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Bayer Material Science Finds Lasting Value  Using Innovare’s Front-End Approach                            Copyright © 200...
Entering the Architectural Glazing Market• The innovation challenge – how to create value added  opportunities for polycar...
• But how should Bayer approach the market and with  what products?• Bayer chose Innovare to help them find their way     ...
Organizing for Innovation•   Innovare’s Don Ross partnered with Ken Schwartz, Bayer’s architectural glazing    innovation ...
Front-End Approach• We followed Innovare’s 3 phased front-end process   –   The process places a strong emphasis on Discov...
Phase 1 DiscoveryDuring Discovery we answered 3 questions:• What’s driving the market?• What are the customer needs throug...
Market Drivers• What’s driving the glazing market?   –   We answered that question by using a combination of secondary sou...
Customer Needs• What are the customer needs throughout the value  chain?   –   We answer that question using Innovare’s Vo...
Enabling Technology• What technologies will enable us to satisfy customer  needs better than the competition?   –   We use...
Phase 2: Concept Development •   During Innovare Greenhouse workshops we create hundreds of     beginning ideas and shaped...
Phase 3: Validation                        • What we did to build the case for investment                        •        ...
What We Accomplished•   Developed the innovation strategy for the North American architectural glazing    market•   Establ...
Sustaining Innovation• Our front end process provided the team with the  knowledge foundation for sustained innovation   –...
Top Reasons for Innovare1. Systematic front-end team process including discovery,   informed concept development, and vali...
In                                                          no                                                           -...
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Innovare's Front End at Bayer

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This is a case study on how Bayer Material Science found lasting value using Innovare's front-end approach. Bayer wanted to enter the increase the value of their polycarbonate sheet business by entering the architectural glazing market with value added products. But first they needed to develop their innovation strategy and new product portfolio that would give them competitive advantage. Bayer turned to Innovare to guide them through the process.

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Innovare's Front End at Bayer

  1. 1. Bayer Material Science Finds Lasting Value Using Innovare’s Front-End Approach Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  2. 2. Entering the Architectural Glazing Market• The innovation challenge – how to create value added opportunities for polycarbonate sheet – Bayer’s polycarbonate sheet business was profitable but its products commoditized – Polycarbonate’s impressive impact resistance made it ideal for industrial safety shielding applications – After 9/11 and hurricane Katrina a new building environment emerged • building owners and architects were looking for new materials that could be used to strengthen new designs• To seize the opportunity Bayer targeted the architectural market for value-added glazing products Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  3. 3. • But how should Bayer approach the market and with what products?• Bayer chose Innovare to help them find their way Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  4. 4. Organizing for Innovation• Innovare’s Don Ross partnered with Ken Schwartz, Bayer’s architectural glazing innovation team leader – Don provided the front end process, structured the research, and facilitated the team • He provided innovation process expertise and coaching to sponsoring management gaining their support and resources – Ken lead the team and was on the point for the project content • He recruited team members based on functional expertise, open-mindedness and excitement for innovation, and a willingness to roll up their sleeves and become engaged with the team’s work Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  5. 5. Front-End Approach• We followed Innovare’s 3 phased front-end process – The process places a strong emphasis on Discovery to develop an externally driven view of the market, customer needs and enabling technology prior to concept development The 3 front-end phases sm ® sm 1. Discovery Market Drivers Vocal Insights Tech Explorer 2. Concept Development 3. Concept Validation Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  6. 6. Phase 1 DiscoveryDuring Discovery we answered 3 questions:• What’s driving the market?• What are the customer needs throughout the value chain?• What technologies will enable us to satisfy customer needs better than the competition? Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  7. 7. Market Drivers• What’s driving the glazing market? – We answered that question by using a combination of secondary sources and expert interviews – Each team member was assigned 1 or 2 topics to explore individually – We explored key architectural trends, regulation changes, and social issues impacting the glazing market – We shared our findings during a Market Drivers workshop and captured our combined insights Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  8. 8. Customer Needs• What are the customer needs throughout the value chain? – We answer that question using Innovare’s Vocal Insights – voice of the customer and team immersion process – Team members visited and interviewed value chain members and customers to explore their needs – This included architects, builders, window and curtain wall manufacturers and the U.S. government (embassies and army buildings) – We followed up the field work with a Vocal Insights Immersion workshop to share the different voices and build our need insights Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  9. 9. Enabling Technology• What technologies will enable us to satisfy customer needs better than the competition? – We used our Tech Explorer technology discovery process – The team engaged internal and external experts representing technologies we were intrigued with – We explorer the current state of the art and future trajectory of each technology – We shared our finding and created technology application visions that would enable new glazing product innovations during Tech Explorer workshops Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  10. 10. Phase 2: Concept Development • During Innovare Greenhouse workshops we create hundreds of beginning ideas and shaped them into 22 new product concepts • 3 steps from insights to concepts during Greenhouse Workshops • Step 1 – Divergence – Immersion into insights and generating many beginning ideas • Step 2 – Convergence – Idea grouping, selection and building in feasibility through creative problem solving • Step 3 - Articulation – Develop concept descriptions and concept story boards Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  11. 11. Phase 3: Validation • What we did to build the case for investment • Approach: – Depth interviews and concept sharing sessions with executives in value chain firms, experts and thought leaders – Secondary research: syndicated, association, government, investor, and corporate reports – Held team validation workshops to process our findings • Outputs: – Understanding of value chain participant strategies – Likely future business environment – SWOT on proposed innovations – Volume estimates – Strategic recommendations for entry point, partnering approach and market share targets – Product line plans – Product and technology road maps Concept Portfolio Breakthrough Game Changing Breakthrough Enterprise Line Level Two LineTechnology Innovation Platform New Product Derivative New Service Added features Low Hanging Fruit Incremental Improvement A $0 $100 $200 $300 $400 $500 $600 Market Value $ Million Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  12. 12. What We Accomplished• Developed the innovation strategy for the North American architectural glazing market• Established a portfolio of new products and technology concepts with an estimated future value of over $400 million in top line• Four new products introduced at the American Institute of Architects show• Three Platforms passed Validation Phase 3 and are in development pipeline Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  13. 13. Sustaining Innovation• Our front end process provided the team with the knowledge foundation for sustained innovation – Several team members moved on to develop the Eco-Commercial Building program, a new global business model based on our work but applied across Bayer’s building materials product lines and geographies – The Eco-Commercial Building program • Provides architects and builders of major projects technology consulting and access to a network of expert suppliers • Enables green and zero energy buildings while leveraging Bayer’s diverse materials Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  14. 14. Top Reasons for Innovare1. Systematic front-end team process including discovery, informed concept development, and validation – Delivers a portfolio of strong concepts aligned with strategy2. Integrates technology with market and customer needs – Targets innovation efforts towards the key problems within the customer environment3. Efficient organizational learning approach that optimizes limited team resources – Knowledge driven team immersion empowers experts in your organization to excel at innovation Copyright © 2000-2012, Innovare, Inc. All rights reserved.
  15. 15. In no -v To vat ate s om e: beg d, [La (in -v a eth in (in ə tin or tin in g to ə –v i nt g, IN ren new –v ate rod -v NO ew är ) ; b uce ate VA -ē ; fr v. ec s. ) om RE rea no Contact: tiv vu Donald Ross Ph.D. MBA e. s, n President ew 617-479-3818 ideas@innovare-inc.com .] www.innovare-inc.com ®IN N O V A R EGrounded in Research, Driving for Innovation Copyright © 2000-2012, Innovare, Inc. All rights reserved.

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