02/21

The ecosystem future
Corporate sustainability – Using yourecosystem to sustain the ecosystem

10

Appetite for disruption – Making the mostof the future of food24

Hyper-collaboration in the healthcare and life
science industry – The new imperative40

The role of hydrogen in building a sustainable
future for automotive mobility

56

The Future of Innovation Districts

70Arthur D. Little
Arthur D. Little has been at the forefront of innovation since 1886. We help
companies continuously Anticipate, Innovate and Transform to achieve sustained
business success in today’s disruptive business environment:• Anticipate future trends and build resilient strategies that embrace complexity.
• 	Innovate to deliver more, faster, cheaper products, services and business models,accessing the best external talent.
• Transform organizations, processes and cultures to continuously adapt.
We are problem-solvers and combine deep industry insight, functional skills andentrepreneurial flair to find and deliver new solutions. With our open consulting
approach we bring the best global experts to every assignment, complementing ourinternal strengths. We are proud to be present in the most important businesscenters around the world, serving the world’s leading corporations and public
sector organizations.

The Prism Board
Shinichi Akayama

akayama.shinichi@adlittle.com

Etienne Brumauld des Houlieres

brumaulddeshoulieres.etienne@adlittle.com

Rick Eagar

eagar.richard@adlittle.com

Juan Gonzalez

gonzalez.juan@adlittle.com

Dr. Raymond Khoury

khoury.raymond@adlittle.com

Dr. Michael Kolk

kolk.michael@adlittle.com

Thomas Kuruvilla

kuruvilla.thomas@adlittle.com

Francesco Marsella

marsella.francesco@adlittle.com

Andreas Schlosser

schlosser.andreas@adlittle.com

Greg Smith

smith.greg@adlittle.com

Chulseung Son

son.chulseung@adlittle.com

Ben van der Schaaf

vanderschaaf.ben@adlittle.com

PRISM is published biannually by Arthur D. Little, the global management consultancy.
We are eager to hear from our readers! Please address your comments to our editorial officeat Arthur D. Little, New Fetter Place West, 2nd floor, 55 Fetter Lane, London EC4A 1AA, United Kingdom –Telephone: +44 7710 536 471. Copyright 2021, Arthur D. Little. All rights reserved.
Editing by Catalyst Comms, London: info@catalystcomms.co.uk.

Table of Contents
The ecosystem future
Corporate sustainability – Using yourecosystem to sustain the ecosystem

10

Sustainability has now risen to the top of the businessagenda, with a combination of technology, financial backing,and greater government and consumer pressure all making it
an imperative for every organization. Our lead article explains
how taking a business ecosystem approach is crucial tosustaining our natural ecosystems.
Stefano Milanese, Stefano Decadri, Carlo Stella, Martijn
Eikelenboom, Trung Ghi, Florent Nanse, Juan Gonzalez

Appetite for disruption – Making the mostof the future of food24

The food value chain has changed dramatically over recent
years – and promises to continue transforming, withecosystems becoming ever more complex. Based on acomprehensive study carried out with three major players
in the food value chain, the authors explore the trends andscenarios shaping the future of food.
Albert Meige, Sandra Einerhand, Philippe Letellier, Phil Webster,
Kurt Baes, Maki Kurosawa, Serkan Somer, Rick Eagar

Hyper-collaboration in the healthcare and life
science industry – The new imperative40

The successful rapid development and rollout of multiple
COVID-19 vaccines has demonstrated the potential speed ofinnovation within healthcare and life sciences. Our third article
explains why the same ecosystem collaboration approachis underpinning wider changes in healthcare, transforming
innovation speed as we move to the Future of Health.
Dr. Franziska Thomas, Ben van der Schaaf, Dr. Ulrica Sehlstedt,
Robert Smolander, Matilda Berg, Jacqueline Gross

Table of Contents
Prism / 2 / 2021

4/5

The role of hydrogen in building a sustainable
future for automotive mobility
The pressing need to decarbonize mobility means
automotive players are facing key choices around thefuels of the future. Taking a holistic approach, the authors
explain why hydrogen is a strong candidate for powering
automotive transformation and how a global greenhydrogen ecosystem is likely to develop moving forward.
Klaus Schmitz, Dietrich von Trotha

The Future of Innovation Districts

70

Where innovation takes place has changed radically overthe last decade, with the rise of physical Innovation Districts
across the world that bring together researchers, start-ups
and corporates to work and live in open ecosystems. Ourlast article outlines the Innovation District concept andfactors for success in a post-pandemic world.
Phil Webster, Simon Pringle, Elis Wilkins,
Ben Thuriaux-Alemán, Dr. Raymond Khoury56

Prism / 2 / 2021

Editorial

6/7

Dear Reader
Once, when someone described an ecosystem, they would betalking about a biological community where living organisms
interacted with each other and their environment – such as thecoral reefs in our cover illustration. Then, about 10 or 15 years ago,
it became hijacked by the business management community as a
descriptor for an interconnected partner network. It achieved truebuzzword status rapidly.
Our theme for this second semester Prism of 2021, The
ecosystem future, is about both meanings of the word. Thinking
in an ecosystem way is becoming increasingly central to ourstrategies for the future, both to meet the critical challenges ofclimate change and the environment, and to grow new businesses
sustainably through innovation. Indeed, there is a growing
realization that, ultimately, you can’t have one without
the other anyway.
Our first article focuses on this point: how companies can leverage
their partner ecosystems in the broadest sense to overcome
key obstacles and finally bring about a true shift towards environmental ecosystem sustainability alongside business success.
Food is certainly a key issue for securing a sustainable future, andin our second article we provide some highlights of a fascinating
study into the future of food, conducted together with threeleading companies in the food value chain. Anticipating how
consumer and technology trends are disrupting the future is key.
Having a clear sense of purpose and shaping the right partner
ecosystems to respond will be essential.
We then turn to healthcare and life sciences, a sector that has
clearly been at the forefront of public awareness since the startof the pandemic. The success story of rapid vaccine development
has been a salutary lesson in how working with partners in theright way can transform innovation speed. We look at howEditorial
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hyper-collaboration – working not just with a few partners, but withmany partners in highly collaborative ways – is transforming theindustry as it faces a new “Future of Health” propelled by digitaland data-driven technologies alongside new molecular treatments.
Decarbonization of our transport systems is already underway,
but there is still a long way to go. Everyone is aware of the movetowards electric vehicles, but what about vehicles fueled by greenhydrogen? Elon Musk has described the hydrogen solution as“staggeringly dumb”, but the rest of the automotive industry is
divided. In our article we explore the complexities of the casefor hydrogen, and we conclude that the new hydrogen-based
ecosystem is something that cannot be ignored by automotive
companies.
Finally, we return to what is perhaps the original concept of apartner ecosystem, physical locations where diverse players caninteract to co-innovate for mutual benefit – Innovation Districts.
You might think that in the post-pandemic world of virtual working
and digital communications, such locations are no longer soimportant. However, you would be wrong. Our article explains why
Innovation Districts that are designed the right way will be crucial
to enabling the innovation ecosystems of the future.
We hope you enjoy the issue!

Rick Eagar
Chief Editor, Prism
Arthur D. Little

Corporate sustainability – Using yourecosystem to sustain the ecosystem
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Corporate sustainability –Using your ecosystem to sustain
the ecosystem
Stefano Milanese, Stefano Decadri, Carlo Stella, Martijn Eikelenboom,
Trung Ghi, Florent Nanse, Juan Gonzalez

It has been nearly 25 years since the Brundtland Reportintroduced the modern concept of sustainable development,
highlighting its three fundamental components – theenvironment, the economy, and society. Yet since then,despite the many global, regional and local goals, pledges andinitiatives, society has been largely ineffective in transforming
discussions around sustainability into
concrete and strategic actions. The
latest UN Sustainable Development
Goals (SDGs) are unlikely to be
met. Even before COVID-19 it was
unlikely that global poverty would be
eradicated by 20301, as the world
saw $23.6bn in direct economic
losses from natural disasters in
2018. Global average temperatures
have already risen by one degree
above the pre-industrial baseline, sealevels are at a record high, glaciersand polar ice are retreating and thelast four years were the warmest on record.
However, as this article explains, conditions have now
changed. We explore the reasons why sustainability is now
genuinely at the top of the business agenda, and why a“partner ecosystem”-led approach is the key to sustaining the“environmental ecosystem”.
1. Source: Arthur D. Little, An unprecedented opportunity for a new start, https://www.
adlittle.com/en/insights/viewpoints/unprecedented-opportunity-new-start

Sustainability has now
risen to the top of
the business agenda,
with a combination oftechnology, financial
backing, and greater
government andconsumer pressure all
making it an imperativefor every organization.
Our lead article explains
how taking a businessecosystem approach is
crucial to sustaining our
natural ecosystems.

The new drivers for change
Despite the lack of progress to date, today various factors
around technology, finance, government actions andconsumer expectations are for the first time converging toenable real change.
Technology as an enabler
We are now seeing the fruits of innovation and research
programs begun over the last decade. Areas as diverse as
solar, EV/batteries, waste recycling, air/water treatment
and green hydrogen (see The role of hydrogen in building
a sustainable future for automotive mobility in this issue ofPrism) are now maturing, bringing down costs, enabling scale,and opening up new opportunities. For example, the cost ofsolar photovoltaic energy dropped by 82 percent between
2010 and 20192, while efficiency saw a fivefold increase.
Essentially, this makes being sustainable more accessible tobusiness.
Wider digital transformation also enables sustainability – forexample, the integration of 5G and the Internet of Things (IoT)
can enable business use cases that impact areas such as realtime monitoring of emissions reduction, safety improvement,
and other SDG targets.
Technology advances are unlocking further drivers forsustainability and creating new expectations of corporate
action on sustainability performance.
Greater government action
As part of rebuilding the economy post-COVID-19,
governments are investing heavily in various initiatives,
including sustainability infrastructure, in order to “build backgreener”. This has created significant interest in the private
sector. In the US, President Biden unveiled a $2 trillion
2. Source: IRENA, https://www.irena.org/newsroom/articles/2020/Jun/How-Falling-CostsMake-Renewables-a-Cost-effective-Investment

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infrastructure plan, while the EU’s Green Deal Recovery Plan
and China’s latest Five Year Plan all put sustainability at thecore of investment decisions. Gaining access to these funds
requires businesses to adopt and demonstrate sustainability
within their operations.
This is not limited to countries heavily impacted economicallyby the pandemic. Although Australia avoided recession in
2020, it is looking to rebalance its economy moving forward.
For example, the state of Tasmania is supporting extensivehydro-electric power infrastructure, while the world’s largest
solar farm is being built in Darwin and will supply 20 percent
of Singapore’s electricity needs via underwater cables
by 2027.
Governments are also competing to position their economies
for a sustainable future. For example, Germany’s plan for a
65 percent cut in carbon emissions by 2030 is a voluntary 10
percent greater than the rest of the EU. This is designed tospur its companies to innovate and build leadership positions
that capture value from new circular and net zero economy
businesses, and replace jobs in fossil fuel sectors.
Increasing financial services sector and investor pressure
COVID-19 has accelerated the pace of green investment.
Many initiatives that link funding to sustainability have now
been announced, such as the Net-Zero Banking Alliance3.
Created by banks responsible for $28.5 trillion in assets,
this has set 2030 and 2050 targets, essentially looking toensure that all their clients are sustainable businesses. The
EU Taxonomy4 has been developed to classify economic
activities and show whether they are environmentally
sustainable. It is being used to guide decisions on wheremoney from the EU Green Deal will be invested.
3. Source: https://www.unepfi.org/net-zero-banking/media/
4. Source: European Union, https://ec.europa.eu/info/business-economy-euro/bankingand-finance/sustainable-finance/eu-taxonomy-sustainable-activities_enFurther examples can be found in The Green Gambit– Investing for corporate strategic advantage in the postCOVID-19 world (Prism Issue 1, 2021)5.
Greater consumer demand for sustainability
Consumers, particularly younger generations, are increasingly
focused on sustainability and driving growth. This covers
sectors as diverse as tourism (where the market is expected
to grow by a CAGR of 14 percent between 2021 and 2027
to $334 billion) and consumer packaged goods (CPG). For
example, a recent study by Stern found that between 2015
and 2019, sustainability-marketed CPG in the US grew overseven times faster than products not marketed as sustainable,
while enjoying a price premium of nearly 40 percent.

The growing benefits of sustainability
The benefits to businesses of embedding sustainability havebeen often stated in the past, but have significantly increased
in recent years.
1. Reduced risk/better risk management
Embedding sustainability principles within risk management
strategies facilitates their timelier identification, allowing
them to be addressed consistently across the organization.
Demonstrating this, many insurers and re-insurers havecreated Sustainability Risk Frameworks that they use toassess the social and environmental risks of their transactions,even refusing coverage in some instances (for example,
German energy company RWE was dropped by insurer AXA
over its coal operations6).
5. Source: https://www.adlittle.com/en/TheGreenGambit
6. Source: https://www.bloomberg.com/news/articles/2021-03-12/france-s-biggest
insurer-dumps-german-power-giant-over-coalCorporate sustainability – Using yourecosystem to sustain the ecosystem
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2. Greater attraction and retention of talent and partners
Innovation, growth and value generation rely on the skillsof an organization’s people and partnerships within thewider ecosystem. An increasing number of potential staff
choose their employers based on a clear sense of meaningand sustainable purpose, and are more productive andloyal to such organizations. Morale has been shown to be
typically higher in genuinely sustainable companies. The
same principles apply to the partnering strategies. For
example, Tesla won’t partner with firms it considers not to becommitted to sustainability – and recently announced it would
no longer accept bitcoin due to the environmental impact ofmining the cryptocurrency.
3. Lower cost of attracting funding
Not only are there an increasing number of funds targetingsustainable opportunities, but sustainable businesses canalso lower the cost of attracting capital due to investor
demand. For example, energy company Enel, which adopted
a sustainability business model in 2015, received a premium
price for its sustainability bonds, saving itself a reported 20
basis points compared to a conventional bond.
4. Competitive advantage
Embracing sustainability enables organizations to create new,differentiated competitive positioning. Flavorings company
McCormick is focusing on Purpose-led Performance to set
itself apart from its rivals, which has resulted in it being ranked
as the most sustainable food company in Corporate Knights
2021 Global 100 Sustainability Index7.
Benefits are not limited to the consumer space. Chemicals
giant Solvay applies its Sustainable Portfolio Management(SPM) tool, which assesses comprehensive and forwardlooking “sustainability performance” to all its products.
This enables it to take strategic decisions that drive higher
growth. It found that solutions that scored well on the SPM
delivered a superior average annual growth rate of 9 percent,versus -3 percent below average for solutions with negative
assessments8.
7. Source: https://www.corporateknights.com/reports/global-100/2021-global100-ranking-16115328/
8. Source: Solvay, https://www.solvay.com/sites/g/files/srpend221/files/2018-07/SolvaySPM-Guide.pdf

What has been holding companies back?
Despite the drivers and benefits, there have been multiple
barriers preventing companies from making progress insustainability.
• In the past, there has been a lack of knowledge withinmanagement teams and board members about the
subject and where to start, and a prevailing company
culture which was not conducive to the sort of changes
required.
•	Companies and their shareholders have often beenpoor at taking a perspective beyond the short term. Thisis sometimes characterized by a fear of cannibalizing
the incumbent business by moving “too fast” towards
sustainability. For example, this was recently shown by
BP’s board and shareholders rejecting a proposal from
activists to publish more aggressive short-, mediumand long-term targets to reduce emissions.
•	
In some territories (such as Australia and parts of South
East Asia), governments have not set clear net zerotargets, which means companies operating in thesemarkets lack regulatory incentives to change.
•	Achieving a meaningful impact in terms of sustainability
is not easy for companies in isolation. Today, large
companies exist in often complex global value chainsfrom raw material through to consumption and disposal.
There are typically many interconnections, interactions
and unforeseen direct and indirect impacts with multiple
parties involved. This means that solutions may becomplex and difficult to realize in practice.

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Becoming sustainable today
Overcoming these barriers is the starting point for becoming
truly sustainable. Despite the accumulated wisdom overdecades and the more recent shared realization of theurgency to take action, for some companies there is still aneed to educate the board and senior managers about whata sustainable mind-set really means – looking beyond thenext three to five years, rethinking the mission and setting
concrete objectives.
It is vital to turn strategies and plans into action, building
sustainability governance models that cover the wider
ecosystem and supply chain, as well as the company, its
products and its operations, for example:•	Enel achieves this by embedding its Creating Shared
Value (CSV) concept into its entire value chain, led by its
central Innovability function9.
•	AENA, one of the largest airport operators in the world,recently published a Climate Change Action Plan
that establishes an ambitious objective of reducing
emissions per passenger by 94 percent by 2030,
backed by a detailed set of measures, setting the basis
for achieving net zero by 2040. It has also strengthened
its governance model to be more accountable forsustainable performance. Recognizing the need toinfluence the broader aviation ecosystem, the plan also
includes measures for airlines and handling companies.
•	
US carpet tile manufacturer Interface set out (and has
already reached) a 25-year goal of having a net zero
impact on the planet.
9. Source: Enel, https://www.enel.com/company/stories/articles/2020/05/creating-sharedvalue-climate-changeTo demonstrate the benefits that sustainability is delivering,organizations must ensure they are able to quantify andmonitor the value they create, beyond simple savings incompliance costs. Metrics should be defined and monitored
to show the business impact of being sustainable andhighlight how the organization is going beyond compliance todifferentiate itself.
Companies should build a strong culture around sustainability
through a common sustainability “language” that is used by
the entire organization. This enables management to engage
the wider business, set parameters for what is acceptable,
and make targets relevant and real for all employees, partners
and other stakeholders.

The importance of the stakeholder ecosystem
Apart from the above basic prerequisites, it is especially
important today that in setting sustainability strategies,
businesses take a wider ecosystem view based onunderstanding all stakeholders (see Figure 1), and go beyond
engagement to enablement. This means listening to current
and target customers, investors, NGOs, local communities,
employees and supply chain partners to learn what is
important to them and enable change. This may not just be
reducing greenhouse gas emissions – it could be areas suchas giving back to communities, lowering water consumption,
reducing waste, or focusing on social issues such as childlabor, bribery and addressing the digital divide. Businesses
must then use this information constructively as part of thestrategy-setting process.

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Comparable
organizations

Educational
entries

Government2Social media
Trade unions

Shareholders

Employerorganizations

1

Targetcustomers

Localauthorities

Top
management

3

Employees
Trustedvendors

Communities

Supply chain

Strategic
partners

NGOs
Trustedsuppliers

Partners

Debtholders

GreentechStart-ups
Current
customers

National
agencies

Traditional
media

Competitors

Internal & supply chain

1 ecosystem - some alreadyengaged in sustainability

2

Downstream stakeholders- some that can help meettargets if engaged

3

Broader stakeholders those that benefit andcreate market conditions

Figure 1: Stakeholders within the ecosystem

One good example of this in action is Ferrovie dello Stato, theItalian transport and infrastructure group. (See Box 1.)

Box 1: Ferrovie dello Stato Italiane Group
Ferrovie dello Stato (FS) Italiane Group operates in four
key sectors in Italy and across Europe – rail, road and sea
transport of passengers and cargo; rail and road infrastructureand sea link services; real estate; and other services (finance,
certification, ICT). It began its sustainability journey in 2008,
following a three-step approach:
1. Define the corporate ambition: To be a sustainability leader.
2.	Define the group vision: “To be the company to implement
an integrated and sustainable mobility and logistics service
that is safe, uses shared infrastructures, and creates value
in Italy and abroad.”Key Risk indicators as a value driver
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3.	Translate this vision into strategic areas of intervention,with goals and targets across economic, social andenvironmental dimensions, and a longer-term roadmap
up to 2050.
To help achieve its aims, FS Italiane Group worked extensively
with stakeholders to define long-term goals, including carbon
neutrality by 2050, as well as integrating the principles ofsocial, environmental and economic sustainability into its
current business plan. This includes linking GHG emissions
targets to senior management’s remuneration policies.
The group was the first railway operator in Europe to issue
green bonds, in order to invest in highly energy-efficient andrecyclable trains. It has extended ideas of circular economy
across its assets – for example, turning over 300km of
disused railway lines into cycle tracks and green routes.
“FS Italiane Group’s vision – defining the long-term projectionof the group’s role in the economic, social and environmental
context in which it operates – incorporates the ambitionof building transport works and services that create longterm value for the stakeholders by driving a shift towards
intermodality” [Lorenzo Radice, Head of Sustainability for
the FS Italiane Group]Corporate sustainability – Using yourecosystem to sustain the ecosystem
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Insights for the executive
Taking a long-term, ecosystem-focused approach is key tosuccessfully managing the shift to sustainability in today’s
new environment.
1. You cannot be sustainable alone. While species
evolve or perish, ecosystems are intrinsicallysustainable. Take an ecosystem approach that not only
covers all of your activities (customers, processes,
technology and investments), but also involves yoursuppliers and start-ups. Ensure everyone around you
thinks the same – to both learn from and pass on yourown practices. For example, airports need to work
towards the sustainability of aviation, even if they are
only directly responsible for a small fraction of theindustry’s total environmental impact.
2.	Understand your position in your ecosystem. Yoursustainability role and focus will depend on where
you sit in the ecosystem, your size and your activities.
For example, if you are not a large emitter but rely onmaterials that are not produced sustainably, your role
will be to educate suppliers and enforce the need forchange, rather than leading overall efforts. Equally,
companies that create products responsible for largescale emissions will increasingly be held responsiblefor downstream usage of their products, as the recent
successful legal challenge to Shell’s sustainability
targets demonstrates.
3. Set a vision and translate it into a wider, long-term(30-/40-year) roadmap. Understand and plan for the
long-term consequences of today’s actions/investments,
rather than solely focusing on short-term businessplans. This is a major change from existing businessplanning, but necessary to deal with the longer-termhorizon for sustainability.

4.	Set connected short-term and long-term (20-/30/40-year) goals. Operationalize your vision in yourgoals. Balance the two and be ambidextrous – don’t
settle for incremental targets alone.
5.	Demonstrate the benefits of sustainability. Quantify
and monitor the value you create – this increases buyin and momentum within the organization, and hence
accelerates the shift.
6.	Be bold and move ahead fast to reap the benefits.
Understand the pace of your own organization andinvestors to bring them with you. Always err on the sideof the active – the pace of innovation means even themost seemingly ambitious goals can be suddenly withinreach due to technological breakthroughs. Don’t use
local government inactivity as an excuse. For example,
although Australia has not committed to a net zerotarget date, it is seeing renewable energy grow at a percapita rate 10 times faster than the world average.
As the world recovers from pandemic with a sharply
renewed sense of mankind’s connectedness andvulnerability, sustainability is taking center stage. Taking
a broad perspective that includes all the stakeholders inyour ecosystem is the key to ensuring that your company’ssustainability efforts will really make a difference.

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Stefano Milaneseis a Partner at the Milan office of Arthur D. Little and a memberof the Sustainability and Risk Practices.
Stefano Decadri
is a Manager at the Milan office of Arthur D. Little and a memberof the Sustainability and Risk Practices.
Carlo Stella
is a Partner at the Dubai office of Arthur D. Little and a memberof the Energy and Utility and Strategy & Organization Practices.
Martijn Eikelenboom
is the Managing Partner of Arthur D. Little Netherlands and theglobal head of the Sustainability Practice.
Trung Ghi
is a Partner at the Singapore office of Arthur D. Little and leads
the Energy & Utilities and Public Services Practices.
Florent Nanse
is a Principal at the Boston office of Arthur D. Little and amember of the Technology and Innovation Management andIndustrial Goods & Services Practices.
Juan Gonzalez
is a Partner at the Madrid office of Arthur D. Little and a memberof the Financial Services Practice.

Appetite for disruption – Making the mostof the future of foodPrism / 2 / 2021

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Appetite for disruption – Making
the most of the future of foodAlbert Meige, Sandra Einerhand, Philippe Letellier, Phil Webster,
Kurt Baes, Maki Kurosawa, Serkan Somer, Rick Eagar

Being the leader of a global food and beverage businesshas been anything but easy over recent years. Going back adecade, the industry had a reputation for being fairly stable
and conservative, dominated by a limited number of global
brands that delivered steady growth and margins. Since then,the industry has been shaken by a succession of disruptions,
including sluggish demand for traditional core products, rapidlychanging consumer patterns and preferences, accelerating
technological developments, and evolving attitudes towards
the environmental and social
impacts of food production. The
pandemic has added yet anotheringredient to the mix, only serving toaccelerate many of the trends that
already existed, such as digitalizationand personalization.
The business space a large foodcompany operates in has become
more complex, with an increasing
degree of convergence across thedifferent steps of the value chain
from farm to fork, associating with other industries such as
pharmaceuticals, logistics, appliances and kitchen automation,
as well as between relevant technologies from nutrition andgene editing all the way through to digital technologies andadvanced and/or smart materials. On top of this complexity,
many of these enabling technologies are so-called exponential
technologies: they progress very rapidly.

The food value chain haschanged dramaticallyover recent years– and promises tocontinue transforming,with ecosystems
becoming ever more
complex. Based on acomprehensive study
carried out with threemajor players in the foodvalue chain, the authors
explore the trends andscenarios shaping thefuture of food.

Setting a strategic course in this type of dynamic environment
is challenging, but looking forward there are many great
opportunities for breakthrough innovation to drive new
growth. With this in mind, three leading companies in thefood value chain commissioned Arthur D. Little’s recent
acquisition, Presans, to conduct a study into future trends inthe food industry, building on their own extensive knowledge.
The companies were Danone, one of the top food companies
in the world; Bonduelle, one of the world’s top vegetableprocessing companies; and SEB, the global leader in small
domestic appliances.
In this article we present a high-level summary of the study,
which addressed some key questions:• 	What are the key trends in usage and enabling
technologies?
•	What could these mean for future scenarios?
• 	What priorities are important for companies in the foodvalue chain to focus on?

About the study							Presans, an ADL company, conducted a major study of future
trends in the food industry over a period of six months during
2020, together with leading international food industry players
Danone, Bonduelle and SEB. The study focused on identifying
usage trends and scenarios in the context of the overall value
chain, as well as enabling technologies and how they link tothese scenarios.
The methodology was expert-based, following Presans’“Synergy Factory” approach comprising three stages:
1.	
Alignment of objectives: Understanding, refining andagreeing the objectives of the study across the threecompanies

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2.	Securing experts: Identifying, qualifying and engaging
top worldwide experts, starting with 935 initial expert
contacts, of which 46 experts across 18 countries
submitted proposals
3.	Collaborative implementation: With close
collaboration facilitated by Presans, a series of expert
reports was developed, synthesized and integrated into
an overall analysis and a set of common conclusions
Based on the analysis, 24 specific trends were identified
and characterized, and four future scenarios were derived
relating to both changes in usage (consumer) patterns and thenature of the food value chain. At the intersection of trends
in both usage and technology across the scenarios, a seriesof priorities were identified for food companies to focus onfor future success. In this article we are able to share only
the high-level results that were deemed not confidential to
the three client companies. We are very grateful to Danone,
Bonduelle and SEB for their inputs, cooperation, advice andactive involvement in the study.

“Beyond the content generated through the Future of Foodproject, the collaborative approach set up by Presans with
SEB and Bonduelle, two other corporate leaders in the foodindustry, has been exceptionally rich. This type of synergy is at
the heart of Danone’s strategy and of its execution: a recent
example is our partnership with the American start-up How
Good, with which we have co-developed a tool to help design
our recipes to understand the environmental and societal
parameters linked to the ingredients used. Complementary
assets and a wealth of points of view are the keys to thesuccess of innovation in a changing world.” [Danone]“We can’t predict the future, but we can prepare for it.
Collaboration with Danone and Bonduelle, combining ourrespective innovation paths, allowed us all to build a broader
vision and be ready for the forthcoming challenges.” [SEB]“The magnitude of the challenges facing the food system ishuge and no single player can pretend to solve it on its own.
Partnering with other players like SEB or Danone is essential
to envision the future of food and what opportunities couldarise from bringing together technology and consumer
expectations. It has proven to be very successful to sharewhat each of us considers to be the certain future and to
explore together what a not-so-certain future could look like.”[Bonduelle]

The trends shaping the future of food
It is helpful to consider the trends shaping the future offood in three categories: Usage or consumer trends, foodtechnology trends and, considered separately because of its
scale and diversity, digital technology trends1. In the study
no less than 24 discrete trends were identified, as shown in
Figure 1.

USAGE TRENDS
Locally & efficiently produced
Connected consumers &businesses
Greener plate structure
Gut health & microbiome
Aging & personalization
ImmuneEnhanced nutrition
Trusted distribution

ENABLING FOODTECHNOLOGIESENABLING DIGITALTECHNOLOGIES

Plant-based & alternative proteins
Production & minimal processing
Upcycling & functional food

Platforms
Trusted processes
Tracking

Vertical, indoor & roof-top farming
Microbiome
Personalization
New materials
Gene editing

FUTUREOF
FOOD

Kitchen local network
Hands-free user interfaces
Maturation & smart storage
Smart packaging
3D printing

Key

Red:

Disruptive – Major impact in short/medium term, high priority
for short term

Amber:

Watch – Potential major impact in the longer term, medium
priority for long term

Green:

Incremental – Already fairly mature, potential quick wins,high priority for "business as usual"

Figure 1: Trends shaping the future of food
1. Trends in advanced materials and packaging are also relevant, but were not includedin this study

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The trends were classified in terms of scale of disruption
potential and maturity to identify those which were Disruptive(rapidly developing, key for the short term), Watch (potential
for major impact in the longer term) and Incremental (alreadyfairly mature, important for quick wins and “business as
usual”). Although it is beyond the scope of this article to go
into the details of all 24 trends, there were some clear overall
messages about what food companies should focus on for
the future.
Usage trends: To remain global, companies need to
become more local and connected
Among the usage trends, the three that are most disruptive
and key for the short-term roadmaps of food companies
are Localization of production, a Greener plate structure andConnected consumers and businesses.
Consumers increasingly value regionality and seasonality,
minimal processing and packaging, small producers, upcycling
and waste stream management. They are also looking for
fewer additives, more plant-based food with high quality(including gene-edited), and good-tasting plant proteins
replacing meat and dairy. At the same time, consumers are
already becoming much more connected and active digitally,in terms of both how they purchase and how they source
information about food. They will increasingly build trust
within communities and opinion formers rather than merely
accepting information from global brands. For example, the“r/food” community on Reddit has 19.5 million subscribers
and is the 19th most popular on the platform. Networks
such as the Open Food Network and collective purchasing
platforms such as Pool.Farm are extending the notion of
farmers’ markets into the digital realm. Small businesses
will be increasingly part of the value chain, and there will be
increasing use of dark or ghost kitchens (preparing food for
direct delivery). These trends, which to an extent alreadyexisted, have been further accelerated by the pandemic.

This means that to stay successful at a global scale, large
food companies will need to become much more local intheir operations, with greater leverage of local suppliersand distributors, more tailoring to suit local needs, andmore emphasis on engaging and connecting locally with
consumers. These things can be difficult for large companies
to achieve at scale, requiring innovation and, in some cases,transformation to remain competitive.
Food technology trends: Taste, texture and quality ofalternative foods are key drivers
The most disruptive food technology trends are shown in
Figure 1 as Plant-based & alternative proteins, Production andminimal processing and Upcycling/functional food.
Ever-increasing environmental and sustainability pressures
are driving food production towards the use of proteinsother than meat, including plant-based, fungal or insects. For
example, plant-based meat alternatives have already grownquickly at rates of up to around 30 percent in the last two
years. This also means that new production and processing
technologies such as fermentation technologies, gene
editing, process enzymes, and soil microbiome science will
become increasingly important. Upcycling and avoidance offood waste is also rising on the social and political agenda,
requiring new technologies such as 3D printing to create newfunctional foods.However, there are still major consumer
barriers towards acceptance of these alternative foods insteadof conventional products – they just don’t taste as good.
It is therefore key for food companies to innovate aroundhow to create the taste, texture and quality attributes that
consumers value and expect as the shift towards alternativeand functional foods progresses.

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Digital technology trends: “There are two types ofcompanies – tech companies and dead companies”
In the category of digital technology trends, Platforms, Trusted
processes and Tracking emerge as the most potentiallydisruptive.
What we mean here by a platform is the ability to support theentire business with a unified digital platform infrastructure,enabled by new data analytics technologies such as artificial
intelligence and machine learning. As food companies
vastly increase and extend their partner networks (see also
the usage trends above), as well as with ever-increasing
consumer and regulatory standards and expectations, it isessential to be able to provide the necessary assurance,
trust and traceability along the entire chain from farm tofork – blockchain technology has applications in this field. To
maintain and improve efficiencies, companies will need toembrace technologies in remote sensing and automation.
To be responsive and dynamic, they will need to be able toconnect seamlessly with consumers, producers, suppliers,
co-manufacturers, distributors, retailers and other value chain
partners.
The quote above, “There are two types of companies – techcompanies and dead companies,” from US professor Gregory
Leblanc at UC Berkeley, may sound dramatic, but it is scarcely
an exaggeration.

Characterizing the future
Based on these trends, an expected future in a five- to 10-yeartime frame can be characterized in terms of four scenarios, as
shown in Figure 2.

Figure 2: Future of food scenarios, © Louise Plantin, Presans (2021)

These scenarios should not be seen as alternative futures,but rather complementary and interconnected aspects ofan expected overall picture. All aspects should therefore beconsidered in any long-term strategy, although the emphasis
for each company will vary depending on its role, vision andstrategic positioning.
1. Super Green Society
At the bottom left, and closest to where we are today, isthe “Super Green Society” scenario. Here, environmental
sustainability issues continue to rise in prominence.
Awareness of the impact of eating habits on the planet

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increases, and the consumer’s plate becomes greener, withalternative proteins, local production, natural, and “free from”
increasingly coming to the fore.
Supporting the drive towards plant-based and non-animal
food is a clear priority in this scenario. The plant-based meat
global market has been forecast to grow at nearly 20 percent
annually over the next six years, from $3.3 billion in 20192.
There are many opportunities to innovate, such as healthbeneficial foods for seniors, fermented foods, and waste
reduction through new treatment technologies and packaging.
2. Delightful Cocoon
The “Delightful Cocoon” scenario reflects a significant
shift in how consumers eat in the post-pandemic world. In
a reflection of the increasing desire for personalization andindividual well-being in a world where risks and threats are
ever-present and increasing, in this scenario consumers spend
nearly all their time at home, including meals. The offering fordomestic meals has become increasingly sophisticated, withmore use of ghost or dark kitchens and finishing at home,enabling almost any style and quality of food to be enjoyed.
Some aspects of this scenario are already with us, driven by
the pandemic.
In this scenario, there are opportunities to leverage thegrowth in on-demand food. According to Euromonitor, ghost
kitchens are expected to replace 25 percent of in-store
beverages and 50 percent of takeaways, growing to $1 trillion
by 2030. Companies such as Gorillas and Getir are examplesof new service providers that deliver fresh groceries and local
brands to the doorstep in 10 minutes. Getir, currently valued
at $7.5 billion, now operates in Turkey, the UK, Germany,
France and the Netherlands, and is looking for expansions in
the US and Brazil.
2. Source: Grand View Research market analysis report, September 2020

3. Soylent WorldIn this scenario the concept of synthetic, engineered foodhas become the norm. Gene editing is broadly used to bringnew properties and benefits to food and raw materials, suchas taste, texture, health and reduced environmental impact.
Milk, meat, and vegetables are grown in vitro and 3D printed.
Such food is currently a long way from consumer acceptance,
although it is likely to be an increasingly significant part ofthe plate in light of future pressures on the environment andthe world’s resources. It may be some years before thesepressures are sufficient to override consumer acceptancebarriers.
In the meantime, there are many innovation opportunities
in gene editing, also in combination with functional foods
to deliver personalized health impacts enabled by digitaltechnologies. For example, Nestlé is constructing new
businesses that provide optimal nutritional solutions based on
individual biological and behavioral data. Partnering is a key
aspect of providing these types of solutions, including data
and technology specialist companies to enable acquisitionof data, development of new assays for nutritional statusmeasurement, and development of new equipment.
4 Connected New World
Finally, the “Connected New World” scenario envisages
full digitalization across the entire food value chain, fromfarm to fork. In this scenario, social media has accelerated
the growth of narrow communities representing specificinterests, concerns and food experience desires. Digitaltechnologies have enabled the scaling up of personalizationand significantly improved health and sustainability. Some
aspects of this scenario are already with us today, although
there is still a long way to go.
There are already many examples of digital platforms
operating at the consumer interface. One such example
is PepsiCo’s use of integrated B2B and B2C customer
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promotions and awards directly from a mobile phone scanfrom their local mom-and-pop store. Another example is theInternet of Things technology used by Coca-Cola bottlers insmart coolers to remotely track productivity, security, andstock levels and to boost sales.

Insights for the executive – Ensure a clear
innovation vision and purpose
The food value chain is facing more disruption than at any
time in the past, and the pace of change is accelerating. The
four scenarios outlined are expected to be complementary
aspects of this future, and companies need to take action
now and in the coming years to anticipate their implications.
The strategy to pursue will differ depending on eachcompany’s position and role in the food value chain – it is notpossible to suggest specific innovation priorities that would be
generically applicable. At a high level we suggest a four-step
approach to identify the way forward, as shown in Figure 3.
			Innovation
vision andpurposeInnovation
objectives &business benefits
Science & technology
building blocks

Ecosystem capabilities and talent

Figure 3: Innovation framework•	Define a unique and clear vision of what research &innovation should bring to the company and to theworld. The innovation purpose should be aligned witha higher company sense of purpose or “raison d’être”.
This needs to be defined at a higher level than merely
the products and services that the company currently
offers. Such a vision can be used to develop a strategic
positioning that is focused in terms of the role(s) to beplayed in the value chain, yet also flexible enough toenable a stretch towards radically new products andservices. Depending on the positioning, this may alignwith one, or a combination, of the four scenarios.
•	
Based on the innovation purpose, define the specificinnovation objectives to pursue, and identify andqualify the business benefits to customers, stakeholders
and society. In this sense an innovation objective could
be defined around, say, improving the taste, texture andappearance of plant-based food, or reuse of food waste.
•	
Use the innovation objectives and scenario alignment
to help guide which specific science and technology
building blocks to pursue. These will normally form themain content of the company’s research and technology
roadmaps.
•	
Build and engage capabilities and talents from within
the company and, perhaps more importantly, thebroader partner ecosystem to develop and pursue thescience and technology building blocks.

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Defining a strategic direction in a rapidly changing
environment is challenging. Perhaps paradoxically, it is usuallythose companies with the clearest and strongest sense of
purpose that are best able to adapt and transform themselves
to meet the needs of the future.

“Consumers’ expectations and behaviors are moving fasterthan ever before and the pandemic has accelerated preexisting shifts. It is absolutely critical for us to build scenariosof the future to inform today’s investment decisions and to beprepared to reinvent ourselves.” [Danone]

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Albert Meige
is Founder and CEO at Presans, an Arthur D. Little company.
Sandra Einerhand
is a Nutrition Fellow at Presans, an Arthur D. Little company.
Philippe Letellier
is a Digital Fellow at Presans, an Arthur D. Little company.
Phil Webster
is a Principal at Arthur D. Little’s London office and amember of the Technology & Innovation Management
Practice.
Kurt Baes
is a Partner at Arthur D. Little’s Brussels office and amember of the Strategy & Operations Practices.
Maki Kurosawa
is a Partner at Arthur D. Little’s Tokyo office and a memberof the Technology & Innovation Management Practice.
Serkan Somer
is a Principal at Arthur D. Little’s Istanbul office and amember of the Strategy & Organization Practice.
Rick Eagar
is a Partner Emeritus of Arthur D. Little.
The authors would also like to acknowledge the special
contributions to the study of experts Sara Roversi, Usha
Palaniswamy, Robert Comber, Rodolphe Barrangou andGeert Van Poppel.

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Hyper-collaboration in thehealthcare and life science industry –The new imperative
Dr. Franziska Thomas, Ben van der Schaaf, Dr. Ulrica Sehlstedt, Robert Smolander,
Matilda Berg, Jacqueline Gross

The COVID-19 pandemic demonstrated the ability of thehealthcare and life science industry to respond to unexpected
needs with unprecedented speed. However, independent of
the pandemic, the industry was already facing transformationin light of multiple, highly disruptive innovations not only inthe traditional field of drug modalities, but also in related
fields such as digital, AI, data and medical devices. This new“Future of Health” is driven by a multitude of new players andinnovations with disruptive potential and new ways of thinking
about health, both at a large scale
for population health and at an ultratargeted level through the potentiallycurative treatment of individual
diseases, such as for CAR-T or genetherapies and precision medicine.
The industry’s response to thepandemic and its transformation
towards the Future of Health may
at first seem unconnected, butthey share the same foundation –innovation is no longer driven by one
or two companies, but rather, by a large number of players
in an extended partner ecosystem, requiring collaboration atan unprecedented scale. Driving innovation at speed requires
all players to think and act in large “hyper-collaboration”
networks.

The successful rapid
development androllout of multiple
COVID-19 vaccines
has demonstrated
the potential speedof innovation within
healthcare and life
sciences. Our third article
explains why the same
ecosystem collaboration
approach is underpinningwider changes inhealthcare, transforming
innovation speed as wemove to the Future of
Health.

What does hyper-collaboration mean?
“Hyper-collaboration is based on the fundamental belief that
it is innovation ecosystems, not individual companies, which
will deliver the novel solutions the world is waiting for. Hypercollaboration means seeing ecosystems for what they are: not justcandy stores full of opportunities, but fiercely competitive arenas
in which companies fight for the best partners, technologies,
and networks to create, build and defend added value. It also
implies adopting a mind-set that, until proven otherwise, someone
somewhere has already figured out what works best – and that it
is unlikely that this person works in your company.” [Ecosystem
Innovation, Prism First Semester 2017]

Although hyper-collaboration itself is not new, it is now
becoming central to success in a growing number of sectors.
Companies that fail to change and adapt risk being sidelined
by newer, more agile players. The remarkable success of
small biotech companies in beating established players in therace for a COVID-19 vaccine is just one recent example of thistrend.
In this article we look at how hyper-collaboration is now
becoming a key success factor for the healthcare and life
science industry, and draw some lessons on how to makeit work effectively. These lessons are also relevant for otherhighly complex industries with new and potentially disruptive
players, such as aerospace, transportation and finance.
A fast-evolving landscape creates a need for
hyper-collaboration
Innovation is happening at a faster pace than ever, withdigital and data-driven technologies alongside new moleculartreatments disrupting the healthcare and life sciences industry
and causing new players to emerge.

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This is manifested through:•	A greater ability to combine basic research and large
data approaches to rapidly improve understanding of thehuman body and diseases.
•	
New tools to develop and deliver medications in termsof both biological tools (such as CRISPR gene editing)and hardware such as robotics and 3D printing.
The time from discovery to clinical concepts has therefore
shortened significantly, with a multitude of new concepts
rapidly emerging and moving into usage.
Innovation across the sector is also becoming much more
complex. The industry has moved from being dominated byseemingly simple chemical molecules that could be applied
as tablets or solutions such as aspirin, to the introduction
around 20 years ago of more complex biological compounds
such as recombinant proteins and antibodies (e.g., insulin
or Herceptin). These have been driving much improved
treatments for diseases such as rheumatoid arthritis andcancer, and have been a major growth driver.
Today, the landscape is changing again, with more and more
complex drug modalities, including cell and gene therapies
and mRNA vaccines (as seen in COVID-19 vaccines), now
becoming commercially available.
The hemophilia example below demonstrates both how
innovation has accelerated over the last decade and how
well-established players can rapidly be made irrelevant by
new and innovative approaches that are often driven by newentrant biotech companies. A further insight is that there are a
multitude of radically different new treatment options on thehorizon, with some uncertainty as to which technology will
ultimately win.

Case study – Hemophilia A
The evolution of treatments for hemophilia highlights thepace of change in healthcare. This rare disease leads touncontrolled bleeding due to a lack or reduced levels of
coagulation factor VIII. The first treatments with coagulation
factors purified from blood became available about 50 years
ago, but were mostly used to treat acute bleeding episodes.
Treatment was revolutionized in the early 90s with the
production and preventive use of recombinant coagulation
factors, which allowed patients to live much more normal
lives and survive much longer into adulthood and beyond,although with a heavy treatment burden.
But then very little happened until, in 2014/2015, approval
was given to the first recombinant factors with extended halflives, resulting in less frequent injections and more effective
treatment. However, there was still a significant population ofpatients for whom the treatment became inefficient throughautoimmune reactions. Although this effect can be treated,
it is a significant burden on patients. This effect has now
been solved by Roche’s Hemlibra®, a bispecific antibody thatmimicked the effect of factor VIII and was initially approvedin 2017/2018. This is now quickly surpassing other treatment
options.
However, in parallel with traditional protein and antibody
treatments, alternative treatment options such as siRNAand, most impressively, gene therapies are about to become
available. The first gene therapy for hemophilia is now inregulatory review, with a potential approval this year, andpromises a complete cure for this genetic disease that will – if
successful – make both existing treatments and those thatare still in development obsolete.

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New alliance models in times of hyper-collaboration

2017/20182014/2015
1992
50 years ago

Factor
VIIIa mimetics

First purified
factor VIII

Factors purified
from blood for
acute treatment
Issue: Contamination
through blood
product, e.g.,
Hepatitis C of HIV

Repair the
genetic defect

EHL1
factor VIII

Recombinantfactor VIIIFirst direct
treatment

Submitted

Modified factor
First biotech
product
Produced cleanly
and w/o blood

Enables easierand better
prophylaxis
Issue: Immune
reactionsGene therapy2
Bispecificantibodies

Potentiallycurative

Better prophylaxis
and no immunity
against factor VIII

Issue: No
long-term data
yetIssue: Life-longtreatment

Issue: Short halflife and immune
reactionsFigure 1: Haemophilia treatment developments

The same effect has also been demonstrated in the race
for a COVID-19 vaccine, in which traditional methodologies
competed with novel and largely unproven new approaches
such as vector vaccines and mRNA vaccines. Ultimately,
these were more successful, but it would have been
impossible to predict mRNA’s resounding success even ayear ago. As technological complexity and innovation speed
increase, effective collaboration becomes central to success.

Managing greater complexity in ecosystems
Oncology (the treatment of cancers) is a further exampleof hyper-collaboration and gives us a taste of the future of
medicine in general as we move towards the “Future of
Health”. Although cancer treatments are traditionally basedon a combined approach of surgery and radiotherapy or
chemotherapy, newer treatments also see combinations withmolecular therapies based on the characteristics of individual
tumors. Additionally, in recent years, we have increasinglyseen approaches using the activation of the immune system,
either in immune-oncology drugs or with the use of ultratargeted cell therapies such as CAR-T.
For the future, there is an expectation that treatments could
well entail the use of between five and seven drugs or drug
modalities in combination, which will require a network ofmultiple players and IPs. In addition to these complex drug
combinations, future treatments will require the developmentof the right diagnostics and tools to analyze tumors, as wellas the right support to analyze and curate the data gained
to predict the right treatment for the right patient (precision
medicine). On top of that, we expect that, with constantly
improving treatments, cancer will become a chronic disease
and require treatment of patients in their own homes,
supported by remote monitoring. This is where innovations
such as Alexa and the logistics offered by an Amazon
pharmacy can bring in additional players and innovations.
Again, this is a trend that was also accelerated by the
pandemic, when immune-suppressed cancer patients wererightfully scared of being treated in hospitals with COVID-19
cases.
This results in significant complexity challenges when it
comes to organizing clinical trials, and also raises questions
around the management of IP in order to make collaborations
more attractive for small biotech or medtech players, as wellas large pharma or tech companies.
How hyper-collaboration helped develop the COVID-19
vaccine in record time
As well as picking the right solution from a widening numberof potential treatment options, innovation success now
depends on hyper-collaboration between multiple players andbiotech companies.
The development of COVID-19 vaccines is a best-practice
example of how companies have tapped into new typesof partnerships and technology to successfully bring novel
pharmaceutical products to market in record time. During theHyper-collaboration in the healthcare and life
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first half of 2020, hundreds of promising COVID-19 vaccine
candidates entered preclinical trials. The majority of thesecandidates were co-developed by pharmaceutical companies,
academic research institutes and governmental agencies,
such as AstraZeneca and the University of Oxford, Arcturus
Therapeutics and Duke-NUS Medical School, and Moderna
and the American National Institute of Allergy and Infectious
Diseases (NIAID). Partnering in such constellations secured
joint access to quality research, as well as drug development
capabilities and funding.
Of the four established global vaccine powerhouses (Pfizer,
Merck, GSK and Sanofi), only the first actually delivered
an effective solution – but solely by choosing an unproventechnology (mRNA) in a new partnership with BioNTech. The
other three major vaccine makers stuck with proven methods
involving much longer timelines and failed to get the same
results. Merck abandoned its trials, while GSK and Sanofi
have some promising vaccine candidates, but are well behindthe frontrunners. GSK has belatedly stepped up its efforts
to build out its partnership with CureVac, another company
focused on mRNA technology.
So what did Pfizer do differently to succeed, not only in thevaccine field, but also by becoming a major player in mRNA
technology through its partnership with BioNTech1?
1.	It acted decisively in mobilizing its resources toward
developing an mRNA vaccine. It bet on an unproventechnology and an untested partnership with BioNTech.
The partnership was started on a handshake, and thecontracts followed later – which is highly unusual in drug
development. In contrast, Merck’s CEO declared earlyon that timelines of less than a year were unrealistic,
and it stuck to its existing development methodology.
1. From “How we did it” by Albert Bourla, Harvard Business Review May-June 2021

2.	Pfizer recognized that the global need and urgency
changed the environment, with risk and short-term
return becoming less important. It went all-in for
the “moon-shot” challenge of a six-month vaccine
development timeline, “doing the right thing” while
also playing the new circumstances well and taking fulladvantage of regulatory flexibility.
3.	It leveraged the partnership with BioNTech optimally,
which is clearly the other big winner in this story.
Well before the final terms of the partnershipwere hammered out, investments were made andconfidential information shared because of mutual trustfrom working together previously.

The importance of ecosystems
However, Pfizer’s success was not due to a single partnership– there was a whole ecosystem behind it. This included theChinese researchers who shared the genetic sequences of
the COVID-19 virus (which made the fast development of all
vaccines possible), the designers of the boxes that allowed
vaccines to be shipped and stored at ultra-cold temperatures,and the developers of the liquid nanoparticle vesicles, which
deliver the mRNA to the cells in the body.

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New alliance models in terms of hypercollaboration
Vaccine developers

Contracted manufacturers

Figure 2: COVID-19 vaccine-manufacturing partnerships

Most importantly, as vaccine candidates moved frompreclinical into clinical trials, their developers began toestablish additional partnerships with vaccine manufacturers
to secure large-scale production capabilities. Given the hugedemand, this required partnerships with up to 20 different
contract manufacturers for each vaccine, which broughtsignificant challenges around complexity and scale.
The hyper-collaboration extended beyond traditional contract
manufacturers, as their capacity remains insufficient. This has
given rise to a new type of innovative partnership, in whichpharmaceutical companies offer their spare capacity to theirown competitors. For example, Sanofi conducts fill-and-finish
activities for BioNTech, while Novartis, which no longer has a
vaccine business, produces vaccines for Pfizer-BioNTech
and CureVac.

Of course, Pfizer was not the only winner in the vaccine race,and others also achieved great success due to collaboration:•	Moderna accelerated its strategy by 3–4 years andwas close on the heels of Pfizer with a highly effective
vaccine. It saw its share price increase sevenfold.
•	
AstraZeneca was not an established name in vaccines
before the pandemic, but it (rather than UK rival GSK)
moved fast and quickly established a collaboration with
the University of Oxford, and delivered an effective
vaccine within the year.
Lessons on managing extended networks effectively
Although alliances are not new to the healthcare and life
science industry, their current scale and complexity are, andthis will only grow over time. Instead of traditional bilateral
networks, partnerships and alliances will often require
involvement of multiple players, including biotech, pharma,
medical device and health tech companies, as well as
academia, payers/providers and even regulators. This makes
it critical to be able to successfully manage not only one or
two collaborations, but a network of hyper-collaborations. The
same is also true for other highly regulated industries, such as
telecommunications and utilities.
Hyper-collaboration brings multiple benefits, including sharedrisk, reduced cost, greater utilization of unused IP, better
access to funding and talent networks, more innovation
capacity, and improved transparency and trust with patients.
However, there are also challenges, including alignment ofgoals, objectives and incentives; tracking progress acrossmultiple partners; managing IP; standardizing processes
around data collection, annotation and sharing; and logistics.
Like any stress test, the pandemic has shone a spotlight on
how well – and how badly – businesses are set up to respondto disruption. Executives should be wary of writing off thepandemic experience as a “one-off”, and instead make themost of it to bring about essential and valuable change.

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Alliance management is different from project management,
requiring a strong focus on governance, communication,
culture, problem solving, and conflict resolution. All types ofpartnerships and collaboration need a well-designed steeringcommittee that oversees the research plans, governs thecollaboration and ensures compliance. This is a key successfactor to prevent and solve problems early on to build therelationships, agree on and manage intellectual property,
and set the overall objectives of the collaboration. As thepartnerships, alliances and networks grow in complexity,
the role of the steering committee will become increasingly
important for success, as it sets the foundation forcollaboration on all levels.
We can draw some lessons from those companies inhealthcare and life sciences that have been successful inpursuing hyper-collaboration:•	
Alliance purpose, strategy and vision – What to lookfor in an alliance		Alliances are collective efforts to achieve a common
goal, with each party contributing certain capabilities/
innovations/technologies. Accordingly, it is imperative
to clearly define the purpose, strategy, and vision of analliance and the key elements needed to achieve thegoal. When building or entering an alliance, each player
needs to understand its role and position, as well as
the role of the other parties involved and what eachshould contribute in terms of human resources, cash,
knowledge, IP, and equipment.
•	Adequate alliance management
With a multitude of different players involved, it will becomplex to align the overall objective and make sure
all players work towards the same goal. Problems that
occur need to be quickly and efficiently resolved, and
it is essential to ensure compliance from each party
involved. The alliance management and governancestructure need to be clearly defined and agreed at
operational, tactical and strategic levels. Sufficient
resources with the right capabilities need to be allocatedto manage the partnership. Specific areas of focus

should include information and data management,
IP management, commercialization of outputs, andoperational models.
•	
Fair risk and benefit allocation – A new
business model?
All parties involved need to be adequately incentivized
to contribute. With collaboration partnerships
becoming more diverse, greater attention needs tobe paid to relevant risk/benefit-sharing models. Witha large amount of IP and innovation involved, this will
require new and innovative business models to sharedevelopment, launch and production risks, while alsooffering fair compensation models outside traditional IP
and patent approaches.
• Cultural change – From competition to collaboration
		Collaborating in alliances requires a different mindset and culture. To make network- and alliance-based
collaboration models work, companies need toadopt an open mind-set to share knowledge, dataand information, while at the same time protecting
key assets. Assess whether your corporate culture
encourages enough entrepreneurial risk-taking, and if
not, how it can be changed.
• Assess and improve your agility		Companies should learn from their pandemic experience
to understand their current level of agility and what canbe done to improve it, as well as assess organizational
set-up and culture from an “ambidextrous” perspective– can scale/productivity capabilities and speed/creativity
capabilities be delivered in a balanced way?

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Although none of these factors alone may seem completely
novel, the need to be proficient in all of them has now
become central to companies that want to remain relevant
leaders in their fields. Healthcare demonstrates this – in the
recent pandemic we have seen examples of big players being
sidelined by small biotech companies or competitors thatwere able to build meaningful alliances, such as Pfizer andAstraZeneca. In the future corporate success will dependon having the capability to build, maintain and drive complex
networks of alliances and collaborations that are attractive toall players – will you be able to shape the future, or will you berelegated to the margins?

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Dr. Franziska Thomas
is the Head of Healthcare and Life Sciences for Arthur D. Little
Central Europe.
Ben van der Schaaf
is a Partner at Arthur D. Little’s New York office and a memberof the Healthcare and Life Sciences Practice.
Dr. Ulrica Sehlstedt
is a Managing Partner at Arthur D. Little’s Stockholm officeand Global Leader for the Healthcare and Life Sciences Practice.
Robert Smolander
is a Manager at Arthur D. Little’s Gothenburg office and amember of the Healthcare and Life Sciences Practice.
Matilda Bergis a Consultant at Arthur D. Little’s Gothenburg office and amember of the Healthcare and Life Sciences Practice.
Jacqueline Grossis a Consultant at Arthur D. Little’s Frankfurt office and a memberof the Healthcare and Life Sciences Practice.

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The role of hydrogen in building asustainable future for automotive
mobility
Dr. Klaus Schmitz, Dietrich von Trotha

Transportation and mobility need to decarbonize anddramatically lower the sector’s emissions. This is necessary
not just from a regulatory perspective, but also because only
a truly sustainable transportation and automotive industry
will be able to maintain its importance and prosperity inthe long run.
Moving to a zero emissions future creates a once-in-a-century
bet for the automotive, energy and transportation industries.
The introduction of alternative powertrains and their related
energy concepts is becoming a
choice between battery electricvehicles (BEVs) and fuel cell electricvehicles (FCEVs) powered byhydrogen (H2). Although they arecomplementary in many ways, theenormous investments required in
R&D, production and infrastructure
for each of them, combined with therequirements of scale for success,will mean making the wrong bet canpotentially endanger the future ofestablished automotive companies.
It is likely that investments will only pay out for one of thetwo approaches in specific applications if they achieve scale.
Advantages in scaling will be very difficult to catch up with.
The choice for replacing fossil fuel combustion engines
splits the industry. The world’s largest manufacturers (VW
by volume and Tesla by value), which are focusing solely on
BEVs, stand against the second-largest, Toyota (plus Hyundai
and some others), which has FCEVs as a core part of its

The pressing need todecarbonize mobility
means automotive
players are facing key
choices around the fuelsof the future. Taking
a holistic approach,the authors explain
why hydrogen is astrong candidate forpowering automotivetransformation and how
a global green hydrogenecosystem is likely todevelop moving forward.

strategy. This divide is contentious – Elon Musk of Tesla has
described hydrogen as “staggeringly dumb”. However, even adual strategy (as pursued by the likes of BMW and Daimler) canlead to risk if it dilutes the focus, development speed and scalerequired for success.
At first glance, multiple factors seem to point to BEVs as thebest option for a zero carbon world. They are more efficientthan FCEVs, they are ahead in market penetration, and industry
and infrastructure around green hydrogen are underdeveloped,
which has led to supply constraints. Additionally, as greenhydrogen has further vital uses for decarbonizing, some argue
that limited supply should be focused on the applications withthe highest immediate carbon reduction impact, for example
replacing the current grey hydrogen used in industrial sectors
such as chemicals, which cannot be easily transformed throughelectrification.
However, to gain a full perspective, a wider, more holistic
approach needs to be taken, looking beyond these perceptions.
In this article we argue that taking such an approach showsthat hydrogen does indeed have a key role to play in building asustainable future for the automotive sector, and we illustrate
this with some example applications.

Taking a holistic view of the hydrogen economy
Three interlinked factors determine the desirability of supplyinghydrogen for automotive applications: First, the global
availability of a sufficient and competitive supply; second, thedistribution of the available hydrogen supply between theautomotive sector and other industry applications; and third,
the achievable efficiency of hydrogen versus green electricity.
Taking this holistic view enables players to make more informed
decisions about their strategy.

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1. A global hydrogen economy and ecosystem
will emerge
Although renewable electricity production in Europe is
continuing to grow, there are limitations in its ability to meetthe continent’s needs. In Northern Europe, for example,
wind power is costly and available onshore space is limited.
More generally, in many heavily industrialized regions withhigh demand, including Europe, Japan, and South Korea,
renewable electricity generation is more costly than in otherparts of the world. Although nuclear power remains an option,
this is still expensive and a growing number of governments
have, in any case, ruled it out as an energy source.
Nearly all forecasts suggest that a significant part of theenergy needs of these regions will need to be imported,which will drive the development of a global hydrogen
economy. The greater yield potential of key locations forrenewables, such as solar in Namibia, Chile, Australia
and Saudi Arabia, will create investment and drive costcompetitiveness for green hydrogen generation. Japan has
already signed agreements to import green hydrogen from
Australia, for example. Similar projects on exporting hydrogen1
are evolving in Chile, Morocco, Oman, Brazil, Saudi Arabia,
southern Europe2 and more.
This new industry opens up opportunities for players in
the wider ecosystem, including, for example, generation,
distribution, fueling stations, brokerage, and electrolyzers.
We expect that this will lead to a sufficient supply ofhydrogen globally from 2030 onwards.
1. Hydrogen and other fuels based on hydrogen, e.g., synthetic fuels or ammonia
2. Southern Europe (e.g., Portugal, Greece) is considered “global” here

2. It is advantageous to use hydrogen in the automotive
as well as industrial sectors
When comparing the various uses of hydrogen in a
decarbonizing economy, two applications stand out due
to their current activities and expected demand. First,
the existing chemical industry, which currently uses greyhydrogen (generated from fossil fuels) as feedstock and,second, automotive mobility. Today, with not even 5 percent
of current hydrogen produced from green, renewablesources, there is insufficient supply to cover both.
Given that BEVs are an available option for automotive
mobility, and that their downstream consumption efficiency
is higher than that of FCEVs, some therefore argue thatgreen hydrogen use should therefore focus on where it candeliver the greatest overall carbon reduction benefit, such as
replacing grey hydrogen in industry.
However, this argument misses some key points. Firstly, as
we have explained above, we expect that rapidly growing
demand will drive a global green hydrogen supply economy
that will be sufficient to meet both industrial and automotive
needs over the long term, towards 2030 and beyond.
Secondly, we expect that pricing levels for green hydrogen
will be such that application in the automotive sector will
still be relatively attractive versus other industries. Even
with increasing CO2 prices and tightening regulation, greenhydrogen prices will be substantially higher than taxed greyhydrogen, naturally slowing its adoption. At the same time,
automotive emissions regulations are likely to remain stricter
than those of heavy industry, driving the use of green energy
for automotive applications at even higher cost.
Ultimately, many forecasters, such as the German Energy
Agency, predict that our global ambition of net zero impact by
2050 will only be met with hydrogen application in multiple
sectors, including automotive as well as heavy industry.

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3. The real energy efficiency of hydrogen can be muchhigher than is commonly assumed
The majority of studies that compare FCEV and BEV use
show clear efficiency gains for battery electric – achieving
approximately 75 percent efficiency compared to roughly 25
percent for fuel cells, for example, as shown by Transport &Environment and Traton. However, these studies are based on
the presumption that sufficient locally generated renewableenergy will always be available to meet demand. As we havementioned above, in practice this cannot be guaranteed inmany high-demand regions, such as Europe.
To understand efficiency better, a broader approachneeds to be taken that considers energy production
efficiency (upstream), which is specific to each country/
region as energy is generated differently, as well as energy
consumption efficiency (downstream), which is specific toeach application and depends, for example, on powertrain
efficiency. This downstream consumption component
has been the focus up to now, with, for example, with the“tank-to-wheel” efficiencies that are embodied in current
automotive regulations. Essentially, when fossil fuel energy
resources are burned, they are lost; hence, it is vital tomaximize their consumption efficiency.
In the renewable world a different approach is needed. The
sun comes up every day, and the wind continues to blow.
They are not used up in the same way as a barrel of oil.
This means it is better to define efficiency in relation to the
upstream generation resource as well as the downstream
consumption component. For example, solar panels or wind
power plants have different yields depending on their location:a solar panel in Germany generates 1,000 kWh/kWp p.a.,while the same panel generates over 2,000 kWh/kWp insunny locations such as northern Africa. When comparing
these alternatives, electricity in Germany would start off with
only 50 percent efficiency. Here, we are using a “panel-towheel” definition of efficiency3.
3. A broader term would be “source-to-wheel”, including other renewable sources
such as wind power

Moreover, if surplus renewable power is available but cannot
be used or stored, then generating green hydrogen is still thebest approach for this surplus. In such a situation generatinghydrogen from renewable electricity may be seen as highly
efficient.

Scenario II

Scenario I

Furthermore, the efficiency of electricity compared tohydrogen for automotive applications varies dramaticallydepending on how green energy is produced. (See Figure 1.)

100%
Local
green
electricity

100%
Solar parkin Middle
EastElectrolysis & H2 transport-45% loss

Hydrogen at
fueling station-55% efficiency

Transportation-45% loss

Electricity at
charging station-95% efficiency

Electrolysis & H2 transport-50% loss

Hydrogen at
fueling station-50% efficiency

Electrolysis, H2 transport,
electricity production &transport-75% loss

Electricity at
charging station-25% efficiency

Figure 1: Upstream energy scenarios and impact on efficiency

Locally generated green electricity delivers 95 percent
efficiency, compared to 55 percent efficiency when using
this source to create green hydrogen. However, as green
electricity cannot always be generated locally at the time andon the scale needed, some energy generation will be required
from remote locations (such as solar parks in the Middle East).
In this case, since the produced electrical energy needs to beconverted to hydrogen for long-distance transport and backto electricity for local consumption, the efficiency of electrical
power drops to 25 percent, around half of the efficiency ofhydrogen.

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Challenging the assumption that green electricity islimitlessly available in the exact amounts, when and where
needed, has an enormous impact on the applicability of
BEVs and decreases their efficiency and green credentials.
Green electricity production in Europe will not be enoughto completely electrify the automotive sector, and even
if this happened, the grid would not be able to cope withthe transformation. It is also likely to have an impact on
pricing, particularly around fast vehicle charging, which will
significantly affect the operating costs of BEVs, such as in theheavy-duty/truck sector.

Hydrogen application in automotive mobility
This holistic approach to understanding the hydrogen
economy leads us to the conclusion that hydrogen does havea key role to play in the zero carbon automotive sector of the
future: there will be sufficient supply, pricing levels should
not be prohibitive, and in many situations the real “source-towheel” efficiencies will be attractive versus BEVs.
Moving on to look at which automotive applications are likely
to be the most attractive for hydrogen-powered fuel cells,
heavy-duty trucks is the most obvious application for initial
deployment. The large scale of the truck market is such thatit can also act as enabler to other applications such as cars;
hence, this will be decisive for the sector as a whole.
Assuming for now that both technologies, BEV and FCEV, willachieve technological requirements4, such as lifetime, range,
handling of cold weather, vibration and refueling/recharging
times, and further assuming that there will be an equal degreeof regulation for both, four deciding factors remain:
4. 1.5 m km lifetime, range of 800 km for BEVs with 80 percent recharge in 30 min,2,000 km for FCEVs with refueling in 15 min1.	Infrastructure: If needed, both BEV and FCEV
infrastructure can and will be built up, but charging andrefueling need to fit well to operational processes. Rapid
charging of the large batteries needed for trucks is aneven bigger challenge than high-performance charging
for cars in terms of the infrastructure, parking space andtime required. Every minute that a commercial vehicle
is off road, it is losing money, which makes minimizing
charging time vital.
2.	Energy prices: With the decarbonization of electricity
generation, electricity costs will be likely to increase
substantially, potentially turning the current operatingcost advantage of BEVs into a disadvantage.
3.	Autonomous driving: With autonomous driving, whichis expected to arrive in this decade for trucks, charging
times can no longer double up as mandatory driver
breaks. This makes the long-range advantage of FCEVs
even more significant.
4.	Payload: A decrease in payload would negatively
impact the business case. For high-energy demands
and long-range requirements, batteries would weighsubstantially more than the powertrain of FCEVs.

Strategic options for heavy-duty truck
manufacturers
Coming back to the opposing positions in the automotive
industry and looking at heavy-duty trucks in particular,
manufacturers can take one of three strategic directions, eachof which has its risks and relies on particular developments
and scenarios taking place.
1. B EV-focused strategy
Successful adoption would rely on a combination of
low electricity prices, a smooth charging process andsubstantial, transformative improvements in battery
performance. The major risk to this strategy is theimpact of autonomous driving on commercial range
requirements and charging times.

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2. FCEV-focused strategy
This relies on the fast emergence of a hydrogen
economy with competitive prices and infrastructure inplace. On the technology side, it requires advances inareas such as the durability of fuel cells above current
development projections.
3. Dual with both BEVs and FCEVs
This is based on the belief that FCEVs and BEVs areboth needed for different use cases within heavy-duty
trucks, or else are adopted as a strategy to mitigate therisk of choosing one technology above the other. The
main risk of this strategy is that the split focus meansthat insufficient resources are devoted to each, so thatthe scaling of FCEV (and BEV) technology cannot be
achieved within necessary time frames.
Based on our analysis outlined above, which concludes thata strong hydrogen economy will be created with competitive
prices independent of the automotive industry, and BEVs
will be impacted by relatively high charging prices due toincreasing generation costs, high infrastructure investments,
and competitive market dynamics, we have determined that:•	
By 2030 FCEV trucks will have a lower total cost ofownership (TCO), costing around 1.5 euro cents per
km and ton, compared to 1.7 euro cents for a BEV
equivalent.
• T hese costs are likely to fall further post-2030 as theglobal hydrogen economy accelerates.
Of course, there are still many other things that need to befactored in, for example, potential changes in technology suchas advances in battery technology, changes in regulation that
impact the current equivalence of FCEV and BEV technology,
and any decisions made on the use of nuclear that could
impact the local generation and wider use of hydrogen.

Furthermore, manufacturer strategies will also need to reflect
the current product portfolio, regions targeted and capabilities.

Insights for the executive
Based on this broader perspective it becomes clear that
commonly cited concerns around efficiency, prioritization or
green hydrogen supply are not barriers to the use of greenhydrogen in vehicles.
Efficiency is no argument against hydrogen
The industry needs to take a holistic view of decarbonization.
Traditional efficiency measures will be different in a net zeroworld – inefficiencies in the use of green energy produced in
the desert may yet turn out to be acceptable because of its
stable, year-round supply. “Source-to-wheel” needs to be
the metric to follow.
Given that many nations will rely on imported green hydrogen,the only question is whether to convert it to electric power
locally in the vehicle, or centrally, and then transfer it to charge
large batteries.
A new global hydrogen ecosystem will be createdHydrogen is a third major pillar in decarbonization, alongwith energy efficiency and electrification, and can be used inindustry and power generation, as well as mobility. For manyindustrial (feedstock) applications, green hydrogen is the only
decarbonization option available if countries are to meet the
95 percent reduction target.
The current view, which states that in regions such as
Europe green hydrogen will be produced from renewables,
will change as economies switch to green hydrogengenerated elsewhere. Although optimal, cost-competitive
supply locations are scarce (requiring political stability, wind,sun, space and water), there will not be the same level ofdependency as in oil and gas. This is because renewables canbe produced in more locations – less optimal sites will simply
cost more, adding to the need for fast investment decisions.

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Players need to take a holistic view
Given the diametrically opposed moves of the two biggest
car builders, the unpredictable nature of regulation and thedependency on scenarios involving technology advancements(such as batteries) and energy supply strategies, players may
struggle to place their bets wisely. To manage this well, theyneed to build a holistic understanding of the situation, withfocus on energy supply, regulation and technology, creatinga strategic foundation for these make-or-break decisions.
The optimal choice will be application-specific – essentially,hydrogen is more advisable the larger the energy demand.
A BEV-only strategy based on the perceived inefficiency andunavailability of green hydrogen should be reconsidered,especially for heavy-duty applications. Dual fuel strategies
must assure sufficient scaling through partnering.
Define your path now
As decarbonization is a must, every player in the sector,
whether a regulator, investor or provider in the field of
mobility, needs to define its specific vision and strategy fortransformation. A thorough cross-sectoral understanding isneeded, for example, to be able to predict future regulations.
Scenarios involving energy supply, regulation and technology
need to be defined. A basic strategic point of view needs tobe developed, covering how much to follow certain trends
or whether to rely on a pure holistic sustainability position(akin to a value investor such as Warren Buffett), as well as
preferences around risk and gain.
The new ecosystem will offer a range of opportunities.
Players (whether automotive, chemical or energy) need toposition themselves now in the ecosystem, if necessary
moving into related fields (e.g., electrolyzers, distribution).
The hydrogen race has begun, with a global green hydrogen
industry becoming mature post 2030. Organizations therefore
need to invest now to secure leading positions in theecosystem as it emerges.

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Klaus Schmitz
is a Partner at the Munich office of Arthur D. Little andco-heads the Automotive and Manufacturing Practice inCentral Europe.
Dietrich von Trotha
is a Manager at the Frankfurt office of Arthur D. Little anda member of the Automotive and Manufacturing Practice.

This article has been published in collaboration with

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The Future of Innovation Districts
Phil Webster, Simon Pringle, Elis Wilkins, Ben Thuriaux-Alemán, Dr. Raymond Khoury

The way in which organizations innovate, and places where
they are based to do this, have changed profoundly overthe last decade due to two overall trends – convergenceand disruption. Companies have moved away from closed
innovation models to more open approaches in whichorganizations and places work in collaborative ecosystems
and networks, forming “uncommon
partnerships” between previously
unrelated industries.
Enabling these partnerships is crucial
as organizations look to embrace
new growth paradigms. Providing
the right physical location for thisinnovation to occur is vital. That
has led to the development of theInnovation District concept. Simply
put, an Innovation District (the most
famous of which is Kendall Squarein Cambridge, MA) is a dense
geographical area of supportive economic activity focusedon innovation, which is near to one or more institutes ofhigher education, often in an urban environment that is ripe
for regeneration. Unlike traditional science or business parks,
rather than simply functioning as workplaces, Innovation
Districts create places where people can live, work and play
24/7, and where you can “change jobs without changing yourcar park”.

Where innovation takes
place has changed
radically over the last
decade, with the riseof physical Innovation
Districts across theworld that bring together
researchers, start-ups andcorporates to work andlive in open ecosystems.
Our article outlines
the Innovation District
concept and factors
for success in a postpandemic world.

In the new, post-COVID-19 world of work, Innovation
Districts are well-positioned to thrive. Not only do they enable
serendipity and foster innovation through the intensive
co-location of different businesses and organizations (byoffering physical space for complex supply chains such as inhealthcare), but they also provide flexible, mixed-use officeproperty with underpinning housing and entertainment offers.
This makes them resilient and well equipped to grow despite
the increase in virtual working – people are not only attracted
to Innovation Districts to work, but also to live and access key
amenities. Companies continue to benefit from a concentrated
innovation ecosystem and supply chain in a single location,even if personnel are not located there full time.
To succeed, Innovation Districts need to focus on particular
key success factors – or risk becoming just anotherbusiness park.

Box 1: Innovation Districts and their competition
An Innovation District – sometimes referred to synonymously
as an Innovation Neighborhood – is an agglomeration of
economic activity that is focused explicitly on innovation andof sufficient density to achieve a critical mass in its own right,
by ensuring representation from more than one part of a
supply chain. It is actively managed to support the innovation
imperative, but also allows the market within it to evolve tomeet the needs of entrepreneurs.
Typically located in urban areas, Innovation Districts arefocused on driving inter-firm linkages, collaborations
and networks that are enabled and sustained by a wider
ecosystem for innovation. They are usually built around large,
world-renowned anchor institutions, such as universities,
research institutes, and/or teaching hospitals. They offer
office, residential and retail space, and sometimes access toshared research infrastructure that otherwise would not be
available to a single individual business.

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Innovation Districts differentiate themselves from traditional
science or business parks through their urban locations,mixture of types of space, 24x7 operations and close focus
on specific industries, with active management to support
the right combination of tenants, networking for innovation,and close collaboration. Unlike incubators, they include a wide
range of businesses across the ecosystem, from start-ups tolarge corporates, while they are more physically compact thanpotentially sprawling innovation clusters.
They lend themselves well to complex and multidisciplinary
activities in areas of convergence between different sectors.
Healthcare and life sciences is one such example, in whichapplied health innovation is being augmented by advances inmaterials science, robotics, telemetry, nutrition and advanced
manufacturing.

Creating a successful and productive Innovation District
that pulls in organizations and makes them want to stay ischallenging, especially in terms of:•	
Attracting tenants: In an environment where there
are multiple competing property offers, such as lowerpriced offices or science parks.
•	Time to return on investment: For property
developers, Innovation Districts are a long-term
commitment that can have much slower returns thanconventional property offers of offices, retail, or housing.
•	Creating diseconomies of scale: As a District
becomes larger, it also becomes more expensive fortenants and – as a result – less diverse, as smaller orless wealthy businesses are driven out of the area. For
example, Silicon Roundabout in London’s East End saw
property prices soar and start-ups replaced by expensive
housing and corporate offices.

•	
Multidisciplinary stakeholder alignment: Successrequires buy-in from myriad property developers, local
councils, universities, start-up founders, and the R&D
departments of large, often international businesses,
all of which have different priorities and expectations
around risk and reward.
•	
Creating a vibrant destination, 24/7: Business andscience parks often fail to fully engage with neighboring
communities and shut down after office hours,
becoming “ghost towns”. Bringing them to life andmaking them a focal point is a major challenge.
With these challenges and issues in mind, Arthur D. Little andSteer Economic Development (Steer-ED)1 have benchmarked
and engaged with some of the world’s most successful
Innovation Districts over the last few years to identify thepractical and tangible success factors to establish, grow andsustain a productive District for both developers and tenants.
We spoke in depth to a range of successful Districts (Figure 1)
and are grateful to these organizations for sharing their views.
We also drew our work with a range of global innovation
centers in France, Malaysia, Singapore, Chile and the Middle
East, as well as with start-up accelerators and developing
regional university-led innovation clusters in Japan.
1. Formed in Autumn 2016, Steer Economic Development (Steer-ED) was establishedto build on The Steer Group’s capabilities in transport and movement, and enhance its
offer by diversifying into adjacent economic development areas such as infrastructures,
enterprise, science and knowledge, skills, and low carbon. Steer-ED focuses on national,
sub-national, regional, and local-level economic development, and has partnered with
Arthur D. Little over several years to deliver projects within the innovation and economic
development domains. https://www.steer-ed.com/

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Manchester, UK
Stockholm, Sweden

Toronto, Canada

Greater Rotterdam, Netherlands
St Louis, USA
Paris, France

Philadelphia, USA
Hiroshima, Japan

Cambridge, USA

Figure 1: Leading Innovation Districts benchmarked by Arthur D. Little and Steer-ED
in recent years

The essential fundamentals of an Innovation
District
Successful Innovation Districts possess the same common
characteristics that provide the building blocks on which theyand their tenants can develop and thrive:• 	Access to talent and research outputs from one ormore leading universities. Major institutions can holdsignificant marketing value, particularly those that are“research intensive”. The highly renowned Karolinska
Institute was one of four major institutions critical to
the success of Stockholm Science City and its ability
to attract major companies in the life sciences space.
Kendall Square benefits from close proximity to MIT
and Harvard.
• 	Good transport connectivity and flow of people
around the District itself. For example, Kendall Square
has a metro stop located within the District that canserve tens of thousands of people each day, enabling
accessibility by foot.

• 	Flexible accommodation to live, work and play,normally facilitated by a central location and wideranging amenities operating 24/7. The Station F campus
in Paris has become a destination in its own right thanks
to its high-quality food offering, which is open to the
public.
• 	Proximity and density. Innovation Districts must be
located in areas of sufficient population density suchthat a critical mass can be achieved to drive the District’s
success. Being situated at the heart of Manchester (UK)will be a key feature of the recently announced £1.5
billion ID Manchester Applied Innovation District, thedevelopment of which Arthur D. Little and Steer-ED
have supported over the last two years.
• 	Access to the services of innovation. The most active
Districts include not just the “innovators”, but also theprofessional services that they need to scale, including
legal, finance (traditional and equity), accounting, andmarketing.
However, there is a huge difference between what makes
an Innovation District functional and what makes one
successful in the long term. Underpinning these fundamental
characteristics are eight key success factors (KSFs) that
ensure that they are truly world class and differentiated interms of attracting high-caliber talent, building a thriving
community of businesses and, ultimately, becoming a
success in terms of financial returns, jobs creation and,more critically, social cohesion.
What is crucial to understand is that these factors go beyond
the property offer – setting the direction of the District andhow the ecosystem within the physical buildings is createdand curated is equally as important. Failure to understand thisrisks the District not delivering value to tenants and becoming
merely another mixed-use development, rather thanworld class.

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setting

Ecosystem
activation

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KSF 1 Creating a long-term sharedvision for value and wealth creation
within and around the District

KSF 2 Creating a distinctive anddifferentiated unique selling point(USP) foir the District

KSF 3 Build a high-quality, specificand relevant talent pipeline
through effective engagementwith academia

KSF 4 Curate occupancy of theDistrict and represent the whole
supply chain

KSF 5 Build an effective technology
transfer operation focusedon spinning out incubation &acceleration to build deal flow andsupport new busness creation

KSF 6 Combine programmaticthemes for interaction with
“Organized serendipity” and fun

KSF 7 Create a public realm that
forms a central destination andneighborhood in its own rightKSF 8 Create mixed-use, flexible
and reconfigurable buildings with flexible prices, suitable forcompanies of all types and sizes

Figure 2: Key success factors in developing an Innovation District

Direction setting
KSF 1: Creating a long-term shared vision for value andwealth creation within and around the District
The greatest challenge in founding an Innovation District isobtaining alignment between multiple different stakeholders
on what the District is trying to achieve. This is challenging
because the value and wealth created are generally realized
over a longer term compared to those of a conventional
property development of retail, housing or offices, fromwhich a quicker return can be made through property sales
and rentals. This value is manifested not only in higher
financial returns, through premium property rentals and othereconomic outputs such as company creation, intellectual
property licensing and venture capital investment in new
start-ups and spinouts, but also in broader value and wealthcreation. These include jobs creation and knowledge
generation, and wider socio-economic impacts such as
health and well-being, engagement with local communities,
environmental sustainability, and skills and learning.

It is key here to to obtain buy-in from all types of stakeholders– research-intensive companies, local government,
universities and property developers – on what a 10–20-year
Innovation District vision should entail. Stockholm Science
City is an excellent example of how this can be achievedby creating joint accountability and trust through defining
the responsibilities of each stakeholder, regularly coursecorrecting vision delivery, and ensuring overall leadership by
the university, with full support of the city municipality andother stakeholders. This vision does not stand still – it evolves
over time to deliver on the overall objectives of the District.
Good Innovation Districts do not operate in isolation, andinstead work in harmony with their immediate and wider
surrounding functional economic geographies to ensure
the open flow of organizations and people in and out of theDistrict. They also engage with potential external stakeholders
at the point of inception to help this permeability take place.
For example, the Station F campus in Paris engaged withstart-ups from the outset to identify key attractors and develop
a place that could best meet the needs of its future occupants
and foster innovation. Similarly, Kendall Square started out by
engaging the venture capital community to establish funding
mechanisms to support and attract start-ups.
KSF 2: Creating a distinctive and differentiated uniqueselling point (USP) for the District
To be successful, an Innovation District should initially
be focused on a specific domain, providing a point ofdifferentiation to attract tenants and then sustain occupancy.
At the same time, this focus needs to be recognized andunderstood in the market. For example, the MaRS Innovation
District in Toronto, Canada has particular strengths in fibrosis.
This point of differentiation, however, need not be static.
Kendall Square maintained a focus on biopharmaceuticals
for many years, but steadily evolved this USP by bringing in
a complementary offer in artificial intelligence. This approachbrought new organizations such as Boeing to the cluster,which otherwise would have not been attracted to a life
sciences-focused District.

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Box 2: Kendall Square, located in Cambridge,
Massachusetts, was born out of the neighboring
Massachusetts InstituteKendall Square, located in Cambridge, Massachusetts,
was born out of the neighboring Massachusetts Instituteof Technology (MIT), in an area that was partly occupied by
an abandoned industrial complex. It has since become oneof the world’s most successful and renowned Innovation
Districts. MIT is well known for industry partnerships andthe commercialization of the abundant ideas generated
at the university. It is therefore well suited to its role asan anchor institution to Kendall Square, providing theknowledge component to the District. This, in combination
with a smart and targeted urban development plan throughconstruction projects that are both architecturally attractive
and well connected, has provided a major draw to highcaliber talent and businesses alike. Kendall Square has
become a major center for innovation in biopharmaceuticals
and artificial intelligence, with companies from across thefull biopharmaceutical value chain co-located to work at the
cutting edge.

Ecosystem activation
KSF 3: Build a high-quality, specific and relevant talentpipeline through effective engagement with academia
The availability of talent is one of the biggest draws fortenants to an Innovation District – but it must be relevant andworld class to encourage businesses to establish themselvesin close proximity. The Jeff Bezos of the world are a key
attractor. The talent pipeline must also be specific and related
to the District’s USP. Availability of “computer scientists” isnot sufficient; instead, the presence of “X” data scientists in“Y” disciplines is a more relevant lure.
The main source of this talent pipeline is the universities orother higher education institutions embedded in, or in close
proximity to, the District. Obtaining buy-in and alignment
from universities on a District-relevant talent pipeline canbe difficult, as it requires senior academics to change theirfocus from one that covers publications, research funding,and curiosity to one that advances working directly withcompanies.
The solution here is to showcase the benefits to theknowledge base of working with the District, from one
academic leader to another. For example, demonstrating that
research in quantum technology can be relevant to Microsoft– and, hence, attract more repeat business and academic
funding – can quickly change the minds of even the mostrecalcitrant academics. Innovation Districts can also act as arecruitment pipeline for new graduates, which helps to attractand inspire increasing numbers of students, along with their
university research focus domains. They, in turn, bring new
business ideas and, ultimately, money – a success foundat the Cortex Innovation District in St Louis, MO. However,throughout, the “university must remain a university” – arepository for “big brains” that serve as the magnet for talentand businesses in the first place by generating world-class
innovation.
KSF 4: Curating occupancy of the District andrepresenting the whole supply chain
Although it may seem perverse to turn down prospective
tenants, the selection of companies to be part of thecluster is important to determine the District’s direction. For
example, over time Kendall Square has been able to achieve
representation of the full biopharmaceutical value chain within
the District through careful selection of potential occupants.
In turn, this has further increased demand for businesses tolocate within the District.
In addition, the mix of sizes of occupants within the Districtis important to maintain attractiveness and provide theoptimum conditions for innovation to occur. Typically, anInnovation District maintains a blend of start-ups, corporations
and research institutions relevant to its USP. Corporations,for example, like to be around start-ups due to their energy,
access to cutting-edge technology, propensity for quicker
innovations, and availability of talent.

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KSF 5: Build an effective technology transfer operation
focused on spinning out, incubation and acceleration tobuild deal flow and support new business creation
Proximity to big brains at a world-class university is critical, butjust as critical is extracting knowledge from them. To support
the flow of knowledge and talent from the universities
associated with an Innovation District, a successful
technology transfer operation must be established, supported
by an effective industrial liaison function at universities. This
is to avoid the possibility of core university functions being“distracted” by the District, which could impact their researchand teaching excellence. Rather than seeking IP royalties fromone-off patent license deals, the goal is the delivery of longterm value creation through company establishment
and growth.
Leading Innovation Districts thus benefit from specific support
to push technology and create spin-offs from academic
institutions, as well as access to start-up acceleration
initiatives, and ultimately sources of Series A and B venture
capital funding, further downstream. This can often be
initiated by national or regional governments, or by universities
themselves. Toronto Innovation Acceleration Partners (TIAP),
formerly known as MaRS Innovation, provides an example
of a unified offer of technology transfer, creating deal flow
across the whole ecosystem. It plays a key role in supporting
technology transfer through covering the cost of IP protection,
investing in business development and funding projects to
get past the point of commercial inflection and beyond tocommercial reality. Station F offers start-up support along asimilar journey, in the form of its Founders Program for earlystage start-ups, Fighters Program for entrepreneurs fromunderprivileged backgrounds, and Partner Program for thosein growth phase. In addition, technology transfer is not limited
to start-up creation. In Japan, there are an increasing numberof cases in which large “anchor” companies and universities
work with local governments in a specific city to strengthen
capability and build innovation supply chains through rezoning,land provisioning, and funding incubation and acceleration
support.

Box 3: Innovation Districts as catalysts for developing
regional cities: Hiroshima University and Mazda
In Japan, where the population is declining and concentrating
into the greater Tokyo area, regional regeneration is a major
component of the national agenda. Multiple projects havebeen launched by local governments to boost collaboration
between companies and universities in Innovation Districts insmaller cities outside of the capital. In Hiroshima Prefecture,
Hiroshima University is working with Mazda, an automotive
company, and the local manufacturing ecosystem to build
focused capability in the digitization of manufacturing.
Supported by local government, this approach has createda new competency cluster to build capabilities in the local
industrial supply chain and train the next generation ofengineers.

KSF 6: Combine programmatic themes for interaction
with “organized serendipity” and fun
The social engineering aspect of a successful Innovation
District is also of pivotal importance, in order to create
opportunities and environments for like-minded individuals
to “collide” and form new and differentiated ideas. Good
practice is to create a robust programming schedule, suchas a “soft landing” program for new environments, trade
missions to support international expansion of tenants, andpresentations from keynote speakers District tenants want tohear from, as achieved at the Netherlands Innovation Quarter.
These initiatives are complemented by activities that allow
collaborations to self-form and progress. The Cambridge
Innovation Center’s Venture Café model excels at this andhas been deployed at the Cortex Innovation Community as
an initiative known as “The Gathering”, a weekly event thatbrings together tenants, academics and the wider community.
Over 75 percent of participants at The Gathering come fromoutside the District, creating an outward-facing entity thattranscends the geographical boundaries of Cortex itself.

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Physical Offers
KSF 7: Create a public realm that forms a central
destination and neighborhood in its own rightSuccessful Innovation Districts are destinations where people
want to live, work and play and that can operate on a 24/7
basis. Many successful Districts have one or a few central
common areas, with associated shared spaces, within a few
minutes’ walk of one another, which act as collision spaces
for occupants to interact with people they wouldn’t
ordinarily meet.
Boeing at the Cortex Innovation Community has designed its
workspace to allow collaborations to self-form and progress.
Employees use the communal kitchens that are shared withstart-ups, rather than relying on its internal catering. Others
have physical assets that create a reason for people fromoutside the District to visit them. For example, Kendall Squareis host to the MIT Museum and the MIT Press Bookstore.
Station F’s food court occupies one-third of the site and isopen to the public.
KSF 8: Create mixed-use, flexible and reconfigurable
buildings – with flexible prices suitable for companiesof all types and sizes
As a District grows larger and more successful, it also
becomes more expensive, and rising rents can often drive out
more diverse and creative businesses. Instead, successful
Districts offer highly flexible property offers, with different
sizes and prices. It can be possible to offset the rents ofsmaller businesses by charging more to anchor tenants
through intelligent cross subsidies – Kendall Square managed
to raise rental prices for larger companies by 12 percent per
year, as cheap rent did not attract bigger companies – instead,
it was proximity to sources of talent that drove occupancy.
Effective “meantime” uses for older or more dilapidated
buildings can help to achieve this. Building 20 at MIT is aprime example. This temporary World War II-era structure
provides a combination of cheap rent and flexible, adaptableaccommodation, exactly meeting start-up needs. Over 55
years, occupiers of the “Plywood Palace” created radar
technology, microwaves, the concept of hacker culture, early
cryogenics, particle accelerators, the first video games and
The Bose Corporation.2
Flexibility is also important for a hybrid digital/physical model,
wherein, post-COVID-19, workers are unlikely to return tothe office full time. However, being able to offer the physicalinfrastructure required by an ecosystem (such as laboratories
and small-scale production facilities in precision medicine),along with housing and 24/7 amenities, gives Innovation
Districts an advantage over traditional science parks when it
comes to ensuring vibrancy and occupancy.
2. Source: Massachusetts Institute of Technology. “MIT’s Building 20: ‘The Magical
Incubator’”, Infinite History MIT. https://infinitehistory.mit.edu/video/mits-building-20magical-incubator

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Insights for the executive
Based on the key factors for realizing a successful andsustainable Innovation District, executives, university leadersand local government officials embarking on creating,operating and locating in such a District should focus on
the following:
Government and university leaders:• F ocus is key: There needs to be a clear focus on a core
subject area for the District to successfully attract theright mix of start-ups and larger corporates required tofoster innovation.
•	Promote a world class proposition: Districts need to
be founded on renowned, high-class and differentiatedresearch from a world-leading institution. Otherwise,
they will not cut through in a crowded and increasingly
noisy marketplace.
• Involve local government: In a post-COVID-19 world
with greater government involvement in business,
municipalities can support Innovation Districts throughrezoning, land provisioning, easing regulation, andcatalyzing incubation and acceleration support for startups as required.
•	
Go beyond the physical: Enabling innovation
requires more than state-of-the-art buildings. Create
opportunities for “organized serendipity” that mixes
people and ideas to drive innovation.
•	
Orchestrate and evolve: Bring together disparate
stakeholders, spark off new and innovative thinking
from their diverse perspectives, and unite them behinda long-term plan, course-correcting it and keeping it
relevant to global trends as you move forward.

•	
Make it simple for businesses: Create a one-stop
shop for potential tenants of all sizes, providing themwith everything they need to join and grow within theDistrict.
Businesses:•	Have affinity with the Innovation District: Ensure that
the USP of the District you choose to locate in is a close
match to your own innovation aims, and don’t solely be
guided by geographic factors.
•	Embrace the opportunities: Innovation Districts are open
ecosystems – ensure your teams understand this andimmerse themselves fully in the activities and mixing
process that drive modern innovation.
•	
Locate the right teams in an Innovation District: Don’t
move your corporate HQ to a District – instead, send a
relevant subset of your innovation/R&D teams that will
benefit from the opportunity.
•	
Take an active part in steering the future course:
Everyone involved in the District is responsible for its
success – use your skills and knowledge to help theecosystem develop, but without seeking to dominate,
and contribute to shaping its vision.

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Phil Webster
is a Principal at the London office of Arthur D. Little anda member of the Technology & Innovation Management
Practice.
Simon Pringle
is a Director at Steer Economic Development and runs thefirm’s operations in the UK.
Elis Wilkins
is a Consultant at the London office of Arthur D. Little anda member of the Technology & Innovation Management
Practice.
Ben Thuriaux-Alemán
is a Partner at the London office of Arthur D. Little and amember of the Technology & Innovation Management
Practice.
Dr. Raymond Khoury
is a Partner at the Dubai office of Arthur D. Little and amember of the Technology & Innovation Management
Practice.
The authors would also like to acknowledge and thankShota Mitsuya and Rich Overmoyer for their supporting
contributions.

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