Procter Gamble
Manufacturing
the way we see it
Collaborating for Innovation
Capgemini’s 2010 Global Survey –
How to Make a Leap by Applying Collaboration in the Innovation Process
CONTENTS
Introduction
3
Executive Summary
4
Corporate Strategy
7
Innovation Performance
R&D Collaboration
13
Customer Collaboration
16
Supplier Collaboration
18
Recommendations
2
10
21
Manufacturing
the way we see it
Introduction
Innovation has become an important differentiator in achieving both top-line growth and cost savings, but this has often been restricted by companies’ business models and culture. Most companies have contained innovation within their direct circle of influence (apart from some well-known examples such as
Procter & Gamble and Philips). But as competition intensifies and existing models of innovation are not enough of a differentiator, the way to build market share and create sustainable top-line growth in the future will be through a new, alternative approach – collaborating for innovation.
Our definition of this term is “making cooperation across organizational boundaries inside or outside a company’s four walls an integral part of the innovation strategy.” This approach taps into the wider opportunities of working with value-chain parties including internal partners, suppliers, customers and even specific entities outside the value chain.
Collaboration can take many forms: open innovation, co-creation with clients and suppliers, crowd sourcing, as well as traditional partnerships and alliances. In addition, there is a great opportunity for various internal business functions to cooperate within the innovation process – particularly the primary functions of R&D,
Marketing, Sales and Operations.
Capgemini’s first “Collaborating for Innovation” study, published in 2008, found that collaboration was increasingly viewed as a critical enabler for successful innovation.
the way we see it
Collaborating for Innovation
Capgemini’s 2010 Global Survey –
How to Make a Leap by Applying Collaboration in the Innovation Process
CONTENTS
Introduction
3
Executive Summary
4
Corporate Strategy
7
Innovation Performance
R&D Collaboration
13
Customer Collaboration
16
Supplier Collaboration
18
Recommendations
2
10
21
Manufacturing
the way we see it
Introduction
Innovation has become an important differentiator in achieving both top-line growth and cost savings, but this has often been restricted by companies’ business models and culture. Most companies have contained innovation within their direct circle of influence (apart from some well-known examples such as
Procter & Gamble and Philips). But as competition intensifies and existing models of innovation are not enough of a differentiator, the way to build market share and create sustainable top-line growth in the future will be through a new, alternative approach – collaborating for innovation.
Our definition of this term is “making cooperation across organizational boundaries inside or outside a company’s four walls an integral part of the innovation strategy.” This approach taps into the wider opportunities of working with value-chain parties including internal partners, suppliers, customers and even specific entities outside the value chain.
Collaboration can take many forms: open innovation, co-creation with clients and suppliers, crowd sourcing, as well as traditional partnerships and alliances. In addition, there is a great opportunity for various internal business functions to cooperate within the innovation process – particularly the primary functions of R&D,
Marketing, Sales and Operations.
Capgemini’s first “Collaborating for Innovation” study, published in 2008, found that collaboration was increasingly viewed as a critical enabler for successful innovation.