INTELLECTUAL PROPERTY AND LOCATION OF

OFFSHORE R&D ACTIVITIES

Daniel Felipe Castro

Juan Camilo Cruz
Dilan Perdomo
Miguel Barrera
Mariana Murcia
Felipe Guevara
Administración de Negocios Internacionales
Universidad del Rosario
Administration
2020

Abstract
Vestas CEO Ditlev Engel incorporated a new corporate strategy "The will to win"
after a year full of difficulties, this strategy seeks to impact with new strategies that can be
implemented in what the market seeks, from the modernization of energy with
improvements internal, the search for new markets due to the entry of strong competitors, a
global R&D network for the quest to dominate future segments and the management of the
new organizational dynamics that this strategy entails in the organization.

Keywords: Strategy , Management , R&D

 Vestas Wind System

Vestas, a company known throughout the world for its success with wind turbines
as alternative energy, the company had arrived in 2005 with different financial problems
that past administrations had not been able to solve, even being the leading brand for the
development of these technologies ... Vestas would have a new CEO for this year, Ditlev
Engel, who is not only an excellent academic but also a passionate investor and a strategist
who created "Will to Win", a strategy that reorganized not only the structural form and the
stratification of the company. company, but also the way of thinking in favor of the
innovation of its products and processes.

Vestas, together with Mr Engel, implemented in 2005 the research and development
business unit that, after four years of work led by Finn Strom Madsen, connected more than
5 countries that exchanged knowledge for the company, including Singapore, UK and
United States, integrated in 2009, all with "the will to win" research strategy that sought to
improve as an organization internally and be more competitive through networking and a
set of strategies that we will mention later, which ultimately allowed the company to
position itself further and develop technologies and intellectual property that would be a
new source of income with growth potential, which managed to increase up to 68% the
income prior to the construction of this unit. The new challenge would be to maintain the
leadership and be preferred in Europe and the world while the competitors increased due to
the interest of more investors in the ecological industry, not only because of the well-
known nuclear damage but also because of the need for a change in the origin of Our
energies, investors from Asia America and China in particular, increased the popularity
they needed.

The wind turbine company to become a leader and solidify as an enviable research,
developer and innovator company had to go through the experimentation of certain
techniques such as "No.1 Modern Energy", which was not only a predecessor of the "Will
to win" strategy. ”, But which in 2008 intended to eliminate the thought of wind energy as a
complementary energy but rather as a necessary energy for the growth of society, with
environmental responsibility.
 The creation of Vestas' research and development area was not limited to simply
gathering knowledge among its already transnational employees, which had 1,300
employees of 18 nationalities by 2005, but to promote this diversification to extend the
contributions to it and the income that this would generate and which in fact required in
2008 the contribution of at least 228 million euros in research, almost 100 million euros
more than the immediately previous year.

To sum up, Vestas' new global innovation research and development area embraced
4 pillars: creation of a global network, internal and external research programs with
partners and universities, intellectual property development and acquisitions.

Reasons why the first and largest advanced research and development center in the
world was installed in this area of knowledge, Vestas Wind Systems brought together at its
center, product innovation and interdisciplinary collaboration, its greatest leader Mr Engel
noted that his Danish center in Aarhus would not be the only one for the materialization of
ideas.

Months after he fulfilled it, the leaders accepted that the competition never stops,
and under this premise they founded a second research and development center that bore
fruit by the end of 2008 on an island in the United Kingdom, the specialized center in The
Isle of Wight, responds to the invention and innovation of aeromechanical compounds and
aerodynamic design

The third effort of the company was in Singapore, Vestas Wind System as a
manufacturer, founded the innovation center that would compete with the Chinese market
and that would be as strong as any other due to the intellectual capacity of the professionals
it had, this center of Singapore was the immediate response to Chinese manufacturers but
Maden and his collaborators do not rule out having another one within the Asian giant
China.

The last two innovation centers were in India (Chennai) and Houston Texas in the
United States, the first used as an additional service and support to the mechanical
functions of turbines and the second founded as a massive center for technological support
and cost. efficiency for products.
 The separation of production and innovation in the different centers of the world
allowed them to specialize and be able to produce not only for the country where they were
located but also for the different headquarters and end up in all areas of the world. The
company's products became much more global and much more specialized.Although the
value chain was separate, the idea of the different centers allowed them to deepen what they
call 'centers of excellence', that is, they did research simultaneously for different areas that
complemented their products

The speed with which the Vestas company carried out research and development was as
fast as the improvement of the professionals they hired, the technological networks they
used, the universities with which they registered and the training that their employees
constantly had.

According to Madsen, his company became a knowledge company, The global program
that allowed professors and students from different universities to contribute to the
company increased the success of its innovations, In addition, the approach with students
opened a door to future professionals to recruit in the company.

Conclusion

The research was the basis of the innovation that the Vestas company followed,
internally or externally, the company's efforts to create knowledge and support networks
that would allow it to innovate were the keys to rapid expansion in its different
manufacturing centers, the company is still a global leader and increasingly has stronger
competencies such as Siemens or GE WIND, for which it cannot be stopped, the
administration and financial problems have been reduced and the China innovation center is
probably a medium-term project for the company.
References

Jy Un-Chang Wang, (2013) ASUSTeK and the Google Nexus 7 Tablet.

Taked of papers Harvard Business School 9-613-056