The View From The Top – 2016 Innovation Report: A conversation with Chairs & CEOs of 20+ major corporations on the state of innovation in Australia

Leung, L; Nikolova, N; Schweitzer, J; Goldsby-Smith, T; Whybrow, T; Jurd, K

The View From The Top – 2016 Innovation Report: A conversation with Chairs & CEOs of 20+ major corporations on the state of innovation in Australia

Leung, L

Nikolova, N

Schweitzer, J

Goldsby-Smith, T Whybrow, T Jurd, K

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Publication Type:: Report
Citation:: 2016, pp. 1 - 40 (40)
Issue Date:: 2016-10-11

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Field	Value	Language
dc.contributor.author	Leung, L https://orcid.org/0000-0001-8781-3669	en_US
dc.contributor.author	Nikolova, N https://orcid.org/0000-0001-5916-3822	en_US
dc.contributor.author	Schweitzer, J https://orcid.org/0000-0002-3145-721X	en_US
dc.contributor.author	Goldsby-Smith, T	en_US
dc.contributor.author	Whybrow, T	en_US
dc.contributor.author	Jurd, K	en_US
dc.date.issued	2016-10-11	en_US
dc.identifier.citation	2016, pp. 1 - 40 (40)	en_US
dc.identifier.uri	http://hdl.handle.net/10453/63776
dc.description.abstract	The study investigates the practices and strategies of boards and executive teams for fostering innovation as well as what barriers hinder innovations. More specifically, the study focuses on how boards and executive teams manage the paradox of investing in exploration vs exploitation of resources. The report demonstrates that most Australian big businesses focus on exploitation of existing resources and solutions, and there is insufficient exploration of new ideas. The report further focuses on how boards support or hinder innovation.	en_US
dc.title	The View From The Top – 2016 Innovation Report: A conversation with Chairs & CEOs of 20+ major corporations on the state of innovation in Australia	en_US
dc.type	Report
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
pubs.organisational-group	/University of Technology Sydney/Strength - HCTD - Human Centred Technology Design
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.confidential	false	en_US
pubs.rights-statement	Research background: This report is located within the business and management innovation literature, and would be of interest to those interested in governance, innovation, digital disruption and transformation, and board diversity. Research contribution: The research was explicitly designed to take an intimate look at the relationship between Boards and CEOs in fostering innovation. Unlike macro-economic high-level reports on innovation and digital transformation, this reports collates anonymised, deep insights directly from those that govern, lead, fund, manage and determine capital allocation to innovation projects. Research significance: This report was funded by Second Road, a strategic innovation firm, and Spencer Stuart, an executive search firm, to provide qualitative insights into innovation in corporate Australia. It is sparked debate and discussion around the board tables of the top ASX-listed companies.	en_US

Abstract:

The study investigates the practices and strategies of boards and executive teams for fostering innovation as well as what barriers hinder innovations. More specifically, the study focuses on how boards and executive teams manage the paradox of investing in exploration vs exploitation of resources. The report demonstrates that most Australian big businesses focus on exploitation of existing resources and solutions, and there is insufficient exploration of new ideas. The report further focuses on how boards support or hinder innovation.

Please use this identifier to cite or link to this item:

http://hdl.handle.net/10453/63776