Technology and Innovation

Technology and Innovation

Talk “Strategicness of Technology for Business”,

by Ms MAOI ARROYO (Hybridigm)

Thurs., Jan. 7, 11.30-1,

College of Business, UP Diliman


Hybridigm was founded by Maoi Arroyo.  Ms. Arroyo was a member of the inaugural class of the Master’s in Bioscience Enterprise, a professional practice program funded by the Cambridge-MIT Institute. This program has been developed by the University of Cambridge, in association with the Harvard-MIT Division of Health Sciences and Technology (HST) and the MIT Sloan School of Management in Cambridge, Massachusetts. Spanning the worlds of science, technology and business, this one-year multidisciplinary Master’s degree provides a global perspective and unparalleled educational experience for the next generation of bioentrepreneurs.

After obtaining her Master’s degree, Ms. Arroyo worked for American, German and Asian biotech firms.

Ms. Arroyo is a recipient of a British Chevening Scholarship and obtained her first degree in Biology (BS) from the University of the Philippines.



To experience the fulfillment of fostering the growth of a Philippine biotechnology industry.


Create a biotechnology consulting firm like no other, which provides strategic planning and expertise throughout each phase of the transition from science to enterprise by offering full support and high-value services for nascent bioentrepreneurs and existing investors.


  • Given that the Philippines is still largely a basic-products-and-services kind of an economy, there is a need for a more highly entrepreneurial and innovative culture, to catapult the country to developed status.
  • Technology can greatly help in this regard.  But we need to understand the inter-meshing of technology, business (read “cash flows”), and innovation.
  • Innovation means: desirability of the product or service + its possibility with technology + its viability in the marketplace.
  • Thus, Innovation = Invention + Commercializability.
  • There are various “stages” of innovation: There’s (1) Product innovation, (2) Process innovation, and (on the CONSUMER side) (3) BUSINESS MODEL innovation.
  • Take the example of Ford (motor vehicle innovation): If Ford weren’t ‘innovative’, it would’ve simply offered or ‘invented’ a faster horse.  But, no, it gave the world the MOTOR VEHICLE.  So, in a sense, Ford worked on a technology-push, but at the same time, a marketplace-pull.
  • Usually, true business model innovations work on the basis of: (a) Overserved Customers, and/or (b) Non-Consumers.
  • Important point (about us as consumers):  “We are great buyers, but we hate being sold to.” There are many implications here: one is that marketers have the challenge of marketing better (how do we design marketing programs and taglines better?).
  • OBSTACLES to a truly “Innovative Spirit”:
  • Internally: those organizations who wish to be innovative:
  1. are not as fast as they want to be;
  2. are not as successful as often as they’d want to be;
  3. are too fragmented across too many different projects;
  4. are not well-aligned organizationally.
  • External Environment: Challenges are:
  1. New Competition;
  2. Intense, and increasing, price & cost pressure;
  3. Ever shrinking product life cycles;
  4. Increasing globalization;
  5. Major technology shifts.

–> which are also the principal obstacles to profitable and sustainable growth.

  • REALITY: (1) Rate of success in innovation is quite low: approx. 25% (2) 90% of firms cannot maintain adequate growth to sustain above-average shareholder returns for more than a decade.
  • Concretely, the PROBLEMS are:
  1. Time & cost overruns;
  2. Competing development priorities;
  3. Poor upfront market research;
  4. Failure to gather sufficient or relevant end-user input;
  5. Poor inter-departmental communication.
  • Can YOU succeed? Yes you can! …IF you follow the 7 basic rules:
  1. Exert strong LEADERSHIP (in innovation strategy & decisions)
  2. Integrate innovation into the very lifeblood of the company
  3. Align innovation (to business type & vision)
  4. Manage the natural tension between innovation & commercialization [* Recall speaker’s funny, amusing, real, practical way of describing the differences between Biotech R&D people and Accountants 😀  😀  😀 ]
  5. Neutralize organizational antibodies that interfere
  6. Fundamental building block of innovation is a network of people AND knowledge
  7. Develop the right metrics and rewards for innovation.


🙂 😉