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Dr. Stephen A. Di Biase served as the Chief Executive Officer of Laser Applications Technology (LAT) LLC and as currently President of Premier Insights, LLC. He is an entrepreneur, building businesses and capabilities from emerging technology.  In leading LAT, Dr. Di Biase developed the business model and go to market strategies for introducing a disruptive technology for labeling produce.  With Premier Insights, Dr. Di Biase teaches leaders how to become more innovative by making innovation a discipline they can refine.

During his 40 year career, Dr. Di Biase has become accomplished in using innovation to create value in a global commercial setting.  He has over 20 patents, mentored technical professionals, and taught innovation and human resource management in both corporate and university settings. He has guest lectured at several academic institutions and has authored books, patents and corporate publications. 

Dr. Di Biase graduated from The Pennsylvania State University and sits on the Science Advisory Board for The Pennsylvania State University. He is also a retired member of the Board of Trustees for the Mt. Union College, and has served on the Board of Directors of the Industrial Research Institute, a leading experienced based innovation management association.

Prior to joining JohnsonDiversey, Dr. Di Biase spent 26 years with the Lubrizol Corporation, where he held a variety of leadership positions, including general management roles and those with profit and loss responsibility for emerging businesses derived from technology platforms.  These global assignments often involved business development from strategy conception to execution managing teams of Sales, Marketing, and Business Development professionals.

Prior to accepting the assignment in business development Dr. Di Biase was the Vice President – Research, Development, and Engineering where he was responsible for the global technical and scientific leadership for a centralized R&D function comprising of 700 professionals, an operating budget of $120+ million, and a capital budget of $10+ million. 

In this role Dr. Di Biase fostered innovation and delivered results using processes such as stage gates, project and portfolio management, 6-Sigma, and advanced statistics while introducing a variety of IT based tools such as data mining and predictive modeling.

Dr. Di Biase has served as chairman of The Lubrizol Foundation Scholarship Committee, Chairman of the Northeastern Ohio Section of the American Chemical Society, Board member of the Cleveland Area Research Directors (CARD) and in The Boy Scouts of America where he served in a variety of posts.   Dr. Di Biase has been honored by The Pennsylvania State University College of Science with its 2007 Distinguished Alumni Award and serves as an adjunct professor at Benedictine University in Naperville IL.

 

 

 

 

 

Food for Thought

Open Innovation

Stephen Di Biase

Open Innovation

Clearly recognized the criticality of Partnering/Open Innovation is a critical success factor for many business strategies.  Ad-hoc processes, while effective, are neither efficient nor sustainable and must be replaced with a formal methodology.  The proposed method will be focused on current Suppliers but rooted in benchmarked processes of leaders in Open Innovation techniques.  The contemplated process will allow for unsolicited proposals from entrepreneurs and be data driven.

The initial framework will employ the WANT-FIND-GET-MANAGE system and require a dedicated staff of professionals to lead the effort.  This team will be closely aligned with the RD&E Staff and Global Marketing Council and its sub-councils in carrying out its function. 

Partnering/“Open Innovation” - Vision and Strategy

Background

The definition of Open Innovation (OI) is widely accepted to be “a paradigm that assumes firms can and should use external ideas, and internal and external paths to markets, as the firms look to advance their technology” – Henry Chesbrough.

The OI concept, first considered in the 1980s, emerged as a meaningful technology strategy in the middle 1990’s, and has been extensively viewed as a key to successes at companies like P&G, General Mills, IBM and others. OI is based on the firm joining forces with other world-class companies and organizations and sharing resources. Examples include:

  • Pfizer and Warner-Lambert joining forces to market Lipitor,
  • Clorox developing more than 75% of their innovations with external partners,
  • IBM earning $1.2 billion per year out-licensing its technology.

This approach has also been dubbed by academics open sourced innovation or the more recent the more wide-encompassing transformational growth.

Companies practice OI in an ad-hoc manner for years with many products containing some level of third party content.  An ad-hoc approach to Open Innovation is neither efficient nor effective especially relative to the refreshed strategy or emerging formal management systems. In addition, the criticality of OI will only grow as pressure to improve productivity increases.