managing breakthrough innovations in a global organization€¦ · will live in cities by 2050...

1Qualcomm Technologies, Inc.

Managing breakthrough innovationsin a global organization

Dr. Grzegorz Ombach, VP Engineering & GM Halo China

Qualcomm CDMA Technologies GmbH

10.19.2017


Qualcomm

1Mobile

technology meets automotive

2Breakthrough

innovation

3

Agenda

Conclusions

4


Qualcomm


BORN MOBILE


Qualcomm Culture


Mobile technology meets automotive industry


AUTOMOTIVE INDUSTRY

THE CONNECTED CAR OF THE FUTUREMOBILE

TECHNOLOGY


Multiple Technologies Intersect AutomotiveSafer – Cleaner – Connected – Autonomous

Increasingly autonomousHighly intelligent

Highly-secureIncreasingly electric

(or hybrid)

Always-connected

Safer – zero road accidents

Greener – zero air pollution

Faster, predictable, more productive

Accessible to everyone

Wirelessly

charged


Breakthrough innovation


Key aspects for successful breakthrough innovation

A

B

Red Ocean

Blue Ocean

Advantage from radical innovation

Inc.

Rad. postandcourier.com

Radical innovation is very similar to poker. To win you have to invest and take risks.


Key aspects for successful breakthrough innovation

BM&P

System level

know-how

Technology leadership

Horizontal business model, global trends, standardized process to review projects, global team, company culture

Customer focus, eco system, intellectual property, collaboration with external partner on a system level

Own expertise from different areas, collaboration with external tech. experts e.g. Unis, intellectual property

Strategy is always first Why, How, What (Golden Circle)

1

2

3


Wireless electric vehicle charging as an example of breakthrough innovation


Global urbanisation

70% of world’s population

will live in cities by 2050

(World Health Organization 2014)

Infrastructure strain

Total global vehicles

increasing from 1.1bn

today to 2.5bn by 2050

(OECD Report 2012)

Air pollution

Legislation and fines

for pollution

(Environmental Protection Agency –

European Commission)

Health costs

Urban outdoor air pollution

is estimated to cause 1.3

million deaths worldwide

per year

(World Health Organization)

Strategy First - Global Trends - Why


US$1.6 trillion is the economic cost of the approximate

600,000 premature deaths and of the diseases caused by

air pollution in the WHO European Region in 2010.

The amount is nearly equivalent to one tenth of the GDP of the entire European Union in 2013.

Strategy First - Global Trends - Why

Source: Air pollution costs European economies US$ 1.6 trillion a year in diseases and deaths. World Health Organization, April 2015.


Infra Challenges

Infrastructure Lag

Charging Posts

Trailing Cables

Vandalism

EV Challenges

Cost

Limited Range

Time to Charge

Ease of Charging

Benefits

Better energy economy

Non-polluting

Less noise

Clean Streets

Strategy First - Global Trends - How


Strategy First - Global Trends - What


WEVC is a key attribute for a more user-friendly EVSeamless user experience for charging

Enables more convenient charging even for short periods, reducing range anxiety

Qualcomm Halo is working with key OEMs to implement WEVC across multiple platforms

Strategy First - Global Trends - What

o Simple, effortless & conveniento Automatic hands-free chargingo No cord to unplug, tangle or foulo Unaffected by water, ice & snow o Simple to package on EVs


MAINTAIN 25MPH

Green Light Timer: .08sec

Dynamic EV Charging

Energy & environment

Semi-Dynamic EV Charging

Static EV Charging

AVAILABLE PARKING

0.0 miles ahead.

WARNING SIGN

Construction zone in 2 mi.

!

Wireless charging

Our Vision


1. BM&ProcessBM&P

System level

know-how



Horizontal business model

▪ Horizontal business model encourages competition and fosters innovation

▪ Investment in R&D, standardisation and regulatory affairs, drives ecosystem development


Global Qualcomm Halo R&D and Tech-Support

San Diego, CA, USA

Munich, Germany

Zurich, Switzerland

Auckland, New Zealand

Detroit, MI, USA

Tokyo, Japan

9

32

282

30

Education in % Technician

Bachelor

Master

Diploma

PhD

30

426

4

36

Domains in % Automotive

Wireless

Industrial

Avionics

Research

Shanghai, China

Distributed creative brain


Process to review and control innovation projects

Opportunity Initiation

Phase 0:

Project Definition

Phase 1:

Planning and Requirements

Definition

Phase 2:

Execution, Monitor and Control

Phase 3:

Project Close

0 1 2H

XX

days

XX

days

XX

days

XX

days

XX

daysXX

days

• These processes enable early identification of issues and action taken to

ensure that the projects remain on schedule

• Innovation portfolio management, define project goals clearly, and have processes in place to stop projects when promise wanes

• This process is valid for concept design, functional prototype and reference design


2. System level know-howBM&P

System level

know-how



System level know-how

SW & Comms

Standards

System integration

FOD, LOP,

Positioning

EMCRegulatory

Compliance

Power

Electronics

IPT

Magnetics


Collaboration with external partner e.g.: Formula E

Wireless charging with Qualcomm Halo™ technology

Driving adoption of new

technologies for EVs

Enhancing the fan experience


CES, EVS27, eCarTech


3. Technology leadership BM&P

System level

know-how



Collaboration with external tech. experts

UoA IPT ResearchLong history of Research & Development since 1990

• 6 Full time staff whose focus is IPT research

(plus many other staff supporting with research)

• 3 postdocs

• 12-16 PhDs ongoing & a further 6 PhDs Completing

• >20 Final year Bachelor Honour Students ongoing

• International collaborations with world leading companies

and researchers

Outputs:

• > 80 Patent families in IPT

• > 100 Journals

• > 100 IEEE Conference papers

• > 20 International Keynotes/tutorials on IPT

Examples of Research Awards:

• Prime Minsters science prize, Kiwinet researcher entrepreneur award, Vice

Chancellors commercialization award, Clean Equity Monaco award, NZ clean

innovation awards.

Prof. G. Covic. and Prof. J. Boys


Conclusions


Conclusions

• Breakthrough innovation is like a poker game, first you have to invest, take a risk and then maybe you will gain high return on investment – Blue Ocean

• To be successful with radical innovation, three main components have to come together: innovative business model, system know-how and technology leadership. Don’t forget that strategy has to come first with: why, how, what answers

• Be agile and open in communication and working with others around you

• Be proud of what you achieved and humble at the same time, every morning ask yourself, what I/We can do better, different I/We use to do?

• Company culture, management has to support all of above. Culture has to come first before any structure


For more information on Qualcomm, visit us at: www.qualcomm.com & www.qualcommhalo.com

Qualcomm is a trademark of Qualcomm Incorporated, registered in the United States and other countries. Qualcomm Halo is a trademark of Qualcomm Incorporated. All Qualcomm Incorporated trademarks are used with permission. Other product and brand names may be trademarks or registered trademarks of their respective owners.

References in this presentation to “Qualcomm” mean Qualcomm Incorporated. References in this presentation to “QTI” mean Qualcomm Technologies, Inc., and/or its subsidiaries or business units, as applicable.

Qualcomm Incorporated includes Qualcomm’s licensing business, QTL, and the vast majority of its patent portfolio. Qualcomm Technologies, Inc., a wholly-owned subsidiary of Qualcomm Incorporated, operates, along with its subsidiaries, substantially all of Qualcomm’s engineering, research and development functions, and substantially all of its product and services businesses, including its semiconductor business, QCT.

Qualcomm Halo WEVC technology is licensed by Qualcomm Incorporated. Prototype charging systems, functional prototypes and reference designs are products of Qualcomm Technologies, Inc.

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