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Making it all happen: Implementing innovation FDIN Open Innovation Seminar Paul Isherwood 26 th November 2009.

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Presentation on theme: "Making it all happen: Implementing innovation FDIN Open Innovation Seminar Paul Isherwood 26 th November 2009."— Presentation transcript:

1 Making it all happen: Implementing innovation FDIN Open Innovation Seminar Paul Isherwood 26 th November 2009

2 How true is this quotation? “Everything that can be invented has been invented” Attributed to Charles H. Duell, Commissioner of the United States Patent and Trademark Office, 1899 Charles H. Duell ( )

3 The long nose of innovation Most valuable innovations take a long time to develop An idea may well start with an invention - the bulk of the work and creativity is in that idea's augmentation and refinement Those who can shorten the nose by 10% to 20% make at least as great a contribution as those who had the initial idea Long noses are great for sniffing out those ideas sitting there neglected, just waiting to be exploited Bill Buxton, Principal Scientist at Microsoft Research, Business Week, 2 January 2008

4 5Ps overview – innovation strategy PURPOSE – why you need to innovate PROCESS – which development stages should you use PEOPLE – what human resources are needed PARTNERS – how external partners can help PERFORMANCE – which targets & metrics are key Source: Open Innovation in Action, Andrew Gaule, H-I Network, October 2006

5 Agenda PURPOSE – GSK business, brands, strategy, objectives PROCESS – expanding external and internal networks to generate ideas and fuel the pipeline PEOPLE – culture changes, innovative behaviours, innovation awards PARTNERS – OI benchmark survey, OI vs. collaboration, incremental vs. radical, breadth of innovation PERFORMANCE – OI brochure, business drivers, external website, new product launches (better, faster, more!)

6 Agenda PURPOSE – GSK business, brands, strategy, objectives PROCESS – expanding external and internal networks to generate ideas and fuel the pipeline PEOPLE – culture changes, innovative behaviours, innovation awards PARTNERS – OI benchmark survey, OI vs. collaboration, incremental vs. radical, breadth of innovation PERFORMANCE – OI brochure, business drivers, external website, new product launches (better, faster, more!)

7 GSK company mission

8 Market Leading Brands Driven by Science Based Innovation

9 CEO 2009 Objectives Continue to pursue business development / acquisition opportunities to support global diversified growth and continue to look for bolt-on acquisitions for our consumer business. Make significant progress in doubling Consumer, to include an ambitious strategy for globalizing Nutritionals, looking for external switch opportunities and expanding rapidly in Emerging Markets

10 CEO 2009 Objectives Continue to pursue business development / acquisition opportunities to support global diversified growth and continue to look for bolt-on acquisitions for our consumer business Make significant progress in doubling Consumer, to include an ambitious strategy for globalizing Nutritionals, looking for external switch opportunities and expanding rapidly in Emerging Markets

11 GrowthGrowth Accelerate Innovation Marketing Excellence Geographic Expansion New Business GSK Four Growth Platforms Our business will be differentiated by GSK’s superior science and marketing capabilities

12 GSK Launches Lucozade in China

13 Agenda PURPOSE – GSK business, brands, strategy, objectives PROCESS – expanding external and internal networks to generate ideas and fuel the pipeline PEOPLE – culture changes, innovative behaviours, innovation awards PARTNERS – OI benchmark survey, OI vs. collaboration, incremental vs. radical, breadth of innovation PERFORMANCE – OI brochure, business drivers, external website, new product launches (better, faster, more!)

14 Open Innovation: Finding Great Ideas in Surprising Places Universities Internal Sources Suppliers Search Partners New Innovative Products, Market Models Open Innovation: Using the capabilities of the outside world to accelerate innovation

15 Leveraging Open Innovation Pharmaceuticals Neurology Anti-infectives Oncology Respiratory Cardiovascular Metabolic Vaccines Consumer Healthcare OTC Oral Care Nutritionals Open Innovation

16 Enablers Open Innovation – External External Technologies GSK Technology Scouts Search Companies External Networks WantFindGetManage Culture Change

17 ENIGMA rollout day – September 2007 Who was there? 75 external organisations (150 people) Ingredient & packaging suppliers Research associations & institutes Development organisations Process equipment manufacturers Environmental companies Academic institutions Consultants & inventors Competitors & industry representatives Q & A session, networking, mingling, conversations etc

18 How does ENIGMA work? A cross functional group committed to managing the relationships between GSK and its external network Increased quality of dialogue with external network that can help us deliver solutions to our business drivers GSK relationship owners Agreed levels of engagement Appropriate levels of dialogue Regular innovation exchanges Idea generation sessions Stretching innovation agendas Innovation focus – ideas submitted quarterly, cross functional team reviews, timely feedback and action Getting unusual suspects to solve R&D puzzles Harvard Business Review May 2007

19 ENIGMA Think Tank – March key technical challenges identified by brand/R&D teams Bring together scientific experts to creatively explore issues 24 organisations attended – academia & industry contacts Plus innovation experts from OUTSIDE food & drink 6 GSK facilitators from R&D, Marketing & Procurement Brainstorming type activities to stimulate creative thinking Several potential areas identified for further investigation Connectivity → Interactions → Idea sharing = Networking

20 ENIGMA Think Tank – March 2009

21 SPARK Network GSK Consumer Healthcare’s innovation ecosystem Virtual team of innovators from around the world Share best practice and provide access to innovation resources Formed early 2007 – one global telecom a month since Facilitate I*3 meetings (Insights, Ideation, Innovation) – unique creativity sessions designed to build future pipelines Top 50 original, business building ideas showcased & voted on

22 Innovation sans Frontieres 2 teams of 12 creative individuals – budget, tools & resources Free reign to innovate with no senior management input & outside normal process Tasked with generating several “big ideas” in the most innovative & creative way possible 7 months to fully develop ideas from concept to prototype Opportunities identified were progressed to next project stage

23 MIDAS – Prospecting for Gold Started in 2005 by group of R&D people with passion for innovation Inclusivity – everybody involved Quickplace database for submitting & comparing ideas Finding others with common interests stimulates further idea generation Sessions held covering brainstorms & innovation tool teach-ins Focused science presentations by experts on current areas of interest

24 Ideas – three simple questions Is there a consumer need? Can we crack the technology? Can we make money on it? How do you combine what’s needed from the customer with what’s possible technically? When those two things come together you can create products that delight your customers

25 Agenda PURPOSE – GSK business, brands, strategy, objectives PROCESS – expanding external and internal networks to generate ideas and fuel the pipeline PEOPLE – culture changes, innovative behaviours, innovation awards PARTNERS – OI benchmark survey, OI vs. collaboration, incremental vs. radical, breadth of innovation PERFORMANCE – OI brochure, business drivers, external website, new product launches (better, faster, more!)

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27 GSK High Performance Behaviours ClusterBehaviour Innovative Thinking Seeking information, managing complexity, generating ideas, developing options, depth & creativity of thought, encouraging innovation Information Search Creating Business Solutions Flexible Thinking Engaging & Developing People Valuing & respecting others, coaching, creating trust, empowering others facilitating groups, developing people and building teams Building Relationships Teamwork Developing People Leading People Communicating a compelling vision, influencing others, generating passion, energising others, building confidence & belief Influence Building Confidence Communication Achieving Excellence Getting results, driving excellence, customer focus, making targets, galvanising action, delivering the bottom line Enable & Drive Change Continuous Improvement Customer Focus

28 R&D Innovation Awards Nominated by Leadership Teams: Guru Fusion Innovation maestro Process innovation Risk taker Nominated by peers: Demonstrates functional area expertise Pushes the envelope in building the pipeline Cuts through red tape to deliver results Breaks down barriers to drive our growth

29 Agenda PURPOSE – GSK business, brands, strategy, objectives PROCESS – expanding external and internal networks to generate ideas and fuel the pipeline PEOPLE – culture changes, innovative behaviours, innovation awards PARTNERS – OI benchmark survey, OI vs. collaboration, incremental vs. radical, breadth of innovation PERFORMANCE – OI brochure, business drivers, external website, new product launches (better, faster, more!)

30 Open Innovation Benchmark Survey NineSigma helps companies develop & maximise value from their open innovation programmes Survey sent to R&D executives and business unit leaders in Dec 2008 More than 100 innovation leaders responded to the survey Some of the significant findings include: Increasing importance of external partnerships in the next 5 years Different barriers to adoption reported by small and large companies Predicted increase in spending on external innovation from 2008 to 2009 NPD & Basic Research are cited as current focus areas of OI efforts

31 Open Innovation vs. Collaboration Open innovation: much more explorative Believing that good ideas can come from anywhere Casting the net wide for ideas – more you invite the better the output Aims to identify opportunities, explores possible futures Thrives on connections, accidental discovery & good luck Collaboration: has a specific purpose & can be quite directive Generally sets out to address a problem already identified Knowledge of capabilities, expertise, strengths of partners Different values, backgrounds & cultures can present problems Does not happen naturally – needs hierarchies & planning

32 Incremental vs. Radical Innovation Incremental innovation: Step forward along a technology trajectory Moving from the known to the unknown with little uncertainty Using existing methods and technology to generate minor improvements Short term focus Radical innovation: Entirely novel approach to achieve a breakthrough Often involves working outside mainstream paradigms Requires larger leaps of understanding Demands a new way of seeing the whole problem Considerable change in basic technologies and methods Higher risk, higher reward

33 Breadth of Innovation Innovation should be considered in its broadest view when seeking ideas or input In an innovation supported growth model, growth can come from a number of areas: Ingredients Products Packs Processes Claims Routes to market Regulatory compliance All are valid

34 Agenda PURPOSE – GSK business, brands, strategy, objectives PROCESS – expanding external and internal networks to generate ideas and fuel the pipeline PEOPLE – culture changes, innovative behaviours, innovation awards PARTNERS – OI benchmark survey, OI vs. collaboration, incremental vs. radical, breadth of innovation PERFORMANCE – OI brochure, business drivers, external website, new product launches (better, faster, more!)

35 Open Innovation Promotional Booklet

36 What problems are we trying to solve?

37 Open Innovation External Website

38 BrandClaim Doesn’t scratch like Colgate 4 times faster 50% more weight loss 29% hip fracture reduction BrandClaim 5 times faster than generics Boosts mental energy BrandClaim 25% stronger enamel Drug-free better breathing Taller, stronger, sharper Superiority – New Claims

39 Consumer – 2009 Major Launches

40 Nutritionals – 2009 launches 7 projects, 24 new products plus updated packaging 12 Powders, bars, gels, tablets & RTD – less than 12 Months

41 Entering new categories – 2008/09 Alert – designed to sharpen your mental performance Alert Plus – quickly consumed, provides a mental energy boost

42 Conclusions & takeout from today PURPOSE – GSK business, brands, strategy, objectives PROCESS – expanding external and internal networks to generate ideas and fuel the pipeline PEOPLE – culture changes, innovative behaviours, innovation awards PARTNERS – OI benchmark survey, OI vs. collaboration, incremental vs. radical, breadth of innovation PERFORMANCE – OI brochure, business drivers, external website, new product launches (better, faster, more!)

43 Fusion Fuels Innovation Process by which multiple particles join together to form a nucleus, accompanied by release of energy

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