The document discusses disruptive innovation and provides tools to analyze potential disruptions. It defines disruptive innovation as products or services that threaten existing businesses. It outlines a six-step process to discern disruptive innovations, including defining contributing factors at each stage of disruption, rating the factors, interpreting scores to create disruption profiles and response plans. The document uses the example of a potential disruptive biotechnology in the commodity chemical industry to demonstrate applying the analysis tools.
This document provides strategies for product development and prototyping in startups. It discusses the importance of 1) knowing the target customer and their needs, 2) using appropriate resources and avoiding bleeding edge technologies, 3) ensuring the product and development team are high quality, and 4) budgeting enough time and funds to allow for reworks and adjustments. Observational research techniques and understanding the customer's full experience are key to identifying unmet needs. The document emphasizes the need to focus on the core product and avoid feature creep in order to launch successfully.
Outside Chevron External Technology Development Presentation August 2009bchalonergill
The document summarizes Chevron's External Technology Development (ETD) group, which identifies and develops technologies from external sources to support Chevron's downstream manufacturing needs. ETD works closely with Global Manufacturing to address challenges in areas like reliability, process improvements, measurement, and environmental protection. Current projects include coatings for corrosion prevention, crude pretreatment, and emissions reductions. The goal is to rapidly assess, develop, and demonstrate promising external technologies through partnerships.
How to Anticipate and Mitigate Emerging Competitors from Adjacent Markets and...IntelCollab.com
This webinar discusses how companies can anticipate competitive threats from adjacent markets. It recommends using Porter's Five Forces model to analyze where new competitors may emerge. The webinar also suggests companies examine their own growth opportunities for clues about areas competitors may enter. Case studies of Apple disrupting the music industry are presented. The webinar concludes with questions for companies to consider their vulnerability to disruption from adjacent markets.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
This document discusses the development and implementation of a new product called Polyphonic HMI (Human Media Interface). It includes a SWOT analysis, consideration of alternatives, implementation plans, and contingency plans. Key aspects that will be evaluated are profitability, target markets, marketing strategy, and pricing decisions.
DfSS Webinar Part 1: An Introduction to DFSSmjames1
Participants will gain an introduction to the methodology DFSS (Design for Six Sigma) and how to apply it within your business. Waldemar Wasiuk a principal at BMGI Europe Waldemar Wasiuk a principal at BMGI Europe will walk you through the DFSS basics, how to get started, select DFSS projects and deliver meaningful business results.
Innovation is a necessity for B2B companies seeking growth. Yet, even game-changing innovation requires a careful assessment of how much customer value is created and ultimately captured in price. Otherwise, your company loses precious margin and the means to sustain future innovation.
Do you truly know how much value your innovations are providing to your customers?
LeveragePoint is delighted once more to have noted pricing thought-leader and author, Stephan Liozu share his practical experience and techniques for monetizing the differential value of innovation. He will discuss how industry leading companies embed value management into their new product development process.
Learn how to link innovation, customer value and pricing for your new products in 2013.
Michael kennedy set-based decision making taming system complexityAGILEMinds
The document discusses challenges with traditional "phase-gate" product development approaches and describes an alternative set-based decision making approach used by Toyota. Specifically, it notes that phase-gate approaches often result in project delays and cost overruns due to decisions made early in development before critical knowledge is known. In contrast, Toyota focuses on developing knowledge through rapid cycles of learning and convergence across projects, delaying design decisions as long as possible and doing more validation testing upfront to learn before designing. This set-based approach manages knowledge growth into products through cadences of learning pulled into successive launches.
This document provides strategies for product development and prototyping in startups. It discusses the importance of 1) knowing the target customer and their needs, 2) using appropriate resources and avoiding bleeding edge technologies, 3) ensuring the product and development team are high quality, and 4) budgeting enough time and funds to allow for reworks and adjustments. Observational research techniques and understanding the customer's full experience are key to identifying unmet needs. The document emphasizes the need to focus on the core product and avoid feature creep in order to launch successfully.
Outside Chevron External Technology Development Presentation August 2009bchalonergill
The document summarizes Chevron's External Technology Development (ETD) group, which identifies and develops technologies from external sources to support Chevron's downstream manufacturing needs. ETD works closely with Global Manufacturing to address challenges in areas like reliability, process improvements, measurement, and environmental protection. Current projects include coatings for corrosion prevention, crude pretreatment, and emissions reductions. The goal is to rapidly assess, develop, and demonstrate promising external technologies through partnerships.
How to Anticipate and Mitigate Emerging Competitors from Adjacent Markets and...IntelCollab.com
This webinar discusses how companies can anticipate competitive threats from adjacent markets. It recommends using Porter's Five Forces model to analyze where new competitors may emerge. The webinar also suggests companies examine their own growth opportunities for clues about areas competitors may enter. Case studies of Apple disrupting the music industry are presented. The webinar concludes with questions for companies to consider their vulnerability to disruption from adjacent markets.
Kennametal's innovation journey focused on strategic alignment, disciplined processes, and executive involvement. They created an Innovation Ventures Group to target emerging business opportunities beyond their core offerings. Their approach balances managing the core business while incubating new opportunities earlier in the innovation cycle through a portfolio of projects with varying levels of risk and market adjacency. Executive support was crucial for providing resources and governance over the innovation pipeline and portfolio.
This document discusses the development and implementation of a new product called Polyphonic HMI (Human Media Interface). It includes a SWOT analysis, consideration of alternatives, implementation plans, and contingency plans. Key aspects that will be evaluated are profitability, target markets, marketing strategy, and pricing decisions.
DfSS Webinar Part 1: An Introduction to DFSSmjames1
Participants will gain an introduction to the methodology DFSS (Design for Six Sigma) and how to apply it within your business. Waldemar Wasiuk a principal at BMGI Europe Waldemar Wasiuk a principal at BMGI Europe will walk you through the DFSS basics, how to get started, select DFSS projects and deliver meaningful business results.
Innovation is a necessity for B2B companies seeking growth. Yet, even game-changing innovation requires a careful assessment of how much customer value is created and ultimately captured in price. Otherwise, your company loses precious margin and the means to sustain future innovation.
Do you truly know how much value your innovations are providing to your customers?
LeveragePoint is delighted once more to have noted pricing thought-leader and author, Stephan Liozu share his practical experience and techniques for monetizing the differential value of innovation. He will discuss how industry leading companies embed value management into their new product development process.
Learn how to link innovation, customer value and pricing for your new products in 2013.
Michael kennedy set-based decision making taming system complexityAGILEMinds
The document discusses challenges with traditional "phase-gate" product development approaches and describes an alternative set-based decision making approach used by Toyota. Specifically, it notes that phase-gate approaches often result in project delays and cost overruns due to decisions made early in development before critical knowledge is known. In contrast, Toyota focuses on developing knowledge through rapid cycles of learning and convergence across projects, delaying design decisions as long as possible and doing more validation testing upfront to learn before designing. This set-based approach manages knowledge growth into products through cadences of learning pulled into successive launches.
The Essential Product Owner - Partnering with the teamCprime
Bob Galen shares real-world stories where he’s seen “effectively partnered” teams and Product Owners truly deliver balanced value for their business stakeholders. In this session he’ll show you how story mapping and release planning can truly set the stage for effective team workflow—establishing a “Big Picture” for everyone to shoot for. How establishing shared goals, both at the iteration and release levels, truly cements the partnership between team and Product Owner. And finally, how setting a tempo of regular, focused backlog grooming sessions establishes a mechanism for the team and Product Owner to explore well-nuanced and high value backlogs.
Software Product Companies and Globalization OpportunitiesZinnov
Software product companies are not fully leveraging the potential of globalization for research and development activities. While total R&D spend is USD 45-48 billion annually, only 15% of that is spent outside of the United States, mainly in emerging markets like India and China. These markets provide growing talent pools and lower costs, making them attractive locations for further globalizing R&D efforts.
The 5 steps towards successful disruptive innovation are:
1. Positioning through competitive strategy analysis
2. Clarity of vision and intention through socialized strategy
3. Rapid iterative design and development through systems engineering
4. Managing market performance and adoption of disruptive technologies
5. Continuous improvement through systematic review
The document outlines each step in more detail, emphasizing the importance of understanding competitive context, formulating clear strategic vision, applying systems engineering principles, recognizing that disruptive technologies may initially be rejected by existing markets, and continuously reviewing progress.
1. The agenda includes a Walmart case study, an exercise on using Porter's 5 forces framework, a discussion of short-term objectives, and executive compensation.
2. Porter's 5 forces framework will be used to analyze industry forces for the University of Phoenix case study. Groups will analyze the forces and select a spokesperson.
3. Characteristics of good short-term objectives include being specific, achievable, and measurable. Deficient objectives lack measurability while good objectives tie objectives to measurable outcomes.
The document discusses a robotics company's business model, segments, position in the industry, and factors for its past success. It then considers where the company wants to be in the future, including overall and specific objectives. It analyzes challenges the company faces, provides a winning formula framework, and makes recommendations around core growth options, strategic bets, talent management, and strategic alliances.
The document outlines Innovation's objectives at a consumer products company, which are to identify new product opportunities driven by consumer needs, develop and commercialize products to address those opportunities, and influence industry specifications. It then describes the new product development process and keys to success, including a consumer-centric culture, market insights, and cross-functional collaboration. Finally, it discusses Innovation's roles in evaluating concepts, ensuring success through tools like segmentation and ensuring product optimization, and thinking outside the box to develop paradigm-shifting innovations.
This document discusses Discovery Driven Planning (DDP), a methodology for evaluating, planning, and managing uncertain growth projects. It describes the five key disciplines of DDP: 1) framing a worthwhile challenge, 2) recognizing competitive market metrics, 3) identifying and documenting assumptions, 4) outlining major deliverables, and 5) identifying major checkpoints to test assumptions. DDP uses staged investment and assumption testing to minimize risk and control downside potential while maximizing upside opportunities for projects with uncertainty.
The document discusses the process of new product development (NPD). It explains that NPD involves developing, testing, and assessing new or modified products and services to ensure business growth. The key stages of NPD are identified as idea generation, screening and evaluation, business analysis, development, market testing, and commercialization. Each stage of the process is then described in more detail regarding its purpose and relevant marketing methods.
This document outlines the strategic planning cycle and process. It discusses conducting external and internal analyses to understand opportunities, threats, strengths, and weaknesses. This includes a SWOT analysis and examining the 5 key strategic questions of what an organization wants to achieve, where it will operate, how it will win, if it has the capabilities required, and what enablers are needed. The document emphasizes the importance of ongoing monitoring and learning to ensure the strategic plan supports long-term sustainability.
Power Up - Your Influence on Non-Design DeliverablesPeter Boersma
Presentation at IxDA Hamburg networking event on Monday, September 26, 2011.
The presentation aims to make UX people aware that they can and should influence non-design deliverables.
This document summarizes a presentation on adopting an agile approach to requirements for complex systems and distributed teams. It discusses using a product backlog, user stories, use cases and scenarios to understand desired outcomes. It also covers exploring solutions through visualization, prototyping, and reviews. The presentation emphasizes using the right level of detail for requirements and a blend of techniques including backlogs, models, prototypes and specifications.
WORKSHOP: Performance Effectiveness, by Rahila Narejo♚ MBT- Khalid ♞
The document discusses competency-based human resource management. It defines competencies as clusters of knowledge, skills, and attributes that enable superior job performance. The key benefits of competency-based HR include aligning HR processes through a common language, establishing clear performance expectations, and facilitating employee development. Recruitment, performance management, training, development, and compensation can all be designed based on an organization's competency model. The document provides an overview of developing a competency catalogue and applying competencies across the HR cycle.
The document discusses prioritization in custom design services at NCR Corporation. It outlines challenges with multiple stakeholders, competing managers, and inflexible systems. It then presents a project prioritization model that scores projects based on criteria like market size, strategic fit, risk, and rewards. Finally, it discusses keeping the prioritization process simple through focusing on key projects, people/skills, and testing criteria.
The document discusses DDI's webinar on testing for high potential. It outlines DDI's experience in assessments and client satisfaction. It then discusses forces affecting one company, including an aging workforce and culture change. The rest of the document provides details on DDI's three-part approach to identify and develop high potential talent: 1) determine capacity needs, 2) identify high potential employees, and 3) assess gaps and develop employees. Various charts and examples are provided to illustrate DDI's methods.
This document describes KaplanResearch, a market research firm that specializes in qualitative and quantitative services for healthcare clients. It highlights KaplanResearch's experience in the industry, innovative methodologies like telephone focus groups, ReCAP, and 10+100, and full suite of services including focus groups, interviews, surveys, and reporting. KaplanResearch aims to provide flexible, individualized attention to both large companies and startups to help clients understand their markets and make strategic decisions.
KaplanResearch Quatitative Research CapabilitiesJack Jackson
KaplanResearch is an experienced healthcare market research firm that offers tried and true qualitative and quantitative methodologies. They have innovations like ReCAP and 10+100 designed to meet specific client needs. KaplanResearch understands the healthcare landscape and helps clients decide what to do with research findings through clear, actionable recommendations from their experienced researchers.
Ipsos Vantis is a division of Ipsos that specializes in innovation research to support clients' new product development efforts. They offer tools and services to test concepts, understand customer needs, optimize products for launch, and predict market potential. Their approach involves profiling ideas based on a database of past testing results to identify ideas that could be major commercial successes. They help clients make better decisions about what to pursue and provide strategies for successful launches based on over 25 years of validated experience implementing innovation programs.
Customer needs are the source of economic value. Product commercialization is the most expensive activity of the product development process. Successful launches not only have clear financial. Successful launches not only have clear financial benefits, but also support delivery of value to customers.
Identifying how and where information technology can assist with improving an organisation's performance. Including statistics from IBM's latest Global CIO survey
Presentation on "Benchmarking Genesis" by Basma A. Bargal during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
This presentation discusses innovation and growth at Bayer MaterialScience (BMS). It notes that innovation, defined as implementing new ideas to create value, is essential for sustained growth. There is both qualitative and quantitative evidence that companies achieving 30-40% of sales from new innovations experience above-GDP growth rates. For BMS to achieve long-term growth, commitment from senior leadership is needed, as well as a centralized organization focused on growth, innovation processes and metrics, and a tolerance for risk. Key growth drivers include new materials, product modifications, new applications for existing products, and emerging markets accessed with new products.
The document advertises Mechanix safety gloves for oilfield and industrial work. It provides contact information for Project Sales Corp in India to purchase Mechanix gloves, which are designed to protect workers in challenging environments and reduce costs from hand injuries. The ad includes phone numbers and websites to contact for retail or bulk purchase price discounts on Mechanix gloves.
The Essential Product Owner - Partnering with the teamCprime
Bob Galen shares real-world stories where he’s seen “effectively partnered” teams and Product Owners truly deliver balanced value for their business stakeholders. In this session he’ll show you how story mapping and release planning can truly set the stage for effective team workflow—establishing a “Big Picture” for everyone to shoot for. How establishing shared goals, both at the iteration and release levels, truly cements the partnership between team and Product Owner. And finally, how setting a tempo of regular, focused backlog grooming sessions establishes a mechanism for the team and Product Owner to explore well-nuanced and high value backlogs.
Software Product Companies and Globalization OpportunitiesZinnov
Software product companies are not fully leveraging the potential of globalization for research and development activities. While total R&D spend is USD 45-48 billion annually, only 15% of that is spent outside of the United States, mainly in emerging markets like India and China. These markets provide growing talent pools and lower costs, making them attractive locations for further globalizing R&D efforts.
The 5 steps towards successful disruptive innovation are:
1. Positioning through competitive strategy analysis
2. Clarity of vision and intention through socialized strategy
3. Rapid iterative design and development through systems engineering
4. Managing market performance and adoption of disruptive technologies
5. Continuous improvement through systematic review
The document outlines each step in more detail, emphasizing the importance of understanding competitive context, formulating clear strategic vision, applying systems engineering principles, recognizing that disruptive technologies may initially be rejected by existing markets, and continuously reviewing progress.
1. The agenda includes a Walmart case study, an exercise on using Porter's 5 forces framework, a discussion of short-term objectives, and executive compensation.
2. Porter's 5 forces framework will be used to analyze industry forces for the University of Phoenix case study. Groups will analyze the forces and select a spokesperson.
3. Characteristics of good short-term objectives include being specific, achievable, and measurable. Deficient objectives lack measurability while good objectives tie objectives to measurable outcomes.
The document discusses a robotics company's business model, segments, position in the industry, and factors for its past success. It then considers where the company wants to be in the future, including overall and specific objectives. It analyzes challenges the company faces, provides a winning formula framework, and makes recommendations around core growth options, strategic bets, talent management, and strategic alliances.
The document outlines Innovation's objectives at a consumer products company, which are to identify new product opportunities driven by consumer needs, develop and commercialize products to address those opportunities, and influence industry specifications. It then describes the new product development process and keys to success, including a consumer-centric culture, market insights, and cross-functional collaboration. Finally, it discusses Innovation's roles in evaluating concepts, ensuring success through tools like segmentation and ensuring product optimization, and thinking outside the box to develop paradigm-shifting innovations.
This document discusses Discovery Driven Planning (DDP), a methodology for evaluating, planning, and managing uncertain growth projects. It describes the five key disciplines of DDP: 1) framing a worthwhile challenge, 2) recognizing competitive market metrics, 3) identifying and documenting assumptions, 4) outlining major deliverables, and 5) identifying major checkpoints to test assumptions. DDP uses staged investment and assumption testing to minimize risk and control downside potential while maximizing upside opportunities for projects with uncertainty.
The document discusses the process of new product development (NPD). It explains that NPD involves developing, testing, and assessing new or modified products and services to ensure business growth. The key stages of NPD are identified as idea generation, screening and evaluation, business analysis, development, market testing, and commercialization. Each stage of the process is then described in more detail regarding its purpose and relevant marketing methods.
This document outlines the strategic planning cycle and process. It discusses conducting external and internal analyses to understand opportunities, threats, strengths, and weaknesses. This includes a SWOT analysis and examining the 5 key strategic questions of what an organization wants to achieve, where it will operate, how it will win, if it has the capabilities required, and what enablers are needed. The document emphasizes the importance of ongoing monitoring and learning to ensure the strategic plan supports long-term sustainability.
Power Up - Your Influence on Non-Design DeliverablesPeter Boersma
Presentation at IxDA Hamburg networking event on Monday, September 26, 2011.
The presentation aims to make UX people aware that they can and should influence non-design deliverables.
This document summarizes a presentation on adopting an agile approach to requirements for complex systems and distributed teams. It discusses using a product backlog, user stories, use cases and scenarios to understand desired outcomes. It also covers exploring solutions through visualization, prototyping, and reviews. The presentation emphasizes using the right level of detail for requirements and a blend of techniques including backlogs, models, prototypes and specifications.
WORKSHOP: Performance Effectiveness, by Rahila Narejo♚ MBT- Khalid ♞
The document discusses competency-based human resource management. It defines competencies as clusters of knowledge, skills, and attributes that enable superior job performance. The key benefits of competency-based HR include aligning HR processes through a common language, establishing clear performance expectations, and facilitating employee development. Recruitment, performance management, training, development, and compensation can all be designed based on an organization's competency model. The document provides an overview of developing a competency catalogue and applying competencies across the HR cycle.
The document discusses prioritization in custom design services at NCR Corporation. It outlines challenges with multiple stakeholders, competing managers, and inflexible systems. It then presents a project prioritization model that scores projects based on criteria like market size, strategic fit, risk, and rewards. Finally, it discusses keeping the prioritization process simple through focusing on key projects, people/skills, and testing criteria.
The document discusses DDI's webinar on testing for high potential. It outlines DDI's experience in assessments and client satisfaction. It then discusses forces affecting one company, including an aging workforce and culture change. The rest of the document provides details on DDI's three-part approach to identify and develop high potential talent: 1) determine capacity needs, 2) identify high potential employees, and 3) assess gaps and develop employees. Various charts and examples are provided to illustrate DDI's methods.
This document describes KaplanResearch, a market research firm that specializes in qualitative and quantitative services for healthcare clients. It highlights KaplanResearch's experience in the industry, innovative methodologies like telephone focus groups, ReCAP, and 10+100, and full suite of services including focus groups, interviews, surveys, and reporting. KaplanResearch aims to provide flexible, individualized attention to both large companies and startups to help clients understand their markets and make strategic decisions.
KaplanResearch Quatitative Research CapabilitiesJack Jackson
KaplanResearch is an experienced healthcare market research firm that offers tried and true qualitative and quantitative methodologies. They have innovations like ReCAP and 10+100 designed to meet specific client needs. KaplanResearch understands the healthcare landscape and helps clients decide what to do with research findings through clear, actionable recommendations from their experienced researchers.
Ipsos Vantis is a division of Ipsos that specializes in innovation research to support clients' new product development efforts. They offer tools and services to test concepts, understand customer needs, optimize products for launch, and predict market potential. Their approach involves profiling ideas based on a database of past testing results to identify ideas that could be major commercial successes. They help clients make better decisions about what to pursue and provide strategies for successful launches based on over 25 years of validated experience implementing innovation programs.
Customer needs are the source of economic value. Product commercialization is the most expensive activity of the product development process. Successful launches not only have clear financial. Successful launches not only have clear financial benefits, but also support delivery of value to customers.
Identifying how and where information technology can assist with improving an organisation's performance. Including statistics from IBM's latest Global CIO survey
Presentation on "Benchmarking Genesis" by Basma A. Bargal during the 6th International Benchmarking Conference organized by Dubai Quality Group from 6-7 March 2012 at Al Bustan Rotana Dubai
This presentation discusses innovation and growth at Bayer MaterialScience (BMS). It notes that innovation, defined as implementing new ideas to create value, is essential for sustained growth. There is both qualitative and quantitative evidence that companies achieving 30-40% of sales from new innovations experience above-GDP growth rates. For BMS to achieve long-term growth, commitment from senior leadership is needed, as well as a centralized organization focused on growth, innovation processes and metrics, and a tolerance for risk. Key growth drivers include new materials, product modifications, new applications for existing products, and emerging markets accessed with new products.
The document advertises Mechanix safety gloves for oilfield and industrial work. It provides contact information for Project Sales Corp in India to purchase Mechanix gloves, which are designed to protect workers in challenging environments and reduce costs from hand injuries. The ad includes phone numbers and websites to contact for retail or bulk purchase price discounts on Mechanix gloves.
The document discusses conducting customer interviews as part of new product roadmapping. It provides details on the customer interview process, including who should conduct the interviews, interview skills, who to interview, and the structure of the interviews. The interviews involve surveying customers on the importance and satisfaction of various product attributes. This information is then used to identify opportunities for new product development and guide the roadmapping process. Examples are provided of how customer insights have been used at other companies to successfully develop new products that meet customer needs.
This document provides an overview of a commercial development course presented by the Commercial Development & Marketing Association Educational Foundation (CDMAEF). The course is divided into 8 phases. This workshop focuses on Phase 4, the Business Assessment phase. Phase 4 involves developing a clear mission and vision, evaluating strategic fit within the organization, assessing required functional support and resources, addressing financial and technical issues, and evaluating marketing, sales, legal/regulatory, and operations considerations. It also involves assessing external factors and risks. The goal of Phase 4 is to finalize an actionable business plan and obtain management commitment by demonstrating how the initiative strategically fits with and captures value for the organization.
Unilever is pursuing an open innovation strategy through its technology ventures arm, Unilever Technology Ventures (UTV). UTV aims to access emerging technologies through venture capital investments that have the potential to help innovation and growth at Unilever. UTV operates similarly to external venture capital funds, making independent investment decisions and aiming to generate strong financial returns. Over time, UTV intends to establish itself as an independent venture capital firm while maintaining its strategic partnership with Unilever.
W.R. Grace & Co. manages a portfolio of businesses to balance growth and profitability. It generates $1.98 billion in annual revenue across construction chemicals, catalysts, and performance chemicals. Grace uses processes like PRISM and acquisitions to drive internal and external growth, focusing on high-growth segments. It aims to strengthen productivity through initiatives like Six Sigma while maintaining leadership in foundation businesses.
1) Corporate venturing at Air Products involves both internal and external venturing to develop new platform businesses linked to its growth strategy.
2) It focuses on the front end of new business development through discovery, incubation and acceleration of projects until they can be integrated into strategic business units.
3) Key challenges include securing sufficient seed funding, balancing short-term SBU metrics with long-term venturing, building credibility for new business development, and developing hybrid skillsets.
This document discusses how Infineum, a leading developer of lubricant and fuel additive technologies, can pursue successful growth in the mature lubricant and fuel additives market. It identifies consolidation and increasing environmental regulations as challenges facing the industry. It proposes that Infineum focus on "growth platforms" to consolidate opportunities, such as developing additives for distillate fuels and the Chinese market. Lessons from past new business development efforts emphasize creating profitable growth through Infineum's competencies and pursuing projects that require increased focus and dedication.
The document discusses how FMC BioPolymer has built new growth platforms from its existing pharmaceutical franchises in excipients like microcrystalline cellulose and carrageenan. It did this through licensing new technologies, internal discovery efforts, and acquisitions. Examples included licensing a novel film drug delivery technology and acquiring a biomaterials company. The goal was to generate new opportunities by leveraging existing knowledge and taking more risks through dedicated project teams and a staged project approval process. Lessons learned included the need to focus resources and continuously generate new growth opportunities.
Brand tracking --_presentation brown forman_082212chouwinn
The document discusses tracking needs and initiatives for Brown-Forman. It outlines key challenges such as measuring the most influential attributes, delivering actionable findings, achieving global insight with local usability, flawless and timely execution, and engaging the entire organization. It provides recommendations around qualitative research, focusing on important attributes, leveraging predictive tools, understanding what studies can impact areas within the company's control, and taking a modular approach to keep trackers relevant and current.
“Dancing with gorillas” is a term used for describing the feeling of startups when they partner with big multinationals (the gorilla). This presentation explores the gorilla’s perspective of partnering with smaller organizations and how they can be made to work
Strategic Foresight for Collaborative Exploration of New Business FieldsRené Rohrbeck
To ensure long-term competitiveness, companies need to develop the ability to explore, plan, and develop new business fields. A suitable approach faces multiple challenges because it needs to (1) integrate multiple perspectives, (2) ensure a high level of participation of the major stakeholders and decision-makers, (3) function despite a high level of uncertainty, and (4) take into account interdependencies between the influencing factors. In this paper, we present an integrated approach that combines multiple strategic-foresight methods in a synergetic way. It was applied in an inter-organizational business field exploration project in the telecommunications industry.
How much do you really know about your suppliers? How could your supply chain be impacted by a natural disaster, another recession, or limited inventories?
Global supply chains have been brought to their knees in recent years as the result of host of massively disruptive events including devastating natural disasters, economic crisis, turbulent commodity prices, product recalls, and other unforeseen disruptions. These catastrophic events including Hurricane Irene, the eruption of the Eyjafjallajokull volcano in Iceland, the Japan earthquake and tsunami, and the most recent Thailand flooding have put many suppliers out of business, leaving manufacturers stranded and production lines halted.
Executives are becoming increasingly aware of the risks of doing business on a global scale and are experiencing first-hand the havoc these supply chain disruptions pose to their bottom lines, brand reputation, and stock value.
Join Supply & Demand Chain Executive and IHS as they share expertise, tools, and best practices in supply chain risk mitigation, and supplier risk scoring. Speakers will discuss why managing risk in the supply chain needs to be a multidimensional approach taking into account:
Materials risk, knowing where volatile raw material prices are headed
Electronic Parts risk, ensuring the sustainability and authenticity of the components within your supply chain
Supplier risk, understanding what potential obstacles your suppliers might face
Global supply chains need this critical information now more than ever. Don't miss this chance to hear industry experts share actionable advice on leading tools and best practices for supplier risk management.
The document summarizes a company called IPS Group that provides consulting services to help businesses capitalize on opportunities in the disability market. It notes that (1) disability is a large untapped market segment of 1.1 billion people, (2) IPS offers intelligence, strategic planning, targeted programming, and valuation/measurement services to integrate disability initiatives into companies' strategies, and (3) IPS' process helps companies identify opportunities, define strategies, deliver solutions, and measure their progress in including people with disabilities.
Opening Your Innovation Channels for Effective Product Advantage by Jeofrey B...Mack McCoy
Jeofrey Bean is the principal of Del Mar Research & Consulting, which specializes in helping clients grow while reducing costs and uncertainty of product development and marketing. The document discusses innovation channels, determining what qualifies as innovation, and leveraging innovation efforts. It also provides examples of how some companies have innovated new market segments or customer experiences.
Jon Herman has over 15 years of experience conducting marketing research for various consumer goods companies. He has a bachelor's degree in psychology and has financed his education himself. He has extensive experience with fast-moving consumer goods clients and building team collaboration. If hired, he would expect to use his experience in innovation to help grow brands, collaborate with teams, and make a long-term commitment to excellence in brand strategy.
IPR Measurement Summit -- "Integrated Measurement" -- Tim MarkleinTim Marklein
Institute for PR Measurement Summit presentation, "Integrated Measurement & Measurement Integration" by Tim Marklein, Executive VP of Measurement & Strategy, Weber Shandwick, October 14, 2009
Marketing Strategies with 3-D Content MappingPardot
The document discusses 3-D content mapping strategies for marketing. It involves mapping content to buyer personas' pain points, appropriate content for where buyers are in the purchase cycle, and reusing content in different formats. The speakers discuss defining buyer personas through research, uncovering pain points, and integrating the buyer journey. They provide tips on creating varied content like white papers, videos and curating others' content. Marketers are advised to put the mapped content into drip marketing programs to nurture leads through the sales process.
This document summarizes Bob Dorf's presentation on business models and customer development. It emphasizes that most startups fail due to a lack of customers rather than product failures. It promotes applying a customer development process even for non-startups to test ideas and business models through customer feedback and pivoting. This process involves continuous discovery, validating hypotheses with customers, and adjusting plans based on what customers say, not what founders think.
The document is a sales deck for innovation that contains the following key points:
1. Innovation is important for organizations to stay competitive but many companies struggle with innovation capabilities.
2. A Voice of the Customer analysis and redefining the innovation roadmap process can help boost a company's innovation funnel and capabilities.
3. The House of Marketing can help companies with innovation through tools like a VOC analysis, 5 lenses methodology, and workshops to redefine the innovation roadmap process.
This document discusses four critical platforms for in-store leadership: sustainability, innovation, efficiency, and measurement. It provides details on developing leadership in each area, including identifying solutions, leveraging technology, streamlining processes, and using data to continuously refine performance. Effective execution across these platforms can help define category leadership and differentiation.
Marketing Agility: A Brand Point Management PerspectiveSchawk, Inc.
This white paper discusses how brand point management improves a business’ ability to react to the marketplace more quickly. Brand point management promotes marketplace agility by considering three critical components: people, process and technology.
This document discusses the importance of linking competitive intelligence to decisions. It notes that 90% of the world's data has been created in the last two years, with 1.8 zettabytes of data created in 2011 alone. The executive mindset is that they know the business, customers, organization, and competitors better than analysts. Intelligence has no intrinsic value - the value comes from using it to make better decisions. The role of a general manager is to gain continuous insights through year-round activities to identify issues, weigh alternatives, develop strategy, and ensure the organization can execute. Creating a world-class competitive intelligence capability involves moving through five levels of maturity from ad hoc reactions to a culture of expert dialogue.
The survey aimed to identify new opportunities for procurement to drive company-wide productivity. It found that "Innovation Sourcing" and "Total Cost-Base Management" were the most promising options in terms of performance and feasibility. Innovation Sourcing involves leveraging suppliers to spark greater product and process innovations. Total Cost-Base Management combines approaches like lean/six sigma across an organization's entire cost base. The survey also saw potential in "Extended SRM", which applies lean principles early in suppliers' production cycles.
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3. 3
Overview
• Introductions
• Discerning Disruptive Innovations – Harvard Business Review
• Case study on disruptive biotechnology in a commodity
chemical
- Apply tools of a six step process to analyze the disruption
• Biological innovations around the corner and the tools that are
enabling them
4. 4
Discerning Disruptive
Innovations
• “How to Identify Your Enemies Before They Destroy You” by
Farshad Rafi and Paul Kampas
• “Disruptive Technologies: Catching the Wave” by Joseph Bower
and Clayton Christensen
• “Meeting the Challenge of Disruptive Change” by Clayton
Christensen and Michael Overdorf
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
5. 5
Discerning Disruptive
Innovations
What is disruptive innovation?
“ Any product, service, process or business model that
creeps up from below an existing business and
threatens to displace it”
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
6. 6
How to Identify Your Enemies
Before They Destroy You
If you are an incumbent…
Tools can identify potential disrupters and formulate responses
If you are an insurgent…
Tools can help you plan or conceal an attack
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
7. 7
The Disruption Process
foothold market entry
main market entry
customer attraction
customer switching Yikes!
incumbent retaliation
incumbent displacement
Disruption can fail at any stage
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
8. 8
Using the Tool
Enlist Train
Define
Tailor Score
Interpret
Sell
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
9. 9
Using the Tool
Customize a list of Rate the Create a
contributing innovation’s disruptiveness
factors at each potential profile and a
stage disruptiveness response plan
Tailor Score
Interpret
A) Team Members rate contributing factors on a 7 point scale
B) Weigh each factor on perceived level of influence/ Consensus
C) Calculate the total score of each stage of disruption
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
10. 10
Contributing Factors (Tailor)
• At each stage of the disruption process, some common
factors can make a disruptive innovation more or less likely
to occur.
• Foothold Market Entry
• Main Market Entry
• Customer Attraction
• Customer Switching
• Incumbent Retaliation
• Incumbent Displacement
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
11. 11
Contributing Factors (Tailor)
• At each stage of the disruption process, some common
factors can make a disruptive innovation more or less likely
to occur.
• Foothold Market Entry
- Higher value niche markets
- Underserved segments/geographies
- Opportunities to market stripped-down markets
• Main Market Entry
- Protective patents/ New technology patents
- Access to suppliers and channels
- Need for capital investment/ Environmental requirements
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
12. 12
Contributing Factors (Tailor)
• At each stage of the disruption process, some common
factors can make a disruptive innovation more or less likely
to occur.
• Customer Attraction
- Price
- Performance, functionality
- Reliability/ Assurance of supply
• Customer Switching
- Conformance to established standards
- Downtime during switching and costs
- Downstream customers and applications
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
13. 13
Contributing Factors (Tailor)
• At each stage of the disruption process, some common
factors can make a disruptive innovation more or less likely
to occur.
• Incumbent Retaliation
- Length of product development cycle time
- Strength of culture
• Incumbent Displacement
- Amount of displacement in current and future markets
- Diversification of incumbent/ Core competencies
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
14. 14
Rating the Disruption – Main Market
Entry (Score)
Forces disabling disruption Neutral Forces enabling disruption
Contributing Contributing 1= some influence
Factors
-3 -2 -1 0 +1 +2 +3 Factors 2= substantial influence
3= very high influence
Presence of Absence of
blocking blocking
patents by
X patents by
incumbent incumbent
Need for Need for small Weight them
large capital capital 1 to 3
X investment
Investment
upfront upfront
Poor access Easy access
to customers to suppliers
and channels X and channels
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
15. 15
Rating the Disruption – Main Market
Entry (Stage Score = 2.0 /2.0 = + 1.0 )
Avg. Score
Forces disabling disruption Neutral Forces enabling disruption
is 6/3 = 2.0
Weighted
Weight Contributing
Factors
-3 -2 -1 0 +1 +2 +3 Contributing
Factors Score
Presence of Absence of
1 blocking blocking (1) (+3) = 3
patents by
X patents by
incumbent incumbent
Need for Need for small
2 large capital capital (2) (+3) = 6
X investment
Investment
upfront upfront
3 Poor access Easy access (3) (-1)= - 3
to customers to suppliers
and channels X and channels
Avg. = 6/3
= 2.0
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
16. 16
Rate all steps in the Disruption
Process
foothold market entry Score
main market entry +1.0
Yes
customer attraction
customer switching No
incumbent retaliation
incumbent displacement
Disruption can fail at any stage
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
17. 17
Interpret (Is disruption a genuine threat?)
• Create and graph a profile for all six stages
• One or four profiles are typical:
1) One or more disabling factors exists
• Disruption is highly unlikely
2) Contributing Factors are neither strongly disabling nor strongly enabling
Disruption is possible but not assured
3) A key stage or contributing factor has a high level of uncertainty
A more aggressive response should follow
4) No factors are strongly disabling and some or all are strongly enabling
• Disruption is highly likely
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
18. 18
What do you do?
Disruption is highly unlikely:
Attend Technology Conferences
Review Market Research Reports
Keep tabs on Emerging Competitors
Disruption is possible but not assured
Monitor competitive landscape
Commission a more thorough analysis
In-house development effort
Explore possible partnerships
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
19. 19
What do you do?
Uncertainty with important factors
Use scenario planning techniques
Develop a response which hedges bets
Shift to a more aggressive scenario
Disruption is highly likely
Aggressive action
Preemptive strike if possible
Acquisition
Launch internal group with authority/resources to catch up
HBR OnPoint 2002 by Harvard Business School Publishing Corporation
20. 20
Case Study on the Development of a
Biological Process for a Commodity
Chemical
Acrylamide
Hand-out
21. 21
Instructions for Interactive Session
• Read case study and think about contributing factors that
either enable or disable disruption for acrylamide
• Divide into teams
• All teams are incumbents
• Each team responsible for a different stage of disruption
process
• On handout write down:
- Tailor/ Contributing factors ( four or less) for your stage
- Assign weights of influence (1 to 3)
- Score and communicate team consensus
- Take 30 minutes or less to complete
22. 22
What is Around the Corner?
• Discerning Disruptive Innovations – Harvard Business Review
How to Identify Your Enemies Before They Destroy You
• Case study on acrylamide
- Six step process to analyze disruptions
- Numerous methods for analysis, but have a systematic
approach
Biological innovations - What is around the corner and
what genetic tools are enabling them?
24. 24
Enzyme Technology
ENZYMES CAN CREATE NEW VALUE
• Provide differentiated product
performance
- Functionality, activity, stability
• More efficient processing
- Fewer unwanted by-products
- Increased plant capacities
• Reduction of harsh / toxic chemicals,
less energy and water use
- Reduced effluent costs
- Lower environmental burden
25. 25
Innovation from Biodiversity and Gene Evolution
DISCOVERY
From the Environment
Biodiversity
Small Molecules
Proteins
27. 27
Natural Discovery
Global Biodiversity Access
All agreements in accord with the Convention on Biological Diversity
Samples Acquired Pending Agreement Ecological Hot Spots
28. 28
High-throughput Screening
Advanced Gene Mining
Flow
Cytometry
Robotics
• Fluorescence
• State-of- -activated
the art cell sorter
• 1 million (FACS)
samples • >1 billion
per day samples per
day
GigaMatrix™
Technology
• 100,000-well plates
• >1 billion samples
per day
29. 29
Innovation from Biodiversity and Gene Evolution
EVOLUTION
Broadest Platform
Improving
Environmental
Genes
Biodiversity
Optimizing
Human
Antibodies
30. 30
Enzyme Optimization Through Directed Evolution
Directed evolution allows the rapid optimization of
enzyme properties such as:
• Selectivity
• Temperature stability
• pH stability
• Km
• Inhibition (Ki)
• Activity (kcat)
• Productivity
Diversa Has Developed Complementary Strategies:
1. Gene Site Saturation Mutagenesis – GSSM™
2. GeneReassemblyTM
31. 31
Innovation from Biodiversity and Gene Evolution
DISCOVERY EVOLUTION MARKETS
PHARMACEUTICAL
AGRICULTURAL
CHEMICAL / INDUSTRIAL
32. 32
Summary of Core .
Technologies
Metabolic Protein Micro Plant
Genomics Path Eng. Expression Biology Fermentation Expression
Diversa’s Enabling Technologies:
• Biodiversity – Unique access and patented approaches to
capture nature’s enormous array of genes and microorganisms
• High Throughput Screening – Ability to rapidly screen
billions of samples per day to find the ideal enzyme or
microorganism
• Directed Evolution – Patented genetic manipulation of
enzymes and small molecule pathways
• Host Engineering – Revolutionary heterogeneous over
expression of enzymes and small molecules
33. 33
Examples of How the Tools are being
Applied Today…
• Hydrolysis of nitriles using biocatalysis (pharmaceutical and
chemical intermediates)
• Breakdown of phosphorous with phytase (animal feed)
• Where does chemistry struggle?
- Biotechnology can be disruptive but also complementary
34. 34
Sequence Homology
Relationships
Nitrilases
Synococystis
Only Nine Microbial
Nitrilases
Rhodococcus
Previously Characterized
Rhodococcus
Gordonia
Alcaligenes
Klebsiella
Pseudomonas
Coma
Bacillus
36. 36
DiscoveryPoint™ Nitrilase
Making Drugs Better
Hundreds of
Novel Nitrilases
• Previously <15
nitrilase reported
and characterized Chiral
• Diversa discovered
hundreds of novel Compounds
nitrilases • Mirrored structures
like right- and left-
Advantages handedness
• Crucial for the
manufacture of
pharmaceuticals and
fine chemicals
37. 37
Lipitor® Intermediate:
(R)-3-hydroxy-4-cyanobutyric acid
More economical route: 99% ee
complete conv.
Lower cost starting material
Significantly less process steps
Produce desired enantiomer with high ee
39. 39
Improved Phytase
for Environmentally Sound Feed
Phytic acid is >80% of Pi in plants
Pi currently added to monogastric animal feed
Phytic acid: Environmental pollutant
High activity phytase: -Removes phytic acid
-Reduces pollution
-Eliminates added Pi
-Increases feed efficiency
40. 40
Improved Phytase for Animal Feeds
P P O
6
P Phytase 6
P
2
HO
2
P 4 4 1
P + HO P OH
P 1
P P 5 3
OH
5 3
P P
Phytic acid
1) Dramatically reduces need for supplemental dicalcium phosphate
2) Evolution technologies have improved performance
3) Achieved heterologous expression for commercial production
41. 41
Where Does Chemistry Struggle?
Industrial Enzymes Chemicals
1. Oligosaccharide Degradation 1. Oxidations – Epoxidation
2. Sugars to Products 2. CN Hydrolysis
3. Delignification 3. C-C Bond Formation
4. Fatty Acid Modification 4. Alkene Hydration, Amination
Look for opportunities:
• Chemoselective
• Regioselective
• Stereoselective
42. 42
The Application of Biotechnology to
Industrial Sustainability*
Other Case Studies:
1. Manufacture of Riboflavin (Vitamin B2) (Hoffmann La-Roche,
Germany)
2. Production of 7-Amino-Cephalosporanic Acid (7-ACA)
(Biochemie, Germany/Austria)
3. Biotechnological Production of the Antibiotic Cephalexin
(DSM, Netherlands)
4. Bioprocesses for the Manufacture of Amino Acids (Tanabe,
Japan)
5. Manufacture of S-Chloropropionic Acid (Avecia, UK)
6. Enzymatic Production of Acrylamide (Mitsubishi Rayon,
Japan)
7. Enzymatic Synthesis of Acrylic Acid (Ciba, UK)
*By OECD: Organization for Economic Co-operation and Development,
2001
43. 43
The Application of Biotechnology to
Industrial Sustainability*
Case Studies (cont.):
8. Enzyme-Catalyzed Synthesis of Polyesters (Baxenden, UK)
9. Polymers from Renewable Resources (CargillDow, USA)
10. A Vegetable Oil Degumming Enzyme (Cereol, Germany)
11. Water Recovery in a Vegetable-processing Company
(Pasfrost, Netherlands)
12. Removal of Bleach Residues in Textile Finishing (Windel,
Germany)
13. Enzymatic Pulp Bleaching Process (Leykam, Austria)
14. Use of Xylanase as a Pulp Brightener (Domtar, Canada)
15. A Life-Cycle Assessment on Enzyme Bleaching of Wood
Pulp (ICPET, Canada)
*By OECD: Organization for Economic Co-operation and Development,
2001
44. 44
The Application of Biotechnology to
Industrial Sustainability*
Case Studies (cont.):
16. On-site Production of Xylanase (Oji Paper, Japan)
17. A Gypsum-free Zinc Refinery (Budel Zink, Netherlands)
18. Copper Bioleaching Technology (Billiton, South Africa)
19. Renewable Fuels – Ethanol from Biomass (Iogen, Canada)
20. The Application of LCA Software to Bioethanol Fuel (ICPET,
Canada)
21. Use of Enzymes in Oil-well Completion (M-I, BP Exploration,
UK)
*By OECD: Organization for Economic Co-operation and Development,
2001
45. 45
Biotechnology is just scratching the surface!
Industrial and Specialty Proprietary enzymes
Enzymes • Sweeteners and biofuels
• Biofilms, water treatment
$3 billion Market • Pulp and paper
Genes, enzymes, small molecules
Agricultural Products
• Crop protection
$66 billion Market • Animal feed additives
• Animal health, nutrition
Chemical Processing Innovative bioprocesses
• Specialty chemicals
$570 billion Specialty
• New polymers
$400 billion Commodity • Chiral compounds
46. 46
Decisions, Strategies and Actions
• Portfolio Assessment
- Opportunities for new products/new markets
- Substitution threats for your products and derivatives
- Short balanced with long-term products/services
• R&D Investment
- Access/expand R&D expertise through acquisitions, and
collaborations with academia and technology companies
- Gain experience and/or develop in-house capabilities
• Capital Investment
- Assess investments in conventional assets
- Process can often be modified
- Fermentation capacity; Incrementally less expensive
Adapted from Industrial Biotech-New Value Creation, Mc Kinsey & Co., 1/23/2003
47. 47
Decisions, Strategies and Actions
• Marketing
- Superior customer understanding about future application
trends
- Create customer pull from new markets
• Human Resources
- Develop biotech profile by hiring experts and chemical
engineers with understanding of biotechnology
Adapted from Industrial Biotech-New Value Creation, Mc Kinsey & Co., 1/23/2003
48. 48
Anonymous
Acknowledge Dr. Medardo Chavez- Diversa