According to the study, 73% of innovation, strategy, and R&D executives say that leadership support is the biggest enabler of innovation. Over 55% of executives report that politics, turf wars, and a lack of alignment are the biggest barriers to innovation. Strikingly, the biggest enablers to (and barriers of) innovation are related to who takes responsibility over a project rather than more concrete things like lack of budget, strategy or vision.
Responsibility for innovation is typically spread out across an organization. Champions are tapped from individual business units, innovation teams, R&D teams, skunkworks teams, corporate VC groups, challenge winners, and even outside resources. This is for good reason. Different parts of the business tend to be responsible for different types of innovation because of their background and expertise.
A large proportion of respondents (82%) said that business units "owned" incremental innovation, innovation designed to serve existing customers. This type of innovation involves improving currently existing products, services and processes, so having a specific business unit manage this process makes sense.
Execution of adjacent innovation, the creation of new value in an adjacent category, market or customer segment, tends to be dealt with differently. While 59% of executives said that business units were responsible for innovation in this area, 58% of executives said that innovation teams were made responsible. R&D teams are also more important at this stage, jumping from 35% to 41% for execution of adjacent innovation.
Less than one quarter of respondents (24%) said their business units were involved in transformational innovation, the type of innovation that creates an entirely new business in a new market. The majority of transformational activity was owned by central innovation (65%) and R&D teams (33%).
Since incremental growth for any size company comes from new products, services, markets, ideas, etc... What is your plan?