生态系统从创新举措中增加收入

Q4 Business, Management and Accounting
Anthony Marshall, Anthony Lipp, Kazuaki Ikeda, R. Singh
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引用次数: 2

摘要

目标生态系统合作伙伴关系正在推动商业性质的巨大变化,因为银行、汽车和零售等多样化行业正以前所未有的方式融合,并以前所未有的速度融合。为了了解领先公司如何在生态系统中拥抱创新,以推动价值创造和竞争力,IBM商业价值研究所与牛津经济研究院合作,于2019年8月至1月对19个行业和29个国家的1000名高管进行了调查,150名首席财务官、150名首席创新官、150名首席营销官、150位首席运营官和150位首席联盟/合作伙伴关系官。创新分析显示,生态系统参与度高的组织从创新举措中获得了更大的收入。具体而言,与不太注重生态系统的同行相比,参与生态系统的企业与创新相关的收入高出14%以上。实践意义分析表明,在四个创新赋能维度上有差异的组织在生态系统创新方面比其他组织更成功。他们的获胜实践:10;9;他们以生态系统创新平台为先导。10;9;它们创建了能够在生态系统10中将想法转化为期望的客户体验的结构;9;它们为生态系统的成功创新建立了有效、有意义的衡量标准。10;9;他们以合作的心态对待创新,并创造一个塑造创新行为的开放环境。10;独创性/价值该研究确定了最成功的公司、生态系统创新者的最佳实践。他们在四个创新维度上表现出色。他们构建平台并利用生态系统来更好地协调客户体验。他们建立了有效衡量生态系统创新的过程。它们形成了将创新制度化的组织结构。他们创造并促进开放和协作的环境
本文章由计算机程序翻译,如有差异,请以英文原文为准。
Ecosystems boost revenues from innovation initiatives
Purpose Ecosystem partnerships are driving a dramatic change in the nature of business as industries as diverse as banking, automotive and retail are converging in unprecedented ways–and at an unprecedented rate. To learn how leading companies are embracing innovation in ecosystems to drive both value creation and competitiveness, the IBM Institute for Business Value in collaboration with Oxford Economics surveyed 1000 top executives in 19 industries and 29 countries between August and January 2019. Design/methodology/approach The survey cohort included 250 Chief Executive Officers, 150 Chief Financial Officers, 150 Chief Innovation Officers, 150 Chief Marketing Officers, 150 Chief Operations Officer and 150 Chief Alliance/Partnership Officers. Findings Analysis revealed that organizations with high engagement in ecosystems generate greater revenues from innovation initiatives. Specifically, revenues tied to innovation were more than 14 percent higher for ecosystem-engaged businesses than their less ecosystem-oriented peers. Practical implications The analysis showed that organizations differentiated on four innovation-enabling dimensions are more successful than others in ecosystem innovation. Their winning practices: 10;•9;They lead with platforms for innovating in ecosystems. 10;•9;They create the structures that enable the transformation of ideas into desired customer experiences in ecosystems 10;•9;They establish effective, meaningful measurements for successful innovation in ecosystems. 10;•9;They approach innovation with a collaborative mindset and create an environment of openness that shapes innovative behavior. 10; Originality/value The study identified the best practices of the most successful companies, ecosystem innovators. They excel across four innovation dimensions. They build platforms and employ ecosystems to better orchestrate customer experiences. They establish processes to effectively measure innovation within ecosystems in which they operate. They form organizational structures that institutionalize innovation. And they create and promote environments of openness and collaboration
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来源期刊
Strategy and Leadership
Strategy and Leadership Business, Management and Accounting-Strategy and Management
CiteScore
1.20
自引率
0.00%
发文量
45
期刊介绍: As a leader responsible for the competitive development of your organization, as well as a desire to keep ahead of the game, you have a responsibility to ensure that you are fully aware of new strategies and developments that can impact upon your personal growth as a leader of others. Strategy & Leadership gives you insight into your own leadership abilities without wasting your time. Each issue brings you informed opinion from leading specialists, gives you professional support and looks at strategies, tools and techniques from an objective position. Strategy & Leadership explains the how and why in order to keep you clearly focused. Its thoughtful, in-depth analysis and advice tells you where you should be going and what to avoid on your journey. Strategy & Leadership is a bi-monthly briefing that brings you the thoughts, advice and analysis of some of the world''s current revolutionary thinkers. Your subscription will show you: -How to improve existing leadership skills and develop new skills -Maintain a competitive position for your organization -Motivate your workforce -Adapt strategies in the light of technological change -Reassess current strategies based on practical insights into how other organizations have structured and managed change for a success -Consider new theories that could reshape current thinking and create future success -Benefit from the advice of prominent futurists -Learn from the experiences of leading CEOs and avoid the pitfalls that they have encountered -Select, develop and retain senior colleagues who will help you steer your organization in the future -Stay one step ahead of the competition - both internally and externally -Gain an insight into competitors'' strategies -Keep abreast of the latest trends in strategic planning -Implement successful strategies for your organization
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