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The Breakthrough Incubator how to create and rapidly launch
new step-out businesses
Rick Eagar, Max Senechal, Michaël Kolk, Tim Barder, Mitch Beaumont, Kurt BaesThe search for growth is usually near the top of the CEO
agenda. This can be challenging when core business growthprospects are limited, or when disruptions or convergencemean that growth requires the company to move into new or
unfamiliar areas. Large-scale acquisition may be prohibitively
expensive. Breakthrough innovation – creating new step-out
businesses offering new products
and services – is seen by many
CEOs as a more attractive way to
overcome the growth gap.
Consequently, many companies
today have internal units or programs
to drive breakthrough innovation.
Some success is undoubtedly being
achieved, but all too often the results
fail to live up to the original ambitionin terms of creating sustainable
new businesses of scale. Usually
this is not due to lack of good ideas,
concepts or even prototypes, butrather because it remains difficult for companies to truly
embrace the idea of investing in unfamiliar, non-core business
opportunities which involve significant commercial risk andrequire new competencies.
However, as experience with “hyper-collaboration”1 models
grows, companies are finding new ways to overcome thechallenges through working differently with partners. In thisarticle we explore one of the most promising breakthroughgrowth models we at Arthur D. Little have successfully
applied in both B2C and B2B businesses. This model delivers
major benefits in terms of speed, cost and likelihood of
success. It involves radical collaboration across the innovation
ecosystem, and covers the entire innovation process from
idea to commercialization, including strategic, commercial
and operational, as well as technical, aspects. We call this the“Breakthrough Incubator” model.
1. Ref “Ecosystem Innovation – The growth of hyper-collaboration in a fast-moving
world” Prism S1 2017 http://www.adlittle.com/en/insights/prism/ecosystem-innovation

Despite businesses
focusing their efforts on
improving breakthroughinnovation performance,
many still fail to create
sustainable new
businesses of scale.
The BreakthroughIncubator model, a new
approach built on radical
collaboration across theinnovation ecosystem,
covering the entire
process from idea tocommercialization, isalready demonstratingthat it can overcome thechallenges that holdback performance.

The real challenges of breakthrough innovation
Breakthrough innovation, by which we mean developing
and launching radically new products, services orbusinesses that deliver significant value, is the holy grailof innovation management. Today it is an essential partof any large company’s innovation effort, complementing
incremental and shorter-term approaches which usuallyfocus on the core business.
Achieving growth through systematic, repeatedbreakthrough innovation often poses a challenge to large
companies because it is inherently risky and frequently
requires competences and approaches which are notpart of the mainstream of the organization. In many large
companies, internal bureaucracy and red tape tend to
stifle the required creativity, and internal R&D teams may
struggle to think sufficiently “outside the box”. Creating astand-alone, semi-independent breakthrough team focusedon step-out/adjacent opportunities or grand challenges
is a common first step that companies take to addressthese barriers. Increasingly, companies are also looking tostart-ups to access emerging technologies, bring in fresh
thinking, and introduce more innovative ways of working.
This has led to a major increase in the application of startup-incubator, accelerator and corporate-venturing schemes.
“Intrapreneurship” approaches and competitions toencourage entrepreneurial activities within the company arealso becoming more commonplace.
However, despite some successes, many companies are
finding that these initiatives still fall short of expectationsin terms of significant new-business creation. For example,
in our own breakthrough innovation survey2, more than85 percent of companies were unsatisfied with theirbreakthrough innovation performances. In our work withclients on innovation strategy, we encounter some common
reasons for this, many of which are connected with the factthat companies tend to place too much emphasis on thefront end of the innovation cycle, and too little emphasis on
the end-to-end business creation process. Common
failings include:
2. Arthur D. Little Survey, “Systematizing Breakthrough Innovation”, 2015

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• L
 imited scope of internal breakthrough innovation
units: These units usually focus on ideation, concept
exploration and product development as far as the
prototype stage. The prototype may be successful
in itself, but all too often the next stage of scale-up,
launch planning and commercialization falters whenmore thorough market/consumer testing is conducted,
or when the practicalities of large-scale material
sourcing and manufacturing are properly assessed.
•	Internal rejection of radical new products: Manylarge companies have built-in “antibodies” thathinder or reject radical new innovations. They areseen as either immaterial (“won’t move the needle”)
or threats to existing business (“cannibalization”).
Truly radical innovations also require resources,
management styles and funding mechanisms thatare, at best, unfamiliar to many organizations. External
start-ups have similar issues to deal with, but they, atleast, are driven by entrepreneurs with mentalities andambitions that are all but absent in most corporates.
This makes it difficult to create the right environment
for a great but radical idea to prosper.
•	Brand constraints on breakthrough innovation:
In most B2C and some B2B businesses, brand isking. Sometimes great new innovations are killed
prematurely during development or scale-up because
they don’t easily fit with the existing portfolio ofbrands. Brand constraints can limit the scope andnovelty of innovations, and introduce an unwanted
bias into assessment and evaluation of new concepts.
Moreover, companies can be nervous about testing
new products in the marketplace if their corporate
identities are recognizable, because of the reputationalrisk and the possibility of competitors rushing “metoo” products into the market once they get wind ofwhat’s happening.

•	
Scale-up risks: In many companies, concepts andprototypes stay on hold for years and are either neverproperly commercialized or finally killed off. This canbe due to the investment required versus the residual
risks of failure, or lack of a powerful champion togarner the required internal-stakeholder support.
Stagnation is especially a problem when prototypes
are “thrown over the wall” by technical functions
to marketing, commercial and operations after the
prototype stage. Even if there is cross-functional
representation on new-product development
governance committees, the barriers can still occur
once the scale-up and operational requirements areassessed in more detail – and especially if there is noclear “home” for the prototype.
In our experience it is these practical downstream issues,rather than any lack of creativity, good ideas or technicalingenuity, that tend to be the real barriers to effective
breakthrough innovation.
How the Breakthrough Incubator model can help
What can companies do to overcome these practicalbarriers? One solution that some leading companies arenow starting to explore is to revisit their whole approaches
to “open innovation” and become much more radical
in how they leverage the external ecosystem. Rather
than simply working with external partners to take partin what is fundamentally still an in-house innovation
process, they are creating “incubators” with single
external partners, which manage networks of external
collaborators. These collectively cover the end-to-end
product innovation process from ideation through to launchand commercialization, including strategic, commercial andoperational planning, as well as technical development.
This Breakthrough Incubator (BI) model enables accelerated
creation of a new business proposition with new products/
services externally before transitioning it back into theparent organization, thereby overcoming many of the
prototype scale-up barriers. In essence, this is the “build,
operate, transfer” philosophy applied specifically toThe Breakthrough Incubator
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Day-to-day monitoring and guidanceTransitioning,
integration andbusiness growth

Company

Needs,
ambitionsinnovation and product development. A typical example of
how the BI model works is shown in Figure 1 below:

Lead delivery partner

Partners

Strategic,
market andtechnology
insight andanalysis

Agile ideation, concept & product dev,
testing, piloting, scale-up and test launch
Plan

Increment
Reflect
Test

DesignRealize

Businesscase andgrowthstrategy

Transition planning

Project set-up

Specialist firms

Breakthrough Incubator
Figure 1 Example of a Breakthrough Incubator model for a consumer
goods businessIn this model, the BI lead delivery partner conducts every
part of new-business creation, with the owning company
heavily involved only in the initial scoping stage and final
transitioning and integration. In between, there is only asmall company focal-point guidance team involved in close,
regular interactions with the partner. (See also the caseexample in Box 1.)
A typical BI program commences with an ambition fromthe company’s top team to create a new business basedon innovative products or services in an area which is
non-core to the existing business. Rather than conducting
the program in-house, the company engages a suitably
qualified BI lead delivery partner (“BI partner”) firm to takeon the entire innovation process. The BI partner acts as an“orchestrator”, harnessing resources from within the BIorganization itself, as well as an extensive ecosystem of
specialist partners. The BI partner takes full, single-pointaccountability for successful delivery as the prime forthe program.

Once the basic scope and aims are defined and agreed, theBI partner commences the program with an initial strategic
review aimed at establishing and confirming the feasibilityof the proposition, and the “art of the possible” in termsof an achievable ambition. Initial steps also usually include
market/ customer/consumer insight (“pull”) and technology
analysis (“push”). The product/service development process
then proceeds using an agile approach, including ideation,
concept/platform development, product development
and customer/consumer testing. Once there is a shortlistof new target products, supply chain sourcing andmanufacturing/operational analyses are conducted (i.e.,
how can it be made at scale?) and an initial business caseis developed, leading to a growth strategy which sets out
the path to grow a sustainable business in a three- to 10year time frame. Simultaneously, work is commenced on,
for example, brand/offer strategy and channel analysis.
A key feature of the model is that the BI partner takes the
project through to commercialization, including test
launching of actual products and services – not stoppingat the prototype or bench-scale phase.
The work is conducted by the BI partner, using its own
resources and engaging specialists, where required, fromthe ecosystems of both the company itself and the BI
partner firm. During this time, the owning company stays
close to the ongoing process on a day-to-day basis,
with a small (e.g., two- to three-person) guidance teamliaising frequently with the BI partner. Weekly meetingsand co-attendance at key meetings ensure that thecompany remains fully informed of the process’s status
and key issues throughout. Overall progress, key decisionmaking and strategy are covered by a senior joint steeringcommittee, which comprises executives from both thecompany and the BI partner.
A key aspect of the model is the use of agile approaches
in the development process, with a strong focus on early
customer/consumer testing, and iteration with shortcycles, including immediate assessment of commercial
and strategic implications in parallel with productdevelopment and testing. This agile approach ensures that

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the development is strongly market-/customer-/consumerfocused and the practical and scale-up aspects are properly
assessed at an early stage – rather than after prototyping.3
The BI model goes well beyond “classical” open innovation
because it externalizes an entire innovation, productdevelopment and new-business creation effort. Somecompanies may feel reluctant to externalize so much ofwhat might seem critical for competitive advantage. And
so they should be: if it is core to your strategy and you
are good at it, keep it in-house. But as we argued above,
many companies are not good at creating growth throughinternal breakthrough innovation efforts. In such cases,
the opportunity costs or risks associated with extensive
collaboration, or even full outsourcing, are actually verysmall compared to those of the in-house alternative. We
have found that external “incubators” are an ideal way tobuild up the right organizational environment in order tosystematize future breakthroughs by starting with smaller
pilots or projects which have previously been “mothballed”
and could be reinvigorated. (See Box 2 for an example.)Box 1 – Breakthrough end-to-end product innovation fora large food and drink company
A leading food and beverage company set out to target
new segments of the consumer population by developing
innovative products tailored to their specific needs. It
wanted the initiative to be consumer-needs led, scientificallyand quantitatively driven, and independent of its existing
portfolio of businesses and brands. While the initiative
aimed at developing and launching new products andplatforms, it was also focused on learning and bringing theorganization up to speed on the targeted segments, as they
were deemed important future growth drivers. With thehelp of Arthur D. Little, the company created an “incubator”
outside of its own organization with the charter to ideate,create, develop, test, and launch new products that fulfilled
the strategic objectives.
3. See “Using agile approaches for breakthrough product innovation” for further insight,
Arthur D. Little Prism S1 2017, http://www.adlittle.com/en/insights/prism/using-agileapproaches-breakthrough-product-innovation

As the project orchestrator, ADL created and implemented
an agile approach using an ecosystem of collaboratorsthat met the needs of every step of the project. ADL also
coordinated with the client team on a regular basis toensure input and buy-in to critical decisions and milestones.
While only a fraction of the concepts developed as partsof this project ended up being launched (see Figure 2
below), an important benefit to the client was the creationof a portfolio of concepts/products and future brands that
could be introduced to the market as parts of subsequent
launches. The insight and learnings about the segments’emotional and functional needs will also form the basis forthe development of strategic platforms around which
the client will transform the business to focus on key
growth segments of the future.

Consumer
research

Ideation

Insight/market research
agencies

Concepts development

Product development firms

Consumer testing
Testing
firms

Focus groups

Brand
consultancies

Market testing
Technical Co-manuspecialists facturers

Key market
trendsConsumerneeds

Identificationof innovation
spacesConcepts
definition
500 idea
sparksFunctional
needs

100
concepts
Preliminary
screening

Ideation ofconcepts

Consumer
insights

Concepts
refinement
20
prototypes
Consumerco-creation

Quant.
testing 4,000
consumers

5 platforms
10 products

Multi-regional
20 stores

Agile iterative approach

1st gate

2nd gate

3rd gate• Fit with consumers• Fit with needs• Internal evaluation• Concept functionality• Aggregation of concepts• Consumer feedback• Technical feasibility• Aggregation of concepts

4th gate• Quant. testing results• Overall liking• Purchase likelihood• Fit with concept

Figure 2: While only a fraction of the concepts developed as parts of the project ended
up being launched, an important benefit to the client was the creation of a portfolio ofconcepts/products and future brands that could be introduced to the market as partsof subsequent launches

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The benefits of breakthrough incubation
The BI model provides an excellent means of overcoming
the challenges of innovation-driven growth, for example:•	
Rapid low-cost growth (bold): The BI model offers
rapid new-business creation at a fraction of the costof a large-scale acquisition, and substantially fasterand cheaper than internal development.
•	
Speed and agility: The BI model offers an
opportunity to accelerate speed to market for
breakthrough innovations. The agile approach adopted
during product development means typical delays
caused by formal phase-gate approvals are eliminated.
Also, the BI partner is usually able to engage otherexternal partners much faster than typical large
companies can due to the absence of procurement
red-tape, thereby overcoming one of the big
challenges companies face in making open innovation
work effectively. Reductions in time to market of
20–30 percent or more are achievable.
• R emoval of corporate bias and/or rejection:
Because the entire development-and-testing process
takes place externally, normally in a “brand-agnostic”
manner, typical problems such as inherent bias orrejection of new concepts/prototypes due to lack ofperceived fit with the current business are greatly
reduced. By the time the new business is transitioned
back into the company or launched as a stand-alone
entity, it has already been proven through market/
consumer/customer testing, test launches, operational
assessment, commercial viability and strategic
underpinning.
•	Resource efficiency: One of the problems with stepout or non-core innovation is that new competencies
are needed which don’t already exist within thecompany. Moreover, any new-business creation
normally requires significant resource support froma range of technical, commercial, operational andstrategic functions. The BI model postpones theneed for a company to take on permanent in-house
resources until – or unless – the proposition isproven and the requirements are clear. The company,
meanwhile, can focus on its core business without
distraction. Resource efficiency is also greater
within the BI partner than it would be within a large
company. All this means development costs canbe significantly lowered – we estimate a potential
reduction of 15–30 percent. Moreover, the greater
procurement flexibility of the BI partner means thebest-possible external expert resources can be easily
secured for the work.
•	
Mitigation of risk: The relatively high-risk profile ofa new business in a non-core area is one of the mainbarriers to breakthrough innovation. The BI model
mitigates the risk by keeping the project external –and brand anonymous – until it is largely proven, notjust at prototype scale but also at full scale.
•	
Bridge across functional divides: In the model, theBI partner covers all the various functional aspects of
the new business – technical, commercial, operationaland strategic. As it is more flexible than a large
corporation, the BI partner can take a fully integrated,cross-functional approach much more easily, whichenables more agility and speed, as well as better
coverage of all the aspects that are critical for a
successful new-business launch.
•	Expertise synergies: The BI partner will typically bringa range of external expertise that is partly additional
to, and partly overlapping with, the company’s internal
expertise. The integration of this expertise between
the BI partner and the company brings synergies
which can advance the company’s know-how andcapabilities in areas such as marketing, consumer
insight, product/platform development methods andtechnical competencies.

The Breakthrough Incubator
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Box 2 – Establishing an agile “innovation incubator”
approach for piloting new-product innovation for a
global steel company
A large steel company had found that while it had very
competitive products, facilities and capabilities, it invariably
struggled to put these to use in breakthrough innovations.
The technology and R&D people were unable to gather
and use detailed market insight, while commercial teams
were focused on existing products. The result was thatbreakthrough projects simply dragged on and became(or seemed to become) irrelevant and nonviable. The
company had therefore decided that it needed to establish
an incubator for future breakthrough innovations, but was
unsure how to do this.
With the help of ADL, it identified and selected suitablepilot incubator projects that could be run partly or evenfully outside the company, and thereby allow the company
to “learn by doing”. These pilot projects were selectedbased on: their scope (adjacent to the company’s core, forinstance, in terms of advanced steel-surface treatment orin combination with digital solutions); their incubation andmarket potential (would the projects truly benefit froman agile co-venturing approach, and would they then be
expected to make a big splash in the market?); and theirlearning potential (would eventual success also enable thecompany to better understand how to systematize this insetting up the incubator unit?). This discovery stage wasfollowed by a highly iterative incubator stage to rapidly
downscale market, technology, organizational and resource
uncertainties, and to populate the blueprint of the incubator.
This two-pronged approach ensured early proof of principle
to the organization, as well as a truly fit-for-purpose, “zerobased” organizational design to replicate this successsystematically in the future.

Key success factors for implementing the BreakthroughIncubator model
In order to achieve these benefits, it is important to ensurethat the BI approach is appropriately implemented. We haveidentified five key success factors for this, as shown in
Figure 3 below.

1. Secure top
management
commitment

5. Maintain arm’s-length
independence witheffective transitioning
on completion

Rapid end-to-end
innovation
incubator

2. Engage the rightpartner

3. Ensure clear scopeand governance
4. Use an agile
approach

Figure 3 Key success factors for the Breakthrough Incubator model

1 Secure top management commitment
First of all, the BI model will not work unless it is actively
sponsored by the top management of the company. An
end-to-end innovation program cuts across many different
functions, not just R&D. There are inevitably many vested
interests and perceived threats across these functions:
not only internal technical resources who may view theBI model as a possible threat, but also other people infunctions and disciplines such as marketing, supply chain,manufacturing, and strategic planning, who may be initiallysuspicious or skeptical. Top management leverage andauthority are necessary to push the model through without
undue interference from internal stakeholders.

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2 Engage the right partner
The role of the BI partner is central to the success of themodel. The BI partner acts as an overall “orchestrator” forthe program, using both its own resources and those of theecosystem, as shown in the example in Figure 4.

Consumer
insight

Science andtechnology

R&D

Insight/
marketresearchagencies

Product
development
firms

Focus
groupsMarketingTechnical
specialists

Company
New productdev/openinnovation
function

Sales

ADL
Lead delivery
partner

Contract
manufacturers

Productmanagement

Testing
firms
Brand
consultancies

Manufacturing
QualityLegal

Suppliers

Figure 4 Typical Breakthrough Incubator partner network

The company needs to ensure that there is a single-focalpoint guidance team during execution, typically within
the new-product development or open innovation function,
which is able to orchestrate the involvement of othercompany functions.
The BI partner firm needs to have relevant in-depth
expertise in-house. This means having experienced
staff with first-hand experience in new product/service
development in the appropriate industry. Together, theyshould bring a mix of detailed technical skills (e.g., inappropriate technologies), operational skills (e.g., in relevant
manufacturing, sourcing and/or supply chain operations),
commercial and marketing skills (e.g., in pricing, brandstrategy and channel strategy), and strategic business skills

(e.g., in growth strategy). It is essential that the BI partneris involved as a “player” as well as an “orchestrator”,
working closely with other specialist partners at a detailed
level. Without this, the BI partner role is reduced to oneof an administrator or project manager, and this provides
an insufficient level of control for a complex innovation
program. This multi-disciplinary capability is vital for the
BI partner – for example, a purely technical firm (such as acontract design and development consultancy) may not beappropriate for the role, and neither would a purely strategicor brand/marketing consultancy.
The other specialist partners from the ecosystemshould be the best available given the scope and natureof the work. Typically, some will be firms that alreadywork regularly for the client company and are known andtrusted by them, while others will be firms that have strong
existing associations with the BI partner firm. Contracting
should use good procurement practices, with competitive
bids where appropriate. It may be relevant to have morethan one partner organization in the same field working inparallel, such as in new-concept development, as this cangreatly enhance the richness and breadth of the outcome.
3 Ensure clear scope and governance
Like with any significant project, it is important to agree thescope, ambition, tasks, deliverables and milestones veryclearly and with sufficient detail at the outset. Usually there
will still be a significant degree of uncertainty at this stage;
hence, it is advisable to split execution into discrete phaseswith separate budgets. Establishing a suitable steering andgovernance process is also important. This should include a
joint steering committee with senior executives from boththe company and the BI partner, and a program-level teamcomprising the BI partner firm’s program leader and thecompany’s day-to-day focal point.
4 Use an agile approach
As mentioned above, the BI model delivers benefits
especially through speed and agility. The development
process needs to be based on deep, comprehensive

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technology and market/customer insight. Subsequent steps
from concept development onwards need to be conducted
iteratively, with early prototyping and rapid quantitativeand qualitative testing in the marketplace. One of thebenefits of the BI model is that it enables this agile, multifunctional development approach, which would be hard to
implement within a large global organization. Effectively,
this is similar to treating the program as a new-businessventure with seamless integration across strategic,
technical, commercial and operational functions.
5 Maintain arm’s-length independence with effective
transitioning on completion
One of the main benefits of the BI model for breakthroughinnovation is its freedom to run without corporate
interference. It follows that a key success factor is tomaintain adequate independence with contacts only via thenominated focal-point guidance team and the joint steeringcommittee, as mentioned above. In some cases it may
even be necessary to keep the program confidential within
the company itself until it has reached sufficient maturity, inorder to prevent corporate interference. This also helps tomaintain external confidentiality.
A consequence of this independence during execution isthat it is extremely important to have a comprehensive
transitioning process to integrate and hand the programback to the company once it is completed. This transitioning
process needs to include structured interactions with all key
internal stakeholders involved, including elements such as
one-to-one coaching, interactive workshops, co-working and“helpline” support. Transitioning will typically need to takeplace over several months in order to provide the receivingorganization within the company with adequate opportunity
to assimilate and “own” the new business, as well as tobenefit fully from the insight and lessons learned.

When is the Breakthrough Incubator model applicable?
The BI model generally has broad applicability across boththe B2B and B2C sectors. However, certain situations are
more suitable than others to benefit from the approach.
The BI approach is likely to be most suitable for:•	
Companies requiring rapid step-out growth:
The approach is especially suitable for creating new
products, services or businesses which are not coreto the current business, and where the necessary inhouse competencies do not exist. These could arise
from (for example) convergence trends or new digital
opportunities in non-digital industries. Examples could
include a novel medical device which incorporates
digital functionality to provide an integrated consumer
health service, an original food and drink concept
which targets new consumer segments, or a newcomponent or piece of equipment which relies on
non-core technology and opens up a fresh customer
market.
•	
Shorter-innovation-cycle industries and innovation
areas: The approach is more suitable for industries
and innovation areas in which product development
cycles are less than two or three years fromconception to market, such as consumer goods,
food and drink, specialty chemicals/materials,
telecommunications, digital, service industries,
healthcare technology, and light engineering/
manufacturing/energy. It could also be suitable forlonger-investment-cycle industries such as heavy
engineering, provided that the step-out innovation
areas being considered have short development
cycles themselves.
•	
Larger companies: The incremental benefit of the BImodel really shows when applied in a large-company
context. Large companies often struggle with speed
to market, agility and breakthrough innovation, butthey also typically have more access than smaller
competitors to required funding, experts, pilot

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facilities and, for instance, lead customers. So the BImodel can circumvent inherent weaknesses whilestill leveraging a company’s major strengths andscale. That said, smaller companies may also benefit
from the BI model if they are significantly resource
constrained and need to develop and commercialize
new businesses quickly.
Insight for the executive
The Breakthrough Incubator model is a highly effective new
approach for achieving rapid growth through breakthroughinnovation. The success of the model underlines some key
insight into how companies should go about delivering rapidbusiness growth.
•	Identify your barriers and take action: Take an honest
look at your approach to breakthrough innovation. Is
it delivering the value you envisaged for the company
and, if not, why not? Then take action to change
your approach.
•	Don’t underestimate scale-up and commercialization
challenges: Downstream scale-up andcommercialization are often bigger challenges than
upstream concept and prototype generation. Make
sure your approach addresses these issues.
•	Be agile: Don’t use normal phase-gate approaches
for breakthrough innovation. Work towards early
prototypes and constantly test using quantitative as
well as qualitative methods to progressively reducerisks and uncertainties.
•	Be cross-functional: Use a development approachthat focuses on truly integrating technical, operational,
strategic and commercial input at an early stage, notjust towards the end of the cycle. Why pursue great
technological innovations if plausible business model
options don’t make sense?

•	Consider externalizing: Just using external partners
for specific tasks and keeping everything else inhouse may not deliver the step-out growth you need.
Be prepared to externalize the whole development
project and incubate it before transitioning it backinto the company.
The Breakthrough Incubator model is a highly effective
solution for companies that are serious about transformation
and building sustainable new businesses of scale. We
believe it will be an increasingly common approach forleading innovators over the coming years.

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Rick Eagar
is a Partner at Arthur D. Little’s London office and leads
the Global Technology and Innovation Management
Practice.
Max Senechal
is a Director at Arthur D. Little’s Boston office anda member of the Global Technology and Innovation
Management Practice.
Michaël Kolk
is a Partner at Arthur D. Little’s Amsterdam office
and a member of the Global Technology and Innovation
Management Practice, heading the Global Chemicals
Practice.
Tim Barder
is a Principal at Arthur D. Little’s Boston office anda member of the Global Technology and Innovation
Management Practice.
Mitch Beaumont
is a Partner at Arthur D. Little’s San Francisco office
and a member of the Global Technology and Innovation
Management Practice.
Kurt Baes
is a Partner at Arthur D. Little’s Brussels office and amember of the Global Operations Management Practice.