Partnering for Transformation: Leveraging Core Brand Capabilities and Partnerships to Drive New Strategy Execution

As an early adopter of production outsourcing, WD-40 has long recognized the value of working with partners. The company’s new product development efforts in recent years have been heavily reliant on key partners. After pursuing a channel strategy for several years with mixed results, the company recognized an opportunity to improve its performance through serving its core users. By matching demonstrated organizational capabilities with the needs of key consumers, the company intends to build sustainable long-term growth. The discussion will track a company in the early stages of executing a strategic transformation.

Topics to be covered include:

• capabilities assessment

• competitive environment

• identification of key consumers

• defining a strategic path

• brand strategy

• internal and external messaging

• and the evaluation of prospective partners

Harnessing Science: Open Innovation at National Labs

Steven Girrens is Division Leader for Technology Transfer at the Los Alamos National Laboratory. Steve’s duties center around providing direction and motivation to achieve Laboratory goals for technology transfer addressing national and regional economic impact and developing R&D partnerships with industry and universities in support of the Laboratory’s national security mission. He has been working in this capacity since July 2008.

Delivering Bottom Line Results by Applying Open Innovation to Downstream External Technology Development at Chevron

Chevron’s Global Downstream External Technology Development (ETD) successes have stemmed from applying the concepts of Open Innovation to its business. With the support of upper management, ETD has been given the opportunity to bring in technology from outside Chevron. Management has been consistent in their support and at the same time the business must deliver bottom line results. Although measured on our successful deployments, failures are viewed as . ETD has its own budget which has fostered cooperation with our internal collaborators. Furthermore, ETD is not tied to a budget cycle and can fund a project anytime in the calendar year. ETD uses internal resources for technical due diligence; we provide business and management assessments. In this presentation, Dr. Chaloner-Gill will discuss the process of how this group was formed, its appoach to external technology development, successes and lessons learned.

Takeaways:

• Management Support is crucial to success

• Know how your company operates – understand its networks

• Engagement of stakeholders early in the process is key

• Having your OWN budget is critical

Providing State of the Art Patient Care with CoDev

Diabetes is the epidemic of the 21st century. Roche Diabetes Care is the global market leader in blood glucose monitoring and support that allows diabetics to lead normal, healthy lives. The web is a discontinuous innovation that allows Roche to expand its business model by linking its diabetes management capabilities with the web capabilities of world-class CoDev partners. The goal is to bring state-of-the-art care to people with diabetes globally. This model required new tools and metrics. Join Chris Baker as he describes Roche’s approach to:

• Linking strategy and CoDev activities

• Building the internal network that allows Roche to be successful externally

• Evaluating potential partners

• Using the Alliance Framework to plan and structure the deal

• Training the partner in CoDev best practices

Moving from Embedded Innovation to Open Innovation

Since Whirlpool Corporation began investing in innovation in 1999, the company’s focus has been on creating an embedded culture of innovators, measuring its success based on a clear definition of innovation. More recently, open innovation has emerged in pockets of the organization. As part of a global strategic effort, a global team has led the charge to develop and embed an open innovation framework globally. In this presentation, hear Whirlpool Corporation’s strategic approach to defining open innovation for the organization and developing its global framework. You will learn about effective ways to gain leadership engagement and embed the framework in a diverse global consumer environment.

Takeaways:

• Defining open innovation for your organization

• Developing a dynamic open innovation framework that crosses physical and cultural boundaries

• Creating leadership support and buy in from the broad organization

• Gearing up to execute a corporate global open innovation initiative

• Measuring success

Integrating Corporate Functions and Institutionalizing Roles & Processes to Drive Open Innovation Success at Colgate

In this compelling session, Fabienne will share insights on how Colgate has evolved its External Innovation efforts from an initial roadmap on paper to a functioning capability today that is delivering results and changing the culture. Her presentation will address all aspects of external innovation efforts including the company mission, leadership, culture, processes and people. She will also discuss how open innovation expands beyond the external innovation team to include support functions that are required to execute open innovation processes. Functions include legal, procurement, HR, finance and more.

Takeaways:

• How to effectively engage support functions in your efforts

• How to go slow to ultimately go fast—the role of pilot programs

• How to strengthen the open innovation processes and create win/win propositions for all

• Where to start to get results

• How to screen technology efforts to balance and manage portfolio

Open Innovation: Changing the Game at Medtronic

Innovation has been the key to success in the Medical Device industry. Every major inflection in the marketplace has been accompanied by innovation in products or services. The industry has also historically developed in areas of technical expertise, often developing products, materials or components from scratch, unable to find suitable performance in other related industries.

In the past specific projects leveraged different techniques for leveraging ideas from outside or across Medtronic, However in 2009 Medtronic began deploying Open Innovation across the organization, to access ideas from outside sources as well as to reach across the large organization, connecting otherwise independent groups for problem solving and ideation. This session will discuss a recent deployment of internal open innovation, including early lessons learned and next step planning.

Takeaways:

• Creating enterprise wide networks for collaborative problem solving

• Developing a culture of collaboration and persistent institutional learning

• Roles and responsibilities at all layers of the organization for success

Connect + Develop^SM: Measuring the Value of Open Innovation

After years of pioneering the idea of open innovation in the consumer products industry, an approach P&G calls Connect + Develop℠, and proving that it is essential to help achieve growth goals, P&G’s future C+D efforts will focus on including additional innovation nodes such as Small and Medium Enterprises, Government Funded Research Organizations, Academia, etc. As P&G strives to become the Partner of Choice for innovators around the globe, they are also focused on collaborating for mutual value creation.

Chris Thoen will tell the story of P&G’s Connect + Develop℠ journey and share learnings and principles of open innovation based on C+D success examples.

Specifically, Chris will discuss:

• Brief synopsis of P&G’s open innovation journey

• Valuation for technologies at various stages

• Connect + Develop℠ in action

• Success measures for the businesses’ bottom line

• Lessons learned

The BizSpark Program: Responding to Shifts in the Software Business Ecosystem - Rethinking Company Culture, Business Models and Metrics

The companies who will influence software direction in the future are more likely than ever to be small, and new - but which ones? How do you work effectively with so many companies, so widely dispersed, and all in their early stages of development? How do you know who’ll survive, let alone who’ll win?

This session will describe how Microsoft developed the BizSpark program to address these challenges and work effectively with a world of startups. Specifically, this presentation will cover the following issues:

• How do you shift the company culture? Speak the language of the company.

• How do you change your business model(s) to address these new challenges? It helps a lot of if you set up the problem right.

• How do you change the metrics that are important, but still retain continuity? Thinking about what doesn’t change can clarify what must

Beyond Digital:
Open Innovation in Future Media

Rapid change in digital, social, and multi media will accelerate further as technology, business and societal innovation drive new uses and adoption through untapped connections. We are in the early stages of this exciting, converging industry – one that is breaking and transforming today’s norms. One that will create a future yet fully known through creation of new networks.

So, what will the future of media look like? Hear how Georgia Tech and the state of Georgia are shaping the global landscape through its’ Future Media Initiative. The initiative’s charter is to connect universities, venture capitalists, entrepreneurs and industry to create a robust open innovation ecosystem to leverage and build upon existing world-class activity at Georgia Tech and the state of Georgia. Envision a physical and virtual place where all are invited to experiment, discover, create, commercialize, and shape the future of digital media.

Takeaways:

• What is Future Media? And, the critical role a new open innovation ecosystem will play

• Key principles in collaborating across universities, venture capitalists, entrepreneurs, government, and industry

• How to foster an open innovation environment that invites ideas and experimentation while also engendering trust, lasting relationships, and mutually rewarding results

• Striking the right balance between open and closed innovation

• Find the right partners to deliver a sustainable pipeline

• Measure the success of your initiatives

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