R&D and Innovation Strategy For an organization that wants to position itself as a source of Europe-wide innovation, an effective R&D

and Innovation strategy is essential. ac! of awareness of organizational capa"ilities, pu"lished outputs etc. funda#entally under#ines the potential i#pact of organizational efforts. IS$ can develop your R&D and innovation profile for an international glo"al conte%t and i#ple#ent a strategic plan for science and R&D cooperation with the E&, the European &nion 'e#"er States and internationally.

IS$ specializes in the following R&D and innovation strategies(

)echnology transfer & technology watch 'ar!et access analysis Intellectual *roperty evaluation, intellectual asset #anage#ent and patent advise +uidance for research and innovation partnering and consortiu# "uilding ,irtual R&D #anage#ent -pen innovation and 'anaging R&D networ!s Set-up and esta"lish#ent of R&D centres R&D location decisions $ross-"order R&D pro.ect #anage#ent *ost-#erger integration of R&D units *roductivity and perfor#ance #easure#ent of R&D /e have the world0s largest food and nutrition research organization, with a"out 1222 people involved in R&D, as well as corporate venture funds and research partnerships with "usiness partners and universities. -ur in-house funda#ental research ta!es place in four centres( 3estl4 Institute of 5ealth Sciences provides and translate "io#edical research into personalized science "ased nutrition. 3estl4 Research $entre provides the scientific !nowledge and research "ase for product renovation and innovation.

$linical Develop#ent &nit provides #edical e%pertise and #anages clinical trials for the co#pany, worldwide. R&D )ours provides scientific e%pertise in plant science. *roprietary high-tech product develop#ent ta!es place in our 67 *roduct )echnology centres and R&D centres worldwide( *roduct )echnology centres provide a critical #ass of technology e%pertise and product !nowledge, for one or #ore of 3estl48s "usiness categories. R&D centres have "oth a glo"al role and a #ore local role "y #eeting regional needs or providing !now-how in specific areas of technical e%pertise, such as syste# technology, and health sciences. Every"ody agrees that R&D should "e aligned with the "usiness, "ut what is R&D8s role in driving new "usiness strategies9 /hat role can and should R&D play in #astering the innovation challenge9 5ow to ta!e into account #ar!et:custo#er needs of the future without destroying the "asis for ;often une%pected< "rea!through9 5ow to "e aligned with the "usiness whilst avoiding purely incre#ental innovation around e%isting offers9 5ow to "alance #eeting short ter# "usiness needs with developing long ter# opportunities9

In this Round )a"le #eeting we will loo! at different industry sectors and co#pare their respective approaches to this challenge, in order to understand the !ey drivers of this issue and how e%periences fro# one industry can "e applied to another.

)his #eeting will "uild on the #a.or issue which was discussed during the =2>= $)Foru#( $)-s have to navigate "etween short ter# "usiness re?uests which are #ostly incre#ental and vary ?uite "roadly, and #id:long ter# focus on "rea!through innovation which has "eco#e a core driver of growth, perfor#ance and valuation. ow ris! appetite of $E-s and resource li#itations represent additional challenges. 5owever $E-s are usually dissatisfied with the speed and "readth of innovation. /hat is R&D8s role in setting the corporate strategy9

Is R&D the corporate .ester9 5ow can we ensure that new R&D ideas are flowing into "usiness strategies9 5ow do we "alance short-ter# needs with long-ter# opportunities9 5ow do we turn corporate "usiness strategies into so#ething the R&D organisation can "e aligned with9 5ow do we "uild a culture in which R&D cares #ore a"out "ringing innovation to #ar!et than inventing new gadgets9 Innovation is li!e a che#ical reaction. In principle, it happens when the right raw #aterials co#e together, "ut catalysts are often re?uired to reduce the "arriers to change and ensure that useful outco#es e#erge. )he shortages we face are generally not the raw #aterials of innovation. /e have these in plenty. )he !ey tas!s are to re#ove "arriers to the productive transfor#ation of !nowledge and to ensure de#and for the products fro# which to "uild and #aintain leading !nowledge-"ased econo#ies. /hen these points are dealt with, the reaction can "eco#e self-sustaining E%plore why and how to connect co#pany8s R&D centers for networ!ing, Discuss a"out the role of the ho#e "ased R&D centre, earn why and how to networ! with e%ternal partners in develop#ent or acade#ic research, Define what is crucial in the strategic decision #a!ing process to e%tend or to rationalize the R&D networ!, Discuss a"out the necessary trade-offs, See how to "enefit fro# the glo"al !nowledge #anage#ent. @ vi"rant networ! of glo"al R&D perfor#ers co#ing fro# different "usiness sectors the entrance tic!et to world-class perfor#ance a topical progra# #e of events as a "asis for infor#al "ench#ar!ing )he "est environ#ent to help people "eco#e top-class #anagers a clear focus on i#proving glo"al "usiness perfor#ance through #ore effective applied R&D )he progra# #e addresses topical and evergreen ?uestions of R&D and innovation #anage#ent, and is designed to "e relevant to people at all levels of seniority.

1 Aey )he#es )he five !ey the#es driving the progra##e are( Innovation *rocesses 5u#an $apital and Anowledge 'anage#ent R&D @sset 'anage#ent in! to R&D Strategy and the 'ar!et *u"lic Fra#ewor! for Innovation http(::www.eir#a.org:.oining-eir#a