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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Research and development represents a vast spread of topics and can be an arena for controversy. In academia, such controversy may stem from conflicting interpretations of data and subsequent conclusions, the question of who was first to discover a particular finding and whether or not the said finding is of any value to the scientific community. R&D in corporate environments is mostly defined and driven by costs and clearly identified, consumer-focused targets. There is, however, common ground between these two approaches as both strive to maximize knowledge, though for different reasons and in differnt ways. The equipment and scientific rigor may be similar or identical, however their usage, approach and interpretation are different.
This book discusses the history and background of today's food industry R&D as seen by consumers, academia and the industry itself, with several chapters dedicated to new and disruptive approaches. A must-read for all professionals in the packaged goods industry as well as students who aspire to contribute to this new industry, forcefully driven by R&D.
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Veröffentlichungsjahr: 2016
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Table of Contents
Cover
Title Page
About the Authors
Foreword
Preface
Acknowledgment
Part 1: What we have today and how we got here
1 A typical food R&D organization: Personal observations
1.1 INTRODUCTION
1.2 A LOOK BACK IN WONDERMENT
1.3 A LOOK BACK TO THE BEGINNINGS OF A TYPICAL FOOD INDUSTRY R&D
1.4 FROM SINGLE AND LARGE TO MULTIPLE AND COMPLEX
1.5 WHY DOES THE FOOD INDUSTRY NEED R&D AFTER ALL?
1.6 SUMMARY AND MAJOR LEARNING
REFERENCES
2 A typical food R&D organization: The world consists of projects
2.1 ALL R&D WORK IS PROJECT BASED
2.2 PROJECT MANAGEMENT
2.3 ALL PROJECTS ARE SPONSORED
2.4 THE PREDICTABLE ORGANIZATION
2.5 VALUATION OF PROJECTS
2.6 SUMMARY AND MAJOR LEARNING
REFERENCES
3 A critical view of today’s R&D organization in the food industry: Structures and people
3.1 A TYPICAL SETUP OF A FOOD R&D ORGANIZATION
3.2 THE PEOPLE IN THE FOOD R&D
3.3 THE ROLE OF DISCOVERY AND INNOVATION IN FOOD R&D
3.4 ADDITIONAL PERSONAL OBSERVATIONS AND R&D‐RELATED STORIES
3.5 SUMMARY AND MAJOR LEARNING
REFERENCES
4 Understanding intellectual property and how it is handled in a typical food R&D environment
4.1 QUEST FOR INTELLECTUAL PROPERTY: AN IMPORTANT DRIVER
4.2 THE VALUE OF INTELLECTUAL PROPERTY FOR A FOOD COMPANY
4.3 INTELLECTUAL PROPERTY AS THE BASIS FOR INDUSTRIAL INTELLIGENCE AND COUNTERINTELLIGENCE
4.4 COMMERCIALIZING IP ASSETS
4.5 SUMMARY AND MAJOR LEARNING
REFERENCES
Part 2: Possible future of the food industry
5 The need for a new approach to R&D in the food industry
5.1 R&D IN THE FOOD INDUSTRY IS INEFFICIENT: AN ANALYSIS
5.2 R&D UNDER THE INFLUENCE AND GUIDANCE OF CONSULTANTS
5.3 R&D UNDER THE TUTELAGE AND GUIDANCE OF MARKETING AND OPERATIONS
5.4 EVOLUTIONARY CHANGE IN A TYPICAL FOOD R&D ORGANIZATION
5.5 SUMMARY AND MAJOR LEARNING
REFERENCES
6 Consumer perspectives for change to R&D in the food industry
6.1 THE FAST MOVING CONSUMER GOODS INDUSTRY (FMCGI)
6.2 THE CONSUMER IN THE CENTER
6.3 THE CONSUMER‐DRIVEN FOOD R&D
6.4 CONSUMER GROUPS: THE PUBLIC OPINION
6.5 SUMMARY AND MAJOR LEARNING
REFERENCES
7 University perspectives for change to R&D in the food industry
7.1 HOW DID WE GET TO THIS?
7.2 THE “STATE OF THE ART”
7.3 WHERE ARE WE HEADING?
7.4 SUMMARY AND MAJOR LEARNING
REFERENCE
8 Industry perspectives for change to R&D in the food industry
8.1 A TYPICAL FOOD INDUSTRY SET‐UP
8.2 THE FOOD INDUSTRY: AN EASY MONEY‐MAKER OR A DAILY BATTLE?
8.3 IS THE FOOD INDUSTRY REALLY INNOVATION DRIVEN?
8.4 THE PERCEIVED VALUE OF THE R&D ORGANIZATION: IT’S IN THE EYE OF THE BEHOLDER
8.5 SUMMARY AND MAJOR LEARNING
REFERENCES
Part 3: Disruptive outlook for the food industry’s R&D
9 Outlook to other industries’ R&D organizations
9.1 INTRODUCTION
9.2 BRIEF HISTORICAL REVIEW
9.3 LET THE JOURNEY BEGIN: WHAT WE CAN LEARN FROM THEIR PLAYERS AND INDUSTRIES
9.4 HALFTIME
9.5 SUMMARY AND MAJOR LEARNING
REFERENCES
10 Utopia or visions for the future: A new reality?
10.1 WHAT IF I HAD A MAGIC WAND? MY FIRST SET OF MAGIC TRICKS
10.2 WHAT IF I HAD A MAGIC WAND? MY SECOND SET OF MAGIC TRICKS
10.3 THE NEW SCIENTISTS AND ENGINEERS: A NEW TYPE OF PEOPLE
10.4 THE NEW R&D ORGANIZATION
10.5 SUMMARY AND MAJOR LEARNING
REFERENCES
11 Testing the hypotheses
11.1 TOO GOOD TO BE TRUE OR SIMPLY WRONG?
11.2 THE NEW PEOPLE: WHAT DOES IT MEAN?
11.3 SOME CASE STUDIES: PERSONAL VIEWS
11.4 BUSINESS MODEL 3.0 FOR R&D
11.5 SUMMARY AND MAJOR LEARNING
REFERENCE
12 Summary, conclusions, learning, and outlook
12.1 THE TYPICAL R&D ORGANIZATION IN THE FOOD INDUSTRY
12.2 UNDERSTANDING INTELLECTUAL PROPERTY
12.3 NEW APPROACHES AND PERSPECTIVES FOR CHANGE
12.4 OUTLOOK TO R&D ORGANIZATIONS IN OTHER INDUSTRIES
12.5 THE VISION FOR THE FUTURE: TESTING THE VISION
REFERENCE
Index
End User License Agreement
List of Illustrations
Chapter 01
Figure 1.1 R&D could stand for … .
Figure 1.2 Historic view of evolution of today’s food industry and its R&D.
Figure 1.3 Reasons why R&D in the food industry exists.
Chapter 02
Figure 2.1 Meanings of “project”.
Figure 2.2 Elements of good project management.
Figure 2.3 Typical roles of SBU and R&D.
Figure 2.4 Rituals from the business and R&D.
Figure 2.5 R&D spending of selected list of companies as percentage of sales for 2011.
Chapter 03
Figure 3.1 A simplified food company R&D structure.
Figure 3.2 Turnover of personnel in food industry R&D.
Figure 3.3 People in the food industry.
Figure 3.4 Innovation versus renovation as function of the company size.
Figure 3.5 Types of projects.
Chapter 04
Figure 4.1 A holistic overview of IP in the food industry.
Figure 4.2 Average number of granted patents by industry in 2014.
Figure 4.3 A typical patent fortress in the food industry.
Chapter 05
Figure 5.1 Optimizing the R&D Organization.
Figure 5.2 Budget cuts versus constraints – budget cuts and constraints.
Figure 5.3 The 3 main reasons to hire consultants.
Chapter 06
Figure 6.1 These are the industries of which the fast moving consumer goods industry (FMCGI) is typically composed.
Figure 6.2 Product success versus amount of consumer research behind product development.
Figure 6.3 Maximizing the output.
Figure 6.4 From old to new, from low to high efficiency, from low to high added value.
Figure 6.5 R&D and manufacturing in the maelstrom of administrative rules.
Figure 6.6 The main drivers behind R&D activities.
Chapter 07
Figure 7.1 Pros and cons of horizontal and vertical approaches to solving problems via research. Note that the asterisked points are often strongly weighted when choosing which approach to follow.
Figure 7.2 Some possible reasons to work with academic partners.
Figure 7.3 Science versus engineering.
Figure 7.4 Conceptual phases of nutrition research.
Figure 7.5 The “holy trinity” of research collaboration.
Chapter 08
Figure 8.1 The food industry puzzle.
Figure 8.2 The big picture of the history of food and beverage companies.
Figure 8.3 The really complex company.
Figure 8.4 Two opposing views on R&D.
Chapter 09
Image 9.1 Ask Zappos.
Chapter 10
Figure 10.1 Consumers’ fears.
Figure 10.2 Suggested business model 2.0.
Figure 10.3 Suggested business model 2.1.
Figure 10.4 Recognize and accept these necessary steps toward an R&D‐driven organization.
Figure 10.5 The transformations.
Chapter 11
Figure 11.1 Retailers’ new relationships: Why not number one?
Figure 11.2 Typical arguments to reject business model 2.0: Why not number two?
Figure 11.3 What’s bad about business model 2.1: Why not number three?
Figure 11.4 Business model 3.0: The required transformations.
Guide
Cover
Table of Contents
Begin Reading
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Food Industry R&D
A New Approach
Helmut Traitler
Birgit Coleman
Adam Burbidge
This edition first published 2017 © 2017 John Wiley & Sons, Ltd
Registered OfficeJohn Wiley & Sons, Ltd, The Atrium, Southern Gate, Chichester, West Sussex, PO19 8SQ, UK
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ISBN: 9781119089391
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Cover image: Hong Li/Gettyimages
About the Authors
Helmut Traitler has a PhD in Organic Chemistry from the University of Vienna–Austria. He was an Assistant Professor and Group Leader of a Research Team for Westvaco in Charleston, South Carolina, USA, working in Vienna, Austria. He joined Nestlé Research in 1981 and later became a member of the Editorial Board of the Journal of the American Oil Chemistry Society. At Nestlé, his roles have included Head of the Department of Food Technology; Head of the Combined Science and Technology Department; Head of Nestlé Global Confectionery Research and Development, York, United Kingdom; Director of Nestlé USA Corporate Packaging in Glendale, California; Head of Nestlé Global Packaging and Design, Nestec Ltd., in Vevey; and Vice Preseident of Innovation Partnerships at Nestec Ltd., working in Glendale, California, as well as Vevey, Switzerland. In August 2010, he cofounded Life2Years, Inc., a start‐up company in the area of healthy beverages for the 50+. Helmut is the Senior Innovation Connector for Swissnex San Francisco, a public–private partnership organization sponsored by the Swiss government with offices in Beijing; Bangalore; Rio de Janeiro; Cambridge, Massachusetts; and San Francisco,. He is actively involved in technology spin‐offs of mission‐noncritical know‐how for the Jet Propulsion Laboratory (JPL) in Pasadena. He has most recently been involved in codeveloping food products in the area of sports and is the author of more than 60, mostly peer‐reviewed, scientific publications, 26 international patents, book chapters and 2 books.
Birgit Coleman is a strategic thinker and Connections Explorer in her current role at Swissnex San Francisco. Her expertise includes recipes for growth through internal innovation and external strategic partnerships with the goal of building a disruptive innovation pipeline for the clients of Swissnex San Francisco. Before Swissnex San Francisco, Birgit worked for the energy drink company Redbull North America, and IBM in Vienna, Austria—her home country. She holds a Masters Degree in Business from the University of Vienna.
Adam Burbidge obtained a BEng and later a PhD in Chemical Engineering from the University of Birmingham in the United Kingdom. Subsequently he worked as a postdoctoral research at IFP (Lyon, France) and the University of Cambridge before taking up a lectureship in Chemical Engineering at the University of Nottingham, United Kingdom. After a couple of years at Nottingham he returned to University of Birmingham as a member of the academic staff. During his time in academia he supervised a number of PhD students and ran a research group with interests in rheology and particle technology, which was funded by a combination of grants from government and industry. After several years in academia, he left this field to take up a post at the Nestlé Research Center, near Lausanne in Switzerland. At Nestlé he has headed various groups in the foods science and technology department with a general focus on applying soft matter physics approaches to food. Adam has published more than 45 research articles with over 900 citations; he reviews for more than 20 journals and several government and industrial granting agencies. He is a member of the Society of Rheology and lives in the canton of Vaud in Switzerland with his wife, two daughters, and three cats.
Foreword
The ancient Greek philosopher Heraclitus tells us: “war is the father of all things.” When it comes to the history of modern industrial research and development (R&D) organizations, he is spot on. The gigantic science and engineering projects during World War II (e.g., the Manhattan Project, to name a prominent one) provided versatile models for big technical companies to organize their R&D after the war. Bringing together basic research and advanced engineering under one roof seemed the best way to concentrate the R&D efforts for novel technological developments.
The need of innovations was not the basis for those ideas, but the view that “basic research is the pacemaker of technological progress,” so eloquently expressed in 1945 by MIT professor Vannevar Bush’ s report “The Endless Frontier.1 He predicted that pursuing new basic scientific concepts would lead to novel products and services.
However, the last 30 years saw the rise of the age of innovation. The wide availability of creative tools, like personal computers and the Internet, has leveled the playfield between companies. The belief that basic research alone while performed in‐house will drive growth has lost its adherents. However, innovations carry risk of failure; a fact leading straight to restrictive countermeasures and the epidemic application of processes and procedures in R&D. This has generated the lamented tunnel vision of contemporary industrial R&D.
Against this background, Helmut Traitler together with his coauthors tells us his story and views about industrial food R&D. His findings are based on his personal observations, experiences, victories, and failures. Traitler does not waste his time in anecdotic nostalgia. He has crystallized general insights and new ideas from his years in R&D of Nestlé and beyond. These ideas comprise new means for a revival of creative R&D organizations. It is fascinating for me to follow his analysis having together worked on innovations in Nestlé for many years.
His critical review rightly focuses on people and structures. It is in these two areas where the unforgivable management sins are occurring. Importantly, Traitler documents that people and structures are not independent. They form a self‐enforcing feedback loop where mediocrity supported by management structures stifles creativity and kills innovations.
The actionable outcomes of Traitler’s analysis are collected in the second part of his book that presents “possible futures” of food R&D. He provokes the reader to change perspectives on consumer insights, external innovations (universities and other solution providers), and the future development of the food industry. He tops his analysis with “disruptive outlooks” describing new ways of organizing R&D based on testable business models. Traitler belongs to the few who make their advice personal, having it grounded in lively experience. I hope that innovation managers will heed his advice.
Heribert WatzkeLausanne,September 2015
Note
1
http://www.nsf.gov/about/history/vbush1945.htm
Preface
Research and development (R&D) not only represent a vast area of topics and heated debate but it also is a playground for much controversy of the most different kind. In academia, such controversy is often based on interpretations of data and subsequent conclusions and often debates the question of who was first to discover a particular finding and whether or not the said finding is of any value to the scientific community. R&D in corporate environments follows different rules and judgment patterns and is mostly defined and driven by costs and consumer relevant targets, or so one may believe. There is, however common ground among these two worlds: both strive to maximize knowledge, although for different reasons and in different ways. Equipment and scientific rigor may be similar or identical, however their usage, approach, and interpretation are different. This book discusses history and background of today’s food industry as seen by consumers, academia, and the industry itself, and several chapters are especially dedicated to new and disruptive approaches to R&D. Is your company presently restructuring its R&D organization? I bet it is! Then this book is definitely a must‐read for all professionals in the packaged goods industry as well as students who aspire to contribute to this new type of industry forcefully driven by R&D!
Acknowledgment
This was not an easy book to write. Let me explain why. During my professional life I had worked most of the time in research and development (R&D) and only shorter periods of time in other parts of my former company such as packaging operations or open innovation and partnership management. Here’s the dilemma: because of my deep insight into R&D organizations of food companies I can easily see their inefficiencies and flaws; however, I also feel a deep loyalty and constructive understanding for R&D and everyone who works in this minefield of a food company and probably other companies as well. On the one hand I can understand how people in the food R&D act, and react and on the other hand I can also understand those who criticize those actions and reactions and ask for change. However, change is always expected to start elsewhere and fingers are pointed so easily.
My first thanks go to all those former colleagues in the various R&D organizations whose paths I have crossed and who have taught me everything I know today, parts of which I had the great opportunity to write down in this book. And I also thank all those unknown, competent, loyal, and creative R&D people who were and are responsible for what is happening in R&D today, good or bad, because the learning from them was tremendous.
My special thanks go to my two co‐authors Birgit and Adam who at the end had regretted having encouraged me to nag them. Birgit was already an extremely capable and innovation driven co‐author of my first book, so it was almost easy to convince her to become part of this endeavor too.
This being my third book on a food industry–related topic in a fairly short period of time required a lot of patience and especially understanding in my direct vicinity. A special thanks goes to my wife Thérèse; she was the one who brainstormed with me on chapter outlines and contents, and all this from an unsuspected and untainted, just pragmatic and reader‐oriented position. She also had to endure my status reports and ups and downs in the progress of this book project.
My son Nik Traitler helped me design all figures, as he did for my first two books. I believe you will appreciate the simplicity and clarity of all figures. I would also like to thank my dear friend and colleague Heribert Watzke, who has been kind enough to write the foreword to this book, a fitting yet very concise introduction.
Last but not least I would like to express my sincere gratitude to my publisher, Wiley Blackwell, and the entire team behind for their continued trust in the ability of my coauthors and myself of not running out of ideas, which we believe are worth sharing with you, the readers. For this I want to send you the readers my very special thanks!
Part 1What we have today and how we got here
1A typical food R&D organization: Personal observations
I know that our R&D probably costs twice of what it could cost but I don’t know which half to cut.
Helmut Maucher
1.1 INTRODUCTION
Let us play a game. I like playing games. Research and Development is typically abbreviated to “R&D,” and that’s good, because otherwise books, publications, presentations, discussions, and such would become too long, always repeating “Research and Development” instead of using the short, catchy, and dynamic sounding “R&D.” The game is easy: find as many other meanings for R&D as you possibly can and list your favorite ones. Let me give you a few examples: rich and dumb, raw and delicious, real and daunting, rooster and duck, ready and done, ruined and defunct, researched and developed. Ooops! The last one is almost the same as research and development, however, there is an important difference: research and development means that everything—or almost everything—is still ahead of you, while researched and developed means: done, ticked off, executed, found, and made. I can tell you from deep and longstanding personal experience that the past tense R&D (the “Red & Ded”) is the real dream of every company executive in just about any company in any area that you can imagine, while the “R&D” is a real headache for them.
Figure 1.1 illustrates our “find‐other‐meanings‐for‐R&D” game.
Figure 1.1 R&D could stand for … .
This book is mostly about this headache and how to heal it. It’s not about “pills” that can help the headache go away but rather a change of lifestyle, or more correctly a new approach to R&D, especially in the food industry so that the headache goes away by “natural” means or doesn’t even come up in the first place. This is not an easy feat, yet it is worthwhile, no, essential to undertake, otherwise R&D in the food industry will cease to exist because in case of doubt which half to cut, CEOs and executives of the food industry will simply cut it entirely, partly out of frustration and partly out of simply not knowing better. Members of the business and commercial community and even those of the manufacturing and procurement community seem to have little understanding for anything that is R&D “tainted” and a bit more basic and difficult to understand. This is unfortunate but it’s a reality, which cannot be neglected easily or even discussed away. Chapter 10 will in much detail discuss the scenario of an R&D‐centric food industry organization in which scientists and engineers “call the shots” and hold the reins of the company. I can already hear business and commercial leaders shout out in unmistakable ways what they think of such a scenario. Their discontent will even be bigger when the following hypothesis will be discussed and analyzed.
1.1.1 Business people always know better
Commercial experts mostly know all about their field of action and because science is not easy to understand, let alone being learned in evening school, they don’t even attempt to understand scientific and technical or engineering details. On the other hand, there are oodles of scientists and engineers who have ventured out to get an MBA degree in addition to their technical degree. What I want to say here is simply that scientists can fairly easily acquire expertise in business, whereas commercial and business people hardly ever, or better never go back to college and do a science degree; it’s simply too time consuming and not an easy undertaking. At least that’s true for the food industry. The situation is different in the pharmaceutical and even chemical industry. And it’s even more so true for the finance and banking industry, although it is difficult to assume that scientists could have come up with a bigger mess than the good people in banks and the world of finance in recent years.
But let’s get back to our topic. Not to let scientists and engineers get ideas that they could rise in the hierarchy, they have to be put within their boundaries and not get the idea that they could become CEO of a company. Best shot is CTO and that’s that. However, the hard‐to‐dispute reality is that it is possible for a scientist or engineer to acquire a business degree, but it’s virtually impossible and almost unheard of that business leaders acquire a science degree. There are of course exceptions to this and, again, especially the pharmaceutical industry has many examples in which medical doctors or scientists have become CEO.
Well, after this initial rant, which sets the tone of the book, quite on purpose, let’s get to business and talk about R&D in the food industry, what it is, what it might evolve to, and lastly, what it really could be.
1.2 A LOOK BACK IN WONDERMENT
Corporations always had R&D departments or functions or labs or just a few “crazy” guys inventing something. The strange—or maybe not so strange—fact seems to be that most corporations in the past were founded based on a great idea and invention by a technical genius or guru who then, together with partners, mostly business savvy ones, turned this idea into some great business of sorts. History shows that most often the tech gurus who were the inventors and the real basis for the new company to exist in the first place and to grow were quickly put to the side and so‐called business people, the serious guys, the guys who knew, took over. This pattern over so many years has been rather successful; rare are the exceptions that it is taken for granted today that corporations have to be led by business representatives and not the technical guys.
1.2.1 Innovation is everyone’s business
This is not to say that all innovation and invention is of technical nature and only technical people can innovate; far from it. Technical innovation would not fly if it were not accompanied by business innovation. There are many important business innovations especially in logistic and supply chain, manufacturing, stock keeping, procurement, and purchasing, and even accounting and financing and new approaches to legal matters have come to pass. What I definitely do not count in this list is cost cutting. Cost cutting is probably the antithesis of progress, innovation, and sustainability. When highly paid managers don’t know any further they either go “back to basics” or call for a “cost‐cutting initiative” or worse, they do both. I emphasize this so much because at first sight this really is counterproductive to innovation and progress. On the other hand, restricting means and tools and making life a bit more difficult for everyone is, after all, not such a bad thing. Restriction and scarcity of available means can actually provoke and even sustain innovation. As for all things in life, the balance and especially timing are of the utmost importance to steer the ship of R&D smoothly and successfully.
My first venturing into corporate R&D dates many years back to the late 1970s and happened while I was working as assistant professor at the university in Vienna, Austria. The department in which I had worked on my thesis has had a long‐standing contract with a U.S.‐based pulp and paper company and was mainly interested in knowing all about lignin, this “nasty” side product that you get when you work wood, mainly pine wood, to paper and cardboard. Lignin is almost like gold in as much as it almost can’t be broken down into useful chemicals and so, in these days and to a high degree even today, went into asphalt or hair dyes as additive and similar, low‐added value applications. The chemical structure of lignin, a “compound” of several aromatic (six carbon atoms) rings, would make it a highly valuable candidate for many applications if it could only be broken up in meaningful and cost‐effective ways. Anyhow, the company wanted to really turn lignin into something valuable and had supported, financially and with a lot of patience, ongoing research in this area in our department for many years, however, without too many striking results to say it nicely.
1.2.2 Let’s go and have a drink
Management representatives of the company visited us twice a year and made the “sacrifice” to come to Vienna from somewhere in the Carolinas and meet with us, hear us out, encourage and criticize us, and mostly also to go out with us in the evening, preferably to one of the rather famous—or infamous—“Heurigen” restaurants where you drink the local wine and, if you would like to, bring your own food.
The wine is served in glasses of a quarter liter, so they are rather big; enthusiasm and the atmosphere easily carry you away to drink more than you actually can take, especially if you are not used to it. You can imagine that the mood soon became cheerful and everyone was happily complimenting everyone else for the good work, the great results, and so on. This was the first time in my professional career that I totally grasped the real meaning of “wining and dining” and especially its central importance in the corporate world.
The next day was always extremely tough and demanding. This was partly because the hangover that typically resulted partly from overindulgence (a euphemism) and partly from the tough questions that were asked during the meetings. We had to prepare reports and the running joke was that the company representatives would always expect results that were similar to “diluting water with water” and make everything even more cost efficient and ultimately cheap. In those days, writing reports meant typing them on typewriters and then duplicating them on “spirit duplicators.” We had photocopy machines, however, the costs of one copied page were still rather high, so we went to this cost‐efficient and ultimately cheap device of duplicator, and I vividly remember having rolled out hundreds, if not thousands, of pages for such meetings. So, on top of having come to an intimate understanding of the term wining‐and‐dining, I also learned the true meaning of rolling out early on in my R&D career.
1.2.3 Never give up and continue to hope
Interestingly enough, these meetings in my recollection never turned “bloody,” messy, or unpleasant. We always came to good conclusions and expectations of even more promising and especially conclusive results next time. I was in charge of the research group for the better part of 3 years but the group had already existed for more than 10 years when I took over. So, looking back, I have to assume that the results were always sufficiently promising that the company continued to ask for more work to be done and more discoveries to be made, as little and insignificant as they might have appeared. This was another important early learning what R&D and especially corporate R&D was, and still is, all about: Hope. “Sister Hope” is probably the foremost driving force in R&D, even when looking back (Note: hindsight is the only exact science!) one can see that the road of discovery is filled with cobblestones of misadventures, deceptions and disappointments. But wait, there is hope beyond Hope: “Never give up” is the younger brother of the first born sister “Hope” in the world of R&D. I have to admit that these two siblings are rather weak reasons for R&D to exist, would they not have another sister, the youngest and most volatile of them all: Success. Success is what everyone wants to see and have and strives for, but little sister Success is always somewhere else and rarely with you. You always have to find her in the most unexpected places and have to keep her away from bad company and bad substances. If you invite her properly and accept her wholeheartedly, she is more likely to visit you, but again, it’s not a guarantee. You have to work hard and use sister Hope and brother Never‐Give‐Up all the time to eventually meet Success. It’ll be a sweet meeting because it will give you the ultimate justification that sister and brother were all worthwhile and most important to have. It’s like with every other family: only the sticking together gets you through all difficulties and brings you to much deserved successes.
The family is of course not complete without parents like father “Finances” and mother “Business,” uncles “Procurement” and “Manufacturing,” and aunts “Legal” and “Marketing.” And there are many more relatives, more or less distant, that you can add to this incomplete list of family members, and they are all important. And this family has to have many friends, what do I say, oodles of friends, hundreds of thousands, better even, millions of friends that look in admiration to this great family and which we can loosely define as “Consumers.” This book focuses on the three siblings Hope, Never‐Give‐Up, and Success, in the deeper context of R&D and how these work together and give each other praise but also consolation whenever needed, especially if sister Hope has once again disappeared for quite some time.
1.3 A LOOK BACK TO THE BEGINNINGS OF A TYPICAL FOOD INDUSTRY R&D
I need to apologize to you the reader for the fact that I base my experience largely on my former company, but this is where I learned all about the typical food industry R&D organization. Given that this company is the biggest food company in the world, however, probably makes it representative enough to use it as a historic example. Moreover, throughout many years, and especially the years during which I was responsible for the open innovation program “Innovation Partnerships,” I came to meet many colleagues, especially R&D colleagues from a really great number of food and food‐related companies, which gave me great insight into their R&D organizations. I will, therefore, always complement this look back with examples from many other companies, large ones and also smaller ones, the so‐called “SMEs” (small and medium sized enterprises).
1.3.1 It all starts with a great idea
Speaking of my former employer, the Nestlé company, I would like to remind the reader that it all started with an idea, based on an apparent and urgent need, to create a healthy and stable product; healthy for malnourished babies and stable so that it would not get spoiled. Poverty levels during these times, the mid‐nineteenth century led to the situation that many pregnant mothers were malnourished or simply undernourished, and breast feeding, although by far the best and most logical way of feeding a baby was often not possible or did not give the right nutrition hence the need for complementary nutrition. And stable it had to be because the notion of a cold chain was just not around in these days and fridges were, although invented, not yet in large usage. So what was more logical than to create a dry product, in this particular case, a dry, ambient temperature stable powder through drying of the liquid formulated milk mix.
Whether you like the example or not is beside the point, but it shows two essential elements coming together, which are at the heart of every successful business, be it food or anything else, namely: recognition of a need and the idea for a technical solution and ultimately realization. Recognition of need and deployment of a solution are an unbeatable combination and should be at the heart of any business. The deployment of the solution, however, comes only at the end of an oftentimes lengthy and cumbersome R&D process with many trials, errors, and failures. At the end of the day, every R&D process always shows many more failures than successes. From the beginnings of modern corporate R&D as we know it today, in the early and mid‐1950s, and ever since, this has always been a true statement: there are many more failures than successes, out of 100 attempts maybe just a few make it to the end. I have discussed this in my book Food Industry Innovation School: How to Drive Innovation through Complex Organizations (Traitler 2015).
Business has become smarter, or so they think by streamlining the efforts, writing detailed briefs, setting milestones, and setting out bonuses for achieved results. Fundamentally this all appears to be quite OK, except that it might kill the surprising deviations and odd turns that any project may take. I shall discuss this serious topic in much detail throughout this book; suffice to say that, the jury is still out whether such an organized approach is really hitting home and bringing many successes.
1.3.2 People were frightened
Let me return to looking back again so that the context of what is happening today and what could or should happen tomorrow becomes clearer and more understandable and believable. The beginnings of modern corporate research of my former company date back to a time in the mid‐1950s, a time, which I only got to know through the crazy stories, stories of crazy and daring characters and other outlandish stories of the pioneers. The precursors of these times actually date back to the years just before World War II, but as far as I can personally judge were performed in much different ways to the ones that really begun after that war. So I will rather focus on the latter and tell the stories of what I have personally experienced plus a bit of preceding “folklore.” These early years, like every other period of R&D, were influenced by societal concerns, which a few years later also found their way into the creation and findings of the “Club of Rome,” for whatever they are worth (Meadows et al. 1972). These limits to growth were very much in the public discussion probably already 10 years before the Club of Rome findings and they helped to shape research directions and the resulting research projects.
The early 1960s were the heydays of the Hippie movement, which in rather straight terms left no doubt about what they wanted apart from the heavily publicized “sex, drugs, and rock ’n’ roll”: back to nature, simpler lifestyle, and indirectly using fewer resources. The late 1960s brought an even stronger movement, widely known as the students’ “revolution” of May 1968. Many people to this day still believe that the “devil descended on earth” in those days and blame the movements of May 1968 for all evil on our planet, without a doubt. I’ll let you the reader draw your own conclusions on this debate, but nevertheless, the 1968 movement brought, probably for the first time, an air of sustainability thinking: deal more carefully with finite resources. The first big so called “oil shocks” of the early and mid‐1970s were yet another stepping stone to make everyone who wanted to know aware that we are sitting on finite resources and we should, after all, better be a bit more careful.
1.3.3 Are we depleting our resources?
The mid‐1960s were therefore heavily influenced by this feeling of finite resources, a growing world population, and the food industry would have a special and responsible role to play in this entire context. Fear of future food shortages was almost palpable and was subsequently directly reflected in the research programs of many food companies, especially how to solve these.
The first really big research program that I heard about in my former company was initiated during these years and had one simple definition and goal: use oil (the type that comes out of the ground by drilling) as one raw material to be fed to yeast and thereby create so called “single‐cell‐proteins.” Wow, what an idea. But hold the horses before you start ranting about the “absurdity of the idea” or anything similar. The entire idea was of course not totally new because researchers at British Petroleum (BP) had worked on the idea of feeding straight‐chain hydrocarbon from their fractionation processes to yeast already as early as the mid‐1950s; they called this the “proteins‐from‐oil‐process.” The real difference to the older, well‐established processes of growing yeast was that instead of sugar, n‐paraffins were used. BP built a first small‐scale pilot plant in 1963 (Bamberg 2000). The entire single‐cell‐protein process became rather popular in the 1970s and even won a UNESCO Science Prize in 1976.
It has to be understood through the reading glasses of that period and then it might become a little bit better to swallow. I don’t want to put today’s judgment on this idea, although this process probably uses a lot less water to make the equivalent of 1 kg of vegetable proteins, let alone the freakishly high amount of water required to produce 1 kg of animal protein. But that’s beside the point, and I don’t want to discuss the validity of the project so much but rather the organization in a large food company. Rather surprisingly, this project quickly became the only project of the company’s research organization during quite a number of years. This would be unheard of today. Maybe the last such “put all resources behind one goal” approach was NASA’ Apollo mission of the 1960s. This leads me to believe that these years were more daring and higher risk‐tolerant when it came to putting all the eggs into one basket, so to speak. However, I am not saying that these were “the good old days” because they were not or at least very rarely.
1.3.4 Focus, focus, focus
The positive aspects to this approach are of course the great focus, the large number of resources that were put behind one goal, and the clear goals and timelines that were defined. On the other hand, serendipity was pretty much excluded, even if many NASA scientists still to this day pretend that the invention of a ball pen that could persistently write when held upward was a great outcome of value for the public. By the way, the Soviets used pencils for that purpose; rather foolproof, isn’t it? Don’t get me wrong: I don’t want to belittle the Apollo missions of these years. I personally believe that the moon landing was the greatest thing that ever happened, even better than the Beatles. I was influenced so much or rather infected by this space virus that I started to work with the NASA “Mars guys” only a few years ago and have as much pleasure today as I had then. I do admit that quite some years have passed since these early moon years and the technology of today is not only much more sophisticated but because it is so versatile, it is really useful for all of us.
But here I am deviating to the present time and even future, so let me get back to “those days,” the days of the appearance of corporate R&D, especially in the food industry. One of the real reasons why a project such as single‐cell proteins could not only be initiated but also run over many years—in my recollection the better part of 10 years—is most often based on personalities and personal convictions, especially those of the leaders. While on the development side of projects in the Nestlé company in those years, coffee and to some degree dairy products, including infant formula, were pretty much the main areas of R&D; the more basic research part of R&D was really preoccupied with work on single‐cell proteins and this all happened because there was strong leadership influence on both research as well as development. Almost like two warriors fighting for supremacy, these two leaders were fighting for what they believed was the most important thing to do for the company. Looking back, it can easily be seen that the single‐cell protein work pretty much disappeared with the disappearance of the strong leader—and believer—while projects related to areas such as coffee, milk, and infant still live to this day and are of great importance to the company because they do reflect the product portfolio quite closely.
On the other hand, even in monolithic and controlled research environments as was the case with Nestlé in the mid‐1960s and 1970s, strange things could happen, and almost under radar of the mainstream, other, smaller projects could blossom. One of these projects that was initiated in 1955 (!) actually survived several decades and is believed to still exist, 60 years later, somewhere in the underground of the research project portfolio. The fun part of this is that the “really important mainstream save‐the‐company project” did not make it, while the unimportant small and quirky project survived for 60 years. I am not saying that this is a good thing, but it is a reality that can be found in research environments in many food companies and beyond. All these activities had—already in those days—one important common denominator, and I have mentioned this a few times: they were all organized in project structures, pretty much the same way as you would see it today:
Goal based on a need or needs
Description of most likely pathways to reach this goal
Selection of most‐promising technologies and resources
Definition of milestones and timelines
Detailed description of the end point
Definition of closure and post analysis
You can restructure and reformulate this typical project flow as you see fit, but basically most other flows will still look similar to this one and are more often differentiated by semantics rather than substance and content.
1.3.5 A historic perspective
Let me attempt to compact this historic view to the past and present, the view on the origins and evolution of modern‐day corporate food R&D in a simple descriptive beginning with the era after World War II.
The period of post—WW II between 1945 and approximately 1965 could be characterized by the drive to develop new food sources to feed populations that have strongly reduced caloric intake during the war years, which partly explains the drive for finding new sources for proteins: oil seemed to be abundant, food needed to be created by either growing (the traditional ways) or synthesizing such as in the single‐cell approach.
I would suggest that this phase was followed by the post–Club of Rome period, which probably lasted from 1970 to around 1985. This period was characterized by fear of scarcity of resources, leading governments but especially nongovernmental organizations (NGOs), and in turn the ordinary consumer to take on alarmist positions. This subsequently led the food industry to create, what I would call “catch‐up” type of projects or in other words, opportunistic projects.
The next, partly overlapping period was the post–moon‐landing period between roughly 1980 and 1995. This period saw a lot of “everything‐is‐possible” attitude and the industry started quite a few rather extravagant projects, such as low‐calorie fats and similar ones.
During all these years, since the early 1970s, the information technology (IT) revolution took place and really took root as something here to stay in the mid‐1990s. So this led to the next important period in this historic overview.
The post‐IT‐revolution period, which began approximately 1995 and is still ongoing. Individualism and individual consumer‐related research and development was and still is the big driver and was clever in finding health and wellness‐related topics leading to many new food product propositions, such as responding to lactose intolerance, reducing salt and sugar intake, and more recently gluten‐free products. Some of these are fashions and come and go, others are likely here to stay.
1.3.6 Let’s cut costs
I would add one more, also overlapping period to this historic review, namely the period of the efficiency and cost‐cutting revolution. To satisfy the shareholders and financial analysts when it comes to the value of each company, and that includes food companies, repeated and ongoing cost‐cutting exercises have become the rule in almost every company. While it should be obvious that being careful when spending company resources should be the norm for R&D, there is a different tone to be heard when the next cost‐cutting exercise is announced, including the more‐or‐less exact sum as to how much should be saved. Unfortunately, this approach or rather this attitude led to the situation that only the more obvious projects, those, which have a higher promise of success even with potentially low margins at the end, are projects that are generated and run. They were often created under slightly misleading financial prospects, just to get them off the ground in the first place.
Figure 1.2 gives an overview of this discussion and analysis.
Figure 1.2 Historic view of evolution of today’s food industry and its R&D.
1.3.7 Food industry has simple and tangible goals
The major goals of any food company, small or large, are always to produce safe, healthy, and affordable food. And yes, it should also taste well as perceived by the consumers. It is therefore rather obvious to expect that each research organization in the food industry—and this goes for just about every industry—follows their major needs; in the case of the food industry are answers to questions related to what hides behind “safe,” “healthy,” “affordable,” and “tasty.” It is as simple and as complicated as that, and my personal take on this is that because an organization that helps find the relevant answers is rather simple in its build, people often try to make it more complex.
1.4 FROM SINGLE AND LARGE TO MULTIPLE AND COMPLEX
As a consequence of the recognition of the four major research pillars (Safe, Healthy, Affordable, and Tasty), food companies started to organize their research organizations accordingly. Departments were created that grouped logical areas together. For instance an entity that grouped macronutrients such as lipids, carbohydrates. and proteins together was named “Food Science Department.” Quite logically, this department may also have comprised activities in areas of micronutrients, such as vitamins and minerals, antioxidants, and other relevant minor, active food components.
Because safety is one of the major concerns of the entire industry, an entity was founded that looked into food safety, not only from a toxicological but also from a procedural point of view: were technologies and processes in manufacturing safe and also leading to safe products?
Taste is of course the holy grail of every successful food and food product, therefore many important strides had and have to be made and work around taste and also texture and were centralized in a group typically called “Food Technology.” The names may differ from company to company, and it is clear that especially smaller food enterprises had to group some of these activities together; this also happened in the large corporations. Thus, food science and food technology often became one entity, which made sense in as much as all taste and texture is a combination of ingredients—macro and micro—as well as processing and technologies. Moreover, smart selection of ingredients and optimal processes would eventually also lead to lower costs, thereby to increased affordability for the consumers.
Well, there still is the “healthy” bit. In the food industry, ever since its creation in its present‐day format, healthy products were always at the forefront of every new product development or improvement of existing products. At least that’s true for those companies I know and have worked with. The food industry has always looked out for help in the medical and pharmaceutical industry to find and apply metrics that could demonstrate certain health aspects of the industrially produced foods and beverages. Intuitively I would say that when George and Mildred Burr (1929, 1930) discovered, and for the first time described, the importance of essential fatty acids, we saw the onset of modern nutrition research.
1.4.1 Nutrition has growing pains
Of course there were many nutritional type studies in the years prior to these findings, however, never was there such causal proximity between a food ingredient and its function in the body described in that much detail. And it took almost 30 years until Ralph Holman and his coworkers picked up the ball and led many nutritional studies, metabolic studies to be exact, which demonstrated clearly this correlation between intake of certain food ingredients and their effect on the human body. It took the better part of another 15 to 20 years before the metabolic pathways of essential fatty acids, actually of fatty acids in general, were elucidated by the likes of Howard Sprecher (1981) and his colleagues at Ohio State University.
I use the example of essential fatty acids not only because it is fairly well documented historically but also because I have extensively worked in this area myself and have still quite a lot of affinity to this area of research (Traitler 1987).
It is clear that this is not the only example where food ingredients—macro as well as micro—meet nutritional science, and there was much work done on proteins as well as carbohydrates. However, I feel that there is greater linearity in the fatty acid research than in any other area. I can already hear protein and carbohydrate experts grind their teeth; forgive my bias toward the fatty acid arena and use this as an example of early days and still ongoing nutritional research.
In parallel to the activities of scientists and engineers in the areas of lipids, proteins, and carbohydrates, structures were built up in the food industry R&D over many years that deal with the same macronutrients from a nutritional angle. And then there are all the micronutrients such as vitamins, antioxidants, minerals, and a few others that over time were at the origin of more research groups dealing with all these additional food elements.
The next real important step was then taken once it was recognized that all these groups—food science, technology, safety, and nutrition—all required solid support systems in terms of basic understanding of pathways, interactions, and the determination and analysis of metabolic but also structural compounds. Basic science was needed, often defined by the term of knowledge‐building or something similar.
When the company heavily worked on new coffee‐roasting and extracting technologies, it was quickly seen that any process had to be accompanied by a deep understanding of the underlying chemistry, and hence the need to analyze volatile as well as nonvolatile components that had been formed, especially in the roasting process. This is just one example of the need for knowledge building to back up both, purely technical and also nutritional projects in the food industry’s R&D organizations.
1.4.2 The new risk management approach: Many projects
The real message that I would like to get out here is this: in the beginning of R&D organizations we saw few, focused and fairly large projects, supported by the majority of the staff that worked in R&D and also largely supported by management who believed that this was the real way forward. The risk with this approach is rather obvious: when this one, all‐encompassing project fails, there is not left to show to management and it is difficult to receive continuous funding for such an undertaking. It works in the beginning because one can always ask for more time and patience, and the results will come, after all. But when it so happens that the results never really materialize, and especially, when priorities change during a lengthy lifetime of a mega project, then you can imagine that this is the real killer and soon people would find themselves out of a job because they were experts for a specific area, not necessarily usable in a new, a different one. So, it was not at all surprising that over time, once the failure of the mega project was recognized and especially also “digested,” a company—any company—would change their approach and spread the risk more evenly over more if not many projects. The unfortunate result of this is that, because there may not necessarily be more money available to support more resources, the existing resources, as expert as they may be in the required new research fields, will be spread out fairly thinly across a large number of projects. This means that focus is lost, speed of execution may suffer, and promising directions may have to be abandoned and new outcomes may just have been lost.
Nevertheless, that’s exactly what happened over the years, namely the migration from few, big‐and‐focused projects to multiple, smaller and less‐supported projects. As probably always in life, the right answer would lie somewhere in the middle and really outstanding program and project portfolios in companies would take this middle‐ground approach into account. Quite naturally, in my own experience, I saw the opposite happen; we went from few and big to not only multiple yet rather many projects over a period of 20 or so years. As an example, an organization of 100 scientists and engineers could have as many projects and sub‐projects and tasks and such with the additional burden that those who ran a project, the project leaders, would not only work on their own project but also would have to contribute to projects of their colleagues; this could sometimes mean that a scientist worked 30 percent of his or her time on the own project, 20 percent on project 2, 20 percent on project 3, 20 percent on project 4, and 10 percent on project 5. And, because everyone in a high‐performance organization—whatever that is and I will discuss this later in the book—is expected to work more than 100 percent might be found to contribute 10 percent to project 6 and, why not another 10 percent to project 7.
