Hcg company introduction

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  • Booz Allen Hamilton Standard Colors Colors should be used in the color pairs whenever possible. Do not mix and match colors, use pairs together as shown. Black, White and Gray can be used with any of the other colors. Purple Pantone 2765 R 12 G 4 B 79 Green Pantone 357 R 15 G 67 B 24 Blue Pantone 2 88 R 11 G 31 B 101 Black Pantone Cool Gray 6 R 158 G 158 B 158 Red Pantone 485 R 252 G 5 B 14 Yellow Pantone 3965 R 232 G 244 B 4 Aqua Pantone 319 R 126 G 204 B 189 White
  • Hcg company introduction

    1. 1. Harryson Consulting Group with Avalon Enterprise Open Innovation Seminar Copenhagen, February 25 th , 2009 Harryson Consulting Group: Exploring and Exploiting Deep Blue Oceans Our Value Propositions Harryson Consulting Group
    2. 2. Introducing the Harryson Consulting Group <ul><ul><li>Revenues: 800 000 euro (2008) </li></ul></ul><ul><ul><li>No of Company Members: 12 </li></ul></ul><ul><ul><li>Established in: 2002 </li></ul></ul><ul><ul><li>Annual Growth: 60% </li></ul></ul><ul><ul><li>Offices in: 2 locations (Malmö and Zürich) </li></ul></ul><ul><ul><li>Type of Services : High-end Strategic Technology Management Consulting: </li></ul></ul><ul><ul><li>Growth Through Innovation Strategy </li></ul></ul><ul><ul><li>Low Cost High Margin Innovation </li></ul></ul><ul><ul><li>Web Based Innovation Networks </li></ul></ul><ul><ul><li>Creating and Capturing IP Value </li></ul></ul><ul><ul><li>Managing Momentum From Vision to Value </li></ul></ul><ul><ul><li>Other Important points: </li></ul></ul><ul><ul><li>Focus on Understanding the Full Picture </li></ul></ul><ul><ul><li>Different cultures and backgrounds in a tightly integrated team to understand and address different perspective </li></ul></ul><ul><ul><li>Systematic focus and methodologies for open knowledge sharing to bridge knowledge creation to business implementation </li></ul></ul>Harryson Consulting Group
    3. 3. Auditing, Analyzing and Enhancing NPD and Growth Through Innovation Capabilities – example of client results 1. We meet most of our innovation needs through internal competencies and technologies 2. We leverage external technologies for innovation leadership 3. We leverage external skills for innovation leadership 3.8 0.9 3.1 0.5 2.4 1.1 3.7 0.8 1.8 0.9 3.5 0.8 Current Average Current Std Dev Future Average Future Std Dev Harryson Consulting Group
    4. 4. <ul><li>The GTI process starts by designing a strategic framework for growth – defining the ambition, drivers and criteria of new growth areas. </li></ul><ul><li>Focused business creation workshops lead to a multitude of ideas, which are filtered out and consolidated into early concepts. </li></ul><ul><li>Solid business plans are co-developed for joint business incubation. </li></ul><ul><li>Throughout the process, internal and external expertise and market understanding are leveraged through new types of networking. </li></ul><ul><li>Direct access to 220 Avalon Technology engineers for immediate implementation support </li></ul>Customized Implementation of the Growth Through Innovation Process to Win New Innovation Challenges Harryson Consulting Group
    5. 5. Six tasks define and select the best innovation opportunities with clear roadmaps for implementation Harryson Consulting Group Framing the Platform for Growth Brainstorming Opportunities for Growth Filtering out the Top Ten Candidates Developing and Ranking Top- Level Busi- ness Cases Running Detailed Feasibility Studies Selecting Top Candidates for Growth Strategic Framework with Clear Selection Criteria Hundreds of Ideas 5-15 Initial Concepts 1-3 Selected Innovation Projects 3-6 Business Cases Identify the Right People and Provide the Right Stimulus and Scope for Breakthroughs Use Simplicity and Crystal Clear Criteria to Deal with Complexity Use the Framework for Transparent Selection Set Priorities for Profitable Growth Assess Risk/Reward to Identify and Select Potential Winners Business Need Validation by Lead Customer Board
    6. 6. Implementing Knowledge Networks for Cost-Efficient Growth Acquiring and selecting business Writing the business Servicing customers <ul><li>Which business is most profitable? </li></ul><ul><li>What risks have already been offered and to whom? </li></ul><ul><li>What are the right products in this situation? </li></ul><ul><li>How to better identify risks? </li></ul><ul><li>How to price accurately? </li></ul><ul><li>How to partner with customers to reduce claims frequency? </li></ul><ul><li>What policy and endorsements should I use? </li></ul><ul><li>How to reduce claim severity? </li></ul><ul><li>What Risk Mgmt should I offer my customer? </li></ul><ul><li>Which questions should I ask at a Nuclear plant visit? </li></ul>Immediate knowledge access Earthquake guide Current industry practice Database on burning costs Rating tools, wordings, special clauses Referrals, questionnaires for site visits Recent trends in Nuclear Energy Risk specialists Pricing specialists Claim specialists legal support New ideas for product development New pricing strategies Conference on efficient claim procession process Product specialist External consultants Toolbox Technical documentation Rating/ Pricing UW support documents Risk Engineering Topic Networks Skill Inventory Discussion Corner Knowledge Network Business Process Harryson Consulting Group Business process Knowledge requirements
    7. 7. 1. Continued: Mapping of Step-by-Step process from initiation to completion of a development agreement Harryson Consulting BU BU BU BU BU RAW IDEAS External environment Firm An interactive web-based Open Innovation platform filters a diverse set of ideas and pre-processes it for easier transfer into internal R&D processes. Matching External Ideas with the Internal Organization – Web Based Filtering and Human Match-Making BU BU BU BU Harryson Consulting Group
    8. 8. Please visit VIA 2.0 at www.pioneering-innovation.com (You get an English version by clicking the British Flag in the lower left corner ;-) INTERACTIVE CONTENT USER TOOLKITS CREATE STANDARD IDEA FACT SHEETS Harryson Consulting Group
    9. 9. <ul><li>Identifying the most important Stakeholders of the Corporate IP Office/function </li></ul><ul><li>Assessing the needs of the identified stakeholders </li></ul><ul><li>Aligning Corporate IP Office Activities with Stakeholder Needs and Expectations </li></ul><ul><li>Developing and Delivering IP Training Material </li></ul><ul><li>Results: </li></ul><ul><ul><li>Capturing more IPR </li></ul></ul><ul><ul><li>Incentivizing filing of new strong patents </li></ul></ul><ul><ul><li>Avoiding filing of non-value creating patents </li></ul></ul><ul><ul><li>Avoiding litigations and other possible issues related to IPR </li></ul></ul>Creating and Capturing IP Value Harryson Consulting Group
    10. 10. Professionalizing the Contractual Dimension of Strategic Alliances Harryson Consulting Group D&E TI D&E Line Mgmt D&E PM L&T Scouting Screening Assessment/Due Diligence Confidentiality Agreement Detailed Negotiation Agreement Development Joint Project Planning Kick-off External Communication Internal Communication Documenting Lessons Learned Communicating Lessons Learned
    11. 11. <ul><li>Strategy and controlled execution of transnational knowledge and technology transfers </li></ul><ul><li>Developing Innovation centers abroad while securing their effective corporate integration </li></ul><ul><li>Complete business modelling to assess the cost impact </li></ul>Re-Designing and Re-Location Value Chains to High Growth Regions <ul><li>Identifying the right activities – such as R&D as a whole, or different development steps – to be transferred abroad </li></ul><ul><li>Understanding critical barriers and leveraging the right enablers when transferring parts of the innovation network across countries </li></ul>Harryson Consulting Group
    12. 12. Managing Momentum From Vision to Value – Based on strategic co-ordinates <ul><li>Define the strategic value based co-ordinates of the vision </li></ul><ul><li>Link to operations through a high-performance business scorecard </li></ul><ul><li>Establish an efficient report and communication process </li></ul><ul><li>Enable people to reach the vision through corrective actions and organizational learning </li></ul>Harryson Consulting Group Example Current Position % ROI new products Market share # of patents Sales growth 10% 20% 350 3% One year target % ROI new products Market share 14% 25% # of patent Sales growth 450 6% Ambition % ROI new products Market share 30% 50% # of patents Sales growth 1,000 15% Current Gap: Distance to destination Strategic Speed: Speed of closing the gap to destination
    13. 13. <ul><li>Three strategic levels with different time-perspectives </li></ul><ul><li>Our R&D and Innovation Management expertise serves as an outstanding base for identifying and analyzing the competitive advantages required of our clients to create and sustain high margins through a sustainable innovation leadership position </li></ul><ul><li>Our international team and market research expertise contribute to solid data collection and pricing analyses </li></ul><ul><li>Strategic pricing projects also benefit from our expertise in segmentation and strategic intelligence </li></ul>Capturing the Premium of Innovation through Strategic Pricing Across three Levels Transactional pricing - Short Term Value pricing - Mid Term Innovation leadership - Long Term The Innovation Premium Harryson Consulting Group
    14. 14. <ul><li>Identifying the barriers to increasing margins and identifying and implementing key drivers for a shift from cost plus to value based pricing </li></ul><ul><li>Developing a step-by-step plan for the new Pricing Strategy and supporting its implementation </li></ul>Strategic Pricing Implementation Improving price by 1% increases profitability by 24% Sales Purchased Allocated Operating result 54 23 100 (719) 4 Non- allocated 18 +5 +6 +12 <ul><li>Enhancing pricing capabilities by developing customized IT - based systems for systematic data mining and processing required to calculate and follow up on product contribution margins </li></ul><ul><li>Facilitating the inter-organizational communication and mindset change required for a smooth and successful implementation of a new corporate pricing strategy </li></ul>Harryson Consulting Group +1 +24 1 1
    15. 15. Interlinking Universities to Deliver Extra Client Value Harryson Consulting Group
    16. 16. We supported Spiderman at Porsche in identifying and engaging critical Brainpower <ul><li>Competitive Research Collaboration between two leading universities in Germany </li></ul><ul><li>Carbon Composite Institutes in Scandinavia and Australia </li></ul><ul><li>Deutsche Luft und Raumfahrt </li></ul><ul><li>SGL – leader in Carbon Composite Materials, but no experience in automotive </li></ul><ul><li>Offered greater flexibility and a new partnership – as opposed to using Brembo </li></ul><ul><li>A specialized supplier delivering key-technology to the American F16 Fighters </li></ul>Harryson Consulting Group
    17. 17. The “Brake-Through” captures a significant price premium – and licensing revenues <ul><li>Immediate “brake-contact” through finer tolerances </li></ul><ul><li>Weight reduction of 60 per cent, or 5 kg per wheel </li></ul><ul><li>No fading, shorter braking distance and zero corrosion </li></ul><ul><li>Two leading car manufacturers are already licensing the new technology from Porsche </li></ul><ul><li>Technology transfer within Porsche for ceramic clutches and a new turbo-charger </li></ul>Harryson Consulting Group
    18. 18. We also helped Porsche identify a new technology for low-cost manufacturing of high performance lightweight parts <ul><li>Herstellung von 10 000 Motorhaube pro Jahr mit dem Quickstep Prozess. </li></ul><ul><li>Materialkosten 21 % geringer als mit Autoklav. </li></ul><ul><li>Werkzeugskosten 62 % geringer als mit Autoklav. </li></ul><ul><li>Investitionskosten 62 % geringer als mit Autoklav. </li></ul><ul><li>Lay-Up, Bagging und Aushärtungsarbeit 25 % geringer als mit Autoklav. </li></ul><ul><li>Energiekosten 80 % geringer als mit Autoklav. </li></ul>HSV 427 Coupé. Motorhaube Prototyp wiegt 7 Kg statt 21,4 Kg. Harryson Consulting Group Kostenvergleichung Quickstep Prozess gegen Autoklav.
    19. 19. Harryson Consulting Group We selected and engaged two universities in a competition – and both came up with previously unknown reasons as to why critical locking pins break
    20. 20. <ul><li>Identifying the most relevant problems that require new solutions </li></ul><ul><li>Screening and selecting the most appropriate universities to develop new solutions </li></ul><ul><li>Organizing and running competitive collaborations </li></ul><ul><li>Reviewing results and identifying development partners </li></ul><ul><ul><li>In the Avalon partnership scenario, the whole development phase will also generate revenue streams </li></ul></ul>The winning solution offers 1000 times longer lifetime Design before the Competition Design after the Competition 1000 times longer Lifetime Harryson Consulting Group
    21. 21. Globally Leading Chemical Company – Reducing Ammonia Emissions in Urea Manufacturing by 99.5 per cent Harryson Consulting Group
    22. 22. We always define and apply crystal clear criteria to score the winning contribution in any collaborative competition Harryson Consulting Group <ul><li>Implementation time: </li></ul><ul><ul><li>1 year or less = 5 </li></ul></ul><ul><ul><li>From 2 to 3 years = 3 </li></ul></ul><ul><ul><li>5 years or more = 1 </li></ul></ul><ul><ul><li>Weight 3 </li></ul></ul><ul><li>Implementation cost: </li></ul><ul><ul><li>€ 0.5mio or less = 5 </li></ul></ul><ul><ul><li>€ 1.5mio = 3 </li></ul></ul><ul><ul><li>€ 2.5mio or more = 1 </li></ul></ul><ul><ul><li>Weight 8 </li></ul></ul><ul><li>Patentability: </li></ul><ul><ul><li>Certain = 5 </li></ul></ul><ul><ul><li>Likely = 3 </li></ul></ul><ul><ul><li>Unlikely = 1 </li></ul></ul><ul><ul><li>Weight 4 </li></ul></ul><ul><li>Ammonia Emission Reduction (compared to today’s emissions): </li></ul><ul><ul><li>100% (complete elimination) = 5 </li></ul></ul><ul><ul><li>90% or more = 4 </li></ul></ul><ul><ul><li>50-80% = 3 </li></ul></ul><ul><ul><li>40-50% = 2 </li></ul></ul><ul><ul><li>Less than 40% = 1 </li></ul></ul><ul><ul><li>Weight 10 </li></ul></ul>Urea (% wt) 0. 50. 80. 90. 94. 98. 99. 99.7 Saturated solutions Evaporation feed Evaporationoutlet
    23. 23. <ul><li>Focus on Understanding the Full Picture </li></ul><ul><li>Different cultures and backgrounds in a tightly integrated team to understand and address different perspectives </li></ul><ul><li>Systematic focus and methodologies for open knowledge sharing to bridge knowledge creation to business implementation </li></ul><ul><ul><li>Delivering knowledge transfer through highly customized reports combined with seminars </li></ul></ul><ul><ul><li>Follow-up seminars to coach implementation </li></ul></ul>USPs Harryson Consulting Group
    24. 24. <ul><li>We often strengthen aspects of implementation by using our off-site seminar resort </li></ul><ul><ul><li>Offering a unique environment for openness and trust-based partnership </li></ul></ul><ul><li>We also use sailing events for productive team- and relationship-building </li></ul>We Devote Strong Attention to Relationship-Building and Innovation Partnership Harryson Consulting Group

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