Entrepreneurship and Innovation Ecosystems in a Corporate Environment: 3D Printing a House

Transcription

1 Entrepreneurship and Innovation Ecosystems in a Corporate Environment: 3D Printing a House Dr. Paolo Bavaj Lux Research Summit Amsterdam,

2 Personal Profile Paolo Bavaj Educational background: PhD in Chemistry, RWTH Aachen, Germany 23 years of professional experience: Manufacturing, Sales and Marketing Research and New Business Development Strategy Current position: Member of the Adhesive Innovation Executive Committee Responsible for global New Business Development 2

3 Who we are Entrepreneurial Spirit since more than 130 Years Founded 1876 Historical basis: Chemicals based on natural oils & fats Preferred stocks traded since 1985 Family owns > 59 % of ordinary stocks Image 3

4 Who we are Henkel at a glance 2014 Almost 50,000 employees all over the world 16.4 billion euros sales, 3.4% organic sales growth 44% of our sales generated in emerging markets 2.6 billion euros adjusted 1 operating profit (EBIT) 59% of our sales generated by our top 10 brands 138 years of brand success 1 Adjusted for one-time charges/gains and restructuring charges. 4

5 Who we are Global leading positions in consumer and industrial businesses Consumer Businesses Laundry & Home Care Beauty Care Industrial Business Adhesive Technologies 5

6 Adhesive Technologies Key Financials 2014 Sales 8,127 m Organic sales growth +3.7% Sales generated by our Top 10 brands 80% Adj. 1 EBIT margin 17.2% Innovation rate² 30% 1 Adjusted for one-time charges/gains and restructuring charges. 2 Percentage share of sales generated with new products launched onto the market within the last five years. 6

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8 Adhesive Technologies A leading solution provider worldwide Customer Partnership Innovation Leader Deep industry expertise Leading brands for industrial customers and consumers Best-in-class quality and service Global presence and customer proximity Comprehensive portfolio of leading technologies Innovation driver in the industry Shaping industry megatrends (e.g. Sustainability or Lightweight) 8

9 Successful Innovation in Three Horizons Striving for Technology and Innovation Leadership Markets existing adjacent new existing New Business Development / Incubators > 5 years New Technologies / Applications 2-5 years Development of Current Business < 2 years incremental Technologies / Products new Business Units (Exploitation) New Business Development (Explorarion) Incremental Innovations keep current businesses healthy and attractive Adjacent Innovations drive profitable growth based on current businesses Breakthrough Innovations ensure sustainable growth for the future Different horizons and timelines ensure healthy project pipeline 9

10 Innovation Ownership Core Business and New Business Development Core Business New Business Development / Incubators Efficient and incremental innovation Building on existing products and markets Driven by performance-related incentives Creative and original approach to innovation Driven by entrepreneurship Across or outside core businesses 10

11 Innovation Ownership New Business Incubators Incubator Plastic Welding New Business Development / Incubators Plastic Welding of different plastics Allowing broader choice of plastics increasing the design freedom, i.e. for lightweight Target application: Interior Automotive Creative and original approach to innovation Driven by entrepreneurship Across or outside core businesses 11

12 Innovation Ownership New Business Incubators Venturing Barrier Layers for Electronics New Business Development / Incubators High performance Barrier Layers for printed and flexible electronics Protection against air and moisture Target applications: OLED Lighting / Display Creative and original approach to innovation Driven by entrepreneurship Across or outside core businesses 12

13 Key Ingredients of Innovation The success factor is to foster both cultures under one roof Core Business New Business Development / Incubators Performance Culture Entrepreneurial Spirit When it comes to innovation, entrepreneurship and performance culture go hand in hand 13

14 New Business Development From Trends to New Businesses Urbanization and Population Growth Foresight Management Scouting and Start-up Screening Incubators Venturing Ecosystem Sustainability and Health Mobility and Communication Mega Trends Mega Trends Search Fields Applications New Businesses Building an innovation growth platform for Henkel 14

15 Structure of Teams Interdisciplinary Teams Involving Business Units and R&D Leverage internal and external capabilities Strongly engage existing knowledge in operative businesses and R&D InnoManagers are primary connection points to identity suitable people Create a strong network to cross leverage know-how and use as sounding board Project related internal and external networks established 15

16 Foresight Adhesive Technologies 1 Future Scenario Strategic decisions 2 Backcast Foresight Management: Create future scenario & identify new business opportunities Make strategic decision and initiate developments in the present Outperform competition by moving first with new products and applications Systematic process to anticipate future market trends 16

17 Drivers of Change Perspective 2025 Driver 01: Demographic Change and Urbanization 8.1 bn world population 58% urbanization rate 17

18 Drivers of Change Perspective 2025 Driver 03: Individualization Individuality Express yourself Self- Fulfillment Lifestyle 18

19 Printing Your Living Space: 3D printing of spare parts and throw-away articles as well as of individualized living space 19 by Henkel

20 External Project Support Evaluation of Applications Outside-in perspective Multi-level contacts throughout entire value chain Voices from the market - a reality check Market sizes and dynamics Pain points Henkel s potential role Potential partners Slide 20

21 3D Printing Emerging Business Opportunity Mega trend: mass customization Rapid Prototyping Tooling/ Pre-production parts Manufacturing Design feasibility check Reduced tooling time and cost Production of complex parts 2 bn material market by 2020 our initial opportunity Emerging market Market to be made 21

22 Case Study: 3D Printing a House Products for high performance applications Idea 3D Printing a Canal House in Amsterdam Use of Bio-based products Key requirements Materials that are durable, stable and fire-proof Specialized adhesive for connecting components Sound and thermo insulation Pain Points Materials not optimal for house printing Slow printing process No real-time control possible 22

23 Case Study: 3D Printing a House Building an innovation ecosystem 23 Right picture: by Mats van Soolingen

24 Case Study: 3D Printing a House Products for high performance applications 24 Pictures: by Olivier Middendorp

25 Case Study: 3D Printing a House Products for high performance applications 25

26 Case Study: 3D Printing a House Achievements Building 2 nd printer with significant improvements Printing speed increased by 400% due to improves material Currently assembly of ground floor 26

27 Thank you Dr. Paolo Bavaj Head of New Business Development Henkel AG & Co. KGaA Adhesive Technologies Phone: +49 (0) Mobile: +49 (0)