copyright © 2019 centre for process innovation limited ... · innovation: lessons from experience...

Dr Jon Helliwell, Performance Development Director

INNOVATION: LESSONS FROM EXPERIENCE

– EXAMINING THE INNOVATION LANDSCAPE

Business, Innovation and Growth Conference26th February 2019

© 2019 Centre for Process Innovation Limited. All Rights Reserved.

WHAT IS INNOVATION?

In an on-line article published in 2014, Eric Shaver, a medical consultant, collected over 50 definitions, including…….

http://www.ericshaver.com/the-many-definitions-of-innovation/

1971

1973

1999

2009

2018

“…an invention which has reached marketintroduction in the case of a new product,or first used in a production process, inthe case of a process innovation.”

“…any idea, practice, or material artefactperceived to be new by the relevant unitof adoption.”

“…the transformation of knowledge intonew products, processes, and services…”

“…innovation is a process of turningopportunity into new ideas and of puttingthese into widely used practice.”

“Innovation is the use of new ideas,products or methods where they havenot been used before.”


http://www.ericshaver.com/the-many-definitions-of-innovation/

WHAT IS INNOVATION?

The art or science of converting existing inventions and ideas into practical products or services that can be used in everyday life



Technology Readiness Level 1-3

Researchers and Inventors

Technology Readiness Level 4-7 (Valley of Death)

CPI helps companies succeed where many otherwise fail

Component validation in laboratory environment

Analytical and experimental critical function and/or characteristic proof of concept

Technology concept and/or application formulated

Basic principles observed and reported

Component validation in relevant environment

System model or prototype demonstration in a relevant environment

Technology Readiness Level 7-9

Industry and Companies

3

2

1

9

8

7

6

5

4

TECHNOLOGY READINESS LEVELS (TRL)

Actual System proven through successful operations

Actual System completed and qualified through testing and demonstration

System prototype demonstration in an operational environment

InnovationResearch and Invention

Commercial Market

Public / Private Collaboration

Innovation Ready

Investment Ready



WHERE DOES INNOVATION FIT IN?

Profit

+

0

-

TRL 7 TRL 9TRL 6 TRL 8TRL 5TRL 4TRL 3TRL 2TRL 1

Product is successful and money is recovered at TRL 9

Innovation costs money at every stage up to TRL 7

Research InnovationEffort Market

INNOVATION ACROSS THE SUPPLY CHAIN

The Innovation Equaliser®

1

2

3

4

5

7

8

9

6

1

2

3

4

5

7

8

9

6

1

2

3

4

5

7

8

9

6

1

2

3

4

5

7

8

9

6

1

2

3

4

5

7

8

9

6

1

2

3

4

5

7

8

9

6

1

2

3

4

5

7

8

9

6

1

2

3

4

5

7

8

9

6

Downstream Processing

ReactionPrimary Process

Feedstock Preparation

Feedstock AssemblyFinish &

PackagingProduct Logistics

Supply chains do not function unless all steps are higher than TRL 7

Focus innovation and development on the low TRL steps© 2019 Centre for Process Innovation Limited. All Rights Reserved.

OUR TECHNOLOGIES AND CAPABILITIES

Therapeutic Biologics Formulation Graphene Nanotechnology

Photonics Industrial BiotechnologyElectronics, Systems

and SensorsDigital and Data


Embedded autonomous sensors for tyre management

Pesticide replacements and

crop enhancers

Tracking construction materials and plant

equipment

Bio-protein production for food

and feed

Electrode materials and sensors for

batteries

Wearables for health and

monitoring of wellbeing

High throughput screening for rapid

formulation development

Renewable plastic monomers

Track and trace across the supply

chains

Drug delivery, development, diagnosis, and manufacturing

Photonics-enabled diagnostics and

imaging


Opening Q1 2020 Opening 2020Opening Q1 2019

ALIGNMENT OF CPI INFRASTRUCTURETO TECHNOLOGIES AND CAPABILITIES


Opening Q1 2020 Opening 2020Opening Q1 2019

ALIGNMENT OF CPI INFRASTRUCTURETO TECHNOLOGIES AND CAPABILITIES

Printable and Hybrid Electronics,

Digital and Data

Industrial Biotechnologies, Digital and Data

Therapeutic Biologics, Digital

and Data

Formulations, Materials

Chemistry, Digital and Data

Formulations, Materials Chemistry

Photonics, Device Design, Digital and

Data

High-containment and chemistry

based conjugation

Batch to Continuous, Digital

and Data


HORIZONTAL INNOVATION

Having access to a wide range of skills from different industries enables ‘Horizontal Innovation’.

This is the application of a solution from one sector to a problem or challenge in another.

Multi-background teams can facilitate this approach.

COATINGS

PHARMACEUTICAL

FOOD TECHNOLOGY

FAST MOVING CONSUMER GOODS


THE CATAPULT CENTRES

Hauser & Dyson reports – focus on a few well funded ‘Catapult‘ Centres, modelled on Fraunhofer

CPI is a member of the first Catapult - High Value Manufacturing

Other Catapults:

• Digital

• Cell & Gene Therapy

• Offshore Renewable Energy

• Satellite Applications

• Transport Systems

• Future Cities

• Medicines Discovery

• Compound Semiconductor Applications

• Energy Systems


UNIQUE TECHNICAL EXPERTISE AND ASSETS

EXPERTISE IN SECURING CR&D BIDS

KNOWLEDGE AND APPLICATION INNOVATION

PROCESSES

Contract process development

and prototyping

Enabling the right funding

at the right timeBusiness services and

consultancy

CPI: AN INTEGRATED INNOVATION SOLUTION PROVIDER


CPI WORKS WITH MARKETS ACROSS INNOVATION CYCLESFROM PROOF OF CONCEPT TO COMMERCIALISATION

SHORT INNOVATION CYCLE

1-4 yearse.g. ICT and Digital

MEDIUM INNOVATION CYCLE

4-8 yearse.g. Food, Drink, and Nutraceuticals; Agri-tech; and Speciality Chemicals

and High Performance Materials

LONG INNOVATION CYCLE

6-12 yearse.g. Pharmaceuticals, Med-tech

Time to marketand financing

needs vary substantially


CPI WORKS ACROSS ESTABLISHED AND NASCENT INDUSTRIESWITH MEDIUM AND HIGH REGULATION

ESTABLISHED INDUSTRIES

Clearly identified need to change to address drivers around cost, sustainability, efficiencies and functionality

Large companies need help and SMEs need full support

Medium and long innovation cycles

Industry-level engagement needed to secure regulatory buy-in for high regulation industries

Need for cross-industry learning

NASCENT AND EMERGING INDUSTRIES

Explicit or implicit societal need combined with latent economic opportunities

New supply and value chains needed

Unclear revenue and business models

Very fragmented for strategic and financial investors and lack of integrating forces

Opportunity for start-ups and SMEs to thrive

Medium to long innovation cycles


CPI ENABLES DISRUPTIVE INNOVATIONFOR LARGE COMPANIES AND SMES

INCREMENTAL INNOVATION

Routine for Large companies

Some SMEs seek CPI support for incremental innovation activities

Existing supply and value chains adequate in most cases

Responsive to short-medium market needs and drivers

DISRUPTIVE INNOVATION

Challenging for Large companies; internal processes and resources not conducive to step out of routine

CPI is increasingly playing a role in helping large companies with disruptive innovation

Most high growth, high potential SMEs operate here and routinely seek CPI support

Emerging supply and value chains


INNOVATION FACTORS

What are the factors that need to be addressed in order to ensure success in Innovation?


ACCESS TO FINANCE

Supporting clients in scoping projects, finding partners, building consortia, developing project concepts and writing compelling proposals to bring them the right funding at the right time.

FUN

DIN

G

Regional

National

International

Private


CR&D INVESTMENT

• CPI leverages significant industry contribution through CRD grants

• 6x CRD activity enabled through CPI capability

• Significant contribution to UK innovation development leading to economic and societal impact

• £57M of CPI Grant funding, has realised a total £327M of overall CR&D activity

GRANT TO CPI

£57 m

CPI CONTRIBUTION

£18 m

INDUSTRY CONTRIBUTION

£102 m

GRANT TO INDUSTRY

£150 m


PRIVATE INVESTMENT AND PUBLIC GRANT SUPPORT FOR SMES

Data from an initial sample set of 50 SMEs

Information sourced from Beauhurst, which uses publicly available data sources to gather their intelligence.

Data includes:

Pragmatic (£24m),

Plaxica (£18m),

Chemoxy (£20m)

Smartkem (£10m)

PRIVATE

POST-CPI SUPPORT

£43m

PRE-CPI SUPPORT

£9.8m

POST-CPI SUPPORT

£475m

PRE-CPI SUPPORT

£89m

PUBLIC


FOCUS ON CUSTOMER SEGMENTS

LARGE CORPORATES

Augmenting internal R&D capabilities through CPI’s pan-industry activity

Enabling access to networks and grant funding

Deep innovation process knowledge in corporate R&D

SME

All necessary technical skills and capability for successful innovation

Access to the right funding at the right time

Consulting services on the wider needs of growing SMEs

UNIVERSITIES

Showing demonstrable Impact from university research

Providing effective ‘sub-contracting’ capability

Networks and knowledge of start-ups

INVESTORS

Ability to screen and assess products and technologies for commercialisation potential

Extensive networks and knowledge of SME and start-up landscape


IMPACT CASE STUDY

INPUTSCPI Printable Electronics Facilities, Incubation Space & Infrastructure

Expertise & Consultancy

Signposting & Consortia Building

Bid Writing

OUTPUTSFeasibility studies completed

Scale up achieved

Capital expenditure reduced

Public funding secured

Formation of supply chain relationships

Accelerated technology development

OUTCOMES£26M private investment gained

59 jobs retained/created

Value created from IP - 35 patents

PragmatIC is a world leader in ultra-low cost flexible electronics, enabling the potential for trillions of smart objects that can engage with consumers and their environments.


Working with CPI has saved us at least 18 months and capital investment in the order of £10-20 million.

SCOTT WHITEChief Executive Officer, PragmatIC


Significant upfront commitment and partnership with GSK and AZ to deliver the Medicines Manufacturing Innovation Centre

CPI works closely with the Medicines Manufacturing Industry Partnership (MMIP) and engages at industry-government level to influence the direction of pharma manufacturing innovation

CPI will continue to leverage bespoke large company contribution

PARTNERSHIP ON THE MEDICINES MANUFACTURING INNOVATION CENTRE


ENABLING INNOVATION ACROSS OUR TARGET SECTORS

CPI has a clear alignment to the markets and to the

Industrial Strategy

The target industries, and the markets they support, are

significant in size and scope, and are essential to UK societal benefit and economic growth

CPI delivers direct impact and value to our partners and

significant further leverage through public and private funds


[email protected]


copyright © 2019 centre for process innovation limited ... · innovation: lessons from experience...

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