Why disruptive innovation?<\/span><\/h3>\nIn a study conducted in 2014, Arthur D. Little found that companies want to increase the contribution of breakthrough innovation in their income (+50% over 5 years), but that a majority of them (87% ) declare themselves unsatisfied with\u00a0their capabilities in this area (low success rate, uncontrolled costs and delays, lack of access to skills, attention sink\u00a0…)<\/span><\/p>\nAn original approach?<\/span><\/h3>\nArthur D. Little has developed an original approach to systematize breakthrough innovation, based on four principles:<\/span><\/p>\n\n- Identify needs that have not yet been addressed by the market and for\u00a0which at least\u00a0three distinct\u00a0scientific pathways\u00a0promise to deliver\u00a0results under 18 months;<\/span><\/li>\n
- Set the breakthrough innovation bar\u00a0high enough<\/em> to obtain sustainable differentiation, and low enough<\/em> to improve the chances of implementation;<\/span><\/li>\n
- Select the best talents worldwide and combine them into\u00a0project commando<\/em>-teams, each able to explore one scientific pathway;<\/span><\/li>\n
- Manage these teams in a spirit of collaborative competition<\/em>\u00a0and coach them on\u00a0agile methods of knowledge development.<\/span><\/li>\n<\/ol>\n
This approach can first be\u00a0<\/span>tested via<\/em>\u00a0a pilot project, following which it may complement a company’s existing innovation management practices.<\/p>\n\nOver the last ten years, several large groups have established units dedicated to breakthrough innovation. They lacked an industrial method to produce these breakthroughs. Now, manufacturers will be able to get a hold of the method they need. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0<\/span>Vincent Bamberger<\/strong>, Managing Partner, Arthur D. Little France.<\/span><\/em><\/p>\n<\/blockquote>\nWhich areas does this method apply to?<\/span><\/h3>\nThis approach has already introduced breakthroughs in several areas: ultra-lightweight materials for aerospace, solutions for medical imaging, new braking systems, micro-drones, modular electronics, food packaging, etc.<\/span><\/p>\n\nIn a project related to packaging technologies, within 9 months we managed to halve the amount of plastic used and its manufacturing time … almost without changing the manufacturing equipment of our client. One of the three teams we had assembled proposed an innovative concept of “reactive extrusion”, and this made all the difference. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0<\/span>Eric Kirstetter<\/strong>, Partner Arthur D. Little, in charge of driving Technology & Innovation Management in Paris.<\/span><\/em><\/p>\n<\/blockquote>\nWhat advantages does the partnership between Presans and Arthur D. Little deliver?<\/span><\/h3>\nAfter two years of informal collaboration, Presans and Arthur D. Little have decided to make their complementarity official.<\/span><\/p>\nBeyond its methodology, Arthur D. Little combines two key skills: firstly, the ability to identify unaddressed needs and to strategically set technical targets ; secondly, the expertise to manage and drive these complex projects (navigating uncertainty, managing collaborative competitions between teams, managing agile scientific developments).<\/span><\/p>\nPresans relies on its network of 5 million experts to identify attractive scientific routes as well as the top talents from which the\u00a0matching teams will be assembled. This is achieved by involving retired scientific and technical directors of large companies, who identify the best ideas, assemble the external scientific teams, and provide guidance and assessments.<\/span><\/p>\n\nThis partnership extends our vision on the need for new, more open and dynamic business organizations. The combination of our technology, our pool of international experts and our managerial know-how will be a powerful lever for innovation to our customers an innovative approach to achieve set to prototype the impossible! \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0<\/span>Albert Meige<\/strong>, founder and CEO of Presans.<\/span><\/em><\/p>\n<\/blockquote>\n***<\/span><\/p>\n*<\/span><\/p>\nAbout Presans<\/span><\/h3>\n![\"logo_presans_2012_square\"](\"\/wp-content\/uploads\/2016\/06\/logo_presans_2012_square.png\")
An Ecole Polytechnique startup founded in 2008 by Albert Meige, Presans is a major player in open industrial innovation. Presans adroitly combines data mining technology, a team of Fellows – formerR & D directors of large groups – and a worldwide network of 5 million experts to accelerate\u00a0innovation\u00a0and remove risks\u00a0associated with innovation projects\u00a0for large industrial groups. Its customers are major industrial groups in Europe, the USA and the Middle East in the fields of energy, aviation, aerospace, car manufacturing, food and cosmetics.<\/span><\/p>\nwww.presans.com<\/span><\/a><\/p>\n
An original approach?<\/span><\/h3>\nArthur D. Little has developed an original approach to systematize breakthrough innovation, based on four principles:<\/span><\/p>\n\n- Identify needs that have not yet been addressed by the market and for\u00a0which at least\u00a0three distinct\u00a0scientific pathways\u00a0promise to deliver\u00a0results under 18 months;<\/span><\/li>\n
- Set the breakthrough innovation bar\u00a0high enough<\/em> to obtain sustainable differentiation, and low enough<\/em> to improve the chances of implementation;<\/span><\/li>\n
- Select the best talents worldwide and combine them into\u00a0project commando<\/em>-teams, each able to explore one scientific pathway;<\/span><\/li>\n
- Manage these teams in a spirit of collaborative competition<\/em>\u00a0and coach them on\u00a0agile methods of knowledge development.<\/span><\/li>\n<\/ol>\n
This approach can first be\u00a0<\/span>tested via<\/em>\u00a0a pilot project, following which it may complement a company’s existing innovation management practices.<\/p>\n\nOver the last ten years, several large groups have established units dedicated to breakthrough innovation. They lacked an industrial method to produce these breakthroughs. Now, manufacturers will be able to get a hold of the method they need. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0<\/span>Vincent Bamberger<\/strong>, Managing Partner, Arthur D. Little France.<\/span><\/em><\/p>\n<\/blockquote>\nWhich areas does this method apply to?<\/span><\/h3>\nThis approach has already introduced breakthroughs in several areas: ultra-lightweight materials for aerospace, solutions for medical imaging, new braking systems, micro-drones, modular electronics, food packaging, etc.<\/span><\/p>\n\nIn a project related to packaging technologies, within 9 months we managed to halve the amount of plastic used and its manufacturing time … almost without changing the manufacturing equipment of our client. One of the three teams we had assembled proposed an innovative concept of “reactive extrusion”, and this made all the difference. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0<\/span>Eric Kirstetter<\/strong>, Partner Arthur D. Little, in charge of driving Technology & Innovation Management in Paris.<\/span><\/em><\/p>\n<\/blockquote>\nWhat advantages does the partnership between Presans and Arthur D. Little deliver?<\/span><\/h3>\nAfter two years of informal collaboration, Presans and Arthur D. Little have decided to make their complementarity official.<\/span><\/p>\nBeyond its methodology, Arthur D. Little combines two key skills: firstly, the ability to identify unaddressed needs and to strategically set technical targets ; secondly, the expertise to manage and drive these complex projects (navigating uncertainty, managing collaborative competitions between teams, managing agile scientific developments).<\/span><\/p>\nPresans relies on its network of 5 million experts to identify attractive scientific routes as well as the top talents from which the\u00a0matching teams will be assembled. This is achieved by involving retired scientific and technical directors of large companies, who identify the best ideas, assemble the external scientific teams, and provide guidance and assessments.<\/span><\/p>\n\nThis partnership extends our vision on the need for new, more open and dynamic business organizations. The combination of our technology, our pool of international experts and our managerial know-how will be a powerful lever for innovation to our customers an innovative approach to achieve set to prototype the impossible! \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0<\/span>Albert Meige<\/strong>, founder and CEO of Presans.<\/span><\/em><\/p>\n<\/blockquote>\n***<\/span><\/p>\n*<\/span><\/p>\nAbout Presans<\/span><\/h3>\nAn Ecole Polytechnique startup founded in 2008 by Albert Meige, Presans is a major player in open industrial innovation. Presans adroitly combines data mining technology, a team of Fellows – formerR & D directors of large groups – and a worldwide network of 5 million experts to accelerate\u00a0innovation\u00a0and remove risks\u00a0associated with innovation projects\u00a0for large industrial groups. Its customers are major industrial groups in Europe, the USA and the Middle East in the fields of energy, aviation, aerospace, car manufacturing, food and cosmetics.<\/span><\/p>\nwww.presans.com<\/span><\/a><\/p>\n
- \n
- Identify needs that have not yet been addressed by the market and for\u00a0which at least\u00a0three distinct\u00a0scientific pathways\u00a0promise to deliver\u00a0results under 18 months;<\/span><\/li>\n
- Set the breakthrough innovation bar\u00a0high enough<\/em> to obtain sustainable differentiation, and low enough<\/em> to improve the chances of implementation;<\/span><\/li>\n
- Select the best talents worldwide and combine them into\u00a0project commando<\/em>-teams, each able to explore one scientific pathway;<\/span><\/li>\n
- Manage these teams in a spirit of collaborative competition<\/em>\u00a0and coach them on\u00a0agile methods of knowledge development.<\/span><\/li>\n<\/ol>\n
This approach can first be\u00a0<\/span>tested via<\/em>\u00a0a pilot project, following which it may complement a company’s existing innovation management practices.<\/p>\n
\n
Over the last ten years, several large groups have established units dedicated to breakthrough innovation. They lacked an industrial method to produce these breakthroughs. Now, manufacturers will be able to get a hold of the method they need. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0<\/span>Vincent Bamberger<\/strong>, Managing Partner, Arthur D. Little France.<\/span><\/em><\/p>\n<\/blockquote>\n
Which areas does this method apply to?<\/span><\/h3>\n
This approach has already introduced breakthroughs in several areas: ultra-lightweight materials for aerospace, solutions for medical imaging, new braking systems, micro-drones, modular electronics, food packaging, etc.<\/span><\/p>\n
\n
In a project related to packaging technologies, within 9 months we managed to halve the amount of plastic used and its manufacturing time … almost without changing the manufacturing equipment of our client. One of the three teams we had assembled proposed an innovative concept of “reactive extrusion”, and this made all the difference. \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0<\/span>Eric Kirstetter<\/strong>, Partner Arthur D. Little, in charge of driving Technology & Innovation Management in Paris.<\/span><\/em><\/p>\n<\/blockquote>\n
What advantages does the partnership between Presans and Arthur D. Little deliver?<\/span><\/h3>\n
After two years of informal collaboration, Presans and Arthur D. Little have decided to make their complementarity official.<\/span><\/p>\n
Beyond its methodology, Arthur D. Little combines two key skills: firstly, the ability to identify unaddressed needs and to strategically set technical targets ; secondly, the expertise to manage and drive these complex projects (navigating uncertainty, managing collaborative competitions between teams, managing agile scientific developments).<\/span><\/p>\n
Presans relies on its network of 5 million experts to identify attractive scientific routes as well as the top talents from which the\u00a0matching teams will be assembled. This is achieved by involving retired scientific and technical directors of large companies, who identify the best ideas, assemble the external scientific teams, and provide guidance and assessments.<\/span><\/p>\n
\n
This partnership extends our vision on the need for new, more open and dynamic business organizations. The combination of our technology, our pool of international experts and our managerial know-how will be a powerful lever for innovation to our customers an innovative approach to achieve set to prototype the impossible! \u00a0 \u00a0 \u00a0 \u00a0 \u00a0 \u00a0\u00a0<\/span>Albert Meige<\/strong>, founder and CEO of Presans.<\/span><\/em><\/p>\n<\/blockquote>\n
***<\/span><\/p>\n
*<\/span><\/p>\n
About Presans<\/span><\/h3>\n
An Ecole Polytechnique startup founded in 2008 by Albert Meige, Presans is a major player in open industrial innovation. Presans adroitly combines data mining technology, a team of Fellows – formerR & D directors of large groups – and a worldwide network of 5 million experts to accelerate\u00a0innovation\u00a0and remove risks\u00a0associated with innovation projects\u00a0for large industrial groups. Its customers are major industrial groups in Europe, the USA and the Middle East in the fields of energy, aviation, aerospace, car manufacturing, food and cosmetics.<\/span><\/p>\nwww.presans.com<\/span><\/a><\/p>\n
- Set the breakthrough innovation bar\u00a0high enough<\/em> to obtain sustainable differentiation, and low enough<\/em> to improve the chances of implementation;<\/span><\/li>\n
![\"Logo_ADL_BlauerHintergrund\"](\"\/wp-content\/uploads\/2016\/06\/Logo_ADL_BlauerHintergrund.jpg\"){kind=logo}
Arthur D. Little is the first general management consultancy, founded 130 years ago (1886). It is renowned for its ability to combine Strategy, Innovation and Transformation. Its Technology & Innovation Management practice regularly develop new approaches to help companies develop their ability to innovate and solve complex problems. Its consultants accompany clients to appropriate these practices and create value. Arthur D. Little is active all over the world\u00a0and advises the majority of Fortune 500 companies.<\/span><\/p>\n