ELINTARVIKEKETJUN PÄÄTTÄJIEN VISIO JA UUTISPÄIVÄ 2009

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1 ELINTARVIKEKETJUN PÄÄTTÄJIEN VISIO JA UUTISPÄIVÄ 2009 Uudet innovatiiviset liiketoimintakonseptit

2 Esityksen sisältö 1. VTT lyhyesti, tilanne toimintaympäristössä 2. Innovaatiot uuden liiketoiminnan lähteenä 3. Innovaatioita elintarvikeketjulle 4. Yhteenveto 2

3 1. VTT lyhyesti, tilanne toimintaympäristössä

4 VTT lyhyesti Henkilöstö 2700 Liikevaihto 245 M Asiakastoimialat Bio-, lääke- ja elintarviketeollisuus Elektroniikka Energia ICT Kiinteistöt ja rakentaminen Kone- ja kuljetusvälineteollisuus Palvelut ja logistiikka Metsäteollisuus Prosessiteollisuus ja ympäristö Teknologiapainoalueet Bio- ja kemianprosessit Energia Mikroteknologiat ja elektroniikka Sovellettu materiaalitekniikka Teolliset järjestelmät Tieto- ja viestintäteknologiat Liiketoimintatutkimus Yhteiskunnan teknologiat Toiminnot Tutkimus ja kehitys Strateginen tutkimus Asiakasratkaisut Yrityskehitys Asiantuntijapalvelut Konsernitoiminnot 4

5 Innovation processes, technology and service business New materials biomass based products industrial biomaterials functional materials reinventing paper Specialty electronics high-performance microelectronics printed intelligence optical instruments Green ICT Sustainable energy quantum leap solutions to climate change efficient use and saving of energy renewable energy sources Technologies for wellbeing health promoting food solutions drug development Sustainable development VTT s research vision and diagnostics ICT for health Ecoefficient built environment ecoefficient traffic and community infrastructure ICT applications Intelligent products and production digital product process global distributed production intelligent machines and materials Digital world Ambient intelligence digital services networked devices and environments human - technology interaction ICT technologies cognitive communication systems next generation internet information security 5

6 Suomen suhdannebarometri edelleen miinuksella Business Tendency Survey Suhdannebarometri Source: EK, Suhdannebarometri,

7 Teollisuuden kiinteät investoinnit romahtavat, mutta T&K-investoinnit eivät Source: EK, investointitiedustelu , 7

8 OECD composite leading indicators continue to show strong signals of recovery Source: OECD, 6 November

9 Suomi nähdään yhtenä maailman parhaista innovaatiokeskittymistä This cartogram, created by Bryan Boyer on behalf of the Institute for Large Scale Innovation, sizes countries according to several factors related to their innovation efforts: R&D spending, the number of postsecondary degrees awarded, and the number of patents issued. Source: J. Kao, Tapping the World s Innovation Hot Spots, Harvard Business Review, March

10 Evaluation of the Finnish National Innovation System - Key findings ( The system is exceptionally domestic/national & the situation is not (necessary) improving: streamlining the internationalization support for business and providing incentives for internationalization Strong (but ignored) regional dimension: clarification & coordination of national & regional/local innovation & other policies The university reform is most welcome as an opportunity for reform: autonomy, steering system, a clear division of tasks between universities & polytechnics High growth firms: The system pays insufficient attention to incentives particularly with respect to talented & ambitious individuals Finnish Innovation Policy should be less process-oriented and more effects-based, the system lacks crossministerial coordination & governance The system is complex to access & administer The (still pending) reform of sectoral research: reorganization to a few units in accordance with broader societal issues VTT covered as part of sectoral research that is not in line with VTT s role in Finnish innovation system 10

11 2. Innovaatiot uuden liiketoiminnan lähteenä

12 Globaalin tutkimus- ja innovaatiotoiminnan muutoskenttä Kansallisesta innovaatiojärjestelmästä kansainvälisiin innovaatioverkostoihin Innovaatiokäsitteen vahva laajentuminen tuotteiden ja teknologioiden lisäksi palveluihin, liiketoimintamalleihin, prosesseihin, toimintatapoihin yms. Avoimen innovaatiotoiminnan ja yhteiskehittämisen yleistyminen, tutkimus- ja kaupallistaminen tapahtuu usein rinnakkain Uudet nousevat taloudet vahvistavat asemiaan edelleen sekä tutkimus- että innovaatiotoiminnassa 12

13 Hyvän innovaatiojärjestelmän tunnuspiirteet Suomeen haasteet ja mahdollisuudet Uudet ja dynaamiset rakenteet Huipputason koulutus-, tutkimus- ja kehitystoiminta Osaavat, motivoidut ja aktivoidut yksilöt sekä innovatiivisuuteen ja yrittämiseen kannustava ilmapiiri Vetovoimaiset kansainvälistyneet aluekeskukset Globaalisti kilpailukykyinen vuorovaikutteinen yrityskenttä 13

14 Tutkimus- ja innovaatiotoiminta Research Tutkimus Luovuus Innovaatio 14

15 Innovation process reference model Foresight exercises Concept development New product/ service development Market entry Product support Business planning/ commercialization 15

16 Innovation is more than technology 1. Business model how the enterprise makes money 2. Networking enterprise s structure/ value chain 5. Product performance basic features, performance and functionality 6. Product system extended system that surrounds an offering 7. Service how you service your customers Finance Process. Offering Delivery Business model Networking Enabling process Core process Product performance Product system Service Channel Brand Customer experience 3. Enabling process assembled capabilities By Keeley / Doplin Core process proprietary processes that add value 8. Channel how you connect your offerings to your customers 9. Brand how you express your offering s benefit to customers 10. Customer experience how you create an overall experience for customers 16

17 Innovation is more than technology Calculated rate of return on different innovation types Source: Helin, K. & Lehtonen, J. VOITTO: About Business Plan and Innovation, presentation. 17

18 Booz Allen Hamilton Global Innovation 1,000 Study 2007 Main results Less than 10% of companies are High-Leverage Innovators. These High-Leverage Innovators use many different models and approaches to outperform their competitors, but are generally noted for their distinctive skill in at least one element of the innovation process and are adept across all of the stages. Google, for example, is known for generating new ideas with blistering speed. Toyota excels at developing its products and processes far more efficiently and effectively than most other companies. Apple is noted for its well-honed capabilities in project selection and customer understanding. Innovation can lead to higher performance, but the process isn t automatic and it does not necessarily require above average levels of investment. The most successful companies combine an integrated process and a supportive culture to create a sustainable competitive advantage 18

19 Booz Allen Hamilton Global Innovation 1,000 Study 2007 Main results Deep pockets can be dry wells. Analysis of the 2007 Global Innovation 1000 confirms the major finding from our initial study last year: Money simply cannot buy effective innovation. Bigger can be better. For the largest 500 companies, median R&D spending was only 3.5% of sales in 2005, compared with 7.6% for the 500 smallest firms. Patents generally don t drive profits. One size does not fit all. R&D budget levels vary substantially, even within industries, which suggests there s no consensus on the right level of innovation investment, since companies are using a range of different innovation business models. Effective innovators excel at four key elements. The high-leverage innovators distinguish themselves not by the money they spend, but by building strong capabilities in the four principal elements of innovation: ideation, project selection, product development, and commercialization. High-leverage innovators listen closely to their customers across the entire innovation cycle. 19

20 Open innovation paradigm Research Development Research Projects Boundary of the Firm New Market Current Market By Chesbrough

21 What is social media - concepts User-generated content pictures, text, music, videos links, tags, extensions Content refined, commented, annotated, categorized, and consumed by communities Utilizes new agile technologies blogs, wikis, podcasts, forums digital cameras, broadband, cellular phones Web 2.0 Communities Content Social media Web 2.0 Ideagoras* Idea + agora = Idea marketplace Enables companies to outsource any parts of the innovation process to the public save time/resources get out-of-the-box ideas and innovations * Tapscott, D. and Williams, A.: Wikinomics: How Mass Collaboration Changes Everything. Portfolio,

22 Possibilities of social media & communities for companies Company function Objectives Tools Success metrics R&D Listening and outsourcing: Gaining insights and ideas from customers Customer communities Innovation communities Insights gained Usable product ideas Speed of development Marketing Talking: Promoting products and services, enhancing relationships Blogs Communities Viral marketing Market awareness Online buzz The amount of sales Customer relationships and customer satisfaction Sales Energizing: Identifying enthustiasts and using them Communities Social networking sites Embeddable widgets The amount of sales Online buzz Community membership Customer support P2P support: enabling customers to support each other Customer communities Wikis Number of members participating Volume of questions answered online and in other channels Operations Managing: Providing employees tools that they can assist one another Internal social networking sites Wikis Forums & communities Number of members participating Increased efficiency Decreased volume of 22

23 Understanding your business is key Last year one million quarter inch drills were sold. Not because people wanted quarter inch drills but because they wanted quarter inch holes. President of Black & Decker What we sell is the ability of a 43- year-old accountant to dress in black leather, ride through small towns and have people be afraid of him. Harley-Davidson marketing executive 23

24 3. Innovaatioita elintarvikeketjulle

25 Bioprocesses Health effects Sensory quality Nutritional quality Packaging techniques ICT INTELLIGENT NUTRITION SYSTEMS = FOOD + PACKAGE & DELIVERY + COMMUNICATION SERVICES Biotechnology, systems biology Information technologies Behavioural sciences Nutritional and health sciences 25

26 The food, diet and health chain Food industry Raw material production Ingredient industry Packaging industry Other delivering Industries Retail HoReCa Consumer Diagnostics Health care Dietary recommendations Education and communication 26

27 Suomalaiset vahvuudet viljapohjaisissa painonhallintatuotteissa Raaka-aineet: Kaura ja ohra β-glukaani Ruis arabinoksylaani Terveysvaikutusten ymmärtäminen ja mittaaminen Fraktiointiteknologia ja viljapohjaiset ingredientit Kuituleivonta, kuidun käyttö muissa sovelluksissa Viljaketjun tiivis yhteistyö 27

28 Suomalainen viljaosaaminen on ketjun yhteistoimintaa Maistuvaa, Helppokäyttöistä terveellistä, turvallista? Jalostus & viljely Raaka-aineen laatu ja puhtaus Prosessointi ja tuotekehitys Kuluttajan tarpeet V I L J A T U T K I M U S 28

29 Ruis & terveys -tutkimus Suomessa Example FUNCTIONAL GENOMICS AND NUTRITION Tekes, HEALTHGRAIN EU, FUNCTIONAL PROPERTIES OF RYE Industry/Tekes, RYE PHYTOPROTECTANTS NI/Industry, WHOLE GRAIN FOODS AND INSULIN METABOLISM Tekes, BIOACTIVITY OF RYE MMM/Tekes, RYE BRAN FOR HEALTH (NKJ) ENZYMATIC MODIFICATION OF RYE FLAVOUR TEKES, GRAINITY (NiCe) FIBREFFECTS TEKES, RÅG OCH HÄLSA NI/Industry, CEREAL AND CARBO- HYDRATE BASED PREBIOTICS Tekes, DIETARY FIBRE AND POLYPHENOLS IN GUT HEATH Tekes,

30 Mahdollisuuksia uusille pakkausteknologioille Laajempi tuote / brändi a) pakkauksella moninaisempi rooli osana tuote-/ brändielämystä b) käytettävyys, tuotteen käytön edistäminen / avustaminen c) painamalla valmistettu tuote Erottuu, myy ja viestii a) uusia koristeellisia ratkaisuja: kilpailu kaupassa, esilläpito kaupan ulkopuolella b) tuotteen valintaa helpottavia ratkaisuja c) pakkaus mediana Ekologisuus a) parempi pakkauksen toimivuus materiaalikehitysten kautta b) pienempi hävikki ja taakka ympäristölle Hinta a) kokonaishinta b) vähemmän materiaaleja c) vähemmän öljypohjaisia materiaaleja d) prosessien tehokkuus 30

31 What kind of interactive possibilities are emerging to fast moving consumer goods packaging? Communication Displays New embedded functionality in packages and printed matter Sensing Quality Daranee Lehtonen and Kirsi Kauppinen, Univ. Lapland 31

32 VTT programmes in packaging Center for Printed Intelligence (CPI) New mass produced and usable components and systems, which increase the functions of physical packages/products. Industrial biomaterials (IndBioMat) New biomass based packaging materials chemicals, material production processes and material applications. Re-Inventing Paper (R-IP) Efficient fiber based products and processes, applications of new biomaterials in fiber based products, new end-uses of fiber based products

33 Example Dynamic graphics Hidden pictures made visible by laser illumination for brand protection (covert) 33

34 Sensing and Indication Printed diagnostics, indicators and bioactive paper Example 34

35 Printed electronic components Printed OLEDs, electronics, power sources Example 35

36 Light weight packaging materials Example Solution is based on foam structures made of (nano)cellulose and biopolymers. Target is to achieve excellent printability and appearance with high bulk = light-weightness. 36

37 4. Yhteenveto

38 Innovaatiojohtamisen menestystekijät Ideasta innovaatioksi on pitkä matka: innovaatiosta idea on 1 %, raaka työ 99 %. Innovaatiot syntyvät yhdessä tekemällä ja osaamisia yhdistämällä. Olemassa olevaa tietoa ja osaamista pitää hyödyntää tehokkaasti. Verkostoituminen mahdollistaa resurssien tehokkaan käytön. Epäonnistuminen on sallittua ja se opettaa. Rima pitää asettaa riittävän korkealle. Johtaminen on ensiarvoisen tärkeää

39 Yhteenveto Innovaatiotoiminta ja siihen liittyvä kilpailu on lähtökohtaisesti globaalia. Markkinat ja asiakastarve ratkaisevat menestyksen. Liiketoimintamalli on avainasia. Elintarvikeketjulle on tarjolla paljon innovaatioita: pakkaukset, painettu älykkyys, bio- ja elintarviketeknologia, logistiikka, yms. Elintarvikeketjun yritysten vahva sitoutuminen tarvitaan: tutkimus- ja innovaatioputkessa on paljon aihioita! 39

40 VTT luo teknologiasta liiketoimintaa