finmeccanica technological strategy
TRANSCRIPT
SPARX FEL
Roma 7 marzo
Finmeccanica
Technological Strategy
Giancarlo Grasso – Finmeccanica
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1,709 € MDETAILS
15.2% € 1.9 bln
� ALENIA AERONAUTICA� ALENIAAERONAVALI� ALENIAAERMACCHI� ATR
� AGUSTA WESTLAND � ALCATEL ALENIA SPACE� TELESPAZIO
� SELEX SENSORS & AIRBORNE SYSTEMS� SELEX COMMUNICATIONS� SELEX SISTEMI INTEGRATI� SELEX SERVICE MANAGEMENT� SEICOS� ELSAG� ORIZZONTE� ELETTRONICA
� OTO MELARA� WASS� MBDA
� ANSALDO STS� ANSALDOBREDA
� ANSALDO ENERGIA
SpaceAeronautics
21.6% € 2,7 bln
Helicopters
6.1% € .764 bln
Defence Electronics
29.6% € 3.7 bln
8.8% € 1.1 bln 11,2% € 1.4 bln
Defence Systems Transportation
Finmeccanica Business Sectors2006 Revenues: € 12.5 bln(+14%YoY, 8% like for like)
7,8% € .978 bln
Energy
100% FNM CompaniesJVs
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1381
1800
450
520
41080
28015 45
0
200
400
600
800
1000
1200
1400
1600
1800
2000€ mln€ mln
2005 2006 Helicopters DefenceElectronics
Aeronautics Space DefenceSystems
Energy Transportation
Finmeccanica GroupResearch and Development Expenses 2006
14% Rev. 06
Second Best Innovator in Aerospace and Defence in 2005 MIT R&D Ranking
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Dual Technology Approach
Common extended technological pillars ….Common extended technological pillars ….
....founded by different Organizations in several p rojects….....founded by different Organizations in several p rojects….
…………merged for Civil, Military and dual use application smerged for Civil, Military and dual use application s
DMRDMR
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Group Engineers, Engineering Population, and Research & Development Specialists
~ 10.000
GRADUATED ENGINEERS
PLANNING/ENGINEERING
OFFICERS
RESEARCH & DEVELOPMENT
STAFF
~10.600
>11.000
>11.200
~3.500
~4.000
End 2006
End 2007
Finmeccanica total employeesJan. 2008: ~ 59.000
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TechnologyTechnologyGovernanceGovernance
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Technology Governance in Finmeccanica
Mind Sh@re©
ProductsPlan
MKTPlan
IPManagement
TechnologyAppraisal
Strategic Plan
Academia Collaboration
TechnologyPlan
•COMPETENCE APPRAISAL
•TECHNOLOGY SHARING
•ACTION PLAN
CommunitiesOf
Practice
National/EUFunding
Budget/Plan
FNM TechPlan
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Competitive Impact
Com
petit
ive
Pos
ition
Clear Leader
Strong
Favorable
Tenable
Weak
Emerging Pacing Key Base
Opportunities for future competitive advantage
Opportunities for present competitive advantage
Opportunities for refocusing of resources
Industry average
Alarms for survival
Alarms for the presentAlarms for the future
Technology Appraisal: Technology Positioning
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Technology Governance Finmeccanica
Mind Sh@re©
ProductsPlan
MKTPlan
IPManagement
TechnologyAppraisal
Strategic Plan
Academia Collaboration
TechnologyPlan
•COMPETENCE APPRAISAL
•TECHNOLOGY SHARING
•ACTION PLAN
CommunitiesOf
Practice
National/EUFunding
Budget/Plan
FNM TechPlan
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Technology Plan
• Identification of critical technologies
• Identification of global action plan and its priorities
• Research Costs in Budget/Plan Documents• Research Topics:
– Description
– Future spending
– Main goals, significant milestones and deliverables– Comparison between research topics and gaps identified with Technology
Appraisal– Impact on Products
– Research/Collaboration with Universities and other Finmeccanica Companies and others Shareholders
– Synergies and integrations between Finmeccanica companies
– Funding
– Compatibility between Research activities and involved company resources
The Technology Plan is generated independently by each company: by the processof Group Planning and the establishment of technological communities it is optimisedat Group level through an iteractive process
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Technology Governance in Finmeccanica
ProductsPlan
MKTPlan
IPManagement
TechnologyAppraisalTechnologyAppraisal
Strategic Plan
Academia Collaboration
TechnologyPlan
•COMPETENCE APPRAISAL
•TECHNOLOGY SHARING
•ACTION PLAN
CommunitiesOf
Practice
National/EUFunding
Budget/Plan
FNM TechPlan
Mind Sh@re©
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Technological Communities (MindSh@re ©)
1. Define and support Common Technology Plans and related initiatives (i.e. Technology Platform, …)
2. Promote best practices within the Community
3. Promote Community cooperation in R&D
4. Assure compatibility between development process and developmenttools
5. Create new business opportunities for which integration capability and complexity management is required
6. Define Investment Plan according to Technology and Product Plans
7. Promote Sponsored Community of Practice
8. Favor cross fertilization among adjacent businesses
Through the technological Communities, Finmeccanica gives inputs and
coordinates the individual companies’ technological plan to optimize the use of
resources at Group level.
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Technology Governance in Finmeccanica
Mind Sh@re©
ProductsPlan
MKTPlan
IPManagement
TechnologyAppraisal
Strategic Plan
Academia Collaboration
TechnologyPlan
•COMPETENCE APPRAISAL
•TECHNOLOGY SHARING
•ACTION PLAN
CommunitiesOf
Practice
National/EUFunding
Budget/Plan
FNM TechPlan
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Finmeccanica Tech Plan
– The Group Plan provides the basic methodology for the Technology Governance Process:
• It synthesizes all the initiatives and investments of the Groupneeded to sustain medium and long term planning
• It represents the optimal use of the resources by putting in place synergies obtainable on activities on common enabling technologies
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Technology Governance in Finmeccanica
Mind Sh@re©
ProductsPlan
MKTPlan
IPManagement
TechnologyAppraisal
Strategic Plan
Academia Collaboration
TechnologyPlan
•COMPETENCE APPRAISAL
•TECHNOLOGY SHARING
•ACTION PLAN
CommunitiesOf
Practice
National/EUFunding
Budget/Plan
FNM TechPlan
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FNM vs Scientific Community
FINMECCANICA ROLE
• Active internationally• Sensitive to Market Dynamics
and Evolution• Competitive Intelligence:
Product Evolution• Elaborates Competitive
Solutions to Complex Systems• Decides the right timing for
new tech introduction in new or existing products
• Directs Suppliers/Partners SME
SCIENTIFIC COMMUNITY ROLE
• Actor in scientific R&D • Player in the international Hi Tech
Arena; Intelligence on the international technological evolution
• Owner of top competencies and abilities, not biased by contracts and deliverables
• Subject who understands needs and trends of the Industrial world
• Targeted education
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3C: Collaborative Scheme
• Industry shares with the Scientific Community its technological
forecast and through Collaborative agreements. It fosters research activities in the Academia along agreed guideline.
• Industry (Client) assigns a task to University (Server) on a specific short term project.
• Industry and Academia combine resources setting up Centresof Excellence.
CC11
CC22
CC33
CCCC
CC
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Relationships with Academia
• Chair at Universities: 3 USA; 1 UK (Co-funded with the Royal Academy of Engineering for three years from 2006 to 2009)
• University Partnerships: > 60 Research Agreements mainly in Italy and the UK ( presence in F, D and USA)
• Defence Technology Centres fund 13 UK Universities research projects
• Framework Agreement in Italy with: • CNR
• COTEC
• CNIT
• CINI
• CRUI
• CINSA
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Technology Governance in Finmeccanica
Mind Sh@re©
ProductsPlan
MKTPlan
IPManagement
TechnologyAppraisal
Strategic Plan
Academia Collaboration
TechnologyPlan
•COMPETENCE APPRAISAL
•TECHNOLOGY SHARING
•ACTION PLAN
CommunitiesOf
Practice
National/EUFunding
Budget/Plan
FNM TechPlan
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Intellectual Property Governance-STATUS
Objectives & Guidelines
- Motivate Group’s Companies to protect own Technolo gies, Solutions,
Businesses & Market-shares. - All Group’s Companies involved (IPR Managers netwo rk, managed by HQ).
Results:- Number of Patents: - 1Q’05: 380
- 4Q’05: 620- 4Q’06: 820 - 4Q’07: 1045
- Number of Patent applications/year: - 2004: 25 ca- 2007: 200 ca
- Percentage of international patents: - 1Q’05: 45 %- 4Q’07: 84 %
Near future challenges- Reinforce Group’s “culture” to improve IP position ing (500 patents/year) - Implement new “IPR Management model” at Group leve l. - Define “Trade-Marks management model” at Group lev el.
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COTEC: The innovation engine
• Reinforce networking between industry and Academia
• Realise an IT system to monitor and promote Research and Innovation
• Define and manage an evaluation process for patents of the Academia, verifying their industrial potentiality and supporting the technology transfer
•Support the start-up phases of new companies
PMI
CRUI
Università
Torino
Napoli
Lecce
CNR
ENEA
ENI
EspertiTecnici
FINMECCANICA
TELECOM
Comitato dei Programmi
COTECFINANZA
EspertiTecnici
EspertiTecnici
COTEC
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• Finmeccanica is a company based on high tech assets with a strong tech governance
• Dual application allows Finmeccanica to access to both civil and military resources
• Acquisition of Enabling Technologies is a Driver of Finmeccanica International Expansion
• Technologies are one of the pillars of Finmeccanica expansion strategy
• Virtuous Innovation Process has lead to State-of-the-Art, Highly Competitive Products
• Relation with Academia Paramount for Long Term Research
…. in conclusions…