 68% 59% 58% 56% 54% 53% 51% 51% 49% 57% 66% 61% 76% 77% 75% 74% 72% 74% 74% 73% 79% 80% 77% 89% 89% 100% 90% 80% 70% 40% 20% 10% 0% Some markets are more disruptive than others as regard the ideal innovation process, but the large majority agrees on the importance to protect the core business' profitability THE MOST SUCCESSFUL INNOVATIONS ARE PLANNED, EMERGING THROUGH A STRUCTURED INNOVATION PROCESS WHEN INNOVATING, IT IS BEST TO PROTECT THE CORE BUSINESS' PROFITABILITY AS MUCH AS POSSIBLE, SO TO SUPPORT RESEARCH & INNOVATION EFFORTS 58 Q4-1&2. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Base: Country results N= per market / Base: Italy results N= 100

59 Internal agility and speed clearly identified as prerequisites to Innovation success Fast works related concepts are getting traction, but old reflexes are hard to shake-off Internal inertia is identified a strong «innovation killer» How to foster an environment fully ready for disruptive and radical innovation is a key challenge The ability to adopt and implement emerging technologies fast is clearly identified as a business driver and competitive advantage, but only a few excel at it The acceleration of the go-to market process (test fast, fail fast, pivot fast) is embraced by half of Innovation executives, but still generate considerable nervousness

60 There is a strong consensus on the need for internal agility, and the difficulty of achieving it 67% agree that to be successful when innovating, companies must quickly adapt and implement emerging technologies Internal inertia is a key critical 20% challenge killing 18% their business s ability to innovate 18% efficiently 23% 18% 62% 61% 58% 57% Healthcare Manufacturing Professional services FMCG Industrial products 57% consider the internal inertia and the incapacity to be nimble, failing at rapidly converting ideas into actions is a challenge limiting their business s ability to innovate efficiently 17% 16% 15% 15% 15% 13% 57% 57% 55% 54% 53% 52% Automotive Energy Other High-tech / IT Electronics Telecoms Q1/Q2. Thinking about how companies manage innovation, how important are the following for a company to be able to innovate successfully? (Grades 8-10) 60 Q5-7. Do you consider any of the following as key challenges killing your business s ability to innovate efficiently (A critical challenge/ A bit of a challenge)? Base: Global results N= 3,209

61 40% 66% 65% 64% 64% 63% 61% 57% 57% 57% 57% 55% 53% 88% 84% 80% 77% 76% 76% 75% 75% 73% 73% 73% 72% 71% Emerging technologies are a priority for most TO BE SUCCESSFUL WHEN INNOVATING, COMPANIES MUST QUICKLY ADAPT AND IMPLEMENT EMERGING TECHNOLOGIES 100% 90% Over-indexing Global average 67% Under-indexing 80% 70% 40% 20% 10% 0% 61 Q1/Q2. Thinking about how companies manage innovation, how important are the following for a company to be able to innovate successfully? (Grades 8-10) Base: Country results N= per market / Base: Italy results N= 100

62 21% 39% 71% 67% 67% 66% 66% 66% 65% 65% 64% 63% 61% 57% 57% 56% 54% 54% 53% 52% 47% 45% 79% Internal inertia is an innovation challenge in most countries INTERNAL INERTIA IS A KEY CRITICAL CHALLENGE KILLING THEIR BUSINESS S ABILITY TO INNOVATE EFFICIENTLY 100% 90% 80% 70% 40% 20% 10% 0% Global average 57% Q5-7. Do you consider any of the following as key challenges killing your business s ability to innovate efficiently (A critical challenge/ A bit of a challenge)? 62

63 Speed to market remains a tougher decision dividing innovation executives into 2 camps To get to market as quickly as possible to keep an edge on competition WHEN INNOVATING, IT IS BEST.. Not to rush and take all the time needed to perfect the innovation think it is crucial for companies to adopt a test fast, fail fast, adjust fast approach in order to innovate successfully 42% 58% IT IS CRUCIAL FOR COMPANIES TO ADOPT A TEST FAST, FAIL FAST, ADJUST FAST APPROACH IN ORDER TO INNOVATE SUCCESSFULLY Energy Healthcare Professional services Manufacturing FMCG Electronics Other Industrial products High-tech / IT Telecoms Automotive Q4-4. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Q1/Q2. Thinking about how companies manage innovation, how important are the following for a company to be able to innovate successfully? (Grades 8 to 10) Base: Global results N= 3,209 & Base: Global sectors N= min n=40 (Telecomms) max n=469 (Manufacturers), / Base: Italy results N= % 47% 45% 45% 52% 51% 51% 49% 54% 53% The country is over-indexing compared to the global average 63 The country is under-indexing compared to the global average

64 the most relevant in driving successful innovation. Base: Country results N= per market / Base: Italy results N= 100 Speed to market, Japan leads the race WHEN INNOVATING, IT IS BEST TO GET TO MARKET AS QUICKLY AS POSSIBLE TO KEEP AN EDGE ON COMPETITION 100% 90% 80% 70% 40% 20% 10% 0% 71% Sprinters 59% 59% 57% 57% 56% 55% 54% 54% 54% 54% Global average Perfectionists 51% 51% 48% 48% 47% 47% 47% 46% 44% 43% 42% 42% 41% 36% Q4-4. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or 64

65 The speed at which business adopt emerging technologies is critical TO INNOVATE EFFICIENTLY AND SUCCESSFULLY, IT IS CRITICAL FOR COMPANIES To understand customers and anticipate market evolutions To attract and retain the most talented and skilled individuals 79% 84% +3 pts +6 pts To quickly adapt and implement emerging technologies To encourage creative behaviours and disruptive processes in the business To identify and work collaboratively with the best external business partners 64% 62% 67% = +1 pt - 4 pts To allocate and secure a specific budget for innovation activities To prioritize longer term innovation goals over shorter term financial objectives To adopt a test fast, fail fast, adjust fast approach To use analytics and predictive knowledge To make the most of public authorities' incentives, subsidies, tax credit 59% 58% 53% 48% + 5 pts - 1 pt - 4 pts To attract investors to fund innovative programs Q1/Q2.. How important do you think the following elements are for a company to be able to innovate successfully? (Grades from 8 to 10) Base: Global results N= 3,209 41% + 7 pts 65

66 54% 79% 69% 78% 79% 88% 82% 90% 75% 83% 72% 79% 74% 79% 87% 92% 85% 88% 84% 86% 82% 84% 83% 83% 79% 78% 78% 76% 79% 76% 86% 86% 86% 84% 86% 80% 86% 78% 92% 94% 94% 95% 90% 81% 92% 90% 87% 87% Identifying future opportunity is a core priority for all TO UNDERSTAND CUSTOMERS AND ANTICIPATE MARKET EVOLUTIONS 100% 90% Increased Stable Decreased % 70% 40% 20% 10% 0% NEW markets 2014 Q1/Q2. How important do you think the following elements are for a company to be able to innovate successfully? (Grades from 8 to 10) Base: Country results N= per market/ Italy results N=

67 54% 54% 62% 55% 64% 61% 62% 70% 66% 71% 82% 75% 73% 82% 69% 74% 67% 72% 78% 77% 75% 76% 83% 92% 88% 97% 83% 87% 83% 85% 80% 78% 83% 80% 79% 75% 86% 79% 78% 71% 83% 85% 82% 74% 85% 83% 78% 83% In many countries, the need for talent is becoming even more strategic TO ATTRACT AND RETAIN THE MOST TALENTED AND SKILLED INDIVIDUALS 100% 90% 80% 70% 40% 20% 10% 0% Increased Stable Decreased NEW markets 2014 Q1/Q2.. How important do you think the following elements are for a company to be able to innovate successfully? (Grades from 8 to 10) Base: Country results N= per market/ Italy results N=

68 41% 37% 39% 37% 48% 54% 48% 53% 53% 57% 61% 70% 55% 58% 54% 55% 62% 65% 63% 59% 63% 58% 67% 62% 64% 57% 56% 47% 52% 48% 55% 46% 62% 66% 64% 61% 57% 58% 71% 79% 73% 74% 72% 72% 91% 82% Less of a consensus on how best to council longer and shorter terms requirements TO PRIORITIZE LONGER TERM INNOVATION GOALS OVER SHORTER TERM FINANCIAL OBJECTIVES Increased Stable Decreased 100% 90% 80% 70% 40% 20% 10% 0% NEW markets 2014 Q1/Q2. How important do you think the following elements are for a company to be able to innovate successfully? (Grades from 8 to 10) Base: Country results N= per market/ Italy results N=

69 23% 25% 25% 43% 39% 43% 61% 46% 57% 53% 45% 54% 44% 52% 68% 58% 65% 55% 52% 56% 55% 55% 57% 57% 53% 52% 48% 47% 55% 53% 55% 63% 65% 55% 64% 58% 73% 71% 73% 80% 80% 84% 88% More businesses rely on internal funds in emerging markets TO ALLOCATE AND SECURE A SPECIFIC BUDGET FOR INNOVATION ACTIVITIES Increased Stable 100% % 80% 70% 40% 20% 10% 0% NEW markets 2014 Q1/Q2. How important do you think the following elements are for a company to be able to innovate successfully? (Grades from 8 to 10) Base: Country results N= per market; Italy results N =

70 17% 10% 19% 26% 38% 34% 24% 32% 23% 31% 20% 25% 26% 31% 23% 20% 31% 37% 34% 37% 41% 33% 34% 37% 37% 35% 33% 36% 33% 35% 36% 44% 45% 52% 47% 48% 59% 62% 68% 59% 56% 55% 48% 76% Attracting investors, still key in emerging markets TO ATTRACT INVESTORS TO FUND INNOVATIVE PROGRAMS Increased Stable Decreased 100% 90% 80% 70% 40% 20% 10% 0% NEW markets 2014 Q1/Q2.. How important do you think the following elements are for a company to be able to innovate successfully? (Grades from 8 to 10) Base: Country results N= per market/ Italy results N=

71 Designing effective and sustainable business models lays at the very core of innovation executives concerns and priorities Managing collaboration, articulating revenue streams, funding innovation activities and finding them a «home» in the company are identified as focus areas The difficulty to scale up Innovative business is the number one Innovation killer How to articulate revenue streams coming from innovative activities and more core business operations is challenging. Only a minority of respondents are ready to risk disrupting current profit streams to enable innovative business to grow How to fund innovation aggressively both from public and private sources is a challenge, both because of internal and external factors Deciding where best to embed and integrate the new functions and external partners can have important consequences on the operations and on the culture of the firm

72 The difficulty to define an effective business model to support new ideas and make them profitable is a challenge killing the ability to innovate for 72 Q5-2. Do you consider any of the following as key challenges killing your business s ability to innovate efficiently? Base: Global results N= 3,209

73 Base: Country results N= per market / Base: Italy results N= 100 Some markets express a stronger need to define a new business model to support successful innovation THE DIFFICULTY TO DEFINE AN EFFECTIVE BUSINESS MODEL TO SUPPORT NEW IDEAS AND MAKE THEM PROFITABLE IS A CHALLENGE KILLING THE ABILITY TO INNOVATE 100% 90% Over-indexing Global average Under-indexing 80% 70% 78% 76% 73% 72% 67% 67% 67% 65% 65% 64% 63% 63% 62% 61% 59% 40% 56% 53% 52% 52% 51% 49% 44% 44% 41% 20% 10% 0% Q5-2. Do you consider any of the following as key challenges killing your business s ability to innovate efficiently? 73

74 Businesses face many challenges limiting their ability to lead more radical and larger scale innovation KEY CHALLENGES KILLING THEIR BUSINESS S ABILITY TO INNOVATE EFFICIENTLY Implications Internal challenges Scaling up Disruptive ideas 61% 59% Effective business model 24% 21% 18% 37% 38% 42% Lack of investment Lack of talent 56% 57% 23% 22% 33% 35% Lack of top-down support 44% 19% 25% Internal inertia 57% 17% Risk averse 16% 40% 34% The incapacity to scale up successful innovations, to a wider or international market The difficulty to come up with radical and disruptive ideas The difficulty to define an effective business model to support new ideas and make them profitable To lack sufficient investment and financial support A lack of talent / inadequate skillset To lack internal support from leadership team/top management The internal inertia and the incapacity to be nimble, failing at rapidly converting ideas into actions The incapacity of the business to take risks Q5. Do you consider any of the following as key challenges killing your business s ability to innovate efficiently? Base: Global results N= 3,209 Critical challenge A bit of a challenge 74

75 Italian respondents more hindered than global view of what is limiting their ability to lead more radical and larger scale innovation Global average Italy The incapacity to scale up successful innovations, to a wider or international market 24% 32% To lack sufficient investment and financial support 23% 41% The difficulty to come up with radical and disruptive ideas 21% 32% A lack of talent / inadequate skillset 22% 27% The difficulty to define an effective business model to support new ideas and make them profitable 18% 27% To lack internal support from leadership team/top management 19% 22% The internal inertia and the incapacity to be nimble, failing at rapidly converting ideas into actions 17% 32% The incapacity of the business to take risks 16% 20% Over-indexing: More of a innovation killer than other countries Under-indexing: Less of a innovation killer than other countries Q5. Do you consider any of the following as key challenges killing your business s ability to innovate efficiently? Base: Global results N= 3,209 / Base: Italy results N=

76 Unsurprisingly, smaller and younger businesses suffer the most from this challenges Global average Number of employees Age of company < < 5 yrs 5 yrs+ C-level The incapacity to scale up successful innovations, to a wider or international market 24% 26% 26% 23% 17% 23% 23% To lack sufficient investment and financial support 23% 28% 22% 20% 20% 18% 23% 26% The difficulty to come up with radical and disruptive ideas 21% 23% 20% 20% 21% 21% 21% 23% A lack of talent / inadequate skillset 22% 26% 20% 20% 18% 24% 21% 24% The difficulty to define an effective business model to support new ideas and make them 18% 18% 18% 16% 19% 28% 18% 17% profitable To lack internal support from leadership team/top management 19% 21% 18% 18% 16% 23% 18% 16% The internal inertia and the incapacity to be nimble, failing at rapidly converting ideas into 17% 15% 18% 18% 20% 12% 18% 16% actions Over-indexing: More of a innovation killer Under-indexing: Less of a innovation killer The incapacity of the business to take risks 16% 19% 16% 14% 15% 15% 16% 16% Q5. Do you consider any of the following as key challenges killing your business s ability to innovate efficiently? Base: Global results N= 3,209 76

77 Energy Healthcare Automotive FMCG Electronics High-tech / IT Manufacturing Telecoms Professional services Industrial products Other Electronics and FMCG are most protected from these challenges Global average The incapacity to scale up successful innovations, to a wider or international market To lack sufficient investment and financial support The difficulty to come up with radical and disruptive ideas 24% 20% 26% 24% 23% 16% 19% 27% 25% 22% 31% 21% 23% 23% 25% 21% 22% 21% 27% 24% 24% 23% 23% 20% 21% 18% 21% 24% 21% 22% 17% 23% 18% 18% 25% 18% A lack of talent / inadequate skillset 22% 19% 24% 19% 20% 17% 24% 21% 25% 25% 24% 17% The difficulty to define an effective business model to support new ideas and make them profitable To lack internal support from leadership team/top management The internal inertia and the incapacity to be nimble, failing at rapidly converting ideas into actions The incapacity of the business to take risks 18% 19% 20% 20% 19% 15% 23% 18% 14% 17% 15% 11% 19% 18% 20% 17% 18% 15% 23% 18% 19% 22% 18% 15% 17% 17% 18% 20% 16% 13% 15% 18% 15% 23% 18% 15% 16% 17% 18% 14% 12% 17% 18% 19% 10% 18% 18% 11% Q5. Do you consider any of the following as key challenges killing your business s ability to innovate efficiently? Base: Global results N= 3,209 Over-indexing: More of a innovation killer Under-indexing: Less of a innovation killer 77

78 Despite seeing a factor as a critical innovation driver, only some excel in delivering it in their company THE PERFORMANCE OF THEIR COMPANY AGAINST INNOVATION DRIVERS To understand customers and anticipate market evolutions To attract and retain the most talented and skilled individuals To quickly adapt and implement emerging technologies To encourage creative behaviours and disruptive processes in the business To identify and work collaboratively with the best external business partners To allocate and secure a specific budget for innovation activities To prioritize longer term innovation goals over shorter term financial objectives To use analytics and predictive knowledge To adopt a test fast, fail fast, adjust fast approach To make the most of public authorities' incentives, subsidies, tax credit To attract investors to fund innovative programs 23% 24% 21% 25% 28% 26% 27% 25% 25% 27% 33% Critical for companies Performs extremely well Q1/Q2. How important do you think the following elements are for a company to be able to innovate successfully? Base: Global results N= 3,209 Q3. To what extent does your company currently perform against these success criteria? Based on those who said it was a critical factor (8-10) 41% 48% 53% 59% 58% 64% 62% 67% 79% 84% CONVERSION RATE 39% 32% 42% 41% 44% 39% 43% 47% 48% 56% 51% Only 39% of those who said it was an important driver think their company is excelling at delivering it 78

79 Despite seeing a factor as a critical innovation driver, only some excel in delivering it in their company THE PERFORMANCE OF THEIR COMPANY AGAINST INNOVATION DRIVERS To understand customers and anticipate market evolutions To attract and retain the most talented and skilled individuals To quickly adapt and implement emerging technologies To encourage creative behaviours and disruptive processes in the business To identify and work collaboratively with the best external business partners To allocate and secure a specific budget for innovation activities To prioritize longer term innovation goals over shorter term financial objectives To use analytics and predictive knowledge To adopt a test fast, fail fast, adjust fast approach To make the most of public authorities' incentives, subsidies, tax credit To attract investors to fund innovative programs 8% 16% 24% 21% 22% 21% 26% 27% 25% 31% 36% 34% Critical for companies Performs extremely well Q1/Q2. How important do you think the following elements are for a company to be able to innovate successfully? Base: Italy results N= 100 Q3. To what extent does your company currently perform against these success criteria? Based on those who said it was a critical factor (8-10) 57% 56% 61% 66% 68% 73% 73% 78% 83% CONVERSION RATE 28% 92% 29% 37% 32% 40% 44% 34% 22% 29% Only 28% of those who said it was an important driver think their company is excelling at delivering it 79

80 Business budget Public funds Private equity Funding Innovation remains highly complex External environment Crucial internal Innovation drivers Company performance Private investors are supportive of companies that need funds to innovate 65% Government and public authorities allocate an adequate share of their budget to support innovative companies 47% The lack of sufficient investment and financial support is a key challenge for 56% 57% The first priority is to fight bureaucracy and red tape for companies willing to access funds and incentives allocated to innovation 87% To attract investors to fund innovative programs 41% To make the most of public authorities' incentives, subsidies, tax credit 48% 21% of whom perform extremely well at attracting investors to fund innovative programs 27% of whom perform extremely well at making the most of public authorities' incentives, subsidies, tax credit To allocate and secure a specific budget for innovation activities 59% 23%* of whom perform extremely well at it To prioritize longer term innovation goals over shorter term financial objectives 58% 25%* of whom perform extremely well at it Q1/Q2. How important do you think the following elements are for a company to be able to innovate successfully? Base: Global results N= 3,209 Q3. To what extent does your company currently perform against these success criteria? Based on those who said it was a critical factor (8-10) 80

81 23% 37% 24% 31% 37% 36% 52% 54% 62% 62% 67% 62% 52% 48% 48% 54% 53% 52% 51% 58% 53% 56% 46% 64% 68% 63% 73% 66% 75% 62% 70% 72% 75% 66% 81% 75% 84% 81% 85% 79% 85% 87% 80% 76% 77% Overall, a consolidated support from private investors PRIVATE INVESTORS ARE SUPPORTIVE OF COMPANIES THAT NEED FUNDS TO INNOVATE Has improved Unchanged Has worsened 100% % 80% 70% 40% 20% 10% 0% NEW markets in 2014 Q10-1. Thinking about your country in particular, how far do you agree with the following statements? Private investors are supportive of companies 81 that need funds to innovate. Results for top 2 boxes (somewhat agree + totally agree). Base: Country results N= per market; Italy results N= 100

82 Even if disruption is accepted in theory, most prefer to stick to well-established and more conservative practices and processes WHEN INNOVATING, IT IS BEST.. THE MOST SUCCESSFUL INNOVATIONS ARE To protect the core business' profitability as much as possible, so to support research & innovation efforts 72% 28% Not to worry about the potential short term negative impact on the core business' revenue Planned, emerging through a structured innovation process 62% 38% Spontaneous, emerging through the interactions of creative individuals 76% 24% 65% 35% Q4. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Base: Global results N= 3,209 / Base: Italy results N=

83 Positioning innovative teams and activities inside the business is the dominant model, only Hightech and IT companies tend to be more open to an outside model Outside in a specialized and dedicated innovation /research centres High-tech / IT 38% IN TERMS OF ORGANIZATIONAL DESIGN, IT IS BEST TO POSITION INNOVATIVE TEAMS AND ACTIVITIES Healthcare Electronics FMCG 36% 33% 33% Inside the existing lines of businesses and structured teams 68% 32% Outside in a specialized and dedicated innovation /research centres Other Automotive Manufacturing Professional services Telecoms 32% 32% 31% Global average 32% 74% 26% Energy Industrial products 26% Q4-3. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Base: Global results N= 3,209 / Base: Global sectors N= min 140 (Telecomms) max 469 (Manufacturers) / Base: Italy results N= The country is under-indexing compared to the global average

84 the most relevant in driving successful innovation. Base: Country results N= per market / Base: Italy results N= 100 Apart from Japan, the majority of innovative executives prefer to keep innovative teams and activities inside the existing lines of business. However, some are less closed than others to externalization IN TERMS OF ORGANIZATIONAL DESIGN, IT IS BEST TO POSITION INNOVATIVE TEAMS AND ACTIVITIES OUTSIDE IN A SPECIALIZED AND DEDICATED INNOVATION /RESEARCH CENTRES 100% 90% 80% 70% 40% 20% 10% 0% Over-indexing 65% 46% 43% 42% 42% 40% 39% 38% Global average 32% Under-indexing 33% 32% 31% 31% 31% 31% 29% 28% 28% 27% 26% 26% 24% 23% 21% 21% 20% 19% Q4-3. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or 84

85 What are business leaders expectations regarding the role of government and public authorities? Provide a conducive Innovation framework, set the right incentives for Innovation, invest in talent, support SMEs and harness the power of multinationals Governments have to provide the right framework for Innovation (IP protection, minimal red tape and bureaucracy, public private partnership) They should also harness the power of public procurement to support innovation and manage subsidies carefully They should make sure they prepare and give access to the talent pool needed to innovate better They should focus innovation incentives on the value created beyond geographic or national considerations They should amplify the support to Innovative SMEs and at the same time capitalize on the drive Multinationals can bring to their Innovation landscape

86 Innovation executive expect Public Authorities to improve the overall innovation framework of their country Critical priority Important but not a critical priority Global average Fight bureaucracy and red tape for companies willing to access funds and incentives allocated to innovation Ensure that business confidentiality and trade secrets are adequately protected Better align students curricula with the needs of business Facilitate research cooperation with other countries Actively promote partnerships between the public and private sectors Reinforce IP to encourage stronger collaboration between companies Encourage the collaboration of private companies with SoEs Ensure public procurement leads the early adoption of major innovations Evaluate the impact some of its local content requirement and regulatory policies Ensure public procurement always favor the most innovative solutions even if they come from foreign countries Encourage and ease the hiring of talented foreign citizens 25% 24% 23% 29% 42% 41% 39% 54% 53% 52% 46% 46% 43% 42% 47% 43% 42% 42% 32% 33% 34% 87% 86% 85% 85% 83% 80% 72% 76% 71% 70% 67% 0% 20% 40% 80% 100% - 1 pt Q12. What are the main priorities your country should focus on to efficiently support innovation? Global average. Results for top 2 boxes (critical priority & important but not critical priority). Base: N= 3,209

87 6,0 5,5 5,4 5,3 5,2 5,1 5,1 5,0 4,9 4,8 4,6 4,5 4,2 4,1 4,0 3,8 3,5 3,4 3,3 3,3 3,2 3,1 2,7 2,6 2,5 2,4 Emerging markets put more pressure on policymakers to provide them with the framework they need to innovate successfully Innovation executives identify 4.1 priorities out of 12 as being critical to be addressed on average AVERAGE NUMBER OF CRITICAL PRIORITIES PER COUNTRY OUT OF 12 PRIORITIES 12/ Q12. What are the main priorities your country should focus on to efficiently support innovation? Average number of critical priorities per country out of 12. Base: Country results N= per market / Base: Italy results N= 100

88 10% 0 0 9% 0 23% 23% 23% 25% 27% 29% 31% 25% 26% 26% 24% 26% 23% 22% 17% 17% 27% 39% 35% 34% 31% 31% 38% 36% 43% 43% 49% 51% 48% 55% 51% 55% 57% 59% 59% 65% 69% 76% 75% 75% 88% The efficiency of government support for innovation is variable GOVERNMENT SUPPORT FOR INNOVATION IS EFFICIENTLY ORGANIZED 100% Has improved Unchanged Has worsened % 80% 70% 40% NEW markets % 10% 0% Q11-2. Thinking about the policies and actions undertaken in your country by the government and public authorities, how far do you agree with the following statements. Government support for innovation is efficiently organized. Results for top 2 boxes (somewhat agree + totally agree). Base: Country results N= per market; Italy results N=

89 72% 74% 69% 93% 93% 88% 91% 88% 86% 86% 83% 79% 79% 92% 95% 91% 87% 89% 88% 90% 90% 87% 92% 88% 88% A strong priority: ensure that business confidentiality and trade secrets are adequately protected ENSURE THAT BUSINESS CONFIDENTIALITY AND TRADE SECRETS ARE ADEQUATELY PROTECTED 94% 93% 94% 96% 98% 100% 93% 95% 93% % 90% 89% 90% 86% 82% 83% 85% 85% 85% 86% 85% 87% 81% 82% 80% 70% 40% 20% 10% 0% NEW markets in 2014 Q12-8. What are the main priorities your country should focus on to efficiently support innovation? Ensure that business confidentiality and trade secrets are adequately protected. Results for top 2 boxes (critical priority & important but not critical priority). Base: Country results N= per market; Italy results N=

90 % 89% 83% 88% 82% 87% 78% 80% 77% 71% 71% 64% 92% 97% 86% 90% 90% 90% 94% 93% 97% 96% 93% 92% 91% 88% 85% 79% 78% 74% 93% 87% 100% 93% 93% 86% 88% 84% 81% 78% 88% 98% 94% 94% 93% 92% 89% 88% Talent management remains an essential priority BETTER ALIGN STUDENTS CURRICULA WITH THE NEEDS OF BUSINESS Stable Decreased 100% % 80% 70% 40% 20% 10% 0% NEW markets in 2014 Q12. What are the main priorities your country should focus on to efficiently support innovation? Average number of critical priorities per country out 90 of 12. Base: Country results N= per market; Italy results N= 100

91 26% 24% 37% 37% 44% 31% 40% 25% 31% 23% 20% 9% 29% 32% 32% 34% 35% 29% 41% 48% 48% 49% 42% 41% 43% 45% 38% 55% 62% 55% 62% 58% 53% 54% 54% 59% 55% 64% 73% 66% 74% 77% 81% 83% The financial support from governments and public authorities varies significantly across countries GOVERNMENT AND PUBLIC AUTHORITIES ALLOCATE AN ADEQUATE SHARE OF THEIR BUDGET TO SUPPORT INNOVATIVE COMPANIES Improved Stable Worsened 100% 90% 80% 70% 40% 20% 10% 0% NEW markets Q12. What are the main priorities your country should focus on to efficiently support innovation? Average number of critical priorities per country out of 12. Base: Country results N= per market; Italy results N= 100

92 Public Procurement is expected to adopt a first in class practices MAIN PRIORITIES COUNTRY SHOULD FOCUS ON TO EFFICIENTLY SUPPORT INNOVATION Lead Better regulate Be open To ensure public procurement leads the early adoption of major innovations is a critical priority for 76% Evaluate the impact some of its local content requirement and regulatory policies 71% To ensure public procurement always favor the most innovative solutions even if they come from foreign countries 70% Q12. What are the main priorities your country should focus on to efficiently support innovation? Global average. Results for top 2 boxes (critical priority & important but not critical priority). Base: N= 3,209 92

93 Nuances in expectations in regards to procurement 100% 90% 80% 70% 40% 20% 10% 0% MAIN PRIORITIES COUNTRY SHOULD FOCUS ON TO EFFICIENTLY SUPPORT INNOVATION To ensure public procurement always favor the most innovative solutions even if they come from foreign countries leads the early adoption of major innovations is a critical priority for Q12-10&11. What are the main priorities your country should focus on to efficiently support innovation? Global average. Results for top 2 93 boxes (critical priority & important but not critical priority). Base: Country results N= per market / Base: Italy results N= 100

94 Public subsidies / preferences are broadly accepted, but nationality bias are favoured by a minority WHAT DO YOU THINK IS THE BEST PUBLIC POLICY? Give subsidies/preferences to both local and international businesses willing to bring innovative solutions to the market Give subsidies/preferences to local business only to favor the development of local solutions 51% [VALUE] [VALUE] Subsidies and preferences are not an effective way to support innovation as they introduce strong bias and have only short term effects Sectors More open to both Automotive 54% Healthcare 55% Energy 53% High-tech / IT 53% More local focus only Telecoms 38% Other 34% Electronics 32% Professional services 29% More rejectors Industrial products 22% FMCG 22% Manufacturing 21% Q4-6. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Base: Global results N= 3,209 94

95 49% 42% 41% 40% 39% 38% 35% 33% 32% 32% 31% 28% 26% 26% 26% 25% 24% 22% 22% 21% 20% 19% 19% 18% 18% 5% 20% 19% 19% 23% 12% 10% 20% 14% 11% 24% 18% 10% 7% 23% 14% 20% 21% 20% 19% 36% 31% 40% 28% 33% 25% 27% 38% 40% 41% 38% 55% 47% 54% 57% 46% 54% 65% 67% 76% 38% 51% 61% 56% 58% 58% 45% 42% 54% No consensus on the use of Public subsidies / preferences Give subsidies/preferences to both local and international businesses willing to bring innovative solutions to the market Subsidies and preferences are not an effective way to support innovation as they introduce strong bias and have only short term effects Give subsidies/preferences to local business only to favor the development of local solutions In Germany, Indonesia and the US, the role for Public Subsidies is rejected by more than 1 in 3 Innovation executives 100% 90% 80% 70% 40% 20% 10% 0% Q4-6. Now we are going to present different views on the ideal innovation process, we would like you to pick the one you feel is the truest or the most relevant in driving successful innovation. Base: Country results N= per market / Base: Italy results N=

96 Governments support to SMEs is largely seen as currently insufficient 100% 90% 80% 70% 92% 85% PUBLIC AUTHORITIES DO NOT SUPPORT SME S IN THEIR INNOVATION EFFORTS ENOUGH Over-indexing 76% 75% Global average 61% 67% 66% 65% 63% 63% 61% 61% 61% 58% 57% 56% 56% Under-indexing 40% 54% 54% 54% 51% 51% 51% 42% 41% 20% 10% 0% Q11-3. Thinking about the policies and actions undertaken in your country by the government and public authorities, how far do you agree with the following statements. Public authorities do not support SME s in their innovation efforts enough. Results for top 2 boxes (somewhat agree + totally agree). Base: N= 3,209 / Base: Italy results N=

97 Small is beautiful! SMEs, start-ups and individuals are seen as the innovation champions and the most promising collaboration partners WHO IS DRIVING INNOVATION THE MOST TODAY IN YOUR COUNTRY? 21% 20% 19% 85% of innovation executives agree collaboration with start-up and entrepreneurs will drive innovation success in the future 13% 11% 11% 3% 1% SMEs Start-ups & Individuals Multinationals Large Enterprises headquartered in your country Governments and public authorities Universities and research labs Public authorities at local level SoEs Q7. Who do you think are driving innovation the most today in your country? Base: Global results N= 3,209 97

98 SME s and start-ups are battling the innovation champions title across countries SMEs 45% 40% 35% 25% 20% 15% 10% 5% 0% WHO IS DRIVING INNOVATION THE MOST TODAY IN YOUR COUNTRY? More SMEs Both equally Start-ups & Individuals Multinationals Large Enterprises headquartered in your country More start-ups / individuals 98 Q7. Who do you think are driving innovation the most today in your country? Base: Country results N= per market / Base: Italy results N= 100

99 Country specifics, there is no one size fits all model for Innovation Innovation champions, like USA and Germany, display contrasted perceptions and priorities. Emerging economies are not a consistent block, Asian emerging markets are more positive than African markets The efficacy of government support to Innovation is increasingly contrasted (Singapore, UAE, China and KSA even more leading on this indicator than before, USA is stable at a low level of satisfaction) USA confirms and amplifies its status as a leader for Innovation (Innovation champion, and most innovation conducive environment) at least from a reputation standpoint (macro economic indicators providing a more contrasted picture) South Korea, Singapore, and India are less perceived as innovation-friendly environments by the Global community

100 Understanding customers/markets and attracting /retaining talents are increasingly the top priority drivers of successful innovation TO INNOVATE EFFICIENTLY AND SUCCESSFULLY, IT IS CRITICAL FOR COMPANIES To understand customers and anticipate market evolutions To attract and retain the most talented and skilled individuals 79% 84% +3 pts +6 pts To quickly adapt and implement emerging technologies 67% +1 pt To encourage creative behaviours and disruptive processes in the business To identify and work collaboratively with the best external business partners To allocate and secure a specific budget for innovation activities To prioritize longer term innovation goals over shorter term financial objectives To use analytics and predictive knowledge To adopt a test fast, fail fast, adjust fast approach 64% 62% 59% 58% 53% = - 4 pts + 5 pts - 1 pt - 1 pt On average executive describe 6.7 out of 12 as being critical priorities To make the most of public authorities' incentives, subsidies, tax credit 48% To attract investors to fund innovative programs Q1/Q2.. How important do you think the following elements are for a company to be able to innovate successfully? Base: Global results N= 3,209 / Base: Italy results N= % + 7 pts 100

101 Innovation executive expect Public Authorities to improve the overall innovation framework of their country Critical priority Fight bureaucracy and red tape for companies willing to access funds and incentives allocated to innovation Ensure that business confidentiality and trade secrets are adequately protected Better align students curricula with the needs of business Facilitate research cooperation with other countries Actively promote partnerships between the public and private sectors Reinforce IP to encourage stronger collaboration between companies Encourage the collaboration of private companies with SoEs Ensure public procurement leads the early adoption of major innovations Evaluate the impact some of its local content requirement and regulatory policies Ensure public procurement always favor the most innovative solutions even if they come from foreign countries Encourage and ease the hiring of talented foreign citizens Important but not a critical priority 25% 24% 23% 29% 42% 41% 39% 54% 53% 52% 46% 46% 43% 42% 47% 43% 42% 42% 32% 33% 34% Global average 87% 86% 85% 85% 83% 80% 72% 76% 71% 70% 67% 0% 20% 40% 80% 100% - 1 pt Q12. What are the main priorities your country should focus on to efficiently support innovation? Global average. Results for top 2 boxes (critical priority & important but not critical priority). Base: N= 3,209

102 23% 24% 31% 37% 37% 36% 52% 54% 62% 62% 67% 62% 63% 52% 48% 48% 54% 53% 52% 51% 58% 53% 56% 46% 64% 66% 75% 62% 68% 70% 66% 73% 72% 75% 75% 81% 84% 81% 79% 80% 76% 77% 85% 85% 87% Overall, a consolidated support from private investors PRIVATE INVESTORS ARE SUPPORTIVE OF COMPANIES THAT NEED FUNDS TO INNOVATE Has improved Unchanged Has worsened % 90% 80% 70% 40% 20% 10% 0% 102 Q10-1. Thinking about your country in particular, how far do you agree with the following statements? Private investors are supportive of companies that need funds to innovate. Results for top 2 boxes (somewhat agree + totally agree). Base: N= 3,209 / Base: Italy results N= 100

103 72% 74% 69% 93% 93% 88% 91% 88% 86% 86% 83% 79% 79% 92% 95% 91% 87% 89% 88% 90% 90% 87% 92% 88% 88% A strong priority: ensure that business confidentiality and trade secrets are adequately protected ENSURE THAT BUSINESS CONFIDENTIALITY AND TRADE SECRETS ARE ADEQUATELY PROTECTED 94% 93% 94% 96% 98% 100% 93% 95% 93% % 90% 89% 90% 86% 82% 83% 85% 85% 85% 86% 85% 87% 81% 82% 80% 70% 40% 20% 10% 0% Q12-8. What are the main priorities your country should focus on to efficiently support innovation? Ensure that business confidentiality and trade secrets are adequately protected. Results for top 2 boxes (critical priority & important but not critical priority). Base: N= 3,209 / Base: Italy results N=

104 10% 0 0 9% 0 23% 23% 23% 25% 27% 29% 31% 25% 26% 26% 24% 26% 23% 22% 17% 17% 27% 39% 35% 34% 31% 31% 38% 36% 51% 51% 43% 43% 49% 48% 55% 55% 57% 59% 59% 65% 69% 76% 75% 75% 88% The efficiency of government support for innovation is variable GOVERNMENT SUPPORT FOR INNOVATION IS EFFICIENTLY ORGANIZED 100% Has improved Unchanged Has worsened % 80% 70% 40% NEW markets % 10% 0% Q11-2. Thinking about the policies and actions undertaken in your country by the government and public authorities, how far do you agree with the 104 following statements. Government support for innovation is efficiently organized. Results for top 2 boxes (somewhat agree + totally agree). Base: N= 3,209 / Base: Italy results N= 100

105 Innovation champion WHAT IS THE COUNTRY THAT YOU CONSIDER TO BE THE LEADING INNOVATION CHAMPION? 35% 1 st 16% 2 nd 12% 10% 3 rd 4% 3% 2% 2% 1% 1% 1% 1% 1% 3% 4% USA Germany Japan China South Korea UK India Israel France Singapore SwedenSwitzerland UAE Other Unsure NEW +1 = = = = = ENTRANT NEW ENTRANT Exit: Netherlands, Canada 105 Q8. What is THE country that you consider to be the leading innovation champion? Base: N= 3,209 / Open- ended question

106 Assessment of the innovation environment in each market % 84% 82% 70% 66% 61% 61% 58% 57% 56% 54% 49% 47% 46% 46% 45% 41% 37% 28% 27% 27% 25% 25% 23% 18% 18% 17% 14% 12% 5% 4% 2% Q9. For each of the following markets, how far would you say that they have developed an Innovation-conducive environment? Base: N= 3,171 / Note: % of respondents that have given a grade superior or equal to 7/10 106

107 A consistency between reputation and performance *INSEAD Global Innovation Index Perception «Reality»* USA 1 3 Germany 2 7 Japan 3 10 UK 4 2 China 5 13 Canada 6 5 South Korea 6 8 Sweden 8 1 Singapore 9 4 India Israel 10 6 Australia 12 9 Italy Russia UAE Brazil South Africa Turkey Malaysia Indonesia Saudi Arabia Poland Mexico Nigeria Kenya Algeria The innovation frameworks of Sweden, Malaysia, Singapore are underappreciated The innovation frameworks of China, India and Japan are over evaluated 107

108 Global Evaluation /10 Evaluation of countries innovation environment 9,00 8,50 USA 8,00 Japan Germany 7,50 7,00 6,50 6,00 5,50 Malaysia Italy Brazil China UK South Korea Canada India Singapore Australia Russia Turkey South Africa UAE Sweden Israel 5,00 Poland Indonesia Mexico 4,50 Saudi Arabia 4,00 3,50 3,00 2,50 Algeria Nigeria Kenya 2,00 2,00 2,50 3,00 3,50 4,00 4,50 5,00 5,50 6,00 6,50 7,00 7,50 8, ,50 9,00 Self-evaluation /10

109 22% 12% 16% 13% 13% 24% 32% 39% 34% 33% 40% 28% 32% 28% 23% 27% 48% 48% 42% 51% 44% 43% 38% 42% 57% 58% 58% 56% 58% 68% 66% 58% 66% 58% 67% 72% 81% 82% 82% 80% 87% 88% 91% 89% 97% 94% The self-evaluation of the innovation framework in own country varies Has improved Stable Has worsened 100% 90% 80% % 40% 20% 10% 0% Q9. For each of the following markets, how far would you say that they have developed an Innovation-conducive environment? Note: % of respondents that have given a grade superior or equal to 7/10 to their own country Base: Country results N= per market/ Italy results N=

110 Health and Energy specific questions The Energy industry is facing multiple challenges, but driving economic growth through new and more sustainable sources of energy is identified as the absolute priority The contribution from energy to the broader economic growth is identified as the number one challenge The reduction of the environmental impact of energy and the diversification of the energy mix comes second The rising role of analytics in helping the industry become more efficient is recognized but less prominent in energy respondents opinion Technical and medical innovation such as imaging devices and diagnosis tools are expected to drive progress the most in quality of healthcare This is the first driver identified by Healthcare industry respondents Scientific innovation and especially applied genetic science to diagnostic are also very high in the ranking Policy innovation (awareness campaigns, early detection of diseases) is also expected to play a leading role

111 Energy priorities to tackle within 5 years WHAT ARE THE MAIN CHALLENGES THE ENERGY INDUSTRY WILL HAVE TO FACE IN THE NEXT FIVE YEARS? Absolute priority Absolute/somewhat a priority To drive economic growth by developing new sources of energy Identify and develop more sustainable sources of energy Reduce the environmental impact of conventional energy sources such as oil and gas Develop solutions to make conventional energy sources such as oil and gas more efficient and sustainable Make energy prices lower and more competitive Develop IT and analytic solutions to improve the control and maintenance of energy production, responding more efficiently to potential /breakage/technical issues Reduce the geostrategic tensions linked to energy, answering the challenges of energy security Improve the access to energy for individuals To be able to operate remotely in inaccessible areas such as deep seas, South pole, etc. Better answer the increasing need to share revenue and risk between companies involved in a collaborative innovation process 49% 46% 43% 36% 34% 23% 20% 86% 86% 84% 85% 74% 73% 77% 71% 59% 65% E1. What are the main challenges the energy industry will have to face in the next five years? Base: Global results N= 340* *Question asked only to executives from the energy sector 111

112 Healthcare what will drive progress in quality of healthcare in next five years IN THE NEXT FIVE YEARS, WHAT WILL DRIVE THE MOST PROGRESS IN THE QUALITY OF HEALTHCARE DELIVERED TO CITIZENS IN YOUR COUNTRY? First most important driver Summary 3 drivers Innovations in genomics and molecular medicine that can more precisely diagnose disease at the individual level New imaging devices, medical techniques or diagnosis tools Consumer awareness campaigns, screening and early detection of disease New molecules / medicines :Making sure we train enough healthcare professionals and technicians with the right skills to meet local needs Home health solutions, the consumerization of healthcare and the rise of wearable health monitoring devices Re-thinking how healthcare systems are organized and managed to build more financially sustainable operating models A cultural shift away from a disease based model to the value of healthy life Redefining how the private healthcare sector and public authorities collaborate The digitization of healthcare; improving healthcare delivery via use of information technology / data New financial / reimbursement / incentive models The adoption by developed markets of solutions initially created to answer the resource constraints in emerging markets Scientific innovation Technical / Medical innovation Policy innovation Pharma innovation Talent innovation Mobile innovation System innovation Cultural innovation Partnership innovation Digital Innovation Payment innovation Reverse innovation H1. In the next five years, what do you think will drive the most progress in the quality of healthcare delivered to citizens in your country? Please select options from the most important, to the second most important to the third most important driver. Base: Global results N= 417* *Question asked only to executives from the healthcare sector 5% 5% 2% 2% 3% 8% 8% 8% 7% 10% 10% 17% 17% 16% 16% 19% 24% 23% 25% 26% 25% None of these: 10% 42% 41%

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