open innovation

  • Stacked Freshly Baked Bread

    Open Innovation: Lego and Bagels

    December 16, 2014 | By: | In: Strategies

    Arguably, the principle of Open Innovation was utilised for the first time by Professor James Murray in 19th Century Oxford, England. In the time that has passed since then, this concept has become infinitely easier to implement thanks to the development of Innovation Management technology, however some companies are yet to wake up to its potential.

  • Right or Wrong

    What Could Possibly Go Wrong With Open Innovation?

    November 24, 2014 | By: | In: Strategies

    Everyone understands the value and promise of open innovation in the business world – from brand awareness and customer engagement through to the search for fresh answers. But, truth be told, most programmes are failing to deliver results because their dynamics are too complex and the processes used are proving inefficient. A lack of relevance is also strongly affecting returns.

  • Open Innovation Intermediaries: Are they valuable?

    Open Innovation Intermediaries: Are they valuable?

    November 12, 2014 | By: | In: Organization & Culture

    The success of Open Innovation hinges on many organizational aspects as we have discussed extensively on the MOOI forum in the past months and will continue to do so until the end of this year. From the beginning of next year, we will start co-creating our e-book on the Management and Organization of Open Innovation in a joint effort with the MOOI forum members.

  • death-of-innovation-crowdsourcing

    The Death of Innovation Crowdsourcing (As We Know It)!

    October 27, 2014 | By: | In: Life Cycle Processes

    Ideation focused crowdsourcing has been around for some time, but the approach is often not producing the desired business results in order to justify continued investments. How does the model need to change in order to drive real business value?

  • shutterstock_108783638

    Corporate Open Innovation Portals, Part II: Two Successful Case Examples

    October 13, 2014 | By: | In: Life Cycle Processes

    Jos Tissen of Unilever, based in the Netherlands, and Shawn Heipp of Elmer’s Products, based in Ohio, USA, have something in common. Each manages his company’s corporate innovation portal, the website used to encourage technology solution submissions from external customers, suppliers, inventors, and businesses. Tissen and Heipp describe their unique portal implementation choices and their results to date.

  • Wall before the girl1

    3 Reasons to Innovate Without Borders

    October 9, 2014 | By: | In: Organization & Culture

    You might have noticed that organizations don’t exist in a vacuum anymore. They don’t make decisions autonomously (if, indeed, they ever did) – handing down products or processes that they guess people want. Social media and digital engagement have changed all that – the expectation is now one of a dialogue, constant communication, and constant improvement.

  • Pieces of white jigsaw

    Where Your Next Great Idea Comes From: 3 Great Ideas from Surprising Places

    September 30, 2014 | By: | In: Organization & Culture

    Innovation without borders means that you’re no longer concerned about where your next great idea comes from – you’re only concerned with it being great. It means that there is no job title, mission parameter, or geography that curtails creativity or delivering on that creativity.

  • shutterstock_1832105781

    Pushing the boundaries – part 3: Making open innovation relevant to more economic players

    August 4, 2014 | By: | In: Organization & Culture

    This is the last article in a series of three, illustrating how we can push the boundaries within open innovation research. After reading a recently published strategy book by Rita McGrath, “The end of competitive advantage”, the writer is convinced that it offers several handles to understand open innovation in a broader, strategic context.

  • The concept of a man

    The R&D department: From Innovation Engine to Part of the OI Machine?

    July 9, 2014 | By: | In: Organization & Culture

    The success of Open Innovation hinges on many organizational aspects as we have discussed extensively on the MOOI forum in the past months and will continue to do so as of September 2014 onwards. To summarize, we have discussed corporate strategy, top management, organizational structures, HR, culture, and IP in light of Open Innovation.

  • Business Group

    4 Things to Think About When Launching Your Innovation Program

    July 7, 2014 | By: | In: Organization & Culture

    Launching an innovation program is challenging for a number of reasons. Most of the time, champions of innovation face two main problems: 1) the general challenge of coordinating the various aspects of the innovation department, but also 2) educating the rest of the community about the value of innovation and how it will impact them. Addressing some of the main questions or challenges right off the bat paves the way for innovation success later.

  • Business-hand-pull-rope

    For Philips, Open Innovation is Vital to Stay Ahead of Competition

    June 25, 2014 | By: | In: Organization & Culture

    “Open Innovation and technology scouting are vital for us to stay ahead of competition and identify cutting edge technologies that will allow us to propose the best products to our consumers”. In this interview, Steven Vaassen, Open Innovation Leader at Philips Consumer Lifestyle, shares his view on OI and how Philips is organized to decide when and how to use Open Innovation.

  • Transforming the Front-End of Innovation: a New Digital Paradigm

    Transforming the Front-End of Innovation: a New Digital Paradigm

    June 24, 2014 | By: | In: Roundtable Discussion

    Digital technologies have transformed the world we live in and innovation processes have been affected dramatically by these approaches and transformations. In this IM Channel One Roundtable Discussion on June 19, 2014 we explored how practitioners and organizations are adapting and/or rethinking their strategies and best practices for the front-end of innovation in presence of new transformational digital technologies.

  • Running Towards Idea

    Corporate Open Innovation Portals: An Active Part of an Open Innovation Strategy

    June 9, 2014 | By: | In: Life Cycle Processes

    As part of the Open Innovation movement, many companies now actively solicit technical solutions, products and business ideas from innovators, customers, suppliers, and the broader marketplace of technology providers. Some companies have begun utilizing structured innovation submission programs, typically implemented through their corporate websites. This article, the first in a two-part series, helps companies understand Collaborative vs. Direct Portals, and the importance of IP-anti-contamination and efficient filtering in choosing the best innovation portals for their unique situations.

  • Businessman presenting a successful

    Forecasting Success in Innovation Teams

    May 28, 2014 | By: | In: Life Cycle Processes

    A 2012 study by the Harvard Business Review surfaced several interesting findings about the practice of innovation for the enterprise, including the innovation ambition matrix, which details how “firms that excel at total innovation management simultaneously invest at three levels of ambition, carefully managing the balance among them.”

  • Financial graphs

    Pushing the Boundaries – Part 2: Making Open Innovation Relevant to More Economic Players

    May 6, 2014 | By: | In: Organization & Culture

    The MOOI-forum is in its 5th month now, focusing on Open Innovation and corporate culture as theme. Every month, great discussions emerge on the forum. This article takes a look at how open innovation can be applied in many different strategic settings compared to the showcases described in different publications during the last decade.

Ad

FOLLOW US

Stay Connected. Become more innovative.
Ad

Discover our Member's services

  • Apollo Education Group
  • Berkeley
  • Stratezyser
  • Hype Innovation
  • Exago
  • Stanford
  • Mindjet
  • Planview
  • Imaginatik
  • Ideascale
  • Ernst & Young
  • IMD Business School
Ad