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Teleconference Innovation Networks: Progress Report 2006 Navi Radjou Vice President Forrester Research July 12, Teleconference Innovation Networks: Progress Report 2006 Navi Radjou Vice President Forrester Research July 12, 2006. Call in at 12: 55 p. m. Eastern Time

Theme Early adopters across industries and regions are profiting from “Global Innovation Networks” — Theme Early adopters across industries and regions are profiting from “Global Innovation Networks” — a new business model that allows firms to innovate faster, cheaper, and better. 2 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Agenda • Topic Overview: Global Innovation Networks • What benefits do early adopters receive? Agenda • Topic Overview: Global Innovation Networks • What benefits do early adopters receive? • What challenges do early adopters face? • How can R&D, marketing, and IT help operationalize global Innovation Networks? • Q&A 3 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Agenda • Topic Overview: Global Innovation Networks • What benefits do early adopters receive? Agenda • Topic Overview: Global Innovation Networks • What benefits do early adopters receive? • What challenges do early adopters face? • How can R&D, marketing, and IT help operationalize global Innovation Networks? • Q&A 4 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Back in June 2004: 5 Entire contents © 2006 Forrester Research, Inc. All rights Back in June 2004: 5 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

The innovation imperative Innovation market drivers: Customers • Generation Y • Aging population • The innovation imperative Innovation market drivers: Customers • Generation Y • Aging population • Atkins dieters 6 Competition • Shorter product lifecycles • BRIC countries (Brazil, Russia, India, China) Entire contents © 2006 Forrester Research, Inc. All rights reserved. Compliance • Europe’s WEEE • Sarbanes-Oxley, BASEL II

Over the next 50 years, Brazil, Russia, India, and China could become a much Over the next 50 years, Brazil, Russia, India, and China could become a much larger force in the world economy. 7 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

June 2006, Trends “Innovation Networks: Global Progress Report 2006” Firms must cast a wider June 2006, Trends “Innovation Networks: Global Progress Report 2006” Firms must cast a wider net to source innovations © 2006, Forrester Research, Inc. Reproduction Prohibited

A new approach to innovation Old model New model S T 9 Entire contents A new approach to innovation Old model New model S T 9 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

The “what” — global Innovation Networks • Global Innovation Networks is a new market The “what” — global Innovation Networks • Global Innovation Networks is a new market structure (ecosystem) in which: » Firms seamlessly weave internally and externally available invention and innovation services to optimize the profitability of their products, services, and business models. 10 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Global Innovation Networks T Inventor 11 S Transformer Financier Entire contents © 2006 Forrester Global Innovation Networks T Inventor 11 S Transformer Financier Entire contents © 2006 Forrester Research, Inc. All rights reserved. Broker

June 2006, Trends “Innovation Networks: Global Progress Report 2006” The “Who” — Roles In June 2006, Trends “Innovation Networks: Global Progress Report 2006” The “Who” — Roles In A Global Innovation Network © 2006, Forrester Research, Inc. Reproduction Prohibited

Agenda • Topic Overview: Global Innovation Networks • What benefits do early adopters receive? Agenda • Topic Overview: Global Innovation Networks • What benefits do early adopters receive? • What challenges do early adopters face? • How can R&D, marketing, and IT help operationalize global Innovation Networks? • Q&A 13 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Fast forward to 2006: 14 Entire contents © 2006 Forrester Research, Inc. All rights Fast forward to 2006: 14 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

20+ Fortune 500 firms have deployed and benefited from global Innovation Networks • 3 20+ Fortune 500 firms have deployed and benefited from global Innovation Networks • 3 M • Esselte • IBM • BASF • AMD • Procter & Gamble • Best Buy • Norwich Union • Caterpillar • Bharti Airtel (Tele-Ventures) • BP • Eli Lilly • Reuters • BT • Whirlpool • Apple • SAP • General Electric • Boeing • Dell • Cargill 15 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Global Innovation Networks in action: Procter & Gamble P&G 16 Entire contents © 2006 Global Innovation Networks in action: Procter & Gamble P&G 16 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

How does Procter & Gamble benefit from Innovation Networks? • Boosted new product hit How does Procter & Gamble benefit from Innovation Networks? • Boosted new product hit rate to more than 90%, up from 70% in 2001. • Profitability per R&D employee has skyrocketed. • Since 2000: » Sales revenues have grown 40%. » Profits have doubled. » Market cap has doubled. 17 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Global Innovation Network in action: BT • Opened labs in emerging markets like Malaysia. Global Innovation Network in action: BT • Opened labs in emerging markets like Malaysia. • Innovation brokers in India, China, Japan, UK, and Silicon Valley to source local technologies. • Licensing IP to external go-to-market partners (e. g. , “ARMS” software to Infosys). • Partnering with global VC firms to spin off promising technologies as startups. 18 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

How does BT benefit from Innovation Networks? • Externally sourced inventions generated nearly £ How does BT benefit from Innovation Networks? • Externally sourced inventions generated nearly £ 500 million in new product and service revenues since 2002. • IP licensing generates dozens of millions of pounds each year. • Starting in 2006, revenues generated from licensing and commercializing its own inventions — using external transformers — will cover a significant proportion of BT’s annual R&D spend. 19 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Global Innovation Network in action: Norwich Union Progressive Norwich Union 1998: Progressive invents “Pay-As-You-Drive” Global Innovation Network in action: Norwich Union Progressive Norwich Union 1998: Progressive invents “Pay-As-You-Drive” (PAYD) model. 2002: Progressive licenses PAYD to Norwich Union (UK). 2003– 2004: Norwich pilots PAYD in UK — with IBM, Orange. 2005: Norwich launches branded PAYD in UK. 20 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

How does Norwich Union benefit from Innovation Networks? • PAYD, launched in 2005, won How does Norwich Union benefit from Innovation Networks? • PAYD, launched in 2005, won thousands of new clients, increasing Norwich’s UK market share (there were 100, 000 new subscribers by the end of 2006). • Its annual profit increased 23% in 2005. 21 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Global Innovation Networks: market benefits Share risk • Costly efforts • Disruptive innovations • Global Innovation Networks: market benefits Share risk • Costly efforts • Disruptive innovations • E. g. , new drugs 22 Curb talent shrinkage • Western firms’ talent shortage • Leverage BRIC skills Address emerging markets • Address BRIC consumers Entire contents © 2006 Forrester Research, Inc. All rights reserved. Reduce new product and service failures Increase market responsiveness • Leverage • Competitor feedback threats from • New market customers demands (embedded in Innovation Networks)

Agenda • Topic Overview: Global Innovation Networks • What benefits do early adopters receive? Agenda • Topic Overview: Global Innovation Networks • What benefits do early adopters receive? • What challenges do early adopters face? • How can R&D, marketing, and IT help operationalize global Innovation Networks? • Q&A 23 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

June 2006, Trends “Innovation Networks: Global Progress Report 2006” CEOs Face Internal, External Hurdles June 2006, Trends “Innovation Networks: Global Progress Report 2006” CEOs Face Internal, External Hurdles In Implementing Innovation Networks © 2006, Forrester Research, Inc. Reproduction Prohibited

June 2006, Trends “Innovation Networks: Global Progress Report 2006” CEOs Face Internal, External Hurdles June 2006, Trends “Innovation Networks: Global Progress Report 2006” CEOs Face Internal, External Hurdles In Implementing Innovation Networks © 2006, Forrester Research, Inc. Reproduction Prohibited

Senior execs must help firms shift from vertically integrated value chains to global Innovation Senior execs must help firms shift from vertically integrated value chains to global Innovation Networks Company A R&D Mktg T Company B Inventor Transformer $ Company C Financier Broker Sales IT Company D Ops Company E

Agenda • Topic Overview: Global Innovation Networks • What benefits do early adopters receive? Agenda • Topic Overview: Global Innovation Networks • What benefits do early adopters receive? • What challenges do early adopters face? • How can R&D, marketing, and IT help operationalize global Innovation Networks? • Q&A 28 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

How can R&D help operationalize global Innovation Networks? Best Practice: Caterpillar’s CTO office • How can R&D help operationalize global Innovation Networks? Best Practice: Caterpillar’s CTO office • > 80% of market cap is tied to intangible assets (patents, trademarks, and copyrights). • Invests $1 billion annually in R&D and has generated 7, 000 patents (e. g. , GPS, sensors). • Formed Intellectual Asset Commercialization (IAC) team — with representation from R&D, business units, and legal — to maximize Cat intellectual asset portfolio’s value. • By redefining IP as “Intellectual Partnering, ” the CTO office maximizes Cat’s profit from its intellectual assets by systematically trading them like financial assets. 29 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

How can IT help operationalize global Innovation Networks? Esat Sezer CIO, Whirlpool 30 Scott How can IT help operationalize global Innovation Networks? Esat Sezer CIO, Whirlpool 30 Scott Griffin CIO, Boeing Entire contents © 2006 Forrester Research, Inc. All rights reserved. Robert A. Willett CIO, Best Buy CEO, Best Buy International

Collaborative global IT infrastructure: Whirlpool • Global ERP/supply chain/CRM backbone • SAP Net. Weaver Collaborative global IT infrastructure: Whirlpool • Global ERP/supply chain/CRM backbone • SAP Net. Weaver platform allows regional units to adapt business processes to meet local demand. • Global Intranet system enables “knowledge reusability” across countries. • CIO: “I am the (global) business. ” 31 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Secure global ITinfrastructure: Boeing 32 Entire contents © 2006 Forrester Research, Inc. All rights Secure global ITinfrastructure: Boeing 32 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Flexible/adaptive global IT infrastructure: Best Buy Inventor 33 Sand Hill VC Partners $ T Flexible/adaptive global IT infrastructure: Best Buy Inventor 33 Sand Hill VC Partners $ T Transformer Entire contents © 2006 Forrester Research, Inc. All rights reserved. Broker Financier

May 2006, Best Practices “The Essentials Of Consumer-Driven Innovation” How Can Marketing Help Operationalize May 2006, Best Practices “The Essentials Of Consumer-Driven Innovation” How Can Marketing Help Operationalize Global Innovation Networks? © 2006, Forrester Research, Inc. Reproduction Prohibited

Whirlpool drives customer-focused innovation • End consumer input drives incremental innovation. • Co-develops product Whirlpool drives customer-focused innovation • End consumer input drives incremental innovation. • Co-develops product lines with retail B 2 B clients (e. g. , Lowe’s). • Lead user engagement: Male users who built their dream garages inspired new Gladiator product line. • Working with development economists at RTI International and University of North Carolina to create new business models to cost-effectively serve the “bottom of the pyramid” (emerging markets). 35 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Summary • Globalized innovation is an ever-expanding trend that poses both opportunities and challenges Summary • Globalized innovation is an ever-expanding trend that poses both opportunities and challenges for corporations. • Global Innovation Networks is essential for a successfully integrated global enterprise. • R&D, IT, and marketing can operationalize global Innovation Networks by deploying a secure, collaborative, and adaptive IT infrastructure. 36 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Q&A 37 Entire contents © 2006 Forrester Research, Inc. All rights reserved. Q&A 37 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Selected Research • June 14, 2006, Trends “Innovation Networks: Global Progress Report 2006” • Selected Research • June 14, 2006, Trends “Innovation Networks: Global Progress Report 2006” • October 2006, “How Consultants Will Deliver On Innovation” • June 17, 2004, Forrester Big Idea “Innovation Networks” • June 1, 2006, Topic Overview “Innovation Networks” • March 20, 2006, Best Practices “Transforming R&D Culture” • June 24, 2005, Trends “The Seeds Of The Next Big Thing” • June 24, 2004, Best Practices, “Networked Innovation Drives Manufacturers’ Profit” • August 3, 2005, Best Practices “Memo To CEOs And CIOs: IT Innovation Capacity — Not IT Spend — Is What Matters” • December 6, 2004, Trends “Fortune 500 CEOs Embrace Innovation Networks” • March 16, 2005, Forrester Big Idea “Consumer-Focused Innovation” • March 24, 2005, Best Practices “IBM Transforms Its Supply Chain To Drive Growth” 38 Entire contents © 2006 Forrester Research, Inc. All rights reserved.

Thank you Navi Radjou +1 617/613 -6119 nradjou@forrester. com 39 Entire contents © 2006 Thank you Navi Radjou +1 617/613 -6119 nradjou@forrester. com 39 Entire contents © 2006 Forrester Research, Inc. All rights reserved.