Managing Automation - October 2007 - (Page 39)

said that the strategic priority of innovation is not identified in such important communications as annual reports and business planning documents. This lack of ef fective communication around innovation shows up in other survey responses. Less than 37% of respondents agreed, for example, that their organizations had made it clear where someone should go for advice about innovation (Chart 6). Similarly, only about the same number said that their organizations had a systematic method or pipeline to centrally store and keep track of innovation ideas. Both responses demonstrate the lack of effective processes for innovation information management. One reason for this may simply be that many manufacturing companies continue to be organized functionally and have not yet achieved true cross-functional integration, either in their processes or information systems. A key finding of the survey points in this direction. When asked how they manage innovation, a clear majority of respondents, 52%, said they manage on the basis of individual projects, with designated teams, budgets, milestones, and success metrics associated with those projects. Changing this dynamic, of course, will require top management attention and leadership. Moreover, it requires a strategy that can be sustained and executed over time. What’s encouraging, according to the survey’s results in a number of areas, is that top management is indeed present in the innovation discussions occurring in their companies. For example, 56% of respondents strongly agree that management is actively setting innovation strategy and nearly half, 49.7%, agree with the idea that senior management actively participates in and demonstrates a commitment to innovation efforts with the time, resources, vision, and support needed to move innovation forward. But, based on the survey’s overall findings and what it shows with regard to gaps between perception and execution, top management will have much work ahead in delivering on its innovation commitments. The good news is that the survey’s results underscore the need for change and growth in the manufacturing marketplace today. And, as they say, necessity is the mother of innovation. ■ t futuret h i n k , based in New York, provides research, tools, and consulting services to help companies innovate. For more information, visit www.getfuturethink.com. processma poll GAP APPEARS BETWEEN INNOVATION TARGETS AND RESPONSIBILITIES 5 Does your organization focus its resources on the ideas that will best move the business forward? Strongly Disagree 12.2% Strongly Agree 51.9% Neither Agree/Disagree 35.9% 6 Does your innovation process have clearly defined roles, responsibilities, and deliverables for stakeholders? Strongly Agree 36.2% Strongly Disagree 20.2% Neither Agree/Disagree 43.6% climatema poll TRAINING, RESOURCES FALL SHORT OF INNOVATION INTENTIONS 7 Does your company actively encourage a climate of curiosity and open dialogue? 58.2% 12.3% 29.5% 8 Does your company continually train employees and give them resources necessary for innovation? 35.1% 24% 40.9% Strongly Agree = Strongly Disagree = Neither Agree/Disagree = 39 October 2007 http://www.getfuturethink.com

Table of Contents Feed for the Digital Edition of Managing Automation - October 2007

Contents Take 1 Mailbox New Selling and Fulfillment Product Leads Plan to Transform Sterling Commerce Comtrol Closes Bizarre Chapter Involving Founder New Omron COO Outlines Four-Part Growth Agenda New Mfg. ‘Czar’ Will Have a Full Plate of Issues Lawson Embraces The Trend of Fewer Upgrades Notes Wanted: A Unified Infrastructure Needed: Greater Reliability Special Report: Innovation: Why Are So Many Coming Up Short? Transforamation: Beating the Odds in Global Supply Industries: Metals: Tracking Carbon Footprints Product Scan Advertiser Index Next

Managing Automation - October 2007

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