Malta, December 2009 1 Aleardo Furlani •IESE, Master in Business Administration (MBA) (1987), scholar at John Kennedy School of Government (Harvard University) •3 years experience in Strategic Consultancy Gemini Consulting (1987- 1992) •Managing Director of Innova SpA since 1993 •President of Invent since 2001, a seed capital company
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Malta, December 2009 1 Aleardo Furlani IESE, Master in Business Administration (MBA) (1987), scholar at John Kennedy School of Government (Harvard University)
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Malta, December 20091
Aleardo Furlani
•IESE, Master in Business Administration (MBA) (1987), scholar at John Kennedy School of Government (Harvard University)
•3 years experience in Strategic Consultancy Gemini Consulting (1987-1992)
•Managing Director of Innova SpA since 1993
•President of Invent since 2001, a seed capital company
Malta, December 20092
Innovation and Technology transfer in the practiceHow to formulate strategies for successful technology valorisation for SMEs TT models and casesHow to develop abilities to turn technology into business valueApproach: practical, based on cases, exercises, examples
Objectives of the Workshop
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EXPLORA BIOTECH Pioneering Nature
EXPLORA BIOTECH Pioneering Nature
PLANTAROM
TRS
OPT SENSOR
Certified Research Laboratory (MUR)
Research & Development
TechnologyVentures
Innovation Services
IT
IT
IT
IT
US
LXB
FR
IT
IT
IT
IT
IT
IT
TN
ES
Media Pharma
IT
Malta, December 20094
What is innovation?
Any technical improvement to the status quo (Product, Process) but also… Organization: innovation keys (A.Read):
1. Management support for an innovative culture2. Customer/market focus3. Communication/networking4. HR strategies that emphasize innovation5. Team structures7. Leadership, creative development, strategic posture, flexible structures, continuous improvement, and technology adoption.
Innovation - The technical meaning
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What are the strategic objectives and goals of innovation?
• Any solution/project/undertaking aimed at increasing value for the business organization
• Example the “BLUE OCEAN” approach from W. Chan Kim & Renee Mauborgne
• The less successful companies take a conventional approach: staying ahead of the competition.
• The high-growth companies seek to make their competitors irrelevant through a strategic logic called value innovation.
Innovation - The strategic meaning
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What are the strategic objectives and goals of innovation?/2
You must examine radically what constitutes real value for customers by asking fundamental questions: what value offering need to be introduced or increased to meet customer needs? what value offerings can be reduced or eliminated, because they do not constitute real value for customers
"The man who will use his skill and constructive imagination to see how much he can give for a dollar, instead of how little he can give for a dollar, is bound to succeed." – Henry Ford
Innovation - The strategic meaning
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Innovation is risky but necessary to improve competitiveness Innovation is not for everyoneInnovation is not necessary linked to TechnologyInnovation requires:
A clear definition of needs and value generated to costumersA sound financial scheme: Innovation is expensiveA network of contacts: Innovation is confrontationA constant knowledge monitoring and up date
Implications
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Because the world is changing (fast)
•SUN Microsystems – OpenSolaris.comAn operating system providing a platform for building and running applications. The OpenSolaris code base is distributed under open source license. OpenSolaris community represents developers, administrators, instructors and students around the world. Join in the latest effort to add packages to network-based package management system
•Nanotechnologies and Biotech prospects Zyvez: tools, instrumentation, and applications to serve the semiconductor and advanced research markets. Founded in 1997, Zyvex was the first molecular nanotechnology company.
Innovation - Why ?
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Innovation - Why ?
Because Business has two functions and two functions only: Marketing and Innovation
•Olive Oil
•Mineral Water
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All around the world, in every country, the focus of competitive success is local
Innovation - Why ?
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Because the old tricks don’t work anymore
Innovation - Why ?
•NUOVA FIMA•DERBY
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It’s a big mistake saying that change must originate from the top
Innovation - Why ?
SILMET: how to deal with the internal resistance to change
Malta, December 200913
The Patenting processThe Patent granting explosionThe Patent litigation explosionPatenting and Innovation
Cases:
Innovation – Why patenting?
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Gillette ,48 Patents in a RazorValue?Five times as many razor blades
Scientific Method is necessaryWisdom is non codified, non protectableSubjectivity is a consequence of human experienceCreativity is a frame of mind
Innovation as a process
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Breakthrough
technologies
Incremental technologies
Adjustment technologies
Investment in new technologies
Imp
act
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Technologies anticipating needs on the market, ex.:-New product functions -New business lines or new business models -Suppression of 1 or more productive factors
Strategic objective: leadership
Technologies running after the competition, ex.:-New products-TTM reduction
Strategic objective: fast follower
Technologies to comply with market and legislative standards, ex.:- New plants - Certification and quality control- Costs reduction
Strategic objective: survival
Which innovative technologies?
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Legislative standard are a source of innovation (and a push too…)
Suppliers, clients, competitors , social trends, scientific discoveries, are all sources of hints to generate innovation
SMEs* are for Adjustment and Incremental technologies: low risk and followers
*SME definition: less than 250 employees, less than 40m Euro capital/ turnover, less than 25% participation from Large Companies
Which Innovative Technologies?
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Time
Which SMES do innovate?
“Running” technology
“Emerging”technology
“Future”technology”
Interval to innovate (early adopter)
Interval to innovate(follower)
Pote
nti
al Im
pact
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econ
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PROBLEM #1Putting Innovation to Work
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How to solve a problem?
Problem: take out the water without touching the glass
Innovation as problem solving for the development of new products
Putting innovation to work
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How to solve a problem?
Solution: 44 known processes of moving a liquid to be exploited
Geographical concentration of enterprises producing
similar and closely related products in a small area (e.g., assemblers and part- suppliers).
- Type 1 - Cluster that characterized by the dominance of SMEs
- Type 2 - Pyramidal type in which there are one assembler, many sub-contractors, and so many sub-contractors (e.g., Toyota)
Malta, December 200937
What is an industrial cluster?
• Geographical concentration of related companies• Dynamic industrial clusters are engines of value
creation• Cluster firms have higher value creation• Cluster firms have higher growth• Cluster firms have higher productivity• Cluster firms have higher salaries
Malta, December 200938
What is an industrial cluster?
Clustering is the key to successful industrial development because of:
a) Information spillovers (typically imitation)b) Specialization and division of labor
among enterprises(low transaction costs due to proximity of transacting partners)
c) Development of skilled labor (usually through poaching)
Malta, December 200939
What advantages do companies have of belonging to an international cluster?
• Better access to competent people and innovative ideas
• Better access to specialized suppliers and demanding customers
• Better access to frontier research and development
• Better access to venture capital and competent investors
• Lower transaction costs of doing business
Malta, December 200940
Because you are not too small to do it.
SME Innovation Strategy
Titanium Golfing Sunglasses
These advanced unisex sunglasses weigh just 8g. Brown shatter-proof and scratch-resistant lenses offer 100% UVA, B and C-protection. Incorporating “light Stabilising Technology” specially developed for golfers to enhance vision in frequently changing light intensity.
Malta, December 200941
A great deal of the formal co-operation between SMEs is likely to be in the form of networks (a new SMEs competence) International competition drives companies to concentrate on core competencies. Large companies outsource all other activities to SMEs which tend to networking to respond to increasing demand.Increased growth in networks as a result of an increasingly knowledge-based economy (Collective Innovation Projects in France) .Renewed focus to de-internalisation, where non-core activities are placed outside the enterprise itself.
The SME Networking
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External knowledge and competencies are involved in competitiveness building (Source: Fraunhofer Institute)
Poor Performer
Basic Performer
Professional Per-former
Out Performer
External knowledge and external contacts are used inferiorly.
Contacts to external institutions (Partners, Universities, Re-search institutes) ex-ist, but are not ac-tively pursued for knowledge transfer. Retentions against external knowledge exist (NIH Syndrome), sporadical use of ex-ternal knowledge
External contacts (Partners, Universi-ties, Research insti-tutes) are being used proactively, external knowledge is being integrated in internal projects, company is open for cooperation.
Company is building networks on a sys-tematic level, contacts are actively searched for, with the aim to integrate ex-ternal knowledge well directed into internal projects, Partners, Universities and Re-search institutes are utilized proactively as sources of information and competencies.
Possible first action recommendations:
Installation of and participation in networks, installation of research cooperation and strategic alliances Integration of external institutions in internal work processes Communities of Practice – encourage employees to participate in relevant communities and cooperation
SMEs Networking (the new competence)
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The innovation system driven by consumer market are based on product differentiation: price differences between quality and common. Craft skills, design and knowledge of local market are still the core of the craft based product innovations: food, textiles, leather, wood and metal products.
Craft-based regions share embedded skills and market understanding. Industrial districts in Denmark, Northern Italy, Spain and Portugal: product innovations, low innovation cost.
The European industrial districts/1
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Industrial districts: good at low-tech new product creation, based on craft skills.Tacit knowledge, limited ability in new science-based consumer market products, strong interaction with large corporations both downstream and upstream.