LivingLabs & Open Innovation

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LivingLabs & Open Innovation

  1. 1. Technology is anything that was invented after you were born” Alan Key
  2. 2. Disruptive Closed Integrated Innovation Radical Open Incremental Strategic Systemic Esteve Almirall . . . esteve.almirall@esade.edu almirall@lsi.upc.edu
  3. 3. Innovation isn't what innovators do....it's what customers and clients adopt. Michael Schrage – M.I.T.
  4. 4. 3 + 1 + R
  5. 5. 0)
  6. 6. ?
  7. 7. 1)
  8. 8. Early in the morning
  9. 9. on February 14, 1876
  10. 10. filled a caveat for a patent
  11. 11. describing a telephone that used a liquid microphone
  12. 12. and remained in the basket ...
  13. 13. …. . .shortly before noon
  14. 14. Bell's lawyer filled a patent and requested that the filing fee be entered immediately
  15. 15. Late that afternoon, the fee for Gray's caveat was entered on the cash blotter however, the caveat was not taken to the examiner until the following day.
  16. 16. Gray abandoned his caveat and that opened the door to Bell being granted U.S. Patent 174,465 for the telephone on 7 March 1876
  17. 17. 2)
  18. 18. in the 1990´s
  19. 19. started a company called Fuse to develop the quot;Dell of the Consumer Electronics.quot; One of the devices he had in mind was a small hard disk-based music player …. . .
  20. 20. Fuse failed
  21. 21. Fadell offered the idea to Philips
  22. 22. Fadell offered the idea to Real Networks
  23. 23. in 2001
  24. 24. hires Fadell
  25. 25. Apple assembles a 35 person team lead by Tony Fadell Philips IDEO General Magic Apple Connectix Web TV
  26. 26. 6 months later
  27. 27. The 30GB, 5th Generation Video iPod of 2005 has around 400 inputs with an average value of $0.05
  28. 28. 3)
  29. 29. The previous state of the art in aviation manufacturing was to have global partners work from a common blueprint to produce parts.—Actually, whole sections of the airplane—that were physically shipped to a Boeing assembly plant near Seattle to see if they fit together. There, successive iterations of the planes were built and refined with onsite teams from around the world.
  30. 30. Instead, on the 787 parts are designed concurrently by partners, and virtually quot;assembledquot; in a computer model maintained by Boeing outside its corporate firewall. Ultimately, completed sections of the plane will be picked up by three specially fitted 747s and carried to a Boeing facility in Everett, Wash. Thanks to the online modeling, Boeing can now trust its global partners with the process of creating entire sections of the plane, from concept to production.
  31. 31. 50 partners 130 locations >4 years
  32. 32. Customers, including pilots and flight attendants, were asked to provide input before the design was handed off to design partners. Scott Griffin – Vice-president and CIO - Boeing
  33. 33. +1)
  34. 34. Innovation Before After Invention Commercialization Product Business, incl. business model Technology driven Business / value driven Internally Internal generated integration of internal and external stuff Engineering’s job Everyone’s job
  35. 35. Closed innovation Open Innovation The smart people in the field work for us. Not all the smart people in the field work for us. We need to work with smart people inside and outside the company. To profit from R&D, we must discover it, External R&D can create significant value: develop it, and ship it ourselves. internal R&D is needed to claim some portion of that value. If we discover it ourselves, we will get it to We don't have to originate the research to the market first. profit from it. The company that gets an innovation to the Building a better business model is better than market first will win. getting to the market first. If we create the most and the best ideas in If we make the best use of internal and the industry, we will win. external ideas, we will win. We should control our IP, so that our We should profit from others' use of our IP, competitors don't profit from our ideas. and we should buy others' IP whenever it advances our business model. from http://www.openinnovation.eu
  36. 36. Finding Ideas/Partners/Technologies a massive filtering problem The Unwashed The Suspects The prospects The finalists The Partner (s)
  37. 37. Innovation Intermediaries (inbound – outbound)  Knowledge brokers.  Connectors (Nine Sigma & Yet2.com)  Marketplaces (Innocentive).  Scouting. …...
  38. 38. who invented the mountain bike
  39. 39. Living Labs aim to provide structure and governance to the user involvement in innovation
  40. 40. +R)
  41. 41. inventor > networks >– crowds
  42. 42. What hard problem is being solved here?
  43. 43. Institutions are structures and mechanisms of social order and cooperation governing the behavior of a set of individuals. social purpose Institutions are identified with a and permanence, transcending individual human lives and intentions, and with the making and enforcing of rules governing cooperative human behavior. The term, institution, is commonly applied to customs and behavior patterns important to a society, as well as to particular formal organizations of governmentand public service. As structures and mechanisms of social order among humans, institutions are one of the principal objects of study in the social sciences, including sociology, political science and economics. Institutions are a central concern for law, the formal regime for political rule-making and enforcement. The creation and evolution of institutions is a primary topic for history.
  44. 44. Traditional answer: 1) Create an institution
  45. 45. Traditional answer: 1) Create an institution 2) Use the institution.
  46. 46. we used to live in a world of products made in companies
  47. 47. is this the only possible way?
  48. 48. Where is the coordination?
  49. 49. Where is the coordination?
  50. 50. Where is the coordination? vs.
  51. 51. 1) When you form an institution you take a management problem.
  52. 52. 1) When you form an institution you take a management problem. 2) An institution needs structure.
  53. 53. 1) When you form an institution you take a management problem. 2) An institution needs structure. 3) Institution have boundaries that are inherently exclusionary.
  54. 54. 1) When you form an institution you take a management problem. 2) An institution needs structure. 3) Institution have boundaries that are inherently exclusionary. 4) Institutions creates a professional class.
  55. 55. Is there any other way?
  56. 56. The face of innovation is changing, are we?
  57. 57. ?
  58. 58. esteve almirall esteve.almirall@esade.edu almirall@lsi.upc.edu

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