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Innovate to compete

Innovate to compete. Dr Georges Haour Haour@imd.ch Bogazici University, March 27, 2012.

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Innovate to compete

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  1. Innovate to compete Dr Georges Haour Haour@imd.ch Bogazici University, March 27, 2012

  2. Georges Haour is Professor of Innovation Management at the executive education institute IMD. He acts as an adviser on managing R&D/Innovation, entrepreneurship/new ventures and technology commercialisation. For several years, he was involved with the incubator Generics (now Sagentia), in Cambridge, UK. He works with many SMEs and start ups. A few years ago, he acted as expert for the Tubitak document on innovation policy in Turkey Born and raised in Lyon, France, he has a degree in Chemical Engineering from the Higher School of Chemistry ENSCP, in Paris. He holds a Master of Sciences (New York) and a Ph.D. in Chemistry from the University of Toronto, Canada. Prior to IMD, Georges was manager at Battelle, in Geneva, where, for nine years, he led a business unit of 35 staff, carrying out innovation projects for large companies in Europe and Japan. Growing the business to Euro 5 millions per annum, he hired professionals from six countries. Several of his innovations have been licensed to firms, resulting in substantial new business for the client companies. Earlier, he was researcher at ATT's Bell Laboratories, in Murray Hill, New Jersey. He also worked with Marshall McLuhan at his Centre for Culture, Society and Technology, in Toronto. Dr. Haour has 110 publications, 8 patents and four books, including the recent Resolving the Innovation Paradox - Enhancing Growth in Technology Companies, (www.innovationparadox.com ) and his latest book From Science to Business, published in 2011, is on value-creation through effective technology transfer from universities to firms (www.sciencetobusiness.ch ).

  3. Today’s menu • A brief look at the • innovation process • corporations • Trends • Attributes of an innovative firm

  4. Innovation • Something novel, which, in enterprises, aims at commercial success • Involves a people-intensive, messy, idea-to-cash process • May be anywhere, often non-technical

  5. Innovation may be anywhere Brand Intel inside Organization matrix org. dual ladders Products Business model Dell, EasyJet IT enabled Services ATM

  6. Innovating products/services is “messy” Generating Selecting Implementing Ideas & Concepts Feasibility Development Scale up Launch Inputs from customers and stakeholders

  7. Metaphore for the innovation process: the «funnel» Freeze ! Launch Specifications ? Feasible? DOWNSTREAM UPSTREAM • Idea management • “Early failures” • Risk taking • Effectiveness • Project management • Efficient • Discipline • On time

  8. In the pharmaceutical sector,innovation funnel is regulated by FDA and EMEA Pre-Clinical Phases Clinical Trials I Few human Subjects II Limited Number of Patients III Many Patients (>1000) IV Comparative studies Launch Chemistry (active substance?) Pharmacology (how active?) Toxicology (effects?) IND Investigational New Drug NDA New Drug Application • Bringing a molecule to market costs 900 Mio$ • In average, this process takes 12 years

  9. In our time of “globalization”, trends of innovation process are common sense • Federate external inputs • Leverage electronic space effectively • China & India

  10. Trend A: federate with Distributed Innovation ContractResearch Company B • Universities • Government Laboratories • Private Firms • Co-development • Licensing HIGH IMPACT OFFERING INNOVATION PROJECT Company A SMEs and start Ups CorporateVenturing Fund

  11. In Distributed Innovation Company becomes architect of its innovations, in a entrepreneurial perspective, integrating pieces from the external sources into its innovation puzzle… …while retaining a strong, outward-oriented R&D function See: www.innovationparadox.com

  12. Trend B: use better electronic space for • Innovation management: managing teams and preparing/extending face to face meetings • Tapping external sources: solution-seekers find problem-solvers on the web (examples: innocentive and ninesigma)

  13. Trend C: new geography of innovation • China and India, laboratories of the world : in China, 800 non-Chinese R&D units (ICTs and life sciences) • Firms locate R&D units in large, dynamic markets, to also have access to local talent, not forlower cost • Innovate for the Chinese markets, but for the whole world as well • However: • Scarce appropriate personnel • Counterfeiting & (steadily improving) patent situation

  14. Innovation blossoms, where there is • Diversity, anti-conformism, entrepreneurial spirit and some chaos • High motivation • Autonomy of staff Examples: J&J versus Pfizer

  15. ...but corporations • Are submitted to financial tyranny • Aim for efficiency • Favor the stability of the crystal state • Hate mavericks • Have disciplined development process Fostering innovation in firms means mitigating the above

  16. Firms mitigate for innovation in two areas • Managerial practices • Attitudes and values

  17. Managerial practices1- Portfolio of developments projects • Streamline innovation projects… • Risk/return graphs and technology maps to help structure the discussion on prioritizing projects • Innovation board as «control tower» for innovation projects (example: “old”Nokia)

  18. Innovation Board prioritises/guides the innovation projects for maximum competitiveness of the firm Freeze ! Launch Specifications ? Feasible? DOWNSTREAM UPSTREAM

  19. Managerial practices2- Crucial human factor • Truly celebrate innovators • Skunk teams and commando projects (example: catching up on key offering) • Smallish teams regularly reshuffled • Values-driven management (example: Amgen) • Truly « empower » and support people • CEO obsessed by innovation (Apple !)

  20. Managerial Practices (continued) • Smallish R&D sites - below about 500 staff • Invest in ways ensuring meaningful dialogue between units (IT, but also forums, well prepared visits,…) • Partner with universities-three channels: - collaborative developments - licensing - start ups (see: www.sciencetobusiness.ch)

  21. Spinning a start up from R&D lab.

  22. Attitudes & values « Innovation Culture » • Challenging projects • Curiosity of the « why not » ? • Trust • Making mistakes is fully part of learning • Communication & openness • Outward-orientation • Diversity • Autonomy of individuals • Supportive management Hence: motivation, excitement, passion It takes a long time to build

  23. Technical knowledge workers • Value content over process • Identify strongly with their scientific discipline • Have high need for autonomy (10% rule, 20% at Google) • Need organizational stability (M & A temporarily kills innovation) Needed: management by walking around

  24. Connect techno world & business world • Multi-functional projects…. ...but, scarcity of effective managers/leaders of projects • Well prepared « traineeship » of manager in openerdifferent part of firm constitutes an effective mind-opener Needed: researchers-entrepreneurs !

  25. As a firm embarks on its innovation journey… • Critical to be consistent: values, HR rules, practices, all must be aligned to foster innovation • Relentless people-centric execution

  26. Concluding… • Nothing is more crucial for the success of innovation than talent and motivation of the staff • Outward-oriented firm, not only towards customers, but, also, R&D good at scouting and federating external business-oriented technologies • Effective leaders of complex, multi-actor innovation projects: « mini CEOs » bridging science and business, cultural gaps

  27. Connect: Management Development as agent of change Technical Expertise Management Skills Business Sense

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