People andinnovation
IBM Global Business Services
Human CapitalManagement
Getting ideas onthe table
IBM Institute for Business Value
IBM Institute for Business Value
IBM Global Business Services, through the IBM Institute or Business Value,develops act-based strategic insights or senior business executives around criticalindustry-speciic and cross-industry issues. This executive brie is based on anin-depth study by the Institute’s research team. It is part o an ongoing commitmentby IBM Global Business Services to provide analysis and viewpoints that helpcompanies realize business value. You may contact the authors or send an e-mail toiibv@us.ibm.com or more inormation.
People and innovation
Introduction
Top business leaders believe that innovation– more open, collaborative, multidisciplinaryand global than ever before – is the key tobusiness survival in the 21st century. In 2006,IBM conducted the Global CEO Study tobetter understand how CEOs are addressinginnovation in their organizations. Among itsfindings, CEOs cited an
unsupportive culture and climate
as a top barrier to innovation.To address the critical problem of how orga-nizations can eliminate barriers to innovationand make improvements to the culture andclimate, the IBM Institute for Business Valuehas followed the Global CEO Study 2006with a detailed analysis to better understandhow organizations can mobilize their mostimportant assets – their people, customersand suppliers – to more effectively innovate intoday’s business environment.It’s essential that executives in key roles leadthe way to create an innovation-friendly workenvironment. In addition to offering incentivesand rewards, leaders need to set the rightperceptions about risk-taking, infuse diversityinto the organization, capitalize on internalnetworks and improve external collaboration.This paper serves as a guide to those forward-thinking executives whose sights are set ondoing just that.
Getting ideas on the table
These days, everyone can attest to the importance of being innovative.In a knowledge economy where small insights can quickly shift the competitive landscape and capabilities can rapidly be bought, borrowed or built, we believe that those leaders who oversee a dynamic, fast- moving, innovation portfolio will have the best chance of breaking away from the pack and generating growth. But many organizations are finding it difficult to engage their people – from their employees to their customers to their suppliers – in the innovation process. If this is the case, then where do they start?
People and innovation
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