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Keynote
Presentations
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Tuesday, January
22
Gaining the ROI of Open Innovation:
Partnering and “Nano-izing” for Market Growth |
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Dr. Scott Rickert
President, Co-Founder and CEO
Nanofilm, Ltd. |
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As a pioneer in an
emerging technology, Nanofilm invested early in building
strong partnerships – a precursor to Open Innovation. As
the full potential of nanotechnology became apparent to
mainline technology and manufacturing companies,
Nanofilm moved aggressively to explore opportunities,
vet them and develop market-ready products. The
company’s Open Innovation practices evolved further,
providing the framework for achieving Nanofilm’s goal –
to “nano-ize” consumer products of all kinds. The
company has since infused these practices throughout the
organization, creating a corporate culture in which R&D
and Business Development are outwardly focused (their
mantra is “No partnership. No product”). Alliances
extend across the full supply chain to meet consumer
needs. The result is a rich incubator for ideas and a
nimble, flexible organization for go-to-market planning
and execution.
Key
Takeaways:
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How
to develop working relationships and
cross-functional teams that take ownership of an
innovation and move it to fruition.
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Nanofilm’s method for measuring the ROI of Open
Innovation – traditional financial measures and
approaches to assess long-term investment in
projects and partners.
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How
Open Innovation enabled Nanofilm to extract more
value from development efforts.
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Nanofilm’s approach to
balancing IP rights with information-sharing – risks
and advantages.
"The value of partnering and alliances is even
more vital for companies seeking to enhance existing
products with nano. Partnering can accelerate
product development enough to be first to market."
Scott Rickert, as quoted in
IndustryWeek article,
From Confusion To Action,
Dr. Scott E. Rickert, Ph.D. is President and
CEO of Nanofilm, one of the oldest, largest
privately-held nanotechnology companies in the U.S. He
co-founded the Valley View, Ohio-based company in 1986
with the goal of “nano-izing” consumer products, i.e.
adding features and functionality by incorporating
nanotechnology. The company’s first commercial product
was an optical nanocoating for eyeglass lenses. Today,
Nanofilm’s technology reaches into electronics, sports,
architecture, transportation, energy and home products.
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Wednesday, January
23
Open Innovation & Value Creation
at Procter & Gamble |
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Mark Peterson
Director, External Business Development
Procter & Gamble |
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Open Innovation has been
an integral part of P&G’s strategy ever since AG Lafley
established the challenge for P&G to find “...50% of its
innovation from outside the company.” Yet despite nearly
a decade’s efforts, P&G remains on the learning curve,
still exploring and experimenting with new models to
maximize returns.
P&G does not view Open
Innovation as a one-time fix; the company is
continuously improving its approach and External
Business Development (EBD) has made Open Innovation its
top priority. This has meant developing both internal
and external strategies to identify and procure
opportunities from multiple arenas and ensure that
submitters have a positive experience no matter what the
outcome. The goal is to be the company that outside
parties want to contact first.
ROI can be measured in
many ways – from actual dollar sales to number of
successful opportunities adopted by the company. EBD
tracks NPVs of open innovation opportunities, and
ultimately incremental dollar sales in market. EBD also
tracks the number of submissions received and outcomes
as a productivity measure. This process ties efforts to
the business units’ strategies and helps make
contributions tangible.
Mark Peterson is a
director in Procter & Gamble’s External Business
Development organization and has responsibility for
technology transfer (in and out) for Baby Care,
Beverage, Family Care, Household Care, Oral Care, Pet
Care and Snacks Business Units, as well as the Glad JV.
His team leads P&G’s commercial Open Innovation effort
and has responsibility to explore new business models
that maximize value creation for P&G and its partners. |
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Wednesday, January
23
Open Innovation and
Co-Development – Experience and Learning
from Different Types of Partnerships |
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Dr. William Y. Hsu
Vice President & Chief Technical Officer
Kennametal |
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Given
increasing demand for new solutions and the shortening
of lead times, open innovation and co-development
arrangements have become a necessity for Kennametal. The
company actively engages customers, third party solution
providers and academic institutions in alliances or
joint-development partnerships. In this keynote, Dr. Hsu
will share the ins and outs of these efforts, including
corporate culture, organization design, intellectual
asset management, metrics, and funding/co-funding of
initiatives with commercial and academic partners.
Key take-aways:
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To be successful, open
innovation and co-development needs to be part of
the R&D strategic plan with leadership allocating
resources and staff members owning the projects.
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Metrics must take into
account the differences in project emphasis between
commercial partners and academic partners.
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Ownership of IP that is generated from the
collaboration can make or break the partnership and
must be addressed upfront.
Dr. William Y. Hsu
is Vice President and Chief Technical Officer of
Kennametal Inc. In this position, he oversees the
worldwide research, development and engineering
functions of the company. Dr. Hsu joined Kennametal in
Apr 2004. Prior to joining Kennametal, Dr. Hsu served
over 26 years with DuPont Company in various technology
and business leadership roles.
[Dr.
Hsu received his doctor of philosophy degree in physics
from the University of California at Berkeley, and his
bachelor of science degree from the Chinese University
of Hong Kong.] |
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