Repsol
Archives
Challenge: Amid change in the broader business, a global energy company sought to reassess its strategy in external innovation sourcing and maximize the value of its corporate venture activities
Approach:
Benchmarking:
Analyzed peer energy companies’ strategies and structures for innovation sourcing, including data-driven review of activities, resources, governance structures and portfolios
Trend analysis:
Drew out patterns in the development of peers’ approaches to innovation sourcing and articulated drivers and barriers to change
Strategic recommendations:
Synthesized industry benchmarking and internal interviews to develop a set of recommendations for CVC strategy, resources and governance
Internal alignment:
Supported innovation team in building case to senior leadership by providing data and external validation for recommendations
Results:
- Recommended new vision for CVC and broader innovation activity
- Materials developed provided evidence base in presentations to company board
- Broader scope of external innovation was approved and CVC team was grown to address new technology areas
Veolia
Challenge: Building a world-class internal program for innovation sourcing and launch into the market in search of technology solutions
Approach:
Capacity building:
Assessed internal organization, process, and tools needed to successfully manage innovation sourcing process
Opportunity identification:
Evaluated strategic gaps and piloted a set of technology sub-sectors for company sourcing
Implementation:
Launched the Veolia Innovation Accelerator in February 2010; monitored external press and feedback
Credible messaging:
Raised visibility in the cleantech sector and enabled successful partnerships with leading cleantech companies
Stakeholder engagement:
Organized a Silicon Valley road show introducing key executives to leading investors to strengthen Veolia’s innovation network
Results:
- Secured a pipeline of 100 target companies for consideration
- Announced five partnerships by May 2011 (including NanoH2O, Vantage Point, and SDTC)
- Signed two new partnerships in first half of 2011 (ISD and Hara)
NRG
Challenge: Making the leap from offering traditional renewable products to providing clean power solutions
Approach:
Enhanced or expanded offerings:
Assessed and refined strategic value proposition of selling “clean energy” bundles and solutions, including renewables, energy efficiency, and customer branding support
Industry and market assessment:
Identified and prioritized over 100 new major commercial account targets by interest in renewables and influence in the market and local community
Integrated business processes:
Trained sales & marketing teams to articulate broader benefits of clean energy solutions to non-traditional energy buyers, such as commercial executives
Value chain engagement:
Leveraged Cleantech Group’s extensive network of commercial and industrial utility customers to facilitate introductions for business development and pilot new sales strategy
Results:
- Initiated business development dialogue with 10 leading commercial prospects
- Proposed 5-8 new clean energy solution bundles
- Clear roadmap for current sales and marketing organization
- Customizable collateral for consultative clean power sales
EDF
Challenge: Connect with new innovation partners to enhance customer offerings in service territories of Israel across six cleantech sectors
Approach:
Industry and market assessment:
Conducted data-driven primary and secondary diligence to landscape Israeli cleantech ecosystem across wind, solar, energy efficiency, smart grid, energy storage, and water/wastewater
Regional cleantech database:
Identified, prioritizing, and profiled top five target Israel startups within each sector
New partnerships:
Identified key success factors for partnerships and facilitated meetings between EDF and selected leading innovators
Results:
- Connection to diverse set of industry experts and innovators
- Commitment to pursue Israel startup roadshow
- Intent to help BUs expand strategic innovation partners