Download - RA Revisited 270911 DSM Aloys Kregting
IT and Innovation
Aloys Kregting
September 27th, 2011
FOR INTERNAL USE ONLY
CIO DSM
2
IT & Innovation
Page For internal use only
The 3 streams…
Physical flow of goods
Financial flow
Information flow
3
IT & Innovation
Page For internal use only
Innovation and IT
• If you desire to become an Intrinsic Innovative Company, also the functions within the Company need to be Innovative
• IT can have impact on Innovation in Physical flow, Finance Flow and of course the Information Flow
• Besides that:
Innovation = Creativity * Collaboration
4
IT & Innovation
Page For internal use only
Desired end-state
• CSD fully supported• Internal & External collaboration capabilities• Personnel and business performance
management• Personalized information (anyplace, anytime, any
device)
• High Performance Information Culture • Internationally integrated ICT function
5
IT & Innovation
Page For internal use only
Long terms perspective
• If we are able to accomplish better information and knowledge sharing and efficiency in our work we will shorten time to market for DSM’s products.
• If we are able to help DSM professionals to harness group level knowledge instead of fragmented knowledge this could drive innovation within DSM. Now we will have a great opportunity to improve cross-functional and cross-national collaboration. Even beyond the borders of our company…
• DSM is growing, changing and this means more data- and information production. We need to anticipate to organizational change and growth. In this way we will be able to sustain DSM’s future growth.
6
IT & Innovation
Page For internal use only
Why DSM need to move Collaboration online?
• Collaborative platforms can boost knowledge, productivity, innovation and engagement
Knowledge
Engagement
ProductivityInnovationCollaboration
7
IT & Innovation
Page For internal use only
Increased number of network innovations• Trend from single inventor to team inventions to network inventions
(Schiele, 2006)
• 1990s: only 20% of companies were heavily relying on external sources of technology
• 2000: 85% of the companies were relying on external sources of technology (Roberts, 2001)
• Even the largest corporations are not able to keep up with global development of crucial technologies by developing them without partners (Pisano and Verganti, 2008; Chesbrough, 2003; Hoffmann and Schaper-Rinkel, 2001; Teece 1992)
• “Increasing capabilities of external suppliers make that companies are increasingly looking outside the boundaries of their R&D functions to find innovations that contribute to their business model” (Chesbrough, 2003)
• Increased outsourcing of complete business functions, including innovation activities (European commission 2005)
8
IT & Innovation
Page For internal use only
Learning from Digital Natives• The next generations of employees communicate and
collaborate electronically far more than the current generation.• New generation thinks and process information fundamentally
differently from their predecessors• As a result, collaboration has a bright future in the enterprise.
Anticipating possible developments: The only question is whether employees will
want to use company-administered and –directed tools to collaborate or whether they will gravitate to more informal, grassroots solutions that allow contributions from people outside the company as well.
9
IT & Innovation
Page For internal use only
BASF: Building Communities Around Solutions
CommunitySolutions
Portal
TransactionPortal
10
IT & Innovation
Page For internal use only
Extending Value Through Intermediaries
CustomerIntermediaryEnterprise
11
IT & Innovation
Page For internal use only
Home Depot: Connecting to Solve Problems
12
IT & Innovation
Page For internal use only
Information Enables New Consumption Models
Car Ownership Car Sharing
13
IT & Innovation
Page For internal use only