D. Evolution of the IP system D2: IP rights and open innovation Chair: Ian Miles Manchester Institute of Innovation Research MBS

Beneath the surface Our attention tends to be fixated on the things that are easy to see – in the case of IP, that is especially patents. Which mean different things to different parties. But we know there are many other forms of IP protection, including other formal instruments, contracts of various kinds, and informal mechanisms. IP strategy typically involves mixtures of these.

Our attention tends to be fixated on the things that are easy to see – in the case of IP, that is especially patents. Which mean different things to different parties.

But we know there are many other forms of IP protection, including

other formal instruments,

contracts of various kinds, and

informal mechanisms.

IP strategy typically involves mixtures of these.

When Icebergs Collide…

Open Innovation Open Source User-Generated Innovation Crowdsourcing Outsourcing Collaborative R&D Distributed Innovation Processes Innovation Systems and Networks…

What’s New? Innovation “beyond the boundaries of the firm” has been around for a very long time – Europe is familiar with innovation networks; innovation supporting services in R&D, design, consultancy, integration, and much more; collaborative projects in research, standards-setting, market development, and much more…. These are almost certainly becoming more important And there are two qualitatively different features of Open Innovation today

Innovation “beyond the boundaries of the firm” has been around for a very long time – Europe is familiar with innovation networks; innovation supporting services in R&D, design, consultancy, integration, and much more; collaborative projects in research, standards-setting, market development, and much more….

These are almost certainly becoming more important

And there are two qualitatively different features of Open Innovation today

NEW FEATURES - 1 Information Technology and Cyberculture FLOSS, Open Source, as a model for software development Web 2.0 social networking for content, creative, and other novelty New IT-based tools to support collaborative working, crowdsourcing, etc. These can be important beyond the IT and software sectors – eg Lego

Information Technology and Cyberculture

FLOSS, Open Source, as a model for software development

Web 2.0 social networking for content, creative, and other novelty

New IT-based tools to support collaborative working, crowdsourcing, etc.

These can be important beyond the IT and software sectors – eg Lego

NEW FEATURES - 2 Changing Management Paradigms in the Knowledge Economy Focus on Core Competences  Outsourcing (and Offshoring) of Basic and Sophisticated Functions for Efficiency and Effectiveness Increasingly Complex and Multifaceted Knowledge Requirements  Need to mobilise social and technical knowledge from diverse sources Cooperation alongside competition  Serious rethinking about how innovation should be conducted, and by whom

Changing Management Paradigms in the Knowledge Economy

Focus on Core Competences  Outsourcing (and Offshoring) of Basic and Sophisticated Functions for Efficiency and Effectiveness

Increasingly Complex and Multifaceted Knowledge Requirements  Need to mobilise social and technical knowledge from diverse sources

Cooperation alongside competition  Serious rethinking about how innovation should be conducted, and by whom

Benefits of O.I. Not just cost-saving and economies of scale; not even just more flexible and agile… Access to specialist knowledge, skills, and other capabilities Closer to business partners and users Exposure to alternative ways of organising innovative effort Learning more about the innovation system – including users

Not just cost-saving and economies of scale; not even just more flexible and agile…

Access to specialist knowledge, skills, and other capabilities

Closer to business partners and users

Exposure to alternative ways of organising innovative effort

Learning more about the innovation system – including users

Open Innovation Iceberg IT & Cyberculture Management Paradigms A huge range of different OI approaches: One-off versus embedded strategy Substantial collaboration versus scanning and polling Funded research programmes (enforcing OI) versus autonomous initiatives Few versus many collaborators Hub-and-spoke versus (virtual) networks Innovation specialists (suppliers, firms, Universities, KIBS) versus users (customer firms, even consumers), and employees in different divisions

IT & Cyberculture Management Paradigms

A huge range of different OI approaches:

One-off versus embedded strategy

Substantial collaboration versus scanning and polling Funded research programmes (enforcing OI) versus autonomous initiatives

Few versus many collaborators

Hub-and-spoke versus (virtual) networks

Innovation specialists (suppliers, firms, Universities, KIBS) versus users (customer firms, even consumers), and employees in different divisions

What, where, and who With many partners engaged in Open Innovation, from diverse backgrounds and knowledge bases Variations in IP instruments and strategies Likely to be many diverse experiences – so need to look for patterns beyond the usual suspects – or at least, be very cautious about assuming that looking at the tips of the icebergs tells us the story of what lies beneath.

With many partners engaged in Open Innovation, from diverse backgrounds and knowledge bases

Variations in IP instruments and strategies

Likely to be many diverse experiences – so need to look for patterns beyond the usual suspects – or at least, be very cautious about assuming that looking at the tips of the icebergs tells us the story of what lies beneath.

Panorama Our presenters will be: John Rigby, Manchester Business School Stuart Smith, 3 Sheep (SME) Jako Eleveld, Philips

Our presenters will be:

John Rigby, Manchester Business School

Stuart Smith, 3 Sheep (SME)

Jako Eleveld, Philips

End of presentation