Summit Chairmen's Overview and Keynotes:
Day One: Dr. Jay Paap | Day Two: Dr. Paul Germeraad

Keynote Presenters:
Dave Edwards | Dr. William LaFontaine | Brad Trucksis

Case Presentations:
Church & Dwight | Kraft | Corning | Nokia | Dow | Cadbury

Panel Sessions:
Day 1: Comparing Tech Scouting Experiences & Resources
Day 2: Integrating Internal/External Innovation

CHAIRMAN'S OVERVIEW AND KEYNOTE

Innovation - Matching New Technologies with Real and Unmet Market Needs

The challenge of innovation is fundamentally simple: all you have to do is anticipate future customer needs, identify the best technologies to address those needs, and convince your organization to make significant investments to bring that vision to the market � and do so before there are hard market numbers or all the technology has been proven!

The challenge is overwhelming if firms attempt to do everything themselves: the costs and risks are just too great. However, by selectively working with others, it is possible to overcome many of the organizational and individual barriers to pursing innovative projects. Building on the MIT Model of Innovation developed almost 40 years ago, Dr. Jay Paap, will identify classic challenges to innovation, from anticipating needs through pursuing long term projects, and show how companies can use external sourcing to overcome many of the most daunting obstacles to innovation.

KEYNOTE PRESENTATION

Internal and External Innovation Frameworks: Lessons from the Road

Avery Dennison in recent years has explored a number of different growth and innovation processes and learned a great deal about what works -- and what does not. As the company acts and learns they continue to upgrade processes to make innovation sustainable and repeatable. Today they are still moving down this long road: this presentation will discuss key learnings, including detours to avoid and a few that may be worth exploring.

Dave Edwards is Chief Technology Officer at Avery Dennison where innovation is a core value and integral part of company culture. Dr. Edward's leadership includes both external and internal innovation -- going outside for new technologies and customer insight while simultaneously fostering creativity inside. He joined Avery Dennison in 1999 as New Business Development Director and became CTO in 2005. Dr. Edwards was educated at Cambridge University, England, and graduated with a Ph.D. in Chemical Engineering in 1984.

CASE PRESENTATION

Open Innovation in Response to a
Consumer-Driven Technology Strategy

Being one of the few mid size FMCG manufacturers in North America, with brands that are number one or two in most markets, Church & Dwight is in a unique position. With consistent demand for strong organic growth, the need to maintain our current industry leading total shareholder return, and with a broad product portfolio underpinned by many diverse technologies, finding and maintaining quality external relationships as means of innovation are essential for C&D.

Creating successful consumer- driven products that have their roots in external innovation, requires the right internal tools and processes. A nimble culture of open innovation was assured at C&D by strengthening the internal alignment on prioritized consumer needs, by identifying, prioritizing, and adhering to key technologies and platforms, by articulating thoroughly technology challenges, by adopting best practice in sourcing technologies, and by growing and maintaining key relationships with external partners.

Dr. Ovid Romanoschi is the Director of Applied Sciences and New Technology at Church & Dwight, one of the leading fast-moving consumer products companies in North America. He has a PhD in Chemical Engineering, and MS degrees in both Polymer Sciences and in Applied Statistics. Prior to his current position with C&D, in Princeton, NJ, he worked at Mobil Chemical, Infineum (a joint venture between ExxonMobil and Shell) and Playtex Products.

CASE PRESENTATION

Successfully Bringing �Outside In� at Kraft Foods

Leveraging external technologies and innovation is not necessarily new. What�s different is that in the past, it was considered a business Opportunity, and today it is a business Imperative. But doing Open Innovation is challenging for companies with resources, processes and a mindset that have traditionally focused on internal innovation.

This presentation focuses on how Kraft Foods is approaching some of these challenges:

• Creating a situation where technologies have business unit and consumer pull vs push

• Creating processes and avenues for external technologies to come in

• Changing the �Not invented here� culture

Nanako Mura provides leadership and helps develop strategies to effectively identify and bring in new technologies, capabilities and ideas to deliver innovative, breakthrough new opportunities to accelerate growth for Kraft Foods.

CASE PRESENTATION

Opportunity Identification and Open Innovation at Corning

Corning is dedicating part of its R&D organization to the front-end of Innovation and identification of possible future opportunities for the company. To this end, a rigorous process has now been in place for several years and includes a variety of tools based on assessment of such opportunities by a joint team of market and technology professionals. Open Innovation on a global basis is part of this strategy. The presentation will describe how the various elements of this approach are articulated and put in practice.

Daniel Ricoult is Director, Technology Assessment in Corning Inc.�s Strategic Growth Division, where he contributes to identifying new opportunities for the company.

CASE PRESENTATION

Searching, Identifying and Validating External Innovations for New Business Opportunities�a VC-like Approach

How to find new business opportunities/technologies in 'stealth mode,' through VC, investment bankers, IP lawyers etc. before competitors. How to determine which technologies and applications are best for creating new revenue streams. How Nokia set up its Tech Scouting program -- the rationale, structure, criteria - and results so far.

Hitesh Anand searches, identifies and validates external innovations in North America, using an �outside-in� venture capital approach, to help create new business opportunities for Nokia.

CASE PRESENTATION

Working with Open Innovation Brokers

Dow AgroSciences uses several Open Innovation brokers to tap external expertise and ideas to accelerate R&D product development. These ideas can be good complements to the company's internal research and are most valuable when they can be obtained quickly and easily by R&D project teams. This presentation will describe several changes Dow AgroSciences has made to integrate and simplify the process that project teams use with one Open Innovation broker, InnoCentive, to get external ideas for problem solving. The changes have resulted in a 50% decrease in the time to submit problems and an increase in the number of submissions.

James Ruiz is a Research Leader and Open Innovation Project Leader for Dow AgroSciences. His role is to improve current processes and explore new ways to achieve sustainable, scalable, open innovation models in R&D.

PANEL SESSION

Comparing Tech Scouting Experiences & Resources

Industry practitioners discuss their experiences with opportunity hunting, tech scouting tools & processes, brokers and intermediaries, technology assessment, deal-making and more. This candid exchange between panelists and audience is designed to answer your specific questions and offer recommendations.

Panelists:

	Kurt Schilling, PhD Vice President Advanced Technologies Johnson & Johnson Kurt Schilling is currently Vice President of Advanced Technologies, part of the RD&E group that supports Consumer & Personal Products Worldwide.  In this role, he leads a team responsible for development of disruptive innovations that either redefine current franchises or create whole new businesses.  Recently Advanced Technologies has been incorporated into an expanded �Big I� Incubator, partnering with a new �Big I� business team.
	James Ruiz, PhD Research Leader and Open Innovation Project Leader Dow AgroSciences LLC James Ruiz is a Research Leader and Open Innovation Project Leader for Dow AgroSciences. His role is to improve current processes and explore new ways to achieve sustainable, scalable, open innovation models in R&D.
	Daniel Ricoult, PhD Director, Technology Assessment Corning, Inc. Daniel Ricoult is Director, Technology Assessment in Corning Inc.�s Strategic Growth Division, where he contributes to identifying new opportunities for the company.
	Crystal Leach, PhD Director, Product & Technology Development Kimberly-Clark Healthcare Crystal Leach is a Director of Product & Technology Development for Kimberly-Clark�s Global Health Care Business. She leads a team with responsibility for identifying new product opportunities that drive growth in key medical device platforms such as Airway Management and Enteral Feeding. Her scope includes customer-driven front-end concept development, technology scouting, and driving adoption of innovation best-practices across Health Care.
	Hitesh Anand Senior Manager, Technology Scouting & Corporate Business Development Nokia Hitesh Anand searches, identifies and validates external innovations in North America, using an �outside-in� venture capital approach, to help create new business opportunities for Nokia

KEYNOTE PRESENTATION

P&G�s Open Innovation Journey � Lessons from the Frontlines

Procter & Gamble is often cited as the leader in Open Innovation and "going outside" for new ideas and technologies. Brad Trucksis, Associate Director of P&G�s External Business Development, will present an update on P&G�s open innovation program � called Connect + Develop.

He will share case studies and lessons learned, including:

• Key success factors for technology-based partnerships, i.e. what contributes to the best outcome in terms of achieving mutual goals

• What processes are used to screen and evaluate ideas and opportunities

• How open innovation has enabled business growth and market leadership

• Going beyond technology - an overview of where P&G is headed on its innovation journey.

Brad Trucksis joined P&G�s External Business Development organization where he focuses on creating value for P&G�s Beauty categories and their external partners.

BREAKFAST SESSION

Working with Academic Institutions for Access to Emerging Technologies

Learn how to successfully tap the best minds and research capabilities to transform early stage technologies into cutting-edge products. Sheryl Greenberg, Senior Industrial Liaison Officer at MIT�s Industrial Liaison Program, will discuss the value of an academic institution in the identification and development of new technologies, how programs like the ILP work, and what the benefits are to companies. She will provide case examples from industry and answer your specific questions.

Sheryl Greenberg initiates and promotes the interactions and development of relationships between academic and industrial entities to facilitate the transfer of new ideas and technologies between MIT and companies. By understanding the business, technology and commercial problems within a company, Sheryl identifies useful resources and opportunities at MIT.

CHAIRMAN'S OVERVIEW AND KEYNOTE

Assessing and Maximizing Value of Internal and External Assets

Companies continue to look for engaging and insightful ways to assess the value of internal technology assets and capabilities. Once they have such a picture they subsequently need motivating and vivid ways to find, evaluate and integrate externally-developed IP into their NBD / R&D pipeline -- consistent with business strategy and product / technology roadmaps.

In this presentation, expert Paul Gerrmeraad will give an overview of the techniques benchmarked companies are using to meet these objectives and obtain a solid ROI on their efforts. He will discuss:

• How To Assess The Value Of Internal Technology Assets And Capabilities

  • Business S Curve Guides, Use Map, Value Map

• Evaluate Externally-developed IP In the Context Of Strategy/ Business Model, Pipeline/Portfolio, Future Product Roadmap, and Overall ROI

  • Internal and External Value of IP Varies by Industry Segment

  • How Strategy and Business Models Are Derived From Industry Needs

  • Likely Sources of Technology & IP

• Integrate Externally-developed IP In the Context Of Strategy/ Business Model, Pipeline/Portfolio, Future Product Roadmap, and Overall ROI

  • Maintain Technology and IP Investments To Keep Velocity Constant

  • Ward Off IP Sharks, Thwart Competitors Strategies

  • Develop Business and Technology Where IP Is Open

KEYNOTE PRESENTATION

Achieving Strategic Growth and Sustainable Profitability from IP

IBM is well-known for its ambitious growth strategy and R&D investment. In this keynote talk, Dr. LaFontaine will share how IBM evaluates IP, both internally-created and externally-acquired, to achieve maximum growth and profitability. He will discuss criteria and success factors for "going outside," forming joint development alliances, and licensing -- including global expansion.

Tom Reeves leads IBM's program to work with customers and business partners to develop and share intellectual property, and to promote innovation. His group is a bridge to the company's R&D initiatives, spanning such areas as software, semiconductors and supercomputing.

CASE PRESENTATION

Bringing Externally Developed Technologies into the NPD Process

Clive Norton will describe the organizational structure and stage-gate process used at Cadbury, including the roles, responsibilities and rewards - from concept into development.

He will discuss:

• How Cadbury�s team of Open Innovation Transfer Managers interface with R&D teams to identify market needs of each region and segment (gum, chocolate, sugar confectionery); how they then integrate with the externally faced OI searching teams responsible for identifying solutions, bringing technologies in-house, and arranging and/or executing collaborative research.

• How Project Managers using OI thrive and are rewarded

• How open innovation balances against internal developments in terms of cost and time

• How technologists manage external partnerships

• How projects move into the stage-gate process

Clive Norton is Principal Scientist at Cadbury Plc and has been involved with R&D in the food industry for fourteen years. His role at Cadbury includes overseeing liaisons with project managers globally and compiling problems/needs/opportunities from within the corporation to be addressed by external technology, solutions or expertise.

PANEL SESSION

Integrating Internal/External Innovation

This culminating session is designed to bring together all the lessons learned and experiences shared � and will be an opportunity to ask questions about your own challenges.
The focus will be on how to successfully combine external technologies with internally developed IP �including cultural/organizational/staffing considerations, rewards/incentives, metrics, stage-gate and development processes, and financial/strategic objectives.

Panelists:

	Gary D. Fletcher, PhD Technology Leader Advanced Technology R&D Group BD Diagnostics Gary Fletcher, Technology Leader in the Advanced Technology R&D Group of BD Preanaltical Systems, develops technology and innovation strategy and leads the technology intelligence and scouting activities critical to the future growth of the BD Diagnostics business. He leads a team of engineers and scientists and develops collaborative relationships with universities and companies.
	Casey Hill Senior Director IPR Strategy and Corporate Licensing Motorola Casey Hill is currently Senior Director of IPR Strategy and Corporate Licensing in Motorola�s law department. He has contributed to a broad range of Motorola business units in Georgia, Florida, Texas and Illinois, and he has led several start-up ventures within Motorola.
	Clive Norton Principal Scientist Cadbury Plc Clive Norton is Principal Scientist at Cadbury Plc and has been involved with R&D in the food industry for fourteen years. His role at Cadbury includes overseeing liaisons with project managers globally and compiling problems/needs/opportunities from within the corporation to be addressed by external technology, solutions or expertise.