Liisa Valikangas, Kommenttipuheenvuoro. Elintarvikeketjun Visio- ja Uutispäivä Liisa Välikangas

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1 Kommenttipuheenvuoro Elintarvikeketjun Visio- ja Uutispäivä Liisa Välikangas

2 Elintarvikeketju - Kolme peruskehitysmahdollisuutta: 1. Lyhennä ketjua: 2. Lisää ketjun arvoa asiakkaalle: Esim. lähiruoka Esim. jalostusaste, CO2 jälki 3. Kehitä useita ketjuja: S, K, X,Y,Z

3 The Big Picture Mitä maailmalla tapahtuu? Trendejä: - Yksinkertaisuus, luonnonläheisyys - Design (esim. pakkaus) - Nälänhätä? Geneettisesti muunneltu ruoka - Hypoallergisuus - Personalized food ja performance food - Eläkeläiset - Kestävyys (sustainability) - Pula vedestä

4 Syö itsesi innovatiiviseksi? A study by Harvard Business School found that between 2004 and 2007, sales of Nestlé s products containing such functional ingredients increased by 23.7% a year, compared with growth of 6.2% a year for its ordinary foods. Sales of Nestlé s functional foods grew by 20% in Lähde: Nestlé, The Unrepentent Chocolatier,The Economist, Oct 29, 2009

5 Kaikesta huolimatta: By 2015, 1.5 billion people worldwide will be obese or overweight a rise of 50% from Source: Nestlé The goals of food companies and the goals of public health are fundamentally different, says Marion Nestle (no relation), a nutrition expert at New York University who is a noted critic of big food firms. There is very little evidence that eating these things makes people healthier. If you want to do something for your health, you don t eat as much, and you don t eat processed food. The Economist, Oct 29th 2009

6 Eat your own dog food. Worldwide retail sales of dog and cat food topped US$45 billion in 2007, according to Euromonitor International. That figure represents a total growth of nearly 43% from the 2002 amount of US$31.57 billion. Sales of dog and cat food in Latin America grew a whopping 107.2% from 2002 to 2007, to a total of US$5.04 billion, Euromonitor says. Regional growth is expected to continue at 26.5% to a total of US$6.37 billion by Hot growth countries for petfood include Mexico and Brazil, which together account for 78% of the Latin American pet market. Source:

7 The Economist Meet The Ideas People Are you an Ideas Person? Liisa Valikangas, He eivät elä meidän maailmassamme. Me elämme heidän todellisuuttaan. If you think about it, there isn t much in existence you can claim ownership for. This world we live in, with its ever-accelerated marvels and tried-and-true-tested institutions, is pretty much the produce of other people s minds. Kunkin sukupolven kyky kehittää ja toteuttaa uutta ajattelua määrää sen, miten paljon maailma kehittyy. Ours is the age of innovation. Ideas are the currency of the modern economy. Entire new industries and many existing ones have turned from creating products to producing ideas. The stars of the 21st century are the pioneers, catalysts and builders of new ideas. The world belongs to them. The Ideas People.

8 Toteuta ja johda innovaatio: I. II. III. Asenne Strategia Resurssit Päästään tosiasioiden torjumisesta Kehitetään uusia strategisia aloitteita Kiihdytetään aloitteiden toteuttamista

9 Toteuta ja johda innovaatio: I. Asenne Päästään tosiasioiden torjumisesta

10 The Bake-Off Malcolm Gladwell, September 5, 2005 Annals of Technology, New Yorker, Project Delta aims to create the perfect cookie.

11 Toteuta ja johda innovaatio: I. II. Asenne Strategia Päästään tosiasioiden torjumisesta Kehitetään uusia strategisia aloitteita

12 It was 20 years of conviction that got us there. Take Nespresso, an almost instant espresso that is made by machine from a little capsule of coffee. Nestle started working on the technology in 1970 and filed its first patent in It was another decade before it was ready to start selling Nespresso pods and machines. Thereafter the business lost money for a decade. But now it is one of Nestle s fastest-growing products. Sales have been increasing by 30% a year (even though Nespresso is a premium brand) and are expected to reach nearly SFr3 billion this year. The Economist, Oct 9, 2009

13 Toteuta ja johda innovaatio: I. Asenne II. Strategia III. Resurssit Escaping the denial trap Generating new strategic options Realigning talent and capital Uudistumisen sykli