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The 2011 Global Innovation 2000: Why Culture is Key

In past editions of the Global Innovation 1000, we found that companies focused on developing cutting-edge products and services fall under one of three fundamental innovation strategy models: Need Seekers, Market Readers, and Tech Drivers. This year, our seventh annual study of the world’s 1000 largest corporate R&D spenders focuses on the link between the three strategy models, culture, and organization — and their effect on companies’ alignment to innovation objectives and the impact on financial performance. The key finding: culture is key to innovation success, and its impact on performance is measurable.

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Capabilities-Driven Strategy

The power of coherence: A company's right to win in any market depends not just on external market positioning, and not just on internal capabilities — but on a coherent strategy that aligns them at every level.

The Essential Advantage

In The Essential Advantage: How to Win with a Capabilities-Driven Strategy, Booz & Company partners Paul Leinwand and Cesare Mainardi argue that many companies need to reset the way they develop strategy and show how adopting a capabilities-driven strategy that starts inside the company, with what it already does best, can lead to a measurable performance premium in terms of higher EBIT, ROI, and shareholder return.

Is Your Strategy Coherent?	The Strategy Gap
Ever wonder why some companies have a right to win in all the markets in which they compete? Why their growth initiatives almost always lead to success and their cost-cutting exercises leave them stronger? Take this short test and diagnose how well your organization is positioned for success. read more >	A survey of more than 1,800 respondents, compiled through the Booz & Company Coherence Profiler, shows that executives are pulled in too many directions and that there is a disconnect between companies' strategies and their capabilities. read more >

China for the World

China strategy today doesn't just mean implementing a set of plans for doing business in China — most big companies are already selling to China’s markets and competing against Chinese companies. A true China strategy is different, as Booz & Company's Edward Tse outlines in his new book, The China Strategy. What's needed is a one world strategy: a long-range plan for doing business as a global enterprise in which China is a central and integrated component.

The China Challenge

For global companies, ignoring China is not an option, writes Edward Tse in this article, adapted from The China Strategy, from the Spring 2010 issue of strategy+business. These firms must adapt their strategies to the country’s changing markets, increased competition, and shifting government priorities.

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China Consumer Market Strategies 2011

China Consumer Market Strategies 2011 is based on a survey of 135 companies competing in China and reveals six key trends impacting the Chinese consumer market. This is the first report to provide a clear picture of how companies, both Chinese and multinational companies (MNCs), private and state-owned, are responding to the explosion of consumer activity in China.

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People Challenges in China	Competing for the Global Middle Class
As stand-alone China strategies are increasingly replaced by global strategies that have China at their core, multinational companies (MNCs) have to upgrade the size and quality of their China leadership teams. This would be difficult at the best of times—making it still harder today is both a shortage of talent and the intense competition for that talent. To succeed, MNCs need to rework their talent strategies. They must find new ways of identifying and recruiting top talents, discover how best to localize key posts and invest in development. read this article >	In the 1920s, when Alfred P. Sloan Jr. reorganized General Motors Company, he promised shareholders “a car for every purse and purpose.” Sloan tapped into a teeming middle-class market of Americans who couldn’t afford luxury cars, but nonetheless wanted product options far beyond the “any color so long as it’s black” Model T Ford. This immense U.S. middle-class cohort propelled GM past Ford into a leadership position among carmakers that lasted for the rest of the century. read this article >
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"Resilience"	"China's 2010 CEO Turnover Rate of 5.2%"
The August, 2011 issue of Tsinghua Business Review published a bylined article by Dr. Edward Tse, Chairman of Greater China. Dr. Tse argued that entrepreneurial roots would play a more significant and effective role in building "resilient" companies in a rapidly changing business environment.	The July 7, 2011 issue of Shanghai Morning Post published the interview with Andrew Cainey, Managing Director of Greater China. Mr. Cainey shared his insights on and the findings of China CEO succession.
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