Have you ever wondered where great ideas come from? If your company has ever stalled for the lack of innovation, then you’ve probably thought about it from time to time. Innovative ideas can come from nothing, or from a long process of brainstorming and debate, but it always seems like some industries are consistently coming out with the best new products and processes, while others lag far behind. This isn’t your imagination; some industries are moving much more quickly than others. But which industries are the most innovative, and what sets them apart?
In this Innovation Ecosystem podcast, Dr. Jessica Flechtner of Genocea Biosciences discusses her journey progressing the company from startup to going public. Learn from Jessica’s journey and rationale for joining an innovative biosciences startup despite her illustrious research career; her key role in bringing a company from the acquisition of venture capital funding through to going public in year and how she and the Genocea team create a culture of discussing failure and celebrating success that helps them maintain their competitive edge in an ever-changing and demanding pharmaceutical industry.
When Céline Schillinger looked around her workplace she saw that the system didn’t value the diversity of competencies that different people could bring. They were being wasted. The system was focusing on a very narrow bandwidth of talents and always promoted the same kind of people, coming from the same background, and with the same kind of thinking. She decided to do something about it. Céline was called a troublemaker by her bosses, but thanks to her passion to grow and improve on rigid corporate systems, she was awarded Woman of the Year — La Tribune Women’s Awards in 2013. Céline is now the Head of Quality Innovation & Engagement at Sanofi Pasteur, the vaccines division of the multinational pharmaceutical company Sanofi.
Are we still stuck in the innovation processes of the last century? On this week’s episode, Alexander Osterwalder looks at some of the fundamental problems in industries such as banking or pharmaceuticals and why the value propositions of today are not very satisfying for customers. Alex explains why the time has come to create new organizational structures and add a space where new business models and new value propositions can thrive.
In Parts 1 & 2, Gordon, newly appointed CEO of PharmaX, is confronted with a serious innovation gap in the next 5 years. His pipeline of projects is quality but high risk. From an arm’s length point of view, he sees that he has 3 options: business as usual, R&D budget cutting or rethink the way PharmaX assets are being used to redefine a new strategy. In Part 3 we will see how Gordon draws on his experience in customer needs driven innovation and managing his team, to carve out a daring innovation program.
In the first installment, Gordon the newly appointed CEO at Pharmax is confronted with an innovation gap of 5 years. Certainly, the potential of the portfolio is high, but the risks are even higher. With market pressure breathing down his neck, Gordon tries to make sense of the options that he has and make the right decisions.
We are on the executive floor of the imaginary pharmaceutical company PharmaX, it is Q3 and the top management is preparing for the annual innovation review. The year has been tough with revenue being hit by generic competition as their major products come off patent, but then it has been difficult for all the industry. This is the first article in a series of three. Parts 2 & 3 will be published in the next 2 weeks.
Can non-industry specific IP funds help to push the innovation envelope? Can we bridge the gap between industries and geographies to provide a systematic breeding place for forward-thinking inventions? Gunjan Bhardwaj explores.
We see a lot of programs being run in companies in the name of innovation. Of course some of the large corporations need to run innovation programs for name sake. They need some window dressing for analysts and industry observers lambasting the same for not being innovative enough.