《《Making innovation structures work》.pdf

McKinsey Global Survey results Making innovation structures work 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. Executives say their companies use multiple organizational approaches to drive innovation and that the success of these efforts depends on integrated strategy and C-level 1 support. These are among the findings from our latest McKinsey survey on innovation, which asked executives about the organizational innovation structures in place at their companies, the strategic and financial objectives these structures have set, and the people and processes involved in achieving innovation outcomes. Nearly two-thirds of executives report broad innovation portfolios that include more than one type of organizational model, and nearly half say their companies use separate innovation functions that focus on developing new business opportunities, sit at company headquarters, and are less than three years old. While 86 percent say the structure of their separate 1 The online survey was in the field functions positively influences outcomes, the results suggest that the most important factors from May 15 to May 25, 2012, and for success are the extent to which innovation is integrated in corporate strategy and to received responses from 2,927 executives representing the ful