To read the full version of this content please select one of the options below:

The decade of innovation: from benchmarking to execution

C. Brooke Dobni (Edwards School of Business, Saskatoon, Canada)
Mark Klassen (Edwards School of Business, Saskatoon, Canada)

Journal of Business Strategy

ISSN: 0275-6668

Article publication date: 5 February 2020



This article aims to highlight the results of a Global Innovation Survey from 407 organizations representing 33 countries. This was the third of three surveys conducted by the researchers since 2011. Ten key insights were formulated to gauge the progress of innovation in organizations as well as the practice and success of nine innovation methods (data analytics, design thinking, innovation metrics, etc.) used to support innovation execution.


The survey data was bifurcated into two groups, high and low innovators, by analyzing their innovation scores using a K-means cluster analysis. This was followed by correlational analysis with the innovation practices by these groups. Qualitative survey data was also collected and used to interpret the results.


Overall innovation scores have improved over the decade. Organizations are still struggling with process drivers such as idea management and innovation measures. High innovators are pervasively using innovative methods to advance innovation execution much more than low innovators. The two methods that showed the highest correlation to an innovative culture were design thinking and open innovation.


Comparing the Global Innovation Survey to two other surveys, 2011 Canadian Executives (n = 605) and 2013 US Fortune 1000 (n = 1,203) that use the same innovation measurement scale, provides a unique longitudinal perspective. The nine innovation methods investigated in the Global Innovation Survey provide original insight into how high and low innovative organizations are using methods to advance innovation execution.



Dobni, C.B. and Klassen, M. (2020), "The decade of innovation: from benchmarking to execution", Journal of Business Strategy, Vol. 42 No. 1, pp. 23-31.



Emerald Publishing Limited

Copyright © 2020, Emerald Publishing Limited