How to implement open
innovation?
OI Chess Paradigm (short version)
Rob Veldt (twitter.com/innpowerer)
@ SlideShare
May, 2009
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what this presentation is about
PURPOSE
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OI science => OI business
 answers for mainstream business
 OI hype focused on output
 ‘what should be possible…’
 impact internal organization (input)
 translate abstract OI theory to concrete toolbox
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DEFINITION
Open innovation is the use of purposive inflows and
outflows of knowledge to accelerate internal
innovation, and expand the markets for external use of
innovation, respectively. [This paradigm] assumes that
firms can and should use external ideas as well as
internal ideas, and internal and external paths to
market, as they look to advance their technology
(Henry Chesbrough, 2003)
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open
outside
gather The
cooperate
inside Long Tail
build IPR use available
portfolio capacity
closed low # involved high # involved
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open
outside
co-creation crowd-
(cooperate) sourcing
open
inside
traditional
brainstorm
R&D
(TTT)
closed low # involved high # involved
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what it means
IMPACT
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impact on organization
 way of working
 openness (outside vs. inside)
 share to multiply
 involve suppliers, customers / consumers,
experts, outsiders
 change...
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impact: change (e.g.)
 people
 learning, networking, incentives, ...
 operations (processes & infrastructure)
 facilitate regular sharing of knowledge & creativity
 web access, channels / communities (existing vs. own)
 policy
 information policy (IPR?)
 communication policy
 culture
 open, less hierarchy, organic, ...
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how we would do it
CLOSED-OPEN
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internal organization
managing change
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people
operations
policy
culture
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change process basics
 unaware / incapable
 aware / incapable
 aware / capable
 unaware / capable
 (aware / unaware / capable)
 situational leadership
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internal organization
leadership styles
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INFO TRY USE BE
(un)aware /
(in)capable: UI AI AC UC (AUC)
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people
operations
policy
culture
closed INFO TRY USE BE open
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challenge
 manage organizational change (LT)
 people, operations, policy & culture
 situational leadership styles
 customize to evolving situation
 role of organizational identity (“OID”)
 define where you’re heading (end point), trust / clearness
 start top-down to develop bottom-up culture
 align commitment & budgets with OID!
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transformational leader
 (vs. transactional leader)
 (task / performance driven, corrective, risk avoidance)
 vision (OID), meaning, challenge
 align identities, common mission
 commitment / motivation
 empowerment / learning
 charisma, self-sacrifice; respect / trust, role model
 flexible, no standards
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Conceptual model for closed-open transformation
OI PARADIGM
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L E A D E R S H I P S T Y L E S
UI AI AC UC
People
Operations (processes & systems)
Policy
Culture
O R G A N I Z A T I O N A L I D E N T I T Y
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OI implementation is complex, but what if it’s a game...
SIMPLIFY
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Why Chess?
 archetype for serious game
 strategy
 anticipation & scenarios
 clear goal & simple rules
 collection of little steps (squares)
 accurate
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implement open innovation:
LET’S PLAY!
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Transformational leader
8
 plays the game
7
 vision
6  strategic
5  empowers pieces
4  aligns pieces with
common mission
3
2
1
a b c d e f g h
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King
organization heading to
open innovation
core / core business
new organizational ID
protect with rest of chess
pieces
one field at the time
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Queen
3th party ‘coach’:
 knows rules of the game
 overview paradigm
 committed to King / OID
 Q: ‘covers your back’
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Rooks
management
 supervise
 covers both columns and
rows
 ‘castling’: moves king into
safer position & rook to
more active position
 per column
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Knights
ambassadors:
 involve early (scout)
 jump over/solve hurdles
 (informal) key figures
 obstinate
 other views
 authentic
 strategically important
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Bishops
stakeholders:
 customers, suppliers,
experts, outsiders
 existing: keep same ‘color’
 new: outsource per level of
internal organization, e.g.
 specialists (P&G)
 customers (Lego)
 crowdfunding
 ...
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Pawns
employees
 quick starters
 promote at finish
 pawn structure determines
strategy
 “pawn is the soul of chess
and innovation” (chess master
Philidor)
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THE RESULT
OI Chess Paradigm
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people operations policy culture
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PLAN OF ACTION
OI Chess Paradigm
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Plan of Action (1)
• involve a 3th party (Queen) to guide through the
closed-open process
• assign transformational leader to succeed the
closed-open challenge
• define new organizational ID (strategy)
• translate to logic parts (squares)
• assign roles (chess pieces)
• work per square, per column
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Plan of Action (2)
• favor ambassadors (Knights)
• empower employees (Pawns)
• anticipate (management a.k.a. Rooks)
• involve stakeholders (Bishops)
• do everything in order to serve the new
organizational identity (King)
• stick to the plan and win the game!
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e.g.
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(AUC) ambassadors (?) grow(?) create(?) attract(?)
open
live the
develop leverage apply
culture
exploit improve adjust experience
experience evaluate analyse redefine
inform map collect inventorise
closed
people operations policy culture
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Thanks!
Rob Veldt
+31(0)6-34501721
rob.veldt@ideavents.com
www.ideavents.com
linkedin.com/in/robveldt
twitter.com/innpowerer
Note: we are a Queen too... :-)
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ideavents
ABOUT
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ideavents (www.ideavents.com)
 stimulate (open) innovation
 on-/offline or both
 share knowledge & creativity
 simplify innovation (“just put the heads together”)
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4 pillars
• research & consultancy
• events (e.g. www.ThinkTankThursday.com)
• tools (e.g. www.cash4idea.com)
• investments
We love to help you implementing open innovation!
www.ideavents.com
rob.veldt@ideavents.com
+31(0)634501721
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implement open innovation with OI Chess Paradigm:
GO PLAY!
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