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The Innovation-Driven Disruption of the Automotive Value Chain (Part 2)

Corporate Innovation

While reporting record quarterly sales , they are also witnessing two alarming trends. Figure 1 shows the top 20 R&D spenders in 2014, based on data compiled by PwC, where we see (in red) that six of the top 20 companies are incumbent automotive OEMs. Figure 1: Top 20 corporate R&D spenders in 2014. Volkswagen.

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The Innovation-Driven Disruption of the Automotive Value Chain (Part 2)

Corporate Innovation

While reporting record quarterly sales , they are also witnessing two alarming trends. Figure 1 shows the top 20 R&D spenders in 2014, based on data compiled by PwC, where we see (in red) that six of the top 20 companies are incumbent automotive OEMs. Figure 1: Top 20 corporate R&D spenders in 2014. Volkswagen.

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Becoming Real Innovators

Technology Created

Most companies have a well-rehearsed list of the attributes of successful innovation: brainstorm, think outside the box, fail fast, be agile, follow a lean startup approach, build a minimum viable product, ready fire aim, pivot, etc. Executives want to report measurable results with certainty, otherwise the entire effort is deemed a failure.

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Co-creating volume 3

Innovation 360 Group

Governance and reporting structures. Progress reports should come every 1 – 3 months. Reports should be circulated at least weekly or on an interactive real-time dashboard that can be referenced on-demand. Efficient software development does not proceed linearly from ideation to code lock. Operating models.

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Co-creating volume 3

Innovation 360

Governance and reporting structures. Progress reports should come every 1 – 3 months. Reports should be circulated at least weekly or on an interactive real-time dashboard that can be referenced on-demand. Efficient software development does not proceed linearly from ideation to code lock. Operating models.