March 29, 2017 | By: InnovationManagement | In:
Connecting an Innovation Workforce with the Corporation, Consumer Base, and Collaborative Ecosystem to Overhaul Open Innovation Strategy As product data and intersecting consumer-market needs evolve alongside society, innovation must follow suit. The idea of Open Innovation has grown from “nice to have” to “need to have,” and continues to be an integral component of new […]
Organizational innovation requires discipline. And like any other discipline, it requires monitoring and training to make sure that you’re on the cutting edge of your capabilities. But what skills should you focus on building and how can you track your progress?
Often I read articles or books about top-down vs. bottom-up innovation and why one approach would be better than the other. After spending more than five years in the collaborative innovation space, I would advise going hamburger style!
Crowdsourced innovation is a tactic used more and more often by government organizations as well as enterprise corporations. This means that innovation teams need to add a new skill set to their resumé: communications.
What external stakeholder groups can you tap into to build value for your innovation initiatives? Are your relationships with these external stakeholder groups solid or do you need to do additional work to build good, mutually beneficial working relationships? Are there potential stakeholder groups that you have not yet tapped at all? If so, what is your plan for reaching out to organizations within these pools so that you can further expand your innovation ecosystem? Are your channels for communicating with your external stakeholders strong or do they need further work?
Working with external partners to bring better products and services to market faster and/or develop better intellectual property has never been more popular in the world of business than what we see today.
Although ‘open innovation’ is the talk of the town in R&D circles, leveraging external sources of innovation remains challenging for most companies. In 2013, researchers Dr. Joel West (Keck Graduate, Institute of Applied Life Sciences) and Dr. Marcel Bogers (University of Southern Denmark) suggested a four-phase model for inbound innovation projects. They emphasized that open innovation needs to go further than just obtaining external ideas. Integration, commercialization and the interaction between the firm and its collaborators are just as important. This post explores the four essential steps towards open innovation success.
December 15, 2016 | By: InnovationManagement | In:
The 3rd Annual World Open Innovation Conference co-hosted with ESADE in Barcelona, Spain, brings together renowned academic scholars, leading companies and innovators in the Open Innovation space. R&D Management has agreed to provide a Special Issue comprised of the best papers submitted to the conference.
For many years, companies were convinced of the competitive advantage of closed research and development. They jealously protected their intellectual property behind closed doors and dramatically revealed it to the public after years of development. This old model has since been replaced by open innovation.
As you determine how to build a networking culture within your organization, it’s important to understand how networking actually works. One of the most knowledgeable people on organizational networking and—how this supports innovation—is Rob Cross, a professor in the management department of University of Virginia’s McIntire School of Commerce.
Crowdsourcing is often associated with start-ups and blue-chip companies who are trying to innovate, but it has the potential to reach far beyond those with seed money and infinite endowments. The beauty of crowdsourcing is that it is rooted in grassroots fundamentals—an environment that is ideal for non-profit businesses.
Change is frightening to many elements inside the typical organization. Change threatens people’s power, their status, their egos, and, in some situations, even their jobs. Change can make someone’s expertise obsolete and thereby make them obsolete as well. Because people are afraid of change, innovation efforts often cause the eruption of corporate antibodies that fight to kill innovation and maintain the status quo.
Given the difficulties in developing and working with metrics and measures for open innovation and ecosystems, I have pulled together some inspiration and insights from several articles.
Getting started with open innovation and developing the right foundation for open innovation has been a key challenge at many companies in the last three to five years. Now, internal as well as external forces are moving these companies towards the next level of open innovation in which we go beyond just products and technology and start to explore how a more open and collaborative mindset can be applied to all more business units and functions. Think procurement and engineering as examples.
Cisco Chief Technology and Strategy Officer Padmasree Warrior explains how the process of innovation has changed over the past few centuries, from the era of the sole inventor, through the rise of corporate labs, to the modern period of open innovation. Warrior also notes the important challenge of working across domains to maximize innovation potential.