#RIS3 Know in target: Marian García


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Jornadas Know in Target, noviembre 2012. #RIS3

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  • 1 – there is a gap between the firm’s innovation needs and what it can be delivered.2 – Globalisation, the intensity of technological change and shift in industry borders
  • #RIS3 Know in target: Marian García

    1. 1. Evolución de los Modelos de Innovación La Importancia de Open Innovation en la Industria AlimentariaDr Marian GarciaKent Business School, University of Kent, UKKNOW IN TARGET – Sevilla, 22 Noviembre 2012
    2. 2. Changing the Landscape of Innovation – Closed to Open Model  For years, the logic of closed Closed Model of Innovation innovation was held to be self- evident, it was the "right way" to bring new ideas to market.  Firms invested heavily in internal R&D, more than their competitors and they hired the best and the brightest, to reap the rewards of the industrys smartest people.  New business development processes and the marketing of new products are isolated and take place within a firm‟s boundaries.
    3. 3. Changing the Landscape of Innovation – Close to Open Model
    4. 4. Closed Innovation: Breaking Down? In 21st century, a number of factors have combined to erode the underpinnings of Closed Innovation…• Information flows cheaply and instantaneously over the Internet, corporate isolationism and the bunker mentality cuts people off from new ideas, stifling innovation.• Smart people are widely dispersed but more closely connected than ever before. Ideas bubble up in organizations of all kinds and sizes, not just in large research labs.
    5. 5. Closed Innovation: Breaking Down?In the 21st century we are seeing a dramatic rise in the number and mobility of knowledge workers, which makes it increasingly difficult for companies to control their proprietary ideas and expertise.Knowledge workers are ever more mobile, willing to jump ship andtake their ideas and talent to whatever firm will develop them.
    6. 6. The Growth of Open InnovationOpen Innovation is a trend that is reshaping how organizations structureinnovation processes.An accelerating shift in managing human capital is underway, from closedinnovation, in which R&D is vertically integrated within a singleorganization…… to an open model, in which firms learn to use ideas wherever they findthem.A flexible business model is emerging that is open to a broad spectrum ofarrangements. Company insiders are contributing to external projects andoutside innovators are able to influence internal product developmentcycles.
    7. 7. Open Innovation: sentido común? ‘Han pasado los días en los que teníamos todas la capacidades necesarias para innovar en el mercado’ ‘Todos necesitamos ‘partners tecnológicos’ que nos ayuden asolucionare nuestros problemas tecnológicos y satisfacer nuestras necesidades tecnológicas’‘Culturalmente nuestra empresa ha tenido mucho éxito como sistema cerrado. Todos nuestras mayores innovaciones fueron desarrolladas hace 50 años con recursos internos. Sin embargo, hay un mayor entendimiento que no es necesario generar el conocimiento y las ideas pare beneficiarse de ellas’ ‘Nos gustaría hacer todo nosotros mismos, pero ya no es posible’
    8. 8. The innovation pyramid OPEN• Incremental & breakthrough innovations go together• Varying degrees of risk & return• An innovation pyramid can be open, transparent & dynamic• Peak of pyramid has ideas with breakthrough potential• Middle of pyramid is new opportunity incubator• Base of pyramid ensures CLOSED operational excellence Source: Block-by-blockbuster innovation, Kanter, Harvard Business Review, May 2010
    9. 9. The evolution of innovation closed open co- innovation innovation innovationOrganisation From … To new, cross-company traditional, internally business structures driven R&D…Process From traditional …To non-linear phase-gate processes… frameworks, not processesRelationships From internal only or ...To inter-dependent ad-hoc alliances… organizationsResults From struggling to … To creating markets by maintain market share… scaling ideas from anywhere Source: Venture2 Inc., 2011
    10. 10. Growing importance of relationshipsclosed open co-innovation innovation innovationRelationshipsInternal only Ad hoc I/P Transactional Relationship Collaborativeand limited sourcing and technology -based innovation, in alliances scouting, guar collaborative ter- ded co- networks dependent development organisations Source: Venture2 Inc., 2011
    11. 11. Retos en la Gestión de Open Innovation (I)Liderar el cambio cultural – Apoyo de la Dirección – Implicar a los stakeholders claves  implantación efectiva de OI - Ver el mundo como su base tecnológica - Innovación externa no es vista como una amenaza SINO como una oportunidad – Estrategia de comunicación interna efectiva  que significa OI para la empresa y el impacto de esta nueva estrategia (enfocarse en resultados) – Factores humanos: cultura, mindsets (mas cooperativo y menos dictatorial), motivación, incentivos
    12. 12. Retos en la Gestion de Open Innovation (II)Crear Alianzas – Identificar las razones comerciales reales para colaborar en OI – Alianzas basadas en la confianza  requiere tiempo y compromiso – Flexibilidad y Apertura – Trabajar hacia a un verdadero ‘win-win scenario’ – Asignar contactos para agilizar la valoracion inicial de oportunidades – Alineamiento de culturas y expectaciones
    13. 13. Retos en la Gestión de Open Innovation (III)Propiedad Intelectual – Apertura y Flexibilidad  compartir los WANTS con los partners • Evitar trabajar con entendimientos diferentes respecto a los objetivos, términos y prioridades – Concentrarse en rentabilizar las alianzas en vez de la propiedad
    14. 14. Tools, processes, guidelines and supportHow to decide on How to find and selectinternal or external the right partners?development? How to manage a collaborative How to set up a collaborative relationship? agreement?
    15. 15. What Open Innovation Delivers to Companies
    16. 16. Different industries & adoption of open innovation OPEN INNOVATION Clothing Oil & Gas Motion pictures Communications Automotive Investment banking Biotechnology Personal computers Consumer electronics Pharmaceuticals Food & drink SemiconductorsNuclear reactors Aircraft engines Mainframe computersCLOSEDINNOVATION Source: Paul Isherwood - GSK
    17. 17. Collaboration is the key ....Acuerdos de cooperacion tecnologica 2006-2008 (% de empresas) Informe PITEC 2008: La innovacion de la empresa espanola (2010)
    18. 18. Collaboration is the key.......Informe Cotec – 2011Problemas del Sistema Espanol de Innovacion#3 - Escasa cultura de colaboracion de las empresas entre si y entre estas y los centros de investigacion (77,8%)#6 - La I+D de las universidades y de los centros publicos de investigacion no estan suficientemente orientadas hacia las necesidades technologicas de las empresas (68,3%)
    19. 19. Open Innovation Ecosystem The food and drink industry open innovation ecosystem is dominated by contributions from suppliers, customers and consumersCompanies operating in other industries 52.7 25.2 22.0 Competitors 51.6 20 28.3 Consumers 70.8 18.9 10.4 Suppliers 73.0 18.2 8.7 Customers (i.e. retailers) 72.1 21.3 6.6 Government agencies 45.7 27.3 27.0 Innovation intermediaries 46.5 24.5 29.0 Universities and research centres 45.3 24.5 30.2 To great extent To some extent Not at all
    20. 20. Taking the consumer as a co-creator
    21. 21. Crowdsourcing Participants
    22. 22. Walkers Crisps ‘Do Us a Flavour’ • The „Do Us a Flavour‟ contest launched in July 2008 challenged participants to dreamInnovative Flavours – Tasty Results up a unique flavour of crisp. • Six finalist were selected from 1.2 million entries. • Each of their ideas was turned into reality by the potato chip manufacturer and sold in supermarkets from January to May 2009. • During a five month period votes were cast on the Walkers website to decide which flavour would stay permanently on sale. • The winner received £50,000 and 1% of the retail sales of that flavour • Year-on-year sales rose by 14% and brand equity by 6%.
    23. 23. Dunkin’ Donuts: Social Media Campaign •“Keep It Coolatta 2: Flavour Boogaloo” asked consumers to recommend favourite songs inspired by the flavours of Coolatta and summer. • People had to do was go to the Dunkin‟ Donuts‟ Facebook page and suggest their favourite summer song and which Coolatta drink it reminded them of. • After a four week submission period that netted 300,000 new Facebook fans Dunkin‟ Donuts released the mix as a branded Pandora station. • Highlight how the brand understands the changing needs of consumers • Develop a fun brand through creative promotions and ideas that stand out to social media fans and followers
    24. 24. Co-creation with Children – Cereal Straws • The project started in a classroom in Spain where nine and ten year-old children were asked to describe and discuss their difficulties with breakfast cereals and to come up with ideas to resolve these problems. • What emerged from all these discussions was an entertaining concept of not only drinking milkshakes through straws but eating the straws afterwards – provided they were crunchy and tasted good. • This concept went through a number of iterations as Kelloggs researchers got to work on it, and the end result was a brand new product - Kellogg‟s Cereal Straws.
    25. 25. Futuro de OI en la Industria de Alimentos y Bebidas• Es OI otra moda? ‘Wait six months and management will be spewing the next set of consulting buzz words’• OI ha dejado de ser una curiosidad y objeto de discusión entre académicos para convertirse en el motor del desarrollo tecnológico/I+D• OI tiene el potencial de mejorar la capacidad innovadora de las empresas PERO necesita un proceso de innovación interno controlado• OI no esta restringida a las grandes empresas PERO su implantación en Pymes puede ser un reto importante
    26. 26. 6th International European Forum (Igls-Forum) System Dynamics and Innovation in Food Networks February 13-17, 2012 - Innsbruck-Igls, Austria Investigating the Dimensions of Openness What drives food companies to open up their innovation process? Marian Garcia1, Mercedes Sanchez2, Raffaella Manzini3 and Valentina Lazzarotti31 KentBusiness School, University of Kent, UK2 Universidad Pública de Navarrra, Navarra, Spain3 Department of Management Engineering, Carlo Cattaneo University – LIUC, Castellanza,Italy
    27. 27. GraciasDr Marian Garciam.garcia@kent.ac.uk