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PAVO Valley of Death lezing 1hr

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PAVO Valley of Death lezing 1hr

  1. 1. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 location date presentation name PAVO November 26th 2010 Valley of Death ir. Wouter de Heij title Innovation in practice
  2. 2. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 "... any business enterprise has two - and only these two - basic functions: marketing and innovation" (Drucker 1954)
  3. 3. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 3 noodzakelijke randvoorwaarden van innovatie Starvation (Tekort) - Een tekort aan resources dwingt je om nieuwe ingangen te vinden. Om zaken op een andere manier te doen. Pressure (Druk) - zorgt ervoor dat je je wel met het probleem moet gaan bezighouden. Perspective Shift (verandering van perspectief) - maak het mogelijk om andere patronen en ideeen toe te laten.
  4. 4. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Outline Introduction Innovation bottlenecks Business model’s
  5. 5. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP ltd. - Value based knowledge company - Kennis zit in de maatschappij. KISsen hebben geen monopoly meer (als ze die al ooit hebben gehad). Minder dan 3% komt uit NL. - Onderzoek is ongelijk aan innovatie. TOP wilt geen kennismaatschappij, maar een innovatiemaatschappij. - Universiteiten dienen weer focus te leggen op: Onderwijs & Basic research (in deze volgorde). Verbod op 3e geldstroom - Er mag worden bezuinigd op (want geen nadelig effect): AgentschapNL, TNO, DLO en Syntens. - Informatie is geen beperkende factor meer; human capital wel. Informatie EN eigendom ervan is van de maatschappij.
  6. 6. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 A brief intro Where and what? Technical University Delft (TU-Delft) Process design Wageningen UR (ATO-DLO & A&F) Food-science TOP b.v. Co-Founder Development Consultancy Design Management What did I learn and which topics ? Process engineering: physics and (bio-)chemistry. Sustainability, Chemistry & Society, Health & Safety, problem structuring. Multiphysics modeling (2D, 3D), Food science, keeping quality. Preservation methods, microbiology & HACCP, food quality, Project acquisition and R&D management (inc. training). Technology assessment, process-design. Food consultancy, management advice. Food business finances, innovation strategy, QuickWin (costs & keeping-quality), from-lab-to-pilot, scale-up (inc. cost-benefit analyses & ROI). Examples: - High pressure sterilization pilot (+ IP) - Factory designs of fresh-cut-produce - Retail/producer quality optimization in chains - Fresh meat : development of production facility - Training & Coaching QA managers
  7. 7. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP ltd. - Value based knowledge company - 23 persons (>25% growth per year) - 60% (fresh-)food producers, (>200 klanten) 40% equipment manufacturer (OEMs) - Shelf-life, quality, sustainibility; NPD & NT - Private business oriented service provider - 50% more value compared to typical CRO’s
  8. 8. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP - Value based knowledge company TOP b.v. Holland Food Ventures b.v. Pascalised ready meals Vegetable protein products PEF/RF/MW Equipment Tolling of HPP production Complex data analyses Food Marketing Equipment manufacturing …. …. - People 22# @ TOP - Independent consultants 10-20# - IP / patents (licensing) - Sales offices: Spain, UK, (France) Bert, Frank, Wouter Valorization: Food Producers & equipment manufacturing 25%-90%
  9. 9. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP – company indicators • A worldwide SME’s partner • Strong focus on corporate R & D & I • Disruptive (technology) innovations • Shelf-life & Quality of fresh-convenience (all natural products, smartness-from-nature)
  10. 10. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP – Technology platforms • Pascalisation (HPP) 2x industrial scale • PurePulse (PEF) >1200 liter/hr, >40oC • Fresh Convenience : (E)MAP/AMAP • Mild & Quick heating (RF, MW)
  11. 11. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP – types of services • Food Design • Process Development • Innovation Management
  12. 12. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP - Value based knowledge company
  13. 13. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP - Value based knowledge company
  14. 14. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010
  15. 15. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 With Sairem - RF heating @ 1500 kg per hour
  16. 16. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP - Value based knowledge company
  17. 17. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Design of MAP and EMAP - 2010
  18. 18. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Summary of Perfotec-TOP technology
  19. 19. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP - Value based knowledge company
  20. 20. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP - Value based knowledge company
  21. 21. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP - Value based knowledge company
  22. 22. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Outline Introduction Innovation bottlenecks Business models
  23. 23. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 The innovation bottlenecks Novel technologies Business Opportunities ?
  24. 24. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Innovation paradox in technology • Sufficient knowledge • Multiple opportunities • Development money available Yet • Only a few true novel applications • Development in companies often blocked
  25. 25. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Innovation bottlenecks 1. Chicken and the egg problem 2. Don’t focus on your current technology 3. Knowledge is useful, entrepreneurial spirit key 4. Subsidies only support innovations financially 5. Crossing the chasm 6. Blue ocean strategy 7. Cultural fit
  26. 26. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Innovation bottlenecks 1. Chicken and the egg problem 2. Don’t focus on your current technology 3. Knowledge is useful, entrepreneurial spirit key 4. Subsidies only support innovations financially 5. Crossing the chasm 6. Blue ocean strategy 7. Cultural fit
  27. 27. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 De keten als flessenhals 80.000 boeren in nederland 20 CRO’s en Universiteiten Tientallen ontwerpbureaus en honderden zelfstandigen Tientallen ingredientleveranciers Honderden handelaren (vooral AGF, …) 6 grote inkoop organisaties Honderden producenten (fabrieken) 16.000.000 miljoen inwoners (NL ) 500.000.000 miljoen inwoners (Europa ) 16.000.000 miljoen inwonders (NL )
  28. 28. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 De keten als flessenhals Veel vaste kosten Veel variabele kosten Lage Marge Hoge Marge Lage omzet Hoge omzet Veel innovatie Weinig innovatie
  29. 29. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Van idee naar commerciële toepassing Laboratory test Labscale system Pilot scale 0-serie Production series sales (R&D) Sales of Innovative foodproducts (Industry) 15-50kE 40-200kE 100-750kE 300-3000kE 150-1500kE Market survey Market survey 1 gr - 1 kg 0.1 - 10 kg 1 - 100 kg 100 - 1000 kg Sales of technology (Industry) Product challenge tests Laboratory product tests Kip-en-ei : Wie investeert? Research Development 1 gr - 1 kg 10 kg - 100 kg Voedselproductie (productenenrecepten) Machinebouw (technologieenprocessen)
  30. 30. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 New trends in innovations : DBFMO • Design Ontwerp • Build Bouw • Finance Financier • Maintain Onderhoud • Operate Bedien
  31. 31. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Innovation bottlenecks 1. Chicken and the egg problem 2. Don’t focus on your current technology 3. Knowledge is useful, entrepreneurial spirit key 4. Subsidies only support innovations financially 5. Crossing the chasm 6. Blue ocean strategy 7. Cultural fit
  32. 32. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Van principe tot een nieuw systeem jaar 2005 2010 2015 2020 Systeem- oplossing Procesontwerp Ontwikkeling toepassen Apparaten- bouw Toepassings- gericht technologie Fundamenteel onderzoek Nieuwe principes Nieuwe principes Nieuwe technologie Nieuwe technologie Nieuwe technologie Nieuwe Apparatuur Nieuwe Apparatuur Nieuwe Apparatuur Nieuw proces Nieuw proces Nieuw proces Nieuw systeem Nieuw systeem Nieuw systeem
  33. 33. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Product life cycle of products
  34. 34. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Disruptive innovation of technologyperformance Time Disruptive Innovation Market development
  35. 35. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Innovation bottlenecks 1. Chicken and the egg problem 2. Don’t focus on your current technology 3. Knowledge is useful, entrepreneurial spirit key 4. Subsidies only support innovations financially 5. Crossing the chasm 6. Blue ocean strategy 7. Cultural fit
  36. 36. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 From research to innovation Development Research Innovation Costs of input (hr) Methods & procedures Engineering Design Production Sales Market (perspective) €
  37. 37. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 A warning to industry : you want development! R & D : Industry R& D : University & CRO
  38. 38. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Make, Buy or Ally Source : Unilever R&D Identify Science & Technology areas Need for Capabilities Similar capability existing externally? Competitive impact Development plan internally Acquire externally Strategic fit Potential position in 5 years Fully internal Acquire externally Alliance Xno yes no yes high low high low top average R&D Roadmap Business Roadmap
  39. 39. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Innovation bottlenecks 1. Chicken and the egg problem 2. Don’t focus on your current technology 3. Knowledge is useful, entrepreneurial spirit key 4. Subsidies only support innovations financially 5. Crossing the chasm 6. Blue ocean strategy 7. Cultural fit
  40. 40. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Productontwikkeling & Ondernemersrisico Fundamenteel Toegepast Industrieel Demonstratie 25-300 kE 200-800 kE 500-5000 kE 25% 40% 65% 90% Subsidie kosten 2000 kE 4000 kE Research Development = Risico
  41. 41. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Innovation bottlenecks 1. Chicken and the egg problem 2. Don’t focus on your current technology 3. Knowledge is useful, entrepreneurial spirit key 4. Subsidies only support innovations financially 5. Crossing the chasm 6. Blue ocean strategy 7. Cultural fit
  42. 42. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Technology suppliers – crossing the chasm
  43. 43. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Innovation bottlenecks 1. Chicken and the egg problem 2. Don’t focus on your current technology 3. Knowledge is useful, entrepreneurial spirit key 4. Subsidies only support innovations financially 5. Crossing the chasm 6. Blue ocean strategy 7. Cultural fit
  44. 44. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 The cycli of kondratieff In 2002 (en nu weer in 2008) lijkt de 5e cycli van Kondtratieff ingestort te zijn
  45. 45. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Wat wordt de volgende cyclus? •De cycli van ontwikkeling worden steeds korter. Continue innovatie model waarbij ontwikkeling en verkoop parallel plaatsvinden. •Technologie : Specialities worden de norm (kortom de ontwikkeling moet per machine terugverdient worden). •Voedsel producten : Mass individualisation wordt de norm (nog meer SKU’s, kleinere batches) •Open Innovatie : Nieuwe zakelijke samenwerkingsrelaties moeten ontwikkeld worden
  46. 46. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010
  47. 47. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 The ‘knowledge tree’ and new combinations When a disipline become more mature the ‘distance’ between experts will become larger Increase knowledge at the front of each disiplines The gap between alfa- en bèta-sciences Ref. Groen et.al, Innoveren, 2006 Neue Kombinationen (of knowledge) to solve problems and to realise new innovations that can not be solved witin the excisting siences +
  48. 48. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Some examples of “neue kombinationen” • Fruit and snacks • Fresh(cut) and longer shelf-life (mild preservation) • Organic, natural and added functionality • Low CO2 and exotic foods • Fresh(cut) and A-brand • Multinationals and chilled food chains • Outsourcing design and development and creating internal value • Food technology and creativity (food design) & sales • International and local (slow) • Individual products and mass production • Brand 1 and Brand 2
  49. 49. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Innovation bottlenecks 1. Chicken and the egg problem 2. Don’t focus on your current technology 3. Knowledge is useful, entrepreneurial spirit key 4. Subsidies only support innovations financially 5. Crossing the chasm 6. Blue ocean strategy 7. Cultural fit
  50. 50. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Classical Food Innovations ProductProcess Ingredient Current New Current New Current New Current New Current New Current New Current Current New New Context New Current New Current New Current New Current New Current New Current New Current New Current SupplierPortfolio Packaging Claims
  51. 51. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Objectives and requirements process design Reference Drive Category Objective Product Process Technology push Market driven Reduction of processing costs Product improvement A Optimizing efficiency of production Existing Existing •• • ••• • B Adaptation for product diversity Variation Existing • ••• • ••• C Change of unit operation Existing Existing •• • •• ••• D New process for excisting product Existing New •• •• • ••• E New process to enable new product New New ••• •• • •
  52. 52. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Desirability: Consumers & Market surveys Efficiency: Production & distribution S S S S S S S S S S S S S S S S S S Realizability: R&D, technology Optimal innovation : design, produce, sales Source : Hans Schepers
  53. 53. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Customer marketing Realizability: R&D, technology Product marketing Leadership Trends & criteria: • Economic • Society • Technical Desirability Efficiency: Production & distribution Optimal innovation : design, produce, sales Source : Hans Schepers
  54. 54. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Outline Introduction Innovation bottlenecks Business models
  55. 55. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Open versus closed innovation Closed innovation Open innovation All brilliant experts in our area do work in our company Not all brilliant expert do work in our company. We have to collaborate with other experts in and outside our company. To have a profitable R&D department, we have to develop our knowledge ourselves. We also must develop new technologies, products and sell these products ourselves. External R&D might create added value. The interne R&D is nessecary to capture a part of this added value. If we invent ourselfves, we may enter the market firstly. We will win if we enter the market first. We don´t have to initiate research to have profit of this research. Having a optimal business model is more important that entering the market first. If our R&D investments increase, we will find the best and most ideas and we eventually become market leader. We win if we optimally use ideas from our own organization and ideas from our outside our organization. We must protect our intellectual property so that our competitors can´t profit from our ideas. Others may use our IP if we can increase our business. We have to use the IP of others if this makes our business more profitable. Ref. Groen et.al, Innoveren, 2006
  56. 56. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Where to invest, some general lessons A business case should drive development and your innovation projects Hence : 1. Not All Innovation Is Equal Technical innovation will earn you lots of adoring fans (think Apple). Business-model innovation will earn you lots of money (think Dell). 2. Innovate for Cash, Not Cachet If your cool new thing doesn't generate enough money to cover costs and make a profit, it isn't innovation. It's art. 3. Don't Hoard Your Goodies Getting to market on time and at the right price is vital. If that means licensing your idea to an outside manufacturer or marketer, do it. 4. Innovation Doesn't Generate Growth. Management Does If you covet awards for creativity, go to Hollywood. Managers get rewarded for results, which come from customers.
  57. 57. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 Pascalisation – Business Models • Sell products or ingredients • Sell equipment • Innovation as services • Toll manufacturing • Licensing of new concepts • Finance equipment • Joint ventures (share risk) • Promote the technology (logo)
  58. 58. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 The food innovation cycle : the linear concept
  59. 59. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 The food innovation cycle : table-tennis concept
  60. 60. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 TOP ltd. - Value based knowledge company - Good ideas do have a value (hence, stop organizing ‘brainstorms’) - All people need a salary (a financial transactions is always required) - Background knowledge is free @ TOP ltd. - Open Innovation: sharing costs and profits
  61. 61. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 "Als organisator van enig congres met inhoud en klasse, dien je sprekers te betalen, en nee, niet met een boekenbon, fles wijn en een bloemetje. nee, echte cash. Da's gewoon fatsoen. If you pay peanuts, you get monkeys”
  62. 62. ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010 wdeheij.blogspot.com (>100 p. IM) deheij@top-bv.nl twitter.com/deheij www.top-bv.nl www.slideshare.net/deheij

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