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CBI 2013 Class 7 Innovation Processes - Example of Stamypor
CBI 2013 Class 7 Innovation Processes - Example of Stamypor
Example of Stamypor
INNOVATION PROCESS
Best practice
(Theory)
DSM NBD
(Design)
Stamypor
(Practice)
Winner?
Loser?
Here is a prototype
Do they like it?
We made X
They bought Y
Things to consider:
Contextual Innovation
The way you structure innovating
activities depends on industry,
organization, competitive environment,
business model, organization culture,
resources available, sense of urgency,
etc.
Type of innovation?
Why separate NBD unit?
Nielands recommendation to NBD board?
Usefulness of stage-gate process?
Lessons learned?
Type?
Do something new
Exploration
Change basis of competition
Stamypor:
Radical innovation
Long-term development
BG
NBD
Incremental innovations
Radical innovations
PRODUCT PORTFOLIO
TIME
2.
3.
Stamypor?
Stamypor?
Non-Financial Criteria
Not within charter of BGs
Fit with company culture,
strategy and competencies
Synergy in raw
material/technology/market
Fit with NBD Portfolio
Dependent on
customer
Potential turnover 3 5
years: 1-3 million
2000: 82 tons/yr X
5/kg < 500,000
< 20%
Lessons
Stage gate process
Team composition
Technical problems
Market problems
Financial issues