The fourth theme addressed by MOOI is the relation between Open Innovation and Human Resource Management. This article delves deeper into the few articles that have arisen on HR and OI in the academic and professional literatures and the lessons that can be drawn from these existing sources. It also shares some of the take aways from the MOOI-forum discussions on this particular topic focus.
Open innovation cannot be implemented in companies without the right organizational structure and processes supporting it. What are these organizational structures and processes that facilitate open innovation in companies? They determine the success of open innovation practices and, therefore, this theme clearly deserves more attention from managers. It is surprising that very few academic and professional articles have been written about this topic.
The patent database, with its 69 million documents is one of the richest resources of knowledge worldwide. The real key to its application is the refined ways to distil the relevant information. This article will highlight novel patent research, and its relevance for each department of a typical company.
The MOOI-forum is in its 4th month now, focusing on Human Resources Management and Open Innovation as monthly theme. Every month, great discussions emerge on the forum. One topic that came back each month but remained somewhat in the background is what we could label “the different faces of open innovation”.
March 19, 2014 | By: Marc Erkens, Susanne Wosch, Dirk Luttgens and Frank Piller | In: Strategies
How to apply metrics to open innovation (OI)? That’s the question we often get from our clients when they start to develop their open innovation capabilities. In order to provide an answer to this critical question, the following article will focus on the key findings of our Open Innovation KPI 2012 study. Based on this study, a metrics-based management toolkit has been developed, which provides the most relevant key performance indicators from the perspective of innovation managers, subject matter experts, and consultants.
It seems to be more or less a fact that the more mature a company is, the harder it is to produce something totally new that deviates substantially to what has been done earlier. In order to understand this phenomenon better Bengt Järrehult makes a comparison between human and industrial life, trying to elucidate the similarities and differences between the 2 worlds.
In this live IM Channel One Roundtable Discussion, hosted by HYPE Innovation, the panel discusses a new innovation maturity model that helps to understand how innovation evolves inside organizations. Based on detailed interviews with seasoned innovation professionals, the experts share insights on how to mature your innovation efforts over time. They also provide important information on new methodologies to help you adapt to an environment where the pace of change continues to accelerate.
Implementing open innovation requires a shift in mindset and a change in culture. It requires individuals to be open for external ideas and to share knowledge. This is not the way innovation is managed traditionally. For individuals to behave in a way that fosters open innovation, support from the top management seems to be crucial. Is this really the case? Or are top executives too far away from the action when it comes to innovation and open innovation?
Running a successful enterprise innovation management program can be a challenging mission. Multiple factors have to be considered,each of which affect potential outcomes. One key aspect is the level of support an innovation program receives from an organization’s management. Connecting the needs of top-down management with the strategy and architecture of an innovation program will always lead to greater levels of success.
How can you improve your team’s innovation capabilities? What’s the best way to anticipate and plan the continuous improvement of innovation competency in your organization? These are some of the main challenges we will address in our live IM Channel One Webcast on February 27th. Join us and walk away with tangible insights and new ideas on how to mature your innovation efforts over time.
There is a huge need for a better understanding of the link between Open Innovation and strategy. This is recognized by professional literature, however this connection is yet to be unraveled in a detailed way. The very first live MOOI Forum discussion gave a number of exciting insights into this particular topic focus.
Content for both the seasoned OI practitioner who has their processes in place as well as those who are just beginning their OI journey. Keynote presentations, case studies, interactive panel sessions and Q&A with top experts and advanced practitioners from Pfizer, 3M, Kimberly-Clark Corporation, WD-40, MIT and many others. Join CoDev2014, the longest running conference forum focused solely on providing innovation practitioners with the latest trends in open innovation and multiple opportunities to connect and network with top experts.
Open Innovation is becoming an essential part of an enterprise innovation strategy. Yet, so often, companies focus on getting a narrow set of tactical activities going without thinking through the strategic and organizational issues necessary to enable those activities to have the intended impact. This brief article covers a few of the implementation challenges faced by companies seeking to establish successful Open Innovation programs.
In October 2013 Professors Henry Chesbrough, Wim Vanhaverbeke and Nadine Roijakkers, internationally renown for their contribution to the advancement of Open Innovation research, joined forces with InnovationManagement.se to launch project MOOI – an online Community where experienced innovation professionals of all backgrounds and from diverse industries actively discuss (and dissect!) Open Innovation themes closest to their lines of work. You too can be part of shaping the next important chapter(s) in OI literature and best practice. Read on to find out how.
You would be hard-pressed to find a business leader who would question the importance of innovation not only to promote growth within their organization, but also to ensure its very survival. These business leaders have invested significantly in their innovation initiatives to support this importance. Yet a 2012 Accenture study found that more than half of corporate executives were disappointed by their innovation results and returns from their innovation investments.