Summary

Innovation
Index (SII)

FIRM
ACTIVITIES

ENEABLER
S

Human
resources

Open, excellent, attractive research

systems

Finance and
support

Firm
investments

Linkages &
entrepreneurship

OUTPUTS

Intelectual
assets

Economic
effects

Innovators

New doctorate
graduates

International
scientific copublications

R&D
expenditure in
the public
sector

R&D
expenditure in
the business
sector

SMEs
innovating inhouse

PCT patent
applications

SMEs with
product or
process
innovations

Employment
in knowledgeintensive
activities

Population
aged 30-34
with tertiary
education

Top 10% most

cited scientific
publications

Venture
capital

Non-R&D
innovation
expenditure

Innovative
SMEs
collaborating
with others

PCT patent
applications in
societal
challenges

SMEs with
marketing or
organisational
innovations

Medium &
high-tech
product
exports

Youth with at
least upper
secondary
eduationc

Non-EU
doctorate
students

Public-private
copublications

Community
trademarks

High-growth
innovative
firms

Knowledgeintensive
services
exports

Community
trademarks

Sales of new
to market and
new to firm
innovations

HUMAN RESOURCES
New doctorate graduates
Population aged 30-34 completed tertiary education
Yoth aged 20-24 upper secondary level education
OPEN, EXCELLENT, ATTRACTIVE RESEARCH SYSTEMS
International scientific co-publication
Top 10 % most cited scientific publications worldwilde
Non-EU doctorate sutdents
FINANCE AND SUPPORT
R&D expenditure in the business sector
Non-R&D innovation expenditures
FIRM INVESTMENTS
R&D expenditure in the business sector
Non R&D innovation expenditures
LINKAGES & ENTREPRENEURSHIP
SMEs innovating in-house
Innovative SMEs collaborating with others
Public-private scientfic co-publications
INTELLECTUAL ASSETS
PCT patent applications
PCT patent applications in societal challenges
Community trademarks
Community designs
INNOVATORS
SMEs introducing product or process innovations
SMEs introducing marketing or organisational innov.
ECONOMIC EFFECTS
Employment in knowledge-intensive activities
Medium-high and high-tech product exports
Knowledge-Intensive services exports
Sales of new to market and new to firm innovations
Licence and patent revenues from abroad

Modest Innovators

Moderate Innovators

Innovation Followers

Innovation Leaders

Performance lead/gap United States

Doctorate degrees
Tertiary education
International co-publications
Most cited publications
R&D exp. Public sector
R&D exp. Business sector
Public-private co-publications
PCT patents
PCT Patens societal ch.
Medium-high-tech exports
Knowledge-int. Services exp.
License and patent revenues

Change lead/gap United States

Doctorate degree
Tertiary education
International co-publ.
Most cited publications
R&D exp. Public sector
R&D exp. Business
Public-private co-Publ.
PCT patents
PCT Patents societal ch.
Medium-high-tech. exp.
KIS exports
License and patent rev.

Performance lead/gap China

Doctorate degrees
Tertiary education
International co-publications
Most cited publications
R&D exp. Public sector
R&D exp. Business sector
Public-private co-publications
PCT patents
PCT Patens societal ch.
Medium-high-tech exports
Knowledge-int. Services exp.
License and patent revenues

Change lead/gap China

Doctorate degree
Tertiary education
International co-publ.
Most cited publications
R&D exp. Public sector
R&D exp. Business
Public-private co-Publ.
PCT patents
PCT Patents societal ch.
Medium-high-tech. exp.
KIS exports
License and patent rev.

Performance lead/gap India

Doctorate degrees
Tertiary education
International co-publications
Most cited publications
R&D exp. Public sector
R&D exp. Business sector
Public-private co-publications
PCT patents
PCT Patens societal ch.
Medium-high-tech exports
Knowledge-int. Services exp.
License and patent revenues

Change lead/gap India

Doctorate degree
Tertiary education
International co-publ.
Most cited publications
R&D exp. Public sector
R&D exp. Business
Public-private co-Publ.
PCT patents
PCT Patents societal ch.
Medium-high-tech. exp.
KIS exports
License and patent rev.

Performance lead/gap Brazil

Doctorate degrees
Tertiary education
International co-publications
Most cited publications
R&D exp. Public sector
R&D exp. Business sector
Public-private co-publications
PCT patents
PCT Patens societal ch.
Medium-high-tech exports
Knowledge-int. Services exp.
License and patent revenues

Change lead/gap Brazil

Doctorate degree
Tertiary education
International co-publ.
Most cited publications
R&D exp. Public sector
R&D exp. Business
Public-private co-Publ.
PCT patents
PCT Patents societal ch.
Medium-high-tech. exp.
KIS exports
License and patent rev.

A country has a performance lead if the relative score for the indicator is below 0 and a performance lead in the relative score
is above 0.
The EU27 has a performance lead if the relative score for the indicator is below 0 and a performance lead if the relative score
is above 0.
Relative annual growth as compared to that of the EU27 over a 5-year period.

100%
90%
80%
70%
60%
50%
40%
30%
20%
10%
0%

88%

44%
27%

Consumer desires
(Demand pull)

Technology induced
Innovation,
created through own
R&D
(Technology push)

Development of
competitive products

8%

5%

Coincidental results
success

Other impulses

0%

6%
5%

External consultation
(Strategy consultation)

Other means

8%
Working together with
Brainpools/ Idealabs

22%

Joint venture

20%

Increasing the share for

research and
development (R&D)

26%

Collective research with

network partners

Co-operation on R & D
with universities/UAS

40%

Growth of now-how through

employment of new staff

40%

Improved processes

60%

Accurate market
research and needs
clarification

Consequent
orientation
on
consumer utilisation

100%

79%

80%

50%
30%
19%
2%

Research & Development

Primary research

Gaining new scientific

knowledge without
orientation to practical
application

Applied research

Gaining new scientific

knowledge with the objective
of practical application

Development

Utilisation and application of

the scientific knowledge for
new products and processes

high

Degree of
novelty for the
organisation

New-to-world
products

New product
lines

Improvement/
corrections to
existing products

Extension of the
existing product
line

Cost reduction

Repositioning

low
low

Degree of novelty for the market

high

Performance
Physical limitations
Communication bottleneck

Physical limitation
Speed of light

Multi-processor
computer

Single-processor
computer
Development outlay

Activity

Result

Research &
Development

Invention

Market launch

Innovation in
the narrow
sense

Market
acceptance

Imitation
through
competitors

Diffusion

Imitation

Innovation in the broader sense (Innovation process)

Number of adopters in time period

Most customers
adopt new
products to the
middle of the
product cycle

A small portion
of the market
adopts new
products late in
the product cycle

In the beginning
there are
relatively few
adopters

Innovators

Early
Adopters

Majority of customers
(Early)

Laggards

(Late)

Time

Empirical
innovation

Marketinginnovation

Business modelinnovation

Processinnovation
Productinnovation

Structural
Innovation

Turnover

Application
innovation

Disruptive
Innovation

Previous Abyss Skittle alley

market

Tornado

Main market
(early stage)

Main market

(advanced stage)

Time

Main market
(decline)

Rejectionline

Death

Technologies

Technology push

Innovation

Demand pull

Customer needs

Market

Organisation

3,000 rough ideas

(not formulated)

300 submitted
ideas

125 small
projects

4 larger
developments

2 market
launches

1 successful
project

Inside-out process
Outside-in process

Exploitation outside of the

organisation

Knowledge/idea generation
outside of the organisation

Development

Coupled process
Combination of inside-out and
outside-in processes for
collective development and
exploitation

Market

Incremental
innovation
Radical
innovation
Indicators

Birth

Growth

Maturity

Old age/ Decay

Uncertainty about
technical performance
abilities

high

middle

low

very low

Investment in
technology
development

low

maximum

low

negligible

unknown

large

established

declining

Number of patent
developments/ Type of
patent

increasing/
concept patent

high/ based on
procedure

decreasing/ based
on procedure

Barriers to entry

Scientific ability

Personnel

Licenses

Breadth of potential
field of application

Know-how

Product performance

Performance
demanded at the high
end of the market

Performance
demanded at the low
end of the market

Disruptive
technological
innovation

Time

Competitive advantage

high

Pace-making
technology

Key
technology

Future
technology

Basic
technology

Integration in products und processes

high

high

Rate of
innovation

Product
innovation
Process
innovation

low

Process
development

uncoordinated
stage

segmental
stage

systemic
stage

Product
development

performancemaximising

salesmaximising

costminimising

Time

Innovation
rate

Process

Product

Time

Innovation
rate

Process

Product

Time

Digital thinking,
language, reading
organization,
logical thinking
mathematics,
planning,
details,
memory for words and
language

Analogical thinking,
visual thinking,
body language,
rhythm/dance,
holistic experience,
emotions,
synthesis,
memory for people, things
and experiences

Problem: Setting work time

Part problem
Total work time
per week

Alternatives

Work days per

week
Number of
shifts
Paid breaks

41-42
hrs.

40 hrs.

43-44
hrs.

44 hrs.

5 1/2

2<

Yes

Others
Total alternatives

No

P2

P1

Idea 1
Idea 2
Idea3

2
Idea 1
Idea 2
Idea 3

Idea 1
Idea 2
Idea 3

6 participants (P)
3 ideas each
5 handed on

P3

3
P6

idea
n of
o
i
t
a
solid
Con

Idea1
Idea 2
Idea 3

Idea 1
Idea 2
Idea 3
P5

Idea 1
Idea 2
Idea 3

P4

Hiltis mission statement:

We passionately create enthusiastic customers and build a better future!
Normative innovation management
Building and embedding innovation
competence in the top
management team

Corporate values promoting

innovation (integrity, team work,
commitment, courage)

Champion 3C
Corporate strategy

Hilti Innovation Prize

Innovation leadership

Strategic innovation management

Central research and
decentralised (pre-) development
Decentralized innovation
funding/-control

Outside innovation
(e.g. Lead users approach)

Integrated functional
strategies (technologies,
products, clients, sales
channels)
New business programme

Contradiction-oriented
innovation strategy
(e.g. WOIS method)

Operative management
Stage-gate innovation processes/
innovation data management
(SAP & PDM systems)

Research-, technology- and

product development projects

Controlling via innovation ratios

Managing the innovation network
(Communities of Practice)

Structures

Behaviour
Activities
Satisfied customers, staff and partners
Profitable growth

Normative decision process

Vision, Mission Statement

Development of vision, mission

statement, codes of conduct, etc.

Strategy development processes

Market analysis
e.g. SWOT analysis

Strategic analysis, e.g.

SWOT analysis

Industry analysis

Portfolio analysis

Marketing strategy

Skills analysis to build core capabilities

Target market

Analysis of strategic groups

Positioning

Functional management processes

Coordination and management of daily
business

Customer
processes

Buying-cycle-oriented decisions

Performance
processes

Order processing, PPS

Innovation
processes

Innovation management
Product

Controlling:

Financial ratios

Monitoring

Measurement of progress

Price

Promotion Distribution

Marketing mix
Marketing controlling:
Market-related control variables