Post on 10-Jun-2015
description
OUR JOURNEY TOWARDS BUSINESS CREATION CAPABILITIES – ROLE OF TALENT AND TRAINING @FrankHatzack
Business Innovation
Sept262013
CAUTION!THE HISTORIAN IS HIGHLY BIASED!
HIS SOURCES
-MEMORIES (!)
-LUNA, dozens of slidedecksquoted ‘as is’
-INTERVIEWS
EBIT 24.4%6100 employees worldwide
2 bn USD
OUR JOURNEY TOWARDS BUSINESS CREATION CAPABILITIES 2005 - 2013
<Insert title in View -> Header and Footer> • 13-04-2023
Slide No. 7
Deliver performance through
innovation and partnerships
Gear the organisation for growth
Maximise benefits of being global
Ensure capacity and resources
for growth opportunitie
s
Build new buisn
ess in pharm
a
and pharmarelated areas
Ensure support to our use of biotech
Excellence in execution
Branding the broader scope
Build new business in new industries
Radically change our
enzyme project
portfolio
Enhance ca
pabilities
for radica
l innovatio
n
Su
stain
able
gro
wth
10 in 10
EXTERNALCHALLENGES
EXTERNALSUPPORTS
2005 AMBITION
10-in-10
2005: ASSESSING NEEDS & READINESS
AXEL ROSENØ
2005: NEW BUSINESS DEVELOPMENT CREATED – CLEAR MISSION, CLEAR KPI’S
NBD PORTFOLIO: ABOUT 20% OF PROJECTS ARE STILL ONGOING AND SOME HAVE BECOME STRATEGIC GROWTH PLATFORMS
2006: BUILDING TEAM COMPETENCIES IN NBD
2006: BUILDING TEAM COMPETENCIES IN NBD
PROCESS & TOOLS
NBD PROJECTHANDBOOK2008
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
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 ANALOGYNo common language-> No progress
ORGANIZATIONAL CHANGE! – KEEP TRUE NORTH!
2005 - 2009 2009 - 2013 2013 - …10-in-10 ambition Divisionalisation New CEO
New unified structureradical innnovation capabilities
buildingEnzymeBusiness
BioBusiness
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
2005 - 2009 2009 - 2013 2013 - …10-in-10 ambition Divisionalisation New CEO
New unified structureradical innnovation capabilities
buildingEnzymeBusiness
BioBusiness
CONTINOUS MATURATION OF A FAIRLY CONSTANT GROWTH BET PORTFOLIO
TIME
RELATIVELY FAST PACE OF ORGANIZATIONAL CHANGE
IMPACTS FOCUS, DIRECTION, MAKE-UP OF BI-DEPARTMENTS
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
MINDSET CHANGES
BACK THEN
DOES IT ALWAYS HAVE TO BE MOON ROCKETS?
BACK THEN
DOES IT ALWAYS HAVE TO BE MOON ROCKETS?
DOES IT ALWAYS HAVE TO BE MOON ROCKETS?
TODAY
”He who wants to climb the mountain must take the first step.”
FOSTERING TALENT BY ENGAGEMENT
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 thinkingLearning plans
Potential new business ideas
Exposure to ExM and NZ
Show ExM as risk willingFinal
August 25th
Winner of DDD 2008
DOUBLE CONTENT HOLDER 2Edit: Click on the icons in Content Holder to insert, tables, charts, smart art, pictures, clipart and movies. Or add simple text.
RIC Team
RIC Core
Scoped
Idea
Idea
Report
Summary
Recommendations
Findings
recruit
mid-term
Assessm
ent
Line of Business
Sponsor
kick-off
final
& support transferto NLor partner
AnchorCOACH
MarketTechnologyOrganizationResources
RIC - RADICAL INNOVATION CATALYSTSVOLUNTEER DRIVEN INNOVATION 2008 - 2012
Typical composition1 bus dev2 scientists1 other
RIC – NEW LEAD HIT RATE
NBD/BDA ROLE IN FORGING TODAY’S LEADERS
THE ‘TALENT FORGE’
New Business Development Business Dev. & Acquisitions
THE ‘TALENT FORGE’
New Business Development Business Dev. & Acquisitions
DEVELOPING PEOPLE IS A CULTURE – NOT A SYSTEM
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
THANKS