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November 25, 2009 Business Innovation Survey Brazil 2009 - 2010 For the first time Strategos developed a complete overview of Business Innovation in Brazil. The Business Innovation Survey 2009-2010 provides an in-depth assessment of how Brazilian companies are bringing Innovation into their core through processes, structures, tools and cultural transformation. The survey, targeting C-Level Executives, includes the opinion of 150 leaders of the top Brazilian companies from a variety of sectors. One of the key findings is that there is an increasing focus on innovation as a key strategic instrument, Brazilian executives believe that innovation is a critical success factor, and they are ready for action - 92% will reinforce or maintain their investments on innovation for the 2009-2010 period.
November 25, 2009 BusinessWeek/NEXT: Innovation Tools & Trends Top 10 Consumer Electronics Innovators ABSTRACT: Innovation blogger Michael Arndt comments on Strategos-wRatings' Innovation Index of consumer electronics companies. SUBJECTS COVERED: Innovation metrics COMPANIES CITED: Microsoft, LG, Apple
November 23, 2009 Zero Hora Inovação e necessidade suprida ABSTRACT: Zero Hora reporter Rodrigo Muzzell and Strategos' Peter Skarzynski discuss the enablers and barriers for building a competence for innovation. SUBJECTS COVERED: Innovation competency development, Innovation barriers and enablers COMPANIES CITED: Microsoft, Intel, HP
November 19, 2009 CIO Blogs and Discussion: Eye on Microsoft Surprise, Surprise: Microsoft Beats Apple in Consumer Survey ABSTRACT: CIO reporter Shane O'Neill comments on Strategos-wRatings' Innovation Index of consumer electronics companies. SUBJECTS COVERED: Innovation metrics COMPANIES CITED: Microsoft, LG, Apple
November 1, 2009 Strategy & Leadership Migration management: an approach for improving strategy implementation ABSTRACT: In today's business environment, the ability to rapidly rally the entire organization around its new strategy is more critical than ever. No one has any spare time or resource, and everyone needs to quickly get the benefits of their strategies. Nevertheless, few organizations have realized the full potential of their strategies although they had invested heavily to develop robust and attractive strategies. Apparently, some things are getting lost between strategy development and execution. A key driver of the problem is that some corporations narrowly view strategy execution as redrawing the corporate organization chart and investing in new projects; however, an innovative and differentiated strategy that challenges conventional wisdom needs an unconventional implementation process as well. To get the full of benefit of the new strategy, start with a clear articulation of the "future state" - what a knowledgeable observer would write if asked to describe the successful company and its new competencies at the end of the strategy time horizon. From there, design the migration path, a roadmap for getting to the future state from the present. By creating and properly using clear articulation of desired future identity and sequenced, interrelated paths of action programs within management processes oriented toward learning and adaptation, companies have been able to overcome the dilemmas and challenges associated with traditional approaches to strategy implementation. SUBJECTS COVERED: Strategy Implementation Process, Experimentation, Leadership
July 27, 2009 Business Innovation Survey 2009 - Portugal Strategos Iberia launched the second edition of the Business Innovation Survey (2009) initiative in order to develop a clear point of view of the state of Business Innovation amongst companies operating in Portugal and to check the evolution of the Innovation management maturity in this context. The survey, targeting C-Level Executives, includes the opinion of 180 leaders of companies from a variety of sectors. One of the key findings is that there is an increasing focus on innovation as a key strategic instrument. At the same time Executives believe that Innovation investments should make part of the plan to get out of current turbulent times - 85% will maintain or raise the Innovation investment during 2009. However, despite the recognition that Innovation is key, Portuguese companies still have a long way to go in developing a structured approach to this strategic discipline - 55% of the companies (named I-What companies) have very low levels of Innovation systematization and very low levels of cultural embedment of Innovation.
May 4, 2009 Chief Executive Preparing for the Recovery Before It's Too Late ABSTRACT: When we come out of the recession, the market and competitive landscape will have changed, customers needs will have evolved, and you will need new competencies. Those who are prepared will do well, while others flounder. Will you be ready? SUBJECTS COVERED: Breakthrough strategy, Competitive advantage COMPANIES CITED: IBM, Toyota, Kozmo.com
April 1, 2009 Intellectual Property & Technology Law Journal Combating "Technology Commoditization" ABSTRACT: Thanks to today's rapid pace of innovation and new product releases, companies and their managers spend a great deal of time scrambling to address challenges to their intellectual property (IP). Unfortunately, regardless of how hard they work, technology commoditization is a fact of life and inevitably happens to all high-tech products. Instead of fighting these disruptive yet certain forces, companies also have the option to take a more proactive role. In this article, the authors describe how companies can leverage Innovation to combat technology commoditization. SUBJECTS COVERED: Business model Innovation, Breakthrough strategy, Competitive advantage COMPANIES CITED: Apple, Hewlett-Packard, Research in Motion, 3M
March 1, 2009 Business Strategy Series Systematically Innovate! What Sounds Like an Oxymoron Is Actually a Recipe for Dependable Results ABSTRACT: There is an ongoing and lengthy debate about whether a mature company can build an innovation capability, or even innovate and re-invent itself in the first place. The authors argue that innovation capability can be built, systematically and systemically, much like organizations have built systemic capability for quality in the past. And that levers can be pulled to organize for and institutionalize innovation - without re-organizing the entire organization. SUBJECTS COVERED: Innovation competency development, Innovation barriers and enablers COMPANIES CITED: Crayola, Whirlpool, Google
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