【正文】 s history shows that the right decisions made at the right time breed success and the pany remains confident that this vision and the courage to create new opportunities will help them achieve goals in the new munications era. 169。rn Westerlund who realised the future potential of semiconductor technology so maintained good relations with universities and colleges and was openminded enough to hire visionaries scientists, inventors and apprentices – whose innovative research he supported. Kurt Wikstedt, the head of Electronics, took the blueprints created by these visionaries and ?squeezed out? products that would respond to the needs of the market. Wikstedt himself had a clear vision of the future of electronic munication, calling himself ?digitally crazed?. Continuous exploitation of market opportunities ? Since entering the teles market, Nokia has faced petition from established international petitors. Yet in a relatively short time, Nokia has earned global success – this is largely due to management?s ability to recognize and exploit opportunities created by continuous technological amp。s electronics department was researching radio transmission. In the decades that followed, Nokia39。 2022 Accenture All Rights Reserved Nokia – success through vision Case Studies Source: ?Social Capital: Securing Competitive Advantage in the New Economy?, Rolf Heuppi and Patricia Seemann Transformational approach to product development ? Nokia has evolved dramatically since beginning as a paper manufacturer in 1865, growing first into a conglomerate enpassing industries ranging from paper to chemicals amp。 development ? More than 60,000 employees worldwide ? Locations in 50 countries ? Head office located in Espoo, Finland ? Mobile phones sold in 130 countries ? Nokia39。D centres in 15 countries on four continents invested $ billion in Ramp。 2022 Accenture All Rights Reserved We can use case studies to interpret how leading corporations approach innovation Case Studies 169。 2022 Accenture All Rights Reserved Certain panies are leading the field in terms of innovation 66 68 70 72 74 76 78 80 82L u ce n tEri cs s o nG l a x o W e l l co m eHPPh a rm a ci aGESi e m e n sSc h e ri n g A GR e n a u l tI BMO ra cl eST M i cro e l e ct ro n i csH e n ke lN o ki aInnovation Capability Rating – Top Performers, 2022 ? Of the 309 panies surveyed, 14 were judged to be World Class and one was judged Exceptional in terms of their innovative capabilities ? Findings are based on answers to the following question on innovation “How effective is the acquisition, development and implementation of new ideas in all facets of the firm?s operations?” ? The survey is based on information collected on 309 of the largest American and European global firms from eight sectors: puter and electronics automobiles and automotive process industries financial services consumers goods pharmaceuticals amp。 anisational skills, break functional barriers, promote active management and underline the value of coordination. ? Monitor and measure success Key Performance Indicators (KPIs) are a pragmatic way to measure return on innovation (eg. cash flow of new products in % of innovation cost, revenues from new products in % of total, increase of market share, scrap due to design flaws, customer satisfaction index) and process excellence (eg. number of ideas/project, number of patents or copyrights per time period, % closed projects, speed of development, time to market, cost of development). Defining Innovation 169。D for as long as it takes – in some cases, 10 years may not be too long. A good product is worth the wait and may payback the initial investment tenfold. ? Drive it through Patent office libraries are packed full with good ideas that lacked a sponsor. You have got to be willing to push, push, push to get an innovation to e to fruition. This takes effort, money, time, energy, cooperation, vision … qualities that may be lacking in a pany with multiple products and work streams. The ability to focus on the right innovation and not be dissuaded by other demands will be the deciding factor that enables mercialisation. ? Ensure marketing acumen supports the idea It is not enough to be technologically savvy, you also need to have an effective sales and marketing force to drive the idea through to mercialisation. A good idea will be shelved unless it can be properly marketed to the right audience. Decision criteria for the project evaluation have to be defined aligned to the business strategy and the anization. ? Be disciplined Leading innovators apply the basic principles for improving quality to the total mercialisation process – they define priorities, set measurable goals amp。 2022 Accenture All Rights Reserved Principles of successful innovation ? Analyse the sources of all new opportunities These will have different importance at different times depending on the context – new knowledge may be of little relevance to someone innovating a social instrument to satisfy a need that changing demographics or tax laws have created. Think laterally and with vision. ? Be aware of everything and everyone around you Innovation is both conceptual and perceptual – go out and look, ask and listen. Successful innovators use both the right and left sides of the brain. They look at figures and people. They work out analytically what the innovation has to be to satisfy an opportunity. They look at potential users to study their expectations, their values and their needs. ? Focus on simple and specific areas To be effective, an innovation has to be simple and focused. It should do only one thing otherwise it confuses people. Even the innovation that creates new users and new markets should be directed toward a specific clear and carefully designed app