The most innovative companies 2015 Four factors that differentiate leaders from followers
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1 The most innovative companies 2015 Four factors that differentiate leaders from followers Milano, 28 January 2016
2 What we will see today in summary The Most Innovative Companies 2015 edition Designing Digital Organizations (in partnership with MIT CISR) Source: BCG Global Innovation Survey, 2015; Designing Digital Organizations, The Innovation Group BCG Preez PARTICIPANTS.pptx 1
3 Agenda How leading innovators behave How to design digital organizations The Innovation Group BCG Preez PARTICIPANTS.pptx 2
4 Innovation Remains at the Top of Most Companies Agendas Where does innovation/product development rank among your company's top strategic priorities? % respondents Top-three priority Top priority Source: BCG Global Innovation Survey, The Innovation Group BCG Preez PARTICIPANTS.pptx 3
5 Most Innovative Companies 1. Apple 11. Bayer 21. Netflix 31. Cisco Systems 41. NEC 2. Google 3. Tesla Motors 4. Microsoft Corp. 5. Samsung Group 6. Toyota 7. BMW 8. Gilead Sciences 9. Amazon 10. Daimler 12. Tencent 13. IBM 14. SoftBank 15. Fast Retailing 16. Yahoo! 17. Biogen 18. The Walt Disney Company 19. Marriott International 20. Johnson & Johnson 22. AXA 23. Hewlett-Packard 24. Amgen 25. Allianz 26. Tata Motors 27. General Electric 28. Facebook 29. BASF 30. Siemens 32. Dow Chemical 42. Medtronic Company 43. JPMorgan Chase 33. Renault 44. Pfizer 34. Fidelity Investments 45. Huawei 35. Volkswagen 46. Nike 36. Visa 47. BT Group 37. DuPont 48. MasterCard 38. Hitachi 49. Salesforce.com 39. Roche 50. Lenovo 40. 3M Source: BCG Global Innovation Survey, The Innovation Group BCG Preez PARTICIPANTS.pptx 4
6 There are four factors that differentiate leaders Systematic exploration of adjacent markets Emphasis on Speed Lean R&D processes Use of technological platform Source: BCG Global Innovation Survey, The Innovation Group BCG Preez PARTICIPANTS.pptx 5
7 Emphasis on Speed Copyright 2015 by The Boston Consulting Group, Inc. All rights reserved. Speed of Adoption Increased in Importance in Which of the following areas of innovation/r&d/product development will have the most impact on your industry over the next three to five years? Change in % respondents citing significant impact, Speed of adopting new tech Big-data analytics Technology Operations platforms process Extension of existing products Digital design New products Mobile products / capabilities Customer channel Business model Marketing New service Extension Supporting of existing capabilities services Source: BCG Global Innovation Survey, The Innovation Group BCG Preez PARTICIPANTS.pptx 6
8 Emphasis on Speed Long Development Times remain the biggest Obstacle to Returns on Innovation What are the biggest obstacles you face when it comes to generating a return on your investments in innovation/product development? % respondents Development Selecting the times are too right ideas to long commercialize Risk-averse culture Lack of coordination Not enough great ideas Marketing innovations Not enough customer insight Can t measure performance well Leadership commitment Compensation not tied to innovation Source: BCG Global Innovation Survey, The Innovation Group BCG Preez PARTICIPANTS.pptx 7
9 Lean R&D processes Copyright 2015 by The Boston Consulting Group, Inc. All rights reserved. Fast Innovators Apply Lean Processes My company's innovation/r&d/product development process exhibits the following dimensions related to lean and efficient product development Agree or strongly agree (%) 100 Fast innovators Strong innovators Defined product specifications Modularized product lines Parallel development with stringent funnel Intelligent launch plan Short cycles and iterations Standardized processes Strong project manager Meaningful KPIs Systematic crossfunctional integration Accepts failure Global knowledge management system Designs quickly modeled and tested Source: BCG Global Innovation Survey, The Innovation Group BCG Preez PARTICIPANTS.pptx 8
10 Lean R&D processes Copyright 2015 by The Boston Consulting Group, Inc. All rights reserved. Strong Innovators Excel at Lean Methodologies My company's innovation/r&d/product development process exhibits the following dimensions related to lean and efficient product development Agree or strongly agree (%) 100 Strong innovators Weak innovators Average ratio: 2.5x 20 0 Defined product specifications Modularized Parallel product lines development with stringent funnel Intelligent launch plan Short cycles and iterations Standardized processes Strong project manager Meaningful KPIs Systematic crossfunctional integration Accepts failure Global knowledge management system Designs quickly modeled and tested Source: BCG Global Innovation Survey, The Innovation Group BCG Preez PARTICIPANTS.pptx 9
11 Lean R&D processes Copyright 2015 by The Boston Consulting Group, Inc. All rights reserved. The Key Levers of R&D Improvement Source: BCG Global Innovation Survey, The Innovation Group BCG Preez PARTICIPANTS.pptx 10
12 Use of technological platform Copyright 2015 by The Boston Consulting Group, Inc. All rights reserved. High Expectations for Technology Platforms and Big Data 60 Which of the following areas of innovation/product development will have the most impact on your industry over the next three to five years? % of respondents Technology New platforms products Operations process Customer channel Business model Big-data analytics Extension of existing products New service Marketing Mobile products/ capabilities Speed of adopting new technology Extension of existing services Digital design Supporting capabilities Source: BCG Global Innovation Survey, The Innovation Group BCG Preez PARTICIPANTS.pptx 11
13 Systematic exploration of adjacent markets Copyright 2015 by The Boston Consulting Group, Inc. All rights reserved. Expand to adjacencies is key "As markets mature and competition increases, growth in the core portfolio inevitably slows" "Companies that innovate successfully in existing markets often end up cannibalizing sales of their own brands" "Big companies are often victims of their own success; they operate according to cultures and business system that are set up to drive growth in the core" Source: BCG Global Innovation Survey, The Innovation Group BCG Preez PARTICIPANTS.pptx 12
14 Systematic exploration of adjacent markets Copyright 2015 by The Boston Consulting Group, Inc. All rights reserved. The five prerequisites of profitable adjacent growth Explore demand-centric growth Cultivate a new organization with new talents Look at the intersection of context (who the customer is, how she/he thinks, what she/he does) and emotional or functional needs Avoid that resources and budget is pulled into core efforts Innovations require different people to those who drive core business Employ separate governance Required a separate senior governance team, equivalent to that of a private equity or venture capital Adopt an experimental approach Employ a low-cost fast-fail methodology based on a test, learn, adapt and move-on approach, because failures are likely in the unknown Build the right cultural enablers Long-term focus Appetite for risk Source: BCG Global Innovation Survey, The Innovation Group BCG Preez PARTICIPANTS.pptx 13
15 Agenda How leading innovators behave How to design digital organizations The Innovation Group BCG Preez PARTICIPANTS.pptx 14
16 "Business architecture is generally not approached strategically and was not supporting transformations for the digital economy" Source: Designing Digital Organizations, The Innovation Group BCG Preez PARTICIPANTS.pptx 15
17 What we ve learned about digital strategy Solution capabilities Micro-services Connectivity Sophisticated analytics Digital Service Backbone Transform Go to Market Customer engagement Digitized solutions Transform Value Proposition Solving customer painpoints with innovative products/services Packaging information with products/services New revenue streams Customer lock-in More opportunities to connect Better understanding of customers Rapid (real-time) response to immediate and everchanging needs Loyalty and trust Operational Backbone Internal capabilities Integration Responsiveness Access to operational data Source: Designing Digital Organizations, The Innovation Group BCG Preez PARTICIPANTS.pptx 16
18 Customer engagement: the Nordstrom example Online Multi-channel Seamless experience Source: Nordstrom Investor presentation, June The Innovation Group BCG Preez PARTICIPANTS.pptx 17
19 Digitized solutions: the Schindler example IT Rationalization Operational Excellence Leading Edge Digital Business Initiative The Innovation Group BCG Preez PARTICIPANTS.pptx 18
20 How to design winning organizations in the digital world Structures Structures Organizational structure as a pre-condition for digitization Engage multi-disciplinary teams in digital innovation Skills & incentives Integrator Roles Integrator roles Synchronization is a huge challenge as companies empower people and attempt to rapidly innovate Partnership with startups Operational backbone Digital service backbone Processes Processes Rapid, iterative delivery methods Planning and investment prioritization processes Cross-functional collaboration processes Partnership with startups Companies partner with startups to speed up innovation Labs Skills & incentives Developing and recruiting digital skills Digital strategy The Innovation Group BCG Preez PARTICIPANTS.pptx 19
21 Structures: Four potential archetypes models for digital organisational structures Key considerations High Level of disruption of digital activity Low "Stand-alone model" BU BU BU DE "Decentralized model" BU BU BU D D D "Hybrid model" BU BU BU D D D "Centralized model" BU BU BU COE COE DE There is no one-size-fits-all solution Businesses have different levels of digital needs & strategies Therefore digital transformation activities require different levels of disruption and scale Potential organizational archetypes can be defined by two factors Level of disruption intended from digital activities Source of value digital provides to business (scale vs de-averaged) Proximity to business Primary value lever of digital activity Non-digital org. unit Digital org. unit Scale Multiple digital structures can be relevant for a company Key is to align company objectives & priorities with benefits & tradeoffs of a given model Note: BU = Business Unit; D = Digital team; DE = Digital Excubator; COE = Digital Center of Excellence Source: BCG/DV analysis The Innovation Group BCG Preez PARTICIPANTS.pptx 20
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