Day 1 – 12th October 2015

Delegate Check-in Lobby
Chairman's Welcoming Address Room 1
PI Keynote - Promoting a Culture of Open Innovation and Forming Cross-Industry Alliances for Success Room 1 Session details

Royal DSM is a global science-based company active in health, nutrition and materials. Over the last decades the company has undergone a successful transformation to become a leader in life sciences and material sciences. Innovation is an important growth driver for DSM.

This session will discuss:

  • The role of innovation in achieving growth in the company
  • The importance and contribution of open innovation
  • What types of partnerships and alliances should you look for?
  • Sharing examples of successful alliances
  • How to develop and foster a culture of innovation
  • Understanding the importance of portfolio management
  • The role of venturing in scouting for new business opportunities
Krijn Rietveld, SVP, Partnering, Innovation and R&D, DSM Nutritional Products
Crossing the Traditional Borders of Innovation into More Unpredictable & Competitive Waters Room 1 Session details

It isn't news to anyone that traditional innovation models no longer work as effectively as they did in the past; product attrition rates are lower whilst the demand for fast market response and consumer centricity has never been higher. To combat this Frank Hatzack leads an open and collaborative innovation model at Novozymes, designed to include their entire b2b network including partners, customers and product enthusiasts.

The goal of the model is to foster a new and customer-inclusive culture that promotes innovation as a strategic enabler all with a low budget.

  • By working with schools (the next generation of consumers) you can begin to understand what they want and are looking for out of future product lines
  • By working with technical teams you can reverse engineer existing products to better understand how Novozymes enzyme technology interacts and how this can be improved
  • By working with your existing partners you can feed these findings back to them to co-innovate the next generation of products

The goal is to involve the external world in a win-win scenario; by gaining external learnings, Novozymes has been able to develop their own technology for the ultimate good of the company and its bottom line. Frank joins us to tell their collaborative, open-source innovation journey. 

Focus Group - Portfolio & Resource Management Room 2 Session details

To be an effective and profitable enterprise, identifying, prioritizing and managing your product portfolio and the resources it needs, is integral. At GSK, they are tackling this on two fronts:

  • Combining departmental-level portfolio management processes to ensure transfer of meaningful data and the optimization and utilization of resources and skills
  • Creating an enterprise-level resource management tool to ensure the right resources are in the right place and prioritised in the right order

Board-level focus these days is on transparency across a portfolio and knowing, in real-time, where they need to invest, how they should allocate budget and how they can optimize the use of existing space and resource.

Join the discussion.

Frank Hatzack, Head - Innovation Development, Novozymes
Klaas Boone, Director - TRD Product Development Value Stream, GSK Vaccines
Morning Refreshment Break Exhibition Hall
Morning 1-2-1 Meetings Exhibition Hall
Fostering a New Entrepreneurial & Networked Approach and Culture to R&D Room 1 Session details

Grunenthal, with its estimated revenues of $1.2 billion in 2014, is considered an SME in its highly competitive industry. To continue being profitable, it has recognized the need for a sustainable business model and an open and collaborative approach to R&D to achieve it. Quite often larger companies have the luxury of abandoning projects because of risk but at Grunenthal, they cannot afford to let risk overshadow an opportunity. But they do not need to take on this risk alone. 

This session will discuss:

  • Understanding what you are good at when it comes to development, production and sales
  • Focussing on your product niche - being focussed over opportunistic
  • Ensuring this core focus does not blindside you to other opportunities
  • Seeking highly reputable market champions for partnerships
  • Finding synergistic opportunities
  • Setting up a specialised Innovation Unit to help establish an R&D entrepreneurial network for assessing new projects
  • Doing things faster and earlier with a senior, empowered and decision-making team 
Focus Group - Digitalisation: What does it mean to us? - Getting a Company to Grasp Technological Opportunities Room 2 Session details

Like with most organisations, BASF is actively investigating new and emerging technologies for its business for two main reasons:

  1. To actively drive value creation by operating more efficiently but even more developing new business fields or go-to-market approaches
  2. To better understand threats to the existing business model caused by technology and the companies which make use of it

This function has been assigned to a separate IT team that is headed up by our mediator, Jan Buchmann. One problem he is facing is that IT is historically perceived as a support function by the business. But for his team’s strategy to work, it instead has to be perceived and acknowledged as a business enabler or even changer. For the overall disruptive technology approach to be a success, a changed way of thinking throughout many parts of the overall organization is necessary.

Jan joins us to lead a discussion on cultural push-back when attempting to realise new opportunities through technology.  

Judy Ashworth, Senior Director, External Innovation Lead , Gr√ľnenthal GmbH
Jan Buchmann, Global Head of IS and SC Innovation, BASF
Guiding Innovation Thinking & Ideation through IT Processes Room 1 Session details

For innovation to be sustainable and successful it requires a process, a shared goal and the right people to support the ideation and the delivery of these ideas through Proof of Concepts to commercial production. A big part of this journey is of course the IT architecture that underlies the strategy. Bal Bansal is responsible for IT Innovation and has developed and deployed a process to guide innovative thinking and bring to life ideas which may have otherwise not been shared. 

This session will cover:

  • How IT is leading the way with sharing the latest technological advances with all areas of the business
  • Exploring the true impacts technology can have
  • Leveraging platforms and processes to share and collaborate on ideas
  • The future of a connected world
  • Keeping it simple, lean and effective
Focus Group - Integrating Mindsets, People, Processes & Technology to Enhance Business Speed, Value and Execution Room 2 Session details

Traditionally, people see the term product lifecycle management and assume it is about the product and nothing else. Following this thinking, lifecycle management should really end with the product dispatch for sale but this supports a major flaw apparent in many organisations: a product should be seen as a concept and not just a physical object.

Rickard Antblad believes Bacardi's product is so much more than a bottle and a liquid as these are never alone. The consumer purchases the product in a bar, it is placed on a bar mat, it might accompany food and so on. In summary, it is the experience that the consumer is buying and it is learnings from the overall consumer experience that best serves the manufacturer in innovating their offering.

This session invites you to discuss how the integration of every mindset, every process, every person and every technology across the organisation can lead to one improved, holistic and common experience for the consumer and in doing so, maintain a brand that is agile, profitable and efficient.

Bal Bansal, Associate Director, IT Innovation and Digital, Coca-Cola Enterprises
Rickard Antblad, Director, IT Programs PLM, Bacardi
Networking Luncheon Exhibition Hall
PI Keynote - Advanced Analytics and Business Intelligence Tools in Realising Real-Time Business Decision-Making Room 1 Session details

Today, many companies have reached an inflection point in their journey: they can re-invent themselves or stay the course. Staying the course might be safer but re-invention tends to deliver the biggest impact to competitiveness and relevance. Today's market is described by the acronym VUCA - volatile, uncertain, complex and ambiguous; never before have companies been expected to be so on the ball in responding to market demand and it is only through being agile and flexible that this can be fully realised. 

Fact is, collecting and analysing data and gaining key learnings from this data a week, a month or even a quarter after it has happened is just not good enough anymore. People are connected more than ever and as such are living in the real-time moment like never before. Business needs to run in the same way.

Companies cannot afford to be reflective but need to be proactive.

Enter data analytics and visualisation.

Business spheres set up around the globe collect and analyse data regarding every single business unit in real-time. If the company does not like what they are seeing, they can discuss and change it on the fly. It allows for constant collaboration and interaction, inspiring new ideas and business decision-making based on accurate information.

This immersive visualisation strategy allows for rapid re-design, re-invention and re-launch and Filippo joins us to share this journey.

Filippo Passerini, Founder & CEO, Diligo
Creating a State-of-the-Art Analytical Organisation Room 1 Session details

The current development model in many formulation-based industries is analytical testing and then manufacturing. If and when the manufacturing processes are incompatible with the product that comes out of development, this is fed back to the development phase, the process is tweaked and analytical testing is carried out again until they get this right. This toing and froing of the analytical processes supporting product and process development are typically labor-intensive and are therefore highly cost and time consuming.

Janssen Pharmaceutica N.V. is a global organisation and like most companies, focuses on shortening product development cycles to expedite product launch, increasing process/product understanding and strengthening sustainability in the manufacturing area. In all these areas, analytical testing plays a key role; it is a requirement for obtaining a cost effective, flexible and efficient analytical organisation.

This session will cover:

  • Creating a strategy to become a state of the art analytical organisation
  • Process mapping to better identify opportunities related to this strategy
  • What steps should be followed when it comes to technology implementation from R&D to manufacturing?
  • R&D vs Legacy products
  • Exploring examples of Process Analytical Technology, New Analytical Technology and Automation
  • How to best deal with technology evolution and life cycle management
Focus Group - Managing Creative Innovation with Inflexible Business Processes Room 2 Session details

When it comes to an innovation team the first attribute you look for is creativity. On paper, you don't want people who are process-orientated and by nature, less flexible, but in practice it is important to remember that the product lifecycle itself is managed by strict engineering-led platforms and technologies. Engineering moan about the often blue-sky demands of Marketing whilst Marketing moan about the inflexibility of Engineering and what they say they can and can't deliver.

David Cash joins us to talk about balance; the balance between discipline and freedom when it comes to product innovation. How do you manage it, how do you approach it and what can be done to ensure sustainable success?

Mario Hellings, Director, Analytical Process Innovation, Janssen Pharmaceutica N.V.
David Cash, Head, Global Business Solutions - R&D and Innovation, Nestlé
Afternoon Refreshment Break Exhibition Hall
Afternoon 1-2-1 Meetings Exhibition Hall
Providing Strategic Business Analytics to Support R&D Portfolio Management & Strategy Room 1 Session details

All organisations, be they big or small, want transparency across and visibility into their enterprise-wide product portfolio. Achieving this allows the executive-level to understand where they are underperforming and in response, make real-time, confident decisions on what steps to take next.

A big challenge to this process is lack of confidence in the portfolio review process, often due to a lack of consensus surrounding and integrity of the project-related data. Without confidence in the process, executives will make knee-jerk decisions rather than informed ones that leverage the collective wisdom of the company.

Richard Sonnenblick is a thought-leader in the portfolio management arena and joins us to discuss:

  • Right-sizing your analyses for effective decision making
  • Generating a standardized template of operation across the portfolio
  • Creating a review process that builds on, rather than eroding, confidence in the portfolio management process
  • Facilitating effective portfolio management review meetings
Richard Sonnenblick, CEO, Enrich
Process and Product Analytics, Advanced Modelling and Simulation Room 1 Session details

Pharmaceutical companies make substantial “standard” investments to increase the probability of successful product development; opportunities exist to explore predictive methodologies with potential to generate greater confidence in future commercial supply using significantly less resource and reduced amounts of active pharmaceutical ingredient.  The more accurate these predictions become the greater the value they will bring to changing the product development paradigm in the industry.

In Material Sciences at Boehringer-Ingelheim, they are using advanced computational methods to enhance business vision. Through the use of fast crawling technologies, indexing systems and evolutionary algorithms, the company employs big compute to analyse big data and in doing so can seamlessly predict the possible outcomes of a product lifecycle.

Ilgaz Akseli who is heading up this initiative describes this as ‘Big compute built in Big Data'; rather than collecting and processing mass amounts of multi-sourced data to predict the outcome, his team tests the parameters of one tablet, for example, and of the processes required to move it through the value chain and using advanced calculations, predict how it will perform and how various factors could affect its performance. In this way, decisions can be made early into the level of investment and into the processes used to bring the product to fruition.

Big data is all about volume, speed, variability and to ensure accurate predictions and visibility, you have to ask yourself: 'are you ahead of the macro-trends?’

This session will discuss:

  • Current and future trends & challenges in the Pharmaceutical Industry
  • Integrated perspective in product development
  • Modelling and simulation from R&D and Operations view
  • Anatomy of seamless prediction with case studies
Keith Horspool, VP, Materials & Analytical Sciences, Boehringer Ingelheim
Ilgaz Akseli, Senior Associate Director, Boehringer Ingelheim
Chairman's Closing Remarks Room 1
Networking Drinks Reception Exhibition Hall

Day 2 – 13th October 2015

Chairman's Welcoming Address Room 1
Optimise. Integrate. Collaborate - Ensuring Sustainable Success of Process Deployment Room 1 Session details

Companies are always looking for ways to boost efficient operations and this often means the deployment of a new process or an upgrade of an existing one. What many do is form a functional team, generate a strategy, deploy said strategy and only then focus on making it sustainable. But this is not always the most sustainable plan and often leads to unforecasted issues later on in the chain.

This session shares how one company is developing a methodology that oversees all new processes and tools and in doing so, ensures they deliver the performance and operational excellence for which they were generated in a sustainable manner. Applicable to all enterprise-wide processes, this standardised process management system allows for visibility into operational/functional gaps in deployments, allowing productive and proactive action to ensure continuous improvement is maintained.

This session will discuss:

  • Creating an integrated management system based on operational excellence and sustainability
  • Understanding the strategic alignment of process management to ensure continuous improvement
  • How can you ensure process compliance with regulations, policies and guidelines?
  • Process Assessment Methodology
  • Regarding people training and development as a key success factor
Gemma Giro, Director, Integrated Management System, Puig SA
Maximising the Capture, Development and Sharing of Organizational Information through Effective Knowledge Management Room 1 Session details

Most companies reach a stage where they realise the knowledge about their products and processes, be they legacy or new, is rapidly being lost as people move on. Many of these products remain an important part of a company’s portfolio for many years and so ensuring a standardized, meaningful and efficient process of capturing all of the information surrounding their conception, development, production and so on, is in place, is vital. Klaas Boone of GSK joins us to discuss their knowledge management operating model which they feel is advanced for the process industry.

  • Realising that your main expertise lies in your people and that their time in the company is temporary
  • Understanding that GSK’s past model was operational vs knowledge-based and how this was insufficient
  • Identifying your most critical documents and hyper focussing on bringing them up to an acceptable level first
  • Creating a central repository for all organisational knowledge
  • Creating a standardised template of operation
  • Maximising platform knowledge accessibility whilst maintaining appropriate security
  • Deploying senior experts to re-write archives into the new and improved template
  • Aligning an enterprise-wide way of working to support this transition 
Focus Group - The Dilemma for Organisations to Do Both Explorative and Exploitative Innovation Simultaneously Room 2 Session details

For decades, industry has struggled with increased costs and decreased productivity of its innovation processes. This innovation challenge has urged companies to develop new innovation models and reinvent their approaches to R&D.

In order for companies to develop and manage a competitive project portfolio, organisations need to become more “ambidextrous” and, particularly, improve their ability to explore. However, explorative innovation is often viewed as a time-burning, high-risk and poor ROI activity and so for many organisations, this has been shut down in favour of exploitative innovation only. The subsequent lack of explorative work is greatly damaging the innovative status and progress of many organisations. And this is no different at Swedish Orphan Biovitrum where they are now in the process of setting up a new organisation dedicated to explorative work.

Patrik Stromberg, Senior Director, Biomedical Science & Portfolio Innovation, joins us to discuss what he feels is the winning strategy - one that favours explorative and exploitative innovation equally, ensuring that existing products get the attention they need whilst still replenishing the product pipeline with new and creative research. 

Klaas Boone, Director - TRD Product Development Value Stream, GSK Vaccines
Patrik Stromberg, Senior Director, Head of Biomedical Science & Portfolio Innovation, Swedish Orphan Biovitrum AB
Morning Refreshment Break Exhibition Hall
Morning 1-2-1 Meetings Exhibition Hall
Product Lifecycle Management (PLM), Visibility & the Single Source of Truth Room 1 Session details

Founded in 1862 in Santiago de Cuba by Don Facundo Bacardí Massó, the Bacardi Company has prevailed through many hardships. The Bacardi family’s passion and perseverance helped them overcome multiple crises – earthquakes, disease, wars, prohibition – to become the global leader it is today. The world continues to change and Bacardi with it.

A little over two years ago, Bacardi started on a new PLM journey, which drives integration of development processes and solutions, Master Data management and brand visual identity assets, so that the integrated set of solutions acts as the 'one source of truth' of all product data and provides a platform that enables sustainable competitive advantage.

This session will discuss:

  • Establishing the case for change and driving “aligned” business transformation
  • PLM – more than just “Product”
  • Unifying People, Process & Technology
  • Driving efficiency all along the Product Life Cycle from ideation to end of life
  • Integrating innovation, product development, brand visual identity, content management and masterdata
Rickard Antblad, Director, IT Programs PLM, Bacardi
Streamlining Product Lifecycle, Eliminating Redundant Systems and Driving Collaboration & Compliance Worldwide Room 1 Session details

Imperial Tobacco Group is a leading international tobacco company whose core business is built around an optimised tobacco portfolio that offers consumers comprehensive brand choice in many markets. In order to stay competitive in a fast moving consumer goods environment with high and constantly growing regulation, it is essential to be agile and responsive, whilst also meeting regulatory requirements.

Because of this, they recognised that their legacy systems architecture was failing them and it was necessary to improve true integration and collaboration across the enterprise for product related processes.

This session will discuss:

  • Why Imperial Tobacco believed PLM could help them
  • How and why did they chose their partner?
  • What is the current status of the PLM implementation program delivery?
  • What benefits have already been achieved and what do they hope to achieve in the long-term?
  • Overcoming challenges of implementing such a program
Focus Group - Driving Innovation and Overcoming Cultural Barriers to Change Room 2 Session details

Management/Innovator: 'We are revolutionising the way we work!'Desired Company Response: 'Amazing, tell us more!'Realistic Company Response: 'What does that have to do with us? Isn't that more applicable to that division?'  ‘Didn’t we try this before and it didn’t work?’

The current healthcare environment is highly dynamic and very difficult, forcing companies to closely examine investments in all areas – R&D, Medical, Marketing, etc.  These pressures are the impetus for more rapid change incorporating a high degree of innovation that is becoming the latest “buzzword” in our industry.  Nowadays companies are constantly undergoing change; in an attempt to streamline, grow, merge, acquire and so on.  The industry is looking to new technologies and initiatives to help them overcome complexity, streamline development, and increase the speed to market.  Often the new approach or new technology is not the main issue; how people are going to react to the change is both unpredictable and, more often than not, sceptical and thus a significant challenge that must be addressed for the change to be successful.

With his extensive experience in leadership and management, Keith Horspool leads a breakout session in anticipating and managing barriers to change - how to prepare for the push back and how to best engage your target audience for a smoother transition.

Marianne Bouzige, PLM Program Manager, Imperial Tobacco Group
Keith Horspool, VP, Materials & Analytical Sciences, Boehringer Ingelheim
Networking Luncheon Exhibition Hall
Exploring an Ongoing Journey towards Innovation Excellence Room 1 Session details

Covestro AG, formerly Bayer MaterialScience AG, is a truly global enterprise, operating in the Americas, Asia and EMEA, but pre-2012, did not have one global innovation process underpinning its growth. In 2012, they sought to resolve this problem and began to look for partners that could help them consolidate their various ways of working across functions and regions into one holistic global innovation process. Out of 65 evaluated partners, Sopheon was chosen. Peter joins PI Process to share how they transformed from multinational R&D to a global innovation entity supporting the global vision of the overall enterprise.

  • What were the challenges associated with Covestro's disparate process model?
  • Creating a holistic, global tool to suit the company
  • How has this model altered the way the company functions?
  • What are the benefits of this global innovation process model? - visibility, profitability, quality and the elimination of redundant work
  • Aligning project portfolio with overall business strategy
Peter Schwarz, Head of Global Project Portfolio Management PCS, Covestro Deutschland AG
Working to a Globally Standardized Quality System across Multiple Brands and Regions Room 1 Session details

In the last few years, Barry Callebaut has grown through merger and acquisition (M&A) to become one of the largest cocoa and chocolate processing companies in the world. In 2014, it is estimated to have achieved revenues of $5billion. Following this M&A activity, the company was left facing two major challenges: how to harmonize quality processes over their different regions of operation and how best to align customers and suppliers under a common standard. Because of a fragmented way of working, it was unclear to the customer and supplier what the standard is and a misunderstanding between production facilities often created avoidable costs in the quality control area.

Enter Idwin; responsible for quality assurance, vendor quality, compliance, internal auditing, quality reporting, quality master data, food safety & hygiene and analytics, Idwin is tasked with creating a best-of-breed system architecture for all business units and global sites. Sometimes the 'best' is however not globally implementable so his mandate is to create a system that satisfies everyone as much as possible and that is of course realistic for their global business, from the perspective of quality and customer.

A three-year journey, Idwin joins us to share his insights, findings and strategy in consolidating these architectures and cultures together, the foreseeable challenges and how he plans to overcome them. 

  • Understanding and accounting for the cultural needs of every operational region
  • Transitioning from multiple companies in competition to one harmonized organization
  • Aligning methods and systems, CAPEX, training and resource planning
  • Achieving alignment between the regions, the different ways of working and the differing standards
Focus Group - What does 'Innovation' Really Mean? Room 2 Session details

Ask 5 different people today how they would define innovation and two things are bound to happen:

  1. Many would first struggle to put into a concise sentence what they feel it means to them or their company
  2. Each answer would be slightly different

To some it is a strategy when to others, it is technology. To some it is product, whilst to others it is process. Ultimately, the intangibility of the innovation concept makes it difficult to grasp and if that is difficult, it becomes a frustrating execution.

Tim Seiffert, a Vice President at UCB, leads this discussion to cover:

  • What is innovation to the industry and how can it be managed?
  • How can you stay connected to new technology?
  • How should you engrain innovation in your organization's culture, and how is it being optimized?
  • Are business and project deliverables and goals avoiding innovation?
Idwin Bouman, Global Head, Quality Assurance, Barry Callebaut
Tim Seiffert, VP, Head Pharma Sciences & Pharma COE, UCB Pharma SA
Establishing Common Global Cross-Business Repair and Maintenance Standards for Competitive Advantage Room 1 Session details

The Novartis Group is today made up of three business units: Novartis Pharma, Alcon and Sandoz. We all know the story of the pharmaceutical industry in particular - expired patents, more competition, low attrition rates and ultimately, poorer profitability. Novartis is already clever in ensuring they cover both innovative and generic drug development but they are always looking for areas within their operations where they can boost efficiency and cost-savings.

Til recently, there was major disparity in the way repair and maintenance (R&M) was carried out in the 3 divisions; every site could do almost anything they wanted and this led to poor transparency. At the same time, regulatory bodies such as the FDA are raising the product quality bar which in turn, leads to added operational investment and added costs and a further need for added efficiency. 

Frederico has been tasked with representing Sandoz in a cross-divisional team in Novartis to help establish a standardised approach to R&M across their operations. The idea? In having a clear maintenance strategy, standardizing the KPIs for R&M and aligning operations globally, visibility into internal and external equipment efficiencies and costs would be greatly enhanced supporting better management and decision making at no added cost.

Describing the journey to date, Frederico explains how global R&M innovation can be targeted and improved for competitive advantage.

This session will cover:

  • Exploring the fundamental processes under the maintenance umbrella
  • What does a 'good' maintenance strategy look like?
  • Bridging the gap between asset maintenance and overall corporate priorities and goals
  • Achieving cross-standardization across enterprise business units: to be or not to be?
  • Understanding the roadmap, the 5Y plan and journey governance
Frederico Giunchetti, Global Head, Repair & Maintenance, Sandoz, a Novartis Company
Chairman's Closing Remarks Room 1