Employees' profile:

Capture and retain employees who have a triple brain preference being innovation their first preference, communication the second and planning the third. Only 2,9% of total surveyed people demonstrated to have this triple preference.

Align talent and job functions (people tend to be more innovative when their natural talent is aligned with the work the perform).

Have the right amount of innovators. This factor has a very specific direct correlation with the innovation capacity of the corporations. We have found that the ideal innovator percentage to have inside a company is 35%. Ten percent either above or below this figure does not affect the correlation.

Allow employees to have a good level of control over their own work. Create flexible structures that will allow dynamism within teamwork to start new projects, tools to satisfy clients' and markets' by introducing new products, services or processes that will decrease 'time to market'.
Promote cross-functional work in the company.

Encourage employees to question or challenge company's policies and practices. 73% stated they wouldn't do it. Question what works, as it tends to get old just because "it works" and therefore nobody will challenge it.

A corporation's capacity to predict future trends and design products, processes and services depending on the clients' future necessities is the most relevant factor.

Analyze trends. Promote brainstorming sessions including clients and employees to create the future.

Create innovation projects, allowing sufficient flexibility to generate small "fast-track" innovations.

Implement tools for measuring innovation. 70% of companies do not have a system in place. This will allow the company to understand in which areas they can better manage innovation.

Create an open idea capture system for employees, collaborators and clients, with clear recognition and reward. Up to 63% of the companies surveyed currently do not have this system. However, this system should be acquired only after the right innovation practices are in place. At PROCESOi we have clients who have an idea management software, but employees do not contribute with ideas as their companies do not foster innovation.

Establish a system that permits the evaluation of ideas and opportunities and their inherent risks so the selection of innovative projects is possible. 73% of the participants stated that no such system currently exists where they work.

Build creative spaces within the organization to enable brainstorming and support idea generation.

Do not create an open system for just "dropping" ideas. Ideas need to be driven and therefore the system should allow to ask for ideas for specific company projects.

Developing innovative work behavior throughout the company must be one of the most important priorities for HR directives. This study has proven that when the innovation behavior rating is high, the innovation capacity of the company is high.

Lose the fear of change within the organizations.� The most popular professional activity with 57% of the votes was to INNOVATE, or to make different things.

Encourage employees to learn a second language, specifically English in non-English speaking countries. Bilingual or advanced level of a second language ranks among the highest statistical correlation towards the innovation capacity of a company.

Sponsor knowledge sharing and acquisition. The higher the educational level, the higher the innovative talent.

Invest in creativity and planning training. Encourage risk taking and create systems to learn from mistakes.

Create systems to recognize and reward innovation.