L'innovation Jugaad : Redevenons Ingénieux !

L’innovaon jugaad: Redevenons ingénieux!

Navi Radjou Consultant en innovaon et leadership Fellow à la Judge Business School, Université de Cambridge Membre du World Economic Forum Coauteur de L’Innovaon Jugaad et From Smart To Wise

Commission Innovaon 2030 25 Juin 2013, Paris La “course aux armements” en R&D…

$603 billion: dépense R&D en 2011

Source: Strategy & Business

« Vous ne pouvez pas mere en place un processus Six Sigma et dire : ‘Eh bien, je vais me programmer pour trouver trois bonnes idées le mercredi et deux le vendredi’. Ce n’est pas de cee façon que la créavité fonconne »

Sir George Buckley Ancien Président, 3M

Copyright © Navi Radjou 4 Source: Strategy & Business The quest for innovation has long been a faith-based initiative: Spend more, and profit will come. Are you losing out to nimblerCopyright competitors? © Navi Radjou On the high-cost5 end of global- features ization? Is your sales growth flattening? Are your margins narrowing? Want to prove to Wall Street you’re serious about growth? Don’t worry; just increase the R&D budget. New products or services will emerge that make the difference — won’t they? reportspecial Not so fast. The results of our recent study of the organization’s innovation process — the bets it makes Booz Allen Hamilton Global Innovation 1000 — the and how it pursues them — rather than the magnitude 1,000 publicly held companies from around the world of its innovation spending. that spent the most on research and development in Collaboration is key. The link between spending and 2004 — may provoke a crisis of faith. The study, which performance tends to be strongest in those areas most we believe is the most comprehensive effort to date to under the control of the R&D silo, such as product assess the influence of R&D on corporate performance, design, and weakest in those areas where cross-functional suggests that nonmonetary factors may be the most collaboration is most difficult, such as commercialization. important drivers of a company’s return on innovation These findings conjure up familiar images of frus- investment (ROI2). The major findings: tration. Hardworking R&D teams invest time and Money doesn’t buy results. There is no relationship money in the wrong projects; manufacturing, market- 3 between R&D spending and the primary measures of ing, and sales drop the ball on winning products and economic or corporate success, such as growth, enter- services; and senior executives and policymakers simply prise profitability, and shareholder return. throw more money at research and development in the Size matters. Scale leads to advantage. Larger or- mistaken belief that it will make a difference. When it ganizations can spend a smaller proportion of revenue comes to innovation investment, it appears that in many on R&D than can smaller organizations, and take no cases, less may be more. discernible performance hit. You can be too rich or too thin. Spending more does Innovation’s New Context not necessarily help, but spending too little will hurt. The myth that higher R&D spend translates into com- There isn’t clarity on how much is enough. Instead petitive advantage has been around for decades, but it of clustering into any coherent pattern, R&D budget appears to be particularly strong now. Pick up any busi- levels vary substantially, even within industries. This ness magazine or newspaper. You’ll find ample evidence suggests that no single approach to spending money on of the belief in the effectiveness of larger budgets, for innovation development is universally recognized as the both corporate and national competitiveness: most effective strategy. •“U.S. spending on R&D will also have to in- It’s the process, not the pocketbook. Superior results, crease if the country wants to remain technologically

Photograph Photograph (this page) by Chris Callis in most cases, seem to be a function of the quality of an dominant.” —Fortune, July 2005 Les entreprises sont forcées à innover vite, mieux, et à moindre coût

« Nos équipes sont très lentes. Nous n’innovons pas rapidement. Il faut eﬀectuer des changements de manière systémaque »

Beth Comstock Responsable Markeng, GE

Et si mon frigo pouvait Et si mon frigo pouvait communiquer avec mon portable? fonctionner SANS électricité?

hp://nif.org.in

Kanak Das

hp://economicmes.indiames.com Source: Prof Anil Gupta, IIM-Ahmedabad

Source: gcstz.com/products Source: www.quotednews.com

ingéniosité africaine ingéniosité philippine

Ratan Tata, Chairman, Tata Group

Jeitinho ou Gambiarra au Brésil Zizhu Chuangxin en Chine Do It Yourself (DIY) aux USA

Système D en France

Innovaon structurée: couteuse, rigide, éliste

Inclusive

• Bouleversements démographiques • Changements technologiques • Nouvelles lois • Compétition mondiale • Amoindrissement du pouvoir d’achat

22 L’économie “partagée” condionne l’esprit frugal des consommateurs www.JUGAAD.li

23 L’Economie Circulaire L’Europe: Pionnière de la “fabricaon personnalisée”

ENTREPRISES

L’INNOVATION JUGAAD

GOUVERNEMENTS UNIVERSITES

Source:Siemens

Louis Schweitzer Ex Président, Renault

“Ces partenariats nous ont permis d’apprendre Carlos Ghosn davantage sur L’INGENIERIE FRUGALE” Président de l’Alliance Renault-Nissan

« En Occident, quand on est confronté à de grosses diﬃcultés et que nous manquons de ressources, on a tendance à jeter l’éponge trop vite…

Jugaad consiste Carlos Ghosn à ne jamais baisser les bras ! » Président de l’Alliance Renault-Nissan

Gérard Detourbet Responsable des véhicules www.youtube.com/watch?v=iEIk3RpV6RA d’entrée de gamme

« Nous voulons intégrer—et créer des synergies entre— l’état d’esprit jugaad des ingénieurs indiens et la compétence « geson de projets » de nos équipes françaises et l’experse en technologie avancée de nos équipes R&D japonaises »

Carlos Ghosn CEO, Renault-Nissan

Source: Wikipedia

Claude Lévi-Strauss Source: hp://ia700807.us.archive.org/

Navi Radjou [email protected] @NaviRadjou

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