case thales | ois2010 | financiamento para inovação: novos modelos
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Instituição participanteSilver
Gold
Máster e Colaboração
Platinum
Patrocinadores:
Blue
Realização:
Thales
A global leader dedicated to security
Bruno Rondani
bruno.rondani@thalesgroup.com
3
Profile
Three core businesses
Aerospace & Space
Defence
Security
A Worldwide Group
68,000 employees worldwide
Presence in 50 countries
World leader for mission-critical information systems
€12.9 bn annual revenues}
4
Three core businesses
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Three strategic pillars
Presence all along the value chain
From equipment and systems, to systems integration
Prime contracting and services
Dual technologies
Balanced portfolio between defence and civil businesses
Optimised synergies
International presence
Long-term customer partnership
Maximised local commercial opportunities
Access to local skills and resources
Meeting national security requirements
6
Highly talented people
68,000 employees of whom 50% outside France
Highly skilled (e.g. 60% of workforce are engineers or managers)
Multicultural teams unified by the same values
Focus on customers
Innovate, decide and act quickly
Perform through teaming
Develop our people
Dynamic HR policy
Renowned training structure: Thales University
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Worldwide presence
France: 34,300USA: 2,200
Australia: 3,600
Others: China: 390 / South Africa: 340 / Switzerland: 290 / Singapore: 240 / India: 200 / Austria: 200 /
Norway: 180 / Portugal: 160 / Poland: 130
Canada: 1,200UK: 8,200
Germany: 4,500
Spain: 2,100
South Korea: 1,370
Netherlands: 2,000
Italy: 2,600
Belgium: 950Latin America: 660
(Brasil: 350)
Saudi Arabia: 730
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Market-driven businesses
Domains
Transportation
Systems
Civil
Land
Defence
Defence
Mission
Systems
Defence
SpaceAir
Operations
Defence &
Security C4I
Systems
Avionics
Dual
A coherent organisation
Bringing to our customers the benefit of technology expertise
and international presence
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Innovation and technological excellence
R&D at Thales totals € 2.5bn (20% of revenues)
25,000 researchers and engineers on cutting-edge technologies
300 inventions per year
Over 15,000 patents
Over 30 cooperation agreements with universities and public
research laboratories in Europe, the United States and Asia
Copyright © Nobel Web AB 2007Photo: Hans Mehlin
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Innovation Culture
innovation should be driven by customer demand and the
need to anticipate future needs
Culture change
“customer-centric approach”
“inventing for the sake of inventing”
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R&D Scope Definition
Products
Prospects
Bids
Programmes
3 4 5 6 7
Technology readiness level
New
Technology
Concepts
Architecture
Tools
3 4 5 621
Engineering: “pull approach”
7 8 9
Research & Technology: “push approach”
Research Maturation & Risk reduction
Pre Bid analysis &
derisking
Bid Development
Integration
Validation
Production Support
& Maintenance
Research (concept, architecture, new tech) : TRL 1-3 ==> 5 - 15 years
Feasibility & De-risking : TRL 3-6 ==> 2 - 5 years
Development & Engineering : TRL 6-9 ==> 1 - 2 years
~ 12% of R&D
Investments
~ 88% of R&D
Investments
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Thales Research & Technology Organisation
Thales Research Centers
France
Palaiseau
United Kingdom
Reading
Nederland
Delft
Singapore
• Master new technologies, new concepts
• Deliver first technological demonstrators
5 Key Technology Domains, transverse organisation to drive:
R&T orientations and technologies axes
Transportation
Systems
Civil
Land
Defence
Defence
Mission
Systems
Defence
SpaceAir
Operations
Defence &
Security C4I
Systems
Avionics
Dual
The vast majority of the R&D is performed within the Divisions
TRT Corporate Labs – around 4% of total R&D budget
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Innovation Organisation
R&D policy is coordinated by the CTO office, is implemented through:
- The Divisons: business focus and in charge of the short and medium term developments required for their equipment and systems product lines
- KTD governance with the goal the provide the global R&T coherence, and transfer research results to programs
- The TRT network: They anticipate future breakthroughs, establish connections to academic innovation eco-systems, and should maintain high level of expertise in key technologies
Thales R&D is largely decentralized
Corporate R&T Laboratory is highly focused on external coolaborations
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Cooperation Strategy
Cooperation actions:
Long term scientific agreements most famous research laboratories
Cooperation with other industrial labs
Cooperation with technological SMEs
Demonstration platforms build with partners and clients
Cooperation framework:
Common laboratories,
Common programs and projects
Research contracts
Joint-ventures
More than 400 people are currently working for Thales in these cooperative framework programs
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Innovation Strategy
R&D corporate mission:
Competitiveness:
Give a proper access to key critical technologies,
Control of the supply chain
Adapt development process for the complexity we have to deal with
Attractiveness:
Innovate
Look for disruptive technologies
Look for disruptive ways to design, develop, integrate solutions
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Innovation Strategy
Open Innovation
Acceleration of the Insertion of New Technologies
Anticipation of Ruptures – not only technical ones
Efficiency Optimization
Four R&D Strategic Directions:
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Thales Group: Innovation Strategy
Open Innovation
- A number of innovations will be discovered in other places
- Fosters collaborations with universities, research institutes, SMEs and suppliers
- Participation on competitiveness cluster and European collaborative projects
- High visibility in scientific community
- Attract young and brilliant engineers
The concept of “innovation” ecosystem, local and global,
is hence central to Thales R&D strategy
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Innovation Strategy
Acceleration of the Insertion of New Technologies
- Key Technical Domains (KTD) is a commonly shared governance of technical activities performed in Divisions and in the central teams
- Ensure global coherence of advanced R&T studies: optimize, rationalize resources, share results, set common strategic directions
- Accelerate de-risk transfer of R&D results towards programs
.
Software & Critical Information Systems
Hardware
Networks &Secure Communications
Security
Processing, Control and Cognition
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Innovation Strategy
Anticipation of Ruptures – not only technical ones
- Technical Strategy Plan (TSP) provides the technical visions and road-maps for the next 10 years
- The vision can’t be only internal: capture the customer’s needs
- Concept Development and Experimentation Approach (CD&E): Battlespace Transformation Center, it is in way a co-innovationprocess with the customer
- Study on general trends for the evolution of our technical skills: business model evolution, technology evolution, supply chain, development tools, partnerships, etc
- Training programs, mobility actions and targeted recruitments
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Innovation Strategy
Efficiency Optimization
R&D engineering efficiency optimization through three levers:
- Strengthening a coherent and efficient “design authority” organization through out the Group
- Facilitate peer engineering, reviews in order to get a strong early warning approach on bids and programs
- Improve competitiveness and risk management of our development through a common tooled process approached, called Orchestra
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Thales Innovation Activities in Brazil
Omnisys is a Brazilian company that belongs to Thales Group since 2006, with great capacity to supply high technology solutions for civil, military and space applications.
2009 key figures:
Revenues: R$ 50M
290 Employees
Operations in 9 countries
Investing 15% of our revenues in Research and Development
Investment in a CMMI Level 3 software factory
Investing in order to provide leading edge technology with proven quality levels, complying with DO-178b and IEC61508 standards
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Thales Innovation Activities in Brazil
Omnisys has a group of 70 engineers and technicians in R&D, specialized in the
following areas:
Complex Electronic Hardware
Application Software
Embedded Software Systems (Real Time)
Specialist Software (Tracking Systems, Image Processing, Digital Signal Processing)
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Technological Routes in Brazil
1st Route – Land Surface
ATM Radars and Tracking Systems
2nd Route – Space
Communications systems, industrial processes
3rd Route – Above Water
Ship radars, electronic warfare, navigation systems
4th Route – Avionics
Airborne radars, electronic warfare
5th Route – Under Water
Sonar, on-board electronics
Thales
A global leader dedicated to security
Bruno Rondani
bruno.rondani@thalesgroup.com
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