Generating top-line and bottom-line growth lies at the heart of any organization’s ability to deliver shareholder value. Leading companies today recognise that Innovation is critical to delivering consistent business results in all economic conditions. The speed of change in the new economy has reinforced the value of Innovation and PwC can deliver on this. To be competitive in the global marketplace, organizations need to deliver new products, services and even business models to market quickly, reliably and cost effectively.
Our Innovation offerings help clients develop a wide array of capabilities to achieve market-leading revenue and profitability growth. We have successfully helped many organizations develop new innovative businesses, products and services. We also help our clients build lasting internal capabilities, ranging from Innovation Incubators to global R&D centres to PLM systems, that enable sustained, consistent results. Our unrivalled experience in delivering Innovation capabilities is underpinned by deep knowledge on how to move organisations to both optimise core product/service innovation and development levers and find new paths to growth.
Companies that prioritise innovation to a great extent forecast 10% higher 12-month revenue growth rates than their peers. Also, top CEOs ranked innovation as the number one approach for growth. Increasing competitive pressures and a need to deliver growth mean that CEOs recognise the need to bring new products and services to market quickly and efficiently.
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This publication looks at what organisations need to address to become genuinely innovative and generate full value from their investment.
Industry is radically reframing how it can increase productivity and improve the efficiency and stability of our vehicles, buildings, and electric grids. Cities, campuses, and corporations need to manage energy use more actively and in a more aggregated way. The first step in navigating the opportunities is to start from within.
In today’s world of emerging technologies, emerging markets, and emerging consumer demands, companies must emerge too — out of old molds and into new ones — if they are to survive and thrive. For some companies that means reinventing themselves. For others, it’s about seeking innovative ways to make their business newly relevant.
Product lifecycle management (PLM) implementations often fall short of expectations. Now, leading companies are starting to see ay that PLM projects may deliver the kinds of benefits described in the brochures. One hint: Treat PLM as a critical business system rather than as a productivity tool for engineers.
Expansion does not always bring growth. In fact, with many companies globalising their R&D operations, it can bring just the opposite. As new sites and new talent are acquired and the R&D workforce becomes increasingly dispersed, the capabilities required for full productivity can be easily dissipated, and operational performance can suffer greatly.
Every new product variation drives up complexity and costs. With good complexity management, companies can enhance the customer and consumer experience while improving operational and financial perfor-mance. As the economy recovers, this approach can free up funds and the manufacturing capacity needed for profitable growth.
Christina H Brodie
Tony Davila, Marc Epstien, Robert Shelton
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