2018 Innovation Study 

 

Grabbing the opportunity for Innovation

 

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Get your copy of the most up-to-date information on innovation. And find out what enables high-innovative organisations to grab the opportunities for innovation.

You Will Learn:

  • What are the major industry/sector shifts anticipated over the next 5 to 10 years
  • Which innovation techniques are the most innovative organisations using today?
  • How much are the high-innovation organisations investing in innovation?
  • Where should you be investing to compete in the future?
  • What're the most important differences between high-innovation and low-innovation organisations?

Watch a summary of the key findings in this 2 minute video.



 

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2016 Disruption Research Report

2016 Disruption Research Report

   

 
 

In this inaugural edition of Chase’s Disruption Study, we uncover what innovative Australian organisations are doing right in actively embracing disruption. We surveyed 110 organisations from 17 industries and sectors in 2016.  Our goal was to find out what disruption-ready firms are doing differently from their peers

We uncovered significant differences between organisations that are more actively embracing disruption compared to those being disrupted.

We identified that:

  • Innovative Start-up Organisations, Early Adopter Organisations and Advanced Incumbent Organisations are more actively embracing disruption compared to Mainstream Organisations and Disrupted Organisations.
  • Innovative Start-up Organisations are 2.7 times more likely to have a formal disruption/transformation strategy in comparison to Mainstream Organisations and 1.9 times more likely than Disrupted Organisations.
  • Innovative Start-up Organisations products and services are highly dependent on digital technologies. In comparison, Mainstream Organisations had the lowest dependency.
  • Innovative Start-up Organisations are 4.2 times more likely to have realised benefits from their disruption/transformation initiatives in comparison to Mainstream Organisations and 3.9 times more likely than Disrupted Organisations.
  • Innovative Start-up Organisations have the highest expectation for growth. In comparison, the Disrupted Organisations have the lowest expectation for growth.
  • The sample of Innovative Start-up Organisations included micro, small, medium and large sized organisations. 
 
We know that disruption is a process that plays out over time, sometimes quickly and completely, but other times slowly and incompletely, rather than a single event.
— Wessel and Christensen (2012).
 

This raises the important question for mainstream organisations of what to do. If they do nothing, they may end up a disrupted organisation. The insight from this research is that Mainstream Organisations need to carefully evaluate how to adopt the innovative behaviours of innovative start-ups, early adopters and advanced incumbents in order to embrace disruption and ensure long-term profitability and sustainability.

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How to Embrace Disruption Guide

 
Disruption Research Insights.jpg

How to Embrace Disruption Guide 

Plus Deep Innovation Insights

 

We have developed a disruption guide to help organisations carefully evaluate and determine their strategic response to embrace disruption and ensure long-term profitability and sustainability.

Our Key Insights and Disruption Guide builds on our first Disruption Study report with a number of deep insights on the differences in strategy, behaviours and benefits of disruption-ready organisations in comparison to their peers.

During April 2016, 110 organisations answered a disruption survey instrument. The sample was segmented to compare disruption-ready with those organisations that have been disrupted. We defined disruption-ready organisations as innovative start-ups, early adopters and advanced incumbents. We identified that disruption-ready organisations are innovative and have some very clear differences in their strategy, their disruption behaviours and the benefits they have realised when compared to mainstream and disrupted organisations.

We found that disruption-ready organisations are:

  • Realising more customer acquisition, retention and profitability benefits;
  • Generating new income streams;
  • Improving productivity and operating costs; and
  • Increasing overall profitability and sustainability.

in comparison to Mainstream and Disrupted Organisations

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