Frederik van Oene
Partner
Frederik’s work is mostly focused on helping organizations to become better at innovating.
Areas of Focus
Education
Twente University in the Netherlands
Chemical Engineering, Business Administration
Manchester Business School
Business Administration
INSEAD (InBoard Program)
Frederik is a Partner at Arthur D. Little, based in Brussels, and a member of the Technology and Innovation Management Group. Most of his work is focused on helping organizations enact the changes required to improve performance and realize their objectives. He has extensively worked in innovation, R&D and technology management, strategy implementation, and improving organization development and effectiveness in the chemicals capital goods, agriculture, aquaculture, pharmaceuticals and consumer goods industries. He has over 30 years of experience in management consulting.
He is co-author of the books Third Generation R&D Management, published by Harvard Business School Press, and The Innovation Premium, published by Perseus Books.
He regularly teaches Innovation and Technology Management.
Accelerating building energy efficiency
Current approaches and mechanisms are not sufficient to deliver on the European “Renovation Wave” ambitions. There needs to be a paradigm change to deliver value and leverage innovative private funding on top of sector subsidies. This Viewpoint puts the stakes and challenges in perspective and provides concrete recommendations to improve training, ecosystem development, sales approaches, innovation funding, and monitoring the results of individual homeowner choices, some of which can also be applicable to industrial and commercial segments.
ESG: Last call to take effective action
How innovation unlocks economic opportunities in a volatile world
From good to great: Enhancing innovation performance through effective management processes
Results of the 9th Arthur D. Little Global Innovation Excellence Benchmark
WALKING THE TALK ON CORPORATE SUSTAINABILITY
Business has a crucial role to play, accounting for some two-thirds of global greenhouse gas emissions1. Most businesses in the developed economies have already taken at least some measures, however limited, to reduce carbon footprints in the last 20 to 30 years. Today the pace of action within businesses is rapidly accelerating – though some observers would criticize business for achieving too little, too late.
Innovation across business units
Why is innovation best practice not replicated across business units in the same organization?
Insight into resource & competence management
The ever increasing rate of technology development and the combination of new disciplines places increasing demands on competence management in R&D and, if companies fail to develop or target the wrong areas, the consequences are greater and it’s harder to recover in time. One of the greatest inefficiencies in R&D is bottlenecks and delays in getting products to market, often due to resource constraints, hits companies hard.
Insights into world class idea enrichment
We are entering an era that will demand unheralded levels of creativity as companies constantly innovate and reinvent themselves to succeed in the search for growth and margins. This places increasing pressure on companies to generate a steady stream of high quality ideas that can eventually deliver top and bottom line growth. This viewpoint looks best practices in developing, nurturing, and enriching ideas. Best practices identified include: time-limited ideation challenges for key strategic issues and a dedicated process to enrich and select winning ideas.
Capital efficient chemical companies
Cash is king in business, and during a downturn it becomes the main concern of every company. With the credit crunch in full force, a superficial analysis would suggest that capital intensive industries would be hardest hit, and that their executives cannot avoid having to prepare for very lean times ahead.
The Future of Innovation Management: The Next 10 Years
Literature is rife with books and articles on the history of innovation management. But what about the future? To find out more about the future of innovation management, we conducted a survey of the opinions and perspectives of nearly 100 CTOs. This article describes the five major innovation management concepts to watch in the next ten years.
The Future of Agri-Food
The world population continues to grow, and by 2050 a 70% increase in food production will be required to sustain it. Science and technology is widely recognized as being a key enabler to achieving this step change. However, many businesses in the agri-food industry struggle to invest precious resources in long term science and technology. In this article, the authors explore some of the key trends and challenges in the agri-food industry, and explain how foresight can be used to both stimulate innovation and provide shortcuts to markets.
Innovation: measuring it to manage it
Many executives struggle to manage innovation as they would other business processes. Most exasperating is the lack of a practical way of measuring innovation effectiveness and efficiency. In this article the authors provide a success formula to design and deploy meaningful key indicators to drive innovation and business performance now and in the future.
Frederik is a Partner at Arthur D. Little, based in Brussels, and a member of the Technology and Innovation Management Group. Most of his work is focused on helping organizations enact the changes required to improve performance and realize their objectives. He has extensively worked in innovation, R&D and technology management, strategy implementation, and improving organization development and effectiveness in the chemicals capital goods, agriculture, aquaculture, pharmaceuticals and consumer goods industries. He has over 30 years of experience in management consulting.
He is co-author of the books Third Generation R&D Management, published by Harvard Business School Press, and The Innovation Premium, published by Perseus Books.
He regularly teaches Innovation and Technology Management.
Accelerating building energy efficiency
Current approaches and mechanisms are not sufficient to deliver on the European “Renovation Wave” ambitions. There needs to be a paradigm change to deliver value and leverage innovative private funding on top of sector subsidies. This Viewpoint puts the stakes and challenges in perspective and provides concrete recommendations to improve training, ecosystem development, sales approaches, innovation funding, and monitoring the results of individual homeowner choices, some of which can also be applicable to industrial and commercial segments.
ESG: Last call to take effective action
How innovation unlocks economic opportunities in a volatile world
From good to great: Enhancing innovation performance through effective management processes
Results of the 9th Arthur D. Little Global Innovation Excellence Benchmark
WALKING THE TALK ON CORPORATE SUSTAINABILITY
Business has a crucial role to play, accounting for some two-thirds of global greenhouse gas emissions1. Most businesses in the developed economies have already taken at least some measures, however limited, to reduce carbon footprints in the last 20 to 30 years. Today the pace of action within businesses is rapidly accelerating – though some observers would criticize business for achieving too little, too late.
Innovation across business units
Why is innovation best practice not replicated across business units in the same organization?
Insight into resource & competence management
The ever increasing rate of technology development and the combination of new disciplines places increasing demands on competence management in R&D and, if companies fail to develop or target the wrong areas, the consequences are greater and it’s harder to recover in time. One of the greatest inefficiencies in R&D is bottlenecks and delays in getting products to market, often due to resource constraints, hits companies hard.
Insights into world class idea enrichment
We are entering an era that will demand unheralded levels of creativity as companies constantly innovate and reinvent themselves to succeed in the search for growth and margins. This places increasing pressure on companies to generate a steady stream of high quality ideas that can eventually deliver top and bottom line growth. This viewpoint looks best practices in developing, nurturing, and enriching ideas. Best practices identified include: time-limited ideation challenges for key strategic issues and a dedicated process to enrich and select winning ideas.
Capital efficient chemical companies
Cash is king in business, and during a downturn it becomes the main concern of every company. With the credit crunch in full force, a superficial analysis would suggest that capital intensive industries would be hardest hit, and that their executives cannot avoid having to prepare for very lean times ahead.
The Future of Innovation Management: The Next 10 Years
Literature is rife with books and articles on the history of innovation management. But what about the future? To find out more about the future of innovation management, we conducted a survey of the opinions and perspectives of nearly 100 CTOs. This article describes the five major innovation management concepts to watch in the next ten years.
The Future of Agri-Food
The world population continues to grow, and by 2050 a 70% increase in food production will be required to sustain it. Science and technology is widely recognized as being a key enabler to achieving this step change. However, many businesses in the agri-food industry struggle to invest precious resources in long term science and technology. In this article, the authors explore some of the key trends and challenges in the agri-food industry, and explain how foresight can be used to both stimulate innovation and provide shortcuts to markets.
Innovation: measuring it to manage it
Many executives struggle to manage innovation as they would other business processes. Most exasperating is the lack of a practical way of measuring innovation effectiveness and efficiency. In this article the authors provide a success formula to design and deploy meaningful key indicators to drive innovation and business performance now and in the future.
More About Frederik
- Twente University in the NetherlandsChemical Engineering, Business Administration
- Manchester Business SchoolBusiness Administration
- INSEAD (InBoard Program)