Celentis: developing an entrepreneurial culture inside a Crown Research Institute

In 1992, the infrastructure of New Zealand government departments and ministries that supported research and development and technology transfer, were dismantled. In its place was established a series of Crown Research Institutes (CRIs). AgResearch is the largest of these institutes. In 2001, Celentis was established as the commercial arm of AgResearch to deliver products and technologies to the market. This case study involved the writer gaining a deep understanding of the Celentis business from his involvement as a consultant from March 2001 through to May 2001. This included facilitation of the strategic planning process, documentation of the plan and involvement of the team in aligning organisational structure with strategy. In May 2003 after no contact for two years, the writer spent four weeks analysing the current state and comparing it with 2001. The result of this analysis has provided insight into the key drivers of cultural change and a detailed account of the development of entrepreneurial capability in a highly innovative environment. It was found that significant changes had been made over the period with respect to processes and people. The study describes the challenges faced when incorporating a commercial focus into a predominately 'science' culture and provides insight into the type of results that can be achieved.