Asia is now the top regional destination for R&D spending, followed by North America and Europe.
Reports and studies
In spite of the headlines about China’s slowing growth and the country’s efforts to contain stock market bubbles and devalue its currency, the Chinese economy is undergoing a profound shift away from any kind of simple measure of overall GDP growth. Still, China’s markets can continue to be highly rewarding for companies that manage complexity well. We believe every company needs to develop a complexity management strategy, one that by definition is highly customized to each participant.
The digital revolution is moving fast and spurring massive disruptions and transformations in industry after industry. A key sign of its growing importance is the rise of a new kind of executive: the chief digital officer, or.CDO. CDO's who can adapt to rapidly changing circumstances while staying tightly aligned with their companies' business goals will be in the best position to lead the way to a full digital transformation.
In the 2015 Global Innovation 1000 study, Strategy&, PwC’s strategy consulting business, analyzed the flows of R&D spending among companies and countries worldwide. We found that the geographic footprint of innovation has expanded dramatically in the years since our 2008 study, when we first charted the globalization of R&D. The new landscape reflects significant regional shifts, as more companies pursue innovation programs abroad in search of access to top talent and high-growth market.
The 2015 PwC's Strategy& study of connected car technologies shows innovation racing ahead as auto makers unveil new digital services and autonomous driving features. Over the next five years, the connected car could disrupt the entire automotive ecosystem. Already auto makers are taking on new roles as providers of mobility services, while major technology companies are staking their own claims to the connected car and autonomous driving markets.
Leading Chinese companies are making innovation a strategic priority in their business models to stay competitive in global markets, according to a new report conducted by the World Economic Forum in collaboration with Strategy&. A closer study of the practices of Chinese globalization champions revealed the four steps to keep them innovative on the global market.
This year’s report focuses on how companies have improved their CEO succession practices over the past 15 years, the value some are still leaving on the table when they are forced into making a change at the top, and the potential value companies could gain by increasing the share of planned turnovers.
Strategy& and The American Chamber of Commerce in Shanghai (AmCham Shanghai) have since 2011 conducted an annual survey of Chinese companies and MNCs. For the 2014 edition we gathered input from multinational companies (MNCs) and Chinese companies operating in the consumer space. Digital commerce has taken firm root in China, and the migration of consumer attention and engagement into the digital realm has emerged as a top issue for business.
As China makes the notoriously difficult transition from a low-cost to a high-value economy, both local companies and foreign multinationals can win by applying a Fit for Growth approach to develop new capabilities. Yet the specific implications for each group will vary.