2016 GE Global Innovation Barometer

Detailed Findings
January 2016

Imagination at work
Overview

Now in its fifth edition and spanning across 23 countries, the GE Global
Innovation Barometer is an international opinion survey of senior innovation
executives all actively engaged in the management of their firms innovation
strategy. In addition, this year, the GE GIB also surveyed the views of
Informed Publics in 13 countries.

With both audiences, the Barometer explores how the perception of innovation
is changing in a complex, globalized environment, and how they appreciate the
framework for innovation their country has developed.

In addition, it explores the perceptions of Informed Publics on the impact and

value of innovation, the associated responsibilities with driving and
supporting innovation and their opinions on the future of work.

2
 Innovation Informed Publics/
Business Executives Informed Citizens
All respondents line of work involves University education or above
taking part in their companys innovation
In the upper quartile income of their
process/policies
country
Responsible for making decisions
Regularly consume top tier business
related to innovation, product
news publications
development or research and
development (R&D) activities in their Regularly follow public policy
company matters in the news

2,748 Business Executives,

of which 1,915 are C-suite 1,346 Informed Publics
Methodology
The research was commissioned by GE and conducted by Edelman Berland between
October 13 - December 7, 2015.

Business Executives only

Business Executives and Informed Publics

4
2016 Key Findings
Welcoming the Revolution: Pressure Rises, Optimism Prevails

1 A Welcome Revolution: Both Business Executives

and citizens are optimistic about the digital transformation
of the world. 68% of execs and 64% of citizens cite a
3 Disruptive Innovation: The Solution and the
positive anticipation of the 4th Industrial Revolution, while
all anticipate a radical transformation of the industrial
sector by Advanced Manufacturing. Emerging markets
feel especially empowered.
Challenge: Although Business Executives recognize they
need to innovate radically to keep up90% think that the most
innovative companies create new markets that didnt previously
existmost are also mindful of the risk of Digital Darwinism.
81% worry about being left behind as technology evolves faster
than they can adapt, creating a fear of becoming obsolete
(FOBO).

2 Embracing New Models and Technologies:

Business Executives are adapting through new
investments and partnerships. 61% are using big data to
4 Everybodys Starting Up?: Still, 57% favor a safer
approach, pursuing incremental innovation and protecting their
core business. Inertia and risk aversion are growing. Meanwhile
inform decision-making (up from 53% in 2014), and 77% 81% of Business Executives recognize the "start-up" ethos is
are seeing financial results from collaboration (up from increasingly becoming the example norm for creating an
64% in 2014). innovation culture within companies of all sizes.

5
2016 Supporting Findings
Welcoming the Revolution: Pressure Rises, Optimism Prevails

1 Creativity and Problem-Solving Key for Future Workforce:

The future worker is changing. Executives are seeking problem solvers
(56%) and creativity (54%), and an expected impact of the 4th Industrial
4 Emerging Markets Fearlessly Embrace Innovation:
Revolution is that some categories of skilled workers will be in high
demand. Citizens are embracing the start-up ethos and value flexible
(89%) and remote (79%) work. Only a few countries feel their education
system is ready to address future skills, with Informed Citizens in
countries like India (81%), China (78%) and Indonesia (76%) most
confident.
Business Executives from emerging markets are feeling more optimistic and
more empowered by the 4th Industrial Revolution than their peers in
developing economies. Asian markets are amongst the most excited and
confident, emerging markets the most curious. Informed Citizens in
developed markets are feeling the least in control. Fewer leaders in
emerging markets are also reporting difficulty coming up with radical and
disruptive ideas.

2 Minds and Machines Working Together: Business Executives

expect the digital revolution will make the workplace safer (43%) and create
higher-value roles for workers (48%). Few fear any negative impact on
5
employment as a result of the digital revolution; only 17% of Business
Executives and 15% of citizens fear potential negative impact. Executives in
the US, India, China or Germany anticipate a positive outcome in their
country, while Japanese, French or Swedish execs are more skeptical.
A Call for Greater Government Support: Executives and citizens
alike are calling for public authorities to play a more supportive role in
innovation. While few citizens (12%) believe their government is the top
driver of innovation in their country, more (30%) think it should be. 57% say
their countrys regulations are not supportive of innovative companies,
although emerging markets are more positive in their assessment. Most
executives agree that data and privacy regulations are preventing more
radical innovation by businesses, while citizens (64%) are willing to share
access to their data if it leads to better service.

The ROI on Collaboration is Increasing: Jumping from 64% in 2014, The Energy Sector is Ripe for Disruption:

3 77% of executives say revenue and profit generated by collaborative

innovation activities have yielded an increase in financial results. 68% of
executives declare their firm is open to risk-sharing associated with
6 Globally, 61% of citizens believe that the energy sector can benefit greatly
from new innovation approaches and answer the many challenges it faces.
However, energy companies are less confident about the prospect of the 4th
innovation, including revenue streams or losses that could be generated Industrial Revolution compared to other industries (50% confidence vs.
through collaborative initiatives. 60%).
INNOVATION CHAMPIONS
 Innovation champion Japan is back, Germany down
What is the country that you consider to be the leading innovation champion?

33%

17%

10% 9%

3% 3% 3% 3% 2% 2% 2% 2% 1% 1% 1% 1% 1% 1% 1% 1% 1% 1%
USA Japan Germany China South Israel UAE UK India Sweden France Singapore Australia KSA Canada Russia Switzerland Malaysia Turkey Mexico South Finland
Korea Africa
NEW NEW
-3 +5 -6 -1 -1 +1 +2 = = +1 +1 +1 ENTRANTS = ENTRANTS

Points difference with 2014 ranking

Q1. What is THE country that you consider to be the leading innovation champion? Base business executives: 2,748 8
 Innovation champion a consistent perspective from
Informed Citizens
What is the country that you consider to be the leading innovation champion?

34%

19%

10% 9%
7%

2% 2% 2% 2% 2% 1% 1% 1% 1% 1% 1% 1% 1%
USA Japan China Germany South Korea Sweden India Singapore Israel Canada Australia France Netherlands UAE UK Finland Switzerland Saudi Arabia

+1 +2 +1 -1 +4 0 0 0 -1 +1 0 -1 NA -2 -2 0 0 0

Points difference between the Business Executives and Informed Public

ranking
Q1. What is THE country that you consider to be the leading innovation champion? Base Informed public: 1,346 9
2016 GE GLOBAL INNOVATION
BAROMETER
KEY FINDINGS
A WELCOME REVOLUTION
Both Business Executives and Informed Citizens are optimistic
about the digital transformation of the world.

Business Executives (68%) and Informed Citizens (64%) both cite

positive anticipation of the 4th Industrial Revolution, with few
worrying that the digital revolution will have a negative impact
on employment. 86%
Business Executives believe
Asian markets feel especially empowered. Advanced Manufacturing
will radically transform the
industrial sector.
Executives and citizens How does the prospect of entering a 4th
Industrial Revolution make you feel?
alike embrace the 4th Business
Executives
Informed
Publics

Industrial Revolution Indifferent

14% 70%
Curious
14% 72%

15% 68%
Pessimistic Optimistic
17% 64%

16% 62%
Disempowered Empowered
17% 55%

16% 61%
Scared Excited
68% 64% 14% 65%

19% 60%
OPTIMISTIC about the Anxious Confident
19% 60%
prospect of entering a 4th
Industrial Revolution 17% 59%
Lost In control
20% 48%

Q25. / Q23. How does the prospect of entering a fourth industrial

revolution make you feel? Base business executives: 2,748. Base 12
informed public: 1,346:
Positivity prevails across a majority of surveyed countries

Optimism

Over index Under index

Global average
88%

88%

86%

84%

84%

81% 68%

81%
81%

79%
77%

77%

76%

76%
75%

75%
74%

72%
70%

69%
66%
65%

63%

63%

63%

63%
61%
60%

60%

59%

53%

50%
41%

39%
37%

36%

33%
Q25. / Q23 How does the prospect of entering a fourth Industrial Revolution make you feel? Base business executives: 2,748. Base informed public: 1,346 13
Business leaders from emerging economies are feeling more
optimistic and more empowered than their peers in developed
markets Optimistic

Empowered

Over index (Optimism) Under index (Optimism)

88%

88%

86%

84%

84%

81%

81%

79%
78%
78%

78%
77%

77%

77%

77%
76%

76%

75%
74%

74%

70%
69%
68%

66%

66%

66%
65%
63%

63%

63%

63%

60%

59%
59%

53%
52%
51%

50%
48%

48%
39%
37%

36%

34%
33%

33%
14
Q25. How does the prospect of entering a fourth industrial revolution make you feel. Base business executives: 2,748
Both business leaders and citizens have a positive view
of macro trends shaping the innovation landscape

DIGITAL REVOLUTION ADVANCED MANUFACTURING

Few fear a potential negative impact Most believe Advanced Manufacturing will
on employment of the digital revolution radically transform the industrial sector

17% 15% 86% 90%

17%

Q23.A. / Q22.A. There is currently a debate around the impact the digital revolution will have on employment. In your opinion, what will be the impact of the digital revolution? /
Q25. / Q23 How does the prospect of entering a fourth Industrial Revolution make you feel? Q4./Q14 How far do you agree or disagree with the following statements? Base 15
business executives: 2,748. Base informed public: 1,346
Executives and citizens anticipate a positive or neutral net
impact on employment as a result of the digital revolution
A positive impact on employment A negative impact on employment

A neutral impact on employment Dont know

21%
61% 15%
54% Business Informed
Executives Publics

17% 15%

8% 9%

Q22.A / Q23.A There is currently a debate around the impact the digital revolution will have on employment. In your opinion, what will be the impact of the digital revolution?
16
Business executives n= 2,748 Informed Public n= 1,346
EMBRACING NEW MODELS
AND TECHNOLOGIES
Businesses are adapting to this new context through investments
and partnerships, and it is paying dividends.

The majority of businesses (77%) are seeing financial results from

collaboration (up from 64% in 2014). 61%
of Business Executives
are using big data to
inform decision-making
(up from 53% in 2014).
Integrating analytics is becoming more natural and
delivers better results and outcomes for businesses
How important do you think the Companies increasing their ability to analyze large
following elements are for a company amounts of data in the last year?
to be able to innovate successfully?
73% Of companies have
73% increased their ability to analyze,

61% up from 43% in 2014

Of those who have increased their ability

Use big data and analytics to improve
strategic knowledge and inform decision- 59% Have seen a positive outcome
making 53% (2014 DATA)
41% Yet to see a positive outcome

Q7. On a scale from 1 to 10, how important do you think the following elements are for a company to be able to innovate successfully? Top 3. Q19. Has your company increased its
18
ability to analyse large and complex amounts of data over the last year?
 Executives are increasingly recognizing the strategic
value of data and analytics
Importance to be able to innovate successfully: To use big data and analytics to improve strategic
knowledge and inform decision-making (2015)

Over index (2015) Under index (2015)

Global average
87%

61%
83%

2014
78%

77%

77%
75%

73%
2015
68%
67%

66%

65%

65%

65%

65%
64%

64%

63%
61%

60%

60%
59%

59%
58%

58%

57%
56%

55%

54%

53%

53%
51%
50%

48%

47%

46%
45%

44%

44%
42%
40%

40%

40%

40%
34%

30%

30%
Mexico Germany Canada China India Turkey France Australia USA Malaysia Brazil Indonesia South Algeria UAE Nigeria South Russia Poland KSA Israel Sweden Japan
Africa Korea

Q7. On a scale from 1 to 10, how important do you think the following elements are for a company to be able to innovate successfully? Top 3. 2014 To use analytics and
19
predictive knowledge 2015 - To use big data and analytics to improve strategic knowledge and inform decision-making
Collaboration has increased in most markets
The revenue and profit generated by collaborative innovation activities has been growing over the last year

2014
2015

Increased Stable Decreased

89%

88%

88%
87%
86%

85%

83%
82%

82%

82%
81%

81%

80%

79%

79%
77%

76%

76%
75%
72%

72%

71%

71%
70%
70%
68%

67%

67%

67%
66%

66%
65%

65%
64%

64%

63%
61%

61%
60%

60%
57%

54%
52%

50%
41%

41%

Q18A. Has the revenue and profit generated by collaborative innovation activities been growing over the last year? % Yes. Base business executives: 2,748 20
Leaders are more willing to share both the gains and
risks of collaborating, and they are seeing growing
results More than
77%
have increased revenue and profit by collaborative innovation in the last year
up from 64% in 2014. This is even more the case for
85% Those whose innovation 81% Those who find that to come up with
strategies are steered towards radical and disruptive ideas is a challenge
breakthrough innovations preventing their business ability to innovate

Say their firm is open to

sharing the revenue stream The revenue and profit
68% or the revenue losses that generated by collaborative
could be generated through 77%
innovation activities has been
a collaborative innovation growing over the last year
initiative 64% (2014 DATA)

Q18A. Has the revenue and profit generated by collaborative innovation activities been growing over the last year? % Yes. Base business executives: 2,748
Q18B. Is your firm open to sharing the revenue stream or the revenue losses that could be generated through a collaborative innovation initiative? % Yes. Base business 21
executives: 2,748
Leaders are seeing an increasing financial return on
collaborative innovation
The revenue and profit generated by collaborative innovation activities has been growing over the last
year

Over index Under index

Global average
89%

77%
88%

88%

87%

86%

85%

83%

82%

82%

82%

81%

81%

80%

79%

77%

72%

70%

67%

67%

66%

66%

65%

54%
China USA India Mexico Canada UAE Turkey Poland Indonesia France Germany Malaysia Brazil KSA Australia Russia Nigeria Algeria South Sweden South Israel Japan
Africa Korea

Q18A. Has the revenue and profit generated by collaborative innovation activities been growing over the last year? % Yes. Base business executives: 2,748 22
The biggest increase in collaboration has been amongst
smaller businesses
The revenue and profit generated by collaborative innovation activities has been growing over the last year

2014

2015

75% 79% 77%

59% 65% 68%

< 100 101 < 1000 1000+

employees employees employees

Q18A. Has the revenue and profit generated by collaborative innovation activities been growing over the last year? % Yes. Base business executives: 2,748. 23
DISRUPTIVE INNOVATION:
THE SOLUTION AND THE CHALLENGE
There is general agreement (90%), among executives and citizens
alike, that the most innovative companies not only launch new
products and services but also create a new market that didn't
previously exist.

Yet, what if technology evolves faster than businesses can adapt?

81%
of Business Executives
are mindful of the risk of
Digital Darwinism or fear
of becoming obsolete
(FOBO).
Being disruptive is the gold standard for both executives
and citizens but remains a challenging goal

90% 60%
The most innovative companies not only The difficulty to come up with radical
launch new products and services but and disruptive ideas is a key
also create a new market that didn't challenge to innovate efficiently (2015)
previously exist

93% Informed Public 40% Informed Public

47% In the past few years, the development of entirely new

products or services has contributed to the performance of
47% of companies

Q16. For each of the following challenges preventing businesses' ability to innovate efficiently, please say how far each of them applies to your company. The difficulty to 25
come up with radical and disruptive ideas. Net % apply. Base business executives: 2,748.
 Being disruptive is a growing challenge for the
Innovation Champions, with China as an exception
The difficulty to come up with radical and disruptive ideas

Growing challenge Reducing challenge

2014 2015
76%

73%
73%

72%
72%

70%

70%
70%

69%
69%
68%

67%
65%

65%
64%

63%

63%
62%

61%

61%

61%
60%
59%

58%

57%
56%

56%
55%

55%
55%

55%
53%

51%
51%

51%

51%

51%
51%

49%
48%

47%
46%

46%

44%
43%

38%
USA South France Canada Japan Sweden Turkey Russia Australia South Nigeria Malaysia UAE Poland Germany India Brazil China Israel Mexico Algeria Indonesia KSA
Korea Africa

Q16. For each of the following challenges preventing businesses' ability to innovate efficiently, please say how far each of them applies to your company. The difficulty to
26
come up with radical and disruptive ideas. Net % apply. Base business executives: 2,748.
 81% 84%

Business Executives and Informed Publics are

mindful that more and more businesses face
DIGITAL DARWINISM - becoming obsolete as
technology is evolving faster than they can adapt

24%

Only few feel their company is performing

very well at quickly adapting and
implementing emerging technologies
27
While Fear of Becoming Obsolete (FOBO) is a view
shared across the majority of markets

Over index Under index (2015)

Global average
81%

94%
92%
90%

90%
89%

88%

88%

88%

88%

87%
86%

86%
85%

85%

85%

84%

84%
83%

83%

83%
82%
82%

82%

80%

80%
79%

79%

79%

78%

75%

75%
72%

71%

68%

64%

62%
Brazil Australia Malaysia South Canada USA South Nigeria UAE Poland Germany India Mexico Russia China France Indonesia Japan Algeria Sweden KSA Israel Turkey
Korea Africa

Q20. How much do you agree or disagree with the following statements More and more businesses face DIGITAL DARWINISM becoming obsolete as technology is 28
evolving faster that they can adapt. Base business executives: 2,748 informed public: 1,346
EVERYBODYS STARTING UP?
Being disruptive is the gold standard and 81% of Business
Executives recognize the start-up ethos is increasingly becoming
the example norm. They recognize they need to innovate radically
to keep up, but most business leaders favor a safer approach.

With inertia and risk aversion on the rise, incremental innovation is

still driving the bottom line for most business leaders, especially
81%
of Business Executives
those in developed markets. recognize the "start-up"
ethos is increasingly
However, emerging markets, especially in Asia, are embracing becoming the
radical innovation and opportunities to leapfrog. example norm.
The start-up ethos is increasingly becoming the
example norm

81%
of Business Executives and
71% 79% of Informed Publics believe
agree
the "start-up" ethos is increasingly
becoming the example norm for creating
an innovation culture within companies
of all sizes
With digital transformation
we are observing the rise of
nomad employees'

Q4. / Q14. How far do you agree or disagree with the following statements? In my country The start-up ethos is increasingly becoming the example norm for
creating an Innovation culture within companies of all sizes / Q19. How much do you agree or disagree that the following types of ways of working might create a 30
more productive work environment? [Agree + Strongly agree] Base business executives: 2,748. Base informed public: 1,346
The majority of Business Executives continue to favor a
safer approach to Innovation

To protect the core To bring innovative

Maximizing Opening up
business as much as products and/or
performance of new revenue 64%
58% possible, so it services to market as
existing revenue streams and
continues to generate fast as possible
streams and 42% inventing new
the profitability 36% without worrying
business models business
needed to support about the short term
models
research and impact it can have on
innovation efforts the core business

China
Only 1/3 recognize the development of new business models
Country most likely to favor opening up new
revenue streams and invent new business
34% (re-envisioning how a company generates revenue involving major
models changes in the way the company is organized, is managed and
operates) has contributed to the performance of their company

Q14. We are now going to present different innovation strategies. For each you will be shown two options. Please pick the one you feel is the most relevant to your
companys approach. Q15. We are now going to present different views on the ideal innovation process. For each you will be shown two options. We would like 31
you to pick the one you feel is the truest or the most relevant in driving successful innovation. Q9. In the past few years, what kind of innovations has contributed
the most to your companys performance? The development of new business models. Base business executives: 2,748.
Many businesses innovate incrementally as a way to
mitigate risks, even while speed to market is
increasingly a differentiator

46%
To get to market as
quickly as possible to
63% keep an edge on
competition, even if this
Incremental means having an
innovation, imperfect product or
improving service and improving it
existing products along the way
and solutions

Hi-tech/IT
45% Sector most likely to favor breakthrough innovation (45%)

Q14. We are now going to present different innovation strategies. For each you will be shown two options. Please pick the one you feel is the most relevant to your
companys approach. Q15. We are now going to present different views on the ideal innovation process. For each you will be shown two options. We would like 32
you to pick the one you feel is the truest or the most relevant in driving successful innovation. Base business executives: 2,748.
All markets show a preference for incremental innovation
Incremental innovation, improving existing products and solutions vs. breakthrough innovation, launching
products that are completely new and have the ability to disrupt their market

Over index Under index

Global average
63%
75%

73%

70%

70%

67%

66%

66%

66%

66%

64%

64%

63%

60%

60%

59%

59%

59%

58%

58%

57%

56%

55%

54%
Q14. We are now going to present different innovation strategies. For each you will be shown two options. Please pick the one you feel is the most relevant to
33
your companys approach. Base business executives: 2,748.
 Protecting the core business is the priority for most markets
To protect the core business as much as possible, so it continues to generate the profitability needed to support
research and innovation efforts vs. bringing innovative products and/or services to market as fast as possible
without worrying about the short term impact it can have on the core business

Over index Under index

Global average
64%
77%

76%

76%

72%

72%

67%

66%

65%

65%

65%

64%

64%

63%

63%

62%

61%

59%

58%

58%

57%

57%

56%

52%
South Mexico Indonesia Nigeria France China Poland Japan South KSA Malaysia Algeria USA Sweden Canada Brazil India Australia Russia Israel Turkey Germany UAE
Africa Korea

Q15. We are now going to present different innovation strategies. For each you will be shown two options. Please pick the one you feel is the most relevant to
34
your companys approach. Base business executives: 2,748.
The majority of markets prefer to make the most of existing
revenue streams and business models
Maximizing performance of existing revenue streams and business models vs. opening up new revenue streams
and inventing new business models

Over index Under index

Global average
58%
68%

67%

66%

65%

63%

62%

62%

61%

60%

59%

58%

58%

58%

56%

56%

55%

54%

54%

53%

48%

48%

47%

43%
Q14. We are now going to present different innovation strategies. For each you will be shown two options. Please pick the one you feel is the most relevant to
35
your companys approach. Base business executives: 2,748.
Having an innovation strategy and a performance KPIs
framework no longer guarantee success
Does your company have a clear innovation strategy?

62% of those with a clear 57% of those without a clear

innovation strategy still YES No innovation strategy struggle to
struggle to come up with 68% 32% come up with radical and
radical and disruptive ideas disruptive ideas, too

Do measure the contribution of innovation to their

73% business performance

Q12. Does your company have a clear innovation strategy? / Q13. Do you measure the contribution of innovation to your business performance? / Q16. For each
36
of the following challenges preventing businesses ability to innovate efficiently, please say how far each of them applies to your company? Base business
executives: 2,748
We see polarized views in approach to innovation strategies
My company has a clear innovation strategy

Over index Under index (2015)

Global average
68%
88%

87%

86%

80%

80%

79%

77%

77%

74%

73%

71%

69%

68%

66%

66%

63%

60%

56%

56%

54%

50%

49%

38%
Q12. Does your company have a clear innovation strategy? Base business executives: 2,748 37
 Risk taking is also a growing challenge in most markets
Challenges preventing businesses ability to innovate efficiently, the incapacity of the business to take risks

2014 2015
72%

72%

70%
68%

68%

67%

66%

66%
65%

65%
64%

62%

61%

60%

60%

59%
58%
57%

56%
56%

55%
54%

53%

53%
52%

52%

51%
50%

50%

50%

50%
48%

48%

47%

47%
46%

45%
44%

43%

42%

42%
41%

40%

34%

34%
18%
Sweden Mexico South UAE Canada USA India Germany Australia France Japan Malaysia South Brazil Turkey Israel Algeria Russia KSA Indonesia Nigeria China Poland
Korea Africa

Q16. For each of the following challenges preventing businesses ability to innovate efficiently, please say how far each of them applies to your company? Top 2.
38
Base business executives: 2,748. Base informed public: 1,346.
Incremental innovation dominates 58 %
companies performance drivers;
The improvement of
innovation that has a sustainable existing products or
dimension at its core is marginally services
contributing
In the past few years, what kind of innovation has
34%
contributed the most to your companys
performance? The development
of new
business models

Q9. In the past few years, what kind of innovations has contributed the most to your companys performance? Please select up to 5 answers maximum. Base business executives: 2,748. 39
Willingness to accept a longer-term payoff for innovation
is a general challenge, with the exception of the U.S.
and Germany
To be ready to accept long-term ROI to allow for breakthrough innovation (performs extremely well)

Over index Under index

40%

37%

Global average
21%
29%

27%

26%
26%

25%

23%

23%

22%

22%

21%

21%

20%

18%

17%

17%

16%

16%

15%

14%

9%
4%

Q8.K How does your company currently perform against these success criteria: To be ready to accept a long term ROI to allow for breakthrough innovation. %
40
performs extremely well.
Base business executives: 2,748
 Identifying best practices and integrating them internally
is a challenge for businesses
TOP 3 BEST PRACTICES to foster and enable reliable and radical innovation

TOP 3 MOST CHALLENGING best practices to IMPLEMENT

49%
45% 45%
43% 42%
41% 40%
36% 35% 35%
33% 33% 32% 31% 30% 31%

To have a clear process To encourage and To create a connected To reward those within Turn data and analytics To create a set of metrics To rely on consumer To have innovation
and structure in place to reward innovative people culture where idea the organization who into actionable decision to decide which product research as a foundation teams report directly to
manage innovation sharing is facilitated and create the next making tool or service should be for innovative the CEO on a long term
where all the contributing innovation that will make funded or be killed products/services basis
parties are recognized one of their
and rewarded products/services
obsolete

Q11A.2 Which of the following do you see as the top 3 best practices to foster and enable reliable and radical innovation? Q11B. Which of the following do you
41
see as the top 3 most challenging best practices to implement? Base business executives: 2,748
The Informed Public think internal inertia and lack of leadership
prevent business from innovating efficiently, while execs blame
ineffective business models
Challenges preventing businesses ability to innovate efficiently
Business Informed
Executives Public

EFFECTIVE EXTERNAL INTERNAL LACK OF LACK TALENTS/ RISK AVERSION LACK OF

BUSINESS MODEL INNOVATION INERTIA INVESTMENT SKILLSETS LEADERSHIP
INTEGRATION SUPPORT
64% 63% 60% 60% 58% 58%
54%
50% 47%
43% 41% 44%
36% 36%

The difficulty to define an The ability to acquire and The internal inertia and the The lack of sufficient A lack of talent / The incapacity of the The lack of internal
effective business model integrate external incapacity to be nimble, investment and financial inadequate skillset business to take risks support from leadership
to support new ideas and innovations into the failing at rapidly converting support team/top management
make them profitable company as a whole ideas into action

Q16. For each of the following challenges preventing businesses ability to innovate efficiently, please say how far each of them applies to your company? Top 2.
42
Base business executives: 2,748. Base informed public: 1,346.
2016 GE GLOBAL INNOVATION
BAROMETER
SUPPORTING FINDINGS
CREATIVITY AND PROBLEM-
SOLVING KEY FOR FUTURE
WORKFORCE
The future worker is changing. Business Executives are seeking
problem solvers and creativity and the Informed Public are
embracing the start-up ethos, and value flexible and remote work.
However, many think we have a lot to do to prepare for tomorrows
skills needs.
The future worker is changing
Talent acquisition Talent 76%
With digital transformation we are observing
remains the first Leadership commitment 75% the rise of 'NOMAD EMPLOYEES'
innovation success Conducive culture 73% e.g., individuals that do not necessarily seek full-time
factor Tech adoption 70% employment but favor freelancing or contracting modes
Collaboration 68%
And 81% of Business
Meaningful innovation 67%
Executives believe
Knowledge management 66%
the start-up" ethos
is increasingly
Private investment 65% 71% 84%
LT vision 63% agree agree
becoming the
example norm for Analytics 60%
Business Informed
creating an Societal relevance 60% Executives Public

innovation culture Impactful 60%

within companies of New ways of working 60% 59% 54%
all sizes Digital by design 58%
But just over half believe that
Government incentives 57%
the current education system
is adapted to fulfill the private
sectors demand for new
talent and skills
45
Please see notes for question details
 The ideal talent are creative problem solvers, but
entrepreneurs are not fully embraced

What are the main attributes you look for in CANDIDATES when considering them for a job
application? Business Informed
Executives Public

60%
56% 54%
49%
44% 45% 43% 41% 41% 40% 38%
33% 34% 32% 34% 33% 32%
31% 31% 29% 27%
24%

Problem solving Creativity Analytical skills Interpersonal Long term The ability to See the big Enthusiasm for Ability to fit easily A candidate's A candidate's
abilities skills commitment suggest picture company vision within the entrepreneurial ability to navigate
improvements to company culture spirit uncertainty with
existing ways of ease
working

Q20. Beyond having the necessary technical qualifications for a job, what do you think are the main attributes companies are looking for in candidates when
considering them for a job application? Q21. Beyond having the necessary technical qualifications for the job, what are the main attributes you look for in 46
candidates when considering them for a job application? Base business executives: 2,748. Base informed public: 1,346.
The Informed Public thinks the start-up ethos provides
the most productive work environment
Top elements thought to create a more productive work environment

89% 80% 79%

Flexible working hours - Participative management Remote working - where
where employees have a principles where employees work from
degree of freedom to employees elect corporate home, cafes, etc., on a
choose their own working leadership and have a say regular basis
hours in the appointment and
appraisal of their managers

Q19. How much do you agree or disagree that the following types of ways of working might create a more productive work environment? [Agree + Strongly agree]
Base business executives: 2,748. Base informed public: 1,346 47
The Informed Public sees value in changing our ways of
working to create a more productive work environment
Flexible working hours 89%

Participative management 80%

Remote working 79%

Flexible holidays 75%

Open plan 71%

Minimal hierarchy 69%

Satellite offices 62%

Participative salary 60%

Hot desking 50%

Q19. How much do you agree or disagree that the following types of ways of working might create a more productive work environment? [Agree + Strongly agree]
48
Base informed public: 1,346.
Only a few countries feel their education system is ready
to answer the future skills challenge
The current education system is adapted to
fulfill the private sectors' demand for new talent 59% 54%
and skills

Business Executives
90%
85%
83%

Informed Publics
80%
79%

79%

77%

74%

74%

72%

70%

70%

68%

66%
63%

62%

56%
55%

55%
54%

54%

53%

49%
48%
48%
48%
47%

42%
41%
41%

39%

38%

38%
29%

24%
23%
Q4. & Q14. How much do you agree or disagree with the following statements? Base business executives: 2,748. Base informed public: 1,346. 49
The Informed Public in Asia are the most confident that
their education systems are future-facing

The current education system is preparing the

next generation for the jobs of tomorrow
53%
Over index Under index

81% 78% 76%

65%
59% 56%
51% 49% 48%
41% 40%
33%
17%
India China Indonesia South Korea KSA Australia Canada Nigeria USA Mexico Germany France Brazil

Q25. How much do you agree or disagree with the following statements? The current education system is preparing the next generation for the jobs of today?
50
The current education system is preparing the next generation for the jobs of tomorrow
Many emerging markets think businesses should play
an active role in educating their employees for the digital
revolution
The DIGITAL REVOLUTION will increase
BUSINESSES' RESPONSIBILITY to provide 32% 35%
educational support to their employees so they
ensure their skills are always up-to-date
Business Executives
Informed Publics
67%

61%
56%

47%
44%

42%
42%

41%

41%
40%

36%

36%
35%

35%
34%

34%
33%
32%

32%

31%
31%

31%

30%

29%

28%

28%
27%

26%

26%
25%

25%

24%
23%

6%
16%

14%
Algeria Nigeria Indonesia Malaysia USA India Israel Australia Turkey Mexico Canada Russia Brazil France KSA China South UAE Sweden Poland Germany South Japan
Africa Korea

Q22. B. / Q23. B. There is currently a debate around the impact the digital revolution will have on employment. which, if any, of the following outcomes are the
most likely to happen in your country? Base business executives: 2,748. Base informed public: 1,346. 51
Businesses are seen to have a responsibility to skill their
workers for a digital reality

The private sector will have the responsibility to ADDRESS THE

IMPACT OF TECHNOLOGY, and in particular to retool, re-skill and 40%
find new uses for the labor force
Over index Under index
58%

55%

52%

51%

49%

46%

45%

44%

42%

41%

40%

40%

39%

38%

38%

38%

37%

35%

34%

33%

26%

23%

23%
Australia Canada UAE India Algeria Nigeria Turkey Germany Malaysia USA China South Israel Mexico Indonesia Poland KSA South France Brazil Sweden Japan Russia
Africa Korea

Q24. Which, if any, of the following outcomes are the most likely to happen in your country? Base business executives: 2,748 52
MINDS AND MACHINES
WORKING TOGETHER
Business Executives expect the digital revolution will make the
workplace safer and create higher-value roles for workers. Few fear
any negative impact on employment. Executives in the US, India,
China or Germany anticipate a positive outcome in their country,
while Japanese, French or Swedish executives are more skeptical.
Few fear a negative impact of the digital revolution on
employment
Believe the digital What do you anticipate the The digital revolution will New types of jobs
revolution will have a impact of automation to have a positive impact will be created:
negative impact be on jobs in your country? on employment
on employment
Only 22% of 48%
17% 22% Business Executives 54%
only see a negative
Workplace safety
impact
will increase:
One third see a
15% 33% mix of positive 61% 43%
and negative
impact
One third only see
33% a positive impact
Business Executives
Informed Publics

54
Please see notes for question details
 Country perceptions of how the digital revolution will
affect employment vary widely
The DIGITAL REVOLUTION will have a POSITIVE IMPACT on employment

Over index (BEs) Under index (BEs)

78%

76%

74%

73%
70%

69%

68%
67%

66%

66%
65%

64%

64%

63%

62%

62%

59%
58%

55%

55%

54%
52%

50%

49%

49%
48%

45%

44%

44%
43%

43%

43%

41%

39%

38%

31%
India USA China Indonesia Brazil Australia Canada Russia Nigeria Germany Malaysia Mexico Algeria South Israel France South Turkey UAE KSA Poland Sweden Japan
Africa Korea

Q23. A. & Q22. There is currently a debate around the impact the digital revolution will have on employment. In your opinion, what will be the impact of the digital
55
revolution? Net % positive. Base business executives: 2,748. Base informed public: 1,346.
 The digital revolution is expected to change the nature
of work
Which are the most likely outcomes in your country?

Business Informed
Executives Public

53%
48% 48% 48%
45%
42%
34% 35%
32%
29% 29%
23%

Some categories of skilled New types of jobs will be It will enable new and more It will improve the quality of It will increase businesses' There will be a rise in
workers will be in high demand created as old ones are lost flexible ways of working existing jobs, making them responsibility to provide unemployment due to jobs
more enjoyable for educational support to their being destroyed
employees/workers employees so they ensure
their skills are

Q23B. Which, if any, of the following outcomes are the most likely to happen in your country / Q22B. Which, if any, of the following outcomes are the most likely to
56
happen in your country. Base business executives: 2,748. Base informed public: 1,346.
COUNTRY SPECIFICS: THE IMPACT OF
AUTOMATION ON JOBS IN YOUR
COUNTRY

57
There is some polarization concerning the potential
displacement of tasks
Impact of automation on job roles: Drive a displacement of tasks in favor of machines

Over index Under index

48%

47%

45%

45%

45%

44%

40%

37%
37%

37%

35%

34%

34%

32%

31%

30%

30%

29%

29%

28%

25%

24%

17%
South Indonesia Malaysia Germany Turkey Algeria Australia China South Nigeria USA India Canada UAE France Brazil Israel Poland Sweden Russia Mexico KSA Japan
Africa Korea

Q24. Which, if any, of the following outcomes are the most likely to happen in your country? Base business executives: 2,748. 58
The potential negative impact for lower-skilled workers
is not a concern for most Business Executives
Impact of automation on job roles: Limit job opportunities and/or drive wages down for individuals with
lower skills

Over index Under index

44%

42%

42%

42%

42%

41%

39%

39%

38%

36%

36%

35%

34%

33%

33%
33%

32%

32%

29%

28%

26%

26%

24%
Algeria South Nigeria Canada USA Malaysia Germany UAE Turkey India Australia Brazil Sweden Indonesia Mexico South France Russia Poland China Japan Israel KSA
Korea Africa

Q24. We would now like to ask you what you anticipate the impact of automation to be on jobs in your country? Which, if any, of the following outcomes are the
59
most likely to happen in your country? Some can be positive some can be negative. Base business executives: 2,748.
Most Business Executives see the opportunities
automation can create
Impact of automation on job roles: Offer workers opportunities to assume new, potentially higher-value
roles and responsibilities

Over index Under index

62%

59%

58%

57%

57%

57%

56%

55%

53%

53%

53%

51%

47%

44%

43%

42%

41%

41%

40%

38%

35%

35%

32%
Malaysia China Algeria India Canada Russia USA Australia Indonesia France Israel Nigeria Brazil Germany Mexico KSA Poland Turkey UAE Japan Sweden South South
Africa Korea

Q24. We would now like to ask you what you anticipate the impact of automation to be on jobs in your country? Which, if any, of the following outcomes are the
60
most likely to happen in your country? Some can be positive some can be negative. Base business executives: 2,748.
The perception of benefits such as workplace safety are
more contrasted
Impact of automation on job roles: Increase workplace safety; Workers will be moved to supervisory
roles where they no longer have to perform dangerous applications in hazardous settings

Over index Under index

61%

58%

57%

51%

50%

48%

47%

46%

46%

46%

44%

43%

42%

40%

40%

38%
38%

36%

36%

33%

30%

28%

24%
Algeria India China Canada Malaysia KSA Australia Sweden Turkey Russia UAE France USA Poland Israel Indonesia Nigeria Germany Brazil Mexico South South Japan
Africa Korea

Q24. We would now like to ask you what you anticipate the impact of automation to be on jobs in your country? Which, if any, of the following outcomes are the
61
most likely to happen in your country? Some can be positive some can be negative. Base business executives: 2,748.
THE ROI ON COLLABORATION
IS INCREASING
Business Executives say revenue and profit generated by
collaborative innovation activities have yielded an increase in
financial results. Theyre open to risk-sharing associated with
innovation, including revenue streams or losses that could be
generated through collaborative initiatives.
Collaboration has increased in most markets
The revenue and profit generated by collaborative innovation activities has been growing over the last year

2014

2015

Increased Stable Decreased

89%

88%

88%
87%
86%

85%

83%
82%

82%

82%
81%

81%

80%

79%

79%
77%

76%

76%
75%
72%

72%

71%

71%
70%
70%
68%

67%

67%

67%
66%

66%
65%

65%
64%

64%

63%
61%
61%
60%

60%
57%

54%
52%

50%
41%

41%

Q18A. Has the revenue and profit generated by collaborative innovation activities been growing over the last year? % Yes. Base business executives: 2,748 63
Revenue and profit generated by collaborative innovation
activities have yielded an increase in financial results

This is even more the case for

The revenue and profit generated
Those whose innovation
77% by collaborative innovation
activities has been growing over 85 % strategies are steered towards
the last year 64% (2014 DATA) breakthrough innovations

Say their firm is open to sharing Those who find that to come up
68%
the revenue stream or the
revenue losses that could be 81 % with radical and disruptive ideas
is a challenge preventing
generated through a
collaborative innovation initiative their business ability to innovate

Q18A. Has the revenue and profit generated by collaborative innovation activities been growing over the last year? % Yes. Base business executives: 2,748 64
Q18B. Is your firm open to sharing the revenue stream or the revenue losses that could be generated through a collaborative innovation initiative? % Yes. Base
business executives: 2,748
Businesses in most markets are open to sharing the
risks of collaboration
My firm is open to sharing the revenue streams or the revenue losses that could be generated through
a collaborative innovation initiative

More open Global average Less open

68%
83%

80%

80%

78%

75%

74%

73%

72%

72%

72%

71%

70%

70%

69%

67%

66%

65%

64%

62%

53%

52%

48%

47%
India USA Germany France Canada Russia UAE Turkey Mexico Poland Australia Malaysia South Indonesia KSA Sweden China Brazil Nigeria Algeria Japan Israel South
Korea Africa

Q18B. Is your firm open to sharing the revenue stream or the revenue losses that could be generated through a collaborative innovation initiative? % Yes. Base 65
business executives: 2,748
EMERGING MARKETS
FEARLESSLY EMBRACE
INNOVATION
Business Executives from emerging markets are feeling more
optimistic and more empowered by the 4th Industrial Revolution
than their peers in developing economies. Asian markets are
amongst the most excited and confident, emerging markets the
most curious. Informed Citizens in developed markets are feeling
the least in control.

Fewer leaders in emerging markets are also reporting difficulty

coming up with radical and disruptive ideas.
Business Executives from emerging markets feel more
optimistic and more empowered by the 4th Industrial
Revolution
Optimistic 64% Empowered
68% 64%

Over index (Optimism) Under index (Optimism)

88%

88%

86%

84%

84%

81%

81%

79%
78%

78%

78%
77%

77%

77%

77%
76%
76%

75%
74%

74%

70%
69%
68%

66%

66%

66%
65%
63%

63%

63%

63%

60%

59%

59%
53%
52%
51%

50%
48%

48%
39%
37%

36%

34%
33%

33%
67
Q25. How does the prospect of entering a fourth industrial revolution make you feel. Base business executives: 2,748
When it comes to entering a 4th Industrial
Excited
Revolution, Asian and emerging markets feel more
excited 61%
64%
65%

Over index Under index (2015)

81%

80%

78%

78%
77%

77%

76%
75%

75%
74%

73%

70%

69%
69%
69%
67%

66%

65%

64%

63%

63%
61%

61%

61%
59%

59%

55%
52%

51%

51%

50%

48%

43%
42%

28%

25%
Business executives
Informed Publics
Q25. / Q23 How does the prospect of entering a fourth Industrial Revolution make you feel? Base business executives: 2,748. Base informed public: 1,346 68
and Asian markets also feel most confident
Confident

64%
60% 60%

Over index Under index (2015)

80%

80%

78%

76%
75%

75%
74%

74%
72%

72%

72%

70%
67%

66%

65%

65%

63%

63%

62%
62%

61%
60%
59%

59%

54%

51%

50%
47%

47%

46%

44%

43%
42%

38%
34%

21%
Business Executives
Informed Publics
Q25. / Q23 How does the prospect of entering a fourth Industrial Revolution make you feel? Base business executives: 2,748. Base informed public: 1,346 69
Emerging markets are especially curious about the 4th
Curious
Industrial Revolution
64%
70% 72%

Over index Under index (2015)

88%

88%

85%
84%
83%

83%

82%

81%

81%

80%

78%
77%
76%

76%

76%
75%

75%
74%

72%
71%
71%

71%
70%

67%

66%
66%
66%

66%

65%

62%

58%
57%

54%

51%
41%
29%
Business Executives
Informed Publics
Q25. / Q23 How does the prospect of entering a fourth Industrial Revolution make you feel? Base business executives: 2,748. Base informed public: 1,346 70
Informed Publics in developed markets feel the
In control
least in control
64%
59% 48%

Over index Under index (2015)

78%

77%

76%

76%

75%

74%

73%

72%
70%

69%
69%
68%

68%
66%

64%

63%

61%
59%

55%

54%

52%
50%

49%

47%
42%

42%

41%
40%
37%

37%

37%
30%

30%
28%

28%

27%
Business Executives
Informed Publics
Q25. / Q23 How does the prospect of entering a fourth Industrial Revolution make you feel? Base business executives: 2,748. Base informed public: 1,346 71
 And we see being disruptive is a growing challenge for
Innovation champions, with China an exception
The difficulty to come up with radical and disruptive ideas

Growing challenge Reducing challenge

2014 2015
76%

73%
73%

72%
72%

70%

70%
70%

69%
69%
68%

67%
65%

65%
64%

63%

63%
62%

61%

61%

61%
60%
59%

58%

57%
56%

56%
55%

55%
55%

55%
53%
51%

51%

51%

51%

51%
51%

49%
48%

47%
46%

46%

44%
43%

38%
USA South France Canada Japan Sweden Turkey Russia Australia South Nigeria Malaysia UAE Poland Germany India Brazil China Israel Mexico Algeria Indonesia KSA
Korea Africa

Q16. For each of the following challenges preventing businesses' ability to innovate efficiently, please say how far each of them applies to your company. The
72
difficulty to come up with radical and disruptive ideas. Net % apply. Base business executives: 2,748.
Emerging markets are more ready to give access to
their personal data

I am willing to allow I would rather

access to the data I protect my data
generate if this will 64% and not get a
allow me to get a perfect service
better service 36%

Market focus
95%
87% 81% 81%
71% 68% 65%
56% 56% 50%
44% 42% 41%

Nigeria India Indonesia Saudi Arabia China South Korea Brazil Australia Mexico Canada France USA Germany

Q18. Thinking as a consumer, please select which of the statements falls closer to your opinion. Base informed public: 1,346 73
A CALL FOR GREATER
GOVERNMENT SUPPORT
Executives and citizens alike call for public authorities to play a
more supportive role in innovation. While few citizens (12%) believe
their government is the top driver of innovation in their country,
more (30%) think it should be. 57% say their countrys regulations
are not supportive of innovative companies, although emerging
64%
Of citizens are willing to
markets are more positive in their assessment. Most executives share access to their
data if it leads to better
agree that data and privacy regulations are preventing more radical service.
innovation by businesses.
Executives and citizens call for public authorities to play
a more supportive role in innovation

67% 64%

Most believe the private sector is

in the drivers seat of innovation

Few believe their government is driving But more think it should be

12% innovation the most in their country
30% the driving force

Q5. Who do you think is driving innovation the most today in your country? Q6B. Whose responsibility it is to be driving innovation the most in your country? 75
Base informed public: 1,346
Expectations for governments to make innovation a
strategic priority are unequally met

Our government is making innovation a priority

93%
87% 86% Global average
54%
59% 57% 54% 52% 52%
41% 39% 35% 33%

13%
China India Indonesia KSA South Korea Germany Canada Australia France Mexico USA Nigeria Brazil

Q7. Thinking about governments role in innovation - How much do you agree or disagree with the following statements? Our government is making innovation a
76
priority / Our government should focus less on driving innovation in our country [Net % agree]. Base Informed Public: 1,346
China is the only country where the government delivers
in terms of driving innovation

Government is driving innovation the most today in your country

Government should be driving innovation the most today

Larger gaps Smaller gaps

52%
46%
40% 41%
34% 33% 35%
27% 28%
22% 22% 24%
18% 20%
16% 17%
10% 12%
8% 7% 7% 6% 6% 6%
2% 4%

Australia Nigeria South Korea Canada Germany Indonesia France USA Mexico India KSA Brazil China

Q5. Who do you think is driving innovation the most today in your country? Government. Q6B. Whose responsibility it is to be driving innovation the most in your 77
country? Government. Base informed public: 1,346
Over half of citizens think current regulations are not
supporting innovative companies

Regulations Regulations in
in my country my country
today are 57% today are not
supportive 43% supportive of
of innovative innovative
companies companies

Regulations in my country today are not supportive of innovative companies

82% 80%
72%
63% 62% 60% 58% 56% 52% 50% 45% 41%
19%
South Korea Brazil Mexico KSA France Indonesia Nigeria India Germany USA Australia Canada China

Q18. Thinking as a consumer, please select which of the statements falls closer to your opinion. Base informed public: 1,346. 78
Data and privacy regulations are seen to prevent the adoption
and launch of more radical innovation by businesses
Business Executives agree

REGULATIONS AROUND PRIVACY REGULATIONS around PRIVACY and

and DATA PROTECTION are preventing DATA PROTECTION are preventing
businesses from LAUNCHING more 64% 64% businesses from ADOPTING more radical /
radical / transformative innovations transformative innovations
85%

Adopting Launching
82%

79%

79%
77%

76%
76%

75%
75%

74%

74%
73%
73%

71%

70%

70%
69%

69%

69%
68%
65%

65%

65%
64%

63%
62%

62%
61%

61%

61%

61%
60%
59%

58%

58%

58%

57%

56%
55%

55%

53%
49%

47%
43%

32%
30%
India China UAE Australia Indonesia South USA Canada Germany Mexico Malaysia KSA France Brazil Nigeria Japan Russia Turkey South Poland Sweden Algeria Israel
Korea Africa

Q4.A & F How far do you agree or disagree with: Regulations around privacy and data protection are preventing businesses from launching more radical / 79
transformative innovations. / Regulations around privacy and data protection are preventing businesses from adopting more radical / transformative innovations.
Base business executives: 2,748.
Citizens are ready to trust innovative businesses with
their data IF this allows for better service

I am willing to
allow access to I would rather
the data I 64% protect my data
generate if this will and not get a
allow me to get a 36% perfect service
better service

Age groups

71% 62%
55%
45%
38%
29%

25-34 35-45 46-65

year olds year olds year olds

Q18. Thinking as a consumer, please select which of the statements falls closer to your opinion. Base informed public: 1,346 80
THE ENERGY SECTOR IS RIPE
FOR DISRUPTION
Globally there is a belief that the energy market can still benefit
greatly from new innovation approaches. However, energy
companies are less positive about the prospect of the 4th
Industrial Revolution.
The energy sector can benefit greatly from new
innovation approaches
How does the prospect of entering a 4th Industrial
Revolution make you feel?
26% 62%
Indifferent Curious
14% 70%

61% of citizens Pessimistic

24%
15%
60%
68%
Optimistic

believe the energy industry 26% 55%

Disempowered Empowered
would benefit the most 16% 62%
from investment in new 30% 54%
Scared Excited
16% 61%
innovation approaches
31% 50%
Anxious Confident
19% 60%
29% 54%
Lost In control
17% 59%

Energy sector All industries 82

 Innovation in the energy sector is thought to have a
number of possible outcomes/benefits
Innovation in the ENERGY SECTOR, most likely to happen in your country Business Informed
Executives Public

ENERGY ENERGY ENERGY CARBON ENERGY ENERGY

EFFICIENCY DISTRIBUTION COST FOOTPRINT CONSUMPTION INDEPENDENCE

57%
52%
49%
43% 43% 43% 43% 41% 43%
38% 40% 38%

Innovation will improve Innovation will improve Innovation will lower the Innovation will help Innovation will enable Innovation will increase the
energy efficiency, helping energy distribution energy cost significantly reduce the citizens to manage their own energy independence of
consumers use less and carbon footprint energy consumption your country
waste less energy

Q27 / Q24. Thinking now about innovation in the energy sector, which of the following outcomes is the most likely to happen in your country? Base business
83
executives: 2,748. Base informed public: 1,346.
 The most likely outcomes vary by country Informed
Public

100% Energy efficiency Energy distribution Energy consumption Carbon footprint Energy independence Energy cost

90%
80%
70%
60%
50%
40%
30%
20%
10%
0%
Nigeria Australia Indonesia China Canada USA Saudi Arabia India France Germany Brazil Mexico South Korea

Q24. Thinking now about innovation in the energy sector, which of the following outcomes is the most likely to happen in your country?
84
Base Informed Public: 1,346
 The most likely outcomes vary by country Business
Executives

100% Energy Efficiency Energy distribution Carbon footprint Energy cost Energy consumption Energy independence

90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

Q27. Thinking now about innovation in the energy sector, which of the following outcomes is the most likely to happen in your country? Base business executives: 85
2,748
Energy companies have seen the biggest contribution
from existing products/services over the past few years
Types of innovations that have contributed the most to your companys performance in the past few years
energy sector
The improvement of existing products or services
58%
57%

The development of new business processes to improve profitability

46%
50%
37%
The development of more sustainable and eco-friendly processes, products or services
46%

The development of entirely new products or services

47%
44%
The development or improvement of products customized to local circumstances or 44%
conditions 44% Global average

The development of new customer services (CRM, After Sales, Loyalty etc.)
38% Energy sector
38%

The development of more affordable new products and services for the customer
43%
37%
The development of new business models (re-envisioning how a company generates
revenue involving major changes in the way the company is organized, is managed and
34%
operates) 36%

Q9. In the past few years, what kind of innovations has contributed the most to your company's performance? Base business executives: 2,748 86
 Difference between
energy versus all
sectors (% pts)

Energy companies For the top management to proactively support and commit to innovation 7 75%
82%

recognize the To attract and retain the most talented and skilled individuals 1 76%
77%
3 73%
need for a holistic To create an environment and culture conducive to innovation

To identify and work collaboratively with the best business partners 7 68%
76%

approach To be ready to accept a long term ROI to allow for breakthrough innovation 10 63%
75%

73%
To quickly adapt and implement emerging technologies 2 70%
72%
67%
To demonstrate the value of their innovations to clients and users 5 72%
65%
All industries
To attract private sector investment to fund innovative programs 4 69%
Energy related 66%
To capitalize on and actively share knowledge across functions 1 67%
To demonstrate the value of their innovation for Society at large, how it helps address or solve an important issue 60%
6 66%
To have a significant impact on the lives of individuals using their products and services 60%
6 66%
To use big data and analytics to improve strategic knowledge and inform decision-making 60%
5 65%
To put digital capability at the core of their business model 58%
6 64%
To make the most of Government incentives for Innovation 57%
6 63%
To challenge accepted practices and ways of working 60%
2 62%

Q7. On a scale from 1 to 10, how important do you think the following elements are for a company to be able to
87
innovate successfully? Net: Top 3
For more information about the
GE Global Innovation Barometer,
contact or visit:
ANTOINE HARARY MARY KATE NEVIN
Global Managing Director Manager of Public Affairs
Edelman Berland GE
Antoine.Harary@edelmanberland.com Marykate.Nevin@ge.com

TWITTER: GE REPORTS:
@GE_Reports I #GEIB http://www.gereports.com/innovation-barometer

Imagination at work