RS research shows a gap to carry out innovation in the heart of British production

RS research shows a gap to carry out innovation in the heart of British production

New research results show a gap between trust and execution in Great Britain in production in innovation – a separation that could endanger competitiveness in Great Britain in Europe.

The results of RS, which are determined, while a universal 100 percent of the British managers are innovatively innovative for competitiveness, this conviction is not corresponded to a common feeling of urgency or strategic action. Only 57 percent see innovation as the “key to the survival of the business”.

In order to close the gap, a proactive and strategic implementation that invests in an essential technology infrastructure will be decisive. This interruption is further highlighted when considering European competitors, where a significantly larger part of the managers believe that innovation is the key to survival (79% of Italian and 74% of French guides). Since half (50%) viewed European companies as the main competition, this could undermine the general competitiveness of the British processing trade.

Research illuminates systemic obstacles that hinder culture and technology hinder the ability of the sector to enact innovations. During the report, progress in promoting a strong culture of innovation unveiled, 46% of British respondents still state resistance to changes as a primary barrier. This could explain why 34% view their approach to innovation as opportunistic and ad hoc. The technology also holds them back, with only 10% of their technical infrastructure as “very advanced”.

In order to switch from opportunistic to long -term strategic innovations, British manufacturers prioritize in the following technologies: IIOT – The industrial Internet of Things (43%) – Cyberproofness (40%) and advanced analyzes (35%).

Mike Bray, VP of Innovation at RS, says: “The results of our latest research results suggest that many British manufacturers are more approaching as opportunistic persecution than as a non -negotiable component of their long -term strategy. In addition to investing in the right technological foundations, they shift their mindset in the innovation role in the correct innovation roles.”

The full report can be downloaded from the RS website – competitive: Innovation in the British industry

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