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Atlas Copco has been named among the Top 100 most
innovative companies in the world by Forbes magazine. Atlas Copco, ranked No.
67, joins Google Inc., Amazon.com,
Inc., Apple, Starbucks, Procter & Gamble and others on the list.
Researchers at Forbes considered a number of factors when
compiling the list, including a company’s Innovation Premium, which projects
company income from existing businesses in addition to anticipated growth, as
well as the net present value of cash flows.
The magazine did not consider peer reviews judged by
many to be a popularity contest based on past results and instead looked to
investors to help determine which companies were best poised for future growth
and return on investment.
"In order to prosper in a global environment that is
as competitive as ever, you must constantly be vigilant for new ways to improve
your business," said Andrew Walker, general manager for Atlas Copco Compressor’s
U.S. operations. "While we are extremely honored to be included by Forbes
among such a prestigious list of innovative companies, we will continue to look
for ways to improve, for ourselves and for our loyal customers who have come to
expect exceptional products and services from Atlas Copco."
The research team at Forbes also identified five critical
skill sets that company leaders should possess to help lead creative work and
drive innovation within a company. These include:
Questioning allows innovators to challenge the status quo
and consider new possibilities
Observing helps innovators detect small details in the
activities of customers, suppliers and other companies that suggest new ways of
Networking permits innovators to gain radically different
perspectives from individuals with diverse backgrounds
Experimenting prompts innovators to relentlessly try out
new experiences, take things apart and test new ideas
Associational thinking drawing connections among
questions, problems or ideas from unrelated fields is triggered by
questioning, observing, networking and experimenting and is the catalyst for
The magazine also looked at what it referred to as the
"3P" framework as a code for innovation within an organization:
people, processes and philosophies.