规模化创新——什么是大创意?

Organizations must ensure that new accelerated approaches to scaling innovation don’t lose steam

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凯捷(Capgemini)报告发现,一些组织在简化流程方面取得了重大进展,以将规模化创新工作的时间提速了将近两年,但其他组织仍未能规模化

Capgemini report finds that some organizations have made significant strides to streamline processes to supercharge scaling innovation efforts by nearly two years but others still fail to scale

2020年9月24日,巴黎——在这个瞬息万变世界里,企业对创新寄予厚望,许多企业都在争相利用新技术。然而,为实现规模化而奋斗的努力正妨碍组织充分利用新兴技术的巨大潜力以及有效应对业务中断和机遇的能力。这是根据凯捷研究院的最新报告《规模化创新——什么是大创意?》,该报告探讨了为什么大多数创新无法扩大规模。

Paris, September 24, 2020 – In a disrupted, fast-changing world, businesses are betting big on innovation and many are locked in a race to harness new technologies. Yet struggling to achieve scale is hampering the ability of organizations to fully leverage the huge potential of emerging technologies and to respond effectively to business disruptions and opportunities. This is according to a new report from the Capgemini Research Institute, “Scaling Innovation – What’s the Big Idea?” which explores why most innovations fail to scale.

2019年,全球范围内近3,000亿美元​投资于近32,000个风险投资交易。2018年,全球创新者提交了330万项专利申请,比上年增长5%,并且连续九年保持增长。在COVID-19的背景下,这一大流行病激发了对创新和更新的需求,有68%的高管表示他们已加快了现有的转型计划。然而,规模化创新的能力仍处于初级阶段,许多组织未能从大的创新赌注中获得回报。创新的影响和价值只有通过规模化、被采用来实现,而不是通过构想或实验。规模化创新和采用创新的公司能够产生预期的业务影响,加速业务绩效,并获得持续的竞争优势。

Almost $300 billion was invested in nearly 32,000 venture capital deals worldwide in 2019.[1] Innovators across the globe filed 3.3 million patent applications in 2018, up 5% from the previous year and a continuation of nine straight years of increases.[2] And within the COVID-19 context, the pandemic has catalyzed the need for innovation and renewal, with 68% of executives saying that they have accelerated existing transformation initiatives.[3] Yet the ability to scale innovation remains in its infancy, with many organizations failing to reap the rewards of big innovation bets. The impact and value of innovation is only fully realized through scaling and adoption not from ideation or experimentation. Companies that scale and adopt innovation create the desired business impact, achieve accelerated business performance, and gain sustained competitive advantage.

凯捷的该份报告基于40位来自全球各大组织、总收入超过1.7万亿美元的高级管理人员以及学者的见解,并提炼出其中重点内容、最佳实践和宝贵经验,以提出可行建议。

Capgemini’s report is developed from the insights of 40 senior executives from global organizations with combined revenues of over $1.7 trillion, as well as academics, and draws on key learnings, best practices, and experiences to deliver actionable recommendations.

大型组织必须将创新和规模化创新视为分别独立存在的个体

Large organizations must treat generating and scaling innovation as separate entities

创新和成功规模化创新是两种截然不同的功能,通常需要不同的思维方式和技能。然而,很少有公司区分产生创新的前端和规模化创新的后端。他们并没有把规模化作为其自身的一部分来考虑——它的目的、需求和挑战都是截然不同的。尽管在创新的过程中,规模扩张会发生在下游,但这往往是一个太少、太晚的情况。

Innovating, and successfully scaling innovation, are two distinct functions, often requiring a different mindset and set of skills. However, few companies differentiate between the front-end of generating innovation and the back end of scaling innovation. They do not think of scaling in its own right – a discipline that is quite distinct in its purpose, requirements, and challenges. Although scaling occurs downstream in the innovation journey, it’s often a case of too little, too late.

根据该报告,创新的产生通常集中在期望的东西上,比如高影响力的“蓝天”项目,还有那些旨在解决未满足或未陈述的客户需求的项目。它很少关注与大型企业更相关的两个方面——商业可行性(Viability)和技术可行性(Feasibility

According to the report, often, innovation generation focuses on what is desirable – high-impact, “blue sky” concepts and projects designed to solve an unmet or unstated customer need. It rarely focuses on the two aspects that are more relevant for a large-scale business – viability and feasibility.

通过将规模化创新作为一门独立的学科来对待,企业可以确保他们从构思阶段开始就引入更注重创新的商业可行性和技术可行性的团队或个人。

By treating scaling innovation as a separate discipline, organizations can ensure that they bring in teams or individuals that are more focused on the viability and feasibility of innovation right from the start of the ideation phase.

COVID-19催化剂的作用下形成势头

Build momentum exacted by the COVID-19 catalyst

COVID-19加快了各个领域的创新。 它迫使公司重新审视他们如何进行大规模创新。 组织需要确保新的加速方法不会失去动力。 通过在紧急情况下继续对运营进行建模,组织可以长期应用大流行时期的经验教训。在当前的危机时期,凯捷发现组织在解决官僚主义、简化流程、重组员工队伍以及增强一线领导能力方面取得了长足进步。 因此,一些公司在扩大创新规模时,能够超额完成近两年的工作。

COVID-19 has expedited innovation across a range of sectors. It has forced companies to take a fresh look at how they approach innovation at scale. Organizations need to ensure that new accelerated approaches don’t lose steam. By continuing to model operations to a sense of urgency, organizations can apply the learnings from the pandemic period for the long term. In these times of crisis, Capgemini has found that organizations have made significant strides to tackle bureaucracy, streamline processes, restructure workforces, and empower front-line leaders. As a result, some companies have been able to supercharge efforts by nearly two years when it comes to scaling innovations.

企业现在应该利用这一势头,了解如何克服阻碍规模化发展的一些传统治理挑战,例如让您的最佳人才集中精力解决问题,或者克服官僚障碍或组织孤岛。

Companies should now build on this momentum to understand how they can overcome some of the traditional governance challenges that stand in the way of scale, such as bringing your best talent to focus on the issue or overcoming bureaucratic hurdles or organizational silos.

并非每个想法都能长期推广

Not every idea can be scaled long-term

创新文化不仅对构思和测试新想法很重要,而且对在现有或新的市场中成功规模化这些想法也很重要。凯捷发现,支持规模化的创新文化的一些关键要素包括提倡“学习”文化——学会接受失败,学会停止创新(即使这些创新最初在规模化上获得了成功)。并非每一个创意都可以长期推广,关键是企业要了解在创新过程的不同阶段,何时接受失败。

An innovation culture is important not only for ideating and testing new ideas but also for successfully scaling them within existing or new markets. Capgemini found some of the key components of an innovation culture that supports scale include the promotion of a “learning” culture that accepts failure and the willingness to stop initiatives, even if they initially enjoyed success at scale. Not every idea can be scaled long-term and it’s critical that businesses understand when to accept failure at different stages of the innovation journey.

组织文化是规模化创新的最困难的障碍;消除障碍和解决问题的能力需要从整个组织的高层管理层向下延伸。报告发现,在那些真正成功实现规模化的企业中,人们愿意结束他们可能喜欢的实验和创新,腾出空间扩大规模,尝试新事物。

Organizational culture is the toughest hurdle to scale innovation; the ability to remove barriers and address problems needs to cascade down from the C-suite across the whole organization. The report found that, among those organizations who have demonstrated true success with achieving scale, there is a willingness to end the experimentations and innovations that they may love, to make room to scale and try new things.

凯捷首席创新官Lanny Cohen总结发现,“在创新历程中,需要将规模化视为单独一门的学科,它从根本上来说是不同的。它有自己的一系列挑战,并通常与构思创新的部门分开;规模化也需要不同的思维方式和技能。通过将实现规模视为一项具体而独特的学科,实施正确的创新治理,并建立一种愿意就规模创新做出艰难决策的文化,企业能够以其他竞争对手难以匹敌的速度和确定性实现这一目标。”

Lanny Cohen, Chief Innovation Officer at Capgemini, summarizes the findings, saying, “Scaling needs to be treated as its own discipline within the innovation journey because it is fundamentally different. It has its own set of challenges and sits within a division of a business typically separate from ideation; scaling also requires a different mindset and set of skills. By treating the achievement of scale as a specific and unique discipline, putting in place the right innovation governance, and building a culture that is willing to take tough decisions on scaled innovations, companies can achieve it with a speed and certainty that other competitors will struggle to match.”

To read a full copy of the report and its recommendations, click here.


关于凯捷

凯捷集团是咨询、数字化转型、技术和工程服务领域的全球领导者。在不断发展的云计算、数字和平台世界中,集团始终处于创新最前沿,以帮助客户应对所有机遇和挑战。

凯捷凭借其50余年的悠久历史及深厚的行业专业知识,通过从战略到运营的一系列服务,帮助企业实现其业务目标。

凯捷坚信技术的商业价值来自于人,并通过人去实现。如今,它是一家拥有27万名员工的多元文化公司,员工遍布近50个国家。凯捷集团与Altran的2019年合并总收入为170亿欧元。

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始于人,成于事。

[1] Crunchbase, “The Q4/EOY 2019 global VC report: A strong end to a good, but not fantastic year,” January 2020.

[2] World Intellectual Property Organization (WIPO), “World intellectual property indicators,” October 2019.

[3] Capgemini Research Institute, “Fast-Forward to the Future: Defining and winning the Post-COVID New Normal,” July 2020.

 

 

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