GE Global Innovation Barometer

7/29/2019 GE Global Innovation Barometer

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Copyright 2012 Daniel J Edelman Inc.1

GE Global Innovation Barom2013 Results Focus Canada


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2 Copyright 2012 Daniel J Edelman Inc.

GE global innovation barometer methodologNow in its third edition and spanning across 25 countries, the

GE Global Innovation Barometer is an International opinionsurvey of senior business executives actively engaged in the

management of their firm Innovation strategy.

The survey is conducted by StrategyOne a consulting and

research company and funded by GE. The barometer examines

the way business executives around the world appreciate the

framework for Innovation their country has developed, it alsodetails the perspective from business on the most efficient

policies to support Innovation .

Finally it adopts a firm centric approach to better understand

the way International businesses adapt their innovation

practices and strategies in a challenging economic environment.

8 out of 10 responden

Sample covers a divers

Automotive /

Transport /

Logistics

10%

Electronics10%

Industrial

Products8%

Professional

Services8%

High-tech / IT6%

Other5%

Te

I


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Sample and fieldwork details

Brazil

Canada

Germany

In

Ireland

IsraelSaudiArabiaMexico

Nigeria

Poland

Russ

South Africa

Sweden

Turkey

UAEUSA

UKNetherlands

3100 phone interviews (in local languages)

25 markets (tracking in 20 markets for 2

years and 10 markets for 3 years)

Questionnaire average duration: 38 Minutes

Period: October 22nd to December 5th 2012

All respondents directly involved in the

innovation strategy or process within their

company. (28% C-Level).

Average company size is 1 200 employees

Average age of respondent is 43 years old.


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Canada Executive Summary


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Innovation is a strategic priority for Canadian businesses (87% of Canadian re

innovation is a strategic priority for their business).

Various types of innovation are expected to drive the performance of Canadian b

future:

The improvement of existing products or services (mentioned by 82% of respon

The development of new business processes to improve profitability (76%

than the global average)

The development of entirely new products or services (64%).

The development of more sustainable and eco friendly products and services is mention

innovation avenue by 55% of Canadian respondents, this is 5 points above the globa

item. Business model innovation is as well mentioned by 43% of Canadian respondent

perceived as a slightly lower priority than the global average (52%) on this item.

Innovation as a strategic priority for Canadian busine


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To innovate successfully, Canadianrespondents identify key abilities their busine

Understand customers and anticipate market evolutions (88%)

Attract and retain innovative people (88%,15 points above global average)

Create an environment and cultureconducive to innovation (80%)

Mining data inside and outside the company is perceived as an important ability by 54%

line with the global average.

It is also important to note that challenging generally accepted ways of working is

ability by 69% of respondents a result 15 points higher than the global average.

In a similar line managing and taking risks is regarded as a crucial ability for co

respondents, 11 points higher than the global average.

Overall Canadian business executives seem to pay more attention to talent a

Innovation factors than respondents from other markets.

Abilities Business have to master in order to innovate


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Overall the framework for innovation in Canada is perceived as quite innovati

business executives from the other markets: 58% of respondents from the 25 ma

Canadian environment for innovation as innovation conducive. This puts the c

position of the ranking based on this indicator demonstrating quite solid appreciation o

the country for Innovation.

When evaluating their own market 81% of Canadian business executives report t

has a strongly innovation-conducive environment overall. When asked to evalua

their environment for innovation, Canadian business executives provide more det

On the negative side, the items connected to whether or not governmental support

efficiently organized and coordinated and to the effectiveness of public-private more negatively evaluated than other items. This being said they are in line if not more

Global average on the same question.

On the more positive side, Canadian business executives report higher satisfactio

average regarding a belief that society as a whole is supportive of innovatio

universities and schools provide a strong education model for tomorrow's innova

Evaluation of the Canadian framework for innovation


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Considering the changes in Canadian respondents perception of the environm

items tested are stable and globally above average however four items are in noti

- The appreciation of the effectiveness of public-private partnerships in supporting inn

- The support from private investors to companies that need funding to innovate (but

higher than the global average)

- The trust in universities ability to prepare tomorrows innovative leaders (still very h

with global average on the same item, +16 points)

- The perception from business executives that the general public is convinced

Innovation

The negative change of this components of the innovation framework contributes to a le

overall of the Canadian framework for innovation, however the country remains favorab

majority of indicators measured in the 25 countries surveyed this year.

Evaluation of the Canadian framework for innovation


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Canadian business executives make innovation a strategic priority and rely on

performance, signs of anxiety that it could also set a challenge for busines

competition and by accelerating the lifecycle of products and services are ve

where only 15% of respondents believe Innovation has a negative impact on tresults much higher than the global average (30%).

In this context, Canada business still expect renewed support and conti

incentives from policymakers, particularly regarding:

Encourage a stronger entrepreneurial culture in the education system (59% -

global average) Ensure that business confidentiality and trade secrets are adequately protecte

Fight bureaucracy and red tape for companies willing to access funds and incen

innovation (51%)

Respondents policy expectations


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Growing trends from the barometer indicate that innovation can start from all kin

actors (over 96% of Canadian respondents in 2013 believe that SMEs and Indiv

innovative as large companies).

To identify and work collaboratively with the best business partners is considere

firms have to master in order to successfully innovate by 73% of Canadian respo

points higher than the global average, validating the perception that collaboration is key

successfully. Indeed, 79% of Canadian respondents report that their firm would be

at innovation through partnership than if their company went about it alone.

Business in Canada would like to partner first to enter new markets (85%, 6 poin

global average), improve an existing product or service (83% - 8 points higher tha

and to access new technology (81%) in line with global average.

Two main barriers to collaborative innovation are also clearly identified: lack

confidentiality/IP (68%) and lack of trust (64% - this is 18 points higher than th

indicating that trust is a condition for Canadian business to consider potential partners)

note as well that all other items are rated much lower with the third barrier, lack of a te

process or collaboration tool, being mentioned by 43% of Canadian respondents.

Collaborative Innovation as the way forward


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Innovation is a strategic priority forbusiness globally


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CanadaA very high strategic priority 55%A quite high strategic priority 32%

A quite low strategic priority 11%

A very low strategic priority 2%

Innovation on top of business agenda: 87% of respondsay it is a strategic priority for their company (vs. 91% aQ1. Would you say that for your company innovation is:


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Innovation types and businessperformance: looking back andlooking forward


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What kind of Innovation drove business performance inCanada?Q2. What kinds of innovation have contributed most to yourcompanysperformance in the

Canada results vs. 25 markets Global Average

46%

39%

44%

56%

55%

61%

63%

83%

34%

36%

40%

53%

55%

61%

62%

83%

The development of new business models

The development of new customer services

The development of more sustainable and eco-friendly

processes, products or services

The development of more affordable new products and

services for the customer

The development or improvement of products customized to

local circumstances or conditions

The development of new business processes to improve

profitability

The development of entirely new products or services

The improvement of existing products or services


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A future gazing exercise: what will drive future businessperformance in Canada?Q3: What kinds of innovation do you expect to contribute the most to your companys perf

Canada results vs. 25 markets Global Average

52%

42%

48%

53%

56%

66%

63%

79%

43%

49%

55%

57%

61%

64%

76%

82%

The development of new business models

The development of new customer services

The development of more sustainable and eco-friendly

processes, products or services

The development or improvement of products or services

customized to local circumstances or conditions

The development of more affordable new products and services

for the customer

The development of entirely new products or services

The development of new business processes to improve

profitability

The improvement of existing products or services


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Key abilities innovative firmsmaster better


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To Innovate successfully business need to master marktechnology development, partnerships, talent and cultuQ4. How important do you think these abilities are for a company to innovate successfully

(Importance grade on 10 points, % High importance [Top 3 boxes])

34%

45%

51%

52%

53%

54%

54%

59%

60%

64%

66%

66%

73%

81%

Attract investors to fund innovative programs

Come up with new business models

Weed out unpromising innovations at an early stage

Manage an innovation pipeline with a structured business process

Mine data inside and outside the company

Challenge generaly accepted practices and ways of working

Allocate a specific budget for Innovation activities

Invest on long term innovative projects

Manage and take risks

Create an environment anc culture conducive to Innovation

Identify and work collaboratively with the best business partners

Develop new technology

Attract and retain innovative people

Understand customers and anticipate market evolutions


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Increased competition andprotectionist temptation: A globalinnovation vertigo?


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The net positive impact of Innovation on local economichallenged by 30% of respondents: a globalization anxiQ5-2. By creating more competition among businesses and making some products and se

innovation has a negative impact on my country's economy (% Agree)

Strongly agree

Somewhat agree

Somewhat disagree

Strongly disagree

Dont know / Unsur


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The positive impact of Innovation on local economies ischallenged : greater competition and shorter business Q5-2. By creating more competition among businesses and making some products and se

innovation has a negative impact on my country's economy

8% 9% 11%12% 12% 12% 13% 14% 14%

16% 16% 18% 19% 19%19% 20% 21% 22% 22%

26% 26% 213%12%

3%8%

12%4% 2%

4%

16%

2%

12% 9% 7%10% 11% 5%

24%

13%

23%7%

20%2

Strongly agree

Somewhat agree


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Opening up the market or national preference, paradoxtensions seem to exist within global businessQ9 . What are the main priorities your country should focus on to efficiently support innova

Q9-8. Promote domestic rather than imported technologicaldevelopment via preferences in government procurement

Q9-11. Promote the importation of innovopening the market further to foreign tra


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Expectations regarding the policy focus to be adopted acontradictory and vary greatly from one market to anotQ9 . What are the main priorities your country should focus on to efficiently support innova

(%Top 2 grades = very high priority)


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Role of SMEs and need for greaterlocalization: the trend keepsbuilding up globally


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Average 20 markets 2012: 76% Average 20 markets 2013: 84% (+ 8pts)

A growing consensus around the need for innovation toembracing the specificities of local market needsQ5. 1 - More than ever before, innovation needs to be localized to serve specific market n


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Innovation can be originated anywhereAverage 20 markets 2012: 79% Average 20 markets 2013: 84% (+5

Q5. 3 - More than ever before, SMEs and individuals can be as innovative as large compa


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A contraction of the Globalenvironment for Innovation


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How do respondents evaluate their countrys Innovatioframework? No major change in Global ranking, strongIndex on 100 points summarizing the perceptions of respondents regarding 13 dimension

framework of their country.

43

48 4852

5551

5862 61

5558

54

72

66 67 67

38

49 5052 53 54

54 5556 57 58 58

58 59 5961 61 62

63 6365

2012

2013


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Canada% Agree 2013 Gap / 201

Government and public authorities allocate an adequate share of their budget to support innovativecompanies

58% + 1 ptGovernmentalsupport for innovation is efficiently organized and coordinated 39% - 6 ptsIt is quite easy for companies to partner with universities for their R&D needs 71% - 4 ptsLocal universities and schools provide a strong education model for tomorrow's innovate leaders 73% - 10 ptPrivate investors are supportive of companies that need funding to innovate 62% - 11 ptPublic-private partnerships have proved effective in supporting innovation 56% - 15 ptSociety as a whole is accepting of taking risks as part of the innovation process 60% - 6 ptsSociety as a whole is supportive of innovation, there is an appetite for innovation among younggenerations 91% - 1 ptThe general public is convinced of the value innovation can bring to their day-to-day life 68% - 12 ptThe protection of the copyright and the patent are effective 65% - 1 ptThe speed at which innovative products are brought to market is adequate 59% + 1 ptTrade regulations are not preventing firms from being commercially successful 58% =


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Detailed results per component &market


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Q6. 1 - Private investors are supportive of companies that need funds to innovate

Average 20 markets 2013: 57% (-2pts)Average 20 markets 2012: 59%

Private investment stagnation, a positive exception in

38%

45%50%

56%

70%

75%

45%

66%63%

54%

27%

89%

67%

31%

45%

73%69%

72% 71%67%

56%52%

54% 54% 56%

62%

75%80%

48%

66%

62%

52%

23%

85%

62%

24%

37%

62%58

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


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Q6. 2 - The current IP protection system does not present barriers to innovation

Average 20 markets 2012: 64% Average 20 markets 2013: 59% (-5pts)

IP protection a growing concern, including in China

49% 50%

43%

37%

60%

68%

61%

65% 66%60% 60%

63%

71%66% 67% 68%

78%

66% 65% 64%

54%49%

62% 61%

52%

45%

62%

71%

63%

67% 65%

59%52% 54%

62%57% 57% 56%

64%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


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Q6. 3 - Universities and schools provide a strong education model for tomorrows innovatileaders

Average 20 markets 2012: 61% Average 20 markets 2013: 55% (-6

Contrasted evolution regarding universities ability to t

60% 62%56%

44%

35%

70%

60%

32%

66%70%

54%

74%

84% 83%

69%

52%

33%

6

78%

64%60% 60%

49%

77%

70%

64%

51%

42%

72%

62%

31%

64% 66%

47%

66%

77%73%

59%

41%

20%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


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Q6. 5- Government and public authorities allocate an adequate share of their budget tosupport innovative companies


Lower financial support from Governments overall

70%

15%

40%

23%26%

21%

31%

55%

21%

57%

34%

66%

59%56%

64%

36%

78%

4

64%

55%

46%

39%

29%

81%

24%

49%

31% 32%25%

35%

59%

23%

58%

37%

64%

54%48%

55%

26%

66%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%


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Q6. 6 - Governmental support for innovation is efficiently organized and coordinated


The organization of government incentive to innovatio

18%

71%

18%

30%

72%

20%

28%22%

57%

29%

14%

54%

45%

30%

51%

34%

64%

78

59% 59%

46%

35%

27% 27%

75%

25%

35%

75%

23%29%

22%

55%

26%

10%

51%

39%

23%

43%

26%

51%

6

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%


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Q6. 8 - Society as a whole is supportive of innovation, there is an appetite for innovationamong young generations

Average 20 markets 2012: 76% Average 20 markets 2013: 77% (+1p

On the positive side: a growing appetite from young ge

61%

79%75%

83%78% 78%

72%

85%

88%

64%

84%92%

73%

26%

72%

88%

96%

77%

92%88%

83% 83%78%

83%86%

81%

88%82% 80%

74%

87% 89%

64%

84%91%

72%

24%

70%

86%

94%

74

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


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Q6. 9 - The general public is convinced of the value innovation can bring to their day-to-da

Average 20 markets 2012: 68% Average 20 markets 2013: 73% (+5pts)

On the positive side: greater societal support

60%57% 56%

69%63%

66%

23%

68% 70% 70%

79%

69%

61%

78%85%

57%

74%

95%90%

86%

78% 77%74%

83%77%

72%

83%

76% 78%

31%

74% 76% 74%

83%

71%

63%

79%85%

56%

73%

90

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


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Q6. 10 - Society as a whole accepts that taking risks is part of the innovation process

Average 20 markets 2012: 59% Average 20 markets 2013: 63% (+4pts

On the positive side: greater tolerance to Innovation re

55%

41%

52%

41%

63%

30%

57%

66% 65%

58%

82%

59%53%

64%

87%

51%

66%

5

90%84% 84%

74%

59%

85%

58%

69%

56%

78%

43%

68%74% 73%

65%

86%

61%

52%

62%

84%

47%

60%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%


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What policies would supportInnovation most efficiently?


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Education, fighting bureaucracy and protecting trade seevaluated as the most pressing priorities to support InnQ9. What are the main priorities your country should focus on to efficiently support innovaGrade on 10 points where 10 means it should be a VERY STRONG priority and 1 a VERY LOW one, (%


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Education, fighting bureaucracy and protecting trade seevaluated as the most pressing priorities to support InnQ9 What are the main priorities your country should focus on to efficiently support innovationGrade on 10 points where 10 means it should be a VERY STRONG priority and 1 a VERY LOW one, (%

0% 5% 10% 15% 20% 25% 30% 35% 40%

Stimulate innovation through the use of commercially based public

procurement

Implement an innovation and entrepreneurship awareness program

promoting these values and targeting the general public

Promote the importation of innovative technologies by opening the

market further to foreign trade and investment

Introduce results-based incentives for public research programs

Boost funding for public research programs

Promote domestic rather than imported technological development

via preferences in government procurement

Create more incubators and facilities for start-ups to develop


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Clustering markets depending on Policy prioritiesEncourage a stronger entrepreneurial

culture in the education system throughstronger linkages between students andbusiness savvy individuals

2nd 3rd 2nd 3rd 2nd 2nd 1st 1st 1st 1st 1st 1st

Fight bureaucracy and red tape forcompanies willing to access funds and

incentives allocated to innovation3rd 2nd 2nd 1st 1st 1st 1st 1st 1st 3rd 3rd 3rd 3rd

Better align students curricula with theneeds of business 3rd 1st 3rd 2nd 2nd 2nd 2nd 2nd 2nd 2nd 2nd

Ensure that business confidentiality andtrade secrets are adequately protected 2nd 1st 1st 1st 1st 3rd 3rd 3rd 3rd

Create a financial environment thatencourages the development of venture

capital2nd 2nd 3rd 3rd 2nd

Create more incubators and facilities forstart-ups to develop 3rd

Promote domestic rather than importedtechnological development via

preferences in government procurement1st 3rd 3rd


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Stronger regulation on talent mobility have had a noticeimpact on Business ability to InnovateQ5-4. Over the last two years, it has become more difficult for companies to hire talented f

because of stricter visa requirements and it had a negative impact on their ability to innova

25%

38%

21%30%

14%

34%

16% 20%29%

35%41%

17%

32%39%

25%14%

21% 18%25% 25% 29%

12%

37%

12%21%

16%

25%

10%10%

5%

10%

7%5%

0%

49%

1%

11%

25%

25%

9%

8%

13%10%

21%15%

26%

24%

33%

20%

14%

0%

10%

20%

30%

40%

50%

60%

70%

80%

90%


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What countries are perceived asdisplaying the most innovationconducive environment?


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EVALUATION OF INNOVATION ENVIRONMENT

Brazil

Canada

Mexico

China

India

Singapore

Australia

Japan

South Korea

Vietnam

MalaysiaRussia

Germany

SwedenUK

PolandUAE

Turkey

Nigeria

South Africa

Ireland

Netherlands

3.5

4.0

4.5

5.0

5.5

6.0

6.5

7.0

7.5

8.0

8.5

9.0

3.5 4.0 4.5 5.0 5.5 6.0 6.5 7.0 7.5 8.0

GloEuo/10

Auto


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0%

14%

17%20%

16%12%

10%

23%

16%12%

40%

35%

51% 51%

56%

46%48%

81%

60%

48%

57%

63% 64

5%

15% 15%

20% 20%24%

26% 27% 29% 29% 30%32%

43%

49%52%

55% 55%58%

60%63%

66% 66%6

Canada

Global

How do Canadian business executives evaluate other mInnovation environment?Q8. For each of the following markets, how far would you say that they have developed an Innovation conducive e

% of respondents that evaluate a market innovation environment positively by giving it a grade between 7 an 10/10

(Global perception vs. perception measured among Canadian respondents only)


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Collaborative Innovation: review ofdrivers and barriers, experienceand policy framework


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Collaborative Innovation has a Global appealQ11: Measuring the appetite for collaboration


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Partnership is globally seen as an opportunity to succeQ11 Measuring the appetite for collaborationQ11-2: I am fully convinced that our firm could be more successful with innovation through partnership and collaborati

alone

Average: 53%


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Emerging markets leading preparing even more stronglQ11 Measuring the appetite for collaborationQ11-1: Our firm has been changing the way it looks at Innovation to integrate more of the need for collaboration both in

Average: 38%


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Revenue sharing model: a more difficult question to soQ11 Measuring the appetite for collaborationQ11-3: I think my firm is open to sharing the revenue stream or the revenue losses that could be generated through a c

initiative


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Reasons for collaboratingQ15 Still on collaboration, what are the main reasons why your company would seek to collabo

entrepreneurs or other companies?

54%

54%

56%

58%

69%

69%

69%

70%

72%

75%

79%

79%

To invent a new business model

To license patents and technology

To share costs

To benefit from a companys sales force

To scale up

To gain insights and market intelligence

To improve the profitability of an existing offer

To invent a new product

To speed up time to market

To improve an existing product or service

To enter new markets

To access new technology


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52 Copyright 2012 Daniel J Edelman Inc.16%

18%

22%

22%

28%

28%

31%

36%

39%

45%

47%

64%

The company is foreign

Our culture is too closed

The company is bigger than ours

We dont have time to allocate to meeting possible partners

I dont know if my company is ready or able to be working in partnership

We dont have time to allocate to managing the partnership

We dont know how to attract potential partners

Fears over unequal revenue splits

Lack of a tested Collaboration Process and Collaboration Tools

Talent / Knowledge poaching

Lack of trust in the partner company

Lack of Protection of confidentiality / IP

Barriers to collaborationQ16. Still on collaboration, what are the main reasons why your company would be reluctant to

with entrepreneurs or other companies? (% of respondent that selected the item as a barrier)


53/53

Copyright 2012 Daniel J Edelman Inc.53

GE Global Innovation Barom2013 Results Focus Canada

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