In an enlightening conversation, Bernhard Bosshard, Regional Head of R&D Asia Pacific, Elyes Jendoubi, Head of Innovation & Sustainability Japan, and Michael Guenther, Head of Corporate Intellectual Property, shed light on how Sika Japan has become a cornerstone of innovation within the global Sika landscape. By managing the integration of acquired companies and fostering an environment where innovation thrives, Sika Japan exemplifies the company’s commitment to leading the industry.
"Our open R&D culture allows us to share knowledge and technologies, which fosters ideas and progress."
Sika Japan contributed 18% to Sika’s total global inventions. Could you please share what the key factors are that have contributed to this success?
Elyes: Sika Japan’s recognition is a proof of our strategic and cultural commitment to innovation. This success is underpinned by several critical practices. Firstly, we start with a clear vision, strategy and yearly targets ensuring that our team is aligned and motivated, pushing the boundaries of innovation within our industry. It is crucial that every employee understands our aim which can be summarized as: Become a technology leader through innovation. Identifying, planning, and executing high-quality research and product development projects play a very critical role. Secondly, it is important to provide our team with the space and freedom to innovate. We allocate dedicated resources and time for exploration and experimentation. We’ve cultivated a culture that values creativity and learns from failures. Innovation is a team sport. Lastly, our team’s diversity is a significant contributor to our innovation success.
Could you describe the impact of collaboration between IP and R&D teams to encourage innovation? How does this partnership ensure that new ideas are both innovative and well-protected?
Michael: Collaboration between research and development (R&D) and intellectual property (IP) teams is essential for fostering innovation, particularly in technology-intensive fields involving chemists and engi- neers. These professionals must understand IP rights and protection mechanisms, which enhances their ability to innovate within a legal and competitive framework. Integrating IP training and having access to in-house patent attorneys and engineers in locations like Japan boosts IP awareness among R&D personnel. This setup streamlines the invention reporting and protection process. The patent filing process introduces a beneficial structure to innovation. However, securing a patent does not guarantee market success; an inven- tion must meet market needs and preferences in order to be viable. Thus, the collaboration between R&D and IP is pivotal for securing IP rights and aligning innovations with market potential. It is satisfying to see our products skyrocket in the marketplace and know that our patents hold firm.
When integrating an acquired company, there are often challenges such as merging technologies and aligning corporate cultures. Could you provide examples of such challenges that R&D in APAC has faced?
Bernhard: At the beginning, there are often many questions and unknowns, which can make people feel uneasy. However, by prioritizing people and engaging with them in a collaborative and inclusive manner, we can help build trust and make them feel like a part of our Sika family.
Our open R&D culture allows us to share knowledge and technologies, which fosters ideas and progress. For example, when we acquired Hamatite, they participated in our global chemist days already on the second day and were excited about our curing by design technology. They quickly implemented this technology. Another instance was when we held an admixture R&D workshop just one month after acquiring MBCC.
And how is R&D in APAC preparing to address and leverage these challenges?
Bernhard: The MBCC acquisition was an exciting acquisition for R&D since we combined interesting and valuable technologies. We immediately had a common understanding and were excited to exchange and learn from each other.