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通过保护最重要的东西引领全球增长

Leading Global Growth by Protecting What Really Matters Most
课程网址: http://videolectures.net/mitworld_kullman_lgg/  
主讲教师: Ellen J. Kullman
开课单位: 杜邦公司
开课时间: 2013-12-09
课程语种: 英语
中文简介:
Ellen Kullman认为,205年后,杜邦公司在保持本色的同时,也发生了巨大的转变。“我们是一家对科学充满热情的公司,”库尔曼说。杜邦公司最初生产爆炸物用黑色粉末,在最初的100年里一直致力于化学品,但现在正将其科学应用于能源、生物技术和纳米技术,在农业、营养、涂层和着色技术、高性能材料以及安全和保护方面提供产品和服务。库尔曼说,在杜邦成立的最初180年里,一切都是自己做的。“我们坚信,没有人能比我们做得更好。”现在,该公司正在“无国界思考”,在全球范围内寻找客户和合作者。该公司在美国设有一个中心实验室,目标是在日本、印度和中国等关键市场的客户附近进行研发和应用开发。该公司还与世界各地的研究机构合作。库尔曼说,“我们谈论的是相互依存的创新,它必须是相互依存和互利的”,以便将技术快速转化为新产品和工艺,以及“发展深入的市场洞察力,加强我们在全球的营销和技术整合。”她说,这些创新必须源于“人类迫切的需求”,要想成功,必须通过“与包括政府、非政府组织和学术界在内的所有利益相关者的伙伴关系和对话”引入市场并被社会接受。有时,“提前发明,提前了解回报”是可能的。她最喜欢的例子之一是Kevlar,一种用于防弹背心的紧密编织材料。它最初是在40年前发明的,用来代替轮胎中的钢材,当时钢材价格飙升。经过10年的发展,杜邦公司将Kevlar引入轮胎制造商,当时钢铁行业降低了价格,杜邦公司不得不想办法处理一项花费数千万美元的发明。如今,凯夫拉不仅被用作生命保护材料,还被用作加固结构以抵御炸弹爆炸和飓风的一种方法,用于船帆和绳索,用于曲棍球棒,是的,最后用于轮胎。库尔曼提供了一些临别建议:与客户和供应商合作;寻求资产之外的机会;开辟新的商业模式;拥抱未来;大胆思考,与众不同。
课程简介: After 205 years, DuPont has transformed itself substantially while remaining true to its character, suggests Ellen Kullman. “We’re a company with a passion for science,” says Kullman. DuPont, which got its start making black powder for explosives, pursued chemicals for its first 100 years, but is now taking its science into energy, biotechnology and nanotechnology, with products and services in agriculture, nutrition, coating and color technologies, performance materials and safety and protection. Kullman says that in its first 180 years of existence, DuPont did everything itself. “We believed firmly that nobody could do it better than us.” Now, the company is “thinking without borders,” seeking customers and collaborators globally. With a central lab in the U.S., the company targets R&D and application development close to customers in such key markets as Japan, India and China. The company also partners with research institutions worldwide. Says Kullman, “We talk about interdependent innovation, which has to be mutually dependent and mutually beneficial,” in order to convert technology rapidly into new products and processes, as well as to “develop deep market insights and strengthen our marketing and technical integration globally.” These innovations must spring from “pressing human needs,” and to be successful must be introduced to the marketplace and accepted by society via “partnerships and dialog with all stakeholders, including governments, NGOs and academia,” she says. Sometimes it’s possible “to invent ahead of the curve, ahead of understanding what the payoff will be.” One of her favorite examples is Kevlar, the tightly woven material used in bullet proof vests. It was originally invented 40 years ago to replace steel in tires, when the price of steel went sky high. After 10 years in development, DuPont introduced Kevlar to tire manufacturers, at which point the steel industry dropped its price, and DuPont had to figure out what to do with an invention on which it had spent tens of millions of dollars. Today, Kevlar has found uses not just as life protection material, but as a way of strengthening structures against bomb blasts and hurricanes, in sails and ropes, in hockey sticks, and yes, finally, in tires. Kullman offers some parting advice: Collaborate with customers and suppliers; seek opportunities beyond your assets; open up new business models; embrace the future; and think big and think different.
关 键 词: 全球增长; 商业模式; 科技创新
课程来源: 视频讲座网
数据采集: 2023-11-08:liyq
最后编审: 2023-11-08:liyq
阅读次数: 13