Does innovation really matter for organizations? Is the pursuit of newer, faster, better, disruptive, radical innovation a meaningful goal for leading our organizations? How real is FOBO?
“Your company is out of business. You just don’t know it yet.”
If there’s one thing that should keep you and every other leader up at night, FOBO is at the top of the list. That’s right–the Fear Of Becoming Obsolete. If that’s you, a recent GE study will give you some important insights about the state of innovation. The impact of innovation on both business and society is extraordinary. The ways you can leverage it to your benefit are even more so. Based on a survey of 2,748 business executives and 1,346 informed citizens the survey explores perceptions and ideas about the 4th Industrial Revolution.
“The Fourth Industrial Revolution is characterized by a fusion of technologies that is blurring the lines between the physical, digital, and biological spheres.”
The good news is that executives share a strong sense of curiosity and optimism about the future of the 4th Industrial Revolution. What exactly is the 4th Industrial Revolution? According to the World Economic Forum, the first industrial revolution used water and steam power to mechanize production. The second used electric power to create mass production. The third used electronics and information technology to automate production. The fourth is building on the third, the digital revolution that has occurred since the middle of the last century. Characterized by a fusion of technologies it is blurring the lines between the physical, digital, and biological spheres. Optimism about the digital revolution extends to leaders in more than 20 countries especially those in emerging economies who are feeling considerably more empowered than those in developed markets.
“Which leaves one to ponder the obvious question. Does having a clear innovation strategy matter?”
86% of executives surveyed believe advanced manufacturing will radically transform the industrial sector. A majority of both executives and citizens believe these transformations will create a positive impact on employment. Interestingly every market shows a distinctive preference for incremental innovation, improving existing products and solutions versus breakthrough innovation (i.e.; launching products that are completely new and have the ability to disrupt their market.)
While 68% of executives report having a clear innovation strategy, 62% of them struggle to come up with radical and disruptive ideas. Oddly, those without a clear innovation strategy (32%) also struggle to come up with radical and disruptive ideas. Which leaves one to ponder the obvious question. Does having a clear innovation strategy matter?
Proctor & Gamble CEO David Taylor speaking at Chief Executive Magazine’s Talent Summit noted that “there are processes that a company gets enamored with.” Most all of us have had the experience of following a process that no longer delivers the results essential to customer needs and satisfaction. If you have processes that encumber people for an extended period they have a proclivity to take regardless of their efficacy.
“Only 24% of executives feel their company is performing very well at quickly adapting and implementing emerging technologies.”
There is general agreement (90%), among executives and citizens alike, that the most innovative companies not only launch new products and services but also create a new market that didn’t previously exist. Yet, there is a real risk of innovation being hampered as technology evolves faster than businesses can adapt. Bringing radical and disruptive ideas to life in 2015 turns out to be a challenge among 76% of U.S. executives surveyed. That’s a 32% jump from in 2014.
Adding to this challenge only 24% of executives feel their company is performing very well at quickly adapting and implementing emerging technologies. Executives (61%) are learning the value of big data and beginning to understand that integrating analytics delivers better results and outcomes for their businesses.
“76% of executives believe talent acquisition remains the first innovation success factor. HR talent acquisition systems that are “turning off” applicants are creating a significant problem.”
Is the work and the worker of the future really changing? There is a growing notion among employers that the digital transformation is giving rise to the “nomad employee” — people that do not necessarily seek full-time employment, but favor freelancing or contracting modes. Jacob Morgan, a Forbes Magazine contributor writes about the seven principles of the future employee, noting they will have new requirements:
- Demand for a flexible work environment
- The ability to customize work
- Share information freely
- Use new ways to communicate and collaborate
- Options to be leader or follower as needed
- Free to shift from knowledge worker to learning worker
- Learns and teaches at will
No matter whether it’s a nomad on a “gig” or a full-time employee, just less than half of employers and citizens believe the current education system is adapted to fulfill the private sector’s demand for new talent and skills. Given that 76% of executives believe talent acquisition remains the first innovation success factor, the disconnect between available talent and talent with the right education and skills remain significant problems. It’s difficult to grow a leadership commitment and conducive culture for innovation success when finding the “right” talent grows increasingly more difficult. Many question how much HR talent acquisition systems are “turning off” applicants and actually complicating and not easing identifying qualified talent thus fueling shortages.
“This is how work will get done over the next few years and it has already started in many organizations around the world.”
According to executives surveyed the six main attributes they are seeking in candidates include:
- Problem solving abilities (56%)
- Creativity (54%)
- Analytical skills (44%)
- Interpersonal skills (43%)
- Long-term commitment (41%)
- The ability to suggest improvements to the existing ways of working (40%).
Interestingly, only 27% of executives believe the candidate’s ability to navigate uncertainty with ease is a significant attribute. Ease or not, navigating uncertainty will surely be a part of everyone’s toolkit for years to come.
Does measuring outcomes instead of innovation make more sense? What are the greatest measurements of impact and success?