From Coal to Biotech The Transformation of DSM with Business School Support 1st Edition by Jean Pierre Jeannet,Hein Schreuder 9783662462980 3662462982

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ISBN 10:3662462982
ISBN 13:9783662462980
Author:Jean Pierre Jeannet,Hein Schreuder
This management book documents the remarkable transformation of DSM, first from a coal mining company to a commodity chemicals producer and then in the last two decades to the life sciences & materials sciences company it is today, with its strong focus on biotechnology. The book gives an inside view on the ‘strategic learning cycles’ that have driven this evolutionary transformation. It also discusses the company traits that have contributed to its ability to adapt, grow and prosper. Renowned business schools such as IMD and Babson have accompanied the second transformation of DSM through their executive education programs. The book documents this support and draws lessons for long-term collaboration between companies and the business school world.

From Coal to Biotech The Transformation of DSM with Business School Support 1st Table of contents: 

1: DSM: From Dutch State Mines to Chemicals Company

1902: The Founding of Dutch State Mines

2014: Transformation into a Life Sciences and Materials Sciences Company

Four Strategic Episodes

1902 to 1965: Mining (with Gradual Build-Up of Chemical Activities)

1965 to 1975: Hurry-Up from Mining to Base Chemicals (First Transformation)

1975 to 1995: Diversification and Expansion

DSM in the Early 1990s

References

2: Transforming a Business School

Creating a New Management School

The View from Within Nestlé

The Situation of the Harvard Business School

Agreeing on a Concept for an Executive Development Institute

Defining the IMEDE Mission

The Creation of the IMEDE Campus and First Expansion

Governance at IMEDE

The IMEDE Executive Education Programs

The Annual and PED Programs

The MBA Program

IMEDE Program Philosophy

Functional Programs (MMS, Sales, Finance, MandA)

Building the IMEDE Faculty

Assigning Faculty to Programs

The IMEDE Research Orientation

Recruiting IMEDE Participants

Building In-Company Program Capability

Early Experiences with In-Company Programs

Sulzer Seminar Series

Exxon Chemicals

Discussions About the Role of In-Company Versus Open Enrollment Seminars

The Second Expansion of the IMEDE Campus Facilities

Exhibit 2-7: IMD Campus During Construction 1987 (see Fig. 2.5)

Summary

3: Moving from Sales to Marketing

Sales at DSM: The Era of Cartels

The Joint Sales Office for Fertilizers

The Joint Sales Offices for Chemical Products and Polymers

The Origination of Marketing at DSM

The Marketing Initiative

4: Achieving Market Orientation

Background of Philosophy on Market Orientation

Contracting with DSM for the IMPACT Seminar

Defining Program Objectives

IMPACT Program Design

Creating the IMPACT Faculty Team

Organizing the Delivery of the IMPACT Seminars

Conducting Regular Review Meetings

IMEDE Merges with IMI-Geneva to Form IMD

Merger Discussions with CEI/IMI-Geneva (1988-1990)

Background on IMI Geneva (Initially Known as CEI)

New IMD Governance and Leadership After Merger

IMPACT Program Improvements

Reflections and Observations by IMPACT Program Faculty

DSM Launches a Follow-Up Program

5: Developing Business Strategy Dialogues at DSM

1989 to 1990: Privatization and Its Effects

`Concern 2000´

The First Attempt at Performance Measurement: Shareholder Value

Intermezzo: Hein Schreuder Joins DSM

The Second Attempt at Performance Measurement: Performance Indicators Derived from Business Strategy

The In-House Proposal Presented to the Managing Board

June 1992: The Managing Board

ABS as a Pilot Project

References

6: Enhancing Business School Impact

Previous Experience with Strategy Workshops

The DSM Resins Pilot Workshop

The DSM Caprolactam Workshop

The Learning from the Pilot Workshops

The DSM Marketing Day 1991

The Concepts of `Managing the Strategy Dialogue´

7: Embedding Business Strategy Dialogues as a Core Process

A Second Pilot Study: Polyethylene

Training Facilitators

The Diffusion of BSDs Across DSM

Linking to Other Functions

Revamping DSM´s Planning: First Design

BSDs and Strategic Value Contracts

References

8: Contributing to Business Strategy Dialogues

Contributing to the ABS BSD Pilot

Contributing to the DSM Polyethylene (PE) BSD Pilot

Contributing to the DSM Curver-Rubbermaid BSD

Assisting DSM in the Creation of Its Own BSD Process

DSM´s Need for More Trained Managers and Moderators

The DSM Facilitators Course

Developing the Strategic Management Course

Taking the SMC Program In-House

Evolving the SMC Faculty Team

SMC Expansion Abroad

Program Management and Organization at DSM

Responsibility for Program Content

Making the SMC Sustainable

Role and Contribution of SMC Programs

9: Experimenting with Corporate Strategy Dialogues to Focus and Explore

DSM in 1993

1994-1997: Clarifying the Corporate Strategy

1997-2000: Priorities for Profitable Growth

1998: Gist-Brocades

Reflection: The Explorative Phase

References

10: Branching Out Beyond Strategy

Launching the Advanced Industrial Marketing Program

Selecting the Delivery Institution and Team

Learning Dialogue Behavior in a Parallel Stream

From Strategy to Leadership

11: The Big Decision: Exit Petrochemicals?

2000-2005: Major Steps in the Transformation of DSM Through `Vision 2005´

Reflection 1: DSM as a Learning Company

Reflection 2: From `Exploration to Exploitation´ and the Path-Dependency of Strategy

References

12: Leveraging Faculty Learning Cycles

Engagements as Learning Laboratories

Learning from IMEDE/IMD Sulzer Programs

The Learning from the ICI Market Focus Initiative

Serono Experience as Introduction to Biotechnology

Developing Healthcare Industry Expertise

Conceptual Learning Brought to DSM

DSM as a Learning Laboratory for Faculty

Conceptual Learning from DSM

Faculty Take-Away from DSM Involvement

13: Completing the Transformation of DSM

Introduction

The Corporate Strategy Dialogue 2005: `Vision 2010´

Accelerating `Vision 2010´

Execution of the Strategy

Reflection 1: The Learning Cycles of Evolutionary Transformation

Reflection 2: DSM´s Evolutionary Transformation

References

14: Lessons for Academia and Business

Impact on DSM as an Organization

DSM Initiatives Seen as a Series of Waves

Impact of DSM `Waves´ on Participating Academic Institutions

Impact on IMD

Impact on Babson College

Lessons for Academic and Business Institutions Alike

Lessons for Businesses Interested in Long Lasting Relationships with Business Schools

Clear Articulation of Dissatisfaction with Existing Management Practices

An Indication of the Desired Direction of Change

Creating the Necessary Conditions for Successful Implementation

Partner Selection

Using the Learning Opportunity

Continuity and Consistency

Lessons for Academic Institutions Interested in Building Long-Term Relationships with Business

Lessons for Business School Faculty

Why Could the DSM Relationship Endure for More than 25 Years?

15: The Seven Traits of a Successful Company

Introduction

The Seven Traits

1. Long-Term Orientation

2. Evolutionary Perspective

3. Stakeholder Orientation

4. Sense of Community and Identity

5. Stewardship

6. Learning Organization

7. Conservative Financing

Conclusion and Comparison with the Relevant Literature

References

About the Authors

List of Interviewees

Glossary

 

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Jean Pierre Jeannet,Hein Schreuder,Biotech,Coal,Business