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Deloitte has set up different thinking tanks. An exceptional one is Deloitte University Press who publishes some really good original articles, reports, and periodicals that provide insights for businesses, the public sector, and NGOs. They break down their topics into these:

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Dubbed “Innovation Breakthroughs – Igniting Europe’s Growth” They were celebrating 10 years of the opening of the centre and as you arrived, you saw the cranes at work to double the facility as well as further deepen their commitments within the surrounding community even further.

One such community success story has been the co-location they have with the Technical University of Munich (TUM), where both have evolved to share a real philosophy of creating new knowledge and making it available for the industrial innovation process through this partnership.

They combine in a number of “sweet spots” or research domains, that move the academic creative contributions of science into the industrial researchers alongside, working to advance products, bringing these concepts to commercial fruition.

The event also combine with the announcement of Euro €18.5 Million in New Research Program Funding announced as GE Marks the 10th Anniversary of its Global Research Centre in Europe with its university partners. A further community commitment.

Alongside side this announcement, a White Paper was issued on “The State of European Innovation”, drawing down from the GE Innovation Barometer  and other resources.

I have always liked to read with interest this set of Barometer insights,  and have enjoyed commenting upon (here for example) the results that are published each year. The GE Innovation Barometer I think really does offer valuable insights into innovation thinking by over 3,000 leaders in larger business organizations. It offers good insights into the inner thinking about innovation that has practical implications.

A quick tour of the R&D facilities reveals much about a company

While I was there, I was lucky enough to take a “quick” tour of the GE facility after my small contribution to a fascinating set of debates earlier in the day. I can honestly state the passion, commitment and sense of pride in all the researchers I meet were impressive. It goes way, way beyond putting on a positive spin to the visitor, it is a deep desire and I think a real motivation to push advancement.

Before I went to Munich I really got caught up in GE and its evolving story.
From the outside looking into GE I had felt it was evolving but I was not able to get ‘under the hood’ and see the ‘powerful forces’ that seem to be at work. This event helped trigger that growing awareness and brought it significantly to life for me.

GE often use an awful lot of ‘convening words’ that make you curious to connect to their technologies, and their industry areas and explain how and where these are evolving. I think this thinking has been ‘cranking up’ significantly in the past couple of years, and for good reasons. GE has a good evolving story to tell.

Included in their portfolio are some of the essential aspects of our lives, they connect us, connect enterprises and advance many things and reshape the future. When you hear about “mapped minds”, “brilliant factories”, “extreme machines”, “energy everywhere”, “super materials” and finally their take of the “industrial internet” it confronts you. That was how I felt when I walked through the doors into their lobby area.

For me it was going to be a promising day.
Irrespective of how or where I could contribute, I knew I was going to learn a lot from the event. As it turned out the panel I was invited upon became fairly lively.

I had the pleasure of being on a panel that included Mark Little, the Senior Vice President and Chief Technical Office for GE, Jean Botti, the Chief Technical and Innovation Officer for the Airbus Group and Christian Cahn von Seelen, the Head of Corporate Strategy, China and India Business at Skoda Auto.

The audience ranged from politicians, and senior representatives across industry, research institutions and health and the Q & A I felt could have gone on and on, debating Europe’s innovative future. We simply touched the ‘tip of the iceberg as there are equally dangers lurking not just under the surface as complex problems to tackle.

Yet equally, such a positive mass of deep knowledge, real tangible successes and high absorption of learning across Europe, all needs to be picked apart, mapped out and reconnected in new ways, does provide a promising future in innovative ways to get Europe moving again, in growth, jobs and unified commitments. I only wish it was less left in Politicians and Bureaucratic hands and our institutions and business leaders were more deeply involved in shaping the process, not just lobbying for their specific part.

Plenty of pride, some angst.

Sitting in Germany you can always ‘feel’ that real pride, a clear determination and belief in the achievements made and plenty yet to come-

Equally, you know what will be delivered in much of the approaches can be summarized as making connected sense. Sometimes the rest of Europe does seem to want to ‘pull’ in other ways and that is hard to understand from a German’s perspective. This is part of ‘our’ creative tensions in Europe to be bridged.

It is part of the challenges we face in Europe, connecting all the diversity and opinions of 28 countries to get growth and a real momentum within the European economy going again. Debating the required innovation fits across Europe is complex and challenging.

What I liked in my visit was a reminder that if you combine much that is good from one culture and fuse it in thoughtful ways that capitalise on the diversity of the other or across many, you can really see tangible results. Collaborating on big challenges would be one ‘unifier’.

I think the combination of the fusion of the mindsets of an American company that believes it is a scale-based entrepreneur organization, managing complicated technologies and ‘big things’ and a collection of bright researching minds, all drawn from not just across Europe but many parts of the world, sitting next to a university (TUM) that are plugging into the German way of doing things is a good example of this collaborating across big challenges.

Of course, managing complex situations across cultures can be frustrating but this host of ‘connected points’ strikes me to be a winning formula. Of course in GE’s case, you throw in the connected nine Global Research centres you certainly ‘sense’ this motion towards an accelerating future within GE. 2,000 scientists and engineers and 50,000 technologists. It can make you pause for breath, it’s simply impressive, and ‘living proof’ of connecting minds, knowledge, and cultures with machines on how it can generate results that are advancing what we know today in significant ways.

Then we have the wave of connecting minds and machines.

Mark Little the Chief Technology Officer for GE was heading out of the door early afternoon to catch the flight to get him back to GE’s next event, of connecting minds and machines being held the next day. Now this promises a different, potentially radical new future in industry and GE are placing a lot of resource and commitments into it.

GE is taking a real lead here. In the last three years, they have been ramping up their thinking, dubbed “the industrial internet” and moving into the power of connected industrial assets (the machines) through embedding sensor technology everywhere on the machine, bringing back its data from often hostile environments and through the analytics applied can turn this into ‘intelligent information.’

This offers the potential of real-time decision making, delivering required and necessary insights at the right time, to the operators and business decision-makers so as to manage that dreaded aspect all industries fear of “downtime” better. It also allows for managing more efficiently and effectively the assets.

Already I gather GE has put over £1 billion into this potential game-changing move to transform industry. CEO and Chairman Jeff Immelt’s opening to this event with his headline view: “if you went to bed last night as an Industrial company, you are going to wake up in the morning as a software and analytical company” where the separation between data and industry has vanished. Does this change the business model, I think so.

Of course, Jeff Immelt is saying this, he runs a “big bets company” and they are setting about transforming the industry for competitive advantage. Yet again though, it is the way they seem to be setting about it that makes you feel it is happening and shifting the dynamics of big asset business, in significant ways.

Platforms, Partnerships and the Ecosystem

I strongly believe the future of collaboration is going to be based around platforms and ecosystems, where you bring together the minds and the business interest, gathered around specific but complex issues to solve. GE are working on delivering this.

Through their platform of Predix, GE are providing “industrial-strength software and analytics” and spoke of having 40 apps ready for customer use today at this event. They are also throwing open the platform for others to use, build and develop their apps. GE will offer the backbone, architecture, resilience, and security for others to come onto this platform with growing confidence and work towards ‘apps’ that are even more tailor-specific to their needs beyond ‘just’ sensors.

The partners already working with delivering from this platform are Cisco, Intel and Accenture and GE’s investment in Pivotal will mean the amount of time GE executives will be spending in San Francisco building the resources behind this is a space worth following.

I gather they have 800 data scientists and GE is on a further massive recruit to ramp this up, well over doubling this in the region, to attract and blend the best in talent, software and analytics. I also gathered they have been but recruiting the ‘forty something’ person as well for their business experience, as they sit down and work through issue upon issue with their customers.

It is clearly evolving at some speed, GE are delivering the Medici Effect of breakthrough insights at the intersections of ideas, concepts and cultures. as our world becomes more intersectional when we merge one field into a new, unfamiliar territory for these radical changes in how we will manage in the future.

The combinations of smart machines, enabling technologies, big data modelling and analytics and determining the customer outcomes in increasing collaborations, will radically alter the Business Model of GE in future years, in ways that we yet can’t imagine.

As I left the R&D centre in Munich

As I look up at the crane as I left and saw the shell of the additional building going up in Munich, I can imagine that science, research and technology will fuse in ways that we are only beginning to grasp. I wonder what type of mix of skills that group of future employees will have, far more a blend, perhaps a more broad set, rather than one that is deep only.

We will be seeing software services, a changing portfolio strategy and GE’s scientists, researchers and engineers all managing not just in their deep domains of knowledge but broadening out into far greater engagements alongside customers. It alters and unleashes.

Combining in future ways with the chosen universities, institutions and partners, increasing working through and on these platforms. where collaboration and co-creation will move way beyond today’s open innovation concepts, focusing on bringing ‘synergies’ that deliver those vital winning outcomes.

The future era of innovation suddenly looks even brighter.

So those Asset-intensive industries that are looking to reduce costs, improve efficiencies and search to unlock new sources of customer value, are moving into a ‘connected realisation’ that will bring the industrial internet into increasing focus. It will sit alongside the social side, where the internet of things (IoT) has been making most of the running to date, encroaching far more of our business and personal lives.

The promise of deep, lasting connections and relationships all seem to be offering innovation in a new era of prosperity, were connected enterprise and the connected world come together with very different business models, built on this ‘promise’ of platforms and ecosystems, delivering in very tangible ways through a collaborative common cause.

A place where “Everything connects,” a book written recently by Faisel Hoque, is suggesting where people, insights, capital, infrastructure and ecosystems combine. One where the age of creativity, innovation and sustainability come together as the needed skills required to be continually adaptive.

I’m all for that era. We are at perhaps an inflexion point on the way we are thinking, managing, and collaborating in a connected universe for new growth possibilities. I’d like to believe so and from what I can see, GE is well on their way to working this out in its own, highly focused way.

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Lets focus on the bigger picture here.

Developing our knowledge and then putting it to good use gives us the potential for securing a competitive position- that goes without saying, perhaps.

Living in Europe offers us enormous history, diversity and a constant respect for the make-up of its different cultures.

Europe is a very proud continent forged from this history of competitiveness but it is grappling with its place in the global world where others seem to have a greater present-day advantage.

For many, Europe seems stalled; in jobs, growth and its future space, it seems not so sure on what and where it can effectively compete in a complex and challenging world. There are so many competing voices within, draining vital energy, while others outside Europe are getting on with the job of equipping themselves for the changes taking place to effectively compete in today’s world.

The forging of the European Union needs more ‘heat’ to meld into the force that many want, yet every time it seems to be getting to that required temperature for effecting a real change, someone or something comes along and throws ‘cold water’ on it.

“Herding cats”

Perhaps that idiomatic saying of “herding cats” summarizes many of the discussions and debates that often occur all over Europe, offering up their part of the solution to what seems to me, increasingly an intractable problem. There is this ongoing attempt to control or organize what seems intent on staying uncontrollable or chaotic.

It just seems incredibly difficult to get the required direction or united determination to channel ‘our’ energies, perhaps impossible is a growing feeling that is fuelling even more the nationalistic pride built from centuries of disputes and disagreements in alternating alliances of the day.

Europe in whatever eventual union or collection of entities needs to stop focusing inward as that seems simply not to help. It needs to look outward and recognize the challenges it needs to go after and organize around, that shift the ground it competes on, so it can offer the foundations to build from for many of these individual voices to unite to move all those concerns that need clarity, work and a sense of clear direction. We are focusing on the right aspects to unite behind, to identify with and combine our unique resources.

At present we are all pulling in our own directions, to secure our own piece of the declining economic pie and that is undermining any ability for improved performance.

“Fiddling while Rome burns”

You do get this sense we enjoy “crisis and opportunity”. The institutions and bodies that are set up to lay out the broad direction within the EU, start with good intention and then occupy themselves with a host of unimportant or less important matters and neglect priorities during a crisis. They get lost in the details, determined to defend and spend the budgets and lose sight of the need for clear commercial or social outcomes.

The source of this “fiddling while Rome burns” is the story that Nero played the fiddle (violin) while Rome burned, during the great fire in AD 64. The flaw in this was there was no such instrument as the fiddle (violin) invented in first-century Rome. Equally the events of a fire have been constructed in all the rivalries and conflicting accounts that came after. I get a sense of this today within the EU, we are failing to orchestrate even the violin player, everyone is playing their own tune!

Europe stands at a real crossroads today, where it travels determines its future

It can stay locked up in conflicts, often chaotic decision-making, in its many disputes and simmering rivalries or it can learn from those events across its history and find a different path.

I doubt that path is integration of countries, even freedom of movement or common currencies or a given language. These are ideals suffering from imposition yet we can integrate and combine in ways that allow us as individuals to prosper and grow but also to unite in projects and across challenges that deliver a more promising future.

Grand challenges we can unite behind.
These come from the challenges that should be of the uttermost importance to our future well-being:
1. The long drawn out integrating the digital infrastructure across Europe to bring down the present barriers and allow less of a divide across Europe.
2. The ability to connect across a European energy grid that delivers on security, and is moving purposefully towards clean and efficient alternatives that are economically viable alternatives.
3. The formation of a scientific research community
4. The harmonization of intellectual property to accelerate invention not just protect it
5. The overhaul to our educational system to deliver the required skills we need for the future not based on the past.
6. Putting in place the roadmap to renewables that give investment confidence
7. Adding even more momentum towards key-enabling technologies
8. Having a reusable framework that reduces the ‘throw-away’ culture and mind-set
9. Tackle health and wellbeing in clear, coordinated and integrated ways across all.
10. Redoubling the efforts on food security, sustainable agriculture and land and sea management through a greater agricultural revolution.

I could add a few more but these are all ‘big bites’. We should possible go back to the approach to EU flagship programmes where the big agenda gets the required focus from politicians, bureaucrats, business and our institutions, at every level and engaging in meaningful ways with our broader society, then we are achieving more in ‘common cause’ and integration than where we have been heading recently.

We should push the EU agenda towards delivering integrated models to offer new value and opportunities, the innovation part, as central to achieving the need for new growth and jobs.

These big challenges give us our future, they break down the barriers, they open up our minds to what is the real borders to protect, to push out towards in different ways If we can unlock the barriers and ring-fencing on many of these that are the blocks today, we are laying in the foundation for growth and jobs.

There is nothing new in this appeal but the speed of change occurring outside Europe requires us to shift internal disputes and channel this energy into resolving the big challenges.

Europe needs to shoot for a different moon.

Structural issues are longstanding, we are attempting to protect far too much, we are falling to move towards a ‘creative destruction’ where innovation-lead solutions provide the better alternative in growth and challenge We link to these common causes as they benefit the individual, as well as the communities we are in (national, local, scientific, educational etc).

The push for a common market of ideas and knowledge that are allowed to flow

I detect some positive movement in seizing some of these outstanding big challenges in the way the European Commission is being set up and structured. The new commission structure is pointing to big issues; it is veering away from past integration mantras, wanting to deliver on some of these challenges suggested above.

I just hope it does not extend the list too much or we go down the path of dilution, spreading and stretching our capabilities and resources too thin and ending up with the usual past compromises, all wrought out in eleventh hour late-night deals. Of course this is perhaps wishful thinking and certainly early days.

Can we move out of our fiscal consolidation mind-set? We must

As we continue to have fiscal consolidation, we get rising Euroscepticism. We nibble away not so much at the edges we are actually attacking our core and this is where we are facing the defence of knowledge assets and finding ways to promote by, perhaps, uniting behind our bigger EU challenges.

So where does innovation fit, I’d say front and centre. Every conversation in every boardroom, in every political meeting, at each EU summit and discussion, it is the outcomes we await to hear. These need to be far more centred around innovation in the outcome, not just in nice declarations with little behind them but in cohesive plans that move us towards this agenda of tackling the ‘Big Challenge Agenda’

Scaling and building innovation waves

We need to scale and create the positive waves through innovation. Reality is not in what is going on inside Europe, it is what is happening elsewhere. It is the organization of those knowledge assets to scale and develop the waves of innovation that Asia and America are clustering around in better ways than in Europe.

These can be seen in numerous ways as geographical regions all look for ways to become the dominant force for innovation. Asia, especially China is testing that existing dominance and Europe and others in the West need to embrace that challenge, not attempt to defend against it in legislative efforts but in this necessary knowledge asset re-equipping.

Keeping innovation high on the EU agenda but in new bigger ways
Innovation features higher in national policy than ever before in many parts of the world. Let us all hope Europe does not drop the innovation ball, but cutting its commitments to what has already been hard-fought over, delivered in the Horizon 2020 programme.

Equally let’s not dilute its effort and whittle away its value in thousands of small, perhaps meaningless gestures built on political threat and fragmented thinking.

Getting Europe moving again will need a much bolder vision and then stay focused on funding it if it links into these grand challenges in clear or valuable (experimental) ways that can be a catalyst for others to pick up and run with over the next mile, as innovation is not a sprint, it is a marathon to run, at this big challenge level.

Who is that knocking on my door?
* China has set itself some ambitious innovation targets, in its production of patents, in producing more PhD’s in science and engineering than US institutions or European ones and twice as many undergraduates in these fields than the US.
* China is going about outpacing the US in investments in research and development, it is growing R&D expenditure by 15 to 20% per year, not just to catch up but to drive innovation into its future.
* Asia and America invest more than Europe in R&D at the ratio of 3:3:2. The technology-intensive activity in the Asian region is fast approaching that of North America and Western Europe.
* China’s invention initiatives are producing rapid results as the government seeks increasing actively in cooperation’s with its Asian competitors. Asian countries are mutually fuelling one another’s innovative success
* The precise impact of Asia’s IP expansion is impossible to predict. But its transformative potential is obvious as the commissioners of the patent offices of Japan, South Korea, China and, to a lesser extent, Singapore and Taiwan meet increasingly to define and coordinate their intellectual property (IP) policies although a number of territorial disputes and political divides do often get in the way.

Each of these examples is building future knowledge assets to unlock innovation potential.

* America equally continues to work through a clearer innovation framework than I feel we in Europe seem not to have, or it seems incapable of delivering in our current fragmented view of innovation understanding. We want to spread innovation either too thinly or distort its value and meaning. We need a clear overarching innovation message.
* Take the reports from the “NII Innovate America Council on Competitiveness” or the White House view on “A Strategy for American Innovation” as debate documents or guidance indicators that offer an overarching view of how innovation needs to work and on what is needed to achieve and maintain a competitive position for America, written by both Business leaders and Government officials.

So what’s next?
The European Union has consistently failed to exploit its potential for innovation-based growth. Europe remains less inter-connected in critical areas due to political grandstanding and catering to vested domestic interests.

Does Europe lack the capacity for change as we constantly fail to convert much that seems promising, we are often not commercializing on all our hard work? Others pick up the baton and make the ‘risk’ investments off of the work and initial investments in Europe.

We constantly get caught up in the politics of the day, that seem to continue to divide and rule in old fashion ways, yet technology, science, and innovation are moving at a force and speed we are often guilty of not appreciating its impact or wealth-creating prospective. Innovation does not respect borders, it seamlessly moves across them but we need to forge the infrastructure to allow it to flow in more efficient and effective ways.

It is high time we did understand the real value of innovation, it ‘touches’ us all, we can all ‘feed off it’. We need to mobile around innovation and find the right ways to release our knowledge assets that are residing across Europe in a myriad of guises, waiting for the organizing forces and challenges to unite behind and solve.

We have the latent capability clearly.

**Note : A really useful source of knowledge is this overview of the National Science Board’s Science and Engineering Indicators 2014 highlights some major developments in international and U.S. science and engineering (S&E) that explores many useful indicators in the race of Science, Research and Technology. It’s worth a read.

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What must not be forgotten is that we must manage the innovation activities across all the three horizons of innovation and that adds even more complexity.

What is ensured from this complexity is that you can expect innovation does get very entangled in balancing out the resources that are available and needed, to handle all the conflicting, competing demands placed within the innovation system.

For the innovation teams involved in the multiple tasks, getting this balance right and also trying to justify further support to keep all the activities progressing on time, is tough.

We need to exploit and we need to explore and those often require different mindsets or structures.

Each of the innovation horizons can demand different management’s attention for allocation, response and focus.

Horizon one represents the company’s core businesses today, horizon two includes the rising stars of the company that will, over time, become new core businesses, whereas horizon three consists of nascent business ideas and opportunities that could be future growth engines.

This link takes you to a series of discussions on the three horizons http://tinyurl.com/d97bkhh for a deeper explanation.

Dual needs are often conflicting
How often do you face the real difficulties of striking the right balance between those dual needs of meeting what is important to service in today’s business for short-term performance and targets, with the other critical aspect of pushing the performance into the next horizons of innovation?

Those future horizons that offer the space for the new concepts and ideas that eventually lay down the expected foundations for your continued growth.

Managing across the different horizons really places a complexity for constantly juggling and balancing out different sets of high-yielding performances, often from the same team. To help we need to have a much clearer understanding on the aspects that make up innovation management.

Grouping the necessary activities

Here I’ve attempted to group into what I feel are the four critical focal attributes and their activities that are needed to be managed, planned out and pursue across the innovation horizon mix to deliver on the innovation expected . These need a fairly advanced organisational structure to be managed effectively.

I feel there are four critical activities to balance out across the three innovation time horizons.

1. Strategic planning, portfolio management to manage the growth management pressures
2. Project productivity, execution and disciplines to drive the system
3. Managing relationships, increasing more external through open innovation and emerging new platform management techniques and collaborations to accelerate activities
4. Securing, anchoring and developing the talent to deliver the innovation needed.

These are not so easy to work on simultaneously, it needs some deeper thinking through and management skills to balance the many conflicting pressures found within the innovation system. Here I just discuss the concepts and activities within each.

These need to be thought through individually by each organization to balance out which is not an easy task, often not as well-considered by external observers or advisors as they should be.

• Strategic planning, portfolio management

The balances here are focused more on evaluating emerging opportunities; ensuring portfolio consistency and demonstrating where the portfolio returns lie.

Then strategically and tactically working to exploit and combine any cross-over projects, updating on a constant on-going prioritization the impact of the different growth platforms, and finally monitoring the activities that are working themselves through the innovation system for communicating their changing value.

• Project productivity and execution

Here the focus is far more on the disciplines within the system. The optimization and appropriate allocation of the necessary resources for embedding project management disciplines, demonstrating constantly the validity of what you are doing, reducing rework, demonstrating the value of the activity to meet the required end result going through the innovation pipeline.

There is a growing need is to build up clear prototyping and scaling techniques, plan to ‘inject’ dedicated specialists into projects to drive and offer appropriate advice where needed and be constantly ready to show viability from the work progressing through the pipeline .

Finally, here, there is the need to find the right balance between customization and standardization techniques to provide the optimum yield from these activities.

• Management across external and internal relationships is complex.

More and more open innovation seen as accelerating the innovation activities is placing a real increase on the demands for exploiting and promoting different collaborations platforms.

As there is an increasing need to attract different partners for working across often very diverse platforms this is placing increasing demand in the management of a complex set of dynamics across new and ever-changing relationships with outside parties.

There is a need to explore different techniques here that involve discovery syndicates, venture networks, deploy absorption teams and seeking out a range of idea and technology sourcing networks to feed into the internal organizations process and systems. Each plays its part in providing focus and exploring new yields to accelerate innovation activities.

• Managing the talent needed for innovation

Firstly securing, then anchoring and developing the diverse range of skills required to manage in a complex innovation system is increasing hard to complete.

Not only do you have to map out workforce supply and demand, analyse and account for many different career preferences to meet personal circumstances, you have to leverage the skills across different needs and these three horizons. T

he growing importance of sharing knowledge, both tacit and explicit, that can be fully absorbed and exploited requires an absorptive capacity structure http://tinyurl.com/crtdv86 needs consistent attention and re-fuelling.

Four aspects that offer increasing value are, developing up a system for assessing the impact analysis of where resources can offer the best return, exploring where you can work to improving faster cycle times, building technology and knowledge libraries, and finally exploring different portfolio scenarios, all need to be simultaneously developed and exploited.

Lastly, the structuring of effective teams always needs that consistent attention. The ability to constantly build up the competencies and capacity for more ‘responsive’ and depth in skills.

These are increasingly required to meet the changing innovation activities that are expected over the complete innovation development life cycle, where fresh discoveries are always occurring and you can reposition resources to capitalize on these ‘breaking’ opportunities.

How are you managing across these four?

Each of these four critical attributes is certainly placing increased demand on those that are managing within the innovation system. It requires for some advanced planning and attention within the management of innovation. Of course this grows in complexity by the size of organizations innovation activities and need.

Recognizing each of these four and being able to balance the often conflicting demands across different innovation horizons and competing for scarce resources within organizations is far from easy. It needs dedicated focus within innovation management.

How are you tackling this complex need for different high-yielding management within innovation? This is not an easy task and sometimes we external commentators forget when we keep layering on more ’timely’ advice and poking around with our innovation sticks.

It is always very different when you are in the ‘eye of the storm’ than being the observer.

Certainly a ‘tip of the hat’ to those that manage within this complexity, it is not easy to balance out all the competing, often relentless demands placed on innovation’s exploitation needed across the three different horizons.

Thanks to the Research & Technology Executive Council for their past benchmarking in these areas.

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