What role should quick wins play in your innovation or R&D portfolio?
That’s the question we set out to answer with a survey and a set of qualitative interviews of innovation and R&D leaders in industries ranging from aerospace to utilities to financial services to consumer products. We defined “quick” as something that delivers a tangible outcome within a year — whether that was introducing a new tool, streamlining a process, finding clever ways to cut costs, launching a new offering, or building a new capability.
The quick answer: nearly all of the 132 survey respondents say that their portfolio involves delivering near-term results, and several respondents said they defined “quick” as an even shorter time period than we did — like, three or four months.
- What types of quick win projects are most common?
- What are the potential downsides?
- How do you communicate them effectively, up and down the organization?
This 42-page report dives into those questions and others. It includes interviews with Duke Energy, BNP Paribas, Rockwell Automation, Premera Blue Cross, Clorox, Mitsubishi, and ten other large organizations. With each, we dive into a concrete example of a quick win project, including who identified the opportunity, who was involved in the project, what the timeframe and metrics were, and how outcomes were communicated.