Valoriseren tegen beter weten in

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Valoriseren tegen beter weten in

Emmo M. MeijerSenior Vice-President Foods RD
Unilever KVie congres 16 december 2005
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(No Transcript)
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Innovatie in Nederland
sleeper
winner
C O M P E N T E N C E S
high
looser
dreamer
low
high
low
AMBITION
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Innovation cycles
new products growth

0
-
consolidation, cost down
1957
1961
1964
1968
1974
1979
1983
1988
1994
1997
2001
2005
Innovation cycle takes 10 yrs.
Source Schaafsma and Kirschbaum (DSM)
EV5008 - 4
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Innovation Process
Leadership
Systems
Tools
Strategy
INNOVATION PROCESS
Knowledge sharing
Culture
Successful innovators
Source Het Enzerinck Initiatief
EV5008 - 5
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Corporate Strategy
Business Strategy
INNOVATION
Science and Technology
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UNILEVER
Our mission is to add vitality to life We meet
everyday needs for nutrition, hygiene, and
personal care with brands that help people feel
good, look good and get more out of life
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Achieve More
Functional Health
Feel good daily
Look Better
Inherent goodness
Positive choice
Market standard
Healthy for Longer
Give children a good start
Free from health problems
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The innovation process
Needs opportunities in society
Scouting relevant opportunities in the market
Marketers need to know in-house capabilities
Translation
Close interaction that should result in a
competitive advantage
Scientists/ Technologists need to know in what
direction they should steer their RD work
New concepts, new insights, scientific
technological discoveries
Knowledge management, competence management,
project management
EV5018 - 9
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Critical success factors in innovation
Frequency
Source Celerant consulting
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Why projects Fail or Succeed

• Consumer need well / not understood
• Product does (not) meet consumer expectations
• Sufficient/insufficient launch and/or continued
  support
• Launch advertising quality
• Price point correct / too high
• Distribution / availability

Source Unilever)
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Key levers to improve innovation
Frequency
Source Celerant consulting
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The Performance Disconnect
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Key Unilever Innovation ProcessSupport Tools
Doing the right things
Can we do it all?
Doing things right
Doing things at the right time
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Closed vs Open Innovation
Source Henry Chesbrough (2003)
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Technology Access
High
Internal Development
Acquisition
Joint Development
External RD
Strategic Autonomy
Joint Ventures
Equity Stake
License
Low
Time
Short
Long
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Bridging the gap
EV5008 - 17
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Collaboration with Academia and Industry
Acadamia bias
Industry bias

• Need driven implies short term focus
• Insufficient scientific freedom and challenge
• Lack of breakthroughs
• Industry is not able to articulate its future
  needs in a consistent way
• Insufficiently open communications

• Effective programme management impossible
• Too limited flexibility
• Insufficient dedication to delivering results
• Know-how leakage unavoidable
• No sense of urgency

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Public-private partnerships
Wageningen Centre for Food Sciences an alliance
of research and food industry partners aiming at
strategic and non-competitive fundamental
research Dutch Polymer Institute a
public-private partnership between polymer
producing and processing industries and knowledge
institutes (chain-of-knowledge) Kluyver
Centre the Centre of Excellence of the Dutch
Genomic Initiative (Kluyver Centre for Genomics
of Industrial Fermentation Biobased Sustainable
Industrial Chemistry Advanced Catalytic
Technologies for Sustainability a public-private
partnership for RD in the field of sustainable
chemistry and energy, catalysis being the common
platform for these activities
EV5008 - 19
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Innovation Process
Leadership
Systems
Tools
Strategy
INNOVATION PROCESS
Knowledge sharing
Culture
Successful innovators
Source Het Enzerinck Initiatief
EV5008 - 20