Novozymes journey to new biz creation capabilities

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presentation at Innovation Roundtable, Sept 26, 2013. Audience. Innovation managers from major European corporations. Strong representations of smaller regional (scandinavian) companies as well.

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Novozymes journey to new biz creation capabilities

  1. 1. OUR JOURNEY TOWARDS BUSINESS CREATION CAPABILITIES – ROLE OF TALENT AND TRAINING @FrankHatzack Business Innovation Sept 26 2013
  2. 2. CAUTION! THE HISTORIAN IS HIGHLY BIASED! HIS SOURCES -MEMORIES (!) -LUNA, dozens of slidedecks quoted ‘as is’ -INTERVIEWS
  3. 3. EBIT 24.4% 6100 employees worldwide 2 bn USD
  4. 4. OUR JOURNEY TOWARDS BUSINESS CREATION CAPABILITIES 2005 - 2013
  5. 5. <Insert title in View -> Slide No. 7 Sustainablegrowth 10 in 10 EXTERNAL CHALLENGES EXTERNAL SUPPORTS 2005 AMBITION
  6. 6. 10-in-10
  7. 7. 2005: ASSESSING NEEDS & READINESS AXEL ROSENØ
  8. 8. 2005: NEW BUSINESS DEVELOPMENT CREATED – CLEAR MISSION, CLEAR KPI’S
  9. 9. NBD PORTFOLIO: ABOUT 20% OF PROJECTS ARE STILL ONGOING AND SOME HAVE BECOME STRATEGIC GROWTH PLATFORMS
  10. 10. 2006: BUILDING TEAM COMPETENCIES IN NBD
  11. 11. 2006: BUILDING TEAM COMPETENCIES IN NBD
  12. 12. PROCESS & TOOLS
  13. 13. NBD PROJECT HANDBOOK 2008
  14. 14. ONE LANGUAGE OF INNOVATION = GREAT ASSET! Market Technology Resources Organization  Learning about market drivers, value creation and business viability Definition  How should NZ position itself the value chain?  Who are NZ’s direct competitors? Examples  Understanding technology drivers, value and economic feasibility as well as the IPR situation  Is the enzyme as stable as needed?  Do we have room to manoeuvre from an IPR perspective  Accessing funding, people and organizational competencies (internal/external)  Do we have the capabilities needed?  Is a partnership the best approach?  Gaining and maintaining organizational legitimacy as well as regulatory compliance  Does the new business fit with current NZ strategy?  What are the regulatory blockers? Categories Note: The category selection is based on a study by Radical Innovation Group
  15. 15. ONE LANGUAGE OF INNOVATION Market Technology Resources Organization  Learning about market drivers, value creation and business viability Definition  How should NZ position itself the value chain?  Who are NZ’s direct competitors? Examples  Understanding technology drivers, value and economic feasibility as well as the IPR situation  Is the enzyme as stable as needed?  Do we have room to manoeuvre from an IPR perspective  Accessing funding, people and organizational competencies (internal/external)  Do we have the capabilities needed?  Is a partnership the best approach?  Gaining and maintaining organizational legitimacy as well as regulatory compliance  Does the new business fit with current NZ strategy?  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
  16. 16. ORGANIZATIONAL CHANGE! – KEEP TRUE NORTH!
  17. 17. 2005 - 2009 2009 - 2013 2013 - … 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
  18. 18. 2005 - 2009 2009 - 2013 2013 - … 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
  19. 19. Business Creation BioAg Animal H&N Biomass Conversion Biopharma Household Care Food & Bev. Biofuel Technical Industries Growth Platforms Operational ‘BU’s = roots in NBD / BDA 2005 – 2012: DISCOVERY & INCUBATION 2013 and onwards: ACELLERATION
  20. 20. MINDSET CHANGES
  21. 21. BACK THEN DOES IT ALWAYS HAVE TO BE MOON ROCKETS?
  22. 22. BACK THEN DOES IT ALWAYS HAVE TO BE MOON ROCKETS? DOES IT ALWAYS HAVE TO BE MOON ROCKETS?
  23. 23. TODAY ”He who wants to climb the mountain must take the first step.”
  24. 24. FOSTERING TALENT BY ENGAGEMENT
  25. 25. 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
  26. 26. Anchor COACH Market Technology Organization Resources RIC - RADICAL INNOVATION CATALYSTS VOLUNTEER DRIVEN INNOVATION 2008 - 2012 Typical composition 1 bus dev 2 scientists 1 other
  27. 27. RIC – NEW LEAD HIT RATE
  28. 28. NBD/BDA ROLE IN FORGING TODAY’S LEADERS
  29. 29. THE ‘TALENT FORGE’ New Business Development Business Dev. & Acquisitions
  30. 30. THE ‘TALENT FORGE’ New Business Development Business Dev. & Acquisitions DEVELOPING PEOPLE IS A CULTURE – NOT A SYSTEM
  31. 31. 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 ‘radical’ & ‘adjacent’, focus on synergies 5. Don’t 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
  32. 32. THANKS

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