Time innovation chain

With the increased importance of getting new products into the market quickly, the time-to- market issue, attempts have been made to reduce the number of decisions points and stages in a streamlined process. Time equates to money, therefore the sooner a company is able to get a product to market the sooner it can recoup its expenditure on R D. Guidelines for achieving this time reduction in the length of the innovation chain will be given, with particular emphasis on the role R D Management plays in this process. 

Successful management of the innovation chain from idea to marketable product in the shortest possible time is the key task. 

The time taken to travel along the innovation chain (see Figure DIO), known as the lead-time, can vary from several months in speciality chemical companies to many years in pharmaceutical companies. This wide variation can, in part, be explained by... 

Having dealt with the selection and evaluation of projects for R D, the steps in the Innovation Chain and the importance of time compression management in the introduction of new products, the next topic to cover is the management of projects, with particular emphasis on the managerial skills that are required. 

Like many technological innovations, nickel-cadmium batteries carry risks as well as benefits. After being discharged repeatedly, they eventually wear out. In theory, worn-out nicad batteries should be recycled. In practice, however, many end up in garbage dumps. Over time, discarded nicad batteries release toxic cadmium. The toxicity of this substance makes it hazardous to the environment, as cadmium can enter the food chain. Long-term exposure to low levels of cadmium can have serious medical effects on humans, such as high blood pressure and heart disease. 

The state provides to industry a harmonised framework for determining, evaluating and communicating risks in the European market (REACH). This also includes a form of standardisation for procedures, responsibilities and time frames in the chain, and options for state sanctions. This increases the market potential and innovation incentives for demonstrably application-safe chemical products. At the same time the basis is created for efficiency gains by employing universal IT solutions in the European market. However, the required framework also means that implementation is left to the industry and the market in many areas in order to leave enough scope for diversified solutions that are specific to the different supply chains. Simply the announcement of the REACH system has improved vertical communication in the supply chains and supported the consolidation of substance and application knowledge. 

After years of internal discussions and smaller investments, the board of a chemical company decided to take a major step in industrial biotech, which out of a number of fields had emerged as the one with the highest innovation potential and a good fit with the company s broader capabilities and position in the value chain. There were many potential entry points and business opportunities, but none had a clear rationale. The company approached the challenge from two sides (Fig. 28.3). It determined its distinctive skills and assets by benchmarking. At the same time, it assessed the relevant opportunities and threats - competitors recent or announced moves, and also the potential for competitors if the company chose not to enter a specific area. It was key to think long-term and broad, and to consider the industry structure ten years out. 

Catalysis is one of the key technologies [Felcht 2000, p. 97], both today and in the future, and can be ranked with other fields in which advances lead to a chain of innovations [Pasquon 1994, VCI 1995], for example, biotechnology and information techgnology, even though advances in catalysis are often regarded by the general public as less spectacular. In the past many approaches to research on catalysis were proposed ]Schlbgl 1998]. However, the methods used today for the development of new catalysts differ from those used at the time of Carl Bosch (1874-1949), Alwin Mitasch (1869-1953), and Matthias Peer (1882-1965). 

Over time, the supplier development program transitions to focus on total cost and the building of value. This includes the design of programs to work with suppliers to accelerate open innovation, reach CSR goals, and build strategic relationships to nse assets and key relationships to penetrate new markets. It takes different forms in different supply chains. 

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