Innovate to compete. Dr Georges Haour Haour@imd.ch Bogazici University, March 27, 2012.
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Dr Georges Haour
Bogazici University, March 27, 2012
For several years, he was involved with the incubator Generics (now Sagentia), in Cambridge, UK. He works with many SMEs and start ups.
A few years ago, he acted as expert for the Tubitak document on innovation policy in Turkey
Born and raised in Lyon, France, he has a degree in Chemical Engineering from the Higher School of Chemistry ENSCP, in Paris. He holds a Master of Sciences (New York) and a Ph.D. in Chemistry from the University of Toronto, Canada.
Prior to IMD, Georges was manager at Battelle, in Geneva, where, for nine years, he led a business unit of 35 staff, carrying out innovation projects for large companies in Europe and Japan. Growing the business to Euro 5 millions per annum, he hired professionals from six countries. Several of his innovations have been licensed to firms, resulting in substantial new business for the client companies.
Earlier, he was researcher at ATT's Bell Laboratories, in Murray Hill, New Jersey. He also worked with Marshall McLuhan at his Centre for Culture, Society and Technology, in Toronto.
Dr. Haour has 110 publications, 8 patents and four books, including the recent Resolving the Innovation Paradox - Enhancing Growth in Technology Companies, (www.innovationparadox.com ) and his latest book From Science to Business, published in 2011, is on value-creation through effective technology transfer from universities to firms (www.sciencetobusiness.ch ).
Generating Selecting Implementing
Feasibility Development Scale up Launch
Inputs from customers and stakeholders
In the pharmaceutical sector,innovation funnel is regulated by FDA and EMEA
Few human Subjects
Limited Number of Patients
Many Patients (>1000)
Comparative studies Launch
NDA New Drug Application
SMEs and start Ups
Company becomes architect of its innovations, in a entrepreneurial perspective, integrating pieces from the external sources into its innovation puzzle…
…while retaining a strong, outward-oriented R&D function
(examples: innocentive and ninesigma)
Examples: J&J versus Pfizer
Fostering innovation in firms means mitigating the above
Innovation Board prioritises/guides the innovation projects for maximum competitiveness of the firm
(example: catching up on key offering)
- collaborative developments
- start ups
Hence: motivation, excitement, passion
It takes a long time to build
(M & A temporarily kills innovation)
Needed: management by walking around
...but, scarcity of effective managers/leaders
Needed: researchers-entrepreneurs !