Breaking News: “Over the past 15 years, a portfolio of stocks based on the Innovation Leaders analysis has repeatedly outperformed all major indexes. Average return has been 14.5% CAGR and in 2016, growth was 18.9% – significantly higher than S&P500, NASDAQ and FTSE 100.
Year after year, this analysis has proven that those firms identified as being the most effective innovators consistently outperform their peers and the market.”
Now is that surprising?
It should not be but sadly for the vast majority of companies that do not treat innovation as seriously as they should, as the growth enabler, it keeps them in a constantly lagging position. It tells a very powerful message, one of investing in innovation seriously and in sustaining levels, you can grow well above others.
Big Data is knocking very loudly on our door, how are you going to let it in and manage it?
How can we liberate that creative energy we have within our organizations, how can we achieve higher engagement?
How can we learn, share and transform the knowledge that is all around us, simply flooding in? How can we translate the data flowing in with the knowledge insights and innovation outcomes expected? How are we going to unleash the creativity that goes with new knowledge?
We need to actively encourage connected minds for value creating opportunities and knowledge sharing for innovation to flow right across all the organization. All the raw data needs connected and engaged minds.
“For this we need to think about installing a modern engagement platforms that has knowledge and learning as its beating heart”
An article from Bloomberg reports that companies in the Standard & Poor’s 500 Index are “poised to spend $914 billion on share buybacks and dividends this year, or about 95 percent of earnings.”
95% of earnings – Doug rightly says “wow” and offers a thoughtful set of observations
“Every organization that enjoys free cash flow makes a decision on where to allocate that resource. If the opportunity available to the organization meets or exceeds the hurdle rate—the desired, expected rate of return—then, in theory, they invest in that opportunity. If not, then no: the organization returns the cash to the investors. Of course, earnings come after investments the organization makes in innovation—research & development expenses, for example. Many do invest a lot in R&D”
Today we see a new commission elected in Europe. As a European you always want this to be a new beginning, a new hope, perhaps a new start for Europe. Jean-Claude Junker has become the new president of the European commission and along with his new Commission team have been setting out their priorities for regaining momentum for Europe.
I was re-reading Mr Junker’s policy agenda based on “Jobs, Growth, Fairness and Democratic Change” and you realise not just the complexity and challenge all this entails, bringing 28 countries along still, it seems, a pathway that still talks “a single union.”
Let’s start with some defining statements. Innovation is totally dependent on becoming aware of external ideas and the knowledge that is needed and then translated for it to become new innovation.
We can ‘fall over these ideas’ or we can find ideas or concepts through explicit search. Then to translate these and turn them into something new and different we need to have established some sort of diffusion and dissemination processes.
Having this established as a sustaining system provides an essential source to building organizations capabilities and competencies.
The more we work external knowledge the more we potentially enhance and multiply its value from a single idea into the potentials for multiple innovations. Having a systematic framework can be dramatic for generating new knowledge and gathering ideas for new innovation potential.
Throughout this post I’ll link into previous posts that you might like to explore but this is not necessary.
The issue is how we set about adopting and adapting new knowledge.
We need to become really worried over our potential to re-galvanize growth across many of our economies. There is this growing feeling that in Europe, perhaps even the United States, we are in for a prolonged drawn out ‘slump’ with the possibilities of a Japanese-style lost decade.
Crash austerity programmes are compounding deeper economic problems and we need to find ways to create more demand, yet it does seem our current approaches are placing increasing constraints on solving this growth need. Of course, the public debt to GDP for many countries is alarming but if you can’t fix the problems with achieving growth, you just get further into debt. It seems as the predicted ‘inflows’ continue to fall below the forecasted ones you are forced into borrowing more to even support the existing environment. This adds further struggles to hold onto some of the essential services we require to function and we seem to continue downwards in a collapsing spiral.
We are suffering from those evil twins, a lack of fresh investments and bold innovation, which are failing, by not doing the essential job of promoting growth, of leading demand, of creating the new wealth we desperately need. The scale of our needs requires a different type of engagement, up and down our society; we need a new set of norms otherwise we will continue to witness some extremely painful adjustments across large parts of society.
Engagement means different things to different people
Well, the World Economic forum’s annual meeting is beckoning later this month. During the period of 25th to 29th January the WEF attempts to engage business, political, academic and other leaders of society to shape global, regional and industry agendas.( http://www.weforum.org/)
Just released on 18th January is the GE Global Innovation Barometer with its results of its second annual review on innovation. Here is the source site to check out and explore your own needs : http://www.ge.com/innovationbarometer/
The aim of the release is to use this and have this available for the meeting in Davos as well as shape GE’s innovation agenda going forward. For the Davos meeting lets hope our leaders have the time and inclination to review its content. No doubt GE will be there and if Beth Comstock is going as the senior vice president and chief marketing officer of GE I’m sure she will be leading the “innovation does matter” charge. Continue reading →