Centre for Technology ManagementOpen Innovation:Evolution of research at Cambridge UniversityEngineering DepartmentDr Leti...
Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, m...
Centre for Technology ManagementResearch Development CommercialisationMarket FocusCompanyBoundaries ‘Closed’ new prod...
Centre for Technology ManagementWhen closed innovation did not work ..
Centre for Technology ManagementPictures:; www.tigenix.com; www.functionalfoodinfo.com; wikipedia.org; makerbot.com
Centre for Technology ManagementResearch Development CommercialisationCore Market FocusCompanyBoundariesProducts in-source...
Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, m...
Centre for Technology ManagementSkillsAcquisition &protectionCultureMetricsMake vs. BuyCollaborative NPIOpen InnovationImp...
Centre for Technology ManagementCambridge Open Innovation Network (COIN)
Centre for Technology Management
Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, m...
Centre for Technology ManagementManagement challenges of open innovationIntellectual propertyMetricsOrganisationalNational...
Centre for Technology ManagementTwo ways of implementing Open InnovationAd hoc, externalIn-houseWith thanks to Dr Letizia ...
Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, m...
Centre for Technology ManagementTwo ways of implementing Open InnovationAd hoc, externalIn-houseWith thanks to Dr Letizia ...
Centre for Technology ManagementSpoilt for choiceWith thanks to Dr Letizia Mortara
Centre for Technology ManagementIntermediaries selection criteriaIntermediariesselection criteriaNetworksBusinessModelsSty...
Centre for Technology ManagementEffect of innovation management consultancy services onthe R&D and Marketing relationshipO...
Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, m...
Centre for Technology ManagementVery differentorganisationsStart-upLarge company
Centre for Technology ManagementExamples of managementproblems:The technology works in thestart-up’s lab, but will it work...
Centre for Technology ManagementTechnology Readiness Levels: Who pays forraising the readiness level of the technology?Rea...
Centre for Technology ManagementHow to overcome the ‘Not Invented Here’syndrome?The start-up’s technology looksvery promis...
Centre for Technology ManagementHow to overcome reputational risk of failure?If the technology is embedded inyour product ...
Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, m...
Centre for Technology ManagementAcquisition and internal developmentMaturityXMaturityX + YExamples:Firm acquisitionIn-lice...
Centre for Technology ManagementExternal development and acquisitionMaturityXMaturityX + YExamples:OutsourcingIncubationEq...
Centre for Technology ManagementCollaborative development and acquisitionMaturityXMaturityX + YExamples:PartnershipsConsor...
Centre for Technology ManagementInternal issuesTechnological knowledgeEmployee know-how and skillsRelated intellectual pro...
Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, m...
Centre for Technology ManagementThe influence of CEO characteristics on open innovationin innovation-oriented SMEsRESEARCH...
Centre for Technology ManagementThe impact of location on open innovationimplementation in UK high-tech SMEs• Context:– Cl...
Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, m...
Centre for Technology ManagementDoes it matter where you do open innovation?
Centre for Technology ManagementWith open innovation, ideas and partnerscan be anywhere ..
Centre for Technology ManagementPhilips & High Tech Campus Eindhoven
Centre for Technology ManagementSumitomo Chemical, CDT and Cambridge• Inkjet cluster strong inCambridge• CU spin-out CDTde...
Centre for Technology ManagementOpen innovation and location• How much investment do you need to make at particularlocatio...
Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, m...
Centre for Technology ManagementDr Eoin O‟Sullivan, http://www.ifm.eng.cam.ac.uk/research/csti/
Centre for Technology ManagementChanging universities• Changing roles– Emergence of 3rd mission: research + teaching +appl...
Centre for Technology ManagementFrom Dr Eoin O’Sullivan, adapted from: Wayne C Johnson, VP, HP University Relations Worldw...
Centre for Technology ManagementCU Engineering Department 4th Strategic Theme“Inspiring Research Through Industrial Collab...
Centre for Technology ManagementRAEng Visiting Professors of Innovation• Pieter Knook was formerlyDirector of Internet Ser...
Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, m...
Centre for Technology Managementhttp://www.ifm.eng.cam.ac.uk/research/ctm/openinnovation/
Centre for Technology ManagementSelected publications• Minshall, T. H. W., F. Livesey, L. Mortara, J. J. Napp, Y. Shi and ...
Centre for Technology ManagementSelected publications• Minshall, T., L. Mortara, S. Elia and D. Probert (2008). "Developme...
Upcoming SlideShare
Loading in …5
×

Open Innovation: Evolution of research at Cambridge University Engineering Department

1,556 views

Published on

Talk given at Tsinghua University, Beijing, by Dr Tim Minshall and Dr Letizia Mortara on 18th June 2013. The event was organised as part of the EC-HVEN project (www.birmingham.ac.uk/hven) and Open Innovation Research Forum.

Published in: Business, Technology
0 Comments
2 Likes
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
1,556
On SlideShare
0
From Embeds
0
Number of Embeds
65
Actions
Shares
0
Downloads
0
Comments
0
Likes
2
Embeds 0
No embeds

No notes for slide
  • Anything strange?Click on the link! – Surprise they changed name
  • This research aimed to understand how innovation management consultancy services impact the relationship between R&D and Marketing in large companiesI am planning to analyse different innovation management consultancy services
  • Open Innovation: Evolution of research at Cambridge University Engineering Department

    1. 1. Centre for Technology ManagementOpen Innovation:Evolution of research at Cambridge UniversityEngineering DepartmentDr Letizia Mortara and Dr Tim Minshallwww.ifm.eng.cam.ac.uk/ctm
    2. 2. Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, metrics and IP in MNCs– The use of intermediaries– Asymmetric partnerships– Technology acquisition– OI in SMEs• Emerging areas of interest:– Location, the role of universities
    3. 3. Centre for Technology ManagementResearch Development CommercialisationMarket FocusCompanyBoundaries ‘Closed’ new product / service development process
    4. 4. Centre for Technology ManagementWhen closed innovation did not work ..
    5. 5. Centre for Technology ManagementPictures:; www.tigenix.com; www.functionalfoodinfo.com; wikipedia.org; makerbot.com
    6. 6. Centre for Technology ManagementResearch Development CommercialisationCore Market FocusCompanyBoundariesProducts in-sourced(e.g. Co-branding)IntellectualProperty (IP) in-licensingIntellectualProperty (IP) out-licensingTechnologySpin-outsIdeas &TechnologiesDocherty, M. (2006), Primer on „Open Innovation‟: Principles and Practice, pdma (Product Development and Management Association) Vision (April 2006), pp.13-17.Chesbrough, H. (2003), Open Innovation: The New Imperative for Creating and Profiting From Technology, Boston: Harvard Business School Press.‘Open’ new product / service development process
    7. 7. Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, metrics and IP in MNCs– The use of intermediaries– Asymmetric partnerships– Technology acquisition– OI in SMEs• Emerging areas of interest:– Location, the role of universities
    8. 8. Centre for Technology ManagementSkillsAcquisition &protectionCultureMetricsMake vs. BuyCollaborative NPIOpen InnovationImplementationTodayRole of TechnologyIntermediariesOpen innovation in SMEsOI, location and roleof universitiesAlliance-basedBusiness ModelsTechnologyIntelligenceEvolution of our research
    9. 9. Centre for Technology ManagementCambridge Open Innovation Network (COIN)
    10. 10. Centre for Technology Management
    11. 11. Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, metrics and IP in MNCs– The use of intermediaries– Asymmetric partnerships– Technology acquisition– OI in SMEs• Emerging areas of interest:– Location, the role of universities
    12. 12. Centre for Technology ManagementManagement challenges of open innovationIntellectual propertyMetricsOrganisationalNationalWhat are they?How to get them?Reward?Promotion?
    13. 13. Centre for Technology ManagementTwo ways of implementing Open InnovationAd hoc, externalIn-houseWith thanks to Dr Letizia Mortara
    14. 14. Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, metrics and IP in MNCs– The use of intermediaries– Asymmetric partnerships– Technology acquisition– OI in SMEs• Emerging areas of interest:– Location, the role of universities
    15. 15. Centre for Technology ManagementTwo ways of implementing Open InnovationAd hoc, externalIn-houseWith thanks to Dr Letizia Mortara
    16. 16. Centre for Technology ManagementSpoilt for choiceWith thanks to Dr Letizia Mortara
    17. 17. Centre for Technology ManagementIntermediaries selection criteriaIntermediariesselection criteriaNetworksBusinessModelsStyle andapproachCapabilitiesWith thanks to Dr Letizia Mortara
    18. 18. Centre for Technology ManagementEffect of innovation management consultancy services onthe R&D and Marketing relationshipOBJECTIVE: To understand how innovationmanagement consultancy services (IMCS)impact the relationship between R&D andMarketing in large companiesMETHODOLOGY: 12 in-depth case studies of IMCS in MNCsRincón- Argüelles, Minshall and Phaal, 2013EXPECTED OUTCOME: Define a framework to assess the effect ofInnovation management consultancy servicesDetermine changes on intra-organizational relationships obtained as aconsequence of a consultancy intervention
    19. 19. Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, metrics and IP in MNCs– The use of intermediaries– Asymmetric partnerships– Technology acquisition– OI in SMEs• Emerging areas of interest:– Location, the role of universities
    20. 20. Centre for Technology ManagementVery differentorganisationsStart-upLarge company
    21. 21. Centre for Technology ManagementExamples of managementproblems:The technology works in thestart-up’s lab, but will it workin the ‘real world’?
    22. 22. Centre for Technology ManagementTechnology Readiness Levels: Who pays forraising the readiness level of the technology?ReadinesslevelStage of developmentProductimplementation9Demonstrated fully production capableover 6 month period87Pre-production654Assessment andproving321 Process concept proposed
    23. 23. Centre for Technology ManagementHow to overcome the ‘Not Invented Here’syndrome?The start-up’s technology looksvery promising …... but why are you not usingtechnology from internal R&D?
    24. 24. Centre for Technology ManagementHow to overcome reputational risk of failure?If the technology is embedded inyour product …... whose reputation is at risk if thetechnology fails?
    25. 25. Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, metrics and IP in MNCs– The use of intermediaries– Asymmetric partnerships– Technology acquisition– OI in SMEs• Emerging areas of interest:– Location, the role of universities
    26. 26. Centre for Technology ManagementAcquisition and internal developmentMaturityXMaturityX + YExamples:Firm acquisitionIn-licensingDr Simon Ford & Dr Letizia Mortara, Institute for Manufacturing
    27. 27. Centre for Technology ManagementExternal development and acquisitionMaturityXMaturityX + YExamples:OutsourcingIncubationEquity investmentIdea competitionsDr Simon Ford & Dr Letizia Mortara, Institute for Manufacturing
    28. 28. Centre for Technology ManagementCollaborative development and acquisitionMaturityXMaturityX + YExamples:PartnershipsConsortiaDr Simon Ford & Dr Letizia Mortara, Institute for Manufacturing
    29. 29. Centre for Technology ManagementInternal issuesTechnological knowledgeEmployee know-how and skillsRelated intellectual propertyOrganisational resistanceOrganisational fitOrganisational supportTechnology issuesMotivation matchValuationProtectionDevelopment requirementsImportance of developersTotal cost of acquisitionPartner issuesRelationshipStrategic alignmentCultural alignmentTransaction experience?The technology acquisition match„Technology acquisitions: A guided approach to technology acquisitionand protection decisions‟, Mortara and Ford, IfM, 2012
    30. 30. Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, metrics and IP in MNCs– The use of intermediaries– Asymmetric partnerships– Technology acquisition– OI in SMEs• Emerging areas of interest:– Location, the role of universities
    31. 31. Centre for Technology ManagementThe influence of CEO characteristics on open innovationin innovation-oriented SMEsRESEARCH AIM AND OBJECTIVES Investigate relevance of OI to SMEs & relationship between internal R&D&openness Viewing OI in innovative SMEs through the lens of CEO characteristicsJoonmo Ahn, Tim Minshall and Letizia Mortara, 2013 Too much R&D can be detrimental to business performance in SMEs☞ Openness is antecedent of good performance in SMEs, and can play greater role than R&D CEOs’ attitude towards OI play an vital role in increasing openness☞ CEO’s education & academic network are highly associate with degree of opennessDATA AND METHOD On-line (e-mail) survey of 401 innovation-oriented Korean SMEs Structural Equation Modeling (SEM)RESULTS
    32. 32. Centre for Technology ManagementThe impact of location on open innovationimplementation in UK high-tech SMEs• Context:– Cluster theory, new economic geography, businessecosystem• Perspectives:– Absolute geography, relative proximity, cognitivedistance• Initial results– Tangible versus intangible effects– Impact on transaction partners, transaction types adtransaction activitiesWeiss and Minshall, 2012
    33. 33. Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, metrics and IP in MNCs– The use of intermediaries– Asymmetric partnerships– Technology acquisition– OI in SMEs• Emerging areas of interest:– Location, the role of universities
    34. 34. Centre for Technology ManagementDoes it matter where you do open innovation?
    35. 35. Centre for Technology ManagementWith open innovation, ideas and partnerscan be anywhere ..
    36. 36. Centre for Technology ManagementPhilips & High Tech Campus Eindhoven
    37. 37. Centre for Technology ManagementSumitomo Chemical, CDT and Cambridge• Inkjet cluster strong inCambridge• CU spin-out CDTdeveloped ecosystem ofpartners (locally andinternationally) todevelop P-OLED displaysusing inkjet technologies• Sumitomo Chemical waslong-term developmentpartner then acquiredCDT.
    38. 38. Centre for Technology ManagementOpen innovation and location• How much investment do you need to make at particularlocations to get the benefit of open innovation?– Build new lab? Have local ‘technology scout’? Invest in local start-upventures?• What resources do you provide?– At Eindhoven High Tech Campus, start-ups have access to Philips’labs and production testing facilities• What resources can you get?– What can the local university provide? What are the ‘industrialcommons’ available locally (e.g. deep knowledge of inkjettechnologies around Cambridge)
    39. 39. Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, metrics and IP in MNCs– The use of intermediaries– Asymmetric partnerships– Technology acquisition– OI in SMEs• Emerging areas of interest:– Location, the role of universities
    40. 40. Centre for Technology ManagementDr Eoin O‟Sullivan, http://www.ifm.eng.cam.ac.uk/research/csti/
    41. 41. Centre for Technology ManagementChanging universities• Changing roles– Emergence of 3rd mission: research + teaching +application• Pressures on funding for research– Squeeze on public spending– Push to increased industry funding– Risks of drift to application focus• Changing drivers of behaviour and metrics– „Impact‟ within „Research Excellence‟
    42. 42. Centre for Technology ManagementFrom Dr Eoin O’Sullivan, adapted from: Wayne C Johnson, VP, HP University Relations WorldwideAwarenessInvolvementSupportSponsorshipStrategicPartnerPHASE 1PHASE 2 PHASE 3 PHASE 4 PHASE 5Partnership Building: The “Partnership Continuum”•Career Fairs•IndustryAdvisors•IndustryAffiliate•Internships•Workshops& Seminars• Guest lectures• Eventsponsorship•Curriculum Dev•StudentFellowships•Project support•Collaborativeresearch•Universityinitiativesponsorship•Long termpartnership•Jointly shapeprojects•Major gifts•BusinessdevelopmentTimeTRUST• Level of Engagement• Expectation of impact• Operational ComplexityDr Eoin O‟Sullivan, http://www.ifm.eng.cam.ac.uk/research/csti/
    43. 43. Centre for Technology ManagementCU Engineering Department 4th Strategic Theme“Inspiring Research Through Industrial Collaboration”1. Investigate(What works? Why? How?)Build evidence base, developtheory, develop tools and processes2. Inform and Inspire(Why & how do you do it?)Run training workshops, developon-line resources, runmasterclasses, run annualconference3. Implement(Doing it)Opportunity communication tools,pilot projects, develop partnershipmanagement network andprocesseswww.engineerimpact.info
    44. 44. Centre for Technology ManagementRAEng Visiting Professors of Innovation• Pieter Knook was formerlyDirector of Internet Servicesat Vodafone and President ofMicrosoft Asia.• Sam Beale was Head ofTechnology Strategy at Rolls-Royce Group.• Rick Mitchell was GroupTechnical and QualityDirector at Domino PrintingSciences.www.engineerimpact.info
    45. 45. Centre for Technology ManagementOverview• Context• Evolution of Cambridge research• Specific examples:– Culture, skills, metrics and IP in MNCs– The use of intermediaries– Asymmetric partnerships– Technology acquisition– OI in SMEs• Emerging areas of interest:– Location, the role of universities
    46. 46. Centre for Technology Managementhttp://www.ifm.eng.cam.ac.uk/research/ctm/openinnovation/
    47. 47. Centre for Technology ManagementSelected publications• Minshall, T. H. W., F. Livesey, L. Mortara, J. J. Napp, Y. Shi and Y. Zhang (2010).Manufacturing and Open Innovation. Nanotechnologies for Future Mobile Devices. T.Ryhänen, M. A. Uusitalo, O. Ikkala and A. Kärkkäinen. Cambridge UK, CambridgeUniversity Press ISBN 978-0521112161.• Mortara, L., J. J. Napp, S. Ford and T. H. W. Minshall (2011). Open Innovationactivities to foster Corporate Entrepreneurship. Entrepreneurship and TechnologicalChange. L. Cassia, T. Minola and S. Paleari. Cheltenham, UK • Northampton, MA,USA, Edward Elgar: 293-322.• Rincón- Argüelles, L., T. H. W. Minshall and R. Phaal (2013). Effect of innovationmanagement consultancy services on the R&D and marketing relationship. IAMOT2013. Porto Alegre, Brazil 14-18 April.• Weiss, D. and T. Minshall (2012). New perspectives on Open Innovation: The role ofrelative proximity on open innovation implementation in UK high-tech SMEs. 26thInternational Conference on Manufacturing Research, 11-13 September 2012. AstonBusiness School, Birmingham, UK.• Ahn, J., L. Mortara and T. Minshall (2013). The influences of CEO characteristics onopen innovation in innovation-oriented SMEs. R&D Management Association (RADMA)
    48. 48. Centre for Technology ManagementSelected publications• Minshall, T., L. Mortara, S. Elia and D. Probert (2008). "Development of practitionerguidelines for partnerships between start-ups and large firms." Journal ofManufacturing Technology Management: 391-406.• Minshall, T. H. W., L. Mortara, D. Probert and R. Valli (2010). "Making asymmetricpartnerships work." Research Technology Management May-June: 53-63.• Minshall, T. H. W., S. Seldon and D. Probert (2007). "Commercializing a disruptivetechnology based upon university IP through open innovation: A case study ofCambridge Display Technology." International Journal of Innovation and TechnologyManagement 4(3): 225 - 239.• Mortara, L. and T. Minshall (2011). "How do large multinational companies implementopen innovation?" Technovation 31(10-11): 586-597.• Mortara, L., T. H. W. Minshall, J. J. Napp and I. Slacik (2010). "Implementing OpenInnovation: cultural issues " International Journal of Entrepreneurship and InnovationManagement 11(4): 369-397.• Mortara, L., J. J. Napp, I. Slacik and T. H. W. Minshall (2009). How to implementopen innovation: Lessons from studying large multinational companies, University ofCambridge Institute for Manufacturing ISBN: 978-1-902546-75-9.

    ×