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

1. OUR JOURNEY TOWARDS BUSINESS
CREATION CAPABILITIES – ROLE OF
TALENT AND TRAINING @FrankHatzack
Business Innovation
Sept
26
2013

2. CAUTION!
THE HISTORIAN IS HIGHLY BIASED!
HIS SOURCES
-MEMORIES (!)
-LUNA, dozens of slidedecks
quoted ‘as is’
-INTERVIEWS

5. EBIT 24.4%
6100 employees worldwide
2 bn USD

6. OUR JOURNEY TOWARDS BUSINESS CREATION
CAPABILITIES 2005 - 2013

7. <Insert title in View ->
Slide
No. 7
Sustainablegrowth
10 in 10
EXTERNAL
CHALLENGES
EXTERNAL
SUPPORTS
2005 AMBITION

8. 10-in-10

9. 2005: ASSESSING NEEDS & READINESS
AXEL ROSENØ

10. 2005: NEW BUSINESS DEVELOPMENT
CREATED – CLEAR MISSION, CLEAR KPI’S

11. NBD PORTFOLIO:
ABOUT 20% OF PROJECTS ARE STILL ONGOING
AND SOME HAVE BECOME STRATEGIC GROWTH
PLATFORMS

12. 2006: BUILDING TEAM COMPETENCIES IN NBD

13. 2006: BUILDING TEAM COMPETENCIES IN NBD

14. PROCESS & TOOLS

16. NBD PROJECT
HANDBOOK
2008

18. ONE LANGUAGE OF INNOVATION
= GREAT ASSET!
Market
Technology
Resources
Organization
 Learning about market drivers,
value creation and business
viability
Definition
 How should NZ position itself
the value chain?
 Who are NZ’s direct
competitors?
Examples
 Understanding technology
drivers, value and economic
feasibility as well as the IPR
situation
 Is the enzyme as stable as
needed?
 Do we have room to manoeuvre
from an IPR perspective
 Accessing funding, people and
organizational competencies
(internal/external)
 Do we have the capabilities
needed?
 Is a partnership the best
approach?
 Gaining and maintaining
organizational legitimacy as well
as regulatory compliance
 Does the new business fit with
current NZ strategy?
 What are the regulatory
blockers?
Categories
Note: The category selection is based on a study by Radical Innovation Group

19. ONE LANGUAGE OF INNOVATION
Market
Technology
Resources
Organization
 Learning about market drivers,
value creation and business
viability
Definition
 How should NZ position itself
the value chain?
 Who are NZ’s direct
competitors?
Examples
 Understanding technology
drivers, value and economic
feasibility as well as the IPR
situation
 Is the enzyme as stable as
needed?
 Do we have room to manoeuvre
from an IPR perspective
 Accessing funding, people and
organizational competencies
(internal/external)
 Do we have the capabilities
needed?
 Is a partnership the best
approach?
 Gaining and maintaining
organizational legitimacy as well
as regulatory compliance
 Does the new business fit with
current NZ strategy?
 What are the regulatory
blockers?
Categories
Note: The category selection is based on a study by Radical Innovation Group
TOWER OF BABEL ANALOGY
No common language
-> No progress

20. ORGANIZATIONAL CHANGE! – KEEP TRUE NORTH!

21. 2005 - 2009 2009 - 2013 2013 - …
10-in-10 ambition Divisionalisation New CEO
New unified structure
radical innnovation capabilities
building
Enzyme
Business
Bio
Business
CONTINOUS MATURATION OF A FAIRLY CONSTANT GROWTH BET PORTFOLIO
TIME
DISCONTINUITY: RELATIVELY FAST PACE OF ORGANIZATIONAL CHANGE
IMPACTS FOCUS, DIRECTION, MAKE-UP OF BI-DEPARTMENTS

22. 2005 - 2009 2009 - 2013 2013 - …
10-in-10 ambition Divisionalisation New CEO
New unified structure
radical innnovation capabilities
building
Enzyme
Business
Bio
Business
CONTINOUS MATURATION OF A FAIRLY CONSTANT GROWTH BET PORTFOLIO
TIME
RELATIVELY FAST PACE OF ORGANIZATIONAL CHANGE
IMPACTS FOCUS, DIRECTION, MAKE-UP OF BI-DEPARTMENTS

23. Business Creation
BioAg
Animal H&N
Biomass
Conversion
Biopharma
Household Care
Food & Bev.
Biofuel
Technical
Industries
Growth Platforms Operational ‘BU’s
= roots in NBD / BDA
2005 – 2012: DISCOVERY & INCUBATION
2013 and onwards: ACELLERATION

24. MINDSET CHANGES

25. BACK THEN
DOES IT ALWAYS
HAVE TO BE
MOON ROCKETS?

26. BACK THEN
DOES IT ALWAYS
HAVE TO BE
MOON ROCKETS?
DOES IT ALWAYS
HAVE TO BE
MOON ROCKETS?

27. TODAY
”He who wants to climb the
mountain must take the first
step.”

28. FOSTERING TALENT BY ENGAGEMENT

29. DREAM DARE DO (2007, 2008)
Five teams competing:
BioDiet (DK):
China Persistence (CN):
UK OK (UK):
Novo Style (NC):
Wild Cards (US, CH, DK):
Playground for
intrapreneurs
Networking
across organization
and sites
Innovative thinking
Learning plans
otential new
business ideas
Exposure to
ExM and NZ
Show ExM
as risk willingFinal
August 25th
Winner of
DDD 2008

30. Anchor
COACH
Market
Technology
Organization
Resources
RIC - RADICAL INNOVATION CATALYSTS
VOLUNTEER DRIVEN INNOVATION
2008 - 2012
Typical composition
1 bus dev
2 scientists
1 other

31. RIC – NEW LEAD HIT RATE

32. NBD/BDA ROLE IN FORGING TODAY’S LEADERS

33. THE ‘TALENT FORGE’
New Business Development Business Dev. & Acquisitions

34. THE ‘TALENT FORGE’
New Business Development Business Dev. & Acquisitions
DEVELOPING PEOPLE IS A CULTURE
– NOT A SYSTEM

35. 1. Invest in one language of innovation and spread it
2. Quantitative goals and metrics ensure legitimacy
3. Think staircases not moon rockets
4. Balance ‘radical’ & ‘adjacent’, focus on synergies
5. Don’t overengineer your processes and tools
6. Maintain organizational memory because organizational
change outpaces development timelines
7. Investing in New Biz Creation = Investing In People
7 TAKE AWAYS

36. THANKS