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Analyzing change in Open Innovation implementation

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Analyzing change in Open Innovation implementation

  1. 1. Analyzing changein Open Innovation<br /><ul><li>What needs to be changed?
  2. 2. Is there an easy-to-handle instrument to communicate the change that needs to happen?</li></ul>August 2010<br />
  3. 3. Succesful Change Management programs always have a solid and easy-to-commuicate understanding of what will change<br />Likeanynewventure, a changeprogramneedstohave an elevatorpitch<br />“In one minute or less describe what the change will be”<br />To plan for details successful Change programs need a tool to indicate where Change will happen and which details need to be planned<br />A compass is a good tool for navigating in unknown territory<br />The Change compass is a good tool for navigating a Change program<br />It will indicate the dimensions in which Change will happen<br />2<br />
  4. 4. N<br />The Change compass: Organizational Change can happen in one to eight dimensions (simultaneously) <br />3<br />Business mission<br />Skills<br />Goals and KPIs<br />Capacities<br />Processesand IT<br />Structures<br />Mindset/ Values<br />Rolesandworkstyles<br />Source: BCG<br />
  5. 5. Examplefrom a Change project: „implementing R&D-driven Open Innovation“ in the R%D organizationof a global FMCG company (1)<br />Changes in business mission<br />From “Having the best researchers in the industry peer group” …… to “Making the knowledge of the world available”<br />Change in goals and KPIs<br />Goals such as R&D productivity and R&D budgets had to be re-evaluated<br />Performance / incentive system for R&D Managers needed to be adjusted. Up so far, a part of the annual bonus consisted of the IP contribution, measured by the number of patents filed. Now this is not in line with OI, since R&D managers are actually incentivised not to search outside for clever ideas or to immediately file for patent when an external idea comes in<br />Changes processes and IT<br />A number of new processes had to be designed<br />A smaller number of existing processes, e.g. the management of the R&D project portfolio, had to be adapted<br />4<br />
  6. 6. Examplefrom a Change project: „implementing R&D-driven Open Innovation“ in the R%D organizationof a global FMCG company (2)<br />Changes in roles and work styles<br />For managing the interaction between the internal key innovation players and the external co-innovating community a new role had to be installed<br />Intensity and style of internal co-operation would change in some points, e.g. between innovators and the Patents department. Additionally, the lab managers need to develop co-operation and project management skills with a rather large number of sometimes unknown external innovators<br />Changes in mindsets<br />External co-operation had to be based on new paradigms, e.g. “From ‘Not Invented Here’ to ‘Proudly Discovered Here’’ or “Hiding is less important than Sharing” or “Work-Around is less important than Partnering”<br />Changes in skills<br />Internal key innovation players need to acquire new skills, e.g. on how to write good scientific challenges or on how to use the IT platform.<br />5<br />
  7. 7. About …<br />Frank Matteswww.open-innovators.com<br />More than 15 years of experience in managing projects and innovation<br />Worked for medium-sized national consulting companies as well as for The Boston Consulting Group<br />Worked at C-level for an IT and a Professional Services company<br />Author of several books and articles<br />Currently working at www.hlp-online.de<br />Contact<br />+49-(0)171-6866774<br />frank.mattes@t-online.de<br />6<br />

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