World Monitor Mag, Industrial Overview WM_November_2018_WEB_Version - Page 96

additional content people collaborating in such a way [that] you can produce these things that can’t be produced otherwise.” Amadeus IT is focused on building cultural support across its 45 locations worldwide (the company’s main R&D hubs are in France, Germany, India, the U.K., and the U.S.). “We are made up of people who have a great appetite for new things, for exciting technology, and for new opportunities,” says Mesnage. Innovation teams are very multicultural, she adds, “which creates a great ground for creativity and for exchanging different perspectives.” One of the practices Amadeus has adopted is creating a system of innovation champions within its R&D and business units, whose role is to promote and foster the company’s innovation approach at their site, and to encourage people to submit ideas — and then collect those ideas to make sure they’re visible to the rest of the organization. Cultural support. Seventy-one percent of respondents who reported that their company’s revenues were growing faster than competitors’ revenues said their corporate culture was highly or very aligned with their innovation strategy, compared with 53 percent of companies that reported the same growth as competitors, and 33 percent for companies that reported slower growth. The differentials on cultural alignment were similar for companies that reported higher profitability. We also found differences in cultural support by innovation model. Need seekers are far better at turning their corporate culture to their advantage: 82 percent said their organization’s culture was highly supportive of the innovation strategy, compared with 48 percent for market readers and 47 percent for tech drivers. CEO Tim Cook of Apple (which we have long identified as a need seeker) has said that innovation is in the company’s DNA, and that its culture is not something that can be formulaically copied. But he has given some clues about how Apple fosters that culture — for example, by hiring smart people who can collaborate cross-functionally. “You look for people that are not political,” Cook said in a 2013 interview with the dean of Duke’s Fuqua School of Business (Cook’s an alumnus). “You look for wicked smart people...who appreciate different points of view…. The reason Apple is special is we focus on hardware, software, and services. And the magic happens where those three come together…. It’s unlikely that somebody that’s focused on one of those in and of itself can come up with magic, and so you want 94 world monitor Executive involvement. Survey respondents reporting higher revenue growth than competitors were much more likely to say their company’s executive team was closely involved with the R&D program — 78 percent said their executive team was highly or closely aligned with R&D investment and strategy, compared with 62 percent for same-growth companies, and 53 percent for slower-growth companies. Among innovation models, most need seekers reported that their leadership teams were plugged into their innovation programs: 84 percent of need seekers reported that their executive team was highly involved in decision making regarding R&D investment and strategy, compared with 63 percent of market readers and 57 percent of tech drivers. All the high-leverage innovators we interviewed or analyzed said their executive teams were highly aligned with their innovation programs. Stanley Black &