Accenture conducted research on 1,350 senior and senior executives in 13 industries, covering discrete manufacturing and process manufacturing. The survey found that although all of the companies surveyed have entered the proof-of-concept phase and invested in expanding their innovations, only about 22% of the companies have achieved the expected benefits. The survey also revealed the secrets of the success of industrial leaders, which have generally adopted the following four specific actions to promote the scale of innovation.
First, define value and lead innovation. Industry leaders will assess the current opportunities, and the top management will lock in the market opportunities that need to be grasped, and then communicate with middle managers based on this clear goal to address “top-down driving digital value” and “innovation process” The middle layer encounters two key challenges to promote innovation and ensure the expected return.
Second, focus on external values and internal changes. Leading companies combine technology transformation with organizational change to avoid separation between the two, creating a “dual engine” organization defined by Accenture. 63% of industry leaders clearly agree that this is their development goal, higher than other companies (54%).
Third, achieve comprehensive innovation in business functions. Research shows that leading companies can accurately match investment and innovation needs, and they are good at imposing “promoting factors” such as data analysis platforms, new ways of working, or new functional collaboration models into businesses that are urgently needed and can be effectively utilized. Among the functions.
Fourth, establish an internal innovation incubation plant. Industrial leaders are more likely to build an internal innovation incubator than to split or acquire start-ups for innovation. These organizational units are then incorporated into the service architecture of the existing business unit, which collaborates to innovate and scale out new solutions.
Successful digital reengineering must be driven from within the enterprise with digital capabilities rooted in core business functions. Leading companies first lock in the value that customers value most, and then build a digital innovation incubator that brings the power of the entire organization to deliver these values to customers, thus successfully overcoming the innovation challenges that all businesses face.