1 GE Global Innovation Barometer 2013 Results Focus Sweden 1 Copyright 2012 Daniel J Edelman Inc.
2 GE global innovation barometer methodology Now in its third edition and spanning across 25 countries, the GE Global Innovation Barometer is an International opinion survey of senior business executives actively engaged in the management of their firm Innovation strategy. The survey is conducted by StrategyOne a consulting and research company and funded by GE. The barometer examines the way business executives around the world appreciate the framework for Innovation their country has developed, it also details the perspective from business on the most efficient policies to support Innovation. Finally it adopts a firm centric approach to better understand the way International businesses adapt their innovation practices and strategies in a challenging economic environment. Sample covers a diversity of economic sectors High - tech / IT 6% Professional Services 8% Industrial Products 8% Other 5% Electronics 10% Automotive / Transport / Logistics 10% Telecom / Internet 2% Energy 10% Other Manufacturing 17% FMCG 11% Health 13% 8 out of 10 respondents are men (no quota) 2 Copyright 2012 Daniel J Edelman Inc.
3 Sample and fieldwork details 3100 phone interviews (in local languages) 25 markets (tracking in 20 markets for 2 years and 10 markets for 3 years) Questionnaire average duration: 38 Minutes Period: October 22nd to December 5th 2012 All respondents directly involved in the Canada USA Mexico Sweden Ireland UK Netherlands Poland Germany Nigeria Israel Turkey Saudi Arabia UAE Russia India China Japan South Korea Vietnam Malaysia Singapore innovation strategy or process within their Brazil company. (28% C-Level). South Africa Australia Australia Average company size is employees Average age of respondent is 43 years old. 3 Copyright 2012 Daniel J Edelman Inc.
4 Sweden Executive Summary 4 Copyright 2012 Daniel J Edelman Inc.
5 Innovation as a strategic priority for Swedish business Innovation is a strategic priority for Swedish businesses (80% of Swedish respondents report innovation is a strategic priority for their business). Various types of innovation are expected to drive the performance of Swedish businesses in the future: The improvement of existing products or services (mentioned by 88%, a result higher than the global average) The development of entirely new products (mentioned in second position by 65% of Swedish respondents) The development of eco-friendly and sustainable processes, services and tools (mentioned in third position by 62% of respondents, which is much higher than the global average) Additionally 49% of Swedish respondents mention the development of new business model as promising way to boost future performance, this is in line with the global average (52%). 5 Copyright 2012 Daniel J Edelman Inc.
6 Abilities businesses must master in order to innovate successfully To innovate successfully Swedish respondents identify key abilities their businesses must master: Understand customers and anticipate market evolutions (88%), a result 7 points higher than the global average Attract and retain innovative people (81%), which is 8 points higher than the global average Create and environment and culture conducive to innovation (73%), a result 9 points above the global average Swedish businesses are also ready to challenge generally accepted practices (61%) and invest in long term innovative practices (63%) more than the global average Mining data inside and outside the company is as well a capability less strongly expressed in Sweden with 36% of respondents mentioning it as a key ability vs. 53% of the global sample. Finally the interest from Swedish respondents in the development of new business models is not a strong priority as only 28% of Swedish respondents regard it as an important ability to successfully innovate vs. 45% of the global sample. 6 Copyright 2012 Daniel J Edelman Inc.
7 Evaluation of the Swedish framework for Innovation Overall the framework for innovation in Sweden is perceived as conducive for innovation by business executives from the other markets: 66% of business executives from the 25 markets regard the Swedish environment for Innovation as strongly Innovation conducive. This puts the country in the 6 th position of the country ranking based on this indicator. Yet, when evaluating their own market 82% of Swedish business executives report that their country has a strongly innovation conducive environment overall. When asked to evaluate in more detail their environment for Innovation, Swedish business executives provide interesting input. On the negative side, the items connected to government support are more negatively evaluated than the global average and there is a negative evolution of government support perception when comparing Swedish results from this year to last year. There is also a more negative evaluation than the global average of trade regulations preventing firms from being commercially successful. On the more positive side, Swedish business executives report higher satisfaction than the global average regarding the belief that society as a whole is supportive of innovation, there is an appetite for innovation among young generations as well as a belief that it is quite easy for companies to partner with universities for their R&D needs. 7 Copyright 2012 Daniel J Edelman Inc.
8 Respondent s policy expectations Swedish business executives make innovation a strategic priority and rely on it to drive future performance, in fact: in Sweden, only 20% of respondents believe Innovation has a negative impact on their economy a result that is lower than the global average (30%). In this context, Swedish businesses expect renewed support and incentives for innovation from policymakers, particularly regarding: Education: 51% of respondents want to encourage a stronger entrepreneurial culture in the education system through stronger linkages between students and business savvy individuals 34% want to better align students curricula with the needs of business and 30% want to fight red tape and bureaucracy for companies trying to access innovation public funding. But these are lower expectations compared to the global average. 8 Copyright 2012 Daniel J Edelman Inc.
9 Collaborative Innovation as the way forward Growing trends from the barometer indicate that Innovation can start from all kind of economic actors (over 87% of Swedish respondents in 2013 believe that SMEs and Individuals can be as innovative as large companies this is 9 points higher than in 2012). This validates the perception that collaboration is key to Innovate more successfully. 77% of Swedish respondents report that their firm has been increasingly looking at innovation through the collaborative angle. Furthermore, 93% of respondents agree their firm would be more successful at innovation through partnership than if their company went about it alone which is 6 points higher than the global average. Business in Sweden would like to partner first to access new technology (82%), speed up time to market (79%, a result higher than the global average) and invent new products (78%, 8 points higher than the global average). It is important to note that 77% would also like to gain market intelligence from collaboration more than the global average. The barriers to collaborative innovation are also clearly identified: lack of protection of confidentiality/ip (64%), lack of trust in partners (52%), and the feeling that they do not have time to manage a partnership (55% which is an incredible 27 points above global average) are considered the main barriers. 9 Copyright 2012 Daniel J Edelman Inc.
10 Innovation is a strategic priority for business globally 10 Copyright 2012 Daniel J Edelman Inc.
11 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 : Sweden Global 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% 11 Copyright 2012 Daniel J Edelman Inc.
12 Innovation types and business performance: looking back and looking forward 12 Copyright 2012 Daniel J Edelman Inc.
13 What kind of Innovation drove business performance in the past in Sweden? Q2. What kinds of innovation have contributed most to your company s performance in the past few years? Sweden results vs. 25 markets Global Average The improvement of existing products or services 85% 83% The development of more affordable new products and services for the customer 56% 65% The development of new business processes to improve profitability The development of entirely new products or services The development of more sustainable and eco-friendly processes, products or services The development or improvement of products customized to local circumstances or conditions 36% 46% 44% 56% 61% 56% 63% 55% Sweden Global The development of new customer services 30% 39% The development of new business models 28% 46% 13 Copyright 2012 Daniel J Edelman Inc.
14 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 79% 88% The development of entirely new products or services The development of more sustainable and eco-friendly processes, products or services 48% 65% 66% 62% The development of more affordable new products and services for the customer The development of new business processes to improve profitability The development of new business models 60% 56% 56% 63% 49% 52% Sweden Global The development or improvement of products or services customized to local circumstances or conditions 44% 53% The development of new customer services 32% 42% 14 Copyright 2012 Daniel J Edelman Inc.
15 Key abilities innovative firms master better 15 Copyright 2012 Daniel J Edelman Inc.
16 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 Attract and retain innovative people Develop new technology Identify and work collaboratively with the best business partners Create an environment anc culture conducive to Innovation Manage and take risks Invest on long term innovative projects Allocate a specific budget for Innovation activities Challenge generaly accepted practices and ways of working Mine data inside and outside the company Manage an innovation pipeline with a structured business process Weed out unpromising innovations at an early stage Come up with new business models Attract investors to fund innovative programs 16 Copyright 2012 Daniel J Edelman Inc. 34% 81% 73% 66% 66% 64% 60% 59% 54% 54% 53% 52% 51% 45% 88 (+ 7 pts) 81 (+ 8 pts) 62 (- 4 pts) 57 (- 9 pts) 73 (+ 9 pts) 46 (- 14 pts) 63 (+ 4 pts) 44 (- 10 pts) 61 (+ 7 pts) 36 (- 17 pts) 39 (- 13 pts) 37 (- 14 pts) 28 (- 17pts) 23 (- 11 pts)
17 Increased competition and protectionist temptation: A global innovation vertigo? 17 Copyright 2012 Daniel J Edelman Inc.
18 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% 18 Copyright 2012 Daniel J Edelman Inc.
19 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 Somewhat agree 24% 23% 16% 12% 9% 7% 10% 11% 13% 5% 13% 12% 8% 12% 4% 2% 3% 4% 2% 8% 9% 11% 12% 12% 12% 13% 14% 14% 16% 16% 18% 19% 19% 19% 20% 21% 22% 22% 25% 20% 7% 4% 26% 26% 28% 29% 28% 13% 9% 38% 31% 31% 19 Copyright 2012 Daniel J Edelman Inc.
20 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? Q9-8. Promote domestic rather than imported technological development via preferences in government procurement Q9-11. Promote the importation of innovative technologies by opening the market further to foreign trade and investment 20 Copyright 2012 Daniel J Edelman Inc.
21 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) 21 Copyright 2012 Daniel J Edelman Inc.
22 Role of SMEs and need for greater localization: the trend keeps building up globally 22 Copyright 2012 Daniel J Edelman Inc.
23 A growing consensus around the need for innovation to be embracing the specificities of local market needs Q More than ever before, innovation needs to be localized to serve specific market needs Average 20 markets 2012: 76% Average 20 markets 2013: 84% (+ 8pts) 23 Copyright 2012 Daniel J Edelman Inc.
24 Innovation can be originated anywhere Q 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) 24 Copyright 2012 Daniel J Edelman Inc.
25 A contraction of the Global environment for Innovation 25 Copyright 2012 Daniel J Edelman Inc.
26 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 Copyright 2012 Daniel J Edelman Inc.
27 Sweden Government and public authorities allocate an adequate share of their budget to support innovative companies % Agree 2013 Gap / 2012 Gap / Average 25 markets 44% - 17 pts - 1 pt 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 innovative leaders 64% - 2 pts + 7 pts 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 young generations 86% + 7 pts + 7 pts 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 27 Copyright 2012 Daniel J Edelman Inc.
28 Detailed results per component & market 28 Copyright 2012 Daniel J Edelman Inc.
29 Private investment stagnation, a positive exception in Germany Q Private investors are supportive of companies that need funds to innovate 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Average 20 markets 2012: 59% Average 20 markets 2013: 57% (-2pts) 89% 85% 80% 75% 75% 77% 73% 75% 72% 71% 70% 66% 67% 66% 67% 69% 67% 67% 62% 62% 63% 62% 62% 63% 56% 56% 54% 52% 54% 54% 56% 58% 50% 48% 52% 52% 45% 45% 45% 38% 37% 31% 27% 23% 24% Copyright 2012 Daniel J Edelman Inc.
30 IP protection a growing concern, including in China Q The current IP protection system does not present barriers to innovation 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% Average 20 markets 2012: 64% Average 20 markets 2013: 59% (-5pts) 86% 86% 78% 71% 71% 72% 67% 66% 68% 65% 66% 66% 67% 68% 65% 64% 65% 66% 62% 61% 62% 63% 63% 60% 61% 60% 60% 62% 64% 66% 59% 57% 57% 54% 49% 49% 50% 52% 52% 54% 56% 43% 45% 37% 37% Copyright 2012 Daniel J Edelman Inc.
31 Contrasted evolution regarding universities ability to train talents Q Universities and schools provide a strong education model for tomorrow s innovative leaders Average 20 markets 2012: 61% Average 20 markets 2013: 55% (-6pts) 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 90% 84% 83% 78% 77% 77% 70% 60% 62% 66% 70% 74% 70% 72% 73% 69% 64% 64% 60% 60% 60% 62% 64% 66% 66% 59% 60% 60% 56% 54% 52% 49% 51% 47% 44% 45% 45% 42% 41% 35% 32% 31% 33% 33% 20% Copyright 2012 Daniel J Edelman Inc.
32 Lower financial support from Governments overall Q6. 5- Government and public authorities allocate an adequate share of their budget to support innovative companies Average 20 markets 2012: 47% Average 20 markets 2013: 45% (-2pts) 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 81% 78% 78% 70% 64% 66% 64% 64% 66% 62% 59% 55% 57% 59% 61% 58% 55% 54% 56% 55% 49% 46% 48% 43% 44% 39% 40% 35% 37% 34% 36% 29% 31% 32% 23% 26% 31% 30% 24% 25% 26% 21% 21% 23% 15% Copyright 2012 Daniel J Edelman Inc.
33 The organization of government incentive to innovation is criticized Q Governmental support for innovation is efficiently organized and coordinated Average 20 markets 2012: 43% Average 20 markets 2013: 39% (-4pts) 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 78% 75% 75% 77% 71% 72% 64% 59% 59% 60% 57% 55% 54% 55% 57% 51% 51% 51% 46% 45% 43% 39% 35% 35% 34% 30% 28% 29% 30% 27% 27% 29% 30% 25% 26% 26% 23% 18% 18% 20% 22% 23% 14% 10% Copyright 2012 Daniel J Edelman Inc.
34 On the positive side: a growing appetite from young generations Q Society as a whole is supportive of innovation, there is an appetite for innovation among young generations Average 20 markets 2012: 76% Average 20 markets 2013: 77% (+1pt) 100% 90% 80% 70% 60% 92% 88% 88% 92% 83% 83% 83% 79% 85% 84% 78% 83% 86% 88% 82% 87% 81% 80% 89% 91% 84% 78% 78% 75% 74% 72% 73% 72% 64% 61% 96% 94% 88% 86% 77% 78% 73% 72% 74% 70% 73% 64% 50% 40% 30% 20% 10% 0% 26% 24% Copyright 2012 Daniel J Edelman Inc.
35 On the positive side: greater societal support Q The general public is convinced of the value innovation can bring to their day-to-day life Average 20 markets 2012: 68% Average 20 markets 2013: 73% (+5pts) 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 90% 86% 78% 77% 74% 83% 77% 72% 83% 76% 78% 60% 57% 56% 69% 63% 66% 31% 23% 95% 79% 78% 85% 90% 83% 85% 85% 80% 74% 76% 68% 70% 70% 74% 71% 79% 74% 76% 69% 73% 68% 61% 63% 57% 56% Copyright 2012 Daniel J Edelman Inc.
36 On the positive side: greater tolerance to Innovation related risks Q Society as a whole accepts that taking risks is part of the innovation process Average 20 markets 2012: 59% Average 20 markets 2013: 63% (+4pts) 100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 90% 87% 84% 84% 85% 86% 82% 84% 81% 78% 74% 74% 73% 69% 68% 66% 63% 65% 65% 64% 66% 66% 59% 58% 55% 57% 58% 59% 61% 62% 60% 59% 56% 52% 53% 52% 51% 51% 47% 47% 41% 41% 43% 30% 28% Copyright 2012 Daniel J Edelman Inc.
37 What policies would support Innovation most efficiently? 37 Copyright 2012 Daniel J Edelman Inc.
38 Education, fighting bureaucracy and protecting trade secrets evaluated as the most pressing priorities to support Innovation 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) SWEDEN % 51 (+ 1 pts) 30 (- 18 pts) 34 (- 10 pts) 25 (- 16 pts) 19 (- 19 pts) 38 Copyright 2012 Daniel J Edelman Inc.
39 Education, fighting bureaucracy and protecting trade secrets evaluated as the most pressing priorities to support Innovation 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) SWEDEN % Create more incubators and facilities for start-ups to develop Promote domestic rather than imported technological development via preferences in government procurement Boost funding for public research programs 22 (- 14 pts) 8 (- 25 pts) 20 (- 11 pts) Introduce results-based incentives for public research programs Promote the importation of innovative technologies by opening the market further to foreign trade and investment Implement an innovation and entrepreneurship awareness program promoting these values and targeting the general public Stimulate innovation through the use of commercially based public procurement 13 (- 17 pts) 19 (- 8 pts) 13 (- 12 pts) 6 (- 15 pts) 0% 5% 10% 15% 20% 25% 30% 35% 40% 39 Copyright 2012 Daniel J Edelman Inc.
40 Clustering markets depending on Policy priorities Encourage a stronger entrepreneurial culture in the education system through stronger linkages between students and business savvy individuals Fight bureaucracy and red tape for companies willing to access funds and incentives allocated to innovation Better align students curricula with the needs of business Ensure that business confidentiality and trade secrets are adequately protected Create a financial environment that encourages the development of venture capital Create more incubators and facilities for start-ups to develop Promote domestic rather than imported technological development via preferences in government procurement 2nd 3rd 2nd 3rd 2nd 2nd 1st 1st 1st 1st 1st 1st 1st 1st 1st 1st 1st 1st 1st 3rd 2nd 2nd 1st 1st 1st 1st 1st 1st 3rd 3rd 3rd 3rd 3rd 2nd 2nd 3rd 3rd 1st 3rd 2nd 2nd 2nd 2nd 2nd 2nd 2nd 2nd 2nd 3rd 2nd 1st 1st 1st 1st 3rd 3rd 3rd 3rd 3rd 3rd 2nd 2nd 2nd 3rd 3rd 2nd 2nd 2nd 2nd 3rd 3rd 3rd 3rd 2nd 1st 3rd 3rd 40 Copyright 2012 Daniel J Edelman Inc.
41 Stronger regulation on talent mobility have had a noticeable impact on Business ability to Innovate Q5-4. Over the last two years, it has become more difficult for companies to hire talented foreign citizens because of stricter visa requirements and it had a negative impact on their ability to innovate 90% 80% 70% 60% 50% 40% 30% 20% 10% 0% 16% 25% 10% 10% 38% 25% 21% 30% 5% 14% 10% 0% 49% 5% 34% 7% 35% 29% 16% 20% 1% 41% 11% 17% 25% 25% 9% 13% 10% 21% 15% 26% 24% 37% 32% 39% 8% 25% 14% 21% 18% 25% 25% 29% 12% 33% 22% 14% 20% 33% 12% 21% Strongly agree Somewhat agree 41 Copyright 2012 Daniel J Edelman Inc.
42 What countries are perceived as displaying the most innovation conducive environment? 42 Copyright 2012 Daniel J Edelman Inc.
43 Global Evaluation /10 EVALUATION OF INNOVATION ENVIRONMENT Japan Germany USA South Korea China Singapore Australia India Sweden UK Canada Netherlands Israel Russia Malaysia Vietnam Poland Brazil South Africa Mexico Ireland UAE Turkey Nigeria Copyright 2012 Daniel J Edelman Inc. Auto evaluation /10
44 How do Swedish business executives evaluate other markets 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 a market innovation environment positively by giving it a grade between 7 an 10/10 points (Global perception vs. perception measured among Swedish respondents only) 82% 76% 72% 82% Sweden Global 26% 28% 38% 64% 32% 53% 59% 49% 69% 44% 49% 46% 67% 4% 6% 10% 2% 15% 16% 19% 9% 13% 7% 44 Copyright 2012 Daniel J Edelman Inc.
45 Collaborative Innovation: review of drivers and barriers, experience and policy framework 45 Copyright 2012 Daniel J Edelman Inc.
46 Collaborative Innovation has a Global appeal Q11: Measuring the appetite for collaboration % Agree Global % Agree SWEDEN 87% 93% 82% 77% 73% 75% 46 Copyright 2012 Daniel J Edelman Inc.
47 Partnership is globally seen as an opportunity to succeed Q11 Measuring the appetite for collaboration Q11-2: I am fully convinced that our firm could be more successful with innovation through partnership and collaboration than if we go about it alone Average: 53% 47 Copyright 2012 Daniel J Edelman Inc.
48 Emerging markets leading preparing even more strongly to partner Q11 Measuring the appetite for collaboration Q11-1: Our firm has been changing the way it looks at Innovation to integrate more of the need for collaboration both inside and outside the firm Average: 38% 48 Copyright 2012 Daniel J Edelman Inc.
49 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% 49 Copyright 2012 Daniel J Edelman Inc.
50 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 To improve an existing product or service To speed up time to market To invent a new product To improve the profitability of an existing offer To gain insights and market intelligence To scale up To benefit from a company s sales force To share costs To license patents and technology To invent a new business model 50 Copyright 2012 Daniel J Edelman Inc. 58% 56% 54% 54% 79% 75% 72% 70% 69% 69% 69% 73% (- 6 pts) 77% (+ 2 pts) 79% (+ 7 pts) 78% (+ 8 pts) 61% (+ 2 pts) 77% (+ 8 pts) 61% (- 8 pts) 57% (- 1 pt) 63% (+ 7 pts) 51% (- 3 pts) 39% (- 15 pts)
51 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 Talent / Knowledge poaching 47% 45% 52% (+ 5 pts) 37% (- 8 pts) Lack of a tested Collaboration Process and Collaboration Tools Fears over unequal revenue splits We don t know how to attract potential partners We don t have time to allocate to managing the partnership I don t know if my company is ready or able to be working in partnership We don t have time to allocate to meeting possible partners The company is bigger than ours Our culture is too closed The company is foreign 51 Copyright 2012 Daniel J Edelman Inc. 39% 36% 31% 28% 28% 22% 22% 18% 16% 40% (+ 1 pt) 32% (+ 4 pts) 28% (- 3 pts) 55% (+ 27 pts) 24% (- 2 pts) 40% (+ 18 pts) 23% (+ 1 pt) 21% (+ 3 pts) 7% (- 9 pts)
52 GE Global Innovation Barometer 2013 Results Focus Sweden 52 Copyright 2012 Daniel J Edelman Inc.
GE Global Innovation Barometer 2013 Results Focus Poland 1 Copyright 2012 Daniel J Edelman Inc. GE global innovation barometer methodology Now in its third edition and spanning across 25 countries, the
GE Global Innovation Barometer 2013 Results Focus Turkey 1 Copyright 2012 Daniel J Edelman Inc. GE global innovation barometer methodology Now in its third edition and spanning across 25 countries, the
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