Organizational learning:

Work with clients to develop new products or services. 60% of the companies surveyed do not have an ideas capture system from their clients. Almost 45% do not identify their main customers, 47% do not work with them in products and/or services development. However, as 73% of the participants declared that they have a good client relationship, there clearly exists an opportunity to develop innovation through collaboration.

Obligation to contribute

Obligation to contribute refers to the extent an employee feels obligated to exceed his/hers employer's expectations, work beyond objectives and contribute with its unique knowledge and talent.

Generate compromise in the work force. 21% of respondents do not feel obligated to provide their knowledge and unique input to their employers. The lowest compromise level was found within the administrative support personnel.

Reward bonus should be granted fairly and clearly. Also rewards should be granted only after exceeding company objectives.

If Spanish corporations want to increase their innovation capacity they need to be open to change, to assume a strategic vision with innovation playing a principal role to increase business profits. More importantly, Spanish companies need to ensure that innovation is ingrained within the culture of the company rather than added on as an afterthought, and this will happen after innovation objectives are clearly defined and systems to measure innovation are in place.

Innovation X-Ray has given PROCESOi important and powerful knowledge and insight into the factors that determine a company's innovation capacity. We hope it has also contributed to a more scientific discussion as to which are the real priorities we should undertake in order to make our companies more innovative.

While the above is a logical, sound, statistically based summary, my 20 years of professional experience around the globe, along with my 42 years of living intensively to acquire some good personal experience, make me inevitably arrive to atypical consultant conclusions, which in my terms this means "simply, clearly and based on common sense" learnings that I feel tempted to share with you:

There are very few innovative people around the globe. Usually hard to find in the corporate world. However, when they work for a large corporation, they are not the "easy-to-deal-with" employees. They are smart, solution and objective driven, full of energy, risk takers, creative, good communicators with a clear mind, and usually hate 'bs'. And this last characteristic is the main reason behind the difficulty to find them in the corporate world. I'll give you some ideas on how to capture and retain them, but forgive me, they are just not traditional, you'll have to walk the extra mile to accomplish it...

Innovators have at least a triple brain preference (they could also be a four-quadrant but they are so few in the world that you'll be targeting future country Presidents, like Barak Obama, therefore I doubt you'll accomplish your objective of persuading them to work for your corporate cause). Their main preference lies on the lower right brain hemisphere, associated with innovation. This means that your targeted human being just loves challenges, thinking and problem solving.