PAVO Valley of Death lezing 1hr

ir. Wouter de Heij +31.6.55765772 - PAVO - © 2010
location
date
presentation
name
PAVO
November 26th 2010
Valley of Death
ir. Wouter de Heij
title Innovation in practice

"... any business enterprise has two -
and only these two - basic functions:
marketing and innovation"
(Drucker 1954)

3 noodzakelijke randvoorwaarden van innovatie
Starvation (Tekort) - Een tekort aan resources dwingt je
om nieuwe ingangen te vinden. Om zaken op een andere
manier te doen.
Pressure (Druk) - zorgt ervoor dat je je wel met het
probleem moet gaan bezighouden.
Perspective Shift (verandering van perspectief) - maak
het mogelijk om andere patronen en ideeen toe te laten.

Outline
Introduction
Innovation bottlenecks
Business model’s

TOP ltd. - Value based knowledge company
- Kennis zit in de maatschappij. KISsen hebben geen monopoly meer
(als ze die al ooit hebben gehad). Minder dan 3% komt uit NL.
- Onderzoek is ongelijk aan innovatie. TOP wilt geen
kennismaatschappij, maar een innovatiemaatschappij.
- Universiteiten dienen weer focus te leggen op:
Onderwijs & Basic research (in deze volgorde).
Verbod op 3e geldstroom
- Er mag worden bezuinigd op (want geen nadelig effect):
AgentschapNL, TNO, DLO en Syntens.
- Informatie is geen beperkende factor meer; human capital wel.
Informatie EN eigendom ervan is van de maatschappij.

A brief intro
Where and what?
Technical University
Delft (TU-Delft)
Process design
Wageningen UR
(ATO-DLO & A&F)
Food-science
TOP b.v.
Co-Founder
Development
Consultancy
Design
Management
What did I learn and which topics ?
Process engineering: physics and (bio-)chemistry.
Sustainability, Chemistry & Society, Health & Safety,
problem structuring. Multiphysics modeling (2D, 3D),
Food science, keeping quality. Preservation methods,
microbiology & HACCP, food quality, Project acquisition
and R&D management (inc. training).
Technology assessment, process-design.
Food consultancy, management advice.
Food business finances, innovation strategy, QuickWin
(costs & keeping-quality), from-lab-to-pilot, scale-up
(inc. cost-benefit analyses & ROI). Examples:
- High pressure sterilization pilot (+ IP)
- Factory designs of fresh-cut-produce
- Retail/producer quality optimization in chains
- Fresh meat : development of production facility
- Training & Coaching QA managers

- 23 persons (>25% growth per year)
- 60% (fresh-)food producers, (>200 klanten)
40% equipment manufacturer (OEMs)
- Shelf-life, quality, sustainibility; NPD & NT
- Private business oriented service provider
- 50% more value compared to typical CRO’s

TOP - Value based knowledge company
TOP b.v.
Holland Food
Ventures b.v.
Pascalised
ready meals
Vegetable
protein
products
PEF/RF/MW
Equipment
Tolling of HPP
production
Complex data
analyses
Food
Marketing
Equipment
manufacturing
…. ….
- People 22# @ TOP
- Independent
consultants 10-20#
- IP / patents
(licensing)
- Sales offices:
Spain, UK, (France)
Bert, Frank, Wouter
Valorization: Food Producers & equipment manufacturing
25%-90%

TOP – company indicators
• A worldwide SME’s partner
• Strong focus on corporate R & D & I
• Disruptive (technology) innovations
• Shelf-life & Quality of fresh-convenience
(all natural products, smartness-from-nature)

TOP – Technology platforms
• Pascalisation (HPP) 2x industrial scale
• PurePulse (PEF) >1200 liter/hr, >40oC
• Fresh Convenience : (E)MAP/AMAP
• Mild & Quick heating (RF, MW)

TOP – types of services
• Food Design
• Process Development
• Innovation Management

TOP - Value based knowledge company

With Sairem - RF heating @ 1500 kg per hour

Design of MAP and EMAP - 2010

Summary of Perfotec-TOP technology

Outline
Introduction
Business models

The innovation bottlenecks
Novel technologies
Business Opportunities
?

Innovation paradox in technology
• Sufficient knowledge
• Multiple opportunities
• Development money available
Yet
• Only a few true novel applications
• Development in companies often blocked

1. Chicken and the egg problem
2. Don’t focus on your current technology
3. Knowledge is useful, entrepreneurial spirit key
4. Subsidies only support innovations financially
5. Crossing the chasm
6. Blue ocean strategy
7. Cultural fit

De keten als flessenhals
80.000 boeren in nederland 20 CRO’s en Universiteiten
Tientallen ontwerpbureaus
en honderden
zelfstandigen
Tientallen
ingredientleveranciers
Honderden handelaren
(vooral AGF, …)
6 grote inkoop
organisaties
Honderden producenten
(fabrieken)
16.000.000 miljoen inwoners (NL ) 500.000.000 miljoen inwoners (Europa )
16.000.000 miljoen inwonders (NL )

De keten als flessenhals
Veel
vaste
kosten
Veel
variabele
kosten
Lage
Marge
Hoge
Marge
Lage
omzet
Hoge
omzet
Veel
innovatie
Weinig
innovatie

Van idee naar commerciële toepassing
Laboratory test Labscale
system
Pilot scale 0-serie
Production
series
sales
(R&D)
Sales of Innovative
foodproducts
(Industry)
15-50kE 40-200kE 100-750kE 300-3000kE 150-1500kE
Market
survey
Market
survey
1 gr - 1 kg 0.1 - 10 kg 1 - 100 kg 100 - 1000 kg Sales of
technology
(Industry)
Product challenge
tests
Laboratory product
tests
Kip-en-ei : Wie investeert?
Research
Development
1 gr - 1 kg 10 kg - 100 kg
Voedselproductie
(productenenrecepten)
Machinebouw
(technologieenprocessen)

New trends in innovations : DBFMO
• Design Ontwerp
• Build Bouw
• Finance Financier
• Maintain Onderhoud
• Operate Bedien

Van principe tot een nieuw systeem
jaar 2005 2010 2015 2020
Systeem-
oplossing
Procesontwerp
Ontwikkeling
toepassen
Apparaten-
bouw
Toepassings-
gericht
technologie
Fundamenteel
onderzoek Nieuwe principes Nieuwe principes
Nieuwe
technologie
Nieuwe
technologie
Nieuwe
technologie
Nieuwe
Apparatuur
Nieuwe
Apparatuur
Nieuwe
Apparatuur
Nieuw
proces
Nieuw
proces
Nieuw
proces
Nieuw
systeem
Nieuw
systeem
Nieuw
systeem

Product life cycle of products

Disruptive innovation of technologyperformance
Time
Disruptive Innovation
Market development

From research to innovation
Development
Research
Innovation
Costs of
input
(hr)
Methods &
procedures
Engineering
Design
Production Sales
Market
(perspective)
€

A warning to industry : you want development!
R & D : Industry
R& D : University & CRO

Make, Buy or Ally
Source : Unilever R&D
Identify Science
& Technology
areas
Need for
Capabilities
Similar
capability
existing
externally?
Competitive
impact
Development
plan internally
Acquire
externally
Strategic fit
Potential
position
in 5 years
Fully internal
Acquire
externally
Alliance
Xno
yes
no
yes
high
low
high
low
top
average
R&D
Roadmap
Business
Roadmap

Productontwikkeling & Ondernemersrisico
Fundamenteel
Toegepast Industrieel
Demonstratie
25-300 kE
200-800 kE
500-5000 kE
25%
40%
65%
90%
Subsidie
kosten
2000 kE
4000 kE
Research
Development
=
Risico

Technology suppliers – crossing the chasm

The cycli of kondratieff
In 2002 (en nu weer in 2008) lijkt de 5e cycli van Kondtratieff ingestort te zijn

Wat wordt de volgende cyclus?
•De cycli van ontwikkeling worden steeds korter. Continue innovatie
model waarbij ontwikkeling en verkoop parallel plaatsvinden.
•Technologie :
Specialities worden de norm (kortom de ontwikkeling moet per
machine terugverdient worden).
•Voedsel producten :
Mass individualisation wordt de norm (nog meer SKU’s, kleinere
batches)
•Open Innovatie :
Nieuwe zakelijke samenwerkingsrelaties moeten ontwikkeld worden

The ‘knowledge tree’ and new combinations
When a disipline
become more mature
the ‘distance’ between
experts will become
larger
Increase knowledge
at the front of each
disiplines
The gap between alfa- en
bèta-sciences
Ref. Groen et.al, Innoveren, 2006
Neue Kombinationen (of
knowledge) to solve
problems and to realise
new innovations that
can not be solved witin
the excisting siences
+

Some examples of “neue kombinationen”
• Fruit and snacks
• Fresh(cut) and longer shelf-life (mild preservation)
• Organic, natural and added functionality
• Low CO2 and exotic foods
• Fresh(cut) and A-brand
• Multinationals and chilled food chains
• Outsourcing design and development and creating internal value
• Food technology and creativity (food design) & sales
• International and local (slow)
• Individual products and mass production
• Brand 1 and Brand 2

Classical Food Innovations
ProductProcess Ingredient
Current
New
Current
New
Current
New
Current
New
Current
New
Current
New
Current
Current
New
New
Context
New
Current
New
Current
New
Current
New
Current
New
Current
New
Current
New
Current
New
Current
SupplierPortfolio Packaging Claims

Objectives and requirements process design
Reference Drive
Category Objective Product Process Technology
push
Market
driven
Reduction of
processing
costs
Product
improvement
A Optimizing
efficiency of
production
Existing Existing
•• • ••• •
B Adaptation for
product diversity
Variation Existing
• ••• • •••
C Change of unit
operation
Existing Existing
•• • •• •••
D New process for
excisting product
Existing New
•• •• • •••
E New process to
enable new
product
New New
••• •• • •

Desirability:
Consumers &
Market surveys
Efficiency:
Production &
distribution
S
S
S
S
S
S
S
S
S
S
S
S
S S S S S S
Realizability:
R&D,
technology
Optimal innovation : design, produce, sales
Source : Hans Schepers

Customer
marketing
Realizability:
R&D, technology
Product
marketing
Leadership
Trends & criteria:
• Economic
• Society
• Technical
Desirability
Efficiency:
Production &
distribution
Optimal innovation : design, produce, sales
Source : Hans Schepers

Open versus closed innovation
Closed innovation Open innovation
All brilliant experts in our area do work in our company
Not all brilliant expert do work in our company. We have
to collaborate with other experts in and outside our
company.
To have a profitable R&D department, we have to
develop our knowledge ourselves. We also must
develop new technologies, products and sell these
products ourselves.
External R&D might create added value. The interne
R&D is nessecary to capture a part of this added value.
If we invent ourselfves, we may enter the market firstly.
We will win if we enter the market first.
We don´t have to initiate research to have profit of this
research. Having a optimal business model is more
important that entering the market first.
If our R&D investments increase, we will find the best
and most ideas and we eventually become market
leader.
We win if we optimally use ideas from our own
organization and ideas from our outside our
organization.
We must protect our intellectual property so that our
competitors can´t profit from our ideas.
Others may use our IP if we can increase our business.
We have to use the IP of others if this makes our
business more profitable.
Ref. Groen et.al, Innoveren, 2006

Where to invest, some general lessons
A business case should drive development and your innovation projects
Hence :
1. Not All Innovation Is Equal
Technical innovation will earn you lots of adoring fans (think Apple).
Business-model innovation will earn you lots of money (think Dell).
2. Innovate for Cash, Not Cachet
If your cool new thing doesn't generate enough money to cover costs and make a profit,
it isn't innovation. It's art.
3. Don't Hoard Your Goodies
Getting to market on time and at the right price is vital. If that means licensing your idea to
an outside manufacturer or marketer, do it.
4. Innovation Doesn't Generate Growth. Management Does
If you covet awards for creativity, go to Hollywood. Managers get rewarded for results,
which come from customers.

Pascalisation – Business Models
• Sell products or ingredients
• Sell equipment
• Innovation as services
• Toll manufacturing
• Licensing of new concepts
• Finance equipment
• Joint ventures (share risk)
• Promote the technology (logo)

The food innovation cycle : the linear concept

The food innovation cycle : table-tennis concept

- Good ideas do have a value
(hence, stop organizing ‘brainstorms’)
- All people need a salary
(a financial transactions is always required)
- Background knowledge is free @ TOP ltd.
- Open Innovation: sharing costs and profits

"Als organisator van enig congres met
inhoud en klasse, dien je sprekers te
betalen, en nee, niet met een
boekenbon, fles wijn en een bloemetje.
nee, echte cash. Da's gewoon fatsoen.
If you pay peanuts, you get
monkeys”

wdeheij.blogspot.com (>100 p. IM)
deheij@top-bv.nl
twitter.com/deheij
www.top-bv.nl
www.slideshare.net/deheij

PAVO Valley of Death lezing 1hr

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