Open Innovation At Royal DSM - Baverstam
Open Innovation at Royal DSMRobert Kirschbaum, VP Open InnovationOctober 6th, 2011
ContentTodays RealityRoyal DSM : Past to FutureFocused Growth Strategy(Open) Innovation Process & PortfolioInnovation Examples- Bio-Based Products & Services- Biomedical Materials- Advanced SurfacesLearningsPage
Our world is facing serious challenges Page
Energy constraints?Page?
Climate Change . ?Page
Climate Change will become very tangiblePage
Resource constraintsScarcity of water, land, materials and FOODPage
In Chinese, the word « crisis » ismade up of two charactersOne represents danger and theother opportunity!Page
We cannot leave it up to the next generationto solve the problemsPage
ContentTodays RealityRoyal DSM : Past to FutureFocused Growth Strategy(Open) Innovation Process & PortfolioInnovation Examples- Bio-Based Products & Services- Biomedical Materials- Advanced SurfacesLearningsPage
The NewOld DSMPage
Our historyCoal MiningCommodityChemicalsSpecialtyChemicalsPossible only through continuous innovation !PageLife Sciences &Materials Sciences
Succesfull transformationCoal MiningPage(Petro)chemicalsLife Sciences &Materials Sciences
DSM: Transformation completed2000PetrochemicalsBase Chemicals& MaterialsEngineeringPlastic ProductsOthersBase Chemicals& MaterialsBreakdown DSM sales manceMaterialsPharmaNutrition* Excluding discontinuedPossible only through continuous innovation !Slide 13Page
DSM: Ability to ChangeEvolutionBiorenewable / Biomedical / NutritionLife Science ProductsPerformance 1970199020002010 Technological competencesMechanical engineeringChemical engineeringPolymer technologyMaterial scienceFine chemicalsClassical BiotechnologyPageModern Biotechnology
Royal DSM in 2011 Global science-based company active in health, nutrition and materials. Develops solutions that nourish, protect and improve performance. Annual net sales of 9 billion 23,000 employees No 1.Dow Jones Sustainability World Index 10% of our people are in R&D Innovation 5% of the annual sales is invested in R&D Credit rating Single APageOur purpose is to createbrighter lives for people todayand generations to come.
DSM organization chartDSM Managing BoardDSM Innovation CenterCorporate StaffShared CompetencesBusiness SupportNutritionDSM Nutritional Products- Human Nutrition andHealth- Animal Nutrition andHealthDSM Food ediatesDSM PharmaceuticalProductsDSM EngineeringPlasticsDSM Fibre IntermediatesDSM Anti-InfectivesDSM DyneemaBusiness and marketsPageDSM Resins
ContentTodays RealityRoyal DSM : Past to FutureFocused Growth Strategy(Open) Innovation Process & PortfolioInnovation Examples- Bio-Based Products & Services- Biomedical Materials- Advanced SurfacesLearningsPage
DSM in motion: driving focused growth1People - Planet - Profit: creating value along three dimensionsPage
Growth of “The East”h fromtworgMS 70% of D th EconomiesHigh GrowPage
Accelerating growth in HighGrowth EconomiesFrom reaching out to becomingtruly globalHigh Growth Economies sales (%) Sales to high growth Economiesin 2010 was 37% of total sales Over 70% of DSM’s growth inperiod to 2015 is expected tocome from high growtheconomies22%2005Page37%201050%2015T
DSM Shanghai OfficesPage
DSM in motion: driving focused growth2People - Planet - Profit: creating value along three dimensionsPage
Acquisitions and partnershipsFrom portfolio transformationto growth Partnership with Sinochem inanti-infectives DSM to acquire Martek adding newgrowth platform in nutritionalingredients (“Pufa’s”)Page
Martek Company profileCOMPANY PROFILELeader in algae derived PUFAs450 Mln sales in 2010550 employeesFocused on brain healthGlobal market share substantialFounded in 1985Headquartered in Columbia, Maryland,USAMain production site: Kingstree (USA) Belvidere for ARA65% of sales in NAFTA, 80% to infantformulaAlso includes dietary supplements B2C‘Amerifit’PagePRODUCT BRAND
DSM in motion: driving focused growth3People - Planet - Profit: creating value along three dimensionsPage
SustainabilityFrom responsibility to a realbusiness driverRedesigningvaluechains 2010: no. 1 in Dow JonesSustainability Index (DJSI) forChemicals(No. 1 in 5 out of 7 years) 89% of DSM innovation pipelineare ECO 40% of DSM’s running businessis ECO PageCreatingsustainablevalue bilityELUAVBusiness driver
SustainabilitySecuring tsCreatingsustainablevalue chainsRedesigningvalue chainsIncreasingvalue:businessdriverProud to have achievedNext level aspirationFrom responsible care Reduced GHG emissions DJSI and GRI recognitionTo sustainability as business driver Deliver on three dimensions (Triple P) 80% of innovation to be ECO 50% of running business sales ECO Leading in People Products & diversity Integral part of all business activities Part of overall remuneration systemTo corporate responsibility UN World Food Programme collaboration Bio-based economy advocacyFrom responsibility to business driverPage
DSM in motion: driving focused growth4People - Planet - Profit: creating value along three dimensionsPage
Innovation !From building the machine todoubling the outputTotal innovation sales ( bn) 1.3bn innovation sales (2010)1,5 1.0bn 2010 target exceededdespite strong headwinds 2015: innovation sales 20% of totalsales (new definition) 2020: Emerging Business Area’ssales 1bn1 1,3bnTarget0,502006 2007 2008 2009 2010Page
InnovationProud to have achieved 1bn sales from innovationIncreased speed of innovationSetting up (4) EBAsSetting up innovationinfrastructure/culture External recognition as leading innovatorNext level aspiration Innovation sales 20% of total salesEBA sales 1bn (2020)Innovation focus on defined platformsValue creation via best practicesSet up Regional Innovation CentersFrom building the machine to doubling the outputPage
ContentTodays RealityRoyal DSM : Past to FutureFocused Growth Strategy(Open) Innovation Process & PortfolioInnovation Examples- Bio-Based Products & Services- Biomedical Materials- Advanced SurfacesLearningsPage
Innovation ?!Page
Innovation is our Sport,.Science is the Power!Page
Top innovators share characteristics Top innovators . . are externallyfocused . have a wellknown commontheme to createpassion and focus . have visiblycommitted topmanagement . createownership ofinitiatives fromthe beginninguntil the endSo we have to further, .Enhance EstablishCommit allExternalorientation &Common ThemesSeniorManagement . install commonlanguageDon’t underestimatethe importance ofa common languageNominate andempowerAlign as much aspossible withEntrepreneursCommon toolsOpen InnovationAnd shift mindset from ‘not invented here’ to ‘proudly found elsewhere’Page
Monitoring Innovation Performance12Innovation AspirationsAverageDSM 2006Innovation Strategy3Idea Generation and Validation4Project Management5Commercialization and Launch6Portfolio Management7External Networks8Organization9Culture and TalentAverageDSM 2010IndustryaverageScale 1 - 42.0Page2.53.03.5
Further boosting the innovation performance1. Focused approach throughinnovation platforms2. Balance radical andincremental innovationROPUFA KhepriCoat 3. Internationalize: RegionalCenters in China and India4. Expand open innovationDyneema Rovimix OVN5. Improving innovation practices:Excellence in Innovation6. Supporting (Corporate)Technology PlatformsDeSolite - supercoatings Palapreg ECOAchieving the next level of excellence in innovationPage
Balance radical and incremental innovationIntroduction of portfolio management tool Optimizing the mix between radicaland incremental innovation Allows comparison of innovationplatforms “Philips approach”emergingMarket life cycle Company wide insight intocomposition of oliodeclineImproved Offering** OfferingOfferingofferingnewnew tonewtoDSMworldto PMCInnovation type (proposition is .)Enabling company wide steering of innovation portfolioPage
Choose the right hunting areas!Page
Accelerating and supporting innovationDSMInnovation CenterEnablersNew Business DevelopmentDSMBiomedicalSportsprogramDSM Bio-basedProducts & ServicesCTO OfficeDSM AdvancedSurfacesBusinessIncubatorPageExcellence inInnovationLicensing“BOP”projectVenturing
Value Creation by Open InnovationOpen innovation is no longer a competitive advantageIt has become a competitive uringFuzzy Front EndSpin inAcquisitionsInteraction/ SynthesisDivestmentsR&D servicesLicensingOutSpin out/offCompetence Development, Technology IntelligenceIntellectual Asset ManagementPageWell defined Rear EndMarket Scouting / Business Intelligence
Prof. Henry ChesbroughPage
Contrasting principles of Innovation ClosedOpen All smart people work for usMost of the smart people do not work for us Invent, develop, produce yourselfAdd internal & external forces Discover and get to market as No1We can profit from outside R&D Commercialize quicklyChoose the best business model Create most and best idea’s to winUse internal and external idea’s to win Control your IP to defend positionsProfit from other’s and combine with own IPPage
Contrasting principles of Innovation ClosedOpen All smart people work for usMost of the smart people do not work for us Invent, develop, produce yourselfAdd internal & external forces Discover and get to market as No1We can profit from outside R&D Commercialize quicklyChoose the best business model Create most and best idea’s to winUse internal and external idea’s to win Control your IP to defend positionsProfit from other’s and combine with own IP The Lab is our World !PageThe World is our Lab !
EindhovenOpen the Chemical Park: creation of ChemelotBrusselsAachenPageMaastricht
What is Chemelot? One of the largest chematerial communities in Europe ( 800 ha)Industrial Park CampusNumber of companies on site 80; 41 new companies since ‘05Many of them global leaders in their product market combinationIndustrial ParkSharing infrastructure andcostsPageCampusSharing knowledge andglobal networks
Open Innovation at DSM/ChemelotStart upSMEKnowledgesourcesPage
Innovation: How to mitigate risks?Page
VenturingDSM Venturing will support DSM’s innovation and growthambitions through partnering with and venture investingin ‘start-up’ companies, which together with DSM want tocreate a brighter future for our world.Page
DSM Venturing: Partnering & Investingin innovations for healthy and sustainable livingPage
Portfolio FundsFunctionality &PerformanceClimate &EnergyHealth &WellnessLife SciencePartnersPage
Portfolio of Direct InvestmentsClimate &EnergyPageHealth &WellnessFunctionality& Performance
ContentTodays RealityRoyal DSM : Past to FutureFocused Growth Strategy(Open) Innovation Process & PortfolioInnovation Examples- Bio-Based Products & Services- Biomedical Materials- Advanced SurfacesLearningsPage
Where did it start what are we heading for?Need for new and sustainable feedstocksCoalFirst generationNon-renewablePageOilBiomassRenewable
DSM in public-private partnerships for Industrial Biotechnology16 M CANADAConcordia University fungalenzymes screening30 M UNITED KINGDOMBBSRC SustainableBioenergy CentreUSACellulasesdevelopment11 M FRANCEBIOHUB SucciniumTHE NETHERLANDSB-BASIC19 M EUROPEAN UNION (FP7)BIOCORE20 M THE NETHERLANDSCatchbio50 M 13 M 55 M EUROPEAN UNION 120 M EIT KIC ClimateTotal volume of projects 450 M (2004-2014)PageEUROPEAN UNION (FP7)KACELLETHE NETHERLANDS 120 M BE-BASIC
Biomass from agricultural waste as a feedstock Agricultural waste material (e.g. cornstover, fiber, cob) or dedicated energycrops, but only when grown on land that isnot used for food production Pre-treatment to open up the fibers,remove lignin and hydrolyze hemicellulose(chemical or enzyme catalyzed) to C5sugars (xylose, arabinose) Enzyme treatment to hydrolyze celluloseto C6 sugars (glucose) Fermentation organisms (e.g. yeast) thatcan convert cellulosic C5 and C6 sugarsinto biofuels and other valuable productsSource:Source: CEN December 2008Page
Succinic Acid in Revised USDA/DoE Top 10 list (May 2010)“The market potential for succinic acid andits immediate derivatives has beenprojected to be as much as 245kt per year,with an estimated market size for succinicacid-derived polymers being as high as25,000kt per year”Source: Bozell & Petersen (2010) Green Chem 12, 539-554Page
Palapreg ECO For SMC and BMC applications 55% bio-based - highest bio-based content on the market No compromise on processing standards and productperformance From under-body shields to Class-A exterior body panels Supports automotive industry's sustainability targets Palapreg ECO P55-01 is commercially availablePage
DSM Biomedical - Partnerships and M&A Cross company innovations Materials and CoatingsExpertise Pharma and RegulatoryExpertise Unique portfolio of novel polymerbased solutions Integral open innovation approachspeeds up developments Uniquely equipped to meet marketneedsCreating a long-term, sustainable positionPage
The chemical industry is ideally positioned toaddress the real issues .Page 78
Key Success Factors Respect for different culturesTrust ; dare to shareCommitted top managementOwnership and pride of employeesOpen Innovation ; culture and tools in placeNominate & empower “Intrapreneurs”Market oriented researchersEnough breakthrough options in the pipelineTough project selection process is essentialFlexible & agile responsiveness Invention is like a flower, but .Innovation is the weeding processPage
Passion and Cooperation are key!Page
Innovation is : Never give up !!Really never ?Page
DSM Innovation Center Pharma DSM Pharmaceutical Products DSM Anti-Infectives Performance Materials DSM Engineering Plastics DSM Dyneema DSM Resins Polymer Intermediates DSM Fibre Intermediates Business and markets. Page 17 Around 200 locations across all continents Latin America: 15 locations 1,000 employees North America:
DSM Managing Board. DSM Innovation Center. Corporate Staff. Shared Competences & Business Support. DSM Nutritional Products. DSM Food Specialties. DSM Resins. DSM Engineering Plastics-DSM Dyneema. DSM Elastomers. DSM Agro. DSM Fibre Intermediates. DSM Pharmaceutical Products.
Using DSM-IV, you make a diagnosis of alcohol abuse. Using DSM-5, you make a diagnosis of alcohol use disorder, mild. ICD-9-CM DSM-IV dx –305.00 ICD-9-CM DSM-5 dx –305.00 ICD-10-CM DSM-5 dx –F10.10 DSM-IV Substance abuse crosswalks to mild SUD in DSM-5. Substance dependence crosswalks to moderate
DSM-IV-TR to DSM-5 Changes made to the DSM-5 diagnostic criteria and texts are outlined in this chapter in the same order in which they appear in the DSM-5 classification. This is not an exhaustive guide; minor changes in text or wording made for clarity are not described here. It should also be noted that Section I of DSM-5 con-
familiar with DSM-IV-TR, its content, and its use. This presentation is solely to facilitate transition from DSM-IV-TR to DSM-5 and is not intended to be a basic course on DSM-5. DSM-5:Classification, Criteria, and Use DSM-5 Revisions: Brief History and Conceptual Approaches ICD-8-9 and DSM-II 1967-1972 US-UK study:
DSM I 1952 DSM II 1968 DSM III 1980 DSM IV 1994 DSM IV-TR 2000 Summary of Gross # Changes in DSM Editions! DSM-5 May 2013 106 Diagnoses 130 Pages 297 Diagnoses 182 Diagnoses 265 Diagnoses 365 Diagnoses 494 Pages 886 Pages 134 Pages 943 Pages 13 new disorders, 2 eli
DSM China Integrated Annual Report 2012 www.dsm.com.cn 1,596 3,667 9,489 1,474 3,314 5,354 2,772 As an enabler and accelerator of innovation, the Innovation Center facilitates DSM's strategic transition towards becoming an intrinsically innovative organization. Innovation at DSM is guided by functional excellence in order to find the best
DSM Anti-Infectives Corporate Staff Shared Competences Business Support DSM Managing Board DSM Innovation Center DSM today Leading in Life Sciences & Materials Sciences Revenues: 9 bn Employees: 23.500 at 200 locations worldwid
The Academic Phrasebank is a general resource for academic writers. It aims to provide the phraseological ‘nuts and bolts’ of academic writing organised according to the main sections of a research paper or dissertation. Other phrases are listed under the more general communicative functions of academic writing.
