Published on March 12, 2014
A PLAYBOOK FORTHE NEW CHIEF INNOVATION OFFICER B I L L P O S TO N
39% 64% 8% Source:Apple, IBM & Royal Dutch Sell 2012 Annual Reports Growth Expectation Assets + Free Cash Flows Growth expectations as percent of total market value NYSE Valuation 
Source: Leslie Known, Wall Street Journal 2012; Samsung & Siemens 2012 Annual Report ‘’Our latest figures confirm our power of innovation” 33,528 “Technology innovation… accounts for our growth & stellar performance” “Our constant innovation and desire for positive change…”
8.3% 4.8% 4-YearAverage R&D Spend as a Percent of Revenue [2008-2011] Cross-Industry Average 73%M o r e HIGH-TECH SPENT Source: Booz&co.TheGlobal Innovation 1000: Comparison of R&D Spending by Regions and Industries I D E A S I N P R A C T I C E High-Tech Industry Average
0.73% -12.52% 18.57% 8.93% 9.22% -17.16% 15.52% 9.25% -20.00% -15.00% -10.00% -5.00% 0.00% 5.00% 10.00% 15.00% 20.00% 2008 2009 2010 2011 HIGH-TECH Year-Over-YearAverage Revenue Growth [2008-2011] 4.2% 3.9% BUT CROSS-INDUSTRY 8% L e s s REVENUE G R E W 73% M o r e HIGH-TECH S P E N T Source: Booz&co.TheGlobal Innovation 1000: Comparison of R&D Spending by Regions and Industries I D E A S I N P R A C T I C E
Source: Booz&co.TheGlobal Innovation 1000: Comparison of R&D Spending by Regions and Industries WHAT’SYOUR R&D EFFECTIVENESS RATIO? 8.3% 3.9% R&D Spend as % of Revenue0.47 HIGH-TECH INDUSTRY R&D EFFECTIVENESS RATIO YoY Average Revenue Growth = I D E A S I N P R A C T I C E Poor R&D Effectiveness
US Industrial R&D Spend by Size of Enterprise [1981-2011] Sources: National Science Foundation, Science Resource Studies, Survey of Industrial Research Development, 1991, 1999, 2001, 2013. 71% 68% 41% 35% 13% 10% 14% 17% 6% 6% 9% 8% 6% 8% 14% 17% 4% 9% 23% 23% 0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% 1981 1989 1999 2011 Less than 1,000 1,000–4,999 5,000–9,999 10,000–24,999 25,000 or more
Lack of a strategy Lack of alignment Overloaded pipeline Rampant incrementalism 1 3 Seven Chronic Problems 4 5 Short-term orientation 6 Accountability for results Lack of skills 7 Seven Chronic Problems
Source:Capgemini Consulting Survey 43% o r s i m i l a r i n p l a c e A CHIEF INNOVATION OFFICER ROLE, OF 260 LARGE COMPANIES SURVEYED HAD
Close Strategic Gaps Improve & Expand Capabilities Accelerate Change SUSTAIN Adjust Strategy Optimize Measure & Monitor Results Plan Linkages Learn Cultivate Talent TRANSFORMGET READY GET STARTED Define the Challenge Build A Cross- Functional Coalition Articulate Imperative Structure the Org Optimize Portfolio CleanOut Pipeline Take Stock, Focus on Results Develop Roadmap Formalize Strategy
Innovation Strategy Fuzzy Front End Business Strategy Innovation Leadership Consumer & Customer Insights Brand Technology NPD Portfolio Management In-market Portfolio Management Idea Concept Portfolio Management Launch Management Product Lifecycle Management New Product Development & Commercialization Results Analysis Are your innovation capabilities sufficient to transform your organization?
RESULTS INNOVATION RHETORIC INNOVATION VS. Join the conversation at www.thechiefinnovationofficer.com
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