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Transcript of Gestão da Inovação - 19/07/2009 - Eliseu Boto
© 2007 IBM Corporation
Gerenciando a Inovação em um Mundo Plano: experiências em projetos da IBM
Palestrante: Elizeu Boto
© 2007 IBM Corporation
� Parte I – Introdução
� Parte II – Dez Forças que Achataram o Mundo
� Parte III – IBM CEO Study
� Parte IV – O Papel da Inovação
� Parte V – “Spam”
Agenda
© 2007 IBM Corporation
Por quê inovação?
� “O que as pessoas realmente desejam não sãoprodutos, mas satisfazer experiências… pessoasquerem produtos pela experiência que os os seusserviços agregados podem lhes proporcionar.”Lawrence Abbott (tradução livre)
� E a próxima frase da vez em gestão é…
Vídeo “Ideiando”
© 2007 IBM Corporation
� Parte I – Introdução
� Parte II – Dez Forças que Achataram o Mundo
� Parte III – IBM CEO Study
� Parte IV – O Papel da Inovação
� Parte V – “Spam”
Agenda
© 2007 IBM Corporation
1. Queda do muro de Berlim
2. Netscape
3. Workflow Software
4. Open-Sourcing
5. Outsourcing
6. Offshoring
7. Supply-Chaining
8. Insourcing
9. In-forming
10. Steroids
Referência: The World is Flat de Thomas Friedman, 2005
Dez Forças que Achataram o Mundo
© 2007 IBM Corporation
� Em 1985 a economia mundial, então composta por América do Norte, Europa Ocidental, Japão, Leste da Ásia, América Latina e África era composta por 2.5 bilhões de pessoas
� Em 2000, com o fim da União Soviética, aberturas da Índia e China para o capitalismo e o crescimento da população mundial, a economia mundial passou a ser composta por 6 bilhões de pessoas
Referência: Estudo da Harvard University de Richard Freeman, 2004
A partir de 2000, um nova força de trabalho de 1.5 bilhões de pessoas duplicou a economia mundial
1 - Queda do Muro de Berlim
© 2007 IBM Corporation
� 1991 – Primeiro Web Site (WWW)
� 1993 – Mosaic (12 usuários, 50 Web Sites)
� 1994 – Primeira versão do Netscape
� 1995 – Netscape IPO
2 - Netscape
© 2007 IBM Corporation
Boeing Links Apps Via XML
Space division using portal acrossproject groups to improve product lifecycle management
About 7,000 Boeing employees in Huntington Beach, Calif., are using the I-Man portal, which was launched with thehelp of EDS. Starting this month, thatportal will supply access to data, including preliminary designs fromNASA's Space Launch Initiative (SLI), a multiyear plan to design a replacementfor the aging space shuttles.
3 - Workflow Software
© 2007 IBM Corporation
4 - Open Sourcing
© 2007 IBM Corporation
5 - Outsourcing
© 2007 IBM Corporation
6 - Offshoring
© 2007 IBM Corporation
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7 – Supply-Chain
© 2007 IBM Corporation
8 - Insourcing
© 2007 IBM Corporation
� “Eu gostaria de agradecer ao Google por me ensinar como encontrar o amor. Enquanto procurava por meu irmão que saíra de casa há anos, e me deparei com um site de strippers no México – eu fiquei chocada. Meu irmão estava se prostituindo. Logo, eu voei até o México na esperança de libertá-lo desta profissão degradante. Fui até o clube onde ele estava trabalhando e encontrei meu irmão. Mais do que isso, eu conheci um dos seus colegas de trabalho... Nós nos casamos no último fim de semana e eu tenho certeza de que sem os serviços do Google, eu jamais teria encontrado meu irmão, meu marido, ou a surpreendentemente lucrativa natureza da indústria da prostituição masculina no México! Obrigado, Google!”
Testemunho de uma usuária do Google
Em 2002 – média de 150 milhões de buscas por dia
Em 2008 – média de 2 bilhões de buscas por dia
9 - In-forming
© 2007 IBM Corporation
Google é Deus?
� 1 – Sabe tudo
� 2 – Está em todo lugar
� 3 – Responde às suas preces
� 4 – Imortal
� 5 – Infinito
� 6 – É do bem
� 7 – O Google se lembra de todos
� 8 – É mais popular do que todas religiões
� 9 – Existem evidências de que o Google existe
Referência: http://www.thechurchofgoogle.org, 2008
© 2007 IBM Corporation
10 - Steroids
© 2007 IBM Corporation
From regaining customer and shareholder confidence during the “burning platform” days of the early ’90s to building a new model for growth in the 21st
century, IBM has more than a decade of deep experience in business transformation
IBM’s transformation has been a journey that started with our “burning platform” days in 1992 and continues today
1984 1992 2004 2005 2006
© 2007 IBM Corporation
O Paradoxo da Estratégia
© 2007 IBM Corporation
InternacionalInternacionalInternacional MultinacionalMultinacionalMultinacional IntegradaIntegradaIntegrada
“We no longer have to replicate IBM from floor to ceiling in every country. We are optimizing key operations in the right places in the world – eliminating redundancies and excess
overhead – and integrating those operations horizontally and globally. …This is about doing the right tasks, with the right skills, in the right places.”
- Sam Palmisano, IBM CEO, May 20, 2005 Analyst Meeting
A Transformação do Modelo de Negócios
© 2007 IBM Corporation
�Sistema orientado à discussão e ranking de idéias
�Acesso igual para todos
�Exemplos
�WorldJam – 35 idéias identificadas paraimplementação (2004)
� ValuesJam – Valores da IBM (2003)
� InnovationJam – 10 idéias identificadascom investimentos de U$100 MM (2006)
Jams
Funcionários colaborando com clientes e parceiros em um
evento global para identificarnovas oportunidades de negócios
e para a sociedade.
Discussões em alta escala, colaboração em tempo real e tomada de decisão
© 2007 IBM Corporation
� Parte I – Introdução
� Parte II – Dez Forças que Achataram o Mundo
� Parte III – IBM CEO Study
� Parte IV – O Papel da Inovação
� Parte V – “Spam”
Agenda
© 2007 IBM Corporation
The collective wisdom of these CEOs has led us to the five core traits of the Enterprise of the Future
Findings from 1,130 interviews� Organizations are bombarded by change, and many are struggling to keep up
� CEOs view increasingly demanding customers not as a threat, but as an opportunity to differentiate
� Nearly all CEOs are adapting their business models—two-thirds are implementing extensive innovations
� CEOs are moving aggressively toward global business designs, deeply changing capabilities and partnering more extensively
� Financial outperformers are making bolder plays
Core Traits of the Enterprise of the Future
Hungry for change
Innovative beyond customer imagination
Globally integrated
Disruptive by nature
Genuine, not just generous
1 2 3 4 5
© Copyright IBM Corporation 2008
IBM Global Business Services
The Enterprise of the Future is …
Hungry for Change
© Copyright IBM Corporation 2008
Change Needed Past ChangeSuccess
Although CEOs are more confident about managing change, the gap between their capability and the challenge ahead is growing
The Change Gap* Triples
* Difference or ‘gap’ between expected level of change needed and past success in managing change
“We have seen more change in the last ten years than in the previous 90.”Ad J. Scheepbouwer, CEO, KPN Telecom
Change Needed Past ChangeSuccess
2006 2008
Source: IBM Global CEO Study 2008; n (2006) = 709, n (2008) = 1104
Change NeededNo/limited Change
Moderate Change
Substantial Change
No/limited Success
Moderate Success
Successful
Past Change Success
22%CHANGE GAP*8%
CHANGE GAP*
6%
11%
83%
19%
20%
61%
13%
22%
65%
12%
31%
57%
© Copyright IBM Corporation 2008
84%
42%33%
67%
44% 41%48% 48%
35%
Market Factors People Skills Technological Factors
2004 2006 2008
CEOs told us these three external forces will cause the most change for their organizations over the next three years
Top 3 External Factors
Source: IBM Global CEO Study 2008; n (2004) = 403, n (2006) = 760, n (2008) = 1130
Market Factors are still important but less dominant
Technological Factors are steady at third position
People Skills are as important as market factors
“Our inability to find talent has been an inhibitor to growth globally.”Lorman Correa, Presidente, Inelectra S.A.
“External factors affect me and my competitors equally. The differentiator is talent management.”Hector Ruiz, Chairman & CEO, AMD
© Copyright IBM Corporation 2008
The Enterprise of the Future is hungry for change
Recommendations
Strategic
People
Process
Technology
� Continue to build the expectations of continuous and disruptive “damage” into the culture of the organization
� Hire, recognize and retain visionary challengers who are given freedom to infuse deep change
� Develop processes to ensure viable new ideas that can be quickly exploited
� Develop process internally – and across partners - that can adapt to frequently changing business models
� Leverage technologies that create new and disrupt current industry structures
� Develop adaptive IT infrastructure to support changing business models
Ad hoc and reactive change
Project-driven change
Change portfolio and program
Anticipating and proactive change
Change becomes the strategy
HUNGRY FORCHANGE
Building the Enterprise of the Future
© Copyright IBM Corporation 2008
IBM Global Business Services
The Enterprise of the Future is …
Innovative Beyond Customer Imagination
© Copyright IBM Corporation 2008
CEOs see even more potential with informed and collaborative customers and are rapidly increasing their investment there
Investment* past 3years
Investment* next 3years
Source: IBM Global CEO Study 2008, n = 609; * Total investments: all asset investments + all investments in R&D, marketing and sales
Rise of the informed and collaborative customer
“We must redefine our value proposition to customers. Information and advisory content are becoming even more valuable than traditional drivers.”H. Edward Hanway, Chairman & CEO, CIGNA Corp.
“The rise of the informed and knowing consumer will continue to have an impact regarding our go-to-market priorities. We must know how to leverage new media. We've been surprised by the impact that just a few consumers can have with their blog entries.”Rob Hurlbut, CEO, Attune Foods
22%INCREASE
16.7%
20.4%
No impact 14%
Positive impact 76%
Negative impact 10%
© Copyright IBM Corporation 2008
Nintendo is well-positioned for the future – an organization innovative beyond customer imagination
� To regain its leadership position, Nintendo leveraged the loyalty and expertise of its core customer segment
� Established online community of experienced and loyal gamers called “Sages”
� Offering incentives in return for customer information and community contributions
� Gaining valuable insights into market needs and preferences
� Nintendo successfully connected with two new customer groups
� New customer groups included women and older men
� Influencing everything from game offerings to new product design
� Regaining market leadership with 44% market share after a low of22% in the mid-2000s
Nintendo: Building market share through customer collaboration
© Copyright IBM Corporation 2008
The Enterprise of the Future is innovative beyond customer imagination
Recommendations
Strategic
People
Process
Technology
� Build collaborative relationships with key external partners and key customers for open innovation
� Proactively approach customers to co-develop ideas for mutual benefit
� Develop and integrate processes and guidelines for external partner management
� Enable open innovation� Leverage collaborative tools to support co-
development� Deliver technology platform to support open
innovation
Customer intelligence
Customer information transparency
Two-way customer interaction
Customer collaborative development
Expanding customer aspirations
INNOVATIVE BEYONDCUSTOMERIMAGINATION
Building the Enterprise of the Future
© Copyright IBM Corporation 2008
IBM Global Business Services
The Enterprise of the Future is …
Globally Integrated
© Copyright IBM Corporation 2008
CEOs are planning radical changes in business design to capitalize on global integration
57%
55%
43%
40%
39%
24%
30%
32%
35%
37%
33%
32%
50%
34%
10%
11%
20%
27%
29%
26%
36%
Partner extensively
Globalize brands/products
Drive multiple cultures
Optimize operations globally
Deeply change mix of capabilities, knowledge
and assets
Grow through mergers & acquisitions
Do everything in-house
Localize brands/products
Strive for one culture
Optimize operations locally
Grow organically
32%
35%
33%
32%
50%
34%
Defend your coreActively enter new markets 37%
Maintain current mix of capabilities, knowledge and assets
Source: IBM Global CEO Study 2008; private sector responses
Equally Important
© Copyright IBM Corporation 2008
The Enterprise of the Future will be globally integrated
Strategic
People
Process
Technology
� Adopt a proactive position across multiple innovation levers to drive new value and maintain market leadership
� Embed collaboration into performance management system
� Identify new business opportunities based on global talent sourcing
� Business services enable new market innovations� Enable processes to support open innovation� Leverage global “centers of excellence” to optimize
capability and delivery� Create technology services to enable new market
innovations� Deliver technology platform to support open
innovation across the ecosystem
Recommendations
Exploring global opportunities
Driving specific global initiatives
Building global capabilities systematically
Global centers of excellence
Global enterprise innovation
GLOBALLYINTEGRATED
Building the Enterprise of the Future
© Copyright IBM Corporation 2008
IBM Global Business Services
The Enterprise of the Future is …
Disruptive by Nature
© Copyright IBM Corporation 2008
56%
91%
New Pricing/TaxationStructures and Models
ReconfigureProduct/Service/Value
Mix
n = 234 n = 203
Source: IBM Global CEO Study 2008
38%
57%
71%
Work WithinOrganization
Focus onDifferentiating
Activities
IntenseCollaborationwith External
Partners
Enterprise Model Innovation Focus
n = 369
Revenue Model Innovation Focus
36% 36%
73%
Create EntirelyNew Industries
Move Into NewIndustries
RedefineExisting Markets
Industry Model Innovation Focus
Collaboration is instrumental to drive Enterprise Model Innovation
Revenue Model innovators shift the value mix
Industry Model Innovation remains rare
Within the various business models, CEOs plan to implement distinct initiatives
© Copyright IBM Corporation 2008
Eli Lilly is well-positioned for the future – an organization disruptive by nature
� U.S. pharmaceutical maker Eli Lilly and Company is constantly evolving its business model
� Bringing new medicines to market faster through integrated partner network
� In 2001 Lilly launched open marketplace for innovation – InnoCentive
� Marketplace for scientific challenges with members from 175 countries
� Best solutions can earn financial awards up to US$1 million
� Lilly has spun off InnoCentive while retaining partial ownership
� Lilly established Fully Integrated Pharmaceutical Network (FIPNet)
� Pioneering risk-sharing relationships with partners to develop new compounds
� Lilly’s collaborative business models offer several benefits
� Reducing costs, increasing development capacity, accelerating drug development process and better leveraging own and partner’s assets
� Revenue CAGR 2002 to 2007 of over 11%
Eli Lilly: Building pipeline through collaborative business models
© Copyright IBM Corporation 2008
The Enterprise of the Future is disruptive by nature
Recommendations
Strategic
People
Process
Technology
� Constantly innovate across BMI dimensions to maximize value creation
� Have an adaptable workforce that can sense, anticipate and respond to changes in the outside market
� Allow for freedom in processes where needed� Implement rigorous idea stage-gating process
to select new BMI opportunities� Fully exploit enabling power of technology in
transforming business models
Exploring Business Model Innovation opportunities
Experimenting with BMI
Implementing BMI initiatives
Multiple BMI strategies
Radical and pervasive BMI
DISRUPTIVE BY NATURE
Building the Enterprise of the Future
© Copyright IBM Corporation 2008
IBM Global Business Services
The Enterprise of the Future is …
Genuine, not just Generous
© Copyright IBM Corporation 2008
Majority of CEOs see CSR as an opportunity, not a threat, and plan to significantly invest in CSR to integrate with society
Investment past 3years
Investment next 3years
Increasing customer expectations of corporate social responsibility
“The consumer’s concept of quality will no longer be measured by only the physical attributes of a product —it will extend to the process of how the product is made, including product safety, environmental compliance and social responsibility compliance.”Victor Fung, Chairman, Li & Fung
25%INCREASE
10.7%13.4%
No impact 20%
Positive impact 69%
Negative impact 11%
Source: IBM Global CEO Study 2008, n = 609; * Total investments: all asset investments + all investments in R&D, marketing and sales
© Copyright IBM Corporation 2008
The Enterprise of the Future is genuine, not just generous
Recommendations
Strategic
People
Process
Technology
� Identify and act upon opportunities to apply firm capabilities to solve significant social issues with positive commercial value
� Develop new business opportunities based on investments in employee CSR innovations
� Embed discussions of stakeholder value into business decision processes
� Employ and enhance collaboration, transparency and traceability capabilities
� Create new technologies to address opportunities
Regulatory compliance
Strategic philanthropy
Values based self-regulation
Efficiency through CSR
CSR as growth platform
GENUINE, NOT JUST GENEROUS
Building the Enterprise of the Future
Vídeo “Green”
© 2007 IBM Corporation
� Parte I – Introdução
� Parte II – Dez Forças que Achataram o Mundo
� Parte III – IBM CEO Study
� Parte IV – O Papel da Inovação
� Parte V – “Spam”
Agenda
© 2007 IBM Corporation
O que é Inovação?
� Inovar é ter uma idéia que seus concorrentes aindanão tiveram e implantá-la com sucesso.
� A inovação faz parte da estratégia das empresas: seufoco é o desempenho econômico e a criação de valor.
� Inovação não é invenção…
Fonte: “Guia Valor Econômico de Inovação nas Empresas, Moysés Simantob e Roberta Lippi, Editora Globo, 2003”
Vídeo “Homem Inovação”
© 2007 IBM Corporation
Classificando a Inovação
� Inovação de produtos e serviços:
– Banco do Brasil / Honda / NYPD
� Inovação de processos:
– Embrapa / Whirlpool
� Inovação de negócios– GOL / Bharti
� Inovação em gestão– Copesul / Nortel
Fonte: “Guia Valor Econômico de Inovação nas Empresas, Moysés Simantob e Roberta Lippi, Editora Globo, 2003”
© 2007 IBM Corporation
TIPOLOGIAS DE INOVAÇÃO
Inovações do tipo fortalecedoras ou destruidoras de competências podem ser incrementais ou radicais, componentes ou sistêmicas:
(Fonte: Fórum de Inovação / FNQ)
© 2007 IBM Corporation
A Inovação no Brasil
� Maior parte da inovação tecnológica está na incorporação de tecnologia a produtos, e não em P&D.
� Ainda restrita ao meio acadêmico.
� Cultura de aversão ao risco.
� Empresas de grande porte lideram as inovações: 68,4% dascompanhias com 500 ou mais funcionários incorporaram novas tecnologias a seus produtos ou processos.
� O índice cai para 31,6% nas empresas de 10 a 49 empregados.
© 2007 IBM Corporation
A INOVAÇÃO NA INDÚSTRIABRASILEIRA
As poucas empresas que Inovam representam 25,9% do faturamento Industrial no Brasil e são as mais produtivas, pagando melhores salários.
Fonte: Instituto Inovação
% de empresas Faturamento % Emprego %
Empresa padrão 21,3 62,6 48,7
Empresa Inovadora 1,7 25,9 13,2
Outras (indiferentes) 77,1 11,5 38,2
Empresa Inovadora 1,7 25,9 13,2
© 2007 IBM Corporation
Desenvolvendo a inovação
� Baseie suas idéias em dados.
� Teste suas idéias.
� A falha é o preço do risco.
� Incentive TODOS na empresa a serem inovadores.
� Desenvolva uma infra-estrutura para inovação.
� Estabeleça diretrizes estratégicas.
� Adote um modelo de gerenciamento participativo
Inovação = Idéia + Implementação + Resultados
© 2007 IBM Corporation
Executando a Inovação através de projetos
© 2007 IBM Corporation
E por trás disso tudo, estão as pessoas…
� Segundo estudo da IBM e do Human Capital Institute (HCI), que ouviu quase 2 mil pessoas em todo o mundo, 84% das organizações se importam com a gestão de talentos, mas poucas se dedicam àquestão -apenas 42% dos gestores afirmaram tertempo para a gestão de pessoas.
� 800 milhões de usuários utilizarão redes sociais até o ano de 2012.
© 2007 IBM Corporation
O fenômeno das redes sociais
� Uma rede social é uma redede pessoas
� O foco, no entanto, não estánas pessoas, mas sim nosrelacionamentos
� O valor está no relacionamento ou arraigadoentre as pessoas
� Confiança é o fator quemantém esta rede unida
© 2007 IBM Corporation
Benefícios do networking
Para indivíduos:
� Se manter no radar para atuação emprojetos de alto interesse (mais de 70 porcento das posições são preenchhidasatravés de networking)
� Aumento da visibilidade, eficiência e produtividade.
� Mais oportunidades para contribuir.
� Possibilidade de contribuir como mentor ouconsultor.
� Inovação através de brainstorming e colaboração.
Para organizaçôes:
� Maior produtividade dos funcionários.
� Maior envolvimento de todos através dacolaboração.
� Maior acesso aos talentos.
� Compartilhamento de conhecimento e know-how.
� Aumento do capital social.
� Ambiente de trabalho mais dinâmico e sustentável com maior retenção e satisfação dos funcionários.
© 2007 IBM Corporation
� Parte I – Introdução
� Parte II – Dez Forças que Achataram o Mundo
� Parte III – IBM CEO Study
� Parte IV – O Papel da Inovação
� Parte V – “Spam”
Agenda
© 2007 IBM Corporation
Desenvolvendo uma Cultura de Inovação
porque ela é prioridade para nossosclientes e a IBM é especialmentequalificada para ser inovadora
o porquê da inovação
o como da inovação por usar capacidades existentes paragerar resultados fantásticos paranossos clientes
o quê da inovaçãoprodutos, serviços, processos de negócio, modelos de negócio, gestão& cultura, política & sociedade
o quando da inovação nunca ouve uma época melhor paraser um inovador
o quem da inovação você
© 2007 IBM Corporation
Novas formas de colaboração
IBM Institute for Business Value, CEO Study 2006
Parceiros
Clientes
Consultores
Competidores
Associações, grupos e conferências
Academia Internet, blogs
Bases de dados
Outros
P&D
Comercial
Funcionários
5% 15% 25% 35% 45%45% 35% 25% 15% 5%
CEOs: Fontes de novas idéias e inovação
© 2007 IBM Corporation
Gestão Estratégica do PortifólioAdequado
Insuficiente
Baixa Alta
Baixo Desempenho
Alto Desempenho
Empresa Alinhada/ InovaçãoEstratégia
“Fazer Certo”
“Fazer a Coisa Certa”
Eficiência de Inovação
Est
raté
gia
de In
ovaç
ão
Gerenciamentode Projetos
GestãoEstratégicade Portifolio
© 2007 IBM Corporation
Tenho a impressão que, mesmo depois de correr tanto, continuamos no mesmo lugar.
Claro que sim! No nosso mundo, você
precisa correr o máximo que puder para permanecer no mesmo lugar.
Se você quiser chegar a algum lugar, você precisa correr duas vezes mais
rápido do que isso!
© 2007 IBM Corporation
Para maiores informações…
� IBM CEO Study– www.ibm.com/enterpriseofthefuture
� Livros– Ten Faces of Innovation, Tom Kelley and Jonathan
Littman, 2006– Guia Valor Econômico de Inovação nas Empresas,
Moysés Simantob e Roberta Lippi, Editora Globo, 2003– O Mundo é Plano, de Thomas Friedman, 2005– O Paradoxo da Estratégia, de Michael Raynor, 2007– Gestão de Idéias para Inovação Contínua, Antônio
Carlos Álvares, José Carlos Barbieri e Jorge Cajazeiras� Contato