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1、McKinseyGlobalSurveyresultsMakinginnovationstructuresworkExecutivessaytheircompaniesrelyonmultipleorganizationalmodelstodriveinnovation—andthatthesefunctionsstruggletointegratefullywiththebusinessasawhole.Executivessaytheircompaniesusemultipleorganizationalapproachestodriveinn
2、ovationandthatthesuccessoftheseeffortsdependsonintegratedstrategyandC-levelsupport.TheseareamongthefindingsfromourlatestMcKinseysurveyoninnovation,1whichaskedexecutivesabouttheorganizationalinnovationstructuresinplaceattheircompanies,thestrategicandfinancialobjectivesthesestru
3、ctureshaveset,andthepeopleandprocessesinvolvedinachievinginnovationoutcomes.Nearlytwo-thirdsofexecutivesreportbroadinnovationportfoliosthatincludemorethanonetypeoforganizationalmodel,andnearlyhalfsaytheircompaniesuseseparateinnovationfunctionsthatfocusondevelopingnewbusinessop
4、portunities,sitatcompanyheadquarters,andarelessthanthreeyearsold.While86percentsaythestructureoftheirseparate1functionspositivelyinfluencesoutcomes,theresultssuggestthatthemostimportantfactorsTheonlinesurveywasinthefieldfromMay15toMay25,2012,andforsuccessaretheextenttowhichinn
5、ovationisintegratedincorporatestrategyandtoreceivedresponsesfrom2,927executivesrepresentingthefullwhichcompanyleaderssupportandengagewithinnovationefforts.Theseseparatefunctionsrangeofregions,industries,aremostlikelytoreportdirectlytotheCEOandtointeractformallywithC-levelleade
6、rs,andcompanysizes.Toadjustfordifferencesinresponserates,yetacrossalltypesofstructuralmodelsandratesofsuccessinmeetingfinancialgoals,thedataareweightedbytherespondentscitethesameperennialchallenges:namely,competitionwithshort-termprioritiescontributionofeachrespondent’snationt
7、oglobalGDP.andintegrationofthefunctions’strategicobjectiveswiththerestofthebusiness.Jean-FrançoisMartin2McKinseyGlobalSurveyresultsMakinginnovationstructuresworkTheinnovationfunctionevolves2Overall,theresultsindicatethatcompaniesrelyonvariousorganizationalapproachesAteitherthe
8、corporateorbusinessunitlevel,46percenttoexecuteinnovation:62p
