The Knowledge Enterprise

The following sections are included:

• Preface
• Acknowledgements
• About the Author
• Contents

The following sections are included:

• A New Stage of Innovation
• Business Innovation — Change the Game, Engagement and Customer Centricity
• The Lateral Organization
• The Knowledge Enterprise — The Creation and Power of Value
• Value Creation
• Innovation is about Sustainability — Corporate Motivation to Make a Difference to the World
• Transforming the Business Models, Orchestration and Collaborative Innovation

The following sections are included:

• Why is the Knowledge Factor Important Right Now?
• The Knowledge Ambition
• The Corporate Mission Defines the Knowledge Ambition
• The Process in Defining the Ambition: The Sequential and Good-to-Great Approaches
• The Ambition and Corporate Mission as a Guide for the Competency Direction
• Deep Dives and Strategic Dialogues
• Which Competencies Belong to the Core
• The Moments of Truth in the Business Economy
• Business Case Study Approach
• A Knowledge-Based Framework — Reinventing Industry Boundaries
• Metamorphosis — The Leading Questions of the Knowledge Enterprise

The following sections are included:

• The leading question
• Company profile
• Strategic focus dominated by global trends
• Strategic initiatives at DSM to leverage on “Bright Science. Brighter Living.™”
• Seven principles for organizational dynamics in the knowledge infrastructure
• Know-how and the ability to scale — the R&D strategy
• The strategic council — guiding the core competency development
• The master plan for competency development
• Corporate science council
• Developing the talent pool — the assignment of the resource council
• DSM innovation center — where technology meets the emerging business opportunities
• EBAs — raison d'être for growth
• An example of an EBA — biomedical materials
• Close interaction of corporate R&D and the innovation center — safeguarding the long-term perspective
• Innovation rules to create knowledge synergy
• Business in transition — lessons learned
• Dyneema® — the premium brand
• ®Claryl picture glass
• Process thinking as an intangible competency
• Process thinking in action — bio-based advancements
• Managing lateral linkages — DSM science network
• Fruitflow® — sustainable innovations at the crossing borders
• Managing acquisitions
• From serendipity towards finding breakthroughs

The following sections are included:

• High Tech Campus Eindhoven — Innovation in the Hub and the “Smartest Region of the World”
• Newtricious — Discovering the Ultimate Value of Eggs and Managing the Knowledge Chain from Agro to Nutrition

The following sections are included:

• The leading question
• The aspiration, roots and credo of Johnson & Johnson
• The origins of Janssen Pharmaceutical companies
• The need for a new business model — addressing unmet medical needs
• Become number one in five therapeutic areas
• The transformation journey
• Make a societal impact and meet unmet medical needs
• The power of the lateral organization of Janssen Pharmaceutical companies
• Mobilizing entrepreneurship, getting engaged with consumers
• Innovation — in search of breakthroughs — noblesse oblige
• Innovation heartbeat — the Johnson & Johnson and Janssen strategy for collaborative innovation
• Janssen campus, Belgium, center of excellence
• The venture and incubation center (VIC) boosts business development
• The campus model — stimulating entrepreneurship
• The campus model — innovation is collaboration
• Towards an engaged organization
• Engaged leadership program
• The people factor in the lateral organization
• A mindset change and the ability for organization learning

This chapter describes the major trends in the strategy and management of innovation. Among the major trends are: teamwork, collaborative innovation and new management policies to invest in business development and venturing. In order to safeguard, defend and develop a leading position, boundaries, including organizational boundaries, must be stretched continuously. For the knowledge enterprise, the control of innovation processes is of special relevance. This chapter compares the market leaders presented in the previous chapters from that perspective. A typology of innovation strategies, e.g. the management policy and management systems, will provide the points of reference over time. Several innovation strategies like hedging, programming, streamlining and open innovation are viewed in this approach as developmental stages of the organization system. The lessons learned and corporate stories from the companies show some remarkable answers to the “how” question of open innovation, the power of teams and customer engagement…

The following sections are included:

• The Design of Lateral Linkages
• Crossing Organizational Boundaries
• The Organization as a Carrier of Knowledge
• The Blue Ocean Strategy — The Art of Business Development
• Designing Lateral Linkages for Business Development
• Business Development Clusters
• Strategic Lateral Linkages and Councils
• Centers of Excellence and Innovation Hubs
• Transition Leadership is Generated by Making Choices in a Learning Organization
• Bottom Line — Invest in the Art of Orchestration and the Lateral Organization to Ensure New Business

The following sections are included:

• References
• Index