and avoid loss of IP?

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Outsourcing
-

how to identify a partner
and avoid loss of IP?

David Corkill

Senior Manager


Pall Europe Limited

Pall Industrial R&D Group

Wednesday 18
th

October 2006

www.pall.com

© 2006 Pall Europe Limited

2

How to
identify opportunities and
the right
partners?

Outsourcing
-

how to identify a partner and
avoid loss of IP?

Why
outsource

in a technology activity?

How to
share

and
protect

intellectual property?

www.pall.com

© 2006 Pall Europe Limited

3

www.pall.com

© 2006 Pall Europe Limited

"It is not the strongest of the species
that survive
,

nor the most
intelligent,

but the one most

responsive
to change
."

-

Charles Darwin


Why outsource in a technology activity?

4

www.pall.com

© 2006 Pall Europe Limited

Outsourcing
-

how to identify a partner
and avoid loss of IP?

Task One:

How do you get a giraffe into a fridge?


How do you get an elephant into a fridge?


Tarzan invites all the animals to a party, which animal does not make it?


You need to cross a crocodile infested river


how do you cross?

5


Founded by
Dr. David Pall

in July 1946
, we are
solely dedicated to filtration, separation and
purification technologies.


Annual sales of
$2 billion

in FY06; trading symbol
on NYSE: PLL.


c.
11,000

employees worldwide.


Operations in 80 locations in 30 countries; HQ in
New York.


$57.4 million

investment in R&D.


Operates in two broad markets:


Life Sciences


Industrial


Dr. David B. Pall

An Introduction to Pall Corporation

www.pall.com

© 2006 Pall Europe Limited

6

Our Vision


One day all fluids will pass
through Pall products


Why outsource in a technology activity?

www.pall.com

© 2006 Pall Europe Limited

7

Six Year Performance

$US Millions

1,000

800

600

400

200

0

1,200

04

03

02

01

1,400

$2 Billion

1,600

1,800

2,000

05

www.pall.com

© 2006 Pall Europe Limited

06

8

Sales Analysis FY06

Europe

40%

Western

Hemisphere

36%

Asia

24%

Sales by Geography

General
Industrial

38%

Microelectronics

13%

Aerospace

10%

Medical

22%


BioPharm

17%



Sales by Segment

Life Sciences 39%

Industrial 61%

www.pall.com

© 2006 Pall Europe Limited

9

Pall Corporation Today


Life Science Sales Markets




BioPharmaceuticals



Medical



Blood



Biosciences



Specialty Materials

Life Sciences

www.pall.com

© 2006 Pall Europe Limited

10

Pall Corporation Today


Industrial Sales Markets

Industrial


Water Processing


Food and Beverage


Microelectronics


Heavy Industries



Fuels & Chemicals



Industrial Manufacturing



Power Generation


Transportation



inc. Powertrain, Marine,
& Mobile Equipment


Aerospace

www.pall.com

© 2006 Pall Europe Limited

11

Market Potential for Filtration,
Separations & Purification Technologies

Fuels & Chemicals
$2,500M
7%
Microelectronics
$1,000M
3%
Medical
$2,200M
6%
BioPharmaceuticals
$5,800M
17%
Potable Water
$9,000M
26%
Machinery &
Equipment
$9,000M
26%
$35 Billion

Food & Beverage

$2,200M

6%

Power Generation

$2,300M

6%


Aerospace

$1,000M

3%

www.pall.com

© 2006 Pall Europe Limited

12

www.pall.com

© 2006 Pall Europe Limited

Outsourcing
-

how to identify a partner
and avoid loss of IP?

Task Two:

What is a perfect partner?

1.

Next 1 minute


No talking


Write separate ideas on each Post
-
Its



Stack in front of you


Pass stack of Post
-
Its to LEFT

3.

Next 1 minute


No talking


Read only


Pass Stacks to me

4.

Review findings at the end of the talk


2.

Next 1 minute
-

No talking


Read ideas and write additional ideas
on separate Post
-
Its


Add to the stack


Pass Stack to the LEFT

13

How to identify opportunities and the
right partners?

Key considerations:


Observing Partners


Strategic Outsourcing


Capability
Development


Technology Sharing



IPR


Building Linkages to
Facilitate Learning


Observant Organisation

www.pall.com

© 2006 Pall Europe Limited

14

How to identify opportunities and the
right partners?

Observing Partners

www.pall.com

© 2006 Pall Europe Limited

Networked Organisations

Searching Organisation

15

How to identify opportunities and the
right partners?

Observant Networks with
:


Customers


Competitors


Work Colleagues


Partners


Associations


Institutes


Suppliers/Vendors


Consultants


Academia


Conference Delegates


Chance Meetings/Comments

Level of understanding of the
technology/opportunity by
external parties

Level of insight of the
technology/opportunity by the
acquiring business

www.pall.com

© 2006 Pall Europe Limited

16

How to identify opportunities and the
right partners?

Strategic Outsourcing

The searching organisation
coordinates outsourcing among
partners, initiates actions and
coordinates problem solving

www.pall.com

© 2006 Pall Europe Limited

Searching Organisation

17

How to identify opportunities and the
right partners?

Strategic Outsourcing

Searching Organisation




Prototyping Services

Testing Services

Consulting Engineers/Scientists

Technology Brokers

Contract R&D facilities

ICT Services






Technical Publishers

Standards Institutions

Consultancies

Conferences & Seminars

Chambers of Commerce








Universities

Technology Centres

Research Institutes

Government Laboratories

Government Research Agencies








Suppliers

Competitors

Trade Associations

Professional Institutes

Advice Centres

Work Colleagues

Customers



adjacent space




www.pall.com

© 2006 Pall Europe Limited

18

How to share and protect intellectual
property?

Capability Development and Technology Sharing


The searching organisation manages the
development and sharing technology
-
based ideas among network partners


Attempts to lever and develop each
partners’ core competencies


Provides incentives for network to share
their capabilities and competencies with
partners

5Cs = Capability + Capacity + Credibility + Culture + Compliance

www.pall.com

© 2006 Pall Europe Limited

Searching Organisation

19

How to share and protect intellectual
property?

Building Linkages to Facilitate Learning

Searching Organisation


The searching organisation
emphasizes to partners the need
to build linkages between value
chains and networks of value
chains.


The strategic network seeks to
develop a competitive advantage
in primary or support activities

www.pall.com

© 2006 Pall Europe Limited

20

Potential impediments to sharing and
IP protection

Absence of a Plan for Joint Value Capture


Lack of appropriate symmetry with partners can lead to early
termination of relationships, leaving true capabilities untapped

Overprotective Approach to Innovation Sharing


Partners are reluctant to share details on early stage projects,
preventing obscured technology
-
application matches

Undifferentiated Value Proposition for Partners


Reliance on currency as the sole “deal driver” leaves a
company without advantage over competitors

Uncoordinated Partnership Management

Poorly aligned incentives within peer functions (such as
accounts, procurement, R&D etc) create conflicting messages
to current and potential partners

www.pall.com

© 2006 Pall Europe Limited

21

Outsourcing
-

how to identify a partner and
avoid loss of IP?

Some
Concluding
points:


1.
What is your
vision



what are you good at and do it in
-
house

2.
Value

for investment


a key driver

3.
Select your
partners

carefully


keep searching for the
5Cs
:

Capability + Capacity + Credibility + Culture + Compliance

4.
Manage your partners strategically:

a.
A
mutual trusting contract



but balanced with the R&D
usefulness

b.
Flexibility and open



being able to work with networks

www.pall.com

© 2006 Pall Europe Limited

22

How to
identify opportunities and
the right
partners?

Outsourcing
-

how to identify a partner and
avoid loss of IP?

Why
outsource

in a technology activity?

How to
share

and
protect

intellectual property?

www.pall.com

© 2006 Pall Europe Limited

23

www.pall.com

© 2006 Pall Europe Limited

and Pall are trademarks of Pall Corporation.

Outsourcing
-

how to identify a partner
and avoid loss of IP?

"If
change

is happening on the
outside

faster

than on the inside then the
end is in sight
."

-

Jack Welch


“… there are always more
smart

people
outside

your company
than within
."

-

Bill Joy

24

www.pall.com

© 2006 Pall Europe Limited

Outsourcing
-

how to identify a partner
and avoid loss of IP?

Task One Answers:

How do you get a giraffe into a fridge?


How do you get an elephant into a fridge?


Tarzan invites all the animals to a party, which animal does not
make it?


You need to cross a crocodile infested river


how do you cross?

Open the fridge’s door, place the giraffe in the fridge, close the door.


Open the fridge’s door, release the giraffe, place the elephant within, close
the door.


The elephant


he is in the fridge.


However you want


the crocodiles are at Tarzan’s party.