This document discusses how major life science companies foster innovation while maintaining structure and control. It outlines seven pillars for managing chaos and innovation: 1) hire the right people for different roles, 2) allow researchers freedom and unstructured time, 3) maintain a culture of innovation, 4) bring in new ideas from outside collaborators, 5) send researchers to conferences to share ideas, 6) accept failure and waste as inherent to innovation, and 7) accept that innovation takes time. The key is balancing chaos at the edges of an organization with structure and control at the core.
This document discusses open innovation and new opportunities and challenges it presents. It emphasizes embracing open innovation through a mindset that welcomes external input, as well as educating internally and externally. Examples are given of companies that have successfully implemented open innovation practices like sharing data, crowdsourcing, and pilot projects. Common barriers to open innovation like focus on products over process and unrealistic expectations are also outlined.
The document outlines how large enterprises can adopt practices from lean startups to stay innovative and competitive. It discusses how Amgen created a new Advanced Device Technology team with a lean, startup-like approach to prioritize projects based on overall company value rather than individual product timelines. The team focuses on understanding Amgen's portfolio and delivery needs to develop technologies that drive company-wide value. The document argues that enterprises need to emulate lean startup qualities like flexibility, fast decision making, and a willingness to disrupt themselves in order to compete against newer, more agile competitors.
This document discusses using military strategy and tactics like the OODA loop for business innovation and adaptation. It argues that viewing business as warfare can provide a framework for gaining competitive advantage. The OODA loop concept of observing, orienting, deciding, and acting more quickly than competitors is presented as key to adapting to changing markets. Methods like systematic innovation are also presented as ways to increase a business's speed and growth. The overall message is that businesses must constantly innovate and adapt their strategies using frameworks like those from military strategy in order to survive and compete in an increasingly fast-paced market.
Ignite your strategic thinking mit innovation labAlan Scrase
IGNITE your…. strategic thinking
Presenter – Dr. Dave Richards, experienced and highly successful serial entrepreneur, innovator and master strategist, will be presenting on
“The MIT Innovation Lab: 5 key Learnings”
Dr Dave is an inspirational speaker, adviser, author and globally recognised thought leader.
He is honorary visiting Fellow with the Faculty of Management, Cass Business School, City University, London, co-founder and honorary lifetime member of the Massachusetts Institute of Technology Innovation Lab, Fellow of the Institute of Directors and the Royal Society for the Encouragement of the Arts, Manufactures & Commerce as well as adviser to a variety of business and government leaders.
The document discusses embracing failure as an important part of innovation culture. It argues that companies must accept experimentation and the failures that come with trying new things. Failure is defined as occurring when trying something new without knowing ahead of time how to make it successful, rather than from a lack of effort or competence. The document provides perspectives on developing a culture that is constructive about failure, including by using terms like "smartfailing" and viewing failure as a learning opportunity. It also outlines six stages of failure and redemption to help companies move forward productively from failures.
This document provides an agenda for an intrapreneurship conference taking place on September 8-9, 2016 in New York City. The agenda includes keynote speeches, panels, and workshops on topics related to fostering intrapreneurship within large organizations. Speakers will discuss strategies for building innovative cultures, navigating organizational politics to enable new ideas, developing intrapreneur programs, and leveraging design thinking for new ventures. The conference aims to provide corporate innovators with tools and frameworks for driving change from within their organizations.
The document discusses different aspects of innovation including defining innovation, levels of innovation, ingredients for innovation success, and stages of an innovation ladder. It notes that there is no single recipe for innovation success as every company has different characteristics. Innovation can involve developing new products, services, business models, or technologies. Success depends on factors like people, strategy, and processes within an organization. Companies can be at different rungs of an innovation ladder from simply recognizing the need to innovate to having continuous innovation processes.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
This document discusses open innovation and new opportunities and challenges it presents. It emphasizes embracing open innovation through a mindset that welcomes external input, as well as educating internally and externally. Examples are given of companies that have successfully implemented open innovation practices like sharing data, crowdsourcing, and pilot projects. Common barriers to open innovation like focus on products over process and unrealistic expectations are also outlined.
The document outlines how large enterprises can adopt practices from lean startups to stay innovative and competitive. It discusses how Amgen created a new Advanced Device Technology team with a lean, startup-like approach to prioritize projects based on overall company value rather than individual product timelines. The team focuses on understanding Amgen's portfolio and delivery needs to develop technologies that drive company-wide value. The document argues that enterprises need to emulate lean startup qualities like flexibility, fast decision making, and a willingness to disrupt themselves in order to compete against newer, more agile competitors.
This document discusses using military strategy and tactics like the OODA loop for business innovation and adaptation. It argues that viewing business as warfare can provide a framework for gaining competitive advantage. The OODA loop concept of observing, orienting, deciding, and acting more quickly than competitors is presented as key to adapting to changing markets. Methods like systematic innovation are also presented as ways to increase a business's speed and growth. The overall message is that businesses must constantly innovate and adapt their strategies using frameworks like those from military strategy in order to survive and compete in an increasingly fast-paced market.
Ignite your strategic thinking mit innovation labAlan Scrase
IGNITE your…. strategic thinking
Presenter – Dr. Dave Richards, experienced and highly successful serial entrepreneur, innovator and master strategist, will be presenting on
“The MIT Innovation Lab: 5 key Learnings”
Dr Dave is an inspirational speaker, adviser, author and globally recognised thought leader.
He is honorary visiting Fellow with the Faculty of Management, Cass Business School, City University, London, co-founder and honorary lifetime member of the Massachusetts Institute of Technology Innovation Lab, Fellow of the Institute of Directors and the Royal Society for the Encouragement of the Arts, Manufactures & Commerce as well as adviser to a variety of business and government leaders.
The document discusses embracing failure as an important part of innovation culture. It argues that companies must accept experimentation and the failures that come with trying new things. Failure is defined as occurring when trying something new without knowing ahead of time how to make it successful, rather than from a lack of effort or competence. The document provides perspectives on developing a culture that is constructive about failure, including by using terms like "smartfailing" and viewing failure as a learning opportunity. It also outlines six stages of failure and redemption to help companies move forward productively from failures.
This document provides an agenda for an intrapreneurship conference taking place on September 8-9, 2016 in New York City. The agenda includes keynote speeches, panels, and workshops on topics related to fostering intrapreneurship within large organizations. Speakers will discuss strategies for building innovative cultures, navigating organizational politics to enable new ideas, developing intrapreneur programs, and leveraging design thinking for new ventures. The conference aims to provide corporate innovators with tools and frameworks for driving change from within their organizations.
The document discusses different aspects of innovation including defining innovation, levels of innovation, ingredients for innovation success, and stages of an innovation ladder. It notes that there is no single recipe for innovation success as every company has different characteristics. Innovation can involve developing new products, services, business models, or technologies. Success depends on factors like people, strategy, and processes within an organization. Companies can be at different rungs of an innovation ladder from simply recognizing the need to innovate to having continuous innovation processes.
MTBiz is for you if you are looking for contemporary information on business, economy and especially on banking industry of Bangladesh. You would also find periodical information on Global Economy and Commodity Markets.
Signature content of MTBiz is its Article of the Month (AoM), as depicted on Cover Page of each issue, with featured focus on different issues that fall into the wide definition of Market, Business, Organization and Leadership. The AoM also covers areas on Innovation, Central Banking, Monetary Policy, National Budget, Economic Depression or Growth and Capital Market. Scale of coverage of the AoM both, global and local subject to each issue.
MTBiz is a monthly Market Review produced and distributed by Group R&D, MTB since 2009.
Be Competitively Unpredictable! - Make it happen with innovationStefan Lindegaard
Competitively unpredictable: two words that spell the key to success in today’s fast paced, highly competitive business arena. If your company has the ability to consistently outmaneuver the competition in ways they never see coming, then the future is bright.
Why is being competitively unpredictable so essential now? One key reason is the ever-shrinking window of opportunity. In the past decades, depending on your industry, you could count on having three or five or even seven years after bringing something new to market to make good money before you needed to come up with the next new thing to keep revenues growing.
This is no longer the case. While the pace of innovation used to be fast but still manageable, now the window of opportunity is getting shorter and moving faster so you’re forced to innovate ever faster. One of the best examples is the mobile phone industry where they are now counting in months.
Open innovation and business model innovation are key concepts for becoming competitively unpredictable and in this session Stefan Lindegaard shares his views on how companies can embrace these concepts in order to bring better innovation to market faster.
Specifically, he provides:
• an overview of the current state of innovation and what the future will bring us
• examples on how leading-edge companies merge open innovation and business model innovation
• insights on why companies must embrace failure for better innovation
• insights on how companies can use social media for their innovation efforts
The document summarizes lessons on innovation from interviews with 12 global innovators. It finds that defining innovation, embracing internal innovation to cut costs, shifting from problem-solving to problem-defining, and having an innovation team play facilitator and incubator roles are keys to success. The innovation team's role varies by organization, from facilitating others' innovation to incubating ideas themselves. Innovators need creativity, open-mindedness, and teamwork skills.
Organizations are increasingly looking to harness external talent and crowdsourcing to accelerate innovation in a cost-effective way, as there are more smart people outside an organization than within. Leading organizations strategically manage open innovation efforts by carefully planning why they are engaging external talent, which types of problems are best solved externally, and how to integrate external ideas and solutions into internal innovation processes. Successful companies have identified different scenarios for external work and have partnerships in place to access the optimal resources for each scenario to tackle challenges and advance innovation goals.
This document provides an overview of Nike's innovation process and history. It discusses Nike's transition from solely distributing shoes to developing its own, including innovative products like the Fuelband smartwatch and Flyknit shoes. Nike focuses on continuous innovation through R&D and engaging customers. It has a vertically integrated supply chain and uses star athletes to promote its brand. The document also notes Nike's marketing strategies of advertisements, sponsorships, and developing brand identity to establish itself as the leader in athletic footwear and apparel.
Intrapreneuriat, une autre façon d'entreprendreOlivier Witmeur
The document discusses intrapreneurship as a new way of entrepreneurship within large companies. It defines the differences between entrepreneurs and managers/intrapreneurs, and describes how large firms can build an entrepreneurial organization by promoting an entrepreneurial culture, strategy, and structure. The key aspects that differentiate entrepreneurs from intrapreneurs are ownership, decision power, incentives, and risk tolerance.
What every business can learn from young entrepreneurs (publ)Frederic De Meyer
For my second book I took a look at a number of young entrepreneurs - what they are made of, what trends are they working on, etc. In this presentation I discuss what I learned from them and how these learnings could (and should) be applied to traditional businesses as well (in order to attract and retain young innovative talent).
Of course it's better to have the narratives along, so don't hesitate to get in touch if you'd want this presented 'live' at one of your events...
Assessing and Fostering a Culture of InnovationNaba Ahmed
Welcome to an interactive empowering session on how to sharpen your future through innovation management, which can help guide your company’s goals. During this webinar, Magnus Penker, international thought leader and author, will dive into how to assess and foster culture and capabilities for innovation.
We are proud to announce our fourth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
This document discusses how to develop an innovative corporate culture. It presents a model of the key elements of an innovative culture, which are organized into six building blocks: resources, processes, values, behaviors, climate, and success. These building blocks are interrelated and impact each other. The document then describes several companies that exemplify different building blocks, such as IDEO's emphasis on values and behaviors that promote creativity. It also introduces an assessment tool that can evaluate an organization's innovation culture based on the six building blocks and identify strengths and weaknesses. Applying this tool helped one company recognize it needed to develop stronger creative leadership to expand successfully.
The document discusses how to go from good to great performance in projects. It outlines that more than 70% of change initiatives fail to achieve their goals. To achieve superperformance, both process (methodology) and culture (inspiration and involvement of people) must be optimized simultaneously. The formula for superperformance is Process x Culture = Superperformance. Examples are provided of projects in the oil and gas industry that achieved superperformance by empowering employees, embracing unconventional thinking, and focusing on collaboration over rigid processes. Habits are identified as playing a key role in the sustainability of superperformance.
I presented this deck during the TW away day at Goa in 2011. Meant for a general audience interested in the topic of innovation, this deck breaks down the concept of innovation to key ingredients, key influencers etc and identified how companies can be more innovative.
Intraprenørprisen 2014. juni 5 - Foredrag - Ragnvald Sannes - Intraprenørskap...Iterate AS
Ragnvald Sannes er forsker, foredragsholder og rådgiver innen forretningsutvikling og innovasjon. Han har veiledet mer enn 150 innovasjonsprosjekter i norske virksomheter og vært brukt som ekstern ekspert i FoU-prosjekter.
I foredraget vil sannes fokusere på forskjellen mellom en organisasjon som er skrudd sammen for mest mulig effektiv drift og en som ønsker å dyrke frem forenkling, forbedring og fornyelse. Dette er en utfordring vi ser i mange virksomheter, men heldigvis har vi både god forskning og konkrete erfaringer som kan hjelpe deg til på finne en farbar vei for din virksomhet! Vi har en omfattende verktøykasse, og i foredraget vil vi vise en teknikk som er mange ledere finner verdifull.
Lead User Innovation - Club de la Innovación Costa RicaInnovare
Un surfeador creó la cámara GoPro para tomar “selfies” desde las olas. Dos emprendedores alquilaron su sala para ayudarse con la renta y así nació Airbnb. Casos como estos nos inspiraron a aprender sobre Lead User Innovation, el método del profesor del MIT Eric von Hippel.
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
We are proud to announce our twenty-sixth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-third Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
This document is Nielsen's 2015 European Breakthrough Innovation Report. It discusses Nielsen's research on breakthrough innovation and the concept of "jobs theory" - that consumers purchase products to get jobs done in specific circumstances, rather than because of attributes. The report highlights several European product launches that achieved breakthrough success by resolving consumer struggles or unmet needs. It emphasizes that understanding the specific jobs consumers need done, and the criteria they use to evaluate options, is key to developing breakthrough innovations. The report contains case studies of various innovation winners that addressed consumer jobs successfully.
Este documento lista vários vinhos portugueses de diferentes regiões, tipos e anos de colheita, incluindo vinhos do Porto, vinhos tintos e brancos de várias castas como Touriga Nacional, Alvarinho e Syrah.
This document provides an overview of locations visited in England from July to October 2010, including Nottingham, Sherwood Forest, Yorkshire Dales, Lake District, Hadrian's Wall, Isle of Wight, Hurst Peninsula, Uffington Hills, Cornwall, and the Eden Project. Key details are provided about Nottingham, Hadrian's Wall, Lake District, Isle of Wight, Uffington Hills, Cornwall, and the Eden Project. The Eden Project consists of two large biodomes replicating different climate zones and their plants.
Be Competitively Unpredictable! - Make it happen with innovationStefan Lindegaard
Competitively unpredictable: two words that spell the key to success in today’s fast paced, highly competitive business arena. If your company has the ability to consistently outmaneuver the competition in ways they never see coming, then the future is bright.
Why is being competitively unpredictable so essential now? One key reason is the ever-shrinking window of opportunity. In the past decades, depending on your industry, you could count on having three or five or even seven years after bringing something new to market to make good money before you needed to come up with the next new thing to keep revenues growing.
This is no longer the case. While the pace of innovation used to be fast but still manageable, now the window of opportunity is getting shorter and moving faster so you’re forced to innovate ever faster. One of the best examples is the mobile phone industry where they are now counting in months.
Open innovation and business model innovation are key concepts for becoming competitively unpredictable and in this session Stefan Lindegaard shares his views on how companies can embrace these concepts in order to bring better innovation to market faster.
Specifically, he provides:
• an overview of the current state of innovation and what the future will bring us
• examples on how leading-edge companies merge open innovation and business model innovation
• insights on why companies must embrace failure for better innovation
• insights on how companies can use social media for their innovation efforts
The document summarizes lessons on innovation from interviews with 12 global innovators. It finds that defining innovation, embracing internal innovation to cut costs, shifting from problem-solving to problem-defining, and having an innovation team play facilitator and incubator roles are keys to success. The innovation team's role varies by organization, from facilitating others' innovation to incubating ideas themselves. Innovators need creativity, open-mindedness, and teamwork skills.
Organizations are increasingly looking to harness external talent and crowdsourcing to accelerate innovation in a cost-effective way, as there are more smart people outside an organization than within. Leading organizations strategically manage open innovation efforts by carefully planning why they are engaging external talent, which types of problems are best solved externally, and how to integrate external ideas and solutions into internal innovation processes. Successful companies have identified different scenarios for external work and have partnerships in place to access the optimal resources for each scenario to tackle challenges and advance innovation goals.
This document provides an overview of Nike's innovation process and history. It discusses Nike's transition from solely distributing shoes to developing its own, including innovative products like the Fuelband smartwatch and Flyknit shoes. Nike focuses on continuous innovation through R&D and engaging customers. It has a vertically integrated supply chain and uses star athletes to promote its brand. The document also notes Nike's marketing strategies of advertisements, sponsorships, and developing brand identity to establish itself as the leader in athletic footwear and apparel.
Intrapreneuriat, une autre façon d'entreprendreOlivier Witmeur
The document discusses intrapreneurship as a new way of entrepreneurship within large companies. It defines the differences between entrepreneurs and managers/intrapreneurs, and describes how large firms can build an entrepreneurial organization by promoting an entrepreneurial culture, strategy, and structure. The key aspects that differentiate entrepreneurs from intrapreneurs are ownership, decision power, incentives, and risk tolerance.
What every business can learn from young entrepreneurs (publ)Frederic De Meyer
For my second book I took a look at a number of young entrepreneurs - what they are made of, what trends are they working on, etc. In this presentation I discuss what I learned from them and how these learnings could (and should) be applied to traditional businesses as well (in order to attract and retain young innovative talent).
Of course it's better to have the narratives along, so don't hesitate to get in touch if you'd want this presented 'live' at one of your events...
Assessing and Fostering a Culture of InnovationNaba Ahmed
Welcome to an interactive empowering session on how to sharpen your future through innovation management, which can help guide your company’s goals. During this webinar, Magnus Penker, international thought leader and author, will dive into how to assess and foster culture and capabilities for innovation.
We are proud to announce our fourth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
This document discusses how to develop an innovative corporate culture. It presents a model of the key elements of an innovative culture, which are organized into six building blocks: resources, processes, values, behaviors, climate, and success. These building blocks are interrelated and impact each other. The document then describes several companies that exemplify different building blocks, such as IDEO's emphasis on values and behaviors that promote creativity. It also introduces an assessment tool that can evaluate an organization's innovation culture based on the six building blocks and identify strengths and weaknesses. Applying this tool helped one company recognize it needed to develop stronger creative leadership to expand successfully.
The document discusses how to go from good to great performance in projects. It outlines that more than 70% of change initiatives fail to achieve their goals. To achieve superperformance, both process (methodology) and culture (inspiration and involvement of people) must be optimized simultaneously. The formula for superperformance is Process x Culture = Superperformance. Examples are provided of projects in the oil and gas industry that achieved superperformance by empowering employees, embracing unconventional thinking, and focusing on collaboration over rigid processes. Habits are identified as playing a key role in the sustainability of superperformance.
I presented this deck during the TW away day at Goa in 2011. Meant for a general audience interested in the topic of innovation, this deck breaks down the concept of innovation to key ingredients, key influencers etc and identified how companies can be more innovative.
Intraprenørprisen 2014. juni 5 - Foredrag - Ragnvald Sannes - Intraprenørskap...Iterate AS
Ragnvald Sannes er forsker, foredragsholder og rådgiver innen forretningsutvikling og innovasjon. Han har veiledet mer enn 150 innovasjonsprosjekter i norske virksomheter og vært brukt som ekstern ekspert i FoU-prosjekter.
I foredraget vil sannes fokusere på forskjellen mellom en organisasjon som er skrudd sammen for mest mulig effektiv drift og en som ønsker å dyrke frem forenkling, forbedring og fornyelse. Dette er en utfordring vi ser i mange virksomheter, men heldigvis har vi både god forskning og konkrete erfaringer som kan hjelpe deg til på finne en farbar vei for din virksomhet! Vi har en omfattende verktøykasse, og i foredraget vil vi vise en teknikk som er mange ledere finner verdifull.
Lead User Innovation - Club de la Innovación Costa RicaInnovare
Un surfeador creó la cámara GoPro para tomar “selfies” desde las olas. Dos emprendedores alquilaron su sala para ayudarse con la renta y así nació Airbnb. Casos como estos nos inspiraron a aprender sobre Lead User Innovation, el método del profesor del MIT Eric von Hippel.
The harder you push, the harder the system pushes you backEmiliano Soldi
Slide presented at Better Sofware conference in June 2016.
The talk was about how facilitation, change managment and coaching, are essentials in guiding Agile Transition program
We are proud to announce our twenty-sixth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
We are proud to announce our twenty-third Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to 5,000+ innovation-related articles.
This document is Nielsen's 2015 European Breakthrough Innovation Report. It discusses Nielsen's research on breakthrough innovation and the concept of "jobs theory" - that consumers purchase products to get jobs done in specific circumstances, rather than because of attributes. The report highlights several European product launches that achieved breakthrough success by resolving consumer struggles or unmet needs. It emphasizes that understanding the specific jobs consumers need done, and the criteria they use to evaluate options, is key to developing breakthrough innovations. The report contains case studies of various innovation winners that addressed consumer jobs successfully.
Este documento lista vários vinhos portugueses de diferentes regiões, tipos e anos de colheita, incluindo vinhos do Porto, vinhos tintos e brancos de várias castas como Touriga Nacional, Alvarinho e Syrah.
This document provides an overview of locations visited in England from July to October 2010, including Nottingham, Sherwood Forest, Yorkshire Dales, Lake District, Hadrian's Wall, Isle of Wight, Hurst Peninsula, Uffington Hills, Cornwall, and the Eden Project. Key details are provided about Nottingham, Hadrian's Wall, Lake District, Isle of Wight, Uffington Hills, Cornwall, and the Eden Project. The Eden Project consists of two large biodomes replicating different climate zones and their plants.
O documento discute as principais exportadoras de vinho em Portugal. A Sogrape lidera o mercado nacional e as exportações, vendendo para mais de 120 países, com foco crescente na Ásia. A Symington, uma das maiores produtoras de vinho do Porto, exporta principalmente para Reino Unido, EUA e Canadá, com crescimento em mercados emergentes. A Aveleda vende vinhos, queijos e aguardentes, exportando 65% de suas vendas principalmente para Alemanha, França, EUA, Canadá, Brasil e
This document is a decision from the Ontario Labour Relations Board regarding a jurisdictional dispute over the dismantling and removal of shoring structures at a construction project in Windsor, Ontario. The work was initially performed by a composite crew of carpenters and labourers, but was later assigned to labourers alone, resulting in carpenters being laid off. The carpenters filed this application claiming the work should have been assigned to them. The board found that the carpenters bore the onus to prove the work should have been assigned to them. It also found that the labourers did not delay inappropriately in grieving the assignment. The board proceeded to consider the relevant criteria of collective agreements, area practice, employer preference
Le Matin, parution du 19 mars 2008
SM le ROi Mohammed VI regagne le Royaume
Le processus de Manhasset menacé par les manoeuvres dilatoires algéro-polisariennes
Le pouvoir de sanction se renforce
Les contours du dossier se précisent
Implantation d'une unité de coiffes pour sièges automobiles
SM le Roi adresse un message de remerciements et de reconnaissance au Président sénégalais
Une dizaine de proposition de lois soumises à la session d'avril
Le dossier des retraites atteint la commission des finances
Naissance de EurAfric Information
Un code pour gestion optimisée
Les négociations avec Israël piétinent
The document is a newsletter covering news in the toiletry, fragrance, and skincare industry, including updates on proposed regulations in California that could require product reformulations, personnel changes at major cosmetics companies, and new product launches from brands like Not Your Mother's, Avon, and E'shee Clinical Esthetic.
Wine & Shine é um consórcio de profissionais dedicados ao marketing de vinhos | Wine & Shine is a wine marketing consortium | Focused on branding, label design, advertising, web, video
The document summarizes the minutes from a Sanofi general meeting held on May 4, 2015. It discusses Sanofi's financial results and performance, compensation policies, progress in research and development, and priorities and recent product launches. Key points included a review of 2014 results, executive compensation plans, an update on pipeline and recent approvals of new drugs to treat multiple sclerosis, diabetes, and other conditions.
Pdf world s_most_admired_wine_brands_pdf_march_2014Jenna Boodram
This document summarizes the results of Drinks International's 2014 survey of the World's Most Admired Wine Brands. It provides details on the methodology used in the survey, the expanded number of respondents (over 200 wine professionals) and regions covered. It announces that Torres is the number one most admired brand, overtaking last year's winner Concha y Toro. Casillero del Diablo, part of the Concha y Toro portfolio, ranks second. The document also notes other changes in the top 50 ranking and includes quotes from some of the winning brands and academy members.
The document announces an event on shaping the future of the captive and outsourcing world in India. It will take place on December 5-8, 2011 in Leela Palace Kempinski Bangalore. It will include pre-conference site tours, a main conference, and post-conference industry roundtables. The event will bring together experts from various global companies to discuss leveraging globalization, verticalization, and specialization to provide agile, cost-effective, value-driven business services.
SAP HANA on IBM Power Systems by John HedgeJohn R Hedge
1) The document provides information on SAP HANA and its deployment on IBM Power Systems servers. It discusses the technical architecture of SAP HANA landscapes on Power and compares Power platforms to x86 alternatives.
2) Key benefits of deploying SAP HANA on Power Systems include leveraging the performance and scalability of the Power architecture for mission-critical SAP workloads, integrating HANA within existing Power customer environments, and protecting prior IT investments.
3) Support and implementation services are available from both IBM and SAP for SAP HANA on Power, with an integrated support model. Documentation and guidance is provided for planning, sizing, installing and operating SAP HANA on Power Systems
The document describes 10 vocabulary games that teachers can use to help students review and reinforce new vocabulary words in an engaging way. The games include Taboo, Memory Challenge, Last One Standing, Pictionary, Bingo, Outburst, Concentration, Scrambled Letters, Questions & Answers, and Categories. Most of the games involve dividing students into teams to compete against each other to recall or identify vocabulary words from a lesson in a timed activity. The games aim to stimulate long-term memory retention of new words through repetition and retrieval practice in a fun, motivating context.
Antonio Muñoz Molina ganó el Premio Príncipe de Asturias de las Letras en 2013. El documento resume 15 obras literarias escritas por Muñoz Molina, incluyendo novelas, cuentos y ensayos que abarcan una variedad de temas como la guerra civil española, el amor, y la identidad.
The document provides an overview of Sanofi's 2015 financial performance and compensation policies. Key points include:
- Sales were up 9.7% to €37.1 billion, while business EPS was up 8.5% to €5.64. Genzyme, Vaccines, and Animal Health drove growth.
- R&D expenses increased 9% to €5.3 billion as the company increased investments in new product launches.
- Net income was €4.3 billion, up from €4 billion in 2014.
- The compensation committee determines compensation for executives, including a fixed salary, annual bonus, and equity awards tied to performance.
This document provides a market survey report on customer satisfaction with L'Oreal. It includes an introduction covering the company's history and operations. The objectives are to evaluate L'Oreal's distribution channels, emphasis on customer service, approach to time management, and market segmentation strategies. The report will analyze how the company has grown over time. It outlines the contents which will cover the company profile, literature review, data collection and analysis, findings, conclusions, and recommendations.
Dave Brookes creó una cuenta de Twitter para la bodega Teusner para promover la marca, construir relaciones con clientes actuales y potenciales, y obtener comentarios del mercado. Comenzó siguiendo a personas influyentes que hablaban de vino e interactuando con ellos de forma cordial. Desde que comenzó a usar Twitter, más gente ha visitado la bodega, ha aumentado el tráfico a su sitio web, y ha recibido más preguntas de clientes en EE.UU. y Canadá. Brookes usa Twitter para construir relaciones, obtener comentarios
Quest for organizational innovation strategy Dr Oliver Ho
1) The document discusses the importance of organizational innovation, especially in turbulent times like the current Covid-19 pandemic. It notes that innovation and creativity are critical but challenging to nurture within teams.
2) It provides an overview of innovation, creativity, and how to form effective innovation teams. Key aspects include diversity of members, cross-department collaboration, and support from top management.
3) Assessment tools like Creatrix can help teams understand their innovative capacity and behaviors that encourage or inhibit innovation like recognition, eliminating negative behaviors, and regular brainstorming sessions. With the right focus, all organizations can nurture innovation.
CEO Innovation Playbook Public Short - Idris Mootee Part OneIdris Mootee
This document is part 1 of 2 of "The CEO's Innovation Playbook" by Idris Mootee. It introduces the concept of design thinking as a new management practice that fuels innovation. It argues that many businesses are missing opportunities by over-managing and under-innovating. The document provides tips for spotting market vulnerabilities and shifts to stay ahead of competition through innovation.
1) The document discusses ways for companies to grow creativity and innovation by focusing internally on their employees and organization. It provides examples of companies that have innovative business models, organizational structures, and practices that promote employee creativity.
2) Specific recommendations include hiring diverse employees, improving internal communication, aligning all changes to strategic goals, allowing employees time to develop new ideas, providing open access to information, reducing work pressures, allowing informal activities, focusing on sustainability, and encouraging serendipity.
3) The main sources of innovation are a company's own employees, so facilitating their creativity should be a priority for human resources departments.
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
The document discusses innovation challenges and provides thoughts on how to innovate. It suggests focusing on creating superior value for customers in the new "what can I do for you" economy where consumers are taking control. Companies should work on the edges, bring customers into strategic decisions, deepen core competencies while leveraging outside resources, and find ideas that unite stakeholders to continuously improve through practice.
Sometimes it seems that nearly every large company on the planet is establishing some sort of innovation presence in Silicon Valley – be it a full-blown center, lab or a fledgling outpost. Tech and non-tech companies are here. They’re committing time, dollars and talent in the hope of leveraging
the concentrated startup and academic ecosystems to some varied definitions of success. They’re betting that being close to the epicenter of others’ ideas and success automatically conveys a benefit.
That’s dangerous and lazy thinking.
What’s the rush and what does an innovation presence really contribute to the business and the marketplace as a whole? Is all of the recent frenzied activity the result of some kind of corporate FOMO (“fear of missing out”) around the next big thing? Or is there really something special and unpredictable that comes out of a well-curated and geographically well- situated set of relationships,talent and ideas?
It’s not easy to be ‘innovative,’ and we could quickly drift into the territory of clichéd term if we are not careful.
So what does innovation mean today? Can you create a culture and learn the skills that can serve as the spark and kindling for the pursuit of something that really matters? Or is it ever so easy to commit one of the transgressions of innovation and either think too far out into the future without any purpose, or merely get involved in projects of short-term incremental improvement?
This document discusses the advantages of user innovation compared to traditional innovation approaches. It notes that user innovation is a major part of open innovation and will become more standard. Open innovation involves using both internal and external knowledge to accelerate innovation. The document then discusses research showing that products developed with lead users through lead user workshops had much higher market share and sales than traditionally developed products, since lead users can reveal future market demands. The main advantage of user innovation is that it taps into the needs of innovators ahead of the market rather than average users.
Presentation to 180 Degrees Consulting Annual Conference (APAC).
Covers:
- Defining exactly what innovation is.
- Design thinking as a process for innovation.
- 7 key factors for innovation.
- Potential approach for innovation within charitable and philanthropic organisations.
#DTR8: The New Innovation Paradigm for the Digital Age: Faster, Cheaper and O...Capgemini
In this edition of the Digital Transformation Review, we examine how organizations can create sustainable and successful innovation strategy, drawing on our global panel of industry executives and academics.
We focus on four key themes:
Which digital innovations should be on organizations' radar screens?
How should companies promote innovation and embed it into their culture?
What lessons can we draw from organizations that are stand-out innovators?
What is the role and impact of innovation centers, including the Capgemini Consulting-Altimeter Group report, "The Innovation Game: Why and How Businesses are Investing in Innovation Centers".
The New Innovation Paradigm for the Digital Age: Faster, Cheaper and OpenJon Nordmark
How Iterate Studio helps multinationals embrace Open Innovation is featured in Capgemini Consulting's 8th Digital Transformation Review (Oct 2015), pages 44-50. Other topics include Machine Learning and AI (University of Oxford), Innovating through Open Data, Robotics, Intrapreneurship (by Telefonica), Innovation Centers (by Capital One), Frugal Innovation (University of Cambridge), and more. -- Digital Transformation Review 8th Edition, Capgemini Consulting ( https://www.capgemini-consulting.com/digital-transformation-review-8 )
The innovation game: Why and how business are investing in innovation centersRick Bouter
The document discusses why companies are increasingly launching innovation centers. It notes that 52% of Fortune 500 companies have been disrupted since 2000, so companies need to innovate or risk being disrupted themselves. Innovation centers are teams and sometimes physical spaces located in tech hubs that allow companies to leverage local startups, investors, and academics to accelerate innovation. They pursue goals like developing new products/services, designing business models, connecting with startups, and understanding customers. The document outlines different types of innovation centers and how they can speed up innovation processes.
The document discusses why companies are establishing innovation centers. It notes that 52% of Fortune 500 companies have been disrupted since 2000, so companies need to innovate or risk failure. Innovation centers are teams or physical spaces located in tech hubs that leverage local startups and ecosystems to accelerate innovation. Their goals include developing new products/services, designing business models, connecting with startups, and understanding customers. They provide benefits like speeding innovation and attracting talent. Common models include in-house labs, university residences, community anchors, and outposts.
The Innovation Game: Why & How Businesses are Investing in Innovation Centers Capgemini
With tech startups rapidly eating into traditional sectors, large organizations face an increased pressure to innovate. The challenge is that traditional innovation approaches are broken. A recent study revealed that only 5% of R&D staff feel highly motivated to innovate. In certain sectors, more than 85% of new products fail and an overwhelming 90% of companies consider they are too slow in launching new products and services.
The weaknesses of traditional innovation approaches have led some organizations to explore different avenues and seek new inspiration. These organizations have launched innovation centers in major technology hubs with the explicit mandate to accelerate digital innovations. These innovation centers, comprising teams of people and often physical sites, are established in a global tech hub. The goal is to leverage the ecosystem of startups, venture capitalists, accelerators, vendors, and academic institutions that these hubs provide.
We interviewed leaders of innovation centers and conducted an extensive research study of the 200 largest companies in the world to identify best practices and critical success factors.
Global technology hubs are the preferred destinations for setting up innovation centers. 60% of companies that have set up these centers have a presence in the Silicon Valley but many more hubs are emerging – the top 10 cities in our analysis represent only 33% of total innovation centers. The US had the largest share with 31% of total innovation centers closely followed by Europe at 30% & Asia at 22%. Penetration varies significantly between sectors; manufacturing is a clear leader at 58%, but despite facing increasing pressures from digital disruptions, Financial Services lags at only 28%.
Innovation centers offer a range of benefits. They:
• Accelerate the speed of innovation
• Provide a fresh source of ideas
• Enhance risk-taking ability
• Attract talent
• Drive employee engagement
• Build a culture of innovation.
It is extremely challenging to make a success of innovation centers. The long list of critical success factors is a testimony to the size of the challenge. These factors range from clarity on the role of the innovation center to governance for innovation implementation. For example, innovation centers should not peer so far out into the future that it becomes disconnected from current realities. But, it should not confine itself too closely to the parent’s current operations to make breakthrough innovation impossible.
The advent of thriving technology hubs has created an innovation ecosystem that traditional organizations can tap into. By combining the culture and approach of innovation centers with their budget firepower and access to markets and customers, traditional organizations have an excellent opportunity to re-energize their innovation capability.
Social Intrapreneurship: Circle of Intrapreneurs BucharestEmanuele Musa
How Social Intrapreneurship came into play, how it is transforming organizations into work-places of passion, creativity, energy and purpose. Ultimately, Social intrapreneurship has the potential to fostering more fair capitalism, driven by the greater good.
Management manual for a start up entrepreneur - managing teams and leading ne...Charles Pozzo di Borgo
It is a SIMPLE Down-to-Earth Working manual for an entrepreneur-to-be – from foundation to expansion (maturity= business as usual)
For different stages: Things and issues to be tackled, agreements, problem identification, critical capabilities needed in different stages, how to secure those capabilities are available, milestones and way of acting with them…
KEEP the main focus on organisational development and management practices (our course topic)
My own version of BRL (Business Readiness Level –”thermometer”)
Like a good manual – it has a structure and content pages that lead quickly to the right topic area when your customer ”holder of the manual” has a problem in their hands
Innovation isn’t the job of R&D or Marketing anymore. Innovation is everyone’s job – but most aren’t trained/experienced in innovation.
Whether you start at "small i" innovation or "BIG I" Innovation - can you really afford NOT to improve your innovation capabilities?
think is an innovation management consultancy that provides various services to help organizations innovate, including consultancy, workshops, events, and training. Some of their key services involve helping organizations embed innovation into their culture and processes, conducting workshops on topics like new product development, and providing innovation training programs. Their goal is to help organizations build the skills and mindsets needed to sustain innovation over the long term.
Startup Engagement : Best Practices for Large OrganizationsMohsen Mokhtari
The document discusses Innovation Leader's annual corporate innovation conference called Impact. Impact helps senior innovation professionals at large organizations learn how to deliver value and real business impact. At Impact 2019, senior executives from successful companies like Comcast NBCUniversal, Bose, and Nationwide will share insights and lessons learned. The conference involves interactive sessions, workshops, and networking opportunities. It provides actionable takeaways, frameworks and tools. The goal is for participants to gain skills and access a network of other innovation professionals.
The document also provides information about Techstars sponsoring Innovation Leader's research on startup engagement strategies for large organizations. Techstars has insights from its corporate partnerships on disruption facing large companies. The research includes survey data and interviews with
Startup Engagement : Best Practices for Large Organizations
GCI0903_Clash of Chaos
1. 36 Business GCI March 2009
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or most large companies, fostering innovation is a challenge. It means drastically
rethinking processes, human resources management, even goals. Because chaos is
at the core of creativity, just maintaining that creative process or reinstating it takes
some measure of chaos.
Ideas need room to come to life, to flow and expand. At some point, something has to give:
Control, processes and structure will have to recede to give way to the creative process. Here is
how major players in the life science industry have managed to maintain a measure of chaos,
while preserving their corporate sanity.
Innovation is no longer a choice. It is a key to survival.
Here’s how to get started.
BY MARIE ALICE DIBON
Seven Pillars of Good Chaos Creation
Very few people fit the description.
According to Frederic Lucas-Conwell,
CEO of Growth Resources, Inc., a
California company helping firms manage
human resources, only 5% of people are
happy making decisions or taking the lead
in a chaotic, uncontrolled environment.
A leading U.S. biotechnology
company Genentech, headquartered
in San Francisco, understands that
and carefully profiles its new hires. It
emphasizes excellence and creativity for
R&D; for operations, a successful candidate
will be able to execute and comply.
“We hire the best people, because good
people tend to have good ideas,” explains
The Clash of
and
The ClashClashClash ofof
Structure
1Start with People
When it comes to the chances for success
of an innovation policy, most, if not all,
hinges on people. From top to bottom,
people are at the heart of innovation.
Creation loves chaos and hates control.
Artists, composers, Nobel Prize winners,
inventors or researchers are not generally
characters most likely to come in every
day, sit at a desk, do the same thing for
eight hours and go home happy. The
ability to handle control is not their
best feature.
StructureStructure
Chaos
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Joe McCracken, vice president of business
development for the company. “But we also
favor different personalities for different
jobs. For research we seek out individuals
who want to explore new frontiers, whereas
for manufacturing we seek out individuals
who are happy performing the same tasks
each day. Indeed, when $3 million is at
stake in a batch of Avastin, you really don’t
want a ‘more creative type’ introducing
some new idea into the process. You
want someone who can follow standard
operating procedures (SOPs).”
“In fact, there are no SOPs in research,”
continues McCracken.
No process control? Exactly.
2Let Go of Control
Not only does Genentech have no SOPs
in research, it also lets go of all control on
a fifth of the researchers’ time. “We allow
employees in research to spend 20% of their
time on ‘skunk projects.’ These are secret
projects,” says McCracken. “They don’t have
to tell their bosses what they are doing.”
And it pays. Many of Genentech’s star
projects originated from this program.
Control is not something Daniel Maes,
senior vice president of R&D at The Estée
Lauder Companies, Inc., likes a lot either.
“In the creative process, if you start
encountering blocking elements, you are
dead,” he emphasizes. “When we decide to
work on something, we only pay attention
to intellectual property—which can really
come back at you later on—but that’s it. The
bottom line is: We have complete freedom
without any control, any guidance or any
limitations but our own.”
“I never felt restrained in the 32 years
of my career at Clarins,” says Lionel de
Benetti, head of research and member of
the board at Clarins. “There is a culture of
innovation here at Clarins that includes
giving us total freedom.”
And that is another key point.
3Maintain or Create
a Culture of Innovation
In order to be innovative, you have to be
innovative as a company. An individual or
a department alone will never be enough to
move things in the right direction.
“For Clarins, the driving force behind
product development has always been
innovation,” continues de Benetti. “We are
constantly reminded that nothing should
stop us from moving forward. This we
really owe to Jacques Courtin-Clarins, the
founder of the company.” That is a common
denominator in most of the innovative
companies interviewed. At the core was
a creative founder. All gave that initial
impulse to their companies that have then
worked to maintain this unique culture.
What made those founders so successful
was also their legendary curiosity and open
mindedness; their ability to look out, rather
than in, which they imprinted onto their
companies.
4Bring in New Ideas and
New Blood
Creative companies are open to the
outside. They create systems and structure
themselves so as to remain open-minded
and open to outside teams and people. They
also treat open-mindedness as a quality, not
as a threat.
Renaud Jonquières, global marketing
manager of pharmaceuticals at BioMérieux
explains, “Not only do we often acquire
companies that are not quite within the
bounds of our expertise, because they are
innovative, or bring to the table rupture
technologies that will add value to our
existing offering, but we have been on
occasion going in totally different fields
in order to solve specific problems. If you
want to foster innovation, you have to be
extremely open-minded,” says Jonquières.
At Estée Lauder, suppliers are brought in
constantly to present new technologies and
educate staff. The company also partners
heavily with outside labs, private firms or
from academia. They give grants to very
prestigious research teams and collaborate
on numerous projects. That is another way
to interface with the outside. Going out is
important.
5Send Them Out
Not one large dermatology or major
cosmetic science meeting goes by without a
presentation from Estée Lauder’s labs. “We
have the ability to publish our work early
on, and that is very important,” emphasizes
Maes. Pushing people out, making them
interact with the outside world and with
different teams is essential. First, it will keep
peace in the house, as creative people tend
not to be the easiest to manage, and even
more so when they feel restrained.
Exposure to others, especially unfamiliar
people and teams, creates instability. Most
creative personalities are not unphased by
it. In fact, it makes them more productive.
“Teams function better in a creative
fashion when people inside them don’t
know each other very well, whereas teams
that have been constituted for some time
lose their creative edge, but will be perfect
to organize and execute,” explains Marc
Dangeard, a business coach working with
entrepreneurs in California’s Silicon Valley,
who closely observes innovative companies
and helps them grow.
With all that movement, one thing is
for sure: The process doesn’t seem too
intensive. How can people be productive if
they are constantly moving around?
6Accept Waste and
Failure
Innovation is a costly process. Along the
way, a lot is produced, little is used.
“To get one good idea, you need to go
through a hundred of them. The company
has to accept the extraordinary level of
waste that comes with the innovative
process,” explains Growth Resource’s CEO
Lucas-Conwell.
The story is the same at Estée Lauder.
“We never say no to a new technology.
We review absolutely everything that comes
our way, and that is a lot,” says Maes.“Then,
a maximum of 10% of all the ideas that we
have or select are going to see the light.”
Sometimes, even failures are important.
“We launched Expertise 3P last year, and
it didn’t do as well as we had hoped,”
acknowledges Clarins’ de Benetti, “but
we believe in that technology and it will
probably succeed at some point. We will
then have been the first company to ever
launch a product of that nature. Moreover,
in our industry, failure doesn’t have the
same consequences as launching the wrong
car would, for instance.”
That is also the conclusion that Thomas
Goetz drew when he published an article
last year in Wired magazine titled, “Mind
the Gaps.” According to Goetz, “Scientists
rarely publish the results of failed
experiments. Science gets skewed because
only positive correlations see the light of
day.” There is a lot to be said about the value
of failure.
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The challenge, of course, is to get this
through the heads of upper management,
especially in a world where quarterly
figures dictate the strategy of public
companies. Waste might also mean lesser
short-term results. Only those who are
able to think long-term can envision an
innovative process taking place in their
companies.
7Accept Delays
Clarins decided to pull out of the stock
market last year for that very reason. “The
market is short-term, and sometimes even
very short-term. The vision of our strategy
for the group is rather mid- and long-term,”
said CEO Christian Courtin in a recent
interview.
Claude Bébéar, founder of Axa and
generally considered to be the godfather
of French capitalism, explained in the
wake of the recent Bernard Madoff
scandal in an interview for the French
magazine l’Express, “For a few years now,
companies have had to suffer the diktat of
the short-term, [imposed by the markets].
Everybody knows that quarterly results
have no meaning for the companies,
yet more and more CEOs are obsessed
by it, to the point of sacrificing certain
investments to better their results.”
The Devil Inside
It goes without saying that chaos creates
fear and unrest in the corporate structure.
In the wake of creating chaos, there are
obstacles within the corporate structure
that go beyond the challenges brought to
bear on R&D.
“Innovation will question established roles
and processes and has very heavy political
implications at times,” explains Lucas-
Conwell. “Many people have no interest at all
in letting innovation succeed. Those people
might be brilliant and very well structured,
yet will do everything in their power to
sabotage it, all the while looking supportive.”
“We do get pressures all the time from
other departments,” adds de Benetti of
Clarins, “but arbitration is always in our
favor. We are very [well] supported by our
upper management.”
Support is key among the many things to
take care of in order to make chaos livable
and to avoid the clash.
Managing Chaos
1Support It
Support goes along with the culture.
In companies where there is a culture of
innovation, support is a no-brainer to
upper management. It is in the company’s
genes to support innovators, usually
because the initial impulse was modeled by
the founders.
Genentech has managed to maintain
that culture, as did all the companies
interviewed for this article. For any
company, there is a need to make sure that
innovation is something that occurs at all
levels and is supported as such. Surprisingly
for some, structure is paramount to the
success of such policy.
Why is structure so important? If
chaos is an important part of innovation,
chaos itself cannot run through the entire
structure without destroying it. And it
really doesn’t have to.
2Keep It on the Edges
“In a large structure, innovation should
happen at the edges of the company, where
you can afford to let things in and your
creators out, for optimal interaction and
confrontation of ideas without jeopardizing
the heart of the structure,” explains
Dangeard.
The key is to create a gradient of
creativity. Inside the company are
your processes, your execution teams,
development, production, accounting,
manufacturing—well-structured and
controlled—and as you get closer to the
outside, you find the creative people.
Creativity is also very dependent on
the company’s ecosystem. “The ecosystem
is essential to the success of innovation,”
explains Lucas-Conwell. “Silicon Valley
is a perfect example of it. Here, more
mature companies absorb small innovative
companies. They can constantly regenerate
with that pool of ideas. On the other hand,
small companies are driven by venture
capitalists and attorneys who allow them
to exist all the while facilitating their own
survival and successful exits.”
So innovation remains on the edges, but
what happens there, where ideas flow in
a totally uncontrollable manner? How to
make sense of it all? Organize.
3Streamline
“We try to manage the flow of ideas,”
explains Maes. “It is like a funnel; we look
at everything, then there is a first step
where we eliminate a whole bunch of
technologies because even after looking at
them closer, they just don’t fit us right now.
Then we will test them. And again, a bunch
get dropped because the tests come back
disappointing. Everything that we drop is
cataloged.” What’s left, Maes says, is read
again and experts in the technology are
called. The company has a “journal club”
whose members are assigned a technology
about which they acquire knowledge on
and then present it to their colleagues in the
lab. Everyone is educated about everything
that goes on. “We bring in experts and also
marketing. It is important to involve them
early on,” he says.
And that is another key to innovation
success.
4Implicate Early and
Educate
“With very new technologies, people’s
brains must be injected with new notions
and vocabulary early on,” Maes continues.
“You have to prime the pump. I talk and see
how people react. I try it in different ways.
With very new technologies, it is not only
about evaluating, you have to do the PR
work.”
That is a strategy that biotech and
pharma are starting to understand.
Both Roche and Genentech have early
commercialization programs. At Roche, a
marketing person is embedded right on the
R&D site to become involved as soon as the
product starts taking shape.
5Set High Standards,
Measure Success
It must be understood by now that this
is an exercise in balance. However talented
they are, development people must live up
to the needs of the corporation. If you want
to be a free agent in a large company, you
must not only be able to communicate with
the rest of the chain and defend your ideas,
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but also be able to understand what you are
working for.
“Not every researcher has that special
skill,” says Fred Dorey, an attorney with
Cooley Godward Kronish, the very firm
that incorporated Genentech 30 years ago,
and is also the first president of the Bay
Area Bioscience Center. “They have to
be really tuned in to the business side of
things. It is not a very common instinct, but
it is necessary to corporate work.”
Knowledge
is power. It is
energy, too.
When people’s
minds are
stimulated, they
feel energized.
HOW TO KEEP UP A SUCCESSFUL INNOVATION
POLICY DURING CHALLENGING TIMES:
1. Be creative if you want creativity to come to you.
2. Be flexible and agile inside and outside the organization.
HR: New hires are rarely on the company agenda during a recession:
n Constitute horizontal teams to manage projects. If properly executed, this allows you to use existing
personnel where you would have hired new people, to create new teams and stronger relationships,
and to foster better communications within the organization.
n Use outside consultants. More flexible than even temporary workers when it comes to work load,
they also can work on commission and be ready immediately if you have worked with them before.
Keep eyes everywhere:
n Commission people to be on the lookout for new technologies to in-license in different fields, in
different countries.
n Foster your network for opportunities. Suppliers, clients, workers, industry relations and former
colleagues all have ties that may be useful to you.
n Read the trade press from industries that are adjacent to yours—scientific journals, science
popularization magazines, biomedical journals, to name a few.
Be open to new technologies that can help save money and accelerate processes:
n Technologies that can help your design process:
• Use the social media for customer-driven design, inexpensive and efficient market test and crisis
prevention.
• Use Web-collaborative tools to keep in touch with the best everywhere and to manage international
teams.
n Technologies that can help your lab and production lines function better:
• New toxicity tests, but also activity and compound screening technologies are now available to
the consumer products industries after having been validated by the biomedical industry for years
(in silico biology, high throughput screening tools, etc.).
• Some of those companies are small and need to land contracts to survive as the activity in
biomed stays very competitive, and industrial partnerships are one way to keep afloat.
MARIE ALICE DIBON, PHARMD, is the
principal at Alice Communications, Inc., helping companies in
the life science sector to develop innovative technologies.
At Lauder, suppliers come in and share
with staff what their technology does.
Knowledge is power. It is energy, too.
When people’s minds are stimulated, they
feel energized. Internal communications
can also go a long way.
Several years ago, a research team at
Estée Lauder put together a newsletter
to tell the rest of the company about
research: the technologies, the outside
partnerships, the different labs and the
life of R&D in general. It also created a lot
of enthusiasm inside the labs. Not only
did the team get great feedback from the
different divisions that would be excited
about the technologies and also better
understand R&D processes and deal with
the department more easily, but people
Lucas-Conwell of Growth Resources,
Inc., agrees. “Innovation has to be useful,
otherwise it isn’t innovation, it is just an idea.”
“Publication rates and actual product
outcomes don’t necessarily go together,”
adds BioMerieux’s Jonquières. “Some
researchers publish a lot, and their research
leads to virtually no product development.”
Yet, there has to be a measure of success.
“With freedom comes accountability,”
explains McCracken. “We set very high
standards on how much our researchers
publish and how projects advance
internally.”
Measuring publications and scientific
progress is definitely a way to evaluate
people and also to motivate them.
6Motivate People
“For us, the biggest motivation is whom
we work for in the end: the patient,”
continues McCracken. “So we have patients
come in and talk to us. We frame letters
from patients, put them on the wall. Our
mission is to help patients.”
inside the team were motivated as well.
Taking time to communicate is well worth
the effort.
Innovation is not an easy proposition.
Managing chaos takes skills, open
mindedness, patience and will. For some it
takes a whole culture shift. For everyone it
takes faith.
But it’s not like you really have a choice. It
is not a matter of whether or not you need
innovation, but rather of whether or not you
want your company to survive this race at
all. Innovation is no longer a plus, it is now
part of any company’s survival skills. n GCI
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