presentation at Innovation Roundtable, Sept 26, 2013. Audience. Innovation managers from major European corporations. Strong representations of smaller regional (scandinavian) companies as well.
18. ONE LANGUAGE OF INNOVATION
= GREAT ASSET!
Market
Technology
Resources
Organization
ï§ Learning about market drivers,
value creation and business
viability
Definition
ï§ How should NZ position itself
the value chain?
ï§ Who are NZâs direct
competitors?
Examples
ï§ Understanding technology
drivers, value and economic
feasibility as well as the IPR
situation
ï§ Is the enzyme as stable as
needed?
ï§ Do we have room to manoeuvre
from an IPR perspective
ï§ Accessing funding, people and
organizational competencies
(internal/external)
ï§ Do we have the capabilities
needed?
ï§ Is a partnership the best
approach?
ï§ Gaining and maintaining
organizational legitimacy as well
as regulatory compliance
ï§ Does the new business fit with
current NZ strategy?
ï§ What are the regulatory
blockers?
Categories
Note: The category selection is based on a study by Radical Innovation Group
19. ONE LANGUAGE OF INNOVATION
Market
Technology
Resources
Organization
ï§ Learning about market drivers,
value creation and business
viability
Definition
ï§ How should NZ position itself
the value chain?
ï§ Who are NZâs direct
competitors?
Examples
ï§ Understanding technology
drivers, value and economic
feasibility as well as the IPR
situation
ï§ Is the enzyme as stable as
needed?
ï§ Do we have room to manoeuvre
from an IPR perspective
ï§ Accessing funding, people and
organizational competencies
(internal/external)
ï§ Do we have the capabilities
needed?
ï§ Is a partnership the best
approach?
ï§ Gaining and maintaining
organizational legitimacy as well
as regulatory compliance
ï§ Does the new business fit with
current NZ strategy?
ï§ What are the regulatory
blockers?
Categories
Note: The category selection is based on a study by Radical Innovation Group
TOWER OF BABEL ANALOGY
No common language
-> No progress
21. 2005 - 2009 2009 - 2013 2013 - âŠ
10-in-10 ambition Divisionalisation New CEO
New unified structure
radical innnovation capabilities
building
Enzyme
Business
Bio
Business
CONTINOUS MATURATION OF A FAIRLY CONSTANT GROWTH BET PORTFOLIO
TIME
DISCONTINUITY: RELATIVELY FAST PACE OF ORGANIZATIONAL CHANGE
IMPACTS FOCUS, DIRECTION, MAKE-UP OF BI-DEPARTMENTS
22. 2005 - 2009 2009 - 2013 2013 - âŠ
10-in-10 ambition Divisionalisation New CEO
New unified structure
radical innnovation capabilities
building
Enzyme
Business
Bio
Business
CONTINOUS MATURATION OF A FAIRLY CONSTANT GROWTH BET PORTFOLIO
TIME
RELATIVELY FAST PACE OF ORGANIZATIONAL CHANGE
IMPACTS FOCUS, DIRECTION, MAKE-UP OF BI-DEPARTMENTS
29. DREAM DARE DO (2007, 2008)
Five teams competing:
BioDiet (DK):
China Persistence (CN):
UK OK (UK):
Novo Style (NC):
Wild Cards (US, CH, DK):
Playground for
intrapreneurs
Networking
across organization
and sites
Innovative thinking
Learning plans
otential new
business ideas
Exposure to
ExM and NZ
Show ExM
as risk willingFinal
August 25th
Winner of
DDD 2008
34. THE âTALENT FORGEâ
New Business Development Business Dev. & Acquisitions
DEVELOPING PEOPLE IS A CULTURE
â NOT A SYSTEM
35. 1. Invest in one language of innovation and spread it
2. Quantitative goals and metrics ensure legitimacy
3. Think staircases not moon rockets
4. Balance âradicalâ & âadjacentâ, focus on synergies
5. Donât overengineer your processes and tools
6. Maintain organizational memory because organizational
change outpaces development timelines
7. Investing in New Biz Creation = Investing In People
7 TAKE AWAYS