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Making Innovation Structures Work + Global Company Challenge McKinsey

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by

Yago Latorre

on 8 May 2016

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Transcript of Making Innovation Structures Work + Global Company Challenge McKinsey

The innovation tree
Drive and Challenges
C- Level support
Integrated strategy
Competition short -term objectives
Financial aspects
Conclusion
Integrated strategy through the company
C-Level support
Focus on idea generation or in capitalizing
Based in-house or where the talent or target markets are
Innovation Structures
Multiple organizational structures
Developing new business opportunities (HQ / -3)
Separate functions ≠ Positive results

STRATEGIC BENEFITS: CUSTOMER MARKETS, SUPPLIERS AND PARTNERS
DIFFICULT TO BE LOCALLY FLEXIBLE AND ADAPTABLE
STRUGGLE TO COPE WITH THE DIVERISTY OF MARKETS, CUSTOMERS AND CHANNELS
DO NOT UNDERSTAND THE OPERATING ENVIRONMENT AND CUSTOMERS NEEDS
COMMUNICATION PROBLEM
Globalization penalty
establishing a shared vision
encouraging innovation
executing “on the ground”
building relationships
strategy
people
costs
risk


INVALUABLE ASSET
COMPANIES ARE NOT GOOD AT TRANSFERING LEARNED KNOWLEDGE
A MAJOR CHALLENGE IS DEPLOYING AND DEVELOPING TALENT
HARD TO DEVELOP TALENT AT THE SAME PACE AS THE MARKET DEVELOPS
LOCAL BRANDS ARE MORE ATTRACTIVE



LARGE COMPANIES ARE ABLE TO INVEST IN A WIDE VARIETY OF PRODUCTS
BIGGER AND DIVERSE COMPANIES HAVE MORE COMPLEX COSTS
STANDARDIZE COMMON ELEMENT OF ESSENTIAL FUNCTIONS CAN CLASH WITH LOCAL NEEDS



BENEFITS FROM A GEOGRAPHICAL DIVERSE BUSINESS PORTFOLIO
EVERY COUNTRY AND MARKET HAS ITS OWN UNFAMILIAR RISK
LACK OF RISK MANAGEMENT INFRASTRUCTURE AND SKILLS
AREA DIFFICULT TO EVALUATE

RISK DIVERSIFICATION
MANAGING STRATEGY
PEOPLE
COST
Executives say their companies rely on multiple organizational models to drive innovation— and that these functions struggle to integrate fully with the business as a whole.

Soooo.... What do you think?
Full transcript