SlideShare une entreprise Scribd logo
1  sur  18
Télécharger pour lire hors ligne
strategy+business
ISSUE 81 WINTER 2015
REPRINT 00370
BY BARRY JARUZELSKI, KEVIN SCHWARTZ,
AND VOLKER STAACK
THE GLOBAL INNOVATION 1000
Innovation’s
New World Order
Asia is now the top regional destination for R&D spending,
followed by North America and Europe.
featureinnovation
1
IllustrationbyMartinO’Neill
The geographic footprint of innovation is changing dramatically as
research and development programs become more global. An overwhelming
94 percent of the world’s largest innovators now conduct elements of their
R&D programs abroad, according to the 2015 Global Innovation 1000
study, our annual analysis of corporate R&D spending. These companies
are shifting their innovation investment to countries in which their sales
and manufacturing are growing fastest, and where they can access the right
technical talent. Not surprisingly, innovation spending has boomed in China
and India since our 2008 study, when we first charted the global flows of
corporate R&D spending. Collectively, in fact, more R&D is now conducted
in Asia than in North America or Europe.
Perhaps more unexpectedly, innovation spending in the U.S. has held
relatively steady as a share of global innovation spending, despite increases
in the amount of R&D that U.S. firms conduct in Asia. This is due in part
to companies from other countries increasing their R&D activity in the
United States; Silicon Valley, in particular, has been a powerful draw.
Innovation spending in Europe, in contrast, grew more modestly and
unevenly, with some countries, such as France and the U.K., showing net
decreases in domestic R&D spending from 2007 to 2015. More European
companies are choosing to expand their R&D operations elsewhere, in both
low-cost countries in Asia (defined as countries where the average annual
engineering salary is less than US$35,000) and high-cost countries such as
the United States.
Asia is now the top regional destination
for R&D spending, followed by North
America and Europe.
by Barry Jaruzelski, Kevin Schwartz,
and Volker Staack
Innovation’s
NewWorld
Order
1000
featureinnovation
2
strategy+businessissue81
3
Barry Jaruzelski
barry.jaruzelski@pwc.com
is a principal with Strategy&,
PwC’s global strategy
consulting business, and with
PwC US. Based in Florham
Park, N.J., he works with high-
tech and industrial clients on
corporate and product strategy
and the transformation of
core innovation processes. He
created the Global Innovation
1000 study in 2005, and in
2013 was named one of the
“Top 25 Consultants” by
Consulting magazine.
Kevin Schwartz
kevin.j.schwartz@pwc.com
is a principal with PwC
US, and leads the firm’s
innovation and development
consulting services. Based
in San Francisco, he focuses
on driving enterprise-wide
innovation and enabling
growth through new products,
services, and business
model innovations.
Volker Staack
volker.staack@pwc.com
is a principal with Strategy&,
PwC’s global strategy
consulting business, and
with PwC US. He focuses
on engineered products
and services, particularly in
the automotive and heavy
equipment industries, and
specializes in strategic
product value management,
turnarounds, and implemen-
tation of global M&A.
Also contributing to this
article were s+b contributing
editor Rob Norton, Strategy&
campaign manager Kristen
Esfahanian and senior
associate Spencer Herbst,
and PwC manager Vivek
Shrivastava.
For leading companies, implementing a global in-
novation strategy is paying off. We found that firms that
favor a more global R&D footprint outperform their
less globalized competitors on a variety of financial mea-
sures. This is important, because, as in previous years,
we found no statistically significant evidence that higher
levels of spending guarantee better results (see “The 10
Most Innovative Companies,” page 9). Our refrain has
long been that it’s not how much you spend on research
and development, but how you spend it. But it’s also
where you spend that determines your success — and
our 2015 study shows that decisions about R&D loca-
tion look very different today than they did less than a
decade ago (see Exhibit 1).
Worldwide, R&D spending by the Global Innova-
tion 1000 companies — the 1,000 public corporations
worldwide that spent the most on researching and devel-
oping products and services for their markets — rose 5.1
percent to $680 billion in 2015, the strongest increase
in the last three years. Companies headquartered in the
U.S., Europe, and Japan continued to account for a large
majority of innovation spending: 86 percent in 2015 (see
“Profiling the Global Innovation 1000,” page 5).
But we know that analyzing global innovators
based solely on where their headquarters are located
doesn’t reveal where the actual work of innovation is
being done. To analyze the flows of R&D spending
among regions and countries, we researched the inno-
vation activities of 207 companies in 23 countries con-
ducting R&D at 2,041 sites in more than 60 countries
(see Methodology, page 15). This sample of major in-
novators accounts for 71 percent of the total Global In-
novation 1000 spending.
To describe location and flows of innovation spend-
ing, we use the terms in-country (or in-region) spending,
exports, and imports as a convenient shorthand. A multi-
national that spends a third of its R&D budget outside
its headquarters country is thus considered to be export-
ing 33 percent of its R&D spending. The disadvantage
of using this terminology is that the concepts of import-
ing and exporting are antithetical to the concept of a
multinational corporation, which by definition conducts
business globally rather than nationally. It can also be
potentially misleading, in that mergers and acquisitions
can alter the export and import numbers even though
the location of past innovation activity does not change.
Still, this type of analysis provides an accurate gauge
of where innovation activity is being conducted around
the world, and how corporate management makes R&D
investment decisions. It also provides a way to chart the
relative gains and losses across countries and regions.
As a complement to our study, we asked global in-
novation executives about both their companies’ expe-
riences with global innovation and their views on suc-
cessful innovation practice. The 369 respondents to the
Web survey represented companies that collectively ac-
counted for more than $106 billion in R&D spending
— 16 percent of the Global Innovation 1000 total. We
also conducted in-depth interviews with a select group
of senior innovation leaders to hear firsthand how the
global innovation model has evolved.
Given the pervasiveness of globalized innovation
and the performance premium that a globalized foot-
print provides, the benefits for companies are obvious.
But executing such a strategy comes with challenges,
and a set of best practices has emerged to help innova-
tion leaders manage them. It’s critical that they do so,
because the best opportunities are now scattered far and
(continued on page 7)
featureinnovation
3
4
1000
South Korea $7
China $25
U.S. $109
Japan $40
Germany $28
India $13
U.K. $23
France $20
Italy $8
Canada $9
2007 2015
Israel $7
In-Country R&D Spending
Domestic and imported R&D
for countries in which
US$10 billion or more
was spent on R&D in 2015
US$ Billions
2007 2015
$100
$150
$200
$100
$150
$200
In-Region
R&D Spending
2007 2015
Exhibit 1: Global Shifts in R&D Spending, 2007–15
US$ Billions
Corporate
R&D Spending
by Headquarters (Domestic and
Imported)US$ Billions
North America
Europe
Asia
Source: Bloomberg data, Capital IQ data, Strategy& analysis
Companies headquartered in North America continue to spend the most
on corporate R&D. But where companies spend their R&D money has changed
dramatically: Asia is now the leading region in innovation spending, and Europe
has slipped to third place. The chart at right shows a country-level view.
South Korea $13
South Korea $7
China $55
China $25
U.S. $145
U.S. $109
Japan $50Japan $40
Germany $32Germany $28
India $28
India $13
U.K. $22U.K. $23
France $16France $20
Italy $11Italy $8
Canada $10
Canada $9
2007 2015
Israel $7
Israel $11
In-country R&D spending
(which includes domestic
and imported R&D)
for countries in which
US$10 billion or more was
spent on R&D in 2015
US$ Billions
2007
2015
$100
$150
$200
In-Region
R&D Spending
2015
it 1: Global Shifts in R&D Spending, 2007–15
US$ Billions
Corporate
R&D Spending
by Headquarters (Domestic and
Imported)US$ Billions
North America
Europe
Asia
Bloomberg data, Capital IQ data, Strategy& analysis
nies headquartered in North America continue to spend the most on corporate
ut where companies spend their R&D money is being spent has changed
cally: Asia is now the leading region in innovation spending, and Europe
ped to third place. The chart at right shows a country-level view.
South Korea $7
China $25
U.S. $109
Japan $40
Germany $28
India $13
U.K. $23
France $20
Italy $8
Canada $9
2007 2015
Israel $7
In-Country R&D Spending
Domestic and imported R&D
for countries in which
US$10 billion or more
was spent on R&D in 2015
US$ Billions
2007 2015
$100
$150
$200
$100
$150
$200
In-Region
R&D Spending
2007 2015
Exhibit 1: Global Shifts in R&D Spending, 2007–15
US$ Billions
Corporate
R&D Spending
by Headquarters (Domestic and
Imported)US$ Billions
North America
Europe
Asia
Source: Bloomberg data, Capital IQ data, Strategy& analysis
Companies headquartered in North America continue to spend the most
on corporate R&D. But where companies spend their R&D money has changed
dramatically: Asia is now the leading region in innovation spending, and Europe
has slipped to third place. The chart at right shows a country-level view.
featureinnovation
4
strategy+businessissue81
5
2015 2014
Source: Bloomberg data, Capital IQ data, Strategy& analysis
Exhibit B: The Top 20 R&D Spenders
RANK
Company Industry2015
US$ Billions
Change
from 2014
% of
Revenue
Headquarters
R&D Spending
$15.3
$14.1
$11.5
$11.4
$10.8
$9.8
$9.3
$9.2
$9.1
$8.5
$8.4
$7.6
$7.4
$7.2
$6.9
$6.4
$6.3
$6.0
$5.7
$5.6
$176.5
Auto
Computing and Electronics
Computing and Electronics
Software and Internet
Healthcare
Software and Internet
Software and Internet
Auto
Healthcare
Healthcare
Healthcare
Auto
Auto
Healthcare
Auto
Healthcare
Computing and Electronics
Computing and Electronics
Healthcare
Healthcare
13%
5%
9%
9%
8%
24%
41%
1%
–8%
4%
26%
9%
3%
–4%
8%
1%
6%
35%
–7%
16%
9%
5.7%
7.2%
20.6%
13.1%
20.8%
14.9%
10.4%
3.7%
17.3%
11.4%
16.9%
4.4%
4.7%
17.0%
4.8%
14.1%
13.4%
3.3%
15.0%
21.4%
8.4%
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
1
2
3
4
5
9
14
7
6
8
13
12
11
10
15
16
20
32
19
28
Volkswagen
Samsung
Intel
Microsoft
Roche
Google
Amazon
Toyota
Novartis
Johnson & Johnson
Pfizer
Daimler
General Motors
Merck
Ford
Sanofi
Cisco Systems
Apple
GlaxoSmithKline
AstraZeneca
Europe
South Korea
North America
North America
Europe
North America
North America
Japan
Europe
North America
North America
Europe
North America
North America
North America
Europe
North America
North America
Europe
Europe
TOP 20 TOTAL
Although some of their rankings shifted, the 2015 list of the 20 biggest R&D spenders features many of the same names as the previous year’s list (and
in 11 cases, as lists from the last decade). However, there were two notable entrants to the top 20: Apple and AstraZeneca.
Companies in RED have been among the top 20 R&D spenders every year since 2005.
above-average catch-up gains after
the Great Recession. It also indicated
a reversion to the long-term trend of
R&D spending growth of 5.4 percent
demonstrated over the last 10 years.
Revenues for the Global Innova-
tion 1000 would have increased as
well, had it not been for the effects
of collapsing oil prices on top-line
growth in energy firms, which edged
overall revenue down by 1 percent.
This phenomenon also contributed to
a slight rise in R&D intensity, or inno-
vation spending as a percentage of
revenue, from 3.5 percent in 2014 to
The companies in the Global
Innovation 1000 spent US$680
billion on R&D in 2015. That repre-
sented a 5.1 percent increase from
2014, a year in which R&D spending
grew a meager 1.4 percent. The 2015
spending growth marked the larg-
est year-over-year increase since
2011 and 2012, when we reported
Profiling the
Global Innovation
1000 Indexed to 1998
1.0
1.5
2.0
2.5
3.0
3.5
2005 20152000 2010
Revenue
R&D Spending
R&D Spending
as a % of Revenue
Exhibit A: R&D and Revenue
R&D spending in 2015 rose an impressive
5.1 percent from last year.
Source: Bloomberg data, Capital IQ data,
Strategy& analysis
featureinnovation
5
6
3.7 percent in 2015.
Companies tend to
stick with their in-
novation programs
despite cyclical revenue fluctuations:
R&D spending growth has often out-
paced revenue growth for the Global
Innovation 1000 (see Exhibit A).
Volkswagen, Samsung, Intel,
Microsoft, and Roche led the Global
Innovation 1000 in R&D spending,
and held the top five positions for the
second year in a row. Apple joined the
top 20 list at number 18, powered by
its sustained growth. AstraZeneca
was the other newcomer to the list,
at number 20 (see Exhibit B). This is
the first time Apple has appeared
on the top 20 spenders list. Still, the
company is an efficient and effec-
tive innovator: It has the lowest R&D
intensity of any company on the top 20
list, spending only 3.3 percent of its
revenues on R&D, compared with an
average of 12.5 percent for the other
19 companies on the list. In addition,
Apple’s R&D intensity is less than
one-third the 11.8 percent average
intensity of its competitors in the com-
puting and electronics industry.
Among industries, the
computing and electronics, health-
care, and auto sectors continued to
spend the most on R&D. In total, they
accounted for 62 percent of total Glob-
al Innovation 1000 R&D spending (see
Exhibit C). However, R&D spending by
computing and electronics companies
fell 0.7 percent in 2015, whereas R&D
Exhibit C: Spending by Industry,
2015
Healthcare companies continued to narrow
the gap with the largest industry spender,
computing and electronics.
Source: Bloomberg data, Capital IQ data,
Strategy& analysis
Telecom 1.8%
Other 1.5%
Aerospace and Defense 3.3%
Consumer 3.0%
Computing and Electronics 24.5%
Healthcare 21.3%
Software and Internet 11.2%
Industrials 11.1%
Auto 16.1%
Chemicals and Energy 6.2%
1000
Source: Bloomberg data, Capital IQ data, Strategy& analysis
Exhibit D: Change in R&D Spending by Industry, 2014–15
Software and Internet companies increased spending by 27.4 percent — roughly three times the
percentage increase of industrials.
Software and Internet 27.4%
Industrials 8.9%
Healthcare 6.0%
Aerospace and Defense 5.0%
Auto 4.5%
Chemicals and Energy –0.1%
Computing and Electronics –0.7%
Other–2.8%
Consumer–4.3%
–10.0% Telecom
WEIGHTED
AVERAGE:
5.1%
Length of bar = Change in spending from 2014
Height of bar = 2015 R&D spending
spending by healthcare companies
rose 6.0 percent (see Exhibit D). The
healthcare sector is closing in on the
number one position; if the current
trend continues, the industry will be
the largest R&D spender by 2019.
But the biggest movers among
industries have been software and
Internet companies. The industry
increased R&D spending by 27.4
percent between 2014 and 2015.
Software and Internet also had
the largest average growth of any
industry over the last 10 years — 13.2
percent — and passed industrials in
2015 to become the fourth-largest
industry in terms of R&D spending.
This rank change happened despite
the fact that industrials companies
posted the second-largest year-
over-year increase, at 8.9 percent,
and the third-highest 10-year aver-
age increase, at 6.3 percent.
From a regional perspective,
companies headquartered in North
America, Europe, and Japan contin-
ued to dominate the Global Innova-
tion 1000. But their share of R&D
spending has fallen from 96 percent
in 2005 to 86 percent in 2015. North
American companies’ share edged
down from 42 percent to 40 percent;
European companies’ share was flat;
and Japanese companies lost the
most, falling from 24 percent to 16
percent of the total.
During the last decade,
innovators headquartered in other
regions, notably in China and the
“rest of world” category (which in-
cludes countries such as Brazil,
India, and Israel), increased their
share of the Global Innovation 1000
spending substantially — from 3
percent in 2005 to 14 percent in 2015.
(continued on next page)
6
featureinnovation
6
strategy+businessissue81
(continued from previous page)
Companies headquartered in
these countries now represent
227 of the Global Innovation 1000,
compared with 64 companies 10
years ago. Companies based in
China, in particular, increased their
spending by 31.6 percent in 2015 (see
Exhibit E). And over the last decade,
Chinese companies increased their
R&D spending by more than 3,000
percent. Moreover, as we’ve noted,
measuring innovation spending by
where companies are headquartered
as opposed to where the innovation
work is actually done significantly
understates the major shift of
innovation activity to Asia.
wide. “One of the lessons learned over the years is that
innovation does not have borders,” observes Philippe
Keryer, chief innovation and strategy officer at France-
based telecom equipment giant Alcatel-Lucent, which
specializes in IP networking, ultra-broadband access,
and cloud technology. “And we need to be careful, be-
cause the next generation of disruptive technology will
not necessarily come from the same place as the last one.”
The R&D Boom in Asia
The most dramatic change in global flows of innovation
spending has been Asia’s rise as the number one loca-
tion for corporate R&D. In 2015, Asia accounted for 35
percent of the global total for the 207 largest spenders,
surpassing both North America (33 percent) and Eu-
rope (28 percent). This is the total of “in-region” R&D
spending, including both spending by local companies
and R&D spending imported from other regions. In
2007, Europe was the leader, followed closely by North
America.
In 2007, the majority of R&D spending in Asia,
North America, and Europe all came from domestic
firms (in each region). In 2015, Asia became the only one
of the three to see the balance shift. Fifty-two percent
of its R&D spending was imported — done by firms
headquartered outside the re-
gion. Such innovation activity in
China and India has been central
to Asia’s rise. Between 2007 and
2015, R&D spending in China
increased by 120 percent, to $55
billion, making it the second-larg-
est location for corporate R&D,
passing Japan and Germany ($50
billion and $32 billion, respective-
ly). Although the U.S. retains its
top position with $145 billion, its
lead is narrowing: In 2007, R&D
in China was 23 percent of the
U.S. total. In 2015, it amounted
to 38 percent of the U.S. total.
China’s imports of R&D
from multinationals headquar-
tered in other countries were $44
billion in 2015 — 81 percent of
the $55 billion in-country total
(see Exhibit 2). That’s up from
$25 billion in 2007, when virtual-
ly all R&D in China was import-
ed, because only one Chinese company was included in
our sample of top innovators that year. By 2015, 11 more
Chinese companies had joined the sample. Together
these 12 companies spent $10 billion domestically. The
U.S. led in exports of R&D to China in 2015, account-
ing for 39 percent of inflow, followed by Japan (20 per-
cent) and Germany (10 percent).
Our survey respondents cited proximity to a high-
growth market as the top reason for moving R&D to
China (71 percent), followed by proximity to key manu-
facturing sites (59 percent), proximity to key suppliers
(54 percent), and lower development costs (53 percent).
“We have to acknowledge that China is the workbench
of the world,” says Siegfried Russwurm, chief technology
officer and member of the managing board at the global
industrial and technology company Siemens, headquar-
tered in Germany. “We made a conscious decision that
we need to be close to this promising market with our
product definition, product design, and engineering.”
Russwurm notes that typical Western-designed
high-end products often don’t resonate in China. “Our
colleagues in China have open access to all the technol-
ogy that Siemens owns, and [they] design products with
distinct functionality as needed for their markets — at
a fabulous cost position, using Chinese suppliers, and
(continued from page 3)
Exhibit E: Change in R&D
Spending by Region, 2014–15
Companies headquartered in China again
showed the strongest percentage increase
in spending.
Europe
4.0%
North
America
7.1%
Rest of
World
9.5%
China
31.6%
Japan
–6.3%
Source: Bloomberg data, Capital IQ data,
Strategy& analysis
WEIGHTED
AVERAGE:
5.1%
featureinnovation
7
8
1000
perfectly fitted to China’s needs.” Russwurm says that
innovation from Siemens’s Chinese R&D facilities has
enabled the company to offer some of these products,
such as simpler computerized machine controllers, in
Western markets, capturing new market segments at
lower price points than many customers would have ex-
pected from the company.
Chinese firms are now also exporting R&D spend-
ing. Although China’s total R&D exports in 2015 were
a modest $2.0 billion, some leading Chinese companies
have become global brands — and are setting up global
R&D operations. Consumer electronics and home ap-
pliance company Haier, for example, established an
R&D center in Japan after its acquisition of Sanyo’s ap-
pliance business from Panasonic in 2011. It has since
opened R&D hubs in Germany and the U.S., as its
business has grown in Europe and North America.
In 2012, Haier acquired New Zealand–based ap-
pliance manufacturer Fisher-Paykel, including its prod-
uct development center for kitchen appliances. Work-
ing with Haier’s main innovation center at the firm’s
Qingdao headquarters, says Wang Ye, vice president of
Haier Appliance Industry Group and general manager
of Haier Global R&D, each global R&D center func-
tions as “a platform to exchange resources and to con-
nect with global channels — including more than 200
universities, 100 technology incubators, and thousands
of tech companies, and, of course, local governments.
All these resources continue to offer ideas and solutions
for our end customers.” One example that Wang cites:
Haier’s Qingdao innovation headquarters collaborated
with the New Zealand center to combine technologies
in electric motors and drum washing machines. The re-
sulting product — the Intelius line of premium washing
machines — has become a sales leader in New Zealand
and commands 30 percent of China’s market for pre-
mium washing machines.
The rise of India as an R&D force has also been
impressive. Total corporate R&D conducted in India
increased 115 percent between 2007 and 2015, to $28
billion. The growth was powered by R&D spending
from other countries, which grew 116 percent. India,
Japan
U.S.
2007 2015
Exhibit 2: China Attracts Innovation Spending
R&D spending in China by companies headquartered in other countries
nearly doubled from 2007 to 2015, led by the United States.
$18.2
$7.6
$4.9
$1.8
$2.9
$2.2
$3.8
$1.1
$0.4 $9.2
$2.5
$4.6
$3.1
$3.8
$1.8
$0.9
Germany
Switzerland
Other Europe
France
South Korea
Rest of World
TOTAL: $24.7 billion
TOTAL: $44.2 billion
North America
Europe
Asia
Other
China’s Imported R&D
US$ Billions
Note: Totals may not equal sums due to rounding.
Source: Bloomberg data, Capital IQ data, Strategy& analysis
Between 2007 and 2015, corporate
R&D spending in China increased by
120 percent, to $55 billion, passing
spending in Japan and Germany.
featureinnovation
8
strategy+businessissue81
Apple and Google still rule as
the world’s most innovative
companies, according to our 2015
Global Innovation 1000 survey (see
Exhibit F). This one–two showing
has been consistent since we began
asking participants to identify the top
innovators six years ago. Apple con-
tinues to set new production records
for iPhones and computers, and burst
into an entirely new market with the
debut of the Apple Watch. Meanwhile,
Google’s paradigm-changing self-
driving car project continues to gen-
erate buzz, as do its experiments with
solar-powered drones for providing
Internet services in remote areas. In
August 2015, the company introduced
its Alphabet holding company struc-
ture to better facilitate focus and in-
novation across its growing portfolio.
Tesla Motors, which first joined
the most innovative list in 2013
in ninth position and moved up to
number five last year, jumped to third
place in 2015 — just above Samsung,
which held its place at number four.
Tesla introduced a “ludicrous mode”
option for its Model S roadster this
year, enabling it to accelerate from
zero to 60 miles per hour in 2.8 sec-
onds, and announced that its planned
US$4 billion-plus battery “Giga-
factory” will be producing more auto
power packs by 2020 than the total
world production in 2013.
Amazon, first voted onto the
most innovative list in 2012, placed
fifth in 2015. The sixth spot again went
to 3M, which has been in the top 10 in
each of the last six years — proving
that innovation executives aren’t im-
pressed only by shiny digital devices,
futuristic cars, and online dominance.
Next were perennial top 10 mem-
bers GE, Microsoft, and IBM. Toyota
rejoined the list, in 10th place, after
dropping off in 2013 and 2014. This is
the first year that two auto companies
were voted most innovative. For the
sixth year running, no pharmaceuti-
cal company made the top 10, even
though the industry continues to
be well represented in the Global
Innovation 1000.
As in all previous years, the 10
most innovative companies outper-
formed the 10 biggest R&D spenders
on revenue growth, EBITDA as a per-
centage of revenue, and market-cap
growth (after normalizing for industry
variations) (see Exhibit G).
Although much remains the
same when it comes to the most
innovative list, change may be on the
horizon. Apple’s margin of victory
narrowed in 2015. As high a propor-
tion as 80 percent of respondents
named Apple number one in past
years, but only 62 percent did so this
year — opening the door for new
companies to move into top positions,
or to enter the fray.
1
2
5
4
3
6
7
8
9
11
Source: Bloomberg data, Capital IQ data,
Strategy& 2015 survey data and analysis
Company
18
6
273
2
7
80
36
4
26
8
Apple
Google
Tesla Motors
Samsung
Amazon
3M
GE
Microsoft
IBM
Toyota
3.3%
14.9%
14.5%
7.2%
10.4%
5.6%
2.9%
13.1%
5.9%
3.7%
Companies in RED have been among the 10 Most
Innovative every year since 2010.
$6.0
$9.8
$0.5
$14.1
$9.3
$1.8
$4.2
$11.4
$5.4
$9.2
2015
US$ Bil.
R&D Spending
1000
Rank
% of
Revenue
2015
2014
RANK
1
2
3
4
5
6
7
8
9
10
Exhibit F: The 10 Most Innovative
Companies
Tesla, which first appeared on this list in 2013
at number nine, now ranks third. Toyota is back
for the first time since 2012.
50
Exhibit G: Top 10 Innovators vs.
Top 10 R&D Spenders
On an indexed basis, the top innovators led on
all three financial metrics for the sixth straight
year.
Source: Bloomberg data, Capital IQ data,
Strategy& 2015 survey data and analysis
NORMALIZED PERFORMANCE
OF INDUSTRY PEERS
65
63
EBITDA as %
of Revenue
5-yr. Avg.
53
46
Market Cap
Growth
5-yr. CAGR
Revenue
Growth
5-yr. CAGR
55
SPENDERS
63
INNOVATORS
HIGHEST
POSSIBLE
SCORE: 100
LOWEST
POSSIBLE
SCORE: 0
The 10 Most
Innovative
Companies
featureinnovation
9
10
not surprisingly, is the largest global destination for
software R&D. Multinationals that have moved R&D
to India cite a variety of reasons for the move, and cost
is often not the most important. “Our tech center in In-
dia gives us an around-the-clock capability to accelerate
development work due to the time difference with the
U.S.,” says Denise Ramos, chief executive officer of ITT
Corporation, a U.S.-based manufacturer of specialty
components for the aerospace, transportation, energy,
and industrial markets. “The highest priority was ac-
cess to technical talent that was in close proximity to
regional customers. The fact that some of the labor is
lower-cost was nice to have, but not a primary driver.”
India moved from seventh to fifth among all countries
in terms of total in-country R&D in 2015, surpassing
the U.K. and France.
Elsewhere in Asia, South Korea’s in-country R&D
grew 98 percent between 2007 and 2015, moving it into
eighth place, ahead of Israel, Italy, and Canada. Japan
fell from second to third place, despite a 24 percent
growth in in-country R&D between 2007 and 2015.
Japan decreased the amount of R&D exported to the
U.S., moving it largely to “nearshore,” low-cost China.
Japan’s imports of R&D rose 74 percent, mainly as a
result of imports from South Korea and Europe.
The U.S.: Leading, but Losing Ground
The U.S. held its position as the number one location
for innovation, with total in-country R&D spending
of $145 billion in 2015, despite the fact that U.S.-head-
quartered companies exported $121 billion in R&D
in the same year. Much of this exported R&D went to
lower-cost countries, particularly in Asia. India and
China led as destinations for U.S. exports, each with 15
percent of the total. This represents a significant change
since 2007, when the U.K. was the top destination for
U.S. R&D exports. France was also among the top 10
destinations for U.S. exports in 2007, but has since been
surpassed by South Korea. A helpful way to visualize
how relative advantage has changed between countries
from 2007 to 2015 is to look at the change in each coun-
try’s total in-country R&D spending compared with
that of the United States, which remains the largest lo-
cation for R&D (see Exhibit 3).
The in-country R&D total in the U.S. was sup-
ported by a 41 percent increase in R&D spending by
U.S. companies from 2007 to 2015 (to $93 billion) —
and by a 23 percent rise in R&D imported from other
countries, to $53 billion. Over the past decade, some
policymakers, analysts, and business leaders have voiced
concerns about a “hollowing out” of U.S. industry, fear-
ing that R&D would be exported to low-cost countries
in the same way that much of the U.S. manufacturing
industry was offshored in the 2000s. And although the
United States has seen increased R&D exports, the ef-
fect was muted by the rise in imports. The biggest gains
came from imports from European companies, which
have invested heavily in the U.S. and provided 63 per-
cent of the U.S. total in 2015. R&D imports from
1000
China 64%
61%India
48%South Korea
26%Israel
5%Italy
–41% France
Japan–7%
Germany–14%
U.K.–29%
Canada–16%
15%
Exhibit 3: Relative Spending Index: Gains and
Losses, 2007–15
In a comparison of the R&D spending in other countries to the spending
in the top destination — the U.S. — the percentage change between
2007 and 2015 reveals where advantage has been gained (Asia) and
lost (Europe).
* Eastern Europe spending is based on data from Poland, Slovakia, Czech Republic,
Croatia, Romania, Lithuania, Hungary, Turkey, Bulgaria, Estonia, Slovenia, Serbia,
Latvia, and Russia.
Source: Bloomberg data, Capital IQ data, Strategy& analysis
EASTERN EUROPE*
North America
Western Europe
Asia
Other
In-Country R&D Spending Relative to the U.S.
Percentage Change, 2007–15
$55 billion in
2015 R&D
spending
ADVANTAGE GAINEDADVANTAGE LOST U.S. = 0
featureinnovation
10
strategy+businessissue81
11
Germany, for example, rose 121 percent between 2007
and 2015. Germany is now the leading source of U.S.
imported R&D, surpassing Japan, which led by a wide
margin in 2007.
The surge of U.S. R&D imports from Europe un-
derscores the fact that cost is typically not the main
driver in R&D location decisions. After all, the U.S. is
a high-cost country for R&D — in many cases it car-
ries higher costs than European countries. (Nor were
companies headquartered in other countries coming
to the United States for tax benefits; see “Tax Policy:
Where the U.S. Is Not Number One.”) European com-
panies instead came to the U.S. for proximity to their
markets and operations, for access to talent and tech-
nology, and to take advantage of the United States’ cul-
ture of innovation — in particular in Silicon Valley.
For pharmaceutical companies, for example, one of
the attractions of the United States is its extensive and
coherent innovation ecosystem, says Mikael Dolsten,
president of worldwide research and development at
U.S.-based pharma manufacturer Pfizer. “The Nation-
al Institutes of Health is the largest biomedical institute
in the world, and has traditionally provided significant
funding,” says Dolsten. “Although that funding has
eroded somewhat in recent years, it remains a corner-
stone for academic research, and has set a strategic di-
rection for the U.S. There are strong academic labora-
tories, a vibrant biotech industry, global pharmaceutical
companies, and strong engagement from philanthropic
organizations and patient foundations.”
Adds Russwurm of Siemens: “The U.S. is attrac-
tive for global R&D for several reasons other than the
proximity to its large and growing market. One is that
digital skills are becoming more and more important.
You get good results with people who are true digital
natives, and there are more of them in the U.S. than
anywhere else. Another is the openness of U.S. society
toward innovation. If you look at the car industry, for
example, autonomous driving is a major area of inter-
est for innovation. The regulatory circumstances and
approach to innovation are more favorable in the U.S.
than in Europe, and that is a force driving more innova-
tion activity in the United States.”
Europe Slipping
The hollowing out of innovation capabilities is happen-
ing more noticeably in Western Europe, which has seen
the steepest fall in R&D activity. Between 2007 and
the Reagan administration, the U.S.
became the first country to offer a tax
credit for R&D spending. But other
nations were quick to copy the idea,
and many went on to offer far more
attractive and extensive tax benefits.
A 2013 study by the Organisation for
Economic Co-operation and Develop-
ment (OECD) measured the generosity
of R&D tax incentives for 31 countries,
and found that the U.S. ranked 22nd.
Moreover, the U.S. government
has often kept corporate America
guessing, authorizing the R&D tax
credit for only a year or two at a time.
The U.S. Congress has even let the
credit lapse several times, usually
resurrecting it later and making the
benefit retroactive.
The Silicon Valley Tax Directors
Group — a trade association of 79
innovation leaders, most of them U.S.
When innovation leaders
consider where in the world
to locate an R&D facility, tax incen-
tives are typically less important
than seven other attributes, such as
access to talent, proximity to custom-
ers, market insight, and operating
costs, according to the 2015 Global
Innovation 1000 survey respondents.
At the same time, however, tax deals
can have a positive effect at the mar-
gin. “It’s icing on the cake, but not the
primary driver,” says Denise Ramos,
CEO of ITT Corporation.
Back in 1981, in the early days of
companies — has been pushing for
an overhaul of the U.S. corporate tax
code in general and for a permanent
and enhanced R&D tax credit in par-
ticular. Current U.S. policies, accord-
ing to the group’s position statement,
encourage “the migration of research
and development activities to other
countries with more predictable,
more favorable tax treatment.”
It is impossible to know how
much of U.S. companies’ R&D ex-
ports might have been avoided if tax
incentives had been more generous
and certain. But as the globalization
of R&D continues, and as more coun-
tries compete for innovation leader-
ship, it’s a topic well worth revisiting
by U.S. policymakers.
Jeffery Jones is the U.S. R&D tax services
practice leader at PwC US.
Tax Policy:
Where the U.S.Is
Not Number One
by Barry Jaruzelski and Jeffery Jones
featureinnovation
11
1000
2015, net European exports of R&D to other regions
— exports minus imports — grew by 352 percent. At
the country level, Germany was Western Europe’s big-
gest net exporter, followed by Switzerland. France and
Sweden, both net R&D importers in 2007, were net
exporters in 2015. As a result, Europe’s total in-region
R&D spending fell from 35 percent of the world total in
2007 to 28 percent in 2015. Overall, companies in Eu-
rope conducted 57 percent of their R&D inside Europe
in 2007, but only 48 percent in 2015. The U.S. was the
largest export destination, despite having higher engi-
neering direct labor costs than most European countries.
Germany — Europe’s biggest economy — is a case
in point: In-country R&D spending rose a modest 15
percent between 2007 and 2015. German companies’
R&D exports totaled $35 billion in 2015, which more
than doubled their domestic spending. Meanwhile, Ger-
many’s overall R&D imports fell. France’s R&D perfor-
mance was similar, but even weaker. Total in-country
R&D spending in France fell by 21 percent between
2007 and 2015, as French companies’ exports of R&D
rose 46 percent and total French imports fell by 21 per-
cent (see Exhibit 4). The largest destinations for French
R&D exports were the U.S. (28 percent), China (13 per-
cent), Germany (8 percent), and India (7 percent).
The R&D portfolio of Western European coun-
tries has shifted significantly as a result of these changes.
Spending in home countries declined from 32 percent
of all European R&D to 29 percent. Western European
companies’ spending in nearshore, high-cost European
countries fell from 23 percent to 16 percent, while their
spending in offshore, high-cost countries, such as the
U.S. and Japan, rose 46 percent.
Part of the rise in exports of R&D from Europe is
due to the M&A activities of European multinationals.
When a multinational merges with or acquires another
company, it also acquires the company’s R&D person-
nel and facilities — typically continuing those opera-
tions and integrating them into its overall innovation
program. After a major acquisition of a U.S. firm, the
acquired U.S. R&D activities are counted as exports in
our study even though the location of the work has not
changed. Thus the R&D assets included in Fiat’s $4.3
billion acquisition of Chrysler, completed in 2014, or
those in Siemens’s recent $7.6 billion purchase of the
U.S. oilfield equipment maker Dresser-Rand Group
add to the “export” totals. What’s more worrisome for
Europe’s overall position in R&D is the decline of in-
region R&D spending.
Meanwhile, low-cost Eastern European countries
increased their imports of R&D by 53 percent between
2007 and 2015 (compared with 15 percent growth
for Western European countries), to $14 billion; these
countries were led by Russia, Poland, and Romania.
Imports from the U.S. made up half the total, and im-
ports from Western Europe made up another 29 per-
cent. If Eastern Europe were ranked as a single country,
46%
76%
2007 2015
European R&D Exported to
High-Cost Countries
Change in R&D Flows for
France and Germany,
2007–15
Germany
Imports
Exports
France
–21%
–7%
Exhibit 4: European Companies Spend Less at Home
Companies in Western Europe increased their R&D exports to high-cost
countries everywhere — except in Western Europe. This increase in
exports outside the region, coupled with a decline in R&D imports (as
evidenced by France and Germany, at right), contributed to Europe's loss
of R&D investment.
Source: Bloomberg data, Capital IQ data, Strategy& analysis
US$ Billions
Western
Europe
North
America
Asia
Rest of
World$0
$10
$20
$30
12
featureinnovation
12
strategy+businessissue81
13
it would be the eighth-largest spender on R&D, roughly
equivalent to South Korea.
High-cost European countries nevertheless remain
a major force in global innovation, with advantages
that include proximity to their large market of wealthy
consumers, highly talented and skilled workers, and, in
many industries, significant public-sector support for
R&D — all of which make it appealing to do innova-
tion work in the region.
“We’ve seen increasing investment in pharmaceu-
tical R&D in Europe as a result of European Union
funding through the Innovative Medicines Initiative,”
says Dolsten of Pfizer. “It has fostered industry and aca-
demic partnerships, and provided E.U. funding, which
the industry has matched. Another attraction is that Eu-
rope has a more integrated healthcare system, so there
are large clinical databases that help us understand the
impact of disease on populations. Some European coun-
tries have very sophisticated electronic medical records
systems, which enable us to use big data effectively.”
Other innovation leaders also cite the availability of
sophisticated and deep talent pools in Europe, as well
as proximity to its large and wealthy market. Some,
however, point to Europe’s relatively restrictive labor
laws and trade unions as a disadvantage for conducting
R&D, compared with other regions.
The Global Footprint Premium
Regionalshiftsaside,onetruthremainsconstantacrossall
geographies and industries: Companies that overweight
their R&D spending outside their headquarters country
continue to outperform their less globalized competitors.
Companies that deployed 60 percent or more of R&D
spending abroad in 2015 earned a premium of 30 percent
on operating margin and return on assets, and 20 percent
on growth in operating income, over their more domesti-
cally focused competitors. This finding was similar to the
results of our 2008 study, suggesting that there continues
to be a payoff from the deployment of capabilities and
capacity on a global scale, and greater success in under-
standing and meeting local market needs.
In both this year’s study and our 2008 analysis,
companies whose share of R&D assets invested over-
seas was greater than their share of overseas sales out-
performed companies whose corresponding share was
lesser in return on assets, operating margin, and total
shareholder returns. We also found that companies that
allocate a greater share of their R&D spending to lower-
cost countries outperformed their competitors by 20
percent on gross profit and 10 percent on sales growth.
Moreover, companies have become more proficient
at managing global innovation networks. In our 2008
study, for example, we found that companies with high-
ly focused footprints (those with the smallest number
of global R&D sites, relative to sales) tended to outper-
form companies with more fragmented global R&D op-
erations consisting of numerous smaller sites. Evidently
they found it easier to manage teams in person than via
conference or video calls and collaboration tools. In this
year’s study, companies with dispersed global R&D op-
erations are performing as well as or better than compa-
nies with focused footprints. This suggests that multina-
tionals have become more experienced at coordinating
projects across global sites, and that the digital col-
laboration tools available have improved markedly and
companies have become more adept at employing them.
These changes afford multinationals the best of both
worlds: the ability to locate their R&D facilities close to
Companies that overweight their R&D
spending outside their headquarters
country continue to outperform their
less globalized competitors.
1000
featureinnovation
13
14
their markets and the ability to access the best talent at
optimal cost levels, all without compromising efficiency.
On average, the 207 companies in our global foot-
print sample export R&D to about six countries, and
the figure hasn’t changed much since 2007. When we
ranked companies in quartiles based on their degree of
R&D globalization, companies in the top quartile in-
creased the number of countries to which they export
R&D by just 7 percent, from an average of 13.5 in 2007
to an average of 14.5 in 2015. The companies in the bot-
tom quartile increased this number by 67 percent, from
1.0 countries on average to 1.7. When we looked by re-
gion, U.S. companies reduced the number of countries
to which they export R&D modestly, while the average
number for European companies increased moderately.
Among industries, the average number of countries to
which companies export R&D increased the most in the
auto sector.
Both models of globalized innovation — a limit-
ed number of more concentrated R&D facilities, and
widely dispersed operations — can be effective. And
different companies have different preferences. Alcatel-
Lucent, for example, finds that a smaller number of
R&D sites is more efficient for development activities.
“In development, there is always a trade-off between lo-
calization and complexity,” says Keryer, the company’s
chief innovation and strategy officer. “As part of our
current corporate strategy, we are deemphasizing sub-
scale development sites to create more efficiency, and
are concentrating on a set of anchor points — big and
diverse development centers.” For research and innova-
tion, on the other hand, Keryer states that talent pools
are the more important consideration. “Smaller and
more dispersed teams can be effective,” he says, “wheth-
er it is California for Internet protocol, Israel for cloud,
the East Coast of the U.S. or Europe for optics, France
for mathematics — or China, which is becoming an
important place for innovation, in particular in wireless
and optics.”
Managing a Dispersed Network
Establishing a global R&D model has become a stan-
dard requirement for large corporations that want to be
competitive in today’s marketplace. But it comes with
a unique set of complexities. Our survey respondents
cited a variety of challenges in conducting R&D out-
side their home countries, with “finding and retaining
top talent” and “protecting intellectual property” most
often named (and most particularly in China). Other
challenges included quality and customer focus, risk
and project management, and cultural differences.
The good news is that leading innovators are find-
ing ways to manage these and other complexities. To
ensure the long-term success of a globally dispersed
R&D footprint, company leaders should focus on the
following imperatives:
•	Company	leaders	must	clearly	articulate,	as	part	
of the overall business strategy, the role that innovation
plays in the company’s mission. How central is innova-
tion to the company’s competitive advantage?
•	The	 centrality	 of	 innovation	 in	 the	 company’s	
competitive advantage should inform the organiza-
tion’s global footprint. In the absence of a holistic view,
R&D sites can proliferate as a result of one-off decisions
strive to be the first to market
with breakthrough products and
services. Market Readers, who tend
to watch their customers and com-
petitors closely, create value by in-
cremental change and capitalizing on
market trends, using a second-mover
strategy to keep risks low. Technology
Drivers, who leverage their R&D to
propel both breakthrough innovation
and incremental change, develop
original products and services via
new technology.
In 2007, the Global Innovation 1000
study identified three fundamen-
tal kinds of companies, each with its
own distinct way of managing the
R&D process and its relationship
to customers and markets. Need
Seekers, whose strategy is to ascer-
tain the needs and desires of con-
sumers by engaging them directly,
As part of our 2015 survey,
we asked respondents from all
three types of companies about the
challenges they face in implement-
ing global innovation models. Most
reported similar concerns, with a
few key differences: Intellectual
property protection and quality con-
trol were paramount for Need Seek-
ers, whereas finding and retaining
top talent was of greatest concern
for Market Readers and
Technology Drivers.
The Three
Innovation Models
14
featureinnovation
14
strategy+businessissue81
As it has in each of the past
10 editions of the Global In-
novation 1000, this year Strategy&,
PwC’s strategy consulting business,
identified the 1,000 public companies
around the world that spent the most
on R&D during the last fiscal year,
as of June 30, 2015. To be included,
companies had to make their R&D
spending numbers public. Subsidiar-
ies that were more than 50 percent
owned by a single corporate parent
during the period were excluded if
their financial results were included
in the parent company’s financials.
The Global Innovation 1000 com-
panies collectively account for 40
percent of the world’s R&D spending,
from all sources, including corporate
and government sources.
In 2013, Strategy& made some
adjustments to the data collection
process in order to gain a more
accurate and complete picture of
innovation spending. In prior years,
both capitalized and amortized R&D
expenditures were excluded. Starting
in 2013, we included the most recent
fiscal year’s amortization of capital-
ized R&D expenditures for relevant
companies in calculating the total
R&D investment, while continuing to
exclude any non-amortized capital-
ized costs. We have now applied this
methodology to all previous years’
data; as a result, historical data
referenced in the studies from 2014
onward will not always align with
previously published figures for the
2005 through 2012 studies.
For each of the top 1,000 com-
panies, we obtained from Bloomberg
and Capital IQ the key financial met-
rics for 2010 through 2015, including
sales, gross profit, operating profit,
net profit, historical R&D expendi-
tures, and market capitalization. All
sales and R&D expenditure figures
in foreign currencies were converted
into U.S. dollars according to an
average of the exchange rate over
the relevant period; for data on share
prices, we used the exchange rate on
the last day of the period.
All companies were coded into
one of nine industry sectors (or
“other”) according to Bloomberg’s
industry designations, and into one of
five regional designations, as deter-
mined by their reported headquarters
locations. To enable meaningful com-
parisons across industries, the R&D
spending levels and financial perfor-
mance metrics of each company were
indexed against the average values in
its own industry.
To understand the global distri-
bution of R&D spending, the drivers
of that distribution, and how the dis-
tribution affects the performance of
individual companies, we researched
the global R&D footprint of the top
100 companies in terms of their 2015
R&D spending, plus the top 50 com-
panies in the largest three industries
(auto, healthcare, and computing and
electronics) and the top 20 companies
in the industrials and software and
Internet sectors. The total number of
companies for which we assessed the
distribution of R&D spending across
countries was 207, reflecting overlap
in the top 100 and the five selected
industries. These 207 companies are
headquartered in 23 countries and
conduct R&D activities at 2,041 R&D
sites in more than 60 countries.
When geographic breakdowns
were not publicly available, we
collected data on the location of R&D
facilities, the product segments
each facility supports, the year each
facility was established, the number
of people each facility employs, sales
by product segment, and global
distribution of sales. This data was
used to allocate total R&D dollars
to the countries where facilities
were located.
Finally, to understand the ways
in which global R&D is and will be
conducted at companies across mul-
tiple industries, Strategy& conducted
an online survey of 369 innova-
tion leaders around the world. The
companies participating represented
more than US$106 billion in R&D
spending, or 16 percent of this year’s
total Global Innovation 1000 R&D
spending, all nine of the industry sec-
tors, and all five geographic regions.
Methodology
featureinnovation
15
16
1000
and acquisitions and lead to a loss of focus. Companies
should also consider the specific needs of each phase of
the innovation life cycle. For example, in the idea-gen-
eration phase, companies may benefit from setting up
smaller, more agile teams where the top talent is located.
For product development, larger centers can take advan-
tage of scale and lean principles.
•	Companies	need	to	define	the	geographic	mar-
kets and the customers within those markets that are
central to the company’s growth strategy, and then
determine where R&D resources need to reside so the
company can best understand and serve those markets.
Different types of companies may have different ap-
proaches (see “The Three Innovation Models,” page
14). For Need Seekers, for example, the key consider-
ation may be locating R&D facilities as close to cus-
tomers as possible, whereas Market Readers, as second
movers, may have more flexibility to base location deci-
sions on cost. Technology Drivers may need to keep
R&D more centralized to maintain their focus on
technological breakthroughs.
•	To	 ensure	 operational	 excellence,	 leaders	 must	
create clear missions, roles, and lines of authority to
align the dispersed R&D sites with the company’s in-
novation strategy. Here, leadership needs to invest in
the digital tools and related processes that have enabled
the best companies to manage such areas as resource de-
ployment, project collaboration, project green-lighting,
portfolio ownership, strategic and operating metrics,
and transparency mechanisms across a global network.
•	Companies	have	to	create	a	global	talent	manage-
ment strategy. Increasingly, the people with the skills
that companies need are going to be found outside the
Western countries where management may have looked
most frequently in the past. Companies need common
standards for talent development and retention that can
be applied at each of their global centers. They should
also rotate their top engineering talent, to give future
R&D leaders a more global perspective and understand-
ing of the company’s innovation capabilities.
•	Company	leaders	must	foster	a	corporate	culture	
that supports the company’s innovation strategy and
encourages collaboration among centers worldwide.
Specifically, aligning the intangibles of culture — such
as risk, creativity, and openness — is critical to success
when R&D activities are dispersed globally.
As companies further develop and optimize their
global innovation networks, they will continue to tap
into more diverse global talent pools, a wider knowledge
base, and deeper insights into growing markets. With
the right implementation, the globalization of R&D
will benefit the search for breakthrough innovations,
and enable companies to make bigger-bet portfolio
choices than they have in the past. +
Reprint No. 00370
Resources
Bill Fischer, Umberto Lago, and Fang Liu, “The Haier Road to Growth,”
s+b, Apr. 27, 2015: Chinese appliance maker Haier has built the
capabilities to rapidly innovate new products to meet consumer needs
both at home and abroad.
Barry Jaruzelski, “Why Silicon Valley’s Success Is So Hard to Replicate,”
Scientific American, Mar. 14, 2014: Further analysis of the themes
reported in the 2012 Strategy& white paper “The Culture of Innovation:
What Makes San Francisco Bay Area Companies Different?”
Dominique Jolly, Bruce McKern, and George Yip, “The Next Innovation
Opportunity in China,” s+b, Autumn 2015: Multinationals have shifted
their R&D focus in China from cost savings to market proximity — and,
increasingly, to knowledge-based research.
For links to all previous Global Innovation 1000 studies from 2005
to 2014 (including our 2008 analysis of global R&D flows, “Beyond
Borders”), as well as videos, infographics, and other articles, see
strategyand.pwc.com/innovation1000.
Strategy&’s online Innovation Strategy Profiler, strategyand.pwc.com/
innovation-profiler: Evaluate your company’s R&D strategy and the
capabilities it requires.
More thought leadership on this topic: strategy-business.com/innovation
16
featureinnovation
16
strategy+business magazine
is published by certain member firms
of the PwC network.
To subscribe, visit strategy-business.com
or call 1-855-869-4862.
• strategy-business.com
• facebook.com/strategybusiness
• linkedin.com/company/strategy-business
• twitter.com/stratandbiz
Articles published in strategy+business do not necessarily represent the views of the member firms of the
PwC network. Reviews and mentions of publications, products, or services do not constitute endorsement
or recommendation for purchase.
© 2015 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms,
each of which is a separate legal entity. Please see www.pwc.com/structure for further details. Mentions
of Strategy& refer to the global team of practical strategists that is integrated within the PwC network of
firms. For more about Strategy&, see www.strategyand.pwc.com. No reproduction is permitted in whole or
part without written permission of PwC. “strategy+business” is a trademark of PwC.

Contenu connexe

Tendances

The 100 Leading Global Fintech Innovators 2015
The 100 Leading Global Fintech Innovators 2015 The 100 Leading Global Fintech Innovators 2015
The 100 Leading Global Fintech Innovators 2015 H2 Ventures
 
World PR Report 2013
World PR Report 2013World PR Report 2013
World PR Report 2013PRovoke Media
 
MSLGROUP Global Institutional Investors Insight Report 2014
MSLGROUP Global Institutional Investors Insight Report 2014MSLGROUP Global Institutional Investors Insight Report 2014
MSLGROUP Global Institutional Investors Insight Report 2014MSL
 
1099 Problems: Self-Employment and the Future of Financial Services
1099 Problems: Self-Employment and the Future of Financial Services1099 Problems: Self-Employment and the Future of Financial Services
1099 Problems: Self-Employment and the Future of Financial ServicesCore Innovation Capital
 
2013 Americas PR Agency Report Card
2013 Americas PR Agency Report Card2013 Americas PR Agency Report Card
2013 Americas PR Agency Report CardPRovoke Media
 
Pwc 19th Annual Global CEO Survey
Pwc 19th Annual Global CEO SurveyPwc 19th Annual Global CEO Survey
Pwc 19th Annual Global CEO SurveyPwC
 
Atlas Why Metrics Matter 2013
Atlas Why Metrics Matter 2013Atlas Why Metrics Matter 2013
Atlas Why Metrics Matter 2013Atlas Integrated
 
2016 Global Communications Report
2016 Global Communications Report2016 Global Communications Report
2016 Global Communications ReportPRovoke Media
 
Understanding the Critical Trends Impacting Organizations in the Next Five Years
Understanding the Critical Trends Impacting Organizations in the Next Five YearsUnderstanding the Critical Trends Impacting Organizations in the Next Five Years
Understanding the Critical Trends Impacting Organizations in the Next Five YearsHolly Gage
 
Winning Affluent Millennials
Winning Affluent MillennialsWinning Affluent Millennials
Winning Affluent MillennialsLinkedIn
 
Do Accelerators And Incubators Serve Themselves Better Than Startups?
Do Accelerators And Incubators Serve Themselves Better Than Startups?Do Accelerators And Incubators Serve Themselves Better Than Startups?
Do Accelerators And Incubators Serve Themselves Better Than Startups?Faisal Hoque
 
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...ux singapore
 
Learn Vest Financial Confidence Curve
Learn Vest Financial Confidence CurveLearn Vest Financial Confidence Curve
Learn Vest Financial Confidence CurveJacki Zehner
 
ForwardThinking June/July 2017 Grant Thornton
ForwardThinking June/July 2017 Grant ThorntonForwardThinking June/July 2017 Grant Thornton
ForwardThinking June/July 2017 Grant ThorntonGrant Thornton LLP
 
Digital Retail Innovations 2015
Digital Retail Innovations 2015Digital Retail Innovations 2015
Digital Retail Innovations 2015Webloyalty UK
 
Best Practices in Experimenting with Existing Channels - Omni Digital
Best Practices in Experimenting with Existing Channels - Omni DigitalBest Practices in Experimenting with Existing Channels - Omni Digital
Best Practices in Experimenting with Existing Channels - Omni DigitalCharlene Li
 
Winds of change: The shifting face of leadership in business
Winds of change: The shifting face of leadership in businessWinds of change: The shifting face of leadership in business
Winds of change: The shifting face of leadership in businessThe Economist Media Businesses
 

Tendances (20)

The 100 Leading Global Fintech Innovators 2015
The 100 Leading Global Fintech Innovators 2015 The 100 Leading Global Fintech Innovators 2015
The 100 Leading Global Fintech Innovators 2015
 
World PR Report 2013
World PR Report 2013World PR Report 2013
World PR Report 2013
 
MSLGROUP Global Institutional Investors Insight Report 2014
MSLGROUP Global Institutional Investors Insight Report 2014MSLGROUP Global Institutional Investors Insight Report 2014
MSLGROUP Global Institutional Investors Insight Report 2014
 
Blurred Lines: Incubators, Accelerators and Coworking
Blurred Lines: Incubators, Accelerators and CoworkingBlurred Lines: Incubators, Accelerators and Coworking
Blurred Lines: Incubators, Accelerators and Coworking
 
1099 Problems: Self-Employment and the Future of Financial Services
1099 Problems: Self-Employment and the Future of Financial Services1099 Problems: Self-Employment and the Future of Financial Services
1099 Problems: Self-Employment and the Future of Financial Services
 
2013 Americas PR Agency Report Card
2013 Americas PR Agency Report Card2013 Americas PR Agency Report Card
2013 Americas PR Agency Report Card
 
Pwc 19th Annual Global CEO Survey
Pwc 19th Annual Global CEO SurveyPwc 19th Annual Global CEO Survey
Pwc 19th Annual Global CEO Survey
 
Atlas Why Metrics Matter 2013
Atlas Why Metrics Matter 2013Atlas Why Metrics Matter 2013
Atlas Why Metrics Matter 2013
 
2016 Global Communications Report
2016 Global Communications Report2016 Global Communications Report
2016 Global Communications Report
 
Understanding the Critical Trends Impacting Organizations in the Next Five Years
Understanding the Critical Trends Impacting Organizations in the Next Five YearsUnderstanding the Critical Trends Impacting Organizations in the Next Five Years
Understanding the Critical Trends Impacting Organizations in the Next Five Years
 
Winning Affluent Millennials
Winning Affluent MillennialsWinning Affluent Millennials
Winning Affluent Millennials
 
Do Accelerators And Incubators Serve Themselves Better Than Startups?
Do Accelerators And Incubators Serve Themselves Better Than Startups?Do Accelerators And Incubators Serve Themselves Better Than Startups?
Do Accelerators And Incubators Serve Themselves Better Than Startups?
 
160 Business Lit Review Ideas
160 Business Lit Review Ideas160 Business Lit Review Ideas
160 Business Lit Review Ideas
 
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...
Lightning Talk #8: Digital Transformation in Asia – The Real Deal by Kanika A...
 
Learn Vest Financial Confidence Curve
Learn Vest Financial Confidence CurveLearn Vest Financial Confidence Curve
Learn Vest Financial Confidence Curve
 
ForwardThinking June/July 2017 Grant Thornton
ForwardThinking June/July 2017 Grant ThorntonForwardThinking June/July 2017 Grant Thornton
ForwardThinking June/July 2017 Grant Thornton
 
Digital Retail Innovations 2015
Digital Retail Innovations 2015Digital Retail Innovations 2015
Digital Retail Innovations 2015
 
World PR Report 2014
World PR Report 2014World PR Report 2014
World PR Report 2014
 
Best Practices in Experimenting with Existing Channels - Omni Digital
Best Practices in Experimenting with Existing Channels - Omni DigitalBest Practices in Experimenting with Existing Channels - Omni Digital
Best Practices in Experimenting with Existing Channels - Omni Digital
 
Winds of change: The shifting face of leadership in business
Winds of change: The shifting face of leadership in businessWinds of change: The shifting face of leadership in business
Winds of change: The shifting face of leadership in business
 

En vedette

Atrás do rosto marcia portella
Atrás do rosto marcia portellaAtrás do rosto marcia portella
Atrás do rosto marcia portellaLuzia Gabriele
 
מצגת כיתה ט
מצגת כיתה טמצגת כיתה ט
מצגת כיתה טguest27a22b
 
АВтоматизированный Расчет Операционных РАзмеров
АВтоматизированный Расчет Операционных РАзмеровАВтоматизированный Расчет Операционных РАзмеров
АВтоматизированный Расчет Операционных РАзмеровkulibin
 
Social Media for Book Promotion
Social Media for Book PromotionSocial Media for Book Promotion
Social Media for Book PromotionJanet Fouts
 
Keith hopper-product-market-fit
Keith hopper-product-market-fitKeith hopper-product-market-fit
Keith hopper-product-market-fithopperomatic
 
Verizon Wireless Milwaukee Jenn Lim Delivering Happiness
Verizon Wireless Milwaukee  Jenn Lim Delivering HappinessVerizon Wireless Milwaukee  Jenn Lim Delivering Happiness
Verizon Wireless Milwaukee Jenn Lim Delivering HappinessDelivering Happiness
 
8 Building Blocks of Greatness in B2B Tech Sales
8 Building Blocks of Greatness in B2B Tech Sales8 Building Blocks of Greatness in B2B Tech Sales
8 Building Blocks of Greatness in B2B Tech SalesGregg Nichols
 
Social media strategies for dr. pfahl class, 8 13
Social media strategies for dr. pfahl class, 8 13Social media strategies for dr. pfahl class, 8 13
Social media strategies for dr. pfahl class, 8 13Game Day Communications
 
Криокомплекс
КриокомплексКриокомплекс
Криокомплексkulibin
 
5 Things Everyone Should Know about Low-Calorie Sweeteners
5 Things Everyone Should Know about Low-Calorie Sweeteners5 Things Everyone Should Know about Low-Calorie Sweeteners
5 Things Everyone Should Know about Low-Calorie SweetenersFood Insight
 
Code Fast, die() Early, Throw Structured Exceptions
Code Fast, die() Early, Throw Structured ExceptionsCode Fast, die() Early, Throw Structured Exceptions
Code Fast, die() Early, Throw Structured ExceptionsJohn Anderson
 
Система передачи субмиллиметровых биологических сигналов
Система передачи субмиллиметровых биологических  сигналовСистема передачи субмиллиметровых биологических  сигналов
Система передачи субмиллиметровых биологических сигналовkulibin
 
Hidden gluteninthankgivingmeal
Hidden gluteninthankgivingmealHidden gluteninthankgivingmeal
Hidden gluteninthankgivingmealGlutagest
 
Apresentando ideias com Prezi
Apresentando ideias com PreziApresentando ideias com Prezi
Apresentando ideias com PreziMarcio Okabe
 

En vedette (17)

Atrás do rosto marcia portella
Atrás do rosto marcia portellaAtrás do rosto marcia portella
Atrás do rosto marcia portella
 
מצגת כיתה ט
מצגת כיתה טמצגת כיתה ט
מצגת כיתה ט
 
АВтоматизированный Расчет Операционных РАзмеров
АВтоматизированный Расчет Операционных РАзмеровАВтоматизированный Расчет Операционных РАзмеров
АВтоматизированный Расчет Операционных РАзмеров
 
Social Media for Book Promotion
Social Media for Book PromotionSocial Media for Book Promotion
Social Media for Book Promotion
 
Keith hopper-product-market-fit
Keith hopper-product-market-fitKeith hopper-product-market-fit
Keith hopper-product-market-fit
 
Curation Nation
Curation Nation Curation Nation
Curation Nation
 
Verizon Wireless Milwaukee Jenn Lim Delivering Happiness
Verizon Wireless Milwaukee  Jenn Lim Delivering HappinessVerizon Wireless Milwaukee  Jenn Lim Delivering Happiness
Verizon Wireless Milwaukee Jenn Lim Delivering Happiness
 
Managing risk in challenging economic times
Managing risk in challenging economic timesManaging risk in challenging economic times
Managing risk in challenging economic times
 
8 Building Blocks of Greatness in B2B Tech Sales
8 Building Blocks of Greatness in B2B Tech Sales8 Building Blocks of Greatness in B2B Tech Sales
8 Building Blocks of Greatness in B2B Tech Sales
 
Social media strategies for dr. pfahl class, 8 13
Social media strategies for dr. pfahl class, 8 13Social media strategies for dr. pfahl class, 8 13
Social media strategies for dr. pfahl class, 8 13
 
Криокомплекс
КриокомплексКриокомплекс
Криокомплекс
 
5 Things Everyone Should Know about Low-Calorie Sweeteners
5 Things Everyone Should Know about Low-Calorie Sweeteners5 Things Everyone Should Know about Low-Calorie Sweeteners
5 Things Everyone Should Know about Low-Calorie Sweeteners
 
Code Fast, die() Early, Throw Structured Exceptions
Code Fast, die() Early, Throw Structured ExceptionsCode Fast, die() Early, Throw Structured Exceptions
Code Fast, die() Early, Throw Structured Exceptions
 
Система передачи субмиллиметровых биологических сигналов
Система передачи субмиллиметровых биологических  сигналовСистема передачи субмиллиметровых биологических  сигналов
Система передачи субмиллиметровых биологических сигналов
 
Hidden gluteninthankgivingmeal
Hidden gluteninthankgivingmealHidden gluteninthankgivingmeal
Hidden gluteninthankgivingmeal
 
Mi primer dibujo
Mi primer dibujoMi primer dibujo
Mi primer dibujo
 
Apresentando ideias com Prezi
Apresentando ideias com PreziApresentando ideias com Prezi
Apresentando ideias com Prezi
 

Similaire à Innovations New World Order

strategy+businessISSUE 81 WINTER 2015REPRINT 00370.docx
strategy+businessISSUE 81 WINTER 2015REPRINT 00370.docxstrategy+businessISSUE 81 WINTER 2015REPRINT 00370.docx
strategy+businessISSUE 81 WINTER 2015REPRINT 00370.docxflorriezhamphrey3065
 
2015 Global Innovation 1000 study: Innovation’s New World Order
2015 Global Innovation 1000 study: Innovation’s New World Order2015 Global Innovation 1000 study: Innovation’s New World Order
2015 Global Innovation 1000 study: Innovation’s New World OrderPwC's Strategy&
 
Étude Strategy& "Global Innovation 1000" (oct. 2014)
Étude Strategy& "Global Innovation 1000" (oct. 2014)Étude Strategy& "Global Innovation 1000" (oct. 2014)
Étude Strategy& "Global Innovation 1000" (oct. 2014)PwC France
 
The Global Innovation 1000_ How the Top Innovators Keep Winning.pdf
The Global Innovation 1000_ How the Top Innovators Keep Winning.pdfThe Global Innovation 1000_ How the Top Innovators Keep Winning.pdf
The Global Innovation 1000_ How the Top Innovators Keep Winning.pdfssuser2278ba
 
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Creating the Conditions for Sustainable Innovation The Leadership Imperative ...
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Meghan Daily
 
Innovation Economy Outlook 2014 - Global Report
Innovation Economy Outlook 2014 - Global ReportInnovation Economy Outlook 2014 - Global Report
Innovation Economy Outlook 2014 - Global ReportSilicon Valley Bank
 
How Your Community is (or isn't) Being Evaluated for Foreign Direct Investment
How Your Community is (or isn't) Being Evaluated for Foreign Direct InvestmentHow Your Community is (or isn't) Being Evaluated for Foreign Direct Investment
How Your Community is (or isn't) Being Evaluated for Foreign Direct InvestmentAtlas Integrated
 
Delivering More Breakthrough Products Final
Delivering More Breakthrough Products FinalDelivering More Breakthrough Products Final
Delivering More Breakthrough Products Finaltheungoy
 
Etude PwC Innovation et croissance 2013
Etude PwC Innovation et croissance 2013Etude PwC Innovation et croissance 2013
Etude PwC Innovation et croissance 2013PwC France
 
Informe PwC: Encuesta Mundial de Innovación 2013
Informe PwC: Encuesta Mundial de Innovación 2013Informe PwC: Encuesta Mundial de Innovación 2013
Informe PwC: Encuesta Mundial de Innovación 2013PwC España
 
Rob Atkinson Balt Tecna 2009
Rob  Atkinson  Balt  Tecna 2009Rob  Atkinson  Balt  Tecna 2009
Rob Atkinson Balt Tecna 2009Paige Rasid
 
Most innovative companies
Most innovative companiesMost innovative companies
Most innovative companiesThierry Labro
 
Innovation Economy Outlook 2014 - U.S. Report
Innovation Economy Outlook 2014 - U.S. ReportInnovation Economy Outlook 2014 - U.S. Report
Innovation Economy Outlook 2014 - U.S. ReportSilicon Valley Bank
 

Similaire à Innovations New World Order (20)

strategy+businessISSUE 81 WINTER 2015REPRINT 00370.docx
strategy+businessISSUE 81 WINTER 2015REPRINT 00370.docxstrategy+businessISSUE 81 WINTER 2015REPRINT 00370.docx
strategy+businessISSUE 81 WINTER 2015REPRINT 00370.docx
 
The Global Innovation 1000: Proven Paths to Innovation Success
The Global Innovation 1000: Proven Paths to Innovation SuccessThe Global Innovation 1000: Proven Paths to Innovation Success
The Global Innovation 1000: Proven Paths to Innovation Success
 
2015 Global Innovation 1000 study: Innovation’s New World Order
2015 Global Innovation 1000 study: Innovation’s New World Order2015 Global Innovation 1000 study: Innovation’s New World Order
2015 Global Innovation 1000 study: Innovation’s New World Order
 
Étude Strategy& "Global Innovation 1000" (oct. 2014)
Étude Strategy& "Global Innovation 1000" (oct. 2014)Étude Strategy& "Global Innovation 1000" (oct. 2014)
Étude Strategy& "Global Innovation 1000" (oct. 2014)
 
The Global Innovation 1000_ How the Top Innovators Keep Winning.pdf
The Global Innovation 1000_ How the Top Innovators Keep Winning.pdfThe Global Innovation 1000_ How the Top Innovators Keep Winning.pdf
The Global Innovation 1000_ How the Top Innovators Keep Winning.pdf
 
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Creating the Conditions for Sustainable Innovation The Leadership Imperative ...
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...
 
Innovation Economy Outlook 2014 - Global Report
Innovation Economy Outlook 2014 - Global ReportInnovation Economy Outlook 2014 - Global Report
Innovation Economy Outlook 2014 - Global Report
 
Will Stronger Borders Weaken Innovation?
Will Stronger Borders Weaken Innovation?Will Stronger Borders Weaken Innovation?
Will Stronger Borders Weaken Innovation?
 
Internal innovation
Internal innovationInternal innovation
Internal innovation
 
How Your Community is (or isn't) Being Evaluated for Foreign Direct Investment
How Your Community is (or isn't) Being Evaluated for Foreign Direct InvestmentHow Your Community is (or isn't) Being Evaluated for Foreign Direct Investment
How Your Community is (or isn't) Being Evaluated for Foreign Direct Investment
 
Pwc
Pwc   Pwc
Pwc
 
Delivering More Breakthrough Products Final
Delivering More Breakthrough Products FinalDelivering More Breakthrough Products Final
Delivering More Breakthrough Products Final
 
Rn d outsourcing
Rn d outsourcingRn d outsourcing
Rn d outsourcing
 
FinalPaperOConnor
FinalPaperOConnorFinalPaperOConnor
FinalPaperOConnor
 
Etude PwC Innovation et croissance 2013
Etude PwC Innovation et croissance 2013Etude PwC Innovation et croissance 2013
Etude PwC Innovation et croissance 2013
 
Informe PwC: Encuesta Mundial de Innovación 2013
Informe PwC: Encuesta Mundial de Innovación 2013Informe PwC: Encuesta Mundial de Innovación 2013
Informe PwC: Encuesta Mundial de Innovación 2013
 
Rob Atkinson Balt Tecna 2009
Rob  Atkinson  Balt  Tecna 2009Rob  Atkinson  Balt  Tecna 2009
Rob Atkinson Balt Tecna 2009
 
Most innovative companies
Most innovative companiesMost innovative companies
Most innovative companies
 
Innovation Economy Outlook 2014 - U.S. Report
Innovation Economy Outlook 2014 - U.S. ReportInnovation Economy Outlook 2014 - U.S. Report
Innovation Economy Outlook 2014 - U.S. Report
 
2016 Global Innovation 1000: Software-as-a-Catalyst
2016 Global Innovation 1000: Software-as-a-Catalyst2016 Global Innovation 1000: Software-as-a-Catalyst
2016 Global Innovation 1000: Software-as-a-Catalyst
 

Plus de Strategy&, a member of the PwC network

Plus de Strategy&, a member of the PwC network (20)

The seven stages of strategic leadership
The seven stages of strategic leadershipThe seven stages of strategic leadership
The seven stages of strategic leadership
 
Organizational effectiveness goes digital
Organizational effectiveness goes digital  Organizational effectiveness goes digital
Organizational effectiveness goes digital
 
Winning with a data-driven strategy
Winning with a data-driven strategyWinning with a data-driven strategy
Winning with a data-driven strategy
 
Automating trust with new technologies
Automating trust with new technologiesAutomating trust with new technologies
Automating trust with new technologies
 
Facing up to the automotive innovation dilemma
Facing up to  the automotive  innovation dilemmaFacing up to  the automotive  innovation dilemma
Facing up to the automotive innovation dilemma
 
The Four X Factors of Exceptional Leaders
The Four X Factors of Exceptional LeadersThe Four X Factors of Exceptional Leaders
The Four X Factors of Exceptional Leaders
 
What is fair when it comes to AI bias?
What is fair when it comes to AI bias?What is fair when it comes to AI bias?
What is fair when it comes to AI bias?
 
Chinese cars go global
Chinese cars go globalChinese cars go global
Chinese cars go global
 
Power strategies
Power strategiesPower strategies
Power strategies
 
Tomorrow's Data Heros
Tomorrow's Data HerosTomorrow's Data Heros
Tomorrow's Data Heros
 
Is AI the Next Frontier for National Competitive Advantage?
Is AI the Next Frontier for National Competitive Advantage?Is AI the Next Frontier for National Competitive Advantage?
Is AI the Next Frontier for National Competitive Advantage?
 
Memo to the CEO: Is Your Chief Strategy Officer Set Up for Success?
Memo to the CEO: Is Your Chief Strategy Officer Set Up for Success?Memo to the CEO: Is Your Chief Strategy Officer Set Up for Success?
Memo to the CEO: Is Your Chief Strategy Officer Set Up for Success?
 
Memo to the CEO: Is Your Chief Strategy Officer Set Up for Success?
Memo to the CEO: Is Your Chief Strategy Officer Set Up for Success?Memo to the CEO: Is Your Chief Strategy Officer Set Up for Success?
Memo to the CEO: Is Your Chief Strategy Officer Set Up for Success?
 
HQ 2.0: The Next-Generation Corporate Center
HQ 2.0: The Next-Generation Corporate CenterHQ 2.0: The Next-Generation Corporate Center
HQ 2.0: The Next-Generation Corporate Center
 
Keeping Cool under Pressure
Keeping Cool under PressureKeeping Cool under Pressure
Keeping Cool under Pressure
 
The Flywheel Philosophy
The Flywheel PhilosophyThe Flywheel Philosophy
The Flywheel Philosophy
 
Leading a Bionic Transformation
Leading a Bionic TransformationLeading a Bionic Transformation
Leading a Bionic Transformation
 
Why Is It So Hard to Trust a Blockchain?
Why Is It So Hard to Trust a Blockchain?Why Is It So Hard to Trust a Blockchain?
Why Is It So Hard to Trust a Blockchain?
 
The Future of Artificial Intelligence Depends on Trust
The Future of Artificial Intelligence Depends on TrustThe Future of Artificial Intelligence Depends on Trust
The Future of Artificial Intelligence Depends on Trust
 
Approaching Diversity with the Brain in Mind
Approaching Diversity with the Brain in MindApproaching Diversity with the Brain in Mind
Approaching Diversity with the Brain in Mind
 

Dernier

The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003believeminhh
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toumarfarooquejamali32
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxWorkforce Group
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Lviv Startup Club
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...AustraliaChapterIIBA
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursKaiNexus
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...Khaled Al Awadi
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfCharles Cotter, PhD
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGlokeshwarmaha
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023Steve Rader
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHelene Heckrotte
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsIntellect Design Arena Ltd
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarNathanielSchmuck
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Onlinelng ths
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsyasinnathani
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZKanakChauhan5
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Reportamberjiles31
 

Dernier (20)

The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
The Vietnam Believer Newsletter_MARCH 25, 2024_EN_Vol. 003
 
Lecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb toLecture_6.pptx English speaking easyb to
Lecture_6.pptx English speaking easyb to
 
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptxCracking the ‘Business Process Outsourcing’ Code Main.pptx
Cracking the ‘Business Process Outsourcing’ Code Main.pptx
 
Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)Michael Vidyakin: Introduction to PMO (UA)
Michael Vidyakin: Introduction to PMO (UA)
 
WAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdfWAM Corporate Presentation Mar 25 2024.pdf
WAM Corporate Presentation Mar 25 2024.pdf
 
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
IIBA® Melbourne - Navigating Business Analysis - Excellence for Career Growth...
 
Developing Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, OursDeveloping Coaching Skills: Mine, Yours, Ours
Developing Coaching Skills: Mine, Yours, Ours
 
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...NewBase  25 March  2024  Energy News issue - 1710 by Khaled Al Awadi_compress...
NewBase 25 March 2024 Energy News issue - 1710 by Khaled Al Awadi_compress...
 
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdfTalent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
Talent Management research intelligence_13 paradigm shifts_20 March 2024.pdf
 
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISINGUNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
UNLEASHING THE POWER OF PROGRAMMATIC ADVERTISING
 
NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023NASA CoCEI Scaling Strategy - November 2023
NASA CoCEI Scaling Strategy - November 2023
 
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptxHELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
HELENE HECKROTTE'S PROFESSIONAL PORTFOLIO.pptx
 
Upgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking ApplicationsUpgrade Your Banking Experience with Advanced Core Banking Applications
Upgrade Your Banking Experience with Advanced Core Banking Applications
 
Live-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry WebinarLive-Streaming in the Music Industry Webinar
Live-Streaming in the Music Industry Webinar
 
To Create Your Own Wig Online To Create Your Own Wig Online
To Create Your Own Wig Online  To Create Your Own Wig OnlineTo Create Your Own Wig Online  To Create Your Own Wig Online
To Create Your Own Wig Online To Create Your Own Wig Online
 
Data skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story pointsData skills for Agile Teams- Killing story points
Data skills for Agile Teams- Killing story points
 
Mihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZMihir Menda - Member of Supervisory Board at RMZ
Mihir Menda - Member of Supervisory Board at RMZ
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024Borderless Access - Global Panel book-unlock 2024
Borderless Access - Global Panel book-unlock 2024
 
Project Brief & Information Architecture Report
Project Brief & Information Architecture ReportProject Brief & Information Architecture Report
Project Brief & Information Architecture Report
 

Innovations New World Order

  • 1. strategy+business ISSUE 81 WINTER 2015 REPRINT 00370 BY BARRY JARUZELSKI, KEVIN SCHWARTZ, AND VOLKER STAACK THE GLOBAL INNOVATION 1000 Innovation’s New World Order Asia is now the top regional destination for R&D spending, followed by North America and Europe.
  • 3. IllustrationbyMartinO’Neill The geographic footprint of innovation is changing dramatically as research and development programs become more global. An overwhelming 94 percent of the world’s largest innovators now conduct elements of their R&D programs abroad, according to the 2015 Global Innovation 1000 study, our annual analysis of corporate R&D spending. These companies are shifting their innovation investment to countries in which their sales and manufacturing are growing fastest, and where they can access the right technical talent. Not surprisingly, innovation spending has boomed in China and India since our 2008 study, when we first charted the global flows of corporate R&D spending. Collectively, in fact, more R&D is now conducted in Asia than in North America or Europe. Perhaps more unexpectedly, innovation spending in the U.S. has held relatively steady as a share of global innovation spending, despite increases in the amount of R&D that U.S. firms conduct in Asia. This is due in part to companies from other countries increasing their R&D activity in the United States; Silicon Valley, in particular, has been a powerful draw. Innovation spending in Europe, in contrast, grew more modestly and unevenly, with some countries, such as France and the U.K., showing net decreases in domestic R&D spending from 2007 to 2015. More European companies are choosing to expand their R&D operations elsewhere, in both low-cost countries in Asia (defined as countries where the average annual engineering salary is less than US$35,000) and high-cost countries such as the United States. Asia is now the top regional destination for R&D spending, followed by North America and Europe. by Barry Jaruzelski, Kevin Schwartz, and Volker Staack Innovation’s NewWorld Order 1000 featureinnovation 2
  • 4. strategy+businessissue81 3 Barry Jaruzelski barry.jaruzelski@pwc.com is a principal with Strategy&, PwC’s global strategy consulting business, and with PwC US. Based in Florham Park, N.J., he works with high- tech and industrial clients on corporate and product strategy and the transformation of core innovation processes. He created the Global Innovation 1000 study in 2005, and in 2013 was named one of the “Top 25 Consultants” by Consulting magazine. Kevin Schwartz kevin.j.schwartz@pwc.com is a principal with PwC US, and leads the firm’s innovation and development consulting services. Based in San Francisco, he focuses on driving enterprise-wide innovation and enabling growth through new products, services, and business model innovations. Volker Staack volker.staack@pwc.com is a principal with Strategy&, PwC’s global strategy consulting business, and with PwC US. He focuses on engineered products and services, particularly in the automotive and heavy equipment industries, and specializes in strategic product value management, turnarounds, and implemen- tation of global M&A. Also contributing to this article were s+b contributing editor Rob Norton, Strategy& campaign manager Kristen Esfahanian and senior associate Spencer Herbst, and PwC manager Vivek Shrivastava. For leading companies, implementing a global in- novation strategy is paying off. We found that firms that favor a more global R&D footprint outperform their less globalized competitors on a variety of financial mea- sures. This is important, because, as in previous years, we found no statistically significant evidence that higher levels of spending guarantee better results (see “The 10 Most Innovative Companies,” page 9). Our refrain has long been that it’s not how much you spend on research and development, but how you spend it. But it’s also where you spend that determines your success — and our 2015 study shows that decisions about R&D loca- tion look very different today than they did less than a decade ago (see Exhibit 1). Worldwide, R&D spending by the Global Innova- tion 1000 companies — the 1,000 public corporations worldwide that spent the most on researching and devel- oping products and services for their markets — rose 5.1 percent to $680 billion in 2015, the strongest increase in the last three years. Companies headquartered in the U.S., Europe, and Japan continued to account for a large majority of innovation spending: 86 percent in 2015 (see “Profiling the Global Innovation 1000,” page 5). But we know that analyzing global innovators based solely on where their headquarters are located doesn’t reveal where the actual work of innovation is being done. To analyze the flows of R&D spending among regions and countries, we researched the inno- vation activities of 207 companies in 23 countries con- ducting R&D at 2,041 sites in more than 60 countries (see Methodology, page 15). This sample of major in- novators accounts for 71 percent of the total Global In- novation 1000 spending. To describe location and flows of innovation spend- ing, we use the terms in-country (or in-region) spending, exports, and imports as a convenient shorthand. A multi- national that spends a third of its R&D budget outside its headquarters country is thus considered to be export- ing 33 percent of its R&D spending. The disadvantage of using this terminology is that the concepts of import- ing and exporting are antithetical to the concept of a multinational corporation, which by definition conducts business globally rather than nationally. It can also be potentially misleading, in that mergers and acquisitions can alter the export and import numbers even though the location of past innovation activity does not change. Still, this type of analysis provides an accurate gauge of where innovation activity is being conducted around the world, and how corporate management makes R&D investment decisions. It also provides a way to chart the relative gains and losses across countries and regions. As a complement to our study, we asked global in- novation executives about both their companies’ expe- riences with global innovation and their views on suc- cessful innovation practice. The 369 respondents to the Web survey represented companies that collectively ac- counted for more than $106 billion in R&D spending — 16 percent of the Global Innovation 1000 total. We also conducted in-depth interviews with a select group of senior innovation leaders to hear firsthand how the global innovation model has evolved. Given the pervasiveness of globalized innovation and the performance premium that a globalized foot- print provides, the benefits for companies are obvious. But executing such a strategy comes with challenges, and a set of best practices has emerged to help innova- tion leaders manage them. It’s critical that they do so, because the best opportunities are now scattered far and (continued on page 7) featureinnovation 3
  • 5. 4 1000 South Korea $7 China $25 U.S. $109 Japan $40 Germany $28 India $13 U.K. $23 France $20 Italy $8 Canada $9 2007 2015 Israel $7 In-Country R&D Spending Domestic and imported R&D for countries in which US$10 billion or more was spent on R&D in 2015 US$ Billions 2007 2015 $100 $150 $200 $100 $150 $200 In-Region R&D Spending 2007 2015 Exhibit 1: Global Shifts in R&D Spending, 2007–15 US$ Billions Corporate R&D Spending by Headquarters (Domestic and Imported)US$ Billions North America Europe Asia Source: Bloomberg data, Capital IQ data, Strategy& analysis Companies headquartered in North America continue to spend the most on corporate R&D. But where companies spend their R&D money has changed dramatically: Asia is now the leading region in innovation spending, and Europe has slipped to third place. The chart at right shows a country-level view. South Korea $13 South Korea $7 China $55 China $25 U.S. $145 U.S. $109 Japan $50Japan $40 Germany $32Germany $28 India $28 India $13 U.K. $22U.K. $23 France $16France $20 Italy $11Italy $8 Canada $10 Canada $9 2007 2015 Israel $7 Israel $11 In-country R&D spending (which includes domestic and imported R&D) for countries in which US$10 billion or more was spent on R&D in 2015 US$ Billions 2007 2015 $100 $150 $200 In-Region R&D Spending 2015 it 1: Global Shifts in R&D Spending, 2007–15 US$ Billions Corporate R&D Spending by Headquarters (Domestic and Imported)US$ Billions North America Europe Asia Bloomberg data, Capital IQ data, Strategy& analysis nies headquartered in North America continue to spend the most on corporate ut where companies spend their R&D money is being spent has changed cally: Asia is now the leading region in innovation spending, and Europe ped to third place. The chart at right shows a country-level view. South Korea $7 China $25 U.S. $109 Japan $40 Germany $28 India $13 U.K. $23 France $20 Italy $8 Canada $9 2007 2015 Israel $7 In-Country R&D Spending Domestic and imported R&D for countries in which US$10 billion or more was spent on R&D in 2015 US$ Billions 2007 2015 $100 $150 $200 $100 $150 $200 In-Region R&D Spending 2007 2015 Exhibit 1: Global Shifts in R&D Spending, 2007–15 US$ Billions Corporate R&D Spending by Headquarters (Domestic and Imported)US$ Billions North America Europe Asia Source: Bloomberg data, Capital IQ data, Strategy& analysis Companies headquartered in North America continue to spend the most on corporate R&D. But where companies spend their R&D money has changed dramatically: Asia is now the leading region in innovation spending, and Europe has slipped to third place. The chart at right shows a country-level view. featureinnovation 4
  • 6. strategy+businessissue81 5 2015 2014 Source: Bloomberg data, Capital IQ data, Strategy& analysis Exhibit B: The Top 20 R&D Spenders RANK Company Industry2015 US$ Billions Change from 2014 % of Revenue Headquarters R&D Spending $15.3 $14.1 $11.5 $11.4 $10.8 $9.8 $9.3 $9.2 $9.1 $8.5 $8.4 $7.6 $7.4 $7.2 $6.9 $6.4 $6.3 $6.0 $5.7 $5.6 $176.5 Auto Computing and Electronics Computing and Electronics Software and Internet Healthcare Software and Internet Software and Internet Auto Healthcare Healthcare Healthcare Auto Auto Healthcare Auto Healthcare Computing and Electronics Computing and Electronics Healthcare Healthcare 13% 5% 9% 9% 8% 24% 41% 1% –8% 4% 26% 9% 3% –4% 8% 1% 6% 35% –7% 16% 9% 5.7% 7.2% 20.6% 13.1% 20.8% 14.9% 10.4% 3.7% 17.3% 11.4% 16.9% 4.4% 4.7% 17.0% 4.8% 14.1% 13.4% 3.3% 15.0% 21.4% 8.4% 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 1 2 3 4 5 9 14 7 6 8 13 12 11 10 15 16 20 32 19 28 Volkswagen Samsung Intel Microsoft Roche Google Amazon Toyota Novartis Johnson & Johnson Pfizer Daimler General Motors Merck Ford Sanofi Cisco Systems Apple GlaxoSmithKline AstraZeneca Europe South Korea North America North America Europe North America North America Japan Europe North America North America Europe North America North America North America Europe North America North America Europe Europe TOP 20 TOTAL Although some of their rankings shifted, the 2015 list of the 20 biggest R&D spenders features many of the same names as the previous year’s list (and in 11 cases, as lists from the last decade). However, there were two notable entrants to the top 20: Apple and AstraZeneca. Companies in RED have been among the top 20 R&D spenders every year since 2005. above-average catch-up gains after the Great Recession. It also indicated a reversion to the long-term trend of R&D spending growth of 5.4 percent demonstrated over the last 10 years. Revenues for the Global Innova- tion 1000 would have increased as well, had it not been for the effects of collapsing oil prices on top-line growth in energy firms, which edged overall revenue down by 1 percent. This phenomenon also contributed to a slight rise in R&D intensity, or inno- vation spending as a percentage of revenue, from 3.5 percent in 2014 to The companies in the Global Innovation 1000 spent US$680 billion on R&D in 2015. That repre- sented a 5.1 percent increase from 2014, a year in which R&D spending grew a meager 1.4 percent. The 2015 spending growth marked the larg- est year-over-year increase since 2011 and 2012, when we reported Profiling the Global Innovation 1000 Indexed to 1998 1.0 1.5 2.0 2.5 3.0 3.5 2005 20152000 2010 Revenue R&D Spending R&D Spending as a % of Revenue Exhibit A: R&D and Revenue R&D spending in 2015 rose an impressive 5.1 percent from last year. Source: Bloomberg data, Capital IQ data, Strategy& analysis featureinnovation 5
  • 7. 6 3.7 percent in 2015. Companies tend to stick with their in- novation programs despite cyclical revenue fluctuations: R&D spending growth has often out- paced revenue growth for the Global Innovation 1000 (see Exhibit A). Volkswagen, Samsung, Intel, Microsoft, and Roche led the Global Innovation 1000 in R&D spending, and held the top five positions for the second year in a row. Apple joined the top 20 list at number 18, powered by its sustained growth. AstraZeneca was the other newcomer to the list, at number 20 (see Exhibit B). This is the first time Apple has appeared on the top 20 spenders list. Still, the company is an efficient and effec- tive innovator: It has the lowest R&D intensity of any company on the top 20 list, spending only 3.3 percent of its revenues on R&D, compared with an average of 12.5 percent for the other 19 companies on the list. In addition, Apple’s R&D intensity is less than one-third the 11.8 percent average intensity of its competitors in the com- puting and electronics industry. Among industries, the computing and electronics, health- care, and auto sectors continued to spend the most on R&D. In total, they accounted for 62 percent of total Glob- al Innovation 1000 R&D spending (see Exhibit C). However, R&D spending by computing and electronics companies fell 0.7 percent in 2015, whereas R&D Exhibit C: Spending by Industry, 2015 Healthcare companies continued to narrow the gap with the largest industry spender, computing and electronics. Source: Bloomberg data, Capital IQ data, Strategy& analysis Telecom 1.8% Other 1.5% Aerospace and Defense 3.3% Consumer 3.0% Computing and Electronics 24.5% Healthcare 21.3% Software and Internet 11.2% Industrials 11.1% Auto 16.1% Chemicals and Energy 6.2% 1000 Source: Bloomberg data, Capital IQ data, Strategy& analysis Exhibit D: Change in R&D Spending by Industry, 2014–15 Software and Internet companies increased spending by 27.4 percent — roughly three times the percentage increase of industrials. Software and Internet 27.4% Industrials 8.9% Healthcare 6.0% Aerospace and Defense 5.0% Auto 4.5% Chemicals and Energy –0.1% Computing and Electronics –0.7% Other–2.8% Consumer–4.3% –10.0% Telecom WEIGHTED AVERAGE: 5.1% Length of bar = Change in spending from 2014 Height of bar = 2015 R&D spending spending by healthcare companies rose 6.0 percent (see Exhibit D). The healthcare sector is closing in on the number one position; if the current trend continues, the industry will be the largest R&D spender by 2019. But the biggest movers among industries have been software and Internet companies. The industry increased R&D spending by 27.4 percent between 2014 and 2015. Software and Internet also had the largest average growth of any industry over the last 10 years — 13.2 percent — and passed industrials in 2015 to become the fourth-largest industry in terms of R&D spending. This rank change happened despite the fact that industrials companies posted the second-largest year- over-year increase, at 8.9 percent, and the third-highest 10-year aver- age increase, at 6.3 percent. From a regional perspective, companies headquartered in North America, Europe, and Japan contin- ued to dominate the Global Innova- tion 1000. But their share of R&D spending has fallen from 96 percent in 2005 to 86 percent in 2015. North American companies’ share edged down from 42 percent to 40 percent; European companies’ share was flat; and Japanese companies lost the most, falling from 24 percent to 16 percent of the total. During the last decade, innovators headquartered in other regions, notably in China and the “rest of world” category (which in- cludes countries such as Brazil, India, and Israel), increased their share of the Global Innovation 1000 spending substantially — from 3 percent in 2005 to 14 percent in 2015. (continued on next page) 6 featureinnovation 6
  • 8. strategy+businessissue81 (continued from previous page) Companies headquartered in these countries now represent 227 of the Global Innovation 1000, compared with 64 companies 10 years ago. Companies based in China, in particular, increased their spending by 31.6 percent in 2015 (see Exhibit E). And over the last decade, Chinese companies increased their R&D spending by more than 3,000 percent. Moreover, as we’ve noted, measuring innovation spending by where companies are headquartered as opposed to where the innovation work is actually done significantly understates the major shift of innovation activity to Asia. wide. “One of the lessons learned over the years is that innovation does not have borders,” observes Philippe Keryer, chief innovation and strategy officer at France- based telecom equipment giant Alcatel-Lucent, which specializes in IP networking, ultra-broadband access, and cloud technology. “And we need to be careful, be- cause the next generation of disruptive technology will not necessarily come from the same place as the last one.” The R&D Boom in Asia The most dramatic change in global flows of innovation spending has been Asia’s rise as the number one loca- tion for corporate R&D. In 2015, Asia accounted for 35 percent of the global total for the 207 largest spenders, surpassing both North America (33 percent) and Eu- rope (28 percent). This is the total of “in-region” R&D spending, including both spending by local companies and R&D spending imported from other regions. In 2007, Europe was the leader, followed closely by North America. In 2007, the majority of R&D spending in Asia, North America, and Europe all came from domestic firms (in each region). In 2015, Asia became the only one of the three to see the balance shift. Fifty-two percent of its R&D spending was imported — done by firms headquartered outside the re- gion. Such innovation activity in China and India has been central to Asia’s rise. Between 2007 and 2015, R&D spending in China increased by 120 percent, to $55 billion, making it the second-larg- est location for corporate R&D, passing Japan and Germany ($50 billion and $32 billion, respective- ly). Although the U.S. retains its top position with $145 billion, its lead is narrowing: In 2007, R&D in China was 23 percent of the U.S. total. In 2015, it amounted to 38 percent of the U.S. total. China’s imports of R&D from multinationals headquar- tered in other countries were $44 billion in 2015 — 81 percent of the $55 billion in-country total (see Exhibit 2). That’s up from $25 billion in 2007, when virtual- ly all R&D in China was import- ed, because only one Chinese company was included in our sample of top innovators that year. By 2015, 11 more Chinese companies had joined the sample. Together these 12 companies spent $10 billion domestically. The U.S. led in exports of R&D to China in 2015, account- ing for 39 percent of inflow, followed by Japan (20 per- cent) and Germany (10 percent). Our survey respondents cited proximity to a high- growth market as the top reason for moving R&D to China (71 percent), followed by proximity to key manu- facturing sites (59 percent), proximity to key suppliers (54 percent), and lower development costs (53 percent). “We have to acknowledge that China is the workbench of the world,” says Siegfried Russwurm, chief technology officer and member of the managing board at the global industrial and technology company Siemens, headquar- tered in Germany. “We made a conscious decision that we need to be close to this promising market with our product definition, product design, and engineering.” Russwurm notes that typical Western-designed high-end products often don’t resonate in China. “Our colleagues in China have open access to all the technol- ogy that Siemens owns, and [they] design products with distinct functionality as needed for their markets — at a fabulous cost position, using Chinese suppliers, and (continued from page 3) Exhibit E: Change in R&D Spending by Region, 2014–15 Companies headquartered in China again showed the strongest percentage increase in spending. Europe 4.0% North America 7.1% Rest of World 9.5% China 31.6% Japan –6.3% Source: Bloomberg data, Capital IQ data, Strategy& analysis WEIGHTED AVERAGE: 5.1% featureinnovation 7
  • 9. 8 1000 perfectly fitted to China’s needs.” Russwurm says that innovation from Siemens’s Chinese R&D facilities has enabled the company to offer some of these products, such as simpler computerized machine controllers, in Western markets, capturing new market segments at lower price points than many customers would have ex- pected from the company. Chinese firms are now also exporting R&D spend- ing. Although China’s total R&D exports in 2015 were a modest $2.0 billion, some leading Chinese companies have become global brands — and are setting up global R&D operations. Consumer electronics and home ap- pliance company Haier, for example, established an R&D center in Japan after its acquisition of Sanyo’s ap- pliance business from Panasonic in 2011. It has since opened R&D hubs in Germany and the U.S., as its business has grown in Europe and North America. In 2012, Haier acquired New Zealand–based ap- pliance manufacturer Fisher-Paykel, including its prod- uct development center for kitchen appliances. Work- ing with Haier’s main innovation center at the firm’s Qingdao headquarters, says Wang Ye, vice president of Haier Appliance Industry Group and general manager of Haier Global R&D, each global R&D center func- tions as “a platform to exchange resources and to con- nect with global channels — including more than 200 universities, 100 technology incubators, and thousands of tech companies, and, of course, local governments. All these resources continue to offer ideas and solutions for our end customers.” One example that Wang cites: Haier’s Qingdao innovation headquarters collaborated with the New Zealand center to combine technologies in electric motors and drum washing machines. The re- sulting product — the Intelius line of premium washing machines — has become a sales leader in New Zealand and commands 30 percent of China’s market for pre- mium washing machines. The rise of India as an R&D force has also been impressive. Total corporate R&D conducted in India increased 115 percent between 2007 and 2015, to $28 billion. The growth was powered by R&D spending from other countries, which grew 116 percent. India, Japan U.S. 2007 2015 Exhibit 2: China Attracts Innovation Spending R&D spending in China by companies headquartered in other countries nearly doubled from 2007 to 2015, led by the United States. $18.2 $7.6 $4.9 $1.8 $2.9 $2.2 $3.8 $1.1 $0.4 $9.2 $2.5 $4.6 $3.1 $3.8 $1.8 $0.9 Germany Switzerland Other Europe France South Korea Rest of World TOTAL: $24.7 billion TOTAL: $44.2 billion North America Europe Asia Other China’s Imported R&D US$ Billions Note: Totals may not equal sums due to rounding. Source: Bloomberg data, Capital IQ data, Strategy& analysis Between 2007 and 2015, corporate R&D spending in China increased by 120 percent, to $55 billion, passing spending in Japan and Germany. featureinnovation 8
  • 10. strategy+businessissue81 Apple and Google still rule as the world’s most innovative companies, according to our 2015 Global Innovation 1000 survey (see Exhibit F). This one–two showing has been consistent since we began asking participants to identify the top innovators six years ago. Apple con- tinues to set new production records for iPhones and computers, and burst into an entirely new market with the debut of the Apple Watch. Meanwhile, Google’s paradigm-changing self- driving car project continues to gen- erate buzz, as do its experiments with solar-powered drones for providing Internet services in remote areas. In August 2015, the company introduced its Alphabet holding company struc- ture to better facilitate focus and in- novation across its growing portfolio. Tesla Motors, which first joined the most innovative list in 2013 in ninth position and moved up to number five last year, jumped to third place in 2015 — just above Samsung, which held its place at number four. Tesla introduced a “ludicrous mode” option for its Model S roadster this year, enabling it to accelerate from zero to 60 miles per hour in 2.8 sec- onds, and announced that its planned US$4 billion-plus battery “Giga- factory” will be producing more auto power packs by 2020 than the total world production in 2013. Amazon, first voted onto the most innovative list in 2012, placed fifth in 2015. The sixth spot again went to 3M, which has been in the top 10 in each of the last six years — proving that innovation executives aren’t im- pressed only by shiny digital devices, futuristic cars, and online dominance. Next were perennial top 10 mem- bers GE, Microsoft, and IBM. Toyota rejoined the list, in 10th place, after dropping off in 2013 and 2014. This is the first year that two auto companies were voted most innovative. For the sixth year running, no pharmaceuti- cal company made the top 10, even though the industry continues to be well represented in the Global Innovation 1000. As in all previous years, the 10 most innovative companies outper- formed the 10 biggest R&D spenders on revenue growth, EBITDA as a per- centage of revenue, and market-cap growth (after normalizing for industry variations) (see Exhibit G). Although much remains the same when it comes to the most innovative list, change may be on the horizon. Apple’s margin of victory narrowed in 2015. As high a propor- tion as 80 percent of respondents named Apple number one in past years, but only 62 percent did so this year — opening the door for new companies to move into top positions, or to enter the fray. 1 2 5 4 3 6 7 8 9 11 Source: Bloomberg data, Capital IQ data, Strategy& 2015 survey data and analysis Company 18 6 273 2 7 80 36 4 26 8 Apple Google Tesla Motors Samsung Amazon 3M GE Microsoft IBM Toyota 3.3% 14.9% 14.5% 7.2% 10.4% 5.6% 2.9% 13.1% 5.9% 3.7% Companies in RED have been among the 10 Most Innovative every year since 2010. $6.0 $9.8 $0.5 $14.1 $9.3 $1.8 $4.2 $11.4 $5.4 $9.2 2015 US$ Bil. R&D Spending 1000 Rank % of Revenue 2015 2014 RANK 1 2 3 4 5 6 7 8 9 10 Exhibit F: The 10 Most Innovative Companies Tesla, which first appeared on this list in 2013 at number nine, now ranks third. Toyota is back for the first time since 2012. 50 Exhibit G: Top 10 Innovators vs. Top 10 R&D Spenders On an indexed basis, the top innovators led on all three financial metrics for the sixth straight year. Source: Bloomberg data, Capital IQ data, Strategy& 2015 survey data and analysis NORMALIZED PERFORMANCE OF INDUSTRY PEERS 65 63 EBITDA as % of Revenue 5-yr. Avg. 53 46 Market Cap Growth 5-yr. CAGR Revenue Growth 5-yr. CAGR 55 SPENDERS 63 INNOVATORS HIGHEST POSSIBLE SCORE: 100 LOWEST POSSIBLE SCORE: 0 The 10 Most Innovative Companies featureinnovation 9
  • 11. 10 not surprisingly, is the largest global destination for software R&D. Multinationals that have moved R&D to India cite a variety of reasons for the move, and cost is often not the most important. “Our tech center in In- dia gives us an around-the-clock capability to accelerate development work due to the time difference with the U.S.,” says Denise Ramos, chief executive officer of ITT Corporation, a U.S.-based manufacturer of specialty components for the aerospace, transportation, energy, and industrial markets. “The highest priority was ac- cess to technical talent that was in close proximity to regional customers. The fact that some of the labor is lower-cost was nice to have, but not a primary driver.” India moved from seventh to fifth among all countries in terms of total in-country R&D in 2015, surpassing the U.K. and France. Elsewhere in Asia, South Korea’s in-country R&D grew 98 percent between 2007 and 2015, moving it into eighth place, ahead of Israel, Italy, and Canada. Japan fell from second to third place, despite a 24 percent growth in in-country R&D between 2007 and 2015. Japan decreased the amount of R&D exported to the U.S., moving it largely to “nearshore,” low-cost China. Japan’s imports of R&D rose 74 percent, mainly as a result of imports from South Korea and Europe. The U.S.: Leading, but Losing Ground The U.S. held its position as the number one location for innovation, with total in-country R&D spending of $145 billion in 2015, despite the fact that U.S.-head- quartered companies exported $121 billion in R&D in the same year. Much of this exported R&D went to lower-cost countries, particularly in Asia. India and China led as destinations for U.S. exports, each with 15 percent of the total. This represents a significant change since 2007, when the U.K. was the top destination for U.S. R&D exports. France was also among the top 10 destinations for U.S. exports in 2007, but has since been surpassed by South Korea. A helpful way to visualize how relative advantage has changed between countries from 2007 to 2015 is to look at the change in each coun- try’s total in-country R&D spending compared with that of the United States, which remains the largest lo- cation for R&D (see Exhibit 3). The in-country R&D total in the U.S. was sup- ported by a 41 percent increase in R&D spending by U.S. companies from 2007 to 2015 (to $93 billion) — and by a 23 percent rise in R&D imported from other countries, to $53 billion. Over the past decade, some policymakers, analysts, and business leaders have voiced concerns about a “hollowing out” of U.S. industry, fear- ing that R&D would be exported to low-cost countries in the same way that much of the U.S. manufacturing industry was offshored in the 2000s. And although the United States has seen increased R&D exports, the ef- fect was muted by the rise in imports. The biggest gains came from imports from European companies, which have invested heavily in the U.S. and provided 63 per- cent of the U.S. total in 2015. R&D imports from 1000 China 64% 61%India 48%South Korea 26%Israel 5%Italy –41% France Japan–7% Germany–14% U.K.–29% Canada–16% 15% Exhibit 3: Relative Spending Index: Gains and Losses, 2007–15 In a comparison of the R&D spending in other countries to the spending in the top destination — the U.S. — the percentage change between 2007 and 2015 reveals where advantage has been gained (Asia) and lost (Europe). * Eastern Europe spending is based on data from Poland, Slovakia, Czech Republic, Croatia, Romania, Lithuania, Hungary, Turkey, Bulgaria, Estonia, Slovenia, Serbia, Latvia, and Russia. Source: Bloomberg data, Capital IQ data, Strategy& analysis EASTERN EUROPE* North America Western Europe Asia Other In-Country R&D Spending Relative to the U.S. Percentage Change, 2007–15 $55 billion in 2015 R&D spending ADVANTAGE GAINEDADVANTAGE LOST U.S. = 0 featureinnovation 10
  • 12. strategy+businessissue81 11 Germany, for example, rose 121 percent between 2007 and 2015. Germany is now the leading source of U.S. imported R&D, surpassing Japan, which led by a wide margin in 2007. The surge of U.S. R&D imports from Europe un- derscores the fact that cost is typically not the main driver in R&D location decisions. After all, the U.S. is a high-cost country for R&D — in many cases it car- ries higher costs than European countries. (Nor were companies headquartered in other countries coming to the United States for tax benefits; see “Tax Policy: Where the U.S. Is Not Number One.”) European com- panies instead came to the U.S. for proximity to their markets and operations, for access to talent and tech- nology, and to take advantage of the United States’ cul- ture of innovation — in particular in Silicon Valley. For pharmaceutical companies, for example, one of the attractions of the United States is its extensive and coherent innovation ecosystem, says Mikael Dolsten, president of worldwide research and development at U.S.-based pharma manufacturer Pfizer. “The Nation- al Institutes of Health is the largest biomedical institute in the world, and has traditionally provided significant funding,” says Dolsten. “Although that funding has eroded somewhat in recent years, it remains a corner- stone for academic research, and has set a strategic di- rection for the U.S. There are strong academic labora- tories, a vibrant biotech industry, global pharmaceutical companies, and strong engagement from philanthropic organizations and patient foundations.” Adds Russwurm of Siemens: “The U.S. is attrac- tive for global R&D for several reasons other than the proximity to its large and growing market. One is that digital skills are becoming more and more important. You get good results with people who are true digital natives, and there are more of them in the U.S. than anywhere else. Another is the openness of U.S. society toward innovation. If you look at the car industry, for example, autonomous driving is a major area of inter- est for innovation. The regulatory circumstances and approach to innovation are more favorable in the U.S. than in Europe, and that is a force driving more innova- tion activity in the United States.” Europe Slipping The hollowing out of innovation capabilities is happen- ing more noticeably in Western Europe, which has seen the steepest fall in R&D activity. Between 2007 and the Reagan administration, the U.S. became the first country to offer a tax credit for R&D spending. But other nations were quick to copy the idea, and many went on to offer far more attractive and extensive tax benefits. A 2013 study by the Organisation for Economic Co-operation and Develop- ment (OECD) measured the generosity of R&D tax incentives for 31 countries, and found that the U.S. ranked 22nd. Moreover, the U.S. government has often kept corporate America guessing, authorizing the R&D tax credit for only a year or two at a time. The U.S. Congress has even let the credit lapse several times, usually resurrecting it later and making the benefit retroactive. The Silicon Valley Tax Directors Group — a trade association of 79 innovation leaders, most of them U.S. When innovation leaders consider where in the world to locate an R&D facility, tax incen- tives are typically less important than seven other attributes, such as access to talent, proximity to custom- ers, market insight, and operating costs, according to the 2015 Global Innovation 1000 survey respondents. At the same time, however, tax deals can have a positive effect at the mar- gin. “It’s icing on the cake, but not the primary driver,” says Denise Ramos, CEO of ITT Corporation. Back in 1981, in the early days of companies — has been pushing for an overhaul of the U.S. corporate tax code in general and for a permanent and enhanced R&D tax credit in par- ticular. Current U.S. policies, accord- ing to the group’s position statement, encourage “the migration of research and development activities to other countries with more predictable, more favorable tax treatment.” It is impossible to know how much of U.S. companies’ R&D ex- ports might have been avoided if tax incentives had been more generous and certain. But as the globalization of R&D continues, and as more coun- tries compete for innovation leader- ship, it’s a topic well worth revisiting by U.S. policymakers. Jeffery Jones is the U.S. R&D tax services practice leader at PwC US. Tax Policy: Where the U.S.Is Not Number One by Barry Jaruzelski and Jeffery Jones featureinnovation 11
  • 13. 1000 2015, net European exports of R&D to other regions — exports minus imports — grew by 352 percent. At the country level, Germany was Western Europe’s big- gest net exporter, followed by Switzerland. France and Sweden, both net R&D importers in 2007, were net exporters in 2015. As a result, Europe’s total in-region R&D spending fell from 35 percent of the world total in 2007 to 28 percent in 2015. Overall, companies in Eu- rope conducted 57 percent of their R&D inside Europe in 2007, but only 48 percent in 2015. The U.S. was the largest export destination, despite having higher engi- neering direct labor costs than most European countries. Germany — Europe’s biggest economy — is a case in point: In-country R&D spending rose a modest 15 percent between 2007 and 2015. German companies’ R&D exports totaled $35 billion in 2015, which more than doubled their domestic spending. Meanwhile, Ger- many’s overall R&D imports fell. France’s R&D perfor- mance was similar, but even weaker. Total in-country R&D spending in France fell by 21 percent between 2007 and 2015, as French companies’ exports of R&D rose 46 percent and total French imports fell by 21 per- cent (see Exhibit 4). The largest destinations for French R&D exports were the U.S. (28 percent), China (13 per- cent), Germany (8 percent), and India (7 percent). The R&D portfolio of Western European coun- tries has shifted significantly as a result of these changes. Spending in home countries declined from 32 percent of all European R&D to 29 percent. Western European companies’ spending in nearshore, high-cost European countries fell from 23 percent to 16 percent, while their spending in offshore, high-cost countries, such as the U.S. and Japan, rose 46 percent. Part of the rise in exports of R&D from Europe is due to the M&A activities of European multinationals. When a multinational merges with or acquires another company, it also acquires the company’s R&D person- nel and facilities — typically continuing those opera- tions and integrating them into its overall innovation program. After a major acquisition of a U.S. firm, the acquired U.S. R&D activities are counted as exports in our study even though the location of the work has not changed. Thus the R&D assets included in Fiat’s $4.3 billion acquisition of Chrysler, completed in 2014, or those in Siemens’s recent $7.6 billion purchase of the U.S. oilfield equipment maker Dresser-Rand Group add to the “export” totals. What’s more worrisome for Europe’s overall position in R&D is the decline of in- region R&D spending. Meanwhile, low-cost Eastern European countries increased their imports of R&D by 53 percent between 2007 and 2015 (compared with 15 percent growth for Western European countries), to $14 billion; these countries were led by Russia, Poland, and Romania. Imports from the U.S. made up half the total, and im- ports from Western Europe made up another 29 per- cent. If Eastern Europe were ranked as a single country, 46% 76% 2007 2015 European R&D Exported to High-Cost Countries Change in R&D Flows for France and Germany, 2007–15 Germany Imports Exports France –21% –7% Exhibit 4: European Companies Spend Less at Home Companies in Western Europe increased their R&D exports to high-cost countries everywhere — except in Western Europe. This increase in exports outside the region, coupled with a decline in R&D imports (as evidenced by France and Germany, at right), contributed to Europe's loss of R&D investment. Source: Bloomberg data, Capital IQ data, Strategy& analysis US$ Billions Western Europe North America Asia Rest of World$0 $10 $20 $30 12 featureinnovation 12
  • 14. strategy+businessissue81 13 it would be the eighth-largest spender on R&D, roughly equivalent to South Korea. High-cost European countries nevertheless remain a major force in global innovation, with advantages that include proximity to their large market of wealthy consumers, highly talented and skilled workers, and, in many industries, significant public-sector support for R&D — all of which make it appealing to do innova- tion work in the region. “We’ve seen increasing investment in pharmaceu- tical R&D in Europe as a result of European Union funding through the Innovative Medicines Initiative,” says Dolsten of Pfizer. “It has fostered industry and aca- demic partnerships, and provided E.U. funding, which the industry has matched. Another attraction is that Eu- rope has a more integrated healthcare system, so there are large clinical databases that help us understand the impact of disease on populations. Some European coun- tries have very sophisticated electronic medical records systems, which enable us to use big data effectively.” Other innovation leaders also cite the availability of sophisticated and deep talent pools in Europe, as well as proximity to its large and wealthy market. Some, however, point to Europe’s relatively restrictive labor laws and trade unions as a disadvantage for conducting R&D, compared with other regions. The Global Footprint Premium Regionalshiftsaside,onetruthremainsconstantacrossall geographies and industries: Companies that overweight their R&D spending outside their headquarters country continue to outperform their less globalized competitors. Companies that deployed 60 percent or more of R&D spending abroad in 2015 earned a premium of 30 percent on operating margin and return on assets, and 20 percent on growth in operating income, over their more domesti- cally focused competitors. This finding was similar to the results of our 2008 study, suggesting that there continues to be a payoff from the deployment of capabilities and capacity on a global scale, and greater success in under- standing and meeting local market needs. In both this year’s study and our 2008 analysis, companies whose share of R&D assets invested over- seas was greater than their share of overseas sales out- performed companies whose corresponding share was lesser in return on assets, operating margin, and total shareholder returns. We also found that companies that allocate a greater share of their R&D spending to lower- cost countries outperformed their competitors by 20 percent on gross profit and 10 percent on sales growth. Moreover, companies have become more proficient at managing global innovation networks. In our 2008 study, for example, we found that companies with high- ly focused footprints (those with the smallest number of global R&D sites, relative to sales) tended to outper- form companies with more fragmented global R&D op- erations consisting of numerous smaller sites. Evidently they found it easier to manage teams in person than via conference or video calls and collaboration tools. In this year’s study, companies with dispersed global R&D op- erations are performing as well as or better than compa- nies with focused footprints. This suggests that multina- tionals have become more experienced at coordinating projects across global sites, and that the digital col- laboration tools available have improved markedly and companies have become more adept at employing them. These changes afford multinationals the best of both worlds: the ability to locate their R&D facilities close to Companies that overweight their R&D spending outside their headquarters country continue to outperform their less globalized competitors. 1000 featureinnovation 13
  • 15. 14 their markets and the ability to access the best talent at optimal cost levels, all without compromising efficiency. On average, the 207 companies in our global foot- print sample export R&D to about six countries, and the figure hasn’t changed much since 2007. When we ranked companies in quartiles based on their degree of R&D globalization, companies in the top quartile in- creased the number of countries to which they export R&D by just 7 percent, from an average of 13.5 in 2007 to an average of 14.5 in 2015. The companies in the bot- tom quartile increased this number by 67 percent, from 1.0 countries on average to 1.7. When we looked by re- gion, U.S. companies reduced the number of countries to which they export R&D modestly, while the average number for European companies increased moderately. Among industries, the average number of countries to which companies export R&D increased the most in the auto sector. Both models of globalized innovation — a limit- ed number of more concentrated R&D facilities, and widely dispersed operations — can be effective. And different companies have different preferences. Alcatel- Lucent, for example, finds that a smaller number of R&D sites is more efficient for development activities. “In development, there is always a trade-off between lo- calization and complexity,” says Keryer, the company’s chief innovation and strategy officer. “As part of our current corporate strategy, we are deemphasizing sub- scale development sites to create more efficiency, and are concentrating on a set of anchor points — big and diverse development centers.” For research and innova- tion, on the other hand, Keryer states that talent pools are the more important consideration. “Smaller and more dispersed teams can be effective,” he says, “wheth- er it is California for Internet protocol, Israel for cloud, the East Coast of the U.S. or Europe for optics, France for mathematics — or China, which is becoming an important place for innovation, in particular in wireless and optics.” Managing a Dispersed Network Establishing a global R&D model has become a stan- dard requirement for large corporations that want to be competitive in today’s marketplace. But it comes with a unique set of complexities. Our survey respondents cited a variety of challenges in conducting R&D out- side their home countries, with “finding and retaining top talent” and “protecting intellectual property” most often named (and most particularly in China). Other challenges included quality and customer focus, risk and project management, and cultural differences. The good news is that leading innovators are find- ing ways to manage these and other complexities. To ensure the long-term success of a globally dispersed R&D footprint, company leaders should focus on the following imperatives: • Company leaders must clearly articulate, as part of the overall business strategy, the role that innovation plays in the company’s mission. How central is innova- tion to the company’s competitive advantage? • The centrality of innovation in the company’s competitive advantage should inform the organiza- tion’s global footprint. In the absence of a holistic view, R&D sites can proliferate as a result of one-off decisions strive to be the first to market with breakthrough products and services. Market Readers, who tend to watch their customers and com- petitors closely, create value by in- cremental change and capitalizing on market trends, using a second-mover strategy to keep risks low. Technology Drivers, who leverage their R&D to propel both breakthrough innovation and incremental change, develop original products and services via new technology. In 2007, the Global Innovation 1000 study identified three fundamen- tal kinds of companies, each with its own distinct way of managing the R&D process and its relationship to customers and markets. Need Seekers, whose strategy is to ascer- tain the needs and desires of con- sumers by engaging them directly, As part of our 2015 survey, we asked respondents from all three types of companies about the challenges they face in implement- ing global innovation models. Most reported similar concerns, with a few key differences: Intellectual property protection and quality con- trol were paramount for Need Seek- ers, whereas finding and retaining top talent was of greatest concern for Market Readers and Technology Drivers. The Three Innovation Models 14 featureinnovation 14
  • 16. strategy+businessissue81 As it has in each of the past 10 editions of the Global In- novation 1000, this year Strategy&, PwC’s strategy consulting business, identified the 1,000 public companies around the world that spent the most on R&D during the last fiscal year, as of June 30, 2015. To be included, companies had to make their R&D spending numbers public. Subsidiar- ies that were more than 50 percent owned by a single corporate parent during the period were excluded if their financial results were included in the parent company’s financials. The Global Innovation 1000 com- panies collectively account for 40 percent of the world’s R&D spending, from all sources, including corporate and government sources. In 2013, Strategy& made some adjustments to the data collection process in order to gain a more accurate and complete picture of innovation spending. In prior years, both capitalized and amortized R&D expenditures were excluded. Starting in 2013, we included the most recent fiscal year’s amortization of capital- ized R&D expenditures for relevant companies in calculating the total R&D investment, while continuing to exclude any non-amortized capital- ized costs. We have now applied this methodology to all previous years’ data; as a result, historical data referenced in the studies from 2014 onward will not always align with previously published figures for the 2005 through 2012 studies. For each of the top 1,000 com- panies, we obtained from Bloomberg and Capital IQ the key financial met- rics for 2010 through 2015, including sales, gross profit, operating profit, net profit, historical R&D expendi- tures, and market capitalization. All sales and R&D expenditure figures in foreign currencies were converted into U.S. dollars according to an average of the exchange rate over the relevant period; for data on share prices, we used the exchange rate on the last day of the period. All companies were coded into one of nine industry sectors (or “other”) according to Bloomberg’s industry designations, and into one of five regional designations, as deter- mined by their reported headquarters locations. To enable meaningful com- parisons across industries, the R&D spending levels and financial perfor- mance metrics of each company were indexed against the average values in its own industry. To understand the global distri- bution of R&D spending, the drivers of that distribution, and how the dis- tribution affects the performance of individual companies, we researched the global R&D footprint of the top 100 companies in terms of their 2015 R&D spending, plus the top 50 com- panies in the largest three industries (auto, healthcare, and computing and electronics) and the top 20 companies in the industrials and software and Internet sectors. The total number of companies for which we assessed the distribution of R&D spending across countries was 207, reflecting overlap in the top 100 and the five selected industries. These 207 companies are headquartered in 23 countries and conduct R&D activities at 2,041 R&D sites in more than 60 countries. When geographic breakdowns were not publicly available, we collected data on the location of R&D facilities, the product segments each facility supports, the year each facility was established, the number of people each facility employs, sales by product segment, and global distribution of sales. This data was used to allocate total R&D dollars to the countries where facilities were located. Finally, to understand the ways in which global R&D is and will be conducted at companies across mul- tiple industries, Strategy& conducted an online survey of 369 innova- tion leaders around the world. The companies participating represented more than US$106 billion in R&D spending, or 16 percent of this year’s total Global Innovation 1000 R&D spending, all nine of the industry sec- tors, and all five geographic regions. Methodology featureinnovation 15
  • 17. 16 1000 and acquisitions and lead to a loss of focus. Companies should also consider the specific needs of each phase of the innovation life cycle. For example, in the idea-gen- eration phase, companies may benefit from setting up smaller, more agile teams where the top talent is located. For product development, larger centers can take advan- tage of scale and lean principles. • Companies need to define the geographic mar- kets and the customers within those markets that are central to the company’s growth strategy, and then determine where R&D resources need to reside so the company can best understand and serve those markets. Different types of companies may have different ap- proaches (see “The Three Innovation Models,” page 14). For Need Seekers, for example, the key consider- ation may be locating R&D facilities as close to cus- tomers as possible, whereas Market Readers, as second movers, may have more flexibility to base location deci- sions on cost. Technology Drivers may need to keep R&D more centralized to maintain their focus on technological breakthroughs. • To ensure operational excellence, leaders must create clear missions, roles, and lines of authority to align the dispersed R&D sites with the company’s in- novation strategy. Here, leadership needs to invest in the digital tools and related processes that have enabled the best companies to manage such areas as resource de- ployment, project collaboration, project green-lighting, portfolio ownership, strategic and operating metrics, and transparency mechanisms across a global network. • Companies have to create a global talent manage- ment strategy. Increasingly, the people with the skills that companies need are going to be found outside the Western countries where management may have looked most frequently in the past. Companies need common standards for talent development and retention that can be applied at each of their global centers. They should also rotate their top engineering talent, to give future R&D leaders a more global perspective and understand- ing of the company’s innovation capabilities. • Company leaders must foster a corporate culture that supports the company’s innovation strategy and encourages collaboration among centers worldwide. Specifically, aligning the intangibles of culture — such as risk, creativity, and openness — is critical to success when R&D activities are dispersed globally. As companies further develop and optimize their global innovation networks, they will continue to tap into more diverse global talent pools, a wider knowledge base, and deeper insights into growing markets. With the right implementation, the globalization of R&D will benefit the search for breakthrough innovations, and enable companies to make bigger-bet portfolio choices than they have in the past. + Reprint No. 00370 Resources Bill Fischer, Umberto Lago, and Fang Liu, “The Haier Road to Growth,” s+b, Apr. 27, 2015: Chinese appliance maker Haier has built the capabilities to rapidly innovate new products to meet consumer needs both at home and abroad. Barry Jaruzelski, “Why Silicon Valley’s Success Is So Hard to Replicate,” Scientific American, Mar. 14, 2014: Further analysis of the themes reported in the 2012 Strategy& white paper “The Culture of Innovation: What Makes San Francisco Bay Area Companies Different?” Dominique Jolly, Bruce McKern, and George Yip, “The Next Innovation Opportunity in China,” s+b, Autumn 2015: Multinationals have shifted their R&D focus in China from cost savings to market proximity — and, increasingly, to knowledge-based research. For links to all previous Global Innovation 1000 studies from 2005 to 2014 (including our 2008 analysis of global R&D flows, “Beyond Borders”), as well as videos, infographics, and other articles, see strategyand.pwc.com/innovation1000. Strategy&’s online Innovation Strategy Profiler, strategyand.pwc.com/ innovation-profiler: Evaluate your company’s R&D strategy and the capabilities it requires. More thought leadership on this topic: strategy-business.com/innovation 16 featureinnovation 16
  • 18. strategy+business magazine is published by certain member firms of the PwC network. To subscribe, visit strategy-business.com or call 1-855-869-4862. • strategy-business.com • facebook.com/strategybusiness • linkedin.com/company/strategy-business • twitter.com/stratandbiz Articles published in strategy+business do not necessarily represent the views of the member firms of the PwC network. Reviews and mentions of publications, products, or services do not constitute endorsement or recommendation for purchase. © 2015 PwC. All rights reserved. PwC refers to the PwC network and/or one or more of its member firms, each of which is a separate legal entity. Please see www.pwc.com/structure for further details. Mentions of Strategy& refer to the global team of practical strategists that is integrated within the PwC network of firms. For more about Strategy&, see www.strategyand.pwc.com. No reproduction is permitted in whole or part without written permission of PwC. “strategy+business” is a trademark of PwC.