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【技术产业】宝洁公司创新之道：“C+D”模式
随着宝洁专利许可计划的进行，宝洁公司不仅日益渴望把知识财产转变为利润中心，而且也希望使用别人的知识产权来加快自己的研发过程，推动宝洁核心业务的增长。因此，“联系＋开发”（Connect and Develop，C＋D）的模式应运而生。
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To get an idea of what its "open innovation" model has meant to The Procter & Gamble Company, pretend you are doing your weekly shopping at the local supermarket-but you can't buy the products that have emerged from a new P&G business process called Connect + Develop.
Cross off your list Swiffer dusters and Mr. Clean Magic Eraser and mops. Same for Bounce, Downy Wrinkle Releaser, and Dryel in the laundry section. Over in health and beauty aids, you'll have to do without a Crest Spin Brush and Olay Regenerist lotion. These and dozens of other products occupy vast swaths of retailers' real estate today solely because seven years ago P&G switched to new paradigm for finding, licensing and developing innovations from far outside its own famed R&D labs.
Connect + Develop has made P&G an acknowledged global leader in external development. "With this process, they're finding ways to succeed where their competitors aren't," says Matthew McCormick, a portfolio manager for Bahl & Gaynor Investment Counsel, Inc. in Cincinnati, a large P&G stockholder. "They can outthink their competitors."
Innovation at P&G now actually travels on a two-way street. Under the Connect + Develop umbrella, technology invented inside P&G is also going outside the company for more fruitful development elsewhere. But it's the inward movement of technology and product ideas that has helped the 170-year-old Cincinnati-based corporate giant, with annual sales last year of $70 billion, to generate several billion dollars a year in organic sales growth.
It's difficult to overstate the impact that P&G's new openness has had on the company since chief executive A.G. Lafley mandated the revolutionary approach in 2000. More than 40 percent of P&G's new products launched last year have key elements that originated from outside P&G, up from about 15 percent in 2000. Connect + Develop has developed into a voracious internal client for P&G's legal department, which has created a dedicated team of transactional IP lawyers to handle the work involved with creating and maintaining relationships with the company's new partners. And big companies in other industries are rushing to copy the Connect + Develop philosophy. Delphi Corporation, for instance, is drawing heavily on lessons from P&G as it veers away from its historical role as a captive supplier to General Motors Corporation.
Before Connect + Develop, P&G's tightly closed business model led jokesters to insist that P&G invented the classic rejection "not invented here" as a way to resist change. Yet at the turn of this century, the old way just wasn't working anymore. Products at the world's largest consumer brands company took advantage of only 10 percent of its patents, and its R&D expenses as a percent of sales topped those of its rivals.
Its innovation success rate-the rate at which new products flourished after they were introduced to the market- had stagnated at about 35 percent. These problems contributed to P&G's other major woes, which included higher costs, stagnating volumes, and the loss of the company's proud number one market-share positions by Crest toothpaste (to Colgate) and by Pampers disposable diapers (to Kimberly-Clark Corp.'s Huggies).
Lafley took over the top job in the summer of 2000, after P&G's share price plummeted to $52 from $118 earlier that spring. The wake-up call from the stock market gave the new CEO just the rationale he needed to intiate a major cultural shift. Lafley soon set the goal that 50 percent of P&G's new products would come from outside the company's walls, borrowing from an approach that already had been paying dividends for IBM and Eli Lilly.
Thinking afresh, P&G executives quickly estimated that, for every P&G researcher, there were about 200 scientists or engineers elsewhere in the world who were just as good, a total of perhaps 1.5 million people. They recognized that important innovation increasingly springs from small and midsize companies and universities. They concluded that, by identifying promising ideas from outside and applying P&G's vaunted R&D, manufacturing, marketing, and purchasing capabilities, they could churn out better and cheaper products, faster.
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作者:admin@医学,生命科学 2011-02-25 17:14
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