MarkAtkinsChairman&CEOInventionMachineTheNewInnovationEconomyMarkAtkinsTheNewInnovation10InnovationTrendsin2010:

PowertoInnovate(October2008)2010willbetheInnovationDecadeProductobsolescenceof50-70%willoccurby2012TheimpactoftheBabyBoomersexodusTheemergenceofBIC(Brazil,India,China)

intheGlobalInnovationEconomyIPmonetizationvs.IPquantificationTimetomarket–inhalfthetimeDevelop&connect–globalcollaborationPmoditizationRadicalengineeringvs.incrementalengineeringTheevolutionoftheInnovationIntelligenceEcosystem10InnovationTrendsin2010:

TheNewInnovationEconomyLandscapeTheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

SurvivingintheNewEconomyTostayafloat,companieshave:Right-sizedtheorganizationReducedspendConservedcashTheresult?Growthismarginal,atbestInnovationinvestmenthasbeenminimalInnovationhasnotbeenapriorityTheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

Innovation…UnderPressureProductportfoliosarefastbecomingobsoleteIntellectualpropertyisexpiringThegreyingworkforceisfacingretirementNewinnovationworkersneedtotapinto

theinstitutionalmemoryandtransition

inanacceleratedwayCompaniesstruggletocollaboratearound

productdevelopmentOrganizationslackaprocessaround

innovationInnovationisad-hoc,informal,unsustainableINNOVATIONTheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

Now,InnovationMoreCriticalThanEverCEO’sviewinnovationascriticaltofuturesuccessToppriorityTop-3priorityTop-10priority264523Percentageofrespondents02040Wheredoesinnovationrankamong

yourcompany’sstrategicpriorities?20062007200820092010Percentageofrespondents020100%ofrespondentswhoconsider

innovationatop-3priority806040Source:BCG,2010TheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

Now,InnovationMoreCriticalThanEverIncreaseSignificantly(>10%)Percentageofrespondents010Howwillyourcompany’sinvestmentininnovationComparewithitsinvestmentlastyear?403020Source:BCG,2010StayroughlyThesameDecreaseSlightly(1-10%)DecreaseSignificantly(>10%)Increaseslightly(<10%)262632352831955320092010TheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

TheInnovationMandate:InnovationROIInnovationmustbealignedwithbusinessgoalsNotinnovationforinnovation’ssakeDriverevenuegrowththrough:NewmarketsDifferentiated

productsCustomersatisfactionPercentageofrespondents01050Howdoesyourcompanymeasureitssuccessatinnovation?403020OverallRevenueGrowth%Sales

fromnew

products/svcsHigherMarginsNewProductSuccessratiosReturnoninnov.spending#newProducts/svcsTimetomarketPatents454035292726252015Source:BCG,2010TheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

TheInnovationChallengeInnovationremainsanad-hocprocessForrester:CEO’sareclamoringforcontinuousvs.ad-hocinnovationtostayaheadofcompetitionKnowledgeishiddeninplainsightIDC:KnowledgeworkersarefailingintheirquesttoobtaintheinformationtheyneedInnovatorsworkinisolationHarvardBusinessSchool:Traditionalinnovationapproachesareoutdated–firmsmustdeveloptheabilitytocollaborateLackofinnovationcultureTimetomarketneedstobeacceleratedNouniforminnovationmetricsYesNo/NotSure435255Percentageofrespondents02040AreyousatisfiedwiththefinancialReturnonyourinnovationinvestment60574845200820092010Source:BCG,2010TheNewInnovationEconomyLanOurWorldisChangingOurWorldisChangingOurWorldisChanging:

ANewWorldOrderinInnovationTheimpactofBrazil,India,China(BIC)andotherRapidDevelopingEconomies(RDE)BIC/RDEseeinnovationasmorecriticalthanUSA/Europe(matureeconomies)52%ofBIC/RDEconsiderinnovationcriticalvs.31%ofUSA/Europe85%ofBIC/RDEsurveyedareincreasinginnovationinvestmentvs.53%ofUSA/Europe84%ofBIC/RDEwantnewproduct/newmarketingproductinnovationinitiativesvs.63%ofUSA/Europe49%sayUSAwillnotbe#1ininnovationeconomyin2015"It'snotthestrongestnormostintelligentofthespeciesthatsurvive;itistheonemostadaptabletochange."

–CharlesDarwinOurWorldisChanging:

ANewWOurWorldisChanging:

TheChallengesofEmergingMarketsUnderstanding‘VoiceoftheCustomer’LocalizedproductizationMultipledifferentiatedmarketsegmentsandnewproductsinitiativesVaryingeconomicconsumer

affordabilitiesrequire

localizedproductinitiativesCountryNationalAveragePerCapitaIncome(USD)US$37,500Japan$28,620Germany$27,460Russia$8,940Brazil$7,480China$4,990India$2,880OurWorldisChanging:

TheChaOurWorldisChanging:

TheNewEconomyCompetitiveLandscapeDiscoveringyournewglobalcompetitorRapidlyevolvingnewproducts/technologiesfromemergingcountriesRDElowcost/pricechallengesBIC/RDEinvestinginpeoplevs.USA/EuropeinvestinginnewideasBIC/RDE3yearprojectGDPgrowth(2011-2013)

5-8XUSA/EuropeBIC/RDEtripartinnovationvs.individualentityinnovation(USA/Europe)OurWorldisChanging:

TheNewTheNewInnovationEconomyStrategyTheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

InnovationRequiresaParadigmShiftTheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

FourPillarInnovationStrategyLeadershipstrategyGlobalcollaborationstrategyInnovationIntelligencestrategyProductdevelopmentstrategy“DominationThroughInnovation”TheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

Leadership–TheCEOCharterEstablisha‘Global2010DecadeVision’inclusiveofemergingmarketsEstablishneweconomyinnovationmetricsTimetomarket,productsfornewmarkets,newproductsforexistingmarkets,globalcollaborationObjectivelyassessyourcorporateculture(riskadverse?)Mandateaninnovationparadigmshift–toobusytoinnovate(top-downapproach)PeopleandideasarecoretowinningInvestininnovation–people,solutionsandinfrastructureLeadfromthefront“TheCEOmustalsobeChiefInnovationOfficer”-A.G.Lafley,formerChairmanoftheBoard,

PresidentandChiefExecutiveOfficerofProcter&GambleTheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

GlobalCollaborationInternalcollaborationstrategiesDestroythe“silosyndrome”DevelopglobalsustainableinnovationpracticesEstablishaglobalinnovationcorecompetencyteamIdentifyglobaldomainexpertsCollaboratearoundboth“BigI”and“SmallI”initiativesExternalcollaborationstrategiesAccelerateopeninnovationinitiativesEliminatethecostsavingsoutsourcemindsetInvestinfullinnovationproductdevelopmentinBIC/RDE

(Ideagenerationanddevelopment)TheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

InnovationIntelligenceKnowledgeEnablingYourPeopleImplementanInnovationIntelligencePlatform(Goldfire)IntensifynewmarketresearchAccessinternalandexternalcontentforallproductdevelopmentinitiativesMonitorinnovationtrends–dailyUnderstandderivativeIPimpactDissolvebarrierstocontent(i.e.languagebarriers)DevelopanInnovationIntelligenceEcosystem–integratingcontent,communitiesandinitiatives“GetPluggedIn”TheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

TheProductInnovationRoadmapShorttermoptionsFast-pathinitiativestomitigateobsolescenceIncrementalengineeringoptionRepurposingBuyvs.make–technologypartneringLongtermroadmapDevelopacompetitive‘leapfrogroadmap’–radicalengineeringInnovatefornewmarketsandnewcustomersFocusoncustomeraffordabilityandenvironmentalsustainabilityIncorporatenewdomainexpertsAcceleratetimetomarket;buildhighbarrierstoentry“Differentiate…Differentiate…Differentiate”TheNewInnovationEconomyStrInventionMachine–YourPartnerIntheNewInnovationEconomyInventionMachine–YourPartnInventionMachine–YourInnovationPartner:

Goldfire

–theProductfortheNewInnovationEconomyFastertimetomarketwithdifferentiatedproductsGlobaltechnologytrends/evolvingcompetitorsNewmarketsandrepurposingGreaterglobalcollaborationofpeopleandcontentOndemandsolutionsviainternalcontentaccess:LegacyproductdevelopmentBestpracticesVoiceoftheCustomerOndemandsolutionsviaexternalcontentaccess:1,100pre-indexeddeepwebsitesSpecializedtechnicalcontentInventionMachine–YourInnovInventionMachine–YourInnovationPartner:

Goldfire

–theProductfortheNewInnovationEconomySolutionsfor:Fasterdiagnostics‘causefinder’PreventativemaintenanceSustainableinnovationintegratedwithyourbusinessprocessesOptimalconceptgenerationGoldfire–TheInnovationIntelligencePlatformInventionMachine–YourInnovInventionMachine–YourInnovationPartner:

GoldfireConsultingfortheNewInnovationEconomyAmorealignedconsultingmodelforourclientsStatementofworkvs.perdiemEngagementsfocusedonyourROIandvaluepropositionsEngagementstointegrateGoldfirecapabilitiesintoyourproductdevelopmentprocessesSpecializedworkshopsfor:Findingnewmarkets/partners/technologiesCreatingIPstrategiesGeneratingoptimalnewproductinnovationconceptsCreatingglobalInnovationIntelligenceEcosystemsInventionMachine–YourInnovInventionMachine–YourInnovationPartner:

CustomerProgramsTailoredtoYourNeedsCustomerProgramshelpingyoupromoteinnovationinsideyourcompanyby:PromotingGoldfireInnovationSuccessstoriesDevelopingagreaterInnovationCommunityNetworkingyoutoexternalinnovatorsviatheGoldfireCommunityProvidinginnovationwebinarsfordevelopingbestpracticesininnovationInventionMachine–YourInnovInventionMachine–YourInnovationPartnerInventionMachine–YourInnovMarkAtkinsCEOInventionMachinematkins@+1.617.305.9250x3312InnovatingintheNewEconomyMarkAtkinsInnovatingintheN演講完畢，謝謝觀看！演講完畢，謝謝觀看！MarkAtkinsChairman&CEOInventionMachineTheNewInnovationEconomyMarkAtkinsTheNewInnovation10InnovationTrendsin2010:

PowertoInnovate(October2008)2010willbetheInnovationDecadeProductobsolescenceof50-70%willoccurby2012TheimpactoftheBabyBoomersexodusTheemergenceofBIC(Brazil,India,China)

intheGlobalInnovationEconomyIPmonetizationvs.IPquantificationTimetomarket–inhalfthetimeDevelop&connect–globalcollaborationPmoditizationRadicalengineeringvs.incrementalengineeringTheevolutionoftheInnovationIntelligenceEcosystem10InnovationTrendsin2010:

TheNewInnovationEconomyLandscapeTheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

SurvivingintheNewEconomyTostayafloat,companieshave:Right-sizedtheorganizationReducedspendConservedcashTheresult?Growthismarginal,atbestInnovationinvestmenthasbeenminimalInnovationhasnotbeenapriorityTheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

Innovation…UnderPressureProductportfoliosarefastbecomingobsoleteIntellectualpropertyisexpiringThegreyingworkforceisfacingretirementNewinnovationworkersneedtotapinto

theinstitutionalmemoryandtransition

inanacceleratedwayCompaniesstruggletocollaboratearound

productdevelopmentOrganizationslackaprocessaround

innovationInnovationisad-hoc,informal,unsustainableINNOVATIONTheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

Now,InnovationMoreCriticalThanEverCEO’sviewinnovationascriticaltofuturesuccessToppriorityTop-3priorityTop-10priority264523Percentageofrespondents02040Wheredoesinnovationrankamong

yourcompany’sstrategicpriorities?20062007200820092010Percentageofrespondents020100%ofrespondentswhoconsider

innovationatop-3priority806040Source:BCG,2010TheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

Now,InnovationMoreCriticalThanEverIncreaseSignificantly(>10%)Percentageofrespondents010Howwillyourcompany’sinvestmentininnovationComparewithitsinvestmentlastyear?403020Source:BCG,2010StayroughlyThesameDecreaseSlightly(1-10%)DecreaseSignificantly(>10%)Increaseslightly(<10%)262632352831955320092010TheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

TheInnovationMandate:InnovationROIInnovationmustbealignedwithbusinessgoalsNotinnovationforinnovation’ssakeDriverevenuegrowththrough:NewmarketsDifferentiated

productsCustomersatisfactionPercentageofrespondents01050Howdoesyourcompanymeasureitssuccessatinnovation?403020OverallRevenueGrowth%Sales

fromnew

products/svcsHigherMarginsNewProductSuccessratiosReturnoninnov.spending#newProducts/svcsTimetomarketPatents454035292726252015Source:BCG,2010TheNewInnovationEconomyLanTheNewInnovationEconomyLandscape:

TheInnovationChallengeInnovationremainsanad-hocprocessForrester:CEO’sareclamoringforcontinuousvs.ad-hocinnovationtostayaheadofcompetitionKnowledgeishiddeninplainsightIDC:KnowledgeworkersarefailingintheirquesttoobtaintheinformationtheyneedInnovatorsworkinisolationHarvardBusinessSchool:Traditionalinnovationapproachesareoutdated–firmsmustdeveloptheabilitytocollaborateLackofinnovationcultureTimetomarketneedstobeacceleratedNouniforminnovationmetricsYesNo/NotSure435255Percentageofrespondents02040AreyousatisfiedwiththefinancialReturnonyourinnovationinvestment60574845200820092010Source:BCG,2010TheNewInnovationEconomyLanOurWorldisChangingOurWorldisChangingOurWorldisChanging:

ANewWorldOrderinInnovationTheimpactofBrazil,India,China(BIC)andotherRapidDevelopingEconomies(RDE)BIC/RDEseeinnovationasmorecriticalthanUSA/Europe(matureeconomies)52%ofBIC/RDEconsiderinnovationcriticalvs.31%ofUSA/Europe85%ofBIC/RDEsurveyedareincreasinginnovationinvestmentvs.53%ofUSA/Europe84%ofBIC/RDEwantnewproduct/newmarketingproductinnovationinitiativesvs.63%ofUSA/Europe49%sayUSAwillnotbe#1ininnovationeconomyin2015"It'snotthestrongestnormostintelligentofthespeciesthatsurvive;itistheonemostadaptabletochange."

–CharlesDarwinOurWorldisChanging:

ANewWOurWorldisChanging:

TheChallengesofEmergingMarketsUnderstanding‘VoiceoftheCustomer’LocalizedproductizationMultipledifferentiatedmarketsegmentsandnewproductsinitiativesVaryingeconomicconsumer

affordabilitiesrequire

localizedproductinitiativesCountryNationalAveragePerCapitaIncome(USD)US$37,500Japan$28,620Germany$27,460Russia$8,940Brazil$7,480China$4,990India$2,880OurWorldisChanging:

TheChaOurWorldisChanging:

TheNewEconomyCompetitiveLandscapeDiscoveringyournewglobalcompetitorRapidlyevolvingnewproducts/technologiesfromemergingcountriesRDElowcost/pricechallengesBIC/RDEinvestinginpeoplevs.USA/EuropeinvestinginnewideasBIC/RDE3yearprojectGDPgrowth(2011-2013)

5-8XUSA/EuropeBIC/RDEtripartinnovationvs.individualentityinnovation(USA/Europe)OurWorldisChanging:

TheNewTheNewInnovationEconomyStrategyTheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

InnovationRequiresaParadigmShiftTheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

FourPillarInnovationStrategyLeadershipstrategyGlobalcollaborationstrategyInnovationIntelligencestrategyProductdevelopmentstrategy“DominationThroughInnovation”TheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

Leadership–TheCEOCharterEstablisha‘Global2010DecadeVision’inclusiveofemergingmarketsEstablishneweconomyinnovationmetricsTimetomarket,productsfornewmarkets,newproductsforexistingmarkets,globalcollaborationObjectivelyassessyourcorporateculture(riskadverse?)Mandateaninnovationparadigmshift–toobusytoinnovate(top-downapproach)PeopleandideasarecoretowinningInvestininnovation–people,solutionsandinfrastructureLeadfromthefront“TheCEOmustalsobeChiefInnovationOfficer”-A.G.Lafley,formerChairmanoftheBoard,

PresidentandChiefExecutiveOfficerofProcter&GambleTheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

GlobalCollaborationInternalcollaborationstrategiesDestroythe“silosyndrome”DevelopglobalsustainableinnovationpracticesEstablishaglobalinnovationcorecompetencyteamIdentifyglobaldomainexpertsCollaboratearoundboth“BigI”and“SmallI”initiativesExternalcollaborationstrategiesAccelerateopeninnovationinitiativesEliminatethecostsavingsoutsourcemindsetInvestinfullinnovationproductdevelopmentinBIC/RDE

(Ideagenerationanddevelopment)TheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

InnovationIntelligenceKnowledgeEnablingYourPeopleImplementanInnovationIntelligencePlatform(Goldfire)IntensifynewmarketresearchAccessinternalandexternalcontentforallproductdevelopmentinitiativesMonitorinnovationtrends–dailyUnderstandderivativeIPimpactDissolvebarrierstocontent(i.e.languagebarriers)DevelopanInnovationIntelligenceEcosystem–integratingcontent,communitiesandinitiatives“GetPluggedIn”TheNewInnovationEconomyStrTheNewInnovationEconomyStrategy:

TheProductInnovationRoadmapShorttermoptionsFast-pathinitiativestomitigateobsolescenceIncrementalengineeringoptionRepurposingBuyvs.make–technologypartneringLongtermroadmapDevelopacompetitive‘leapfrogroadmap’–radicalengineeringInnovatefornewmarketsandnewcustomersFocusoncustomeraffordabilityandenvironmentalsustainabilityIncorporatenewdomainexpertsAcceleratetimetomarket;buildhighbarrierstoentry“Differentiate…Differentiate…Differentiate”TheNewInnovationEconomyStrInventionMachine–YourPartnerIntheNewInnovationEconomyInventionMachine