If you work in the realms of innovation, R&D, or strategy within a large organization, you already know that making change happen and delivering tangible business results is incredibly difficult. And at most organizations, there’s pressure to do more — faster — in order to keep pace with changing market and customer dynamics.
The latest edition of Benchmarking Innovation Impact collects data, insights, and advice from more than 200 of your peers to help you overcome those challenges.
Innovation Leader and KPMG have once again collaborated to create an all-new guide for corporate innovators, based on survey data and interviews with a dozen leaders at companies like Intel, Google, Ford, Nasdaq, Kellogg’s, and Capital One. This year, we looked at the data through two lenses: one that includes the complete set of 215 respondents, and a second that includes about 25 “role model” companies that put themselves at the more advanced end of the innovation maturity spectrum.
• Data From Innovators: Our review of the data from a 2019 survey of 215 corporate innovators — including lots of charts and graphs.
• Corporate Perspectives: Perspectives from a dozen corporate innovators at companies like Philips Healthcare, ESPN, Bose, GOJO, and more about how to deliver impact.
• KPMG LLP Insights: Insights from KPMG professionals about what this data might mean for you, and alternative approaches.
• Questions & Resources: Discussion questions, resources, and worksheets to justify why an innovation program may be needed, measure progress, or upgrade the way you work.
Innovating inside large organizations is not easy. So how do you deliver concrete, tangible impact — over the short-term, medium-term, and long-term? Innovation Leader and KPMG have collaborated to create the go-to resource on corporate innovation, based on detailed survey data and interviews with senior executives at Whirlpool, Boeing, Johnson & Johnson, Southern Company, General Motors, and more.
Starting in 2014, Christopher Bailey helped to create a new Digital Ventures team and new innovation programming within ExxonMobil’s IT organization, under an umbrella group that was known as #innovation. Here’s his advice on getting a program started.
We sat down with Peter Berger, Director of Innovation at EmbraerX, a disruptive innovation group inside Embraer, the world’s third-biggest maker of aircraft. Among EmbraerX’s projects is development of EVTOLs — electric vertical take-off and landing vehicles — in collaboration with Uber.
Humana’s Roberto Roitz talks about the importance of creating a common language around what innovation means for the organization, and getting buy-in from operational colleagues. Roitz is a Director of Stratgeic Partnerships at Humana, the $57 billion health insurance and managed care provider based in Louisville, Kentucky.
If you’re working to make change happen inside a large organization, Innovation Leader was created especially for you. Everything we do is geared to helping you deliver impact in your organization, whether you work in strategy, R&D, new ventures, design, technology, or innovation. Join Today ⟶