R&D Role in Value Generation 2013 Learning Group

Transcription

1 Rue de la Loi 81A 1040 Brussels, Belgium Tel: +32 (0) Fax: +32 (0) guidlines for open office export to pdf with letterhead EIRMA/ guidlines for open office export to pdf with letterhead R&D Role in Value Generation 2013 Learning Group 3 & 4 October 2013 Hotel Hilton, Antwerp, Belgium Summary Value is what customers perceive. Products are what we deliver. Today organisations must deliver innovative solutions in an ever increasing speed to a global market. In this challenging environment with limited growth, companies need to improve their customer experience. But all too often we realize that a solution won't sell as we hoped for. Value creation has to start before defining a product and eliciting requirements. It has to do with understanding the real needs of a customer and market. Innovations and new product introduction are easier if we first anticipate the value proposition and then target R&D towards delivering this value. This seminar will address the role of R&D in generating value. It will provide many hands-on examples how companies address this challenge. The Learning Group will be an opportunity for exchanging companies' views and experiences with improving the identification of market and customer needs and of framing problem-statements for R&D to solve instead of wasting time and resources on the wrong solution. Learning Group We will work in a workshop format to look at how to practically identify value and follow up its creation towards delivery and measurement. The seminar will provide experiences to participants, as well as traps and tips, complementing their knowledge. The practical case studies provided by the learning group leader and the speakers will offer opportunities to underpin the learning with practical interactive examples and by doing. Issues addressed Understanding value: Distinguishing needs from expressed desires Creating Value: R&D role in value creation for B2B and B2C Assuring value creation throughout the development pipeline: Stakeholders and processes Delivering value: Creating and influencing the customer s business case. Target Audience Early marketing people, product development people, R&D managers, corporate research, people in charge of investigating future businesses. Learning Group Leader Dr. Christof Ebert Managing Director at Vector Consulting Services. Formerly global Director R&D at Alcatel and Member of the Alcatel Technical Academy. Worldwide renowned speaker and book author on product management and requirements engineering 8 Online registration before 23 September 2013 on EIRMA website: Key themes Innovation Processes Business strategy Intellectual Asset Management People and Knowledge Public frameworks

2 R&D ROLE IN VALUE GENERATION OVERVIEW Developing successful products and solutions is challenging. Today organisations must deliver successful and innovative solutions in an ever increasing speed to a global market. Consumers expect high-performance, high-quality products and services that are delivered in full and on time. Best practice is taken for granted. How can you stand out from the crowd? With different products and services that deliver genuine value. However, empirical evidence found that most new products and technologies fail. Only 10-20% succeed in the market. Having the wrong solution and not addressing market needs is costly both in terms of resources and time. Successful companies, across many sectors, are applying best practice management with the practical methods and tools of innovation to deliver solutions that address real needs. What is the need that this solution wants to address? A key question in marketing and R&D which is often asked too late; when we realize that a solution won't sell as we hoped for. Innovations and new product introduction are easier if we know the problem well for which a solution is sought. Not surprising that across industries over half of the delivered features do not deliver any tangible value. We actually waste half of the R&D (and surrounding functions ) energy doing nothing for which a customer would open his purse. Worse yet, most do not even know about this dilemma and never address the marginal value and value contribution of what they are doing. Ask yourself, how often you talk to customer, or better, not-yet-customers or no-customers. Value exists only in the eyes of the beholder, which is the market never ever in the eyes of the supplier. And, value has many stakeholders with their own different cultures, perceptions, realities and necessarily rewards systems. They need to be individually addressed. Unfortunately, this is not what engineers and R&D experts have traditionally been trained for. Value has different dimensions in the same markets. It is not a unique measurement that a supplier can use without reflecting his specific clients. For instance, the growing focus on ethical business (CSR) adds to the imperative need to ensure that products are socially acceptable. But not for everybody. Others might first of all focus on cash generation and how their supplier could help in generating a successful business case. So we need to dive into methods for value creation and first of all understand what value is. What are the methods and tools that help us framing the problems for R&D to solve? How to avoid that we jump on un-reflected guesses from marketing and sales? How to embark on a solid technology and market assessment rather than being fooled by hypes? How can we extend mechanisms from marketing or business development towards a more structured problem and needs elicitation and evaluation? What is the impact for R&D? What is the role of R&D in the total value

3 chain? Do the same considerations apply to emerging markets and technologies compared to established ones? In developing new products, there is a need to understand where those products fit in the global value chain, and what impact that has on the company. By analysing the value chain, there are opportunities to introduce disruptive innovation. Successful companies have realized that in bringing their R&D close to marketing, they can evolve the Blue Ocean concept rather than getting killed in Red Ocean prize wars. From an innovation perspective, value creation has moved from pure marketing to engaging people in product development. The Learning Group will be an opportunity for exchanging companies' views and experiences with improving the identification of market/customer needs and of framing problem-statements for R&D to solve instead of wasting time and resources on the wrong solution. This one and a half day seminar will focus on key elements of R&D role in value generation. It will address the following issues: Understanding the vocabulary of our customer: Distinguishing needs from expressed desires Trying different approaches to improve the customer experience Evaluating ideas: Distinguishing a non-business from a not-yet-business Value creation in B2B and B2C Assuring value creation during the development pipeline: Stakeholders and their roles Creating and influencing the customer s business case. What new skills do researchers require for integrating the customer into the R&D process? How to predict the business case without data? Value identification and assessment: Can we learn from the venture capital assessment process? New mechanisms to broaden market and R&D: Does crowdsourcing offer an alternative to building a business case? How to manage the customer interface so that the contribution adds value? How to identify the value of emerging applications? This Learning Group offers a well-balanced programme of tutoring, case studies and mutual learning in interactive sessions and discussions.

4 PROGRAMME Thursday, 3 October :00 onwards Registration and lunch 13:30 14:00 Welcome & Introduction Introduction to the purpose and programme of Learning Group. Dr Christof Ebert Learning Group Leader, Managing Director, Vector 14:00 14:30 Introduction of participants 14:30 16:30 R&D Role in Value Generation 16:30 17:00 Coffee Break Value and value creation during the life-cycle. Key concepts, terminology. Understanding markets, customers, perceptions. Framing stakeholder needs. Teaming up with sales, marketing and the entire value chain. Dr Christof Ebert Learning Group Leader 17:00 18:30 Getting to Practice An interactive guided tour through experiences and innovations from participants. Do R&D organisations sufficiently recognize the importance of Customer and Market understanding? How do they scout needs? How do they translate needs into an R&D program and portfolio? How to reduce walls between sales, marketing and R&D? What are the tools for market and customer intelligence? How to measure value creation and its effectiveness? Participants can present issues and problems they have encountered related to the role of R&D in the value chain. This session will build on experiences of all attendees and requires interaction plus sharing of own experiences. Dr Christof Ebert Learning Group Leader 19:30 onwards Apéritif and Dinner Opportunities for discussions will continue until and during dinner in a nearby restaurant.

5 PROGRAMME Friday, 4 October :30 09:00 Interactive Discussion Opportunities for participants to discuss questions related to preceding session. 09:00 09:15 Introduction to Case Studies from different industries Dr Christof Ebert Learning Group Leader 09:15 10:00 Case Study 1: Project Value Assessment at ArcelorMittal At ArcelorMittal we developed a systematic approach of assessing benefits derived from innovation projects both as a support to decision making at the start and during the life of the project and for the follow-up of realized benefits materializing in a financial contribution to the profitability of the company. We will outline the key underlying principles of project value assessment we use in our methodology, examine the importance of defining clearly the metrics behind the value assessment and measurement, and illustrate some of the standardized tools and training modules we have developed and which are critical to ensure a successful implementation. Thierry Wirig, Innovation Value Leader, Global R&D, Arcelor Mittal 10:00 10:45 Case Study 2 from a BtoB company (name and details TBD) 10:45 11:15 Coffee Break 11:15 12:00 Case Study 3 Consumer Technology Insight at Unilever Outline will be provided here shortly Michel Bonnet, Global Consumer Insight Leader, Unilever R&D 12:00 12:45 Case Study 4 Procter & Gamble: Role of external partnerships to create innovation and value creation 12:45 14:15 Lunch Leveraging external networks and developing an open innovation model with competitors, suppliers and academics is a core strategy for Procter & Gamble Research & Development. This partnership driven innovation has proven to be a game changer in order to accelerate development of new product innovation, grow some of our billion dollar brands such as Tide & Olay and generate value. Stephen Donaldson, global Analytical Associate Director with responsibility for Fabric Care, Home Care and Duracell businesses. Newcastle Innovation Centre, Procter & Gamble

6 14:15 16:00 Interactive Discussion on case studies Group Exercise: Translating market and customer needs to a value adding product portfolio Presentation of results by participants and open questions. Embedded Coffee Break 16:00 16:30 Individual action planning and wrapping up

7 PRACTICAL ARRANGEMENTS Venue & Hilton Antwerp Accommodation Groenplaats Antwerpen - Belgium Tel: +32 (0) EIRMA will book accommodation as required on behalf of participants. The rate for a single room is 152, breakfast and service included, to be paid directly to the hotel. Transportation From Antwerp Airport By Taxi the journey normally takes around 20 minutes. From Brussels Airport The new direct train connection between Brussels National Airport and the Antwerp Central Station brings you to and from the airport in just 30 minutes. A bus runs at every hour between Zaventem Airport and Antwerp Central station. By taxi the journey normally takes around 45 minutes. From Antwerp Central Station Take subway number 9 or 15, direction Linkeroever, to Groenplaats. By taxi the journey normally takes around 10 minutes. Walking through the well-known Meir it takes 20 minutes. Registration Please register as soon as possible but certainly before 23 September 2013 The online registration form is available on the EIRMA Website The meeting registration fee of 950 covers the cost of meeting facilities, get-together dinner and lunches. Payments Cancellations. We prefer payment by bank transfers but can also accept credit card (Visa, MasterCard or American Express) and cheques provided this is at no cost to the Association. All participants will receive confirmation letters and an invoice or receipt as appropriate. Please give as much notice as possible if you are obliged to cancel. We will refund the registration fee for cancellations received 72 hours before the meeting. Unfortunately we have no control over the hotel s cancellation policy and you may be required to make full payment for cancelled rooms that remain unused. Names may be substituted at any time without charge.

8 REGISTRATION FORM R&D Role in Value Generation Learning Group 3 & 4 October 2013, Hotel Hilton, Antwerp 8 Online registration available on EIRMA Website: Please return to EIRMA before 23 September 2013 by to cternest@eirma.org or register online. Title: (Prof./ Dr./ Mr./ Mrs.):.... First Name:.... Last Name:.... Position:... Company:..... VAT number of paying entity:..... Address: ZipCode:. City: Tel:.. Cell: Assistant s . I will q / will not q attend the EIRMA Learning Group on 3 rd and 4 th October 2013 I will q / will not q require hotel accommodation for the night of 3 rd October 2013 I will q / will not q participate to the dinner on 3 rd October 2013 (See Practical arrangements ) Event's fee: 950 (VAT excluded) for members excluded Belgium Event's fee: 1149,5 (VAT included) for Belgian members The meeting registration fee covers the cost of meeting facilities, refreshments, all lunches and dinner. To be paid preferably by Bank Transfer, Credit Cards or by cheques. Mode of Payment qcredit Card (Eurocard, Master, Visa, Amex) Card Number: I I I I I I I I I I I I I I I I I I I I Exp. Date: / Security Code: I I I qcheque qbank Transfer Account N ING Rond Point Robert Schuman Brussels - Belgium IBAN: BE BIC: BBRUBEBB EIRMA, as an international association of Belgian law, is subject to VAT (nr: BE ) For any further information please contact: Ms. Carine Ternest, EIRMA Operations Team cternest eirma.org