E. Peng, MBA
Asia Consulting Associate
E, Peng, also known as "Roc" in international community, is a seasoned consultant, practitioner and scholar on innovation, creativity and entrepreneurship, with over 10 years of work experience in pursuit of innovation excellence.
Roc is the Chief Representative, Greater China of rInnovation Group. Roc also teaches graduate students at Sun Yat-sen University on entrepreneurship and Enterprise Innovation Management. Before his current position, he worked for Accenture in the U.S. and China, GE Corporate U.S., Oracle China and Beijing Beida Jade Bird on various roles related to innovation team and project management. Roc has provided professional innovation management and technology training and consulting services to Fortunate 500 companies and large NGOs as well as small firms across multiple industries on strategic planning, system integration and innovation management projects. The clients he has serviced are, among others, China Mobile, Best Buy U.S., China Construction Bank, Bureau of Shanghai Worldexpo Coordination, Shanghai Waigaoqiao Free Trade Zone Group, Beijing Administration for Industry and Commerce. He is a senior member of the China Creative Studies Institute, Birds of a Feather Innovation Leaders Group and Toastmasters International, among many other professional organizations.
Roc earned his M.B.A. in radical innovation and corporate entrepreneurship from the Lally School of Management and Technology at Rensselaer Polytechnic Institute in Troy, New York and a B.E. in fluid mechanics from University of Shanghai for Science and Technology. He has co-authored two books, numerous papers and delivered presentations at seven premiere conferences internationally on topics covering business, IT, innovation, creativity and corporate entrepreneurship. Roc has travelled to nine countries and currently he is based in Shanghai, China.
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Our Clients
Our clients are Fortune 1000 companies across diverse industry sectors in chemicals to plumbing to pumps to enzymes to pharmaceuticals to renewable energy and beyond. We have a significant European base.
Our model suits companies with revenue of $500M USD or greater as well as select companies under this threshold with a clearly stated innovation agenda. We work mostly with innovation leaders in their respective industries or fast followers. We also guide companies in crisis where strategic innovation is critical to their survival.
Through our work, companies have been able to maintain or secure industry leadership positions, accelerate the adoption of a systematic approach to new business creation and commercialization, reduce the lifecycle for strategic innovation projects by 25-33% or more and increase revenue contributions to divisions or business units by a factor of 2 to 3 times.
Clients and Cases
Cases
A Chemicals Company
Problem Statement: In 2017, a global company had a goal of improving their strategic innovation competency. The company had over many years been on the forefront of incremental innovation within their industry, yet had identified that they needed to significantly improve their strategic innovation efficiency.
Solution: In working with rInnovation Group, the company launched a training and implementation program to propel strategic innovation across the organization. This included substantial training of the D-I-A and TMRO methodology, along with establishing a coaching competency for strategic innovation within the company.
Outcome: The company is now actively working with D-I-A for their strategic innovation opportunities, and is starting to embed a coaches' community across the organization to help with strategic innovation. rInnovation Group is still part of the journey, where we are training and coaching the second cohort of people in the methodology to gain further momentum in this capability development. Over time, rInnovation Group and the company expects that the company will independently be able to coach and facilitate their new strategic innovation opportunities for lasting and sustainable impact.
Problem Statement: In 2009, a global company had defined its innovation intent and created three innovation platforms, yet it struggled to fill its innovation pipeline. The company had a separate new business group, with new business creation experience that did not exist in the core business. The objective was to move from an opportunistic new business approach that was removed from the core business to strategically driven innovation platforms to stretch the core and embed the innovation intent.
Solution: In working with the rInnovation Group and Product Genesis, the company developed a structure to support Discovery and Incubation activities and conducted an opportunity scan to identify promising business opportunities. The company worked through D-I-A implementation modules to build its capabilities and competences in new business creation, created a healthy pipeline of investment opportunities and evolved its support structure based on shifting business priorities.
Outcome: Different organizational models unfolded over time to embed the company’s innovation intent based on evolutionary and breakthrough innovation objectives. It developed new capabilities and competences in new business creation in separate groups that are now being infused into the core business. It has formed strategic partnerships and made competency-based acquisitions to fill resource gaps and accelerate market learning. One of its platforms became a new business unit in the clean water space.
A Manufacturing Company
An Enzymes Company
Problem Statement: In 2006, a global company articulated a desire to instill radical innovation in its culture. The New Business Development group was in its infancy. There was a belief that the culture would change, if the company simply said it would. The company underestimated what it took to bring about this change.
Solution: A common language for innovation centered on uncertainty management has been established across the company’s two business areas and R&D. The rInnovation Group Learning Plan™ methodology is the cornerstone of the innovation strategy, which has been the trigger for culture change. The company is applying consistent evaluation criteria, which is different from criteria used for its new product development projects. The executive team dedicates time to reviewing strategic projects and clarifying strategic intent.
Outcome: A radical innovation culture emerged. Platforms were defined for growth and company renewal. The organizational purpose is clear. Innovation projects have a line of sight to growth targets. While this company made excellent progress in building its system for innovation, development of its Innovation Roadmap stalled in 2009/2010 in the areas of governance, portfolio management and transition management. While innovation efforts were scaled back, they were not shut down as would have happened in the past. Furthermore, as of today, radical innovation remains an important strategic pillar. There is commitment to continue this journey and take radical innovation culture change and capability building to the next level. This has moved the company beyond enzymes into microorganisms, which has become a successful new business area today.