GE-barometer IVA 19 mars

Välkomna till
innovationsseminarium 19 mars

1 © Copyright 2012 Daniel J Edelman Inc.

GE Global Innovation
Barometer
2013 Results – Focus Sweden


GE global innovation barometer methodology
Now in its third edition and spanning across 25 countries, the Sample covers a diversity of economic sectors
GE Global Innovation Barometer is an International opinion
survey of senior business executives actively engaged in the Other
Telecom /
Internet Other
management of their firm Innovation strategy. High-tech / IT 5% 2% Manufacturing
6% 17%
Professional
Services
The survey is conducted by StrategyOne / Edelman Berland 8%
a consulting and research company and funded by GE. The Health
Industrial
barometer examines the way business executives around Products 13%
8%
the world appreciate the framework for Innovation their
country has developed, it also details the perspective from Electronics
10% FMCG
business on the most efficient policies to support Innovation . Automotive / 11%
Transport /
Energy
Finally it adopts a firm centric approach to better understand Logistics
10%
10%
the way International businesses adapt their innovation
8 out of 10 respondents are men (no quota)
practices and strategies in a challenging economic
environment.


Sample and fieldwork details
3100 phone interviews (in local languages)

25 markets (tracking in 20 markets for 2 years Canada Ireland UK
Sweden
Russia
Netherlands Poland
Germany
and 10 markets for 3 years)
Turkey Japan
USA South
Israel
Questionnaire average duration: 38 Minutes China Korea
Saudi UAE
Mexico Arabia India
Period: October 22nd to December 5th 2012 Vietnam
Nigeria
Malaysia
All respondents directly involved in the Singapore

innovation strategy or process within their Brazil

company. (28% C-Level). Australia
South Africa
Australia
Average company size is 1 200 employees

Average age of respondent is 43 years old.


Innovation is a strategic
priority for business globally


Innovation on top of business agenda: 80% of
respondents would say it is a strategic priority for their
company (vs. 91% average)
Q1. Would you say that for your company innovation is…: Global
Sweden
Average
A very high strategic priority 33% 44%

A quite high strategic priority 47% 47%

A quite low strategic priority 15% 8%

A very low strategic priority 3% 1%

A future gazing exercise: what will drive future business
performance in Sweden?
Q3: What kinds of innovation do you expect to contribute the most to your company’s performance in the future?
Sweden results vs. 25 markets Global Average

The improvement of existing products or services 88%
79%

The development of entirely new products or services 65%
66%

The development of more sustainable and eco-friendly 62%
processes, products or services 48%

The development of more affordable new products and 60%
services for the customer 56% Sweden
The development of new business processes to improve 56% Global
profitability 63%

The development of new business models 49%
52%

The development or improvement of products or services 44%
customized to local circumstances or conditions 53%

The development of new customer services 32%
42%


Key abilities innovative firms
master better


To Innovate successfully business need to master market
insight, technology development, partnerships, talent and
culture
Q4. How important do you think these abilities are for a company to innovate successfully?
(Importance grade on 10 points, % High importance [Top 3 boxes]) SWEDEN %
Understand customers and anticipate market evolutions 81% 88 (+ 7 pts)
Attract and retain innovative people 73% 81 (+ 8 pts)
Develop new technology 66%
Identify and work collaboratively with the best business partners 66% 57 (- 9 pts)
Create an environment anc culture conducive to Innovation 64% 73 (+ 9 pts)
Manage and take risks 60% 46 (- 14 pts)
Invest on long term innovative projects 59%
Allocate a specific budget for Innovation activities 54% 44 (- 10 pts)
Challenge generaly accepted practices and ways of working 54% 61 (+ 7 pts)
Mine data inside and outside the company 53% 36 (- 17 pts)
Manage an innovation pipeline with a structured business … 52% 39 (- 13 pts)
Weed out unpromising innovations at an early stage 51% 37 (- 14 pts)
Come up with new business models 45% 28 (- 17pts)
Attract investors to fund innovative programs 34% 23 (- 11 pts)

A growing consensus globally on the role of SMEs
Q5. 3 - More than ever before, SMEs and individuals can be as innovative as large companies
Average 20 markets 2012: 79% Average 20 markets 2013: 84% (+5pts)


Increased competition and
protectionist temptation: A
global innovation vertigo?


The net positive impact of Innovation on local economies
is challenged by 30% of respondents: a globalization
anxiety?
Q5-2. By creating more competition among businesses and making some products and services obsolete,
innovation has a negative impact on my country's economy (% Agree)

Strongly agree 11%

Somewhat agree 19%

Somewhat disagree 28%

Strongly disagree 38%

Don’t know / Unsure 3%

The positive impact of Innovation on local economies is
challenged : greater competition and shorter business
lifecycles
Q5-2. By creating more competition among businesses and making some products and services obsolete,
innovation has a negative impact on my country's economy

Strongly agree 28%
Somewhat agree
25%
20% 13%
9%
24% 23%
7% 4%
13%
11%
16% 12% 9% 7% 10% 5%
38%
13% 12% 8% 12% 4% 2% 31% 31%
3% 4% 2% 26% 26% 28% 29%
20% 21% 22% 22%
16% 16% 18% 19% 19% 19%
9% 11% 12% 12% 12% 13% 14% 14%
8%


Opening up the market or national preference, paradoxical
tensions seem to exist within global business
Q9 . What are the main priorities your country should focus on to efficiently support innovation?


Expectations regarding the policy focus to be adopted are
contradictory and vary greatly from one market to another
Q9 . What are the main priorities your country should focus on to efficiently support innovation?
(%Top 2 grades = very high priority)


A contraction of the Global
environment for Innovation


How do respondents evaluate their country’s Innovation
framework? No major change in Global ranking, strong
new entries
Index on 100 points summarizing the perceptions of respondents regarding 13 dimensions of the Innovation
framework of their country.
78
72 73
2012 71 70 70
66 67 67 67 68
63 65
2013 62 61 61 61 62 63
58 58 58 59 59 58
55 57 58
56 55 58
55 54
53 51 54 54
52
50 52
49 48
48
43
38


Sweden % Agree 2013 Gap / 2012 Gap / Average 25
markets
Government and public authorities allocate an adequate share of their budget to 44% - 17 pts - 1 pt
support innovative companies

Governmental support for innovation is efficiently organized and coordinated 30% - 27 pts - 10 pts

It is quite easy for companies to partner with universities for their R&D needs 85% + 10 pts + 20 pts
Local universities and schools provide a strong education model for tomorrow's 64% - 2 pts + 7 pts
innovative leaders
Private investors are supportive of companies that need funding to innovate 52% - 15 pts - 6 pts

Public-private partnerships have proved effective in supporting innovation 56% - 19 pts - 9 pts

Society as a whole is accepting of taking risks as part of the innovation process 66% - 15 pts =
Society as a whole is supportive of innovation, there is an appetite for innovation among 86% + 7 pts + 7 pts
young generations
The general public is convinced of the value innovation can bring to their day-to-day life 71% + 2 pts - 4 pts

The protection of the copyright and the patent are effective 54% - 9 pts - 5 pts

The speed at which innovative products are brought to market is adequate 51% - 16 pts - 9 pts

Trade regulations are not preventing firms from being commercially successful 48% - 24 pts - 12 pts


What policies would support
Innovation most efficiently?


Clustering markets depending on Policy priorities

Encourage a stronger entrepreneurial
culture in the education system
through stronger linkages between 2nd 3rd 2nd 3rd 2nd 2nd 1st 1st 1st 1st 1st 1st 1st 1st 1st 1st 1st 1st 1st
students and business savvy
individuals
Fight bureaucracy and red tape for
companies willing to access funds 3rd 2nd 2nd 1st 1st 1st 1st 1st 1st 3rd 3rd 3rd 3rd 3rd 2nd 2nd 3rd
and incentives allocated to
innovation
Better align students curricula with 3rd 1st 3rd 2nd 2nd 2nd 2nd 2nd 2nd 2nd 2nd 2nd 3rd
the needs of business
Ensure that business confidentiality
and trade secrets are adequately 2nd 1st 1st 1st 1st 3rd 3rd 3rd 3rd 3rd 3rd 2nd
protected
Create a financial environment that
encourages the development of 2nd 2nd 3rd 3rd 2nd 2nd 2nd 2nd 3rd
venture capital
Create more incubators and facilities 3rd 3rd 3rd 2nd
for start-ups to develop
Promote domestic rather than
imported technological development 1st 3rd 3rd
20 via preferences in government
© Copyright 2012 Daniel J Edelman Inc.
procurement

In Sweden, emphasis on talent pipeline management, fight
against red tape and confidentiality. V.C. Higher than
globally
Q9. What are the main priorities your country should focus on to efficiently support innovation?
Grade on 10 points where 10 means it should be a VERY STRONG priority and 1 a VERY LOW one, (% Top 2 grades)

Stronger linkages between education and business : 51
Better align students curricula with the needs of business 34
Fight bureaucracy and red tape to access Inno incentive made available by gov 30
Protect confidentiality and trade secrets 25
Creat more incubators for start ups to develop 22
Boost public research funding 20
Encourage dev of Venture Capital 19
Results based incentives for public research programs 13
Innovation and entrepreneurship awareness program 13
Pref in gov procurement for domestic technologies 8
Opening up the market further to foreign trade and inv 8
Develop commercially based public procurement: 6

0 10 20 30 40 50 60 70 80 90


What countries are perceived
as displaying the most
innovation conducive
environment?


EVALUATION OF INNOVATION ENVIRONMENT
9.0
Global Evaluation /10

8.5
Japan Germany
USA
8.0

South Korea
7.5 Sweden
UK
China Singapore
7.0 Canada
Australia
India Netherlands
6.5 Israel
Ireland
6.0 Malaysia Poland
Russia UAE
Turkey
5.5 Brazil
South Africa
5.0 Vietnam
Mexico

4.5

4.0
Nigeria
3.5
3.5 4.0 4.5 5.0 5.5 6.0 6.5 7.0 7.5 8.0 8.5 9.0

23 © Copyright 2012 Daniel J Edelman Inc. Auto evaluation /10

How do business executives from other market evaluate
Swedens’ Innovation environment?
Q8. For each of the following markets, how far would you say that they have developed an Innovation conducive environment?
% of respondents that evaluate the Swedish market innovation environment positively by giving it a grade between 7 an 10/10 points

GOOD DK

83 82
75 74 72 71 70 69 69 68
65 65 65 63 63 62 62 62 61 61 59 58 58
54
51

25 26
21 19 20 19
17 18 17 17
14 13 15 15 13
11 11 12 11 10 10
6 7 6


Collaborative Innovation:
review of drivers and
barriers, experience and
policy framework


Collaborative Innovation has a Global appeal
Q11: Measuring the appetite for collaboration
% Agree % Agree
Global SWEDEN

87% 93%

82% 77%

73% 75%


Revenue sharing model: a more difficult question to solve
Q11 Measuring the appetite for collaboration
Q11-3: I think my firm is open to sharing the revenue stream or the revenue losses that could be generated through a collaborative innovation
initiative

Average: 28%


Reasons for collaborating
Q15 Still on collaboration, what are the main reasons why your company would seek to collaborate with
entrepreneurs or other companies? SWEDEN
To access new technology 79% 82% (+ 3 pts)

To enter new markets 79% 73% (- 6 pts)

To improve an existing product or service 75% 77% (+ 2 pts)

To speed up time to market 72% 79% (+ 7 pts)

To invent a new product 70% 78% (+ 8 pts)

To improve the profitability of an existing offer 69% 61% (+ 2 pts)
To gain insights and market intelligence 69% 77% (+ 8 pts)
To scale up 69% 61% (- 8 pts)
To benefit from a company’s sales force 58% 57% (- 1 pt)
To share costs 56% 63% (+ 7 pts)
To license patents and technology 54% 51% (- 3 pts)
To invent a new business model 54%
39% (- 15 pts)

Barriers to collaboration
Q16. Still on collaboration, what are the main reasons why your company would be reluctant to
collaborate with entrepreneurs or other companies? (% of respondent that selected the item as a
barrier) SWEDEN
Lack of Protection of confidentiality / IP 64% 64% (=)

Lack of trust in the partner company 47% 52% (+ 5 pts)

Talent / Knowledge poaching 45% 37% (- 8 pts)

Lack of a tested Collaboration Process and Collaboration Tools 39% 40% (+ 1 pt)

Fears over unequal revenue splits 36% 32% (+ 4 pts)

We don’t know how to attract potential partners 31% 28% (- 3 pts)
We don’t have time to allocate to managing the partnership 28% 55% (+ 27 pts)
I don’t know if my company is ready or able to be working in … 28% 24% (- 2 pts)
We don’t have time to allocate to meeting possible partners 22% 40% (+ 18 pts)
The company is bigger than ours 22% 23% (+ 1 pt)
Our culture is too closed 18% 21% (+ 3 pts)
The company is foreign 16% 7% (- 9 pts)

GE Global Innovation
Barometer
2013 Results – Focus Sweden


Resultatet av GE:s Innovations Barometer finns
att ladda ner på

www.ge.com/se www.iva.se


GE-barometer IVA 19 mars

More Related Content

What's hot (20)

Viewers also liked (20)

Similar to GE-barometer IVA 19 mars (20)

GE-barometer IVA 19 mars