Innovation, Technology Transfer and New Venture Creation Washington, D.C., December 2-3, 2004
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Transcript of Innovation, Technology Transfer and New Venture Creation Washington, D.C., December 2-3, 2004
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Innovation, Technology Transfer and New Venture CreationWashington, D.C., December 2-3, 2004
From imitator to creator 1954-2004Wiggo Smeby
Chief Technology Officer
Anita Krohn ThraneHead of strategic projects, Corporate Technology and Innovation
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Objective
“To safeguard life, property and the environment”
Foundation established 1864
2
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Innovation phases in DNV
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Maritime Innovation Phase 1950-1970
Success factors:• Focus on technology development to create competitive advantage• Market growth • Technological leadership by Prof. Vedeler• Ability to attract talent
Innovations:• Rules for operation of unmanned engine rooms• Design rules for very large ships • Design concepts for Liquefied Natural Gas (LNG) ships
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Innovations:• Rules and concepts for steel jackets and drilling rigs • SESAM• Design procedures and standards against fire and explosion loads• Rules and certification schemes for design and installation of sub sea pipelines
Offshore Innovation Phase 1970-1980
Success factors:• Competence transfer from ship sector • Encouragement from Norwegian authorities to foreign oil companies to invest in
R&D• Technological and innovation leadership by Dr. Egil Abrahamsen• Ability to attract talents
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Innovations:• Veritec• Risk and reliability technology• Concepts for Floating Production and Storage Offshore • Veritas Petroleum Services was formed
Internationalization Innovation Phase 1980-1990
Succes factors:• Following Norwegian maritime customers building ships in Japan and Korea• Solid position in the Norwegian oil and gas cluster• Strong demand for new technological solutions in the North Sea• Large investments in R&D funded by national and foreign oil companies• Modern Quality and Loss Control Management philosophy being adopted • Recruitment of talent from best international universities
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Innovations:• Management system certification a new business world wide• Nauticus life cycle product model technology• Total Safety Class combining technical, organizational and human aspects
Diversification Innovation Phase 1990-2004
Success factors:• Innovation leadership by CEO Sven Ullring• Establishment of a strong global infrastructure including IT infrastructure• Ability to attract talents in Norway and abroad• A culture for zero tolerance for failure developed - “The new risk reality”
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1950:
DNV imitate Lloyds
1954:
R&D creates fundament for “Thought Leadership”
2004:
DNV are being imitated
Result: Position
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Result: Revenue 1966 - 2002
0
1 000
2 000
3 000
4 000
5 000
6 000
1966
1968
1970
1972
1974
1976
1978
1980
1982
1984
1986
1988
1990
1992
1994
1996
1998
2000
2002
Mill N
OK
Norway
Nordic
Asia
America
Europe
Mainly due to Research JIP’s
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mill
NO
K (
1998
mo
ney
val
ue)
1970 1980 1990 2000
1000
2000
Other industries
Upstream & Process
Maritime
Result: DNV revenue trends-diversification & new markets
1960
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Result: The power of clustering
• The Norwegian maritime cluster • The Korean maritime cluster • The Norwegian oil and gas
cluster • The Italian food cluster• The Danish wind energy cluster
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Result, Impact on industry & competitors
• Maritime & Offshore:Standards, cluster strength, renewal pressure, learning, e.g. DNV Research made ca. 1000 internal DNV-reports since 1984, in addition, ca. 320 public papers & presentations since 2000.
• Competence centre: DNV considered as “Norwegian graduate school of technology”.
• Spin-offs: ScanPower, Computas, Underwater Institute (NUI), Fjerndata, Geco etc.
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Result, Impact on society
• Reduction of injuries and deaths
• Protecting environment
• Supporting the Norwegian welfare state
• Knowledge generation and distribution
• Supporting Norwegian technological reputation
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50%
37%
6,8%(of its revenue)
13%
MI
40%
30%
30%
3.8%(of its revenue)
Cons + TS
72%
12%16%
1.6%(of its revenue)
Cert
further development
BA’s own R&D fundingDNV Research
budgeted R&D
DNVs investment in R&D, 4.2%
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Fra
ctio
n of
rev
enue
ste
mm
ing
from
ow
n R
&D
Fraction of revenue used on R&D and Innovation
0 1% 2% 4%
100%
50%
Most Innovative
10%
Innovative
Least Innovative
MI
Cons + TS
Cert
DNVs investment in R&D, 4.2%
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0
10
20
30
40
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1864 1900 1950 1970 2000
• Growth in Maritime: Competence, Tools & Laboratories
• DNV would have had considerable challenges to survive without R&D.
DNV1864 – 195?
Remarks
1970 1980 1990 2000
Advisory
Classification
• Offshore success: Competence & Tools from Shipping
New competence & credibility
• New areas: Existing tools &
competence
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R&D, historic perspective
The only real growth in human history started with the industrial revolution.
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Value creation from R&D depends on:
1. Quality, quantity and diversity– Highly educated staff – Critical mass of diverse projects and people– Free funding (not only allocated funds)
2. Organizational interplay– High intra-organizational cooperation– High customer interaction – High degree of R&D personnel transfer (ca. 20%/yr)– Academic cooperation
3. Leadership commitment– Long-term perspective of leadership (R&D results + 10yrs, patience)– Personal interest in and understanding of R&D – Willingness to take risks (only 1 of 10 of R&D succeeds, R&D time horizon 5-10
yrs)
4. Active government participation– Since society benefit most from R&D, and industry under-invests government
must bridge the gap– Co-financing– support industry clusters
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R&D, in the future
• Trends:– Shift from corporate to applied R&D– Weakening of the basic research engine– Universities are aggressive in prosecuting patents,
less focus on responsibility as defenders of open science
– Globalizations has led to two shifts, • a) number of qualified people to do research is rising
rapidly • b) building labs close to the customers
• Area: Software and services
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“Everything that can be invented has been invented”
The commissioner, US Patent Office 1899
Nobel Bell Diesel Benz Pemberton
.. a world still to discover, improve, develop and sustain