open innovation in akzonobel presentation... · 2012-11-24 · open innovation: challenge and...
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The Courage of Innovation Milano, November 23, 2012
Open Innovation in AkzoNobel
Dr. Dick C. van Beelen
Director OI & Operational Excellence
AkzoNobel RD&I
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AkzoNobel: portfolio of global brands
Confidential – AkzoNobel NV © 2012
AkzoNobel: key facts
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The world’s largest paint company and a leading supplier of specialty chemicals
• Global Fortune 500 company
• Headquarters Amsterdam, The Netherlands
• 2011 revenues € 15.7 billion
• Ca. 57,000 employees
• Business areas:
• Decorative paints
• Performance Coatings
• Specialty Chemicals
AkzoNobel: key facts
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The world’s largest paint company and a leading supplier of specialty chemicals
• Grow to €20 billion revenues by 2016
• Increase EBITDA each year, maintaining 13-15% margin
• Pay a stable to rising dividend
• Committed to delivering Tomorrow’s Answers Today
• Leadership in sustainability (#1 in Chemicals Sector DJSI)
• Top quartile performance in safety, diversity, employee engagement & talent development
Innovation to fuel our ambitions
AkzoNobel: Solution Promises
Trends / drivers for innovation
BU competences
Peers positioning
Key innovation projects
Serving the needs of the global mid market
Bringing products for wellness & identity
Achieving zero footprint
Saving you time and effort
Creating new horizons in functionality
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No innovation culture without
a networking culture
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Open Innovation: challenge and opportunity
Consider C&D before starting R&D (Connect & Develop) (Research & Develop)
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Open Innovation: challenge and opportunity
Consider C&D before starting R&D
We should not invent the wheel again and again. If a technology or solution we need is:
• Available within company à find and exploit
• Available outside company à find and acquire
• Not available à consider options
Ø Classical “Collaborative Innovation”: selecting partners from (usually) existing network
Ø True “Open Innovation”: leveraging the global technology and innovation community
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Open Innovation: Toolbox
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technology / solution
existing
not existing
party to AkzoNobel
internal AN external AN network “the globe”
knowledge we have
people we know
parties we do not know
Open Innovation: Toolbox
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technology / solution
existing
not existing
party to AkzoNobel
internal AN external AN network “the globe”
Communities of Practice
Searches
(In-company R&D)
Collaborations
Open Innovation: Toolbox
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technology / solution
existing
not existing
party to AkzoNobel
internal AN external AN network “the globe”
Collaborations
University research programs
Networks
Industry consortia
Existing suppliers / strategic partners
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OI: accelerating innovation by external contributions
• External = within AkzoNobel and / or outside company
• Need driven
• Aims: faster, better, unexpected solutions
• No target in itself, but supportive to business
• Ad-hoc project needs, “Top 10 key innovation projects”,
AkzoNobel’s strategic ambitions
• Journey involving various stakeholders
Open Innovation at AkzoNobel
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Open Innovation at AkzoNobel
Key elements in operation to date
• CoPs à leveraging AkzoNobel’s knowledge and capabilities
• ANNI à answers to specific project
challenges and needs • Strategic Partnering à collaborating for mutual
benefits
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Communities of Practice - leveraging AkzoNobel’s capabilities -
“If only AkzoNobel knew what it knows”
A Community of Practice (CoP) is:
• A group of people linked by a common interest to share knowledge and practice.
• An attempt to formalise informal networks of knowledge and practice sharing without “over managing”
• About the more effective management and exploitation of our collective knowledge.
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Communities of Practice - leveraging AkzoNobel’s capabilities -
Who leader, members and relationships
What common ground and identity
How scope, tools and methods
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Communities of Practice / What
• Top-down defined domains (mid 2009)
• Strategically important to the wider AkzoNobel
• Colour & Effects
• Corrosion Protection
• Efficient Crosslinking
• Process Efficiency
• Renewable Raw Materials
• Waterborne Technologies
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Communities of Practice / Who
• CoP leader
• Full time position, “assignment” from BU to Corporate RD&I, in driver’s seat for CoP progress, not necessarily the expert, but also initiator, organizer, administrator, networker, …
• Core members
• Gate keeper and linking pin CoP ßà BU, nominated by BU, recognition and obligation, adequate capacity for active involvement (10-20%), personal targets reflecting CoP role
• Associated members
• Interested to join and willing to participate actively, voluntary / own initiative, provide and share knowledge and expertise with colleagues
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Communities of Practice / How
Scope of CoP
• Leveraging existing knowledge available to AkzoNobel (CoP runs no own R&D projects)
• Not just a talking club
• CoP mission, goals and “working agenda” set by core team
• Subjects and issues covering whole R&D spectrum (Research, Development and Support)
• Emphasis on internal network, external contributions on ad-hoc basis
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Communities of Practice in action
• WebEx presentations
• Core team meetings
• Sharing best practices
• Special interest teams
• Intranet site: source of knowledge (e.g. Wiki) & expertise
• Newsletters
• Discussion forum – needs & help
• Challenge webinars
• Inter-BU contacts & interactions
• Selected external input
• SWOT and gaps identification & recommendations
All across AkzoNobel at large! Confidential – AkzoNobel NV © 2012
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Communities of Practice - leveraging AkzoNobel’s capabilities -
Some metrics: • Membership ca. 5000 persons to date
• Not just from RD&I, also Marketing, Process Engineering, Sourcing, …
• Good BU and geo spread
• > 40 active special interest working groups • > 125 webex presentations to date (av. 40 participants) • Newsletters to > 6000 addressees • CoP sites 1000 unique visitors/month, 700 site visits/day • > 800 discussion threads to date • Many 1:1 and 1:>1 technical exchange and problem solving
interactions
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AkzoNobel Networked Innovation (ANNI) - answers to specific needs –
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Needs brief & Request for
Proposal (RFP) Agreement on
acquiring solution
Identifying (potential)
solution provider Making the
solution work
A structured approach to finding (external) solutions:
Confidential – AkzoNobel NV © 2012
AkzoNobel Networked Innovation - answers to specific needs –
Approach:
• Company wide effort initiated end 2009
• Key factors for successful implementation:
• Training: introduction of OI concept and OI thinking
• Cross functional, cross BU, “train the trainer”
• Alignment: embedding in organization
• OI Champions in each BU, collectively ANNI team, sharing methods and experiences
• Results: delivering value to organization
• Each RFP within AkzoNobel as default first step, thereafter (optionally) to outside world
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AkzoNobel Networked Innovation - answers to specific needs –
Results to date:
• RFP process working very well internally AkzoNobel
• Simple, low threshold email process, but RFP brief as default document
• Engaged AkzoNobel community (speed, spread, responses, quality of ideas and solutions)
• Possibility to set up joint meeting with all solution providers (ideas enrichment!)
• To date ca. 130 RFPs, average 10 responses per RFP, Red:Amber:Green solution score ca. 10:50:40
• External AkzoNobel to be strengthened further
• ANNI approach now broadening to methods beyond the RFP process
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Open Innovation: lessons learned
• A problem well defined is a problem half resolved
• Culture change from “the lab is our world” to “the world is our lab”
• Somebody somewhere probably already solved (part of) our problem
• Majority of innovations is a novel combination of existing knowledge
• From NIH to PFE
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None of us is as smart as all of us!
• T H A N K Y O U !
Open Innovation to IP meeting 10-2011 25
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