US and China most likely places for disruptive innovation

19 June 2017

A new study highlights that the US remains the country most likely to host a company whose innovation becomes disruptive, while China ranks a close second, followed by the India and the UK.

Innovation is seen as a double-edged sword by many businesses, as while technological development often presents new opportunity, it can also cause the upheaval of entire markets. In spite of this risk, most companies and governments remain willing to invest in such disruptive innovation due to its potential for developing new offerings and cutting costs; the key for them is to remain two steps ahead of industrial disruption in order to avoid negative consequences impacting on their profit margins.

In a recent report aimed at helping companies stay ahead of the curve in this manner, KPMG surveyed 841 global technology industry leaders, 86% of whom are in the C-suite, in order to map where those creating potentially disruptive tech expect the most and least negative impact.

Which country shows the most promise for disruptive technology breakthroughs

The US remains the country touted by respondents as showing the most promise for disruptive technology breakthroughs that will have a global impact, at 26%. The country has seen its disruptive potential standing eroded slightly on the year previous, when it stood at 29%. China, which has continued to see investment funnelled into R&D, takes the second spot on 25%, up from 23% the year previous. India and the UK take third and fourth spots on 11% and 10% respectively.

In previous years, the threat of market disruption had only registered as 4% in the UK, and KPMG notes one of the key trends in their climbing potential is government led initiatives, such as Innovate UK, which focus on investing in small, high calibre, innovative startups.

Which function or role has the responsibility to drive innovation in your company

The research also analysed the perceptions of the world's foremost leaders of innovation, including the CEOs of some of the world's most famous technological developers. Tesla's Elon Musk ranked first for his drive for fully autonomous electric vehicles, as well as wider support of transformative energy solutions. Apple and Google execs were listed after, with Tim Cook taking the number two spot, while Alphabet’s Jack Ma, Larry Page, and Sundar Pichai came in third, fourth and fifth respectively.

CEO innovation leaders on the scale of the above are few and far between however. The research found that the C-suite officer responsible for driving innovation tends to be the Chief Innovation Officer, cited by 35% of respondents, followed by research & development, at 18%. The Chief Information Officer, follows on 17%. Corporate development take fourth spot on 12%, while the CEO position ranked last at 6%.

What is the top metric used in your organisation to measure the value of innovation

While innovation continues to make headlines as key for survival in a period in which whole industries face major disruption if not existential threats, little agreement exists about how best to measure the value of innovation to an organisation. The task is a relatively complex one, with the measurement of impact from true breakthroughs and wider technological advance hard to separate from each other.

The top metric noted by 35% of respondents, however, is the number of patents. This is followed by revenue growth (34%) and brand/reputation barometer (33%). Market share takes the number four spot on 32%, while market value is close behind on 31%. ROI is last on the measurements listed, at 30%.

Key factors to enable technology innovation by region

Respondents to the survey were asked to rank, on a five point scale (1 = not at all important; 5 = extremely important), the key factors to enable technological innovation (by region). Across the globe the ‘availability of talent’ was the most highly ranked, at almost a 3 on average, with the EMEA region scoring the highest and the US the lowest. ‘Access to tech infrastructure’ takes the number two spot with a global 57%, the US scoring slightly above the average at 58%. Access to alliances and partnerships comes fourth equal with access to capital, both on 54%.

Approach to build and sustain an innovative corporate culture

In terms of the approach used to build and sustain an innovative corporate culture, different regions tended to leverage different techniques – although broad trends between regions are evident. Financial incentives rank highest, selected by 27% of respondents. Career progression cane in second globally, selected by 24% of respondents, but was nominated by Chinese respondents as the top approach on 28%. Internal reorganisation was the top approach in the EMEA region, on 15% of respondents. Time allocation and external recognition were picked by 12% and 10% of respondents respectively as the most effective means to motivate employees in an organisation to be innovative.


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Two thirds of UK employees not empowered enough to innovate

18 March 2019

A culture of equality can drive innovation at work, but only a third of UK employees feel empowered to innovate at present. This demonstrates a significant disconnect between workers and their bosses in the UK, with 76% of business leaders also claiming they empower employees to be innovative.

Despite innovation increasingly being seen as integral to the survival of businesses, innovation remains relatively difficult to achieve. A lagging disconnect between management and staff remains the driving force behind this. One study by PA Consulting previously confirmed that while 66% of companies believe they will not survive without innovation, only 24% said they had the skills needed for that, and only half thought they had the right leadership in place to change that in time.

In order to find a way around this problem, global consultancy Accenture has completed its own study into innovation, polling around 700 bosses and workers across the UK to do so. The key finding of the research is that companies with a culture of equality can see an individual’s willingness and ability to innovate improved by seven times that of the least equitable workplace cultures. At the same time, an innovation mindset is almost twice as high in the most-equal companies as in typical ones.

91% of employees want to innovate but just 34% in typical United Kingdom companies feel empowered to

What remains clear, however, is that most companies are failing to adequately create an equal culture, where staff of all ranks feel comfortable contributing new ideas. 91% of employees want to innovate but just 34% in typical UK companies feel empowered to. That is higher in the most equal companies, where 75% of staff feel confident making suggestions, compared to just 5% of the least equal, and 34% of typical companies. Since those equal companies are comparatively fewer, when averaged out, only a third of UK staff feel they are empowered to innovate.

That figure stands in stark contrast to the perceptions of UK executives, however.  76% of business leaders in Britain believe that they do indeed regularly empower their employees to innovate. As a result, it seems that leaders mistakenly believe that some circumstances encourage innovation more than they actually do. For instance, they overestimate financial rewards and underestimate purpose.

The opportunity which is presented by addressing this divorce is enormous. Accenture calculates that global gross domestic product would increase by up to £6 trillion over 10 years if the innovation mindset in all countries were raised by 10%.Top 10 workplace culture factors - by strength of impact on innovation mindsetAccording to Accenture, the best way to impact positively on a company’s innovation mindset is through the provision of relevant training – associated with a 10.5% uplift to staff’s confidence innovating. Allowing the freedom for employees to be creative followed, contributing an 8.1% boost, while ensuring that training times are flexible and the firm allows a healthy work-life balance both see a more than 7% improvement. Similarly, remote working being available and being common practice will buoy creativity by 6.9% – further demonstrating the importance of flexible working to improve innovation culture at a firm.

Commenting on the report, Rebecca Tully, executive sponsor for Human Capital and Diversity for Accenture in the UK and Ireland, said, “Our research reveals that a workplace culture of equality is an overlooked driver of innovation within companies. By understanding what motivates their employees and fostering an environment where people feel empowered, business leaders have the opportunity to unleash the innovation required to compete effectively in an era of disruption.”

The research came as part of a global survey by Accenture, which queried more than 18,000 professionals in 27 countries and 150 C-suite executives in eight countries. The overall research determined that an empowering environment is by far the most important of the three culture-of-equality categories in increasing an innovation mindset, which consists of six elements: purpose, autonomy, resources, inspiration, collaboration and experimentation. The more empowering the workplace environment, the higher the innovation mindset score.