TheInnovator’sAdvantageContents01Foreword02Executivesummary07Innovatorsandinnovation19InnovatorsandIT31CEOandCIOperspectives41Appendix1–regionalandindustryanalysis47Appendix2–studydemographicsanddata53AcknowledgmentsFrontcover:EarlyformofwritinginclaytabletsThispage:Earlykiln-firedbeakerTheInnovator’sAdvantage–usinginnovationandtechnologytoimprovebusinessperformanceForeword01|TheInnovator’sAdvantageManymightthinkthatinnovationwasariskystrategyinadownturn.SomecommentatorshaveassertedthatinvestmentinInformationTechnologyisnolongerasourceofcompetitiveadvantage.YetourexperienceatAccentureistheopposite–thosewiththecouragetoinnovate,mostoftenusinginformationtechnologytohelpthemdoso,seemtohaveprosperedduringthelastfew,difficult,years.Wecommissionedthisstudytoexplainthatexperience.Theresultinginsightshavebeenfascinating.Wefoundclearevidencethatthemostinnovativecompanieshaveradicallydifferentattitudesonkeymanagementissues;theyarealsomuchmoresuccessfulatgettingareturnonthemoneytheyinvestinIT.Thisstudyincludesourfifthannualsurveyofseniorexecutives,aimedatassessingtheimpactofinformationtechnology,andweapproacheditverydifferentlythisyear.WeexpandedourscopebeyondEuropetoreportglobalfindingsandsoughttoidentifyhowinnovativecompaniesstoodout.Ourclearconclusion,basedontheiractionsaswellasattitudes,isthattheydifferbybeinggenuinelyopen-minded–unafraidofnewideas,readytochangetheirstrategiesasandwhennecessary.Theirapproachisessentiallycollaborative.Innovativecompaniesseeknewwaystoworkwithothersinsideandoutsidethebusiness,andjudgeideasontheirmeritsratherthanwheretheycomefrom.Ourpreviousstudy,InnovatingfortheUpturn,highlightedsomeoftheseattributes,andthisresearchprovidesadditionalevidenceoftheimportanceofleaderswhopromotesuchcollaborativebehaviour.Ourcasestudiesprovidesomeoutstandingexamplesofjustthatkindofenlightened,inspirationalleadership.PersistentandimaginativeuseofITistheothermajorrecurringthemeofthisstudy.Andoneoftheclearestmessagestoemergeisthat,whereasnon-innovatorsmaywellthinkaboutthepotentialofIT-enabledinnovation,innovatorsacttorealisethatpotential.BecausetheyarepassionateaboutembracingnewideasandbecausetheyunderstandthestrategicvalueofIT,theyaremuchmorelikelytolaunchnewprojects.Inthemostinnovativecompanies,thisaffinitywithITextendsrightuptotheboardroom.OurexperienceisthatthemostsuccessfulcompaniesarethosethatinvolveCIOsintheirseniorleadershipteams.TheseCIOscanfocusonthestrategicandthevisionaryaspectsoftheircompany’sbusinessbecausetheITdirectornowmanagestheday-to-dayoperationaljoboftheITdepartment.Inothercompanies,theCIOremainsanundervaluedandunderusedasset.ThepatternofITspendingisanotherkeydifferencebetweeninnovatorsandtherest.Itisnotthatinnovatorsnecessarilyspendmore.ItisthattheyunderstandITandhavetheconfidencetobacktheirideas,whereasnon-innovatorstendtoseeITasablackholedownwhichpotentialprofitshavetobesacrificed,simplyinordertokeeptheshowontheroad.OurexperienceatAccenturehasbeenthatinnovativebusinessesperformbetterthantheircompetitors.Inotherwords,innovationisnotaluxurycompaniescanonlyaffordwhentheyarehighlyprofitable,itisatthecoreoftheirabilitytocreateandsustainsuperiorbusinessperformance.RosemaryO’Mahony,LizPadmoreandBobSuh.RosemaryO’MahonyManagingPartner–SolutionsEngineering,ResourcesIndustriesWorldwideLizPadmorePartner-StrategyandBusinessArchitectureandGlobalDire...
