Monday, November 30, 2009

Canadian Innovation Pride

We hear alot about Canada's lack of innovation, at the same time, we need to learn to celebrate more. For generations Canadians have a developed a quiet self confidence that runs deep into Canadian business and into the Canadian pysche of being conservative, not to boast, and generally being very likeable.

Recently Moody's Financial Post reported that Moody's had ranked Canadian banks as the best in the world for the second year in a row. Despite this standing, Canadian banks have been rebranding themselves for more global appeal, BMO vs Bank of Montreal, Toronto Dominion has become TD, and the Royal Bank of Canada branded as RBC. This serves the halo to project we are international and help driven our expansion capabilities.

Other great Canadian innovations come to mind like our Cirque du Soleil which is a brilliant mix of the arts with music, drama, dance, acrobats simply entertainment at his finest. This creative troupe has achieved world-wide recognition for its ingenuity and entertaining magic.

Flipping to the technology side of things.Most people do not know that the Java Technology Platform was invented by a Canadian. The popular WebSite Flickr was developed by Western Canadians based out of Vancouver. However like many Canadian companies it was bought by Yahoo and soon migrated its leadership and all of its content to American servers and relocated in the valley.

On the retail front we have Roots, Lulu Lemon -- all Retail successes which bring us comfort and a sense of wholeness. Although Tim Horton's is a Canadian coffee shop magnet - breaking into the USA for this innovation local child has not been so easy.

What are we known for as Canadians?

Canadians have quiet confidence. But we often do not take credit for the incredible innovations that we are known for. As business leaders we are not aggressive, or abrasive or domineering. We tend to respect and appreciate diversity and hence we are easily trusted with our global partners.

As we look forward to the new year approaching, Canadians yes need to increase their innovation capabiltiies every country does in the war for talent and war for economic growth - however, we should not also lose sight of our values that seek to embrace, and build enduring cultures.

Let's pause and celebrate what we have accomplished in the past and know next year that we will accomplish even more.

Tuesday, November 10, 2009

Innovation A Top Growth Priority Yet Management Shortcomings.

Three studies uncover opportunities for companies to make improvements in management of innovation process --

Innovation is a top priority for companies seeking to grow in the wake of the economic downturn, but flaws in managing innovation may hinder their progress, according to three studies released today by Accenture (NYSE:ACN).

In one study of more than 630 U.S. and U.K. executives, almost half (48 percent) of those surveyed said their companies had increased funding for innovation in the preceding six months, while one-third (33 percent) said their innovation funding remained the same.

Additionally, nearly nine out of 10 respondents (89 percent) said that innovation is as important, if not more important, than cost reduction to their company’s ability to achieve future growth.

However, the studies found several flaws in the corporate management of innovation, including:

· failure to learn from mistakes;
· widespread risk aversion;
· the need for more collaboration; and
· too much emphasis on making incremental improvements.

These are among the key findings that emerged from three studies conducted by Accenture in the first half of 2009. The U.S.-U.K. study queried executives across several industries, including automotive, banking, capital markets, consumer goods and services, electronics and high-tech, insurance, manufacturing, pharmaceutical and medical products, and retail. The second study focused on innovation in the consumer technology industry in North America, Europe and Asia. The third focused on the communications industry across the U.S. and Europe.

“Companies can’t afford to avoid risk; they must learn from their mistakes and make the bold moves required to grow their company and position it for the economic upturn,” said Mark Foster, Accenture’s group chief executive, Global Markets and Management Consulting. “Unfortunately, many companies don’t have the processes that would enable them to conduct the risk-benefit analysis required to comfortably make the decisions associated with pursuing big bets, which is why innovation oftentimes doesn’t deliver the silver bullet companies seek.”

“Managers must lead by example, collaborate across departments, communicate the business strategy down the line and inspire their teams to engineer the next category-defining product,” Foster said. “Companies that fail to do so may lose significant ground to competitors who understand the value of innovation and manage it well.”

In the most recent study, 50 percent of respondents in the U.S. and the U.K. reported that their most successful innovation has been development of a new product or service. Yet, 74 percent of the respondents said their companies pursue incremental improvements, such as line extensions, and two-thirds (66 percent) said their organizations have made short-term financial results a priority over long-term investments.

Additionally, nearly three-quarters (73 percent) of U.S. respondents and nearly one-third (30 percent) of U.K. respondents said their organizations failed to learn from their mistakes.

Among the reasons respondents from both countries cited most frequently for new product or service launch failures were their inability to meet customer needs (57 percent), being late to market (54 percent) and incorrect pricing (52 percent). They also cited the lack of a new or unique customer-perceived value proposition (50 percent), supply chain issues (44 percent) and incorrect forecasting (43 percent).

One-third of the respondents (33 percent) also cited their inability to leverage new technology as a hurdle to innovation.

Consumer technology and communications, media and high-tech studies reveal similar findings
Many of the innovation-related challenges uncovered in the cross-industry study are similar to those Accenture found when it surveyed executives in the consumer technology and communications provider industries.

For the consumer technology study, Accenture interviewed executives who work for companies that generate nearly two-thirds of the industry’s annual global revenues. Typical of the results found in all three surveys, one executive said that about 60 percent of his company’s innovation pipeline was focused on incremental rather than breakthrough innovation. The study also revealed that business units typically work in silos, lack communications across departments and pursue innovation projects that impede collaboration. It also showed that employees are unwilling to collaborate because they fear the risk of someone else taking credit for their ideas.

One executive described the situation this way: “If companies are doing something truly innovative, they are probably going against existing business practices. Opposing forces will likely counteract them. Among some consumer technology firms there is the belief that if it’s innovative, everyone will embrace it, but often just the opposite happens.”

Meanwhile, communications, media and high-tech executives in the U.S. and Europe participating in the third of the three studies said their companies want to decrease the time required to launch new products and reduce development costs. In fact, 58 percent of the respondents said their companies’ new-product development budgets are plagued by cost overruns. And, 70 percent of the respondents said that as the economic downturn evolved, the development of at least some services and products was stopped – a decision that also reflected budget cuts and a shortage of people with the expertise to generate innovations or manage new-product development . The study also found that communications, high-tech and media firms in Europe will lead the way in new-product and service launches in the coming year.

Research Methodology

Study of U.S. and U.K. executives
Accenture commissioned an online survey in May 2009 of more than 630 vice presidents, directors and managers at large U.S. and U.K. companies across a broad range of industries, including automotive, banking, capital markets, consumer goods and services, electronics and high-tech, insurance, manufacturing, pharmaceutical and medical products, and retail. The purpose of the study was to gain further insights about management perceptions of innovation processes.

Study of consumer technology company executives

Accenture conducted in-depth, one-on-one interviews with executives at the director level and above from 28 of the world’s largest consumer technology companies worldwide to better understand the status of innovation across this industry sector. To qualify for inclusion in the study, respondents had to be a final decision-maker, highly involved in or part of a team that works on new product and service launches; part of the company that develops and sells technology to the consumer market; or in the corporate division involved with computer PC development, mobile handset development, or consumer electronics development, such as audio, video and gaming.

Study of communications, media and high-tech company executives
Accenture commissioned an online survey of 277 communications, media and high-tech executives in France, Germany, the U.K. and the U.S. to identify the challenges these industries face related to new product innovation. Nearly two-thirds of those who responded (63 percent) work in telecommunications, 26 percent work in the high-tech sector, and 11 percent work in the media industry. The online survey explored the correlation between companies that meet or exceed their new-product launch plans and those committed to open innovation. The findings are contained in a February 2009 report.
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