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Cracking the Code of Effective Innovation

Cracking the Code of Effective Innovation

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Published by futurethink
Does the "size" and "style" of your organization impact innovation?

What separates successful innovators from the rest of the pack? We surveyed 248 executives from around the world to rate their organizations along the four capabilities essential to innovation: Ideas, Strategy, Process and Climate. Learn how organizational "size and style" is driving innovation effectiveness today, and discover what you can do to make innovation more effective.
Does the "size" and "style" of your organization impact innovation?

What separates successful innovators from the rest of the pack? We surveyed 248 executives from around the world to rate their organizations along the four capabilities essential to innovation: Ideas, Strategy, Process and Climate. Learn how organizational "size and style" is driving innovation effectiveness today, and discover what you can do to make innovation more effective.

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Published by: futurethink on Nov 01, 2008
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11/14/2012

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Turn innovation into actionFuture Think LLC
|
 
© 2005–07 Reproduction prohibitedNew York NY
 
|
 
www.getfuturethink.com
Cracking the Code o Eective Innovation
Organizational Size and Style Is Driving Innovation Success
 
Turn innovation into actionFuture Think LLC
|
 
© 2005–07 Reproduction prohibitedNew York NY
 
|
 
www.getfuturethink.com
 June 2007
 
uture
think
 article: 
Cracking the Code oEective Innovation
Turn innovation into actionFuture Think LLC
|
 
© 2005–07 Reproduction prohibitedNew York NY
 
|
 
www.getfuturethink.com
Executive Summary
Innovation: A Buzzword that’s Broken
There seem to be two dierent and contradictory acets in the world o innovation today. On one hand,innovation has become the latest buzzword in corporate circles. Business publications scream about thelatest innovation in their headlines, the calendar is chock-ull o conerences that showcase “best prac-tices,” and a plethora o gurus litter the speaking circuit singing its praises.There is, however, a darker side to innovation. Just turn to the vast majority o organizations that arestruggling to make innovation work. Listen to rontline managers who are being asked to innovate by theirbosses and have no idea where to start. Just drop in at an organization where there’s palpable atigueater numerous brainstorms have gone nowhere. The reality is that innovation eorts are impotent in mostorganizations.
What Separates Successul Innovators rom the Rest o the Pack?
There are a ew rms that have made innovation a true discipline. Companies like Google, Apple, Whirl-pool, General Electric, and Procter & Gamble, among others, have demonstrated that there is a way tomake innovation an integral part o how one does business. What do these companies do so dierentlyrom the vast sea o mediocrity and ailed innovation eorts? What organizational capabilities do they pos-sess that are so dierent rom the rest?To help answer these questions, we conducted an online survey over an eight–month period. 248 execu-tives rom a cross–section o businesses around the world rated their organizations along the our capabil-ities essential to innovation: Ideas, Strategy, Process and Climate (see appendix or details). Respondentsanswered 20 questions in this diagnostic, broken down by each o the our capabilities, to help identiytheir organization’s strengths and weaknesses. Each answer was assigned a specic score and the nalscore indicated the innovation capabilities o each organization. We also asked respondents to indicatetheir sector and size o their organizations.This report outlines the key ndings rom our survey. It provides a number o implications or organiza-tions trying to tackle innovation today. For organizations that wish to be successul, it oers a rameworkto break down the “black box” o innovation into discrete and manageable tasks. It also provides cues onhow organizations may better innovate by looking at how they’re currently structured.

 
uture
think
 article: 
Cracking the Code oEective Innovation
2
Turn innovation into actionFuture Think LLC
|
 
© 2005–07 Reproduction prohibitedNew York NY
 
|
 
www.getfuturethink.com
How the Survey Was Conducted
Respondents completed a 20-question survey on our web site which let them rate their innovation eortsacross the our capabilities o IDEAS, STRATEGY, PROCESS, and CLIMATE. Each question touched upona specic element within each capability and was written in the orm o a statement (or example, “Wehave a core set o metrics in place to diagnose how and why our innovation eorts are being eective.”)Respondents chose to either agree, disagree, or neither agree/disagree with the statement. Each answerwas assigned a specic score. Capability scores ranged rom 0 to 5. These capability scores were addedup or the total innovation score. This score ranged rom 0 to 20. Respondents also specied the size otheir business (in terms o number o employees), and their industry. This helped us look at innovationscores through both o these lenses.The total score indicates the strength o an organization’s innovation capabilities. The higher the score,the more innovative the organization is and the closer it is to making innovation a discipline. Low scoresindicate that all is not well with innovation within the organization—it suggests that a company is not doingall it can to make innovation part o its everyday practice.
We present the fve key fndings rom our survey on the next page.

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