Radical innovation: go small or go home
Personal interviews have shown exactly why industrial companies fail when it comes to radical projects and how things could be done better.
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This study involved personal interviews with over 60 C-level executives from 28 industrial companies in Switzerland, Austria and Germany.
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It will help you to learn more about the clear factors for success and innovation blockers.
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We analyse the underlying dynamics we determined to be the cause of those effects and the requirements for a systematic solution to this significant challenge.
Over 80% of the companies surveyed struggle with the very same things. So, what are the most common blockers of innovation?
When the radical innovation team come up against existing processes and KPIs, they don’t stand a chance.
Projects are often launched with lots of unsuitable profiles and just generate discussion instead of output.
Lack of trust and buy-in, and incompatibility with the existing low-risk mindset.
Over 90% of the specialists interviewed consider their existing sales organisation unsuitable for selling their new product.
100% of projects that made it successfully to market struggled with the transition into scale and people describe that process as very long and painful.