Abstract
This chapter introduces the concept of learning laboratory and how faculty learned from their DSM engagements as well as how faculty transferred learning from other experiences for the benefit of DSM. Described are faculty learning in other, but related industrial sectors, including biotechnology and health industry, and their transfer into DSM programs to keep faculty abreast as DSM was changing its own business portfolio. Furthermore, concepts developed away from DSM were later on transferred into DSM programs. The chapter ends with a description how faculty learned from the DSM engagements and were able to add to their own intellectual capital as a result.
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Notes
- 1.
Among the faculty, John Murray and Joe D’Cruz mostly taught Marketing sessions at IMD and then made a transition to increasingly teaching Strategy based upon industry analysis. Both of them were major contributors to the SMC programs for many years.
- 2.
Sulzer Metco Strategy in Thermal Spray Industry, case, (IMD 1996); Sulzer Merger Integration, case, (IMD 1996), both co-authored by Robert Collins and Jean-Pierre Jeannet; Sulzer Metco Post-Merger Integration, case, (2000) and Sulzer Metco Global Strategy for the 21st Century, case, (2000), Babson College Glavin Center, Jean-Pierre Jeannet and Martha Lanning; Sulzer Refrigeration, case, (1993) IMD, Jean-Pierre Jeannet.
- 3.
ICI was once a leading UK firm that was subject to strong shareholder pressure when underperforming. Through divestitures, spin-offs and restructuring, the company ended up selling all of its operating businesses over time with the remaining one (ICI Paints) acquired by AkzoNobel in 2008.
- 4.
ICI Paints (A), (B), cases, (IMD 1990, 1992, 1995), by Jean-Pierre Jeannet.
- 5.
World Paint Industry Note, case, (1990 GM 451) and World Paint Industry Note 1992, case, (IMD GM556, 1993), by Robert Howard and Jean-Pierre Jeannet. Global Paints and Coatings Industry Overview, case, by Caleb McCann and Jean-Pierre Jeannet, Babson College Glavin Center, (2003); Global Paints and Coatings Industry Competitors, case, (2003), by Caleb McCann and Jean-Pierre Jeannet, Babson College Glavin Center.
- 6.
ICI demerged its Agrochemicals and Pharmaceuticals businesses into Zeneca in 1993. In 1999, Zeneca merged with Astra to form AstraZeneca. In 2000, the Agrochemicals business was spun off and combined with the Novartis Agrochemicals business into Syngenta.
- 7.
Ernesto Bertarelli, Babson BSBA and Harvard MBA, took over the role of COO in 1992 and became CEO upon the death of his father Fabio Bertarelli soon after.
- 8.
H. David Hennessey from Babson College first connected with DSM through the AIM Marketing programs in 1994. James Henderson, at that time also on the Babson faculty, taught in SMC-11–19, from 2000 to 2007, until he joined IMD on a full-time basis.
- 9.
Ares-Serono, case, by Michael Yoshino (HBS), Jean-Pierre Jeannet and Carin Knoop, Harvard Business School Publishing, 1995; Ares-Serono: Creating the World Leading Biotech Company, case, by Jean-Pierre Jeannet and Sam Perkins, Babson College, 1999; and Serono: Global Strategy for Reproductive Health, case, by Jean-Pierre Jeannet and Sam Perkins, 2001, Babson College. Some cases are unpublished.
- 10.
Note on the Biotech and Pharmaceuticals Industry, case, (2000), Note on the Worldwide Pharmaceuticals Industry, case, (2000) and a case series on Global Biotechnology Winners (Amgen, Biogen, Chiron, Genentech, Glaxo Wellcome, Novartis, Upjohn and Schering), 2002, Babson College Glavin Center, Jean-Pierre Jeannet and Glavin Center research staff and associates.
- 11.
John Murray, Professor at Trinity Dublin and a frequent Visiting Professor at IMD, was a longstanding colleague of Jeannet’s and played major roles in Sulzer, DSM IMPACT and SMC seminars.
- 12.
The Ophthalmology Industry Note, case, (1988) and Alcon Laboratories (A), case, (1988), IMD Institute, Jean-Pierre Jeannet and Sam Perkins (Babson College).
- 13.
Ed Schollmaier joined Alcon in 1962 and took over as CEO in 1972, developing Alcon from USD 36 million to USD 2 billion in global sales until his retirement in 1998.
- 14.
Medtronic: Conducting Global Marketing, case, IMD, by Jean-Pierre Jeannet, 1999 (unpublished).
- 15.
Novartis was created in 1996 through a merger of Ciba-Geigy and Sandoz, two Swiss-based Pharmaceuticals and chemicals companies.
- 16.
With a Babson MBA-team and under the supervision of Jean-Pierre Jeannet, four cases were written: The World OTC Industry Note, case, (1996), Note on the Competitors in the OTC Industry, case, (1996), Note on OTC Brands, case, (1996), and Ciba Selfmedication, case, (1996), published through ECCH/Case Center UK.
- 17.
Novartis Animal Health, case, by Jean-Pierre Jeannet and Martha Lanning, Babson College Glavin Center, 2010 (unpublished).
- 18.
The ideas behind this chart are owed to Professor Les Charm from the Entrepreneurship Division of Babson College.
- 19.
The four cases developed were Football Club Ajax, Juventus Football Club, Manchester United PLC and Real Madrid Club de Footbol, IMD, 2003, written by Robert Collins, Jean-Pierre Jeannet and Lisa Schuepbach, ECCH/Case Clearing House.
- 20.
Global Marketing Strategies, Jean-Pierre Jeannet and H. David Hennessey, Babson College, Houghton Mifflin, Boston (6th ed. 2004: 613); from the 2nd edition of this text (1st ed. published in 1988), cases have been used that were related to DSM programs.
- 21.
The European Case Clearing House based at Cranfield (UK) changed its name in 2013 to Case Center. Many of the cases mentioned in this chapter and referenced in the footnotes can be accessed and ordered from there.
- 22.
Among the IMPACT and SMC faculty team members most often engaged in this form were Professors Murray and Jeannet.
- 23.
Employee geographic distribution, 1990–2013.
- 24.
“IMPACT: To the Top,” DSM Magazine, internal publication, 1991.
- 25.
The author remembers one instance when he was traveling on the way from the US to the SMC seminar site. He was able to visit a special Mondrian exhibition in Rotterdam on the way and arrived just in time to teach the Sulzer Refrigeration case. When charting the discussion, using geometric squares and lines, it suddenly occurred to him that this was very similar to Mondrian and his various styles, moving from no delineation in earlier works to stark, black, even double black lines later on, just to have them disappear in his last paintings. Since this was a largely Dutch group, to make the connection between classroom charts and an artist like Mondrian intensified the learning experience. Later on in his teaching career, he has often used artists as inspiration for charting. Without DSM and the need to do this on small surfaces, he might never have reached this level in visualization.
- 26.
Dinner conversation between Frans van Helmond (DSM) and Jean-Pierre Jeannet, 26 March 1998.
- 27.
Groupe Schneider (DSM), case, Jean-Pierre Jeannet, Babson College Glavin Center, 1996 and DSM Groupe Schneider (1997), and DSM EPDM Purchasing, case, Jean-Pierre Jeannet, 1997; DSM Catalytic Materials Purchasing, case, Jean-Pierre Jeannet, 2001.
- 28.
H. David Hennessey and Jean-Pierre Jeannet. Global Account Management: Creating Value . London: Wiley, 2003: 260.
- 29.
As per DSM Royal N.V. website information, accessed 5 February 2014. DSM has been listed in the Dow Jones Sustainability Index since 2004, four times ranked among the very top leaders, and six times held the worldwide sustainability leader position in the materials industry group (previously named Chemicals sector). Equally, DSM has been a signatory to the United Nations Global Compact since 2007.
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Jeannet, JP., Schreuder, H. (2015). Leveraging Faculty Learning Cycles. In: From Coal to Biotech. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-662-46299-7_12
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