Optimization Technology and
Data Analytics
CV: Kai Rostrup Jensen
Education 1967: Engineer in electronics at Aarhus Teknikum
Range of Experience • Innovation for Growth • Strategic Change
• Product Strategy Development
• Product and Service Transformation (PST) • Portfolio Management
• New Product Development (NPD)
• Customer Relationship Management (CRM) • Program and Project Management (PPM) • Original Equipment Manufacturing (OEM) • Electronic Engineering
• Education and training
Employments 2008 - Consultant: Innovation, Entrepeneurship and Administration
2002 - 2008 Founder and Vice President LEDlumina
1998 - 2002 PricewatehouseCoopers Management Consultants Principal Consult
1992 - 1998 Sant + Bendix A/S
1969 - 1992 Bang & Olufsen A/S
• Manager Business Development (1990 - 1992) • Manager OEM developments (1986 - 1990) • Manager of the development of a new product
line for telecom products (1985 - 1986) • Manager Product Planning (1983 - 1985) • Project manager for several new concept- and
product developments (1971 - 1983) • Design engineer (1969 - 1971) Consultancy Experiences
1. Louis Poulsen & Co A/S
Develop and implement a new Internet solution for product configuration and ordering Project Description Analyse LP’s project description and develop proposals for new
system implementations based on SAP’s CRM modules.
Map business processes “to be” and develop the improvements feasible to support the new Internet processes by “Prototyping” of a system concept.
Develop the new SAP CRM application and the necessary components for system integration.
Coach the new system roll out and change management processes.
Time and Size September 2000 - December 2001 / 4000 hours in total per 31th March 2001 (My part hereof is 300 hours)
Roles and Responsibilities
Build the account relationship from zero.
Manage the proposal development and sales processes. Participate in the project’s steering committee.
Coach the project management. Programme Management
Project Results Main deliveries:
• A new concept for LP’s new Internet solution • A “90% prototype” of the new solution • Mobilisation of an integrated project team • Training of LP’s super users
2. National Australia Bank (NAB), Melbourne
Corporate Agility Programme / Workstream: New Product and Service Development Project Description Register and analyse NAB’s global )* development organisation
and complete a diagnosis of the “As is”-situation.
Develop proposals for improvement of the principles, processes, organisation and management of product and service
development
)* NAB have product and service development physically placed in: Australia, New Zealand, USA, UK and Germany
Time and Size November 1999 - February 2000 / 240 hours
Roles and Responsibilities
Join a small development team as Subject Matter Expert to “bring in” inspiration, methodologies and tools from consumer and industrial areas.
The main content of the workstream: Teleconferences, interviews, workshops and weekly steering meetings with the programme management.
Project Results A consolidated recommendation of a line of renewals and improvements:
• Achieve an effective balance between global and local product development by introducing a globally aligned prioritisation process that assesses each step of the global product development pipeline.
• Embed a consistent product development process, with clearly defined decision points, to be driven by cross-functional teams as used in best practice organisations.
• Introduce a systematic approach to idea generation to drive greater product innovation.
• Establish global functions to ensure more effective and efficient global product development.
• Develop and implement a global intranet database to support global knowledge sharing and manage the innovation pipeline. • Implement a uniform resource pool approach for project staff
and review resourcing skill levels.
3. Dansk Eternit Holding A/S (DEH)
Modernise the Product and Process Development
Project Description Register and analyse DEH’s global )* development organisation to complete a diagnosis of the “As is”-situation.
Develop a proposal to modernise and renew key technologies, processes, organisation and management of product and service development
)* DEH have product and service development physically placed in: Denmark, Finland, Czech Republic
Time and Size June-October 1999 / 400 hours
Roles and Responsibilities
Propose and win the assignment. Organise the information gathering and analysis. Manage the assignment activities and progress. Co-operate with the client’s team. Responsible for deliveries and steering meetings.
Project Results A consolidated recommendation of a line of renewals and improvements:
• Establish a virtual project organisation.
Renewal of the project organisation to be able to perform as a “Development Factory” and bring efficiency to the projects • Knowledge management across the development organisation
Establishment of “Virtual Knowledge Networks” across the organisation to obtain an efficient development and sharing of knowledge.
• Portfolio and Project Management.
Transparent planning and control of the “Development Factory” which operates all development projects • A new “Development Process Model”
The new process need to be standardised across the group • Performance measurement
All projects have to register the creation of results according to a common performance measurement system. After a period DEH will be able to evaluate hit rates and benchmark the projects globally.
4. Aalborg Industries A/S (AI) The “Mission”-project
Project Description Integrate NPD-activities in newly merged companies (Danish, Swedish and Japanese)
Manage and support the development of new breakaway concepts for steam generators.
The development took place in parallel with the implementation of a new global R&D environment after the merger of Aalborg Boilers A/S and Sunrod International ab to Aalborg Industries.
Time and Size Two periods: 1996 and 1997 / 1000 hours total Roles and
Responsibilities
Integrate NPD-activities in newly merged companies, (Danish, Swedish and Japanese).
Management of the Mission project:
• Nurture the implementation of an global development process: • Manage the engineering of new steam generators
• Development of new ordering system
• Co-ordinate the development of marketing materials and the global introduction
• Product planning and control
Responsible for all project deliveries and steering meetings Project Results Moving the customer from order specific manufacturing to series
production of modules and from technical consulting to computer supported ordering of steam generating systems
Savings for the customer in terms of easy price calculation, ordering, design and manufacturing of standard boiler systems Market share up from 20 to 60 %
• New Products launched on time (Steam Generator MISSION™ OS)
• Technology planning / evaluation of key competencies. • Organisation for portfolio and project management. • A new “Development Process Model”
The new process need to be standardised across the group • 20% reduction of material cost
5. LEGO A/S
New Innovation Strategy
Findings Major trends in toys uncover a need for computer based toys
Deliverables Establishment of a Technology Centre for development of
electronics, to become the foundation for new toys equipped with microcomputers
Other Consultancy Experiences 6. Strategy Change
Development of strategy change programmes / annual update of present strategy: Aalborg Industries A/S
Kirk Acoustics A/S Denka Møbler A/S Bang &Olufsen A/S
7. Business Development
Create and innovate new concepts and test the concepts and prepare business cases for new product- and service developments:
Kirk Acoustics A/S LEGO Systems A/S Aalborg Industries A/S SKACO A/S
Post Danmark A/S Tele Danmark A/S
B&W Scandinavian Contractors A/S Bang & Olufsen A/S
8. New Product Development
Develop and renew the organisation and procedures for new product development / Manage new product developments projects:
Kirk Acoustics A/S LEGO Systems A/S Aalborg Industries A/S GN Netcom A/S
Dansk Tyggegummifabrik A/S (DANDY) Louis Poulsen & Co A/S
Bang & Olufsen A/S 9. Education and training
Develop and run courses (PPM) for projectmanagers at: Aalborg Industries A/S
National Environmental Research Institute, Denmark RISOE National Laboratory, Denmark
