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Case StudyDuPont


Case StudyDuPont

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DuPont has long been known as one of the most successful chemical companies in the world. Over the last 15 years, however, the massive conglomerate has worked to transform the perception that it’s simply a “chemical company” and instead has chosen to present itself as the science-based, innovative powerhouse that it truly is. Some consumers may struggle to name DuPont products, but there’s no doubt that in any given day they come into contact with many of them. From Tyvek® protective membranes used in construction to chemicals that keep swimming pools sparkling clean or Tedlar® film used in photovoltaics, DuPont strives to use “The miracles of science”™ to make life a little better, safer, and healthier for people all over the world.

Achieving this entails a lot of research and development, a commitment to building a strong innovation pipeline, intense collaboration—and focus on the right opportunities.

Founded in 1802, DuPont has demonstrated throughout its long history that innovation does not happen accidentally. It is a planned outcome that results from a strategic, disciplined approach.

How has this massive company managed to remain competitive for over two centuries? According to DuPont’s corporate website: “Our ability to adapt to change and our foundation of unending scientific inquiry has enabled DuPont to become one of the world’s most innovative companies.”i

In 2016 this will include a merger with long-time competitor Dow Chemical in what is being called a ‘merger of equals’.

Read on to discover some of DuPont’s innovation secrets, and learn how they might apply to your organization.

The Science Behind an Innovation Leader


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The Four Innovation Capabilitiesfuturethink’s Innovation Case Studies are designed to provide insights on today’s leading innovators. Information about each of the companies we feature covers the four key innovation capabilities: Strategy, Ideas, Process, and Climate.

Set a foundation that defines innovation objectives and mobilizes your efforts. The notion of “serendipitous innovation” is dangerously outdated. The secret to success lies in crafting an action-oriented strategy. It means setting a vision for your company to follow and viewing innovation as an expected result, not a lucky one. Innovation should be handled like any business initiative with: an eye on growth, results, and profit.

Think differently to develop original ideas that drive business value. In today’s economy, the ability to continually fuel innovation is what separates winning organizations from the rest. Idea generation should be managed, purposeful, and clearly linked to business objectives. Leading innovators succeed by balancing out-of-the-box thinking with sound management principles.

Create a streamlined and flexible approach to shepherd innovative ideas to market. The reality in every organization is that money is limited. To make sure you’re spending effectively, you must have a streamlined process for innovation. A good process will help to consistently identify your best projects and enable you to move them forward more efficiently.

Build a thriving work environment that drives innovation across your organization. We live in a world where the new replaces the old very quickly. Only organizations that keep pace with the shifting marketplace will be able to stay ahead. So how do the best companies adapt? They cultivate a climate in which employees are encouraged to innovate in a continuous and consistent manner. The companies that stay ahead have made innovation part of their DNA.

futurethink analysts develop case studies by drawing from a mix of extensive research, by conducting organizational and customer interviews (where possible), and by experiencing first-hand interactions with the organization. We want to thank those individuals who contributed to this case study and provided the information found herein, which made the DuPont story so fascinating.

We hope the information contained on the pages that follow offers insights and inspiration for innovation in your organization.


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Selling Science Since 1802Science has always been at the heart of DuPont, and has provided a strong heritage of discovery throughout the organization’s history. DuPont was founded as a gunpowder company in 1802 by Eleuthère Irénée (E.I.) du Pont, and its original corporate moniker was E.I. du Pont de Nemours and Company (DD). For the first 100 years, DuPont was an explosives company.

In the early twentieth century, DuPont expanded its focus to chemicals, materials, and energy. Today the company’s focus has grown even broader, delivering science-based solutions in seven business segments:

• Agriculture

• Electronics & Communications

• Industrial Biosciences

• Nutrition & Health

• Performance Chemicals

• Performance Materials

• Safety & Protectionii

In 2014, DuPont reaped net sales of $35 billion, employing 61,000 people in approximately 90 countries worldwide.

DuPont is continually recognized as a business leader for its innovations, environmental leadership, and positive work environment.

Here are just a few of the accolades DuPont has recently received:

• Boston Consulting Group’s Most Innovative Companies List 2015iii

• 2015 CRDF Global Corporate Impact Awardiv

• Ranked as Best Innovator in the chemical industry in the Patent Scorecard by Patent Board

• One of the “Top 30 Companies for Executive Women,” according to the National Association for Female Executives (NAFE)

Innovation StrategiesThough the company may be more than 200 years old, it’s certainly not resting on its laurels or relying solely on past inventions for continued success. The company’s innovation strategy is shaped by two focal points repeated across the organization: “Science Powered. Growth Driven” and “The Global Collaboratory.” These two guiding approaches are the foundation of DuPont’s innovation strategies.

“Science Powered. Growth Driven.” As mentioned, DuPont has moved beyond being known as a chemical company and has transformed into a market-driven science company with presence in fields such as advanced materials and biotech. Some of their latest innovations include breakthroughs in different areas of science.

“The Global Collaboratory.” DuPont works together with other companies, governments, and NGOs on scientific solutions to regional and global issues. Their innovations are focused on addressing the problems that arise from rapid population growth.


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Focus on Global Trends The company addresses market-facing challenges that offer a bridge to commercialization. To ensure that efforts are focused on market challenges that hold potential for large revenue and social impact, DuPont has identified three megatrends to guide its innovation.

Food to feed a growing world population;

Energy to reduce dependency on fossil fuels;

Protection (Safety) for people and the environment.

Nearly 85 percent of DuPont’s $2 billion R&D budget focuses on addressing these global challenges. Innovation strategies developed for these grand challenges are meant to tap existing market-driven growth and span across multiple DuPont business units.

Inclusive InnovationDuPont has embraced the notion of Inclusive Innovation with its network of NGOs, companies, and governments being connected to DuPont’s 150 research labs and 10,000 scientists and engineers. This enables DuPont to keep close to the diverse and unique conditions of regional and local markets.

Across 13 Innovation Centers, DuPont localizes research and development activities within emerging economies and mature markets from the U.S., Switzerland, India, and Mexico, to South Korea.

Not only does the localization strategy work to shape more relevant and market-facing innovation activities, it allows local customers an opportunity to participate in the process. DuPont realizes that innovation requires staying close to customer problems and market conditions through more inclusive activities.

Signs of Success New products introduced between 2010 and 2014 generated approximately $10 billion in 2014 revenue, and investments in science have resulted in a strong pipeline.

DuPont sees itself as a leader in innovation because of its “broad network of core technologies” combined with its “ability to selectively combine these technologies” to fulfill market demands.v

Making Room for Collaboration & Innovation Investing in dynamic places for scientific innovation is core to DuPont’s innovation strategy. All of DuPont’s Innovation Centers have two dedicated physical spaces for both Collaboration (where partners and scientists exchange knowledge) and Innovation (where innovations from various industries are displayed for collaboration partners).

Let’s look at The Experimental Station—one of the first industrial research labs in the United States.

Built in 1903, the 150-acre facility is located in Wilmington, Delaware (where DuPont was founded one hundred years earlier). Today, research at the Experimental Station explores areas such as nanotechnology, emerging displays technologies, high efficiency photovoltaics, biofuels, and biomaterials. More than 2,000 scientists and researchers work here, 600 of them PhDs. Globally, DuPont employs 10,000 scientists and engineers in 150 R&D facilities.vi


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The Innovation Center is a new business incubator that brings together business people and scientists to further the development and commercialization of DuPont’s new renewably sourced materials. As a model of these ideals, the building was designed with energy efficiency and environmental stewardship in mind. The Center’s design incorporated more than 30 DuPont materials, such as Mohawk SmartStrand® with DuPont™ Sorona® renewably sourced polymer carpeting and Tyvek® Weatherization Systems.vii

DuPont stands by their decision to cross-pollinate R&D work between expertise areas, namely biology, engineering, material science and chemistry, and runs networking groups and rotational programs to promote idea exchange. Sometimes new products are just serendipitous, like when Doug Anton, a DuPont chemist with a background in industrial coatings, overheard colleagues discussing ways to apply pesticides to seeds. When Anton joined the project he struggled to produce seeds smooth enough to move through the farmers’ plants. When he shared his frustration with his wife, also a DuPont chemist, she suggested they incorporate material from DuPont’s inkjet technology. Her idea worked and the coating will soon be tested in Brazil. Thanks to the cross-pollination of ideas and expertise at DuPont, breakthroughs like these can happen more easily.viii

DuPont’s latest R&D facility expansions serve as tangible evidence of the company’s increased focus on growth in developing economies. Seeing continued growth opportunities in Asia, DuPont recently doubled the size of its DuPont China R&D Center in Shanghai, adding 200 scientists to the 200 who already work there. In 2015 it opened a new innovation center in the western city of Chengdu.

Recognizing the need for a global network, DuPont has built new facilities in Paulinia, Brazil, and Hyderabad, India; new solar energy facilities in Switzerland and the United States; and new agriculture research centers in the Ukraine, the Philippines, and the United States.ix

Developing products globally means DuPont must also follow a set of international standards within the industry. Rather than seeing this as a hindrance, these standards better enable the innovation process at DuPont by creating more seamless collaboration across borders.

Another way DuPont encourages innovation through collaboration is through the DuPont Awards for Packaging Innovation. For 25 years, these awards have encouraged the likes of Heinz, Pepperidge Farm, Gillete,

and Campbell’s Soup to participate. The new-look Heinz squeeze ketchup bottles you see on grocery shelves was a runner-up in 2013.

A recent winner was the AidPod, which delivers life-saving anti-diarrheal medicine to children in remote villages in Africa through the massive Coca-Cola distribution network in Sub-Saharan Africa. The innovative idea capitalizes on the unused space around crated Coca-Cola bottles to deliver the medicine in a durable package made to withstand heavy impact and prevent contamination.x DuPont India Innovation Center; Pune, India


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In 2014, Unilever won for its line of compressed deodorant cans, which now carry the same amount of product in a package half the size of the original. This size meets airline carry-on requirements, allows retailers to stock more on the same shelf space, and significantly cuts transportation costs as more units fit on a pallet.xi

According to Kurt Adams of DuPont packaging, part of the purpose of these awards is to “provide an opportunity where the inspiration, where the creativity, can be shared, and people go back to their labs and facilities and use that inspiration to develop their products.”xii

Focus on the CustomerAccording to Thomas M. Connelly Jr., DuPont’s former Chief Innovation Officer, the most important collaborators DuPont has are customers in the marketplace. He describes the process at DuPont as one that focuses on obtaining customer input early, before going too far down the wrong path.

For example, at the company’s new thin-film solar lab in Hong Kong, customers are invited to work with the scientists in testing and inventing new products. For DuPont, this cuts down development time and gets products to market faster, while at the same time ensuring that products more fully meet the needs of the customer. Five of DuPont’s R&D facilities around the globe are collaborative facilities built around this model.xiii

A Process for InnovationWhile R&D is essential, it isn’t everything. For successful innovation, an organization must have a well-defined process in place. DuPont has established a strategic innovation process that sets the tone, and outlines a five-step system, from strategy development through commercialization.

At a high level, DuPont’s process is founded upon a few core beliefs.

• Creativity requires both structure and discipline.

• Innovation belongs to everyone, and must include all business units to be successful. Invention may belong to R&D, but innovation does not.

• Innovation doesn’t just mean product innovation; it includes service innovation, business model innovation, and numerous approaches to business growth.xiv

DuPont’s strategy for innovation works in three dimensions:

• Constantly renewing its portfolio and enhancing existing products for new markets and applications.

• Developing breakthrough products that enable step-change solutions and growth.

• Pursuing the next wave of transformational innovation, creating new categories and markets, such as the company’s investment in cellulosic ethanol.xv

DuPont’s Innovation Process:

Strategy Development

• Core Mission

• Growth Criteria

• Growth Domains

Idea Generation

• Future State Discussion

• Identify Key Uncertainties

• Roadmap Key Steps & Capabilities

Concept Selection & Validation

• Needs-based Segmentation

• Rapid MarketAssessment

Product & Tech Development

• Design for Six Sigma

• Portfolio Management

• Business Modeling

• Market Validation

Commercialization & Value Capture

• Test Markets

1 2 3 4 5


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DuPont’s structured innovation process includes five key steps.

Step 1: Strategy Development. During the first phase in the process, leaders throughout the company define the core mission and growth criteria. Outputs of this phase include: identification of market relevance, uniqueness, and probability of success. The goal of this part of the process is to get leadership aligned with what its mission is—and what that means in practical, tactical ways. In the Strategy Development phase, potential growth areas are also investigated.

Step 2: Idea Generation. At DuPont, innovation is centered on growth. The question is asked: “How will each idea help us grow as a company?” During the Idea Generation phase, hypotheses are made about how growth will happen. Anyone at DuPont will tell you that the key challenge is not coming up with ideas, but prioritizing them. The philosophies that guide this phase of the process include:

• Embracing Openness—having no preconceived notions of the end result

• Not setting limits on market or product scope

• Leveraging a dynamic and diverse entrepreneurial team, and interviewing guest customers and value chain managers

Step 3: Concept Selection & Validation. During the third phase of the process, the most promising concepts are selected and explored more rigorously to determine feasibility. Each concept, in its initial form, is evaluated for additional funding. Data-driven analyses are performed to ensure that the growth hypotheses from Step 2 are on track. An in-depth, needs-based segmentation also occurs, helping to focus efforts on how the idea might be best suited in the market.

Step 4: Product & Technology Development. Product and technology development are driven by the tenets of Six Sigma. Here the process becomes much more milestone-based, and efforts focus on the overall portfolio management of ideas. Team members track which ideas are doing better than others, and balance the market potential of winning ideas on an ongoing basis. In this stage, DuPont also begins market validation (listening to the customer) and business modeling.

Step 5: Commercialization & Value Capture. In the final step, ideas are taken to test markets and refined for larger rollout. It is in this phase that marketing efforts take center stage along with pricing, distribution, partnerships, and more, to ensure ROI as quickly as possible.

Innovation in ActionThe beauty of DuPont is that many of us are extremely familiar with their innovations—we just might not realize it. From Lucite™ to Lycra™, DuPont creates some of the materials that make life more manageable. Here are some of DuPont’s recent big ideas.

Nike came to DuPont with a challenge to build a better golf ball. Working with Nike golf ball engineers, DuPont scientists developed a thermoplastic resin specifically for use in golf ball cores. This makes the ball travel faster. Nike’s own engineering team came up with other tweaks that add greater distance and control to the ball, making the Nike 20XI quite possibly the most advanced golf ball the world has ever seen.xvi


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DuPont Sorona®. DuPont Sorona became one of the first 11 products to earn the new USDA “Biobased” product label. It’s a testament to how far ahead of the market DuPont is, because Sorona was first released commercially in the year 2000. At the time, DuPont made the most significant addition to the fibers industry in 20 years with the release of Sorona, an advanced polymer that can be used in floorcoverings, apparel, and upholstery. Not only is it exceptionally durable and stain-resistant, but its manufacturing process produces 63 percent less greenhouse gases than petroleum-based nylon.xxvii

In 2011, as the USDA issued new standards to help consumers identify biobased products and materials (defined as “those composed wholly or significantly of agricultural ingredients—renewable plant, animal, marine or forestry materials”), it chose Sorona to be among the first handful of products designated with the new label.xviii

Today, Sorona fibers and related products bring in about $300 million for the company.xix

DuPont Rynaxypyr®. 40 percent of food grown in some countries never reach the market due to pests. Rynaxypyr insect control is the fastest-growing insect control program in the world and DuPont tailors its approach to take local conditions in account. For example, in China, plots are often smaller than other regions in the world and therefore DuPont packages 5 milliliter sachets to meet their needs.xx

This product generates annual sales of $1.1 billion, thanks to DuPont’s combined agricultural and chemical expertise.xxi

DuPont StormRoom™ with Kevlar®. While many assume that Kevlar is used only for body armor and bulletproof vests, DuPont researchers have discovered a host of other uses. For example, the DuPont StormRoom with Kevlar offers protection from wind-blown debris in the event of a tornado or hurricane. The DuPont StormRoom with Kevlar is literally an additional room integrated into the home reinforced with Kevlar walls and anchored to a solid concrete base. The room can function the same as any other room in the home with the addition of plumbing, electricity, and ventilation.xxii

DuPont Alesta®. This line of powder coatings is extremely durable while at the same time very decorative. They are resistant to high temperatures, graffiti, and weather, while delivering aesthetics that designers demand in new home building materials.xxiii

In early 2016, DuPont’s Industrial Biosciences unit announced a breakthrough with partner Archer Daniels Midland. Together they developed a “game-changing” process to convert fructose into furan dicarboxylic methyl ester (FDME) which in turn can be converted into several higher value applications in packaging, textiles, engineering plastics and other industries.xxiv

“This molecule is a game-changing platform technology.

It will enable cost-efficient production of a variety of

100 percent renewable, high-performance chemicals and polymers with applications

across a broad range of industries.”

— Simon Herriott,

Global Business Director for Biomaterials at DuPont


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Investing in the Bio Industrial Era DuPont continues to evolve its culture and capacity to leverage new science and capacity for delivering market solutions. In the 21st century, this means strategic investments in biology.

The company’s core culture and technological capacities have traditionally been based in applied chemistry. Moving forward, the company must change its culture to embrace innovation through the pathways of bioscience.

Biotechnology is already at the core of DuPont’s innovation focus on global food issues. Food R&D spending ac-counted for nearly 60 percent of the company’s $2 billion budget.

In 2011, the company acquired Danisco—one of the world’s largest independent food and bio industrial companies. The strategic acquisition gave DuPont access to Danisco’s strong portfolio of enzymes used in bio-industrial processes for nutrition and health applications.

Today, innovations are bountiful. In recent years, the company released 154 new corn products that help to bring resilience to farmers addressing a wider range of environmental challenges and growing demand for improved crop yields.

DuPont has built upon their 30 year collaboration with P&G to create a Tide® Cold Water detergent that uses cellulosic ethanol, an industry first. DuPont will collect corn leaves and stalks, bring them to their bio-refinery in Iowa where they’ll chop, heat and add bacteria to them to produce cellulosic ethanol. Thanks to this collaboration, this detergent will re-purpose 7,000 tons of agricultural waste per year, and lessen greenhouse gas emissions.xxv A new product on the way, Root Demand Irrigation, will include piping made from an advanced Tyvek house wrap material. The tubes that carry the water will have a permeable material which allows water to pass through at low pressure, and their surface detects when the plant need more water, based on the chemicals released by the plant roots. The company reports that they eventually could sell $2 billion in bio-based and repurposed materials a year.xxvi

In 2015 DuPont continued to invest in capacity around bioindustrial markets with acquisitons of enzyme product assets from Dyadic. The enyzme portfolio will help grow DuPonts position in cellulosic biofuels and portfolio of biomaterials market.xxvii

What’s Next for DuPont?In 2016, the company’s attention will be centered on its merger of equals with Dow Chemical. The market valuation of the combined companies is estimated above $135 billion.

The merger will be temporary as the combined company will be further broken into three businesses focused on materials, specialty chemicals, and agrochemicals. The newly formed companies will face two challenges on the frontline of innovation.

The first challenge will be maintaining morale and preserving (or redefining) its science-driven culture of innovation. Leadership will have to sustain a positive atmosphere as the newly formed companies focus on short-term cost reductions in the form of early retirements and layoffs and potential sales of underperforming brand assets.

The second challenge will be defined by the allocation of financial resources for basic science and innovation. The more cyclical nature of materials and specialty businesses may mean a reduced emphasis on basic science and shift toward a culture of incremental innovation. The focus on transformative ‘miracles of science’ investing may become focused on biotechnology and the upside potential of its agrochemicals business.


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What Can You Learn from Dupont?Set a foundation that defines innovation objectives and mobilizes your efforts.Innovation at DuPont is a central part of its corporate strategy; it believes that innovation is an investment for the long haul.

• How are you investing in innovation, both in the short and long term?

• Does your innovation focus include focus on global megatrends, that if addressed could lead to market-ready products or services?

Think differently to develop original ideas that drive business value. Collaboration is critical to driving DuPont’s innovation success. The company partners with scientific labs, academic institutions, and even competitors to innovate faster and more effectively. It also helps mitigate R&D risk.

• How can you collaborate with third parties to come up with fresh ideas?

• How do you identify the biggest areas of opportunity for growth within your organization?


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Create a streamlined and flexible approach to shepherd innovative ideas to market. DuPont’s five-step program gives clear focus to the innovation process, and it outlines deliverables for teams at each step to get to market (and to obtain the funding they need to succeed).

• What are the current steps in your innovation program?

• Which criteria are you using to select ideas and prioritize resources?

Build a thriving work environment that drives innovation across your organization. At DuPont, experimentation—and even failure—is encouraged. They view failure as a learning experience that gets them closer to the best ideas.

• How do you let teams take risks and embrace change?

• What type of behaviors are you rewarding in terms of innovation?


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Additional Reading“Dupont and Dow Chemical Agree to Merger of Equals <http://www.wsj.com/articles/dupont-dow-chemical-agree-to-merge-1449834739>

DuPont Dow Merger Heralds Breakup of Giants <http://www.rsc.org/chemistryworld/2015/12/dow-dupont-mega-merger>

Tax Benefits of DuPont Dow merger <http://www.reuters.com/article/us-dow-m-a-tax-idUSKBN0TY01K20151215>

Online References2015 Annual Review: DuPont / Global Collaboratory. <http://investors.dupont.com>

2015 Dupont Data Book. <http://investors.dupont.com>

DuPont Corporate Site: <www.dupont.com>

DuPont Innovation Centers Site: <www.dupont.com/corporate-functions/our-approach/innovation-excellence/science/innovation-centers.html>

DuPont in ASEAN: <www.slideshare.net/DuPont_News/dupont-in-asean-inclusive-innovation-collaboration>

DuPont YouTube Channel: <www.youtube.com/dupont>

DuPont Series: Stories of Inclusive Innovation: <www.youtube.com/playlist?list=PLD8107532F7506132>


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ENDNOTESi www2.dupont.com/Our_Company/en_US/glance/index.html

ii “DuPont Company.” E. I. Du Pont De Nemours and Company (DD) News. (31 Dec. 2014).

iii DuPont Awards and Recognition. Dec 2015. http://www.dupont.com/corporate-functions/our-company/awards-and-recognitions.html

iv DuPont Awards and Recognition. Dec 2015. http://www.dupont.com/corporate-functions/our-company/awards-and-recognitions.html

v DuPont 2014 Fact Sheet, Integrated Science. www2.dupont.com/Media_Room/en_US/assets/downloads/fact_sheet/Fact_Sheet_Integrated_Science.pdf

vi DuPont News Release. “DuPont and State of Delaware Unveil $80 Million Innovation Center Partnership.” (23 October 2008).

vii “DuPont’s R&D Is at Center of Fight With Activist.” WSJ. (31 Dec. 2014). http://www.wsj.com/articles/duponts-r-d-is-at-center-of-fight-with-activist-1414450747

viii DuPont News Release. “DuPont Expands R&D Presence in Key Growth Markets.” (21 December 2010).

ix ISO Focus. (March 2013). “Interview with Ellen Kullman, Chair of the Board and CEO, DuPont.” www.iso.org/iso/news.htm?refid=Ref1724

x May 2013, http://www2.dupont.com/Packaging_Resins/en_US/whats_new/article20130516_packaging_award_winners.html

xi “26th DuPont Packaging Awards Winners | DuPont USA.” 26th DuPont Packaging Awards Winners | DuPont USA. (31 Dec. 2014). http://www.dupont.com/industries/packaging-and-printing/media/press-releases/26th-2014-dupont-packaging-awards-winners.html

xii http://www.youtube.com/watch?v=v_UyQNZ8u5Y

xiii DuPont Media Center, Science Program. “DuPont-MIT Alliance 2000-2005: Collaborating and Innovating.”

xiv B2B Innovation & Organization. “Key Challenges for B2B: Innovation and Organization.” 2005 Annual Members’ Meeting.

xv “DuPont CEO Discusses Competitive Imperative of A Total Innovation System at the Council on Foreign Relations.” DuPont. (31 Dec. 2014). http://investors.dupont.com/investor-relations/investor-news/investor-news-details/2014/DuPont-CEO-Discusses-Competitive-Imperative-of-A-Total-Innovation-System-at-the-Council-on-Foreign-Relations/default.aspx

xvi DuPont News Release. “DuPont Innovation Delivers ‘Hole in One with High Performance.’” (15 February 2011). us.vocuspr.com/Newsroom/Query.aspx?SiteName=DupontNew&Entity=PRAsset&SF_PRAsset_PRAssetID_EQ=119606&XSL=PressRelease&Cache=False

xvii DuPont News Release. “DuPont Continues Its Legacy of High Performance Fiber Innovation.” (23 March 2009). us.vocuspr.com/Newsroom/Query.aspx?SiteName=DupontNew&Entity=PRAsset&SF_PRAsset_PRAssetID_EQ=112184&XSL=PressRelease&Cache=False


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xviii DuPont News Release. “DuPont Among the First Leading Innovators to Receive New USDA BioPreferred Label.” (4 April 2011). us.vocuspr.com/Newsroom/Query.aspx?SiteName=DupontNew&Entity=PRAsset&SF_PRAsset_PRAssetID_EQ=112184&XSL=PressRelease&Cache=False

xix “DuPont’s R&D Is at Center of Fight With Activist.” WSJ. (31 Dec. 2014). http://www.wsj.com/articles/duponts-r-d-is-at-center-of-fight-with-activist-1414450747

xx Dupont 2014 Annual Report.

xxi “DuPont’s R&D Is at Center of Fight With Activist.” WSJ. (31 Dec. 2014). http://www.wsj.com/articles/duponts-r-d-is-at-center-of-fight-with-activist-1414450747

xxii www2.dupont.com/Kevlar/en_US/products/stormroom_kevlar.html

xxiii www2.dupont.com/Powder/en_US/assets/downloads/literature/E-R5189_Alesta_Overview_Brochure_E.pdf

xxiv Hardcastle, Jessica Lyons. “DuPont, ADM Biotech Will Enable 100% Renewable Chemicals, Plastics.” Jan 19, 2016. http://www.environmentalleader.com/2016/01/19/dupont-adm-biotech-will-enable-100-renewable-chemicals-plastics/

xxv “DuPont, P&G Now Powering Tide Cold Water Laundry Detergent with Agricultural Waste.” Sustainablebrands.com. (31 Dec. 2014). http://www.sustainablebrands.com/news_and_views/waste_not/sustainable_brands/dupont_pg_now_powering_tide_cold_water_laundry_detergent

xxvi “DuPont’s R&D Is at Center of Fight With Activist.” WSJ. (31 Dec. 2014). http://www.wsj.com/articles/duponts-r-d-is-at-center-of-fight-with-activist-1414450747

xxvii Valimaki, Christina. “DuPont Making Another Foray Into the Bioscience Sector.” 15 Dec 2015. (17 Dec 2015). https://chemical-materials.elsevier.com/dupont-making-another-foray-into-the-biosciences-sector/

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Case Study DuPont - futurethink.comfuturethink.com/wp-content/uploads/2017/03/cs_dupont.pdf · core to DuPont’s innovation strategy. All of DuPont’s Innovation Centers have two