Awaken Global Leadership and Innovation Survey 2012

1. Strategies

About the survey (20 minutes)
19 questions, 11 demographic questions

Thank you for participating in Awaken Group's Global Leadership and Innovation Survey. Your participation will help us better understand the needs and challenges that global leaders face today.

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* 1. *Please enter your e-mail address to verify your identity:

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* 2. *Where is your primary base of operations?

United States

Singapore

Other countries (please specify):

BUSINESS STRATEGIES:

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* 3. *How confident do you feel about the growth prospects of your business in the next 12 months?

Very confident

Somewhat confident

Little confident

Not confident

Other (please specify):

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* 4. *How important are the following strategies to your organization in 2012? (Please check one choice per row)

	Critical to succeed	Very important	Required	Nice to have, but not required	Unimportant at present time
Seeking growth in multiple markets outside your home country	Seeking growth in multiple markets outside your home country Critical to succeed	Seeking growth in multiple markets outside your home country Very important	Seeking growth in multiple markets outside your home country Required	Seeking growth in multiple markets outside your home country Nice to have, but not required	Seeking growth in multiple markets outside your home country Unimportant at present time
Implementing user-centric marketing and sales approaches	Implementing user-centric marketing and sales approaches Critical to succeed	Implementing user-centric marketing and sales approaches Very important	Implementing user-centric marketing and sales approaches Required	Implementing user-centric marketing and sales approaches Nice to have, but not required	Implementing user-centric marketing and sales approaches Unimportant at present time
Identifying, attracting and retaining right talent	Identifying, attracting and retaining right talent Critical to succeed	Identifying, attracting and retaining right talent Very important	Identifying, attracting and retaining right talent Required	Identifying, attracting and retaining right talent Nice to have, but not required	Identifying, attracting and retaining right talent Unimportant at present time
Developing leaders and grooming successors	Developing leaders and grooming successors Critical to succeed	Developing leaders and grooming successors Very important	Developing leaders and grooming successors Required	Developing leaders and grooming successors Nice to have, but not required	Developing leaders and grooming successors Unimportant at present time
Innovation in product development to remain competitive in marketplace	Innovation in product development to remain competitive in marketplace Critical to succeed	Innovation in product development to remain competitive in marketplace Very important	Innovation in product development to remain competitive in marketplace Required	Innovation in product development to remain competitive in marketplace Nice to have, but not required	Innovation in product development to remain competitive in marketplace Unimportant at present time
Cutting costs within business	Cutting costs within business Critical to succeed	Cutting costs within business Very important	Cutting costs within business Required	Cutting costs within business Nice to have, but not required	Cutting costs within business Unimportant at present time
Leveraging technological advancements for efficiency and connectivity	Leveraging technological advancements for efficiency and connectivity Critical to succeed	Leveraging technological advancements for efficiency and connectivity Very important	Leveraging technological advancements for efficiency and connectivity Required	Leveraging technological advancements for efficiency and connectivity Nice to have, but not required	Leveraging technological advancements for efficiency and connectivity Unimportant at present time
Corporate branding and reputation building	Corporate branding and reputation building Critical to succeed	Corporate branding and reputation building Very important	Corporate branding and reputation building Required	Corporate branding and reputation building Nice to have, but not required	Corporate branding and reputation building Unimportant at present time
Managing relationships with shareholders	Managing relationships with shareholders Critical to succeed	Managing relationships with shareholders Very important	Managing relationships with shareholders Required	Managing relationships with shareholders Nice to have, but not required	Managing relationships with shareholders Unimportant at present time

Other (please specify):

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* 5. *Over the next 3-5 years, how important are the following strategies for your organization? (Please check one choice per row)

	Critical to succeed	Very important	Required	Nice to have, but not required	Unimportant at present time
Seeking growth in multiple markets outside your home country	Seeking growth in multiple markets outside your home country Critical to succeed	Seeking growth in multiple markets outside your home country Very important	Seeking growth in multiple markets outside your home country Required	Seeking growth in multiple markets outside your home country Nice to have, but not required	Seeking growth in multiple markets outside your home country Unimportant at present time
Implementing user-centric marketing and sales approaches	Implementing user-centric marketing and sales approaches Critical to succeed	Implementing user-centric marketing and sales approaches Very important	Implementing user-centric marketing and sales approaches Required	Implementing user-centric marketing and sales approaches Nice to have, but not required	Implementing user-centric marketing and sales approaches Unimportant at present time
Identifying, attracting and retaining right talent	Identifying, attracting and retaining right talent Critical to succeed	Identifying, attracting and retaining right talent Very important	Identifying, attracting and retaining right talent Required	Identifying, attracting and retaining right talent Nice to have, but not required	Identifying, attracting and retaining right talent Unimportant at present time
Developing leaders and grooming successors	Developing leaders and grooming successors Critical to succeed	Developing leaders and grooming successors Very important	Developing leaders and grooming successors Required	Developing leaders and grooming successors Nice to have, but not required	Developing leaders and grooming successors Unimportant at present time
Innovation in product development to remain competitive in marketplace	Innovation in product development to remain competitive in marketplace Critical to succeed	Innovation in product development to remain competitive in marketplace Very important	Innovation in product development to remain competitive in marketplace Required	Innovation in product development to remain competitive in marketplace Nice to have, but not required	Innovation in product development to remain competitive in marketplace Unimportant at present time
Cutting costs within business	Cutting costs within business Critical to succeed	Cutting costs within business Very important	Cutting costs within business Required	Cutting costs within business Nice to have, but not required	Cutting costs within business Unimportant at present time
Leveraging technological advancements for efficiency and connectivity	Leveraging technological advancements for efficiency and connectivity Critical to succeed	Leveraging technological advancements for efficiency and connectivity Very important	Leveraging technological advancements for efficiency and connectivity Required	Leveraging technological advancements for efficiency and connectivity Nice to have, but not required	Leveraging technological advancements for efficiency and connectivity Unimportant at present time
Corporate branding and reputation building	Corporate branding and reputation building Critical to succeed	Corporate branding and reputation building Very important	Corporate branding and reputation building Required	Corporate branding and reputation building Nice to have, but not required	Corporate branding and reputation building Unimportant at present time
Managing relationships with shareholders	Managing relationships with shareholders Critical to succeed	Managing relationships with shareholders Very important	Managing relationships with shareholders Required	Managing relationships with shareholders Nice to have, but not required	Managing relationships with shareholders Unimportant at present time

Other (please specify):

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* 6. * What is the current geographical presence of your business? Please provide the % breakdown of each category by region. (Please select only where applicable. Each category should add up to 100%)

	Customers (100%)	Suppliers (100%)	Partners (100%)	Investors (100%)	Operations (100%)	Employees (100%)
North America	North America Customers (100%) menu	North America Suppliers (100%) menu	North America Partners (100%) menu	North America Investors (100%) menu	North America Operations (100%) menu	North America Employees (100%) menu
South America	South America Customers (100%) menu	South America Suppliers (100%) menu	South America Partners (100%) menu	South America Investors (100%) menu	South America Operations (100%) menu	South America Employees (100%) menu
Europe	Europe Customers (100%) menu	Europe Suppliers (100%) menu	Europe Partners (100%) menu	Europe Investors (100%) menu	Europe Operations (100%) menu	Europe Employees (100%) menu
Asia	Asia Customers (100%) menu	Asia Suppliers (100%) menu	Asia Partners (100%) menu	Asia Investors (100%) menu	Asia Operations (100%) menu	Asia Employees (100%) menu
Middle East	Middle East Customers (100%) menu	Middle East Suppliers (100%) menu	Middle East Partners (100%) menu	Middle East Investors (100%) menu	Middle East Operations (100%) menu	Middle East Employees (100%) menu
Africa	Africa Customers (100%) menu	Africa Suppliers (100%) menu	Africa Partners (100%) menu	Africa Investors (100%) menu	Africa Operations (100%) menu	Africa Employees (100%) menu
Australia/ New Zealand	Australia/ New Zealand Customers (100%) menu	Australia/ New Zealand Suppliers (100%) menu	Australia/ New Zealand Partners (100%) menu	Australia/ New Zealand Investors (100%) menu	Australia/ New Zealand Operations (100%) menu	Australia/ New Zealand Employees (100%) menu

Other (please specify):

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* 7. *In the next 3 years, what is the anticipated geographical presence of your business? (Please select only where applicable. Each category should add up to 100%)

	Customers (100%)	Suppliers (100%)	Partners (100%)	Investors (100%)	Operations (100%)	Employees (100%)
North America	North America Customers (100%) menu	North America Suppliers (100%) menu	North America Partners (100%) menu	North America Investors (100%) menu	North America Operations (100%) menu	North America Employees (100%) menu
South America	South America Customers (100%) menu	South America Suppliers (100%) menu	South America Partners (100%) menu	South America Investors (100%) menu	South America Operations (100%) menu	South America Employees (100%) menu
Europe	Europe Customers (100%) menu	Europe Suppliers (100%) menu	Europe Partners (100%) menu	Europe Investors (100%) menu	Europe Operations (100%) menu	Europe Employees (100%) menu
Asia	Asia Customers (100%) menu	Asia Suppliers (100%) menu	Asia Partners (100%) menu	Asia Investors (100%) menu	Asia Operations (100%) menu	Asia Employees (100%) menu
Middle East	Middle East Customers (100%) menu	Middle East Suppliers (100%) menu	Middle East Partners (100%) menu	Middle East Investors (100%) menu	Middle East Operations (100%) menu	Middle East Employees (100%) menu
Africa	Africa Customers (100%) menu	Africa Suppliers (100%) menu	Africa Partners (100%) menu	Africa Investors (100%) menu	Africa Operations (100%) menu	Africa Employees (100%) menu
Australia/ New Zealand	Australia/ New Zealand Customers (100%) menu	Australia/ New Zealand Suppliers (100%) menu	Australia/ New Zealand Partners (100%) menu	Australia/ New Zealand Investors (100%) menu	Australia/ New Zealand Operations (100%) menu	Australia/ New Zealand Employees (100%) menu

Other (please specify):

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* 8. *What do you consider are key factors required for your organization to succeed in the above countries? (Please check one choice per row)

	Critical to succeed	Very important	Required	Nice to have, but not required	Unimportant at present time
Ability to work effectively with people from different cultures	Ability to work effectively with people from different cultures Critical to succeed	Ability to work effectively with people from different cultures Very important	Ability to work effectively with people from different cultures Required	Ability to work effectively with people from different cultures Nice to have, but not required	Ability to work effectively with people from different cultures Unimportant at present time
Knowledge and understanding of global trends & issues	Knowledge and understanding of global trends & issues Critical to succeed	Knowledge and understanding of global trends & issues Very important	Knowledge and understanding of global trends & issues Required	Knowledge and understanding of global trends & issues Nice to have, but not required	Knowledge and understanding of global trends & issues Unimportant at present time
Market entry strategy	Market entry strategy Critical to succeed	Market entry strategy Very important	Market entry strategy Required	Market entry strategy Nice to have, but not required	Market entry strategy Unimportant at present time
Offering products & services to fit local context	Offering products & services to fit local context Critical to succeed	Offering products & services to fit local context Very important	Offering products & services to fit local context Required	Offering products & services to fit local context Nice to have, but not required	Offering products & services to fit local context Unimportant at present time
Global vision (perspective on how globalization helps accomplish broader mission, goals)	Global vision (perspective on how globalization helps accomplish broader mission, goals) Critical to succeed	Global vision (perspective on how globalization helps accomplish broader mission, goals) Very important	Global vision (perspective on how globalization helps accomplish broader mission, goals) Required	Global vision (perspective on how globalization helps accomplish broader mission, goals) Nice to have, but not required	Global vision (perspective on how globalization helps accomplish broader mission, goals) Unimportant at present time
Clear leadership practices based on company values and ethics	Clear leadership practices based on company values and ethics Critical to succeed	Clear leadership practices based on company values and ethics Very important	Clear leadership practices based on company values and ethics Required	Clear leadership practices based on company values and ethics Nice to have, but not required	Clear leadership practices based on company values and ethics Unimportant at present time
Effective leadership in local operations	Effective leadership in local operations Critical to succeed	Effective leadership in local operations Very important	Effective leadership in local operations Required	Effective leadership in local operations Nice to have, but not required	Effective leadership in local operations Unimportant at present time
Right local partnerships & alliances	Right local partnerships & alliances Critical to succeed	Right local partnerships & alliances Very important	Right local partnerships & alliances Required	Right local partnerships & alliances Nice to have, but not required	Right local partnerships & alliances Unimportant at present time
Knowledge of local culture, customs, rules & language	Knowledge of local culture, customs, rules & language Critical to succeed	Knowledge of local culture, customs, rules & language Very important	Knowledge of local culture, customs, rules & language Required	Knowledge of local culture, customs, rules & language Nice to have, but not required	Knowledge of local culture, customs, rules & language Unimportant at present time

Other (please specify):

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* 9. *How prepared is your organization to implement the above? (Please check one choice per row)

	Very prepared	Somewhat prepared	Little prepared	Unprepared	Unimportant at present time
Ability to work effectively with people from different cultures	Ability to work effectively with people from different cultures Very prepared	Ability to work effectively with people from different cultures Somewhat prepared	Ability to work effectively with people from different cultures Little prepared	Ability to work effectively with people from different cultures Unprepared	Ability to work effectively with people from different cultures Unimportant at present time
Knowledge and understanding of global trends & issues	Knowledge and understanding of global trends & issues Very prepared	Knowledge and understanding of global trends & issues Somewhat prepared	Knowledge and understanding of global trends & issues Little prepared	Knowledge and understanding of global trends & issues Unprepared	Knowledge and understanding of global trends & issues Unimportant at present time
Market entry strategy	Market entry strategy Very prepared	Market entry strategy Somewhat prepared	Market entry strategy Little prepared	Market entry strategy Unprepared	Market entry strategy Unimportant at present time
Offering right products & services to fit local context	Offering right products & services to fit local context Very prepared	Offering right products & services to fit local context Somewhat prepared	Offering right products & services to fit local context Little prepared	Offering right products & services to fit local context Unprepared	Offering right products & services to fit local context Unimportant at present time
Global vision (perspective on how globalization helps accomplish broader mission, goals)	Global vision (perspective on how globalization helps accomplish broader mission, goals) Very prepared	Global vision (perspective on how globalization helps accomplish broader mission, goals) Somewhat prepared	Global vision (perspective on how globalization helps accomplish broader mission, goals) Little prepared	Global vision (perspective on how globalization helps accomplish broader mission, goals) Unprepared	Global vision (perspective on how globalization helps accomplish broader mission, goals) Unimportant at present time
Clear leadership practices based on company values and ethics	Clear leadership practices based on company values and ethics Very prepared	Clear leadership practices based on company values and ethics Somewhat prepared	Clear leadership practices based on company values and ethics Little prepared	Clear leadership practices based on company values and ethics Unprepared	Clear leadership practices based on company values and ethics Unimportant at present time
Effective leadership in local operations	Effective leadership in local operations Very prepared	Effective leadership in local operations Somewhat prepared	Effective leadership in local operations Little prepared	Effective leadership in local operations Unprepared	Effective leadership in local operations Unimportant at present time
Right local partnerships & alliances	Right local partnerships & alliances Very prepared	Right local partnerships & alliances Somewhat prepared	Right local partnerships & alliances Little prepared	Right local partnerships & alliances Unprepared	Right local partnerships & alliances Unimportant at present time
Knowledge of local culture, customs, rules & language	Knowledge of local culture, customs, rules & language Very prepared	Knowledge of local culture, customs, rules & language Somewhat prepared	Knowledge of local culture, customs, rules & language Little prepared	Knowledge of local culture, customs, rules & language Unprepared	Knowledge of local culture, customs, rules & language Unimportant at present time

Other (please specify):

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* 10. How prepared do you feel for global growth?

Very prepared

Somewhat prepared

Little prepared

Unprepared

Unimportant at present time

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* 11. What is your strategy for preparing for global growth?

PEOPLE STRATEGIES:

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* 12. *Which of the following people strategies are needed for the success of your business in the next 3 years? (Please check one choice per row)

	Critical to succeed	Very important	Required	Nice to have, but not required	Unimportant at present time
Hiring right managers and leaders	Hiring right managers and leaders Critical to succeed	Hiring right managers and leaders Very important	Hiring right managers and leaders Required	Hiring right managers and leaders Nice to have, but not required	Hiring right managers and leaders Unimportant at present time
Grooming candidates internally for specific leadership positions	Grooming candidates internally for specific leadership positions Critical to succeed	Grooming candidates internally for specific leadership positions Very important	Grooming candidates internally for specific leadership positions Required	Grooming candidates internally for specific leadership positions Nice to have, but not required	Grooming candidates internally for specific leadership positions Unimportant at present time
Creating a performance-oriented culture through regular feedback, evaluation and incentives	Creating a performance-oriented culture through regular feedback, evaluation and incentives Critical to succeed	Creating a performance-oriented culture through regular feedback, evaluation and incentives Very important	Creating a performance-oriented culture through regular feedback, evaluation and incentives Required	Creating a performance-oriented culture through regular feedback, evaluation and incentives Nice to have, but not required	Creating a performance-oriented culture through regular feedback, evaluation and incentives Unimportant at present time
Creating or revamping a culture of innovation and creativity	Creating or revamping a culture of innovation and creativity Critical to succeed	Creating or revamping a culture of innovation and creativity Very important	Creating or revamping a culture of innovation and creativity Required	Creating or revamping a culture of innovation and creativity Nice to have, but not required	Creating or revamping a culture of innovation and creativity Unimportant at present time
Building a culture of embracing change, adapting with agility, and managing ambiguity	Building a culture of embracing change, adapting with agility, and managing ambiguity Critical to succeed	Building a culture of embracing change, adapting with agility, and managing ambiguity Very important	Building a culture of embracing change, adapting with agility, and managing ambiguity Required	Building a culture of embracing change, adapting with agility, and managing ambiguity Nice to have, but not required	Building a culture of embracing change, adapting with agility, and managing ambiguity Unimportant at present time
Developing ability to work effectively with people from different cultures	Developing ability to work effectively with people from different cultures Critical to succeed	Developing ability to work effectively with people from different cultures Very important	Developing ability to work effectively with people from different cultures Required	Developing ability to work effectively with people from different cultures Nice to have, but not required	Developing ability to work effectively with people from different cultures Unimportant at present time
Developing leaders at all levels within company	Developing leaders at all levels within company Critical to succeed	Developing leaders at all levels within company Very important	Developing leaders at all levels within company Required	Developing leaders at all levels within company Nice to have, but not required	Developing leaders at all levels within company Unimportant at present time
Attracting, integrating and retaining Gen Y	Attracting, integrating and retaining Gen Y Critical to succeed	Attracting, integrating and retaining Gen Y Very important	Attracting, integrating and retaining Gen Y Required	Attracting, integrating and retaining Gen Y Nice to have, but not required	Attracting, integrating and retaining Gen Y Unimportant at present time
Developing leaders in locations outside home country	Developing leaders in locations outside home country Critical to succeed	Developing leaders in locations outside home country Very important	Developing leaders in locations outside home country Required	Developing leaders in locations outside home country Nice to have, but not required	Developing leaders in locations outside home country Unimportant at present time
Hiring candidates with right skills outside home country	Hiring candidates with right skills outside home country Critical to succeed	Hiring candidates with right skills outside home country Very important	Hiring candidates with right skills outside home country Required	Hiring candidates with right skills outside home country Nice to have, but not required	Hiring candidates with right skills outside home country Unimportant at present time

Other (please specify):

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* 13. *How prepared is your company to implement the above strategies? (Please select one choice per row)

	Very prepared	Somewhat prepared	LIttle prepared	Unprepared	Unimportant at present time
Hiring right managers and leaders	Hiring right managers and leaders Very prepared	Hiring right managers and leaders Somewhat prepared	Hiring right managers and leaders LIttle prepared	Hiring right managers and leaders Unprepared	Hiring right managers and leaders Unimportant at present time
Grooming candidates internally for specific leadership positions	Grooming candidates internally for specific leadership positions Very prepared	Grooming candidates internally for specific leadership positions Somewhat prepared	Grooming candidates internally for specific leadership positions LIttle prepared	Grooming candidates internally for specific leadership positions Unprepared	Grooming candidates internally for specific leadership positions Unimportant at present time
Creating a performance-oriented culture through regular feedback, evaluation and incentives	Creating a performance-oriented culture through regular feedback, evaluation and incentives Very prepared	Creating a performance-oriented culture through regular feedback, evaluation and incentives Somewhat prepared	Creating a performance-oriented culture through regular feedback, evaluation and incentives LIttle prepared	Creating a performance-oriented culture through regular feedback, evaluation and incentives Unprepared	Creating a performance-oriented culture through regular feedback, evaluation and incentives Unimportant at present time
Creating or revamping culture of innovation and creativity within company	Creating or revamping culture of innovation and creativity within company Very prepared	Creating or revamping culture of innovation and creativity within company Somewhat prepared	Creating or revamping culture of innovation and creativity within company LIttle prepared	Creating or revamping culture of innovation and creativity within company Unprepared	Creating or revamping culture of innovation and creativity within company Unimportant at present time
Building a culture of embracing change, adapting with agility, and managing ambiguity	Building a culture of embracing change, adapting with agility, and managing ambiguity Very prepared	Building a culture of embracing change, adapting with agility, and managing ambiguity Somewhat prepared	Building a culture of embracing change, adapting with agility, and managing ambiguity LIttle prepared	Building a culture of embracing change, adapting with agility, and managing ambiguity Unprepared	Building a culture of embracing change, adapting with agility, and managing ambiguity Unimportant at present time
Developing ability to work effectively with people from different cultures	Developing ability to work effectively with people from different cultures Very prepared	Developing ability to work effectively with people from different cultures Somewhat prepared	Developing ability to work effectively with people from different cultures LIttle prepared	Developing ability to work effectively with people from different cultures Unprepared	Developing ability to work effectively with people from different cultures Unimportant at present time
Developing leaders at all levels within company	Developing leaders at all levels within company Very prepared	Developing leaders at all levels within company Somewhat prepared	Developing leaders at all levels within company LIttle prepared	Developing leaders at all levels within company Unprepared	Developing leaders at all levels within company Unimportant at present time
Attracting, integrating and retaining Gen Y	Attracting, integrating and retaining Gen Y Very prepared	Attracting, integrating and retaining Gen Y Somewhat prepared	Attracting, integrating and retaining Gen Y LIttle prepared	Attracting, integrating and retaining Gen Y Unprepared	Attracting, integrating and retaining Gen Y Unimportant at present time
Developing leaders in locations outside home country	Developing leaders in locations outside home country Very prepared	Developing leaders in locations outside home country Somewhat prepared	Developing leaders in locations outside home country LIttle prepared	Developing leaders in locations outside home country Unprepared	Developing leaders in locations outside home country Unimportant at present time
Hiring candidates with right skills outside home country	Hiring candidates with right skills outside home country Very prepared	Hiring candidates with right skills outside home country Somewhat prepared	Hiring candidates with right skills outside home country LIttle prepared	Hiring candidates with right skills outside home country Unprepared	Hiring candidates with right skills outside home country Unimportant at present time

Other (please specify):

INNOVATION STRATEGIES:

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* 14. Please select the quote that best describes you in relation to innovation. (Please check one)

"Innovation is critical to our revenue growth."

"We are passionate about innovation. We enjoy innovating."

"We innovate to become the best."

"Innovation is about driving change that makes the world better."

"Innovation is required for our survival."

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* 15. What does innovation mean to your company? (Check all that apply):

Business model reinvention: offering a completely different value proposition

Product and service development: delivering new products and services

Operational efficiency improvement: re-designing internal business processes and technologies used

More customer engagement and loyalty: inventing new ways of engaging with customer (e.g., social networking)

Market entry: obtaining new market segments

Other (please specify):

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* 16. Our organization expects innovation to come from (Check all that apply):

Collaborative development with partners/ alliances

Government innovation projects, human resource and funding

Foreign markets with more innovative culture

Merger & acquisition of other innovative businesses

In-house development with internal resources

Other (please specify):

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